FEDERAL DEPOSIT 

INSURANCE CORPORATION

Federal Agency 

Annual EEO Program 

Status Report

Fiscal Year 2021 
FDIC / FY 2021 / Page 1

2 

Table of Contents

U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

TABLE OF CONTENTS

EEOC FORMS 715-01

PARTS A-D: Agency and Official Identifying Information and Total Employment Information .................................. 3

PART E: Executive Summary .................................................................................................................................................... 6

PART F: Certification of Establishment of Continuing Equal Employment Opportunity Programs ............................ 15

PART G: Agency Self-Assessment Checklist ......................................................................................................................... 16

PART H: Agency EEO Plan to Attain the Essential Elements of a Model EEO Program .............................................. 54

PART I: EEO Plan to Eliminate Identified Barrier ................................................................................................................ 67

PART J: Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with 

Disabilities .................................................................................................................................................................................. 68

ATTACHMENTS

Attachment A: FDIC Workforce Data Tables and Attachment A: FDIC Applicant Flow Data

Attachment B: FDIC EEO Policy

Attachment C: FDIC Organizational Chart

Attachment D: FDIC Circular 2710.03 - Anti-Harrassment Program

Attachment E: FDIC Strategic Plan

Attachment F: FDIC Alternative Dispute Resolution Procedures

Attachment G: FDIC Circular 2710.5 - FDIC Reasonable Accommodation Program

Attachment H: FDIC Guidance/Procedures for Providing Personal Assistance Services

Attachment I: FDIC FY 2021 Disabled Veterans Affirmative Action Program (DVAAP)

Attachment J: FDIC FY 2021 Federal Employee Viewpoint Survey Results

Attachment K: FDIC Diversity, Equity, and Inclusion Strategic Plan 2021-2023

Attachment L: FDIC Section342 Dodd-Frank Wall Street Reform and Consumer Protection Act Report to Congress 2021

PARTS A-D: Agency and Official Identifying Information and Total Employment Information .......................... 2

PART E: Executive Summary ...................................................................................................................................... 5

PART F: Certification of Establishment of Continuing Equal Employment Opportunity Programs ................. 14

PART G: Agency Self-Assessment Checklist............................................................................................................ 15

PART H: Agency EEO Plan to Attain the Essential Elements of a Model EEO Program ....................................... 53

PART I: EEO Plan to Eliminate Identified Barrier.................................................................................................... 66

PART J: Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with 

Disabilities ................................................................................................................................................................. 67

Attachment A: FDIC Workforce Data Tables ........................................................................................................... 86

Attachment A: FDIC Applicant Flow Data...............................................................................................................141

Attachment B: FDIC EEO Policy...............................................................................................................................174

Attachment C: FDIC Organizational Chart .............................................................................................................176

Attachment D: FDIC Circular 2710.03 - Anti-Harrassment Program....................................................................178

Attachment E: FDIC Strategic Plan .........................................................................................................................196

Attachment F: FDIC Alternative Dispute Resolution Procedures ........................................................................234

Attachment G: FDIC Circular 2710.5 - FDIC Reasonable Accommodation Program ..........................................235

Attachment H: FDIC Guidance/Procedures for Providing Personal Assistance Services ..................................267

Attachment I: FDIC FY 2021 Disabled Veterans Affirmative Action Program (DVAAP).......................................270

Attachment J: FDIC FY 2021 Federal Employee Viewpoint Survey Results ........................................................287

Attachment K: FDIC Diversity, Equity, and Inclusion Strategic Plan 2021-2023 ................................................311

Attachment L: FDIC Section342 Dodd-Frank Wall Street Reform and Consumer Protection Act 

Report to Congress 2021..........................................................................................................................................326

ATTACHMENTS
FDIC / FY 2021 / Page 2

3 

EEOC FORM 715-01 PARTS A-D

EEOC FORM

715-01

PARTS A - D

U.S. Equal Employment Opportunity Commission

FY 2020 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

For period covering October 1, 2020, to September 30, 2021.

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. 5623

2. Enter total number of temporary employees 2. 412

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

4.TOTAL EMPLOYMENT [add lines B 1 through 3] 4. 6035

PART C 

Agency

Official(s)

Responsible

For Oversight

of EEO

Program(s) 

1.Head of Agency

Official Title

1. Martin J. Gruenberg, Acting

Chairman

2. Agency Head

Designee

2. Nikita Pearson, Deputy to the Chairman for External Affairs

and Director, Office of Minority and Women Inclusion

3. Principal EEO

Director/Official

Title/series/grade

3. Nikita Pearson, Deputy to the Chairman for External Affairs

and Director, Office of Minority and Women Inclusion, EM-00

4. Title VII Affirmative

EEO Program Official

4. Brian Guy, Deputy Director, Office of Minority and Women

Inclusion

5. Section 501

Affirmative Action

Program Official

5. Monica Flint, Disability Program Manager, Human Resources

Branch

PARTS A-D: Agency and Official Identifying Information and Total Employment Information
FDIC / FY 2021 / Page 3

4 

6.Complaint Processing

Program Manager

6. Michael Moran, Branch Chief, Equal Employment Opportunity

Compliance and Training, Office of Minority and Women

Inclusion

7. Other Responsible

EEO Staff

7. Peter Mueller, Senior EEO Specialist

Amy Del Valle, Stephanie Foster, and

Theresa Marshall, EEO Specialists

Donald Ballard, EEO Counselor

Joyce Hunter, Special Emphasis Program Manager
FDIC / FY 2021 / Page 4

5 

EEOC FORM

715-01

PARTS A - D 

U.S. Equal Employment Opportunity Commission

FY 2020 – 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

* Attachment A: FDIC Workforce Data Tables *Attachment G: FDIC Circular 2710.5 – FDIC

Reasonable Accommodation Program

* Attachment B: FDIC FY 2020 EEO Policy Statement * Attachment H: FDIC Guidance/Procedures for

Providing Personal Assistance Services

* Attachment C: FDIC Organizational Chart * Attachment I: FDIC FY 2021 Disabled Veterans

Affirmative Action Program (DVAAP) Report

* Attachment D: FDIC Circular 2710.03 – AntiHarassment Program* Attachment J: FDIC 2021 Federal Employee Viewpoint

Survey Results Status

* Attachment E: FDIC Strategic Plan * Attachment K: FDIC Diversity, Equity, and Inclusion

Strategic Plan 2021-2023

* Attachment F: FDIC Alternative Dispute Resolution

Procedures

* Attachment L: FDIC Section 342 Dodd-Frank Wall

Street Reform and Consumer Protection Act Report to

Congress 2021
Management Directive (MD)-715 Executive Summary

FDIC Mission, Model EEO Program and Workforce Diversity, Equity, Inclusion and 

Accessibility Efforts

The Federal Deposit Insurance Corporation (FDIC) is pleased to deliver its Equal Employment 

Opportunity (EEO) Program Status Report for fiscal year (FY) 2021. The FDIC maintains stability and 

public confidence in the U.S. financial system by insuring deposits in banks and thrift institutions; 

examining and supervising financial institutions for safety and soundness and consumer protection; 

making large and complex financial institutions resolvable and limiting the effect on the economy and 

the financial system when a bank or thrift institution fails by managing receiverships. The FDIC is the 

primary federal regulator of state-chartered banks that are not members of the Federal Reserve 

System and is the back-up supervisor for the remaining insured banks and thrift institutions. As of 

September 30, 2021, the FDIC directly examined and supervised 3,171 banks and thrift institutions, 

more than half of the institutions in the banking system.

To better support our mission, the FDIC is building a workforce that is talented, diverse, and 

committed to fostering a safe, fair, and inclusive workplace and banking system. The EEO Program is 

a critical piece of our workforce efforts. In this EEO Program Status Report, we share information 

about our ongoing strategies to maintain a model EEO program and to remediate prior deficiencies. 

For instance, we are focusing on expanding talent sources, leadership accountability, strengthening 

employee development efforts, and benchmarking best practices. These initiatives will enhance our 

current workplace, as well as address barriers to opportunities that may exist. The FDIC recognizes 

that we are in a unique position to make positive, lasting changes that will impact not only our 

workforce, but the banking system and – even more broadly – the communities within our country. 

Details regarding these and other efforts, along with our challenges and accomplishments, can also be 

found in the FDIC’s Section 342 Dodd-Frank Wall Street Reform and Consumer Protection Act Report 

to Congress for 2021. (Please refer to Attachment L to review the report.)

FDIC’s Annual Self-Assessment Against the MD-715 "Essential Elements" 

Strengthening our diversity, equity, inclusion, and accessibility (DEIA) efforts during the reporting 

period has helped to place us on solid ground for achieving and maintaining a Model EEO Program. 

The MD-715 divides the essential elements of a model agency EEO program into six broad categories 

encompassing 156 measures:

A. Demonstrated Commitment from Agency Leadership,

B. Integration of EEO into the Agency’s Strategic Mission,

C. Management and Program Accountability,

D. Proactive Prevention of Unlawful Discrimination,

E. Efficiency, and

F. Responsiveness and Legal Compliance.

For FY 2021, the FDIC has met all measures of four essential elements:

A. Demonstrated Commitment from Agency Leadership,

B. Integration of EEO into the Agency’s Strategic Mission,

D. Proactive Prevention of Unlawful Discrimination, and

F. Responsiveness and Legal Compliance.

FDIC / FY 2021 / Page 5
The FDIC nearly met all measures identified in Essential Element C-Management and Program 

Accountability. We are diligently working to meet all measures of this essential element as well as 

Essential Element E-Efficiency. Please see below for more details.

 Essential Element C-Management and Program Accountability. The self-assessment identified

one deficiency:

o Establishing a timetable for regular review of employee programs for systemic barriers

that may be impeding full participation in the programs by all groups of employees.

Although, the FDIC has reviewed these areas in the past and discussed review

timetables, it has not been formally adopted as part of a regular review cycle. This

effort was delayed as many of the staff initially responsible for this effort have left the

Agency through retirement.

Part H of this report, “Agency EEO Plan to Attain the Essential Elements of a Model EEO Program,” 

discusses actions the FDIC will take to address the remaining deficiency by implementing the 

established regular schedules to review its merit promotion program, employee recognition awards 

program, and employee development/training programs.

 Essential Element E-Efficiency. The self-assessment identified three deficiencies:

o The agency provides timely EEO counseling,

o Low Alternative Dispute Resolution (ADR) Rate in the Pre-Complaint Stage, and

o Timely completing investigations.

Part H of this report discusses the FDIC’s plans to improve ADR participation and the timeliness of EEO 

counseling, and investigations.

The chart below reflects FDIC’s percentage of Essential Elements met for FY 2021 and the next section 

“Select Accomplishments Towards Attaining a Model EEO Program” will describe our efforts to ensure a 

model EEO program.

Element

*FY 2021 %

of Measures

Met

A. Demonstrated Commitment from Agency

Leadership 100%

B. Integration of EEO into the Agency’s Strategic

Mission 100%

C. Management and Program Accountability 95%

D. Proactive Prevention 100%

E. Efficiency 83%

F. Responsiveness and Legal Compliance 100%

Total 95%

*The calculation excludes “Not Applicable” measures in Part G.

FDIC / FY 2021 / Page 6
Select Accomplishments Towards Attaining a Model EEO Program

This section provides representative examples of where FDIC has taken steps to achieve and maintain 

a model EEO program in relationship to the six essential elements. Highlights in this summary also 

include actions taken to help proactively prevent EEO barriers. In addition, success and challenges are 

outlined in our workforce analysis. Finally, we discuss future actions that FDIC will take to maintain a 

model EEO program.

A. Demonstrated Commitment from Agency Leadership

Equal Employment Opportunity Policy Statement

On October 22, 2020, the FDIC issued its annual EEO Policy Statement affirming its commitment to a 

workforce that is diverse and inclusive, reflecting the communities we serve, and respecting the value 

and contributions of all employees. The agency reaffirmed its commitment to EEO principles on April 

26, 2022. The FDIC will continue its work to uphold equal opportunity and cultivate a workplace that is 

accessible, inclusive, and diverse—that treats everyone with dignity and respect and embraces our 

differences. The statement also highlighted specific initiatives that the FDIC has undertaken to 

increase diversity in our workforce and leadership to create a culture of excellence that supports and 

sustains high performance. 

No FEAR Act Notice

On July 30, 2021, the FDIC issued its No FEAR Act Notice to all employees describing their right to a 

workplace that is free from discrimination, harassment, retaliation, and prohibited personnel practices, 

including reprisal for whistleblowing activities. This Notice further provided employees with specific 

information on how to exercise their rights. 

B. Integration of EEO into the Agency’s Strategic Mission

Diversity, Equity, Inclusion, and Accessibility Initiatives

At the agency, we foster a culture of excellence by ensuring every employee has equal opportunity to 

develop and excel in their career. In March 2021, the FDIC released its 2021-2023 Diversity Equity, 

and Inclusion (DEI) Strategic Plan, which lays out a bold vision for embedding DEI into every aspect of 

our operations. The DEI plan is attached to this report and also focuses on accessibility efforts.

C. Management and Program Accountability

Leadership

The FDIC established a new performance goal to promote DEI in our workforce and to hold FDIC 

leadership accountable for advancing DEI and EEO. In the DEI Strategic Plan, goal 2.2 Career 

Development, tasks the FDIC with maintaining a diverse leadership pipeline including a framework for 

holding managers accountable for actively promoting career development and advancement 

opportunities for their employees. In addition, the FDIC developed and implemented a new leadership 

development framework that includes a corporate-wide succession management program focused on 

the development of a broad, diverse, and talented cadre of future FDIC leaders. 

Leadership Excellence Acceleration Program

The FDIC launched the Leadership Excellence Acceleration Program (LEAP) in September 2021. This 

program was designed to develop FDIC’s next generation of managers and gives employees the 

knowledge and tools needed to become future leaders of the organization. The one-year program 

combines education and training with leadership experiences and includes opportunities for the 

participant to shadow managers and assume acting managerial roles. This gives the participant the 

FDIC / FY 2021 / Page 7
opportunity to grow their knowledge, skills, and experience so they could successfully take on a 

managerial role. The LEAP program selected 15 employees to participate in 2021.

D. Proactive Prevention

Accessibility

Since publishing our DEI Strategic Plan, we have included accessibility language in our agency-wide 

DEIA initiatives. We have always been committed to both meeting the accessibility requirements of 

the Rehabilitation Act of 1973 for individuals with disabilities and exceeding our prior internal 

expectations. For instance, in FY 2021, the agency added automated captioning, meeting conference 

bridge phone numbers for American Sign Language (ASL) interpreters, the ability to “pin” the video 

feeds of ASL interpreters, and participant spotlighting to the MS Teams meeting platform for all FDIC 

employees. The FDIC Section 508 Team leveraged ServiceNow to create a portal for its customers to 

submit requests for 508 services, including 508 training, document remediation assistance, Section 

508 testing, and Voluntary Product Accessibility Template (VPAT) reviews.

Improving the Interview Process

During the reporting period, appointment/hiring was the most frequently filed EEO issue. Based on 

this trend we focused on minimizing bias in hiring and promotion opportunities to promote an 

equitable process. As outlined in the Agency’s DEI Strategic Plan, the FDIC initiated DEIA best 

practices to mitigate bias in the interview process. Upon request in FY 2021, OMWI reviewed Division 

and Office interview questions to ensure they were relevant to the job requirements and inclusive. For 

example, OMWI confirmed that questions were gender neutral and captured how candidates address, 

handle or interact with a diverse group. 

Hispanic/Latino Outreach and Recruitment

The FDIC has underrepresentation of Hispanic/Latino employees compared to applicable benchmarks. 

While we have made incremental improvements, the Agency is closely monitoring the representational 

rates of Hispanic/Latino employees and implementing initiatives which seek to increase 

representation. 

In 2021, the FDIC began development of an agency-wide Hispanic/Latino Recruitment Strategy. The 

Corporate Recruitment Program, OMWI, and the Hispanic Organization for Leadership and 

Advancement (HOLA) Employee Resource Group (ERG) Board of Directors collaborated on planned 

initiatives to: 

 Increase our potential candidate pipeline of Hispanic/Latino students from high school to

college,

 Create new partnerships and strengthen existing partnerships with Hispanic/Latino

organizations, and

 Increase retention rates and engagement of Hispanic/Latino employees.

The FDIC also partnered with the Hispanic Association of Colleges and Universities (HACU) to cohost 

the inaugural Hispanic Serving Institutions (HSI) Week in September 2021. Throughout the week, 

FDIC panelists shared ways to proactively source candidates from underrepresented communities and 

discussed the importance of DEIA hiring initiatives and the critical role allyship plays in achieving an 

inclusive work environment. More than 200 FDIC employees participated, including staff that 

moderated and provided closing remarks. As a result of our participation, the FDIC is expanding its 

relationship with HACU on a new Black, Indigenous, and People of Color (BIPOC) initiative, which 

seeks to build financial capability and economic empowerment, focusing on HSIs and other Hispanicserving organizations. The FDIC will also participate in HACU’s National Internship Program and 

provide financial education to participating students utilizing the FDIC’s Money Smart financial 

education curriculum as part of an inaugural professional development series. Further, in 2022 the 

FDIC / FY 2021 / Page 8
FDIC will establish an executive level taskforce to develop and implement a robust strategy to 

strengthen Hispanic/Latino recruitment and retention.

First Generation Program

FDIC launched the First-Generation Professional Program (First Gen) in June 2021. This program is 

centered on those individuals who are the first employee in one’s family to enter the professional 

workforce. The First Gen Program is open to all permanent employees and provides tools and 

resources to help the FDIC workforce achieve their professional and personal goals. First Gen supports 

the FDIC’s DEI Strategic Plan as it is a resource to promote access and opportunities to all permanent 

FDIC employees. The objective of the program is to build an inclusive community, remove barriers for 

its members and address any challenges. During 2021, 35 FDIC employees participated in the 

program.

Special Assistant Program

The Agency began its new Specialist Assistant (SA) Rotational program, which was designed to 

increase diversity in our workforce and leadership, for the purpose of providing developmental 

opportunities such as training, mentoring and coaching for rising leaders at the FDIC. Program 

participants are given the opportunity to serve as Special Assistants to Division Directors, Deputy 

Directors and Regional Directors across the FDIC. The participants are given the opportunity to learn 

new skills, advance their career and bring their unique perspective to support FDIC Leadership. As a 

result of the launch of the program, 23 employees competed and were selected to participate in the 

program.

Expression of Interest Program

The FDIC updated its Expression of Interest (EOI) program during the year. These enhancements 

ensured that the application process for details and temporary promotions was fair, open, and 

inclusive. One of the notable program changes removed the requirement for an employee’s supervisor 

to approve their participation in EOIs. This new process has empowered more employees to pursue 

career development opportunities. Also, the program reform expanded developmental opportunities to 

more employees and those that participate are allowed to explore opportunities across the FDIC, learn 

new skills, network and learn more about the different Divisions and Offices. This broad talentdevelopment program will help the FDIC build a stronger and well-rounded diverse workforce.

Pay Adjustment Program

The FDIC worked with external compensation experts and the National Treasury Employees Union 

(NTEU) to create the Pay Adjustment Program for non-supervisory FDIC employees. This follows the 

2021 procedural change wherein the FDIC implemented a new pay-setting system for incoming 

employees. To ensure that current employees were paid in accordance with the principles underlying 

the new pay setting system, FDIC implemented the Pay Adjustment Program to give current 

bargaining and non-bargaining unit employees the opportunity to request a pay review and apply for a 

compensation review of their base pay. In this new program, 4,900 FDIC employees were eligible for 

the review and 1,800 employees applied for one. As a result of the Pay Adjustment Program, more 

than 700 employees received a pay adjustment.

E. Efficiency

Implementing EEO Benchmark Study

The FDIC continually strives to build a workplace and culture where all employees feel free to exercise 

their civil rights and where employees are held accountable for violations of antidiscrimination laws. In 

addition, we are focusing on an inclusive culture where differences are celebrated, because these 

unique characteristics make our workforce stronger and enhance our ability to fulfill our mission 

responsibilities. For these reasons, OMWI initiated a process during FY 2021 to benchmark other 

FDIC / FY 2021 / Page 9
agencies’ equal employment programs for preventing and addressing discrimination and retaliation. 

The results of this effort will be integrated into process enhancements for our EEO program in 2022.

Promoting Alternative Dispute Resolution 

On January 21, 2021, the EEOC noted in its review of the FDIC’s MD-715 report that the agency’s 

ADR/EEO mediation acceptance rate in the pre-complaint stage of the EEO process is below 50 

percent. In response, OMWI initiated a benchmarking review of the informal EEO process to determine 

why more employees do not opt to participate in mediation. Steps initiated to improve the ADR 

participation rate include OMWI working with agency management to encourage resolution, and we 

are seeking valuable feedback, in the form of a questionnaire, from participating employees in order to 

implement process improvements. Our goal is to bolster the overall organizational numbers wherein 

we resolve conflict early in a dispute and at the lowest level possible. Upon completion of the 

benchmarking initiative by the close of 2022, OMWI will develop additional conflict resolution tools to 

improve EEO ADR participation at the FDIC.

F. Responsiveness and Legal Compliance

Processing Conflict Complaints Timely

The EEOC provides that conflict cases are EEO complaints where the alleged responsible management 

official is the agency head, a staff member or employee of the agency head, someone who occupies a 

high-level position of influence at the agency, the EEO Director, or a supervisor in the EEO office. In 

FY 2021, OMWI developed and implemented an Internal Conflict EEO Complaint Process policy and 

corresponding standard operating procedures to ensure the timely investigation and processing of all 

EEO conflict complaints performed by outside contractors and other governmental agencies. In prior 

years, some of the conflict complaint processing was completed outside of EEO timeframes. Notably, 

in FY 2021, the FDIC did not experience any timeliness issues with the processing of EEO conflict 

complaints.

Based on the above examples, it is evident that FDIC continues to make meaningful progress on the 

six essential elements of a Model EEO program. In the next section, we will highlight our current

workforce representation.

FY 2021 Analysis of Workforce Profiles

As of September 30, 2021, the FDIC had a total workforce of 6,035, similar to the number of 

employees at the end of FY 2020 (n=6029). In FY 2021, the number of permanent employees 

decreased by two, and temporary employees increased by eight compared to the prior fiscal year, 

both very minor workforce changes. The racial and ethnic diversity of the FDIC’s overall workforce 

increased from last year. While we have made measurable progress with regard to diverse 

representation in our workforce, FDIC understands the need to do more. Below is a summary of the 

FDIC workforce profile for FY 2021, noting key improvements and ongoing challenges with regard to 

workforce representation. 

Progress 

Minority Representation in the Workforce

 Increased minority representation within the total workforce from 30.97 percent in FY 2020 to

31.96 percent in FY 2021, remaining above the national CLF benchmark for minorities of 27.64

percent.

 Within the total workforce, FDIC hired above the CLF benchmarks for Black/African American

and Asian men and women. When calculating for only new hires who submitted their

demographic information during the application process, Hispanic men, Native Hawaiian Other

FDIC / FY 2021 / Page 10
Pacific Islander men and women, and American Indian Alaska Native men were also hired 

slightly above the CLF.

Minority and Women Representation in the Bank Examiner Occupational Series (0570, Financial 

Institution Examiner, 2501 permanent employees)

 Slight increase in representation of women from 39.12 percent of permanent employees in FY

2020 to 39.50 in FY21.

 Slight increase in minority representation among permanent employees in the examiner

occupational series from 21.38 percent in FY 2020, to 21.71 in FY 2021.

Representation of Persons with Disabilities and Targeted Disabilities

 Increased the percentage of persons with disabilities in our total workforce from 12.31 percent

in FY 2020 to 13.70 percent in FY 2021, exceeding the 12 percent federal goal.

 Increased the percentage of persons with disabilities to 13.92 percent of the permanent

workforce at the end of FY 2021 from 12.59 in FY 2020.

 Persons who self-identified as having a targeted disability were selected for positions at a rate

of 5.58 percent in FY 2021, exceeding the federal goal of two percent; selections of persons

who self-identified as having a disability met the 12 percent federal goal.

Key Challenges 

Women and Minority Representation Throughout the Workforce

 Women represented 44.16 percent of the FDIC workforce in FY 2021, which was 3.98 percent

below the CLF benchmark (48.14 percent).

 New Hires for women were 42.27 percent which was 5.87 percent below the CLF.

 White women had the largest difference below the CLF in terms of new hires at 11 percent

below the CLF.

 Women are below their permanent workforce participation rate at most of the senior grade

levels (grades 13 and higher).

 Minorities at the EM, CM 01-02, and CG 14-15 grade levels fall below their permanent

workforce rates.

 Hispanic/Latino representation in the permanent workforce at 4.57 percent is below the CLF of

9.96 percent, although representation did increase about 1 percentage point from 4.44 in FY

2020.

Minority and Women Representation in the Bank Examiner Occupational Series (0570, Financial 

Institution Examiner)

 Women are below the occupational CLF (OCLF) of 45.25 percent at 39.5 percent in FY 2021,

and lower than the female CLFs for all minority categories.

 Minority representation among permanent employees in the examiner occupational series

(21.71 percent) is below the OCLF of 27.55 percent.

 With the exception of Black, Native American, and Two or more race Males, all other Minority

groups (Black Females, Native American Females, Two or more race Females, Asian Males and

Females, Hispanic Males and Females, Native Hawaiian Pacific Islander Males and Females,

and White Females) are lower than the respective CLF benchmark.

Representation of Persons with Disabilities and Targeted Disabilities

 Although FDIC does meet the Federal goals of 12 and two percent respectively for persons

with disabilities and targeted disabilities, it is notable that only one third of external applicants

report their disability status when applying. Few individuals with disabilities are selected for

internal promotion especially at senior grades. This is mainly driven by a lack of applicants

who have identified their status, although a relevant applicant pool exists for internal

promotions. There are also few individuals with disabilities selected for senior grade hires. This

FDIC / FY 2021 / Page 11
indicates potential workforce triggers beyond workforce onboard representation and may 

require further analysis. 

The FDIC monitors workforce statistics on an ongoing basis and takes action to attract, develop, and 

maintain a diverse workforce representative of the labor pool. The Planned Activities section below 

highlights some of these efforts.

FDIC Planned Activities 

We remain committed to establishing and maintaining a diverse workforce and an accessible and 

inclusive environment, both at the Agency and across the financial services industry. During the 

reporting period we worked with an external consultant to complete a Barrier Analysis and outlined 

the following five key goals: 

1. Recruiting. Address myths and misconceptions related to recruiting and diversity.

2. Hiring. Support recruiters, hiring officials, and managers with resources and tools to ensure

equal opportunity.

3. Talent Management. Ensure that feedback, opportunities, and awards are distributed

consistent with criteria that support FDIC’s DEIA mission, values, and goals.

4. Culture. Foster a work environment where all employees feel welcomed, valued, respected,

and engaged, and can effectively participate and bring their unique talents, skills, and

perspectives.

5. Leadership. Position DEIA as a priority and mission enabler.

To make advancements in these five key areas the FDIC will continue to implement its DEI Strategic 

2021-2023 Plan which is a roadmap to how FDIC will build its workforce. No matter how strong our 

DEI Strategic Plan is, its efficacy will be limited if we do not build the proper culture. We recognize 

that the work of DEIA does not end with increasing representation, so we will continue to be 

intentional about creating a culture where everyone can feel accepted and valued, can be their best 

selves, and can do their best work. To increase our accountability, FDIC developed performance goals 

to support DEIA. 

The FDIC released performance goals to support workforce progress.

Goal 5: Promote Diversity, Equity, Inclusion, and Accessibility within the FDIC workforce, business 

operations, and regulated entities.

5.01. Promote a culture of inclusion across the FDIC by increasing DEIA in the FDIC’s workforce and 

leadership.

a. Continue and enhance targeted recruiting efforts to attract and retain diverse pools of

applicants for FDIC career opportunities.

1. Create an interdivisional, executive level Hispanic/Latino Recruitment and Retention

Task Force with representation from the Hispanic Organization for Leadership and

Advancement and the Corporate Recruitment Program.

2. Develop and begin implementation of a plan to strengthen the recruitment, hiring, and

retention of individuals that identify as Hispanic/Latino.

3. Identify strategic partnerships and strengthen engagement with various

Hispanic/Latino groups, such the White House Hispanic Prosperity Initiative, Hispanic

Association of Colleges and Universities, Hispanic Serving Institutions, and other

affinity or professional groups or organizations.

4. Continue to promote DEIA within the examiner workforce through the Minority

Recruitment Task Force and strategic partnerships with other outside affinity

organizations.

FDIC / FY 2021 / Page 12
b. Cultivate a diverse, inclusive, and high-performing culture.

1. Continue implementation of divisional DEIA Strategic Plans.

2. Develop an audit plan to review field, regional, and headquarters offices to identify

EEO program deficiencies and evaluate efforts to eliminate identified barriers, as

recommended by the EEOC and outlined in the DEI Strategic Plan.

3. Complete by June 2022 the onboarding of a second round of selectees for the

rotational Special Assistant Program.

4. Develop interview panel guidance highlighting relevant DEIA best practices to be used

by hiring managers for all recruitments where interviews are conducted.

5. Conduct empathy-based training for all managers and employees to foster a culture of

understanding and inclusion.

6. Host a training conference for CDACs and ERGs on how to implement

programming/initiatives linked to achieving corporate DEIA strategic goals.

c. Encourage the early resolution of EEO complaints by striving to achieve an informal EEO

alternative dispute resolution (ADR) participation rate of at least 50 percent through the use of

ADR programs, pursuant to EEO regulations.

1. Administer the EEO ADR program in collaboration with the FDIC’s statutorily

designated Dispute Resolution Specialist.

2. Develop standard intake criteria, case assessment protocols, policies and procedures,

a roster of diverse and inclusive neutrals, and qualitative and quantitative evaluative

metrics, including a comparative analysis of complaint resolution rates at various

stages of the EEO process.

5.03. Leverage technologies and reporting that promote continued DEIA efforts related to Section 342 

of the Dodd-Frank Act.

a. Improve IT accessibility throughout the FDIC.

1. Develop and publish knowledge articles documenting the processes for employees to

request accommodations, assistive services, and Information Communication

Technology (ICT) by end of Q2, 2022.

2. Create the ability for employees to request IT reasonable accommodations, IT

assistive services, and ICT through the CIOO Services Portal by end of Q4, 2022.

b. Develop a voluntary internal survey mechanism for gender identity, sexual orientation, and

other key identifiers to provide a more complete understanding of diversity data.

c. Develop and begin executing a strategy that outlines a plan to deliver a comprehensive

reasonable accommodation information system by year-end 2023.

1. Conduct market research on available reasonable accommodation solutions.

2. Prepare artifacts required for the 2023 budget formulation process.

Conclusion

As outlined above, the FDIC has taken many steps to achieve and maintain a Model EEO program. The 

continued implementation of current and newly developed initiatives will further strengthen DEIA and 

equal employment opportunity at the FDIC. Currently, in partnership with OMWI, the FDIC has made 

internal changes (i.e., Hispanic Recruitment, Pay Adjustment Program, EOI Program, SA Program, 

etc.) to foster the implementation of our strong DEI Strategic Plan. Because of this, we have been able 

to make significant strides and are working diligently to be even more successful with the continued 

support of FDIC leadership, top management, employees and key partners. 

FDIC / FY 2021 / Page 13
FDIC / FY 2021 / Page 14

15

EEOC FORM

715-01

PART F

U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

CERTIFICATION of ESTABLISHMENT of CONTINUING EQUAL EMPLOYMENT OPPORTUNITY 

PROGRAMS

I, Nikita Pearson, 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 being maintained for EEOC review upon 

request.

Nikita Pearson /s/

Signature of Principal EEO Director/Official

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

EEO MD-715.

Date

Nikita Pearson /s/

Signature of Agency Head or Agency Head Designee Date
FDIC / FY 2021 / Page 15

16

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 October 29, 2020

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

A.2 - The agency has communicated

EEO policies and procedures to all

employees.

Measure Met?

(Yes/No/NA)

Comments
FDIC / FY 2021 / Page 16

17

Measures

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

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

A.2.c Does the agency inform its employees 

about the following topics:

Yes
FDIC / FY 2021 / Page 17

18

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 Biennial No FEAR Act training. Annual new supervisor EEO and Diversity 

training. EEO Poster posted throughout FDIC Headquarters and Regional 

Offices. New Employee Orientation

A.2.c.2 ADR process? [see MD-110, Ch. 3(II)(C)] 

If "yes", please provide how often.

Yes Biennial No FEAR Act Training. Annual new supervisor EEO and Diversity 

training.

A.2.c.3 Reasonable accommodation program? 

[see 29 CFR § 1614.203(d)(7)(ii)(C)] If 

"yes", please provide how often.

Yes Biennial No FEAR Act Training. Annual new supervisor EEO and Diversity 

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 New Supervisor EEO and 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 Biennial No FEAR Act Training.

Compliance 

Indicator

Measures

A.3 - The agency assesses and

ensures EEO principles are part of its

culture.

Measure Met?

(Yes/No/NA)

Comments

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) 

Yes Supervisors that adhere to and foster EEO principles are recognized in their 

LPMR element under Teamwork, Leadership and OIG Guiding Principles 

that covers behavioral standards.
FDIC / FY 2021 / Page 18

19

(9)] If "yes", provide one or two examples 

in the comments section.

Each year the Chairman at the annual awards ceremony presents the Annie 

D. Moore EEO, Diversity and Inclusion Award to an executive and a nonexecutive employee Annie D. Moore EEO Diversity and Inclusion Award –

Awarded to an individual employee or team of employees who has

demonstrated a dedication to excellence, professionalism, and assistance

to others, as well as outstanding achievement in extending equal

opportunities to individuals in the workplace. The award may also recognize

employees who have demonstrated extraordinary efforts to honor diversity

within the FDIC through effective leadership, skill, imagination, innovation,

and perseverance. This year the non-executive award was presented to the

member of the Initiative Promoting Inclusive Excellence within FDIC

Examiner Workforce. The executive award was presented to Nikita

Pearson for her work as Chair of the Diversity and Inclusion Executive Task

Force, where she led an initiative to expand diversity and inclusion across

the agency by improving our ability to attract, retain, and promote a talented

and diverse pool of examiner candidates. In addition to increasing diversity

at the FDIC, the Task Force’s recommendations will address gaps in our

succession pipeline by identifying and preparing future leaders now to fulfill

roles in the years to come.

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 Multiple mini town halls, culture sessions, engagement sessions, inclusion 

and bias training and all Hands meetings discussed these topics. Training in 

accordance with any OPM or EO guidance.

FDIC utilizes the Federal Employee Viewpoint Survey (FEVS) to monitor the 

perception of EEO principles within the workforce through the work of TEAM 

FDIC. TEAM FDIC is project-based, focused employee engagement 

initiative that leverages leadership support and employees' knowledge, 

skills, and experience to positively impact the FDIC workplace and support 

the FDIC's mission. TEAM FDIC consists of an Advisory Group that 

identifies short-term projects, from one to four months in duration, and 

Integrated Project Teams that carry out the projects to completion. The 

Advisory Group identifies projects that support and promote FDIC’s Core 

Values; and/or address agency-wide issues raised in the FEVS. Diversity, 

Equity and Inclusion are embedded in the FDIC's Core Values of Integrity, 

Competence, Teamwork, Effectiveness, Accountability and Fairness.
FDIC / FY 2021 / Page 19

20

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

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 mission-related programmatic 

offices? If "yes," please provide the title of 

the agency head designee in the 

comments.

N/A

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 

Yes
FDIC / FY 2021 / Page 20

21

§1614.102(c)(1); MD-715 Instructions,

Sec. I]

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 15, 2021

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 MD-110, Ch. 1(III)(A); 29 

CFR §1614.102(c)]

Yes
FDIC / FY 2021 / Page 21

22

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

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

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
FDIC / FY 2021 / Page 22

23

Measures

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 For FY 2021, the FDIC published the Diversity, Equity, and Inclusion 

Strategic Plan for 2021-2023. The DEI Strategic Plan is a call to action that 

will not only transform the FDIC workforce, but will ultimately help make the 

banking system safer, fairer, and more inclusive. 

Compliance 

Indicator

Measures

B.4 - The agency has sufficient budget

and staffing to support the success of

its EEO program.

Measure Met?

(Yes/No/NA)

Comments

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
FDIC / FY 2021 / Page 23

24

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)]

N/A

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 

Yes
FDIC / FY 2021 / Page 24

25

the systems with insufficient funding in the 

comments section.

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 Employer Liability for Unlawful 

Harassment by Supervisors (1999), § 

V.C.1]

Yes

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
FDIC / FY 2021 / Page 25

26

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 MD110?

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 MD715(II)(B)]

Yes

B.5.a.2 Reasonable Accommodation 

Procedures? [see 29 C.F.R. § 

1614.102(d)(3)]

Yes
FDIC / FY 2021 / Page 26

27

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 

Yes
FDIC / FY 2021 / Page 27

28

Executive Summary)? [see MD-715 

Instructions, Sec. I]

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

Measures

C.1 - The agency conducts regular

internal audits of its component and

field offices.

Measure Met?

(Yes/No/NA)

Comments

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.

N/A

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.

N/A
FDIC / FY 2021 / Page 28

29

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

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 

Yes
FDIC / FY 2021 / Page 29

30

an Effective Anti-Harassment Program 

(2006)] 

C.2.a.3 Does the agency have a separate 

procedure (outside the EEO complaint 

process) to address harassment 

allegations? [see 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.4 Does the agency ensure that the EEO 

office informs the anti-harassment 

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.

Yes

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 

Yes
FDIC / FY 2021 / Page 30

31

that comply with EEOC's regulations and 

guidance? [see 29 CFR 1614.203(d)(3)]

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 MD-110, Ch. 1(IV)(A)]

Yes

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 MD-

715, II(C)] If "no", please provide the 

percentage of timely-processed requests 

in the comments column.

Yes

C.2.c Has the agency established procedures 

for processing requests for personal 

assistance services that comply with 

Yes
FDIC / FY 2021 / Page 31

32

EEOC's regulations, enforcement 

guidance, and other applicable executive 

orders, guidance, and standards? [see 29 

CFR 1614.203(d)(6)]

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?

Yes See Part H Plan 4 for close out action items.

The Leadership Performance Management Program (LPMP) has two key 

performance indicators (KPI) to evaluate manager's commitment to agency 

EEO policies and principles and their participation in the EEO program. The 

first KPI is achieving FDIC's goals by supporting FDIC's mission for 

achieving applicable FDIC and Division/Office/Branch/Work Unit 

performance goals and objectives." One of the FDIC's goals is to promote 

and develop a diverse and engaged workforce with the knowledge, skills, 

and authority to effectively execute the mission of the FDIC. The second 

KPI is to promote a culture of excellence as follows: 

• Cultivates an inclusive, constructive, harassment-free work environment

built upon transparent communication, mutual trust and respect for all to

succeed
FDIC / FY 2021 / Page 32

33

• Adheres to equal opportunity and merit system principles in decisions

impacting employee working conditions and fosters the objectives set forth

in the FDIC's Diversity and Inclusion Strategic Plan.

• Upholds and applies EEO policies and principles and participates in the

FDIC's EEO program.

• Promotes the protection of employees in making protected disclosures by

fostering an environment in which agency employees feel comfortable

making such disclosures, responding constructively when employees make

protected disclosures, and taking responsible actions to resolve these

disclosures.

Additionally, one of the four categories of eligibility for the LPMP Bonus 

Nomination is "Culture of Inclusion and Excellence" which requires the 

manager to demonstrate "superior skills in leading team to achieve goals 

through communicating clear expectations and priorities; creating line of 

sight from work unit to FDIC's mission/goals; coaching, mentoring and 

empowering staff; fostering a constructive and inclusive work environment, 

valuing diversity; creating shared responsibility for outcomes and using 

rewards and recognition effectively."

C.3.b Does the agency require rating officials to 

evaluate the performance of managers 

and supervisors based on the following 

activities:

C.3.b.1 Resolve EEO 

problems/disagreements/conflicts, 

including the participation in ADR 

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

Yes

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)]

Yes
FDIC / FY 2021 / Page 33

34

C.3.b.3 Ensure a workplace that is free from all 

forms of discrimination, including 

harassment and retaliation? [see MD-715, 

II(C)]

Yes

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]

Yes

C.3.b.5 Provide religious accommodations when 

such accommodations do not cause an 

undue hardship? [see 29 CFR 

§1614.102(a)(7)]

Yes

C.3.b.6 Provide disability accommodations when 

such accommodations do not cause an 

undue hardship? [ see 29 CFR 

§1614.102(a)(8)]

Yes

C.3.b.7 Support the EEO program in identifying 

and removing barriers to equal 

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

Yes

C.3.b.8 Support the anti

-harassment program in 

investigating and correcting harassing 

conduct. [see Enforcement Guidance, 

V.C.2]

Yes

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)]

Yes
FDIC / FY 2021 / Page 34

35

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 EEOC laws, 

instructions, and management directives? 

[see 29 CFR §1614.102(a)(2)]

Yes The HR Director and EEO Director meet on a quarterly basis.

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 

No See Part H, Plan 5. 
FDIC / FY 2021 / Page 35

36

barriers that may be impeding full 

participation in the program by all EEO 

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

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 MD-715, II(C)]

Yes FDIC recruiters attended 33 professional diversity outreach events (22 

national and 11 regional) to increase awareness of the FDIC as an 

employer of choice and promote workforce diversity. The Corporate 

Recruitment Program partnered with the National Outreach Executive 

Taskforce Subcommittee to strategize and employ methods to increase the 

engagement of FDIC Executives in national recruitment efforts. The 

Subcommittee representatives hosted 9 informational and developmental 

workshops for students and entry-level professionals at the following 

events:

• National Black MBA Association (NBMBAA) HBCU Crash Course

• Prospanica Leadership Summit
FDIC / FY 2021 / Page 36

37

• National Association of Black Accountants (NABA) Post-Convention

Student Webinar

• Association of Latino Professional for America (ALPFA) 2021 Convention

Student Bootcamp

• Ascend Pan-Asian Leaders Student Café Workshop

• Prospanica Post-Conference Professional Development Session

• Thurgood Marshall Leadership Institute Student Workshop

• Association of Finance & Women Accounting Young Professionals Event

• Hispanic Association of Colleges and Universities (HACU) ¡Adelante!

Leadership Institute Workshop

The FDIC publishes a list of Professional and Diversity Events where 

prospective applicants can meet with an FDIC Corporate Recruiter - 

https://www.fdic.gov/about/careers/professional-and-diversity-events.html. 

Additionally, the FDIC's Human Resources Service Center distributes a 

weekly email notification of vacancy announcements to organizations such 

as the Asian American Government Executives Network, Congressional 

Hispanic Caucus Institute, and Diversity Careers in Engineering and 

Information Technology, as well as the FDIC's Employee Resource Groups.

C.4.e.3 Develop and/or provide training for 

managers and employees? [see MD-715, 

II(C)]

Yes The Corporate Recruitment Program partnered with FDIC recruiter subject 

matter experts and OMWI to develop content for the 2021 Virtual Recruiter 

Training Conference. Topics included diversity in FDIC recruitment, 

recruiting event types, making meaningful connections, expanding contacts 

and networks, and connecting digitally with potential applicants. 

Additionally, non-RMS/DCP Corporate Recruiters were instructed to take 

Diversity, Equity, and Inclusion (DEI) Training. The curriculum designed for 

recruiters includes modules that address unconscious bias and disability 

awareness.

C.4.e.4 Identify and remove barriers to equal 

opportunity in the workplace? [see MD715, II(C)]

Yes
FDIC / FY 2021 / Page 37

38

C.4.e.5 Assist in preparing the MD-715 report? 

[see MD-715, II(C)]

Yes

Compliance 

Indicator

Measures

C.5 - Following a finding of

discrimination, the agency explores

whether it should take a disciplinary

action.

Measure Met?

(Yes/No/NA)

Comments

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 EEO Policy covers discriminatory conduct. Disciplinary Policy contains 

types of disciplinary actions.

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

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 There were no findings of discrimination issued in FY 2021. The FDIC 

implemented in FY 2021 the terms of two findings of discrimination issued in 

prior years.

C.6 - The EEO office advises

managers/supervisors on EEO

matters.

Measure Met?

(Yes/No/NA)

Comments
FDIC / FY 2021 / Page 38

39

Compliance 

Indicator

Measures

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

Measures

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 2021 / Page 39

40

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)]

Yes See Part H, Plan 6 for plan close out.

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
FDIC / FY 2021 / Page 40

41

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 reorganizations and realignments? [see 29 

CFR §1614.102(a)(3)]

Yes HRB reviews reorganizations and realignments to ensure appropriate 

human resource decisions are made.

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 

evaluations, anti-harassment program, 

special emphasis programs, reasonable 

accommodation program; antiharassment program; and/or external 

special interest groups? [see MD-715 

Instructions, Sec. I] If "yes", please 

identify the data sources in the comments 

column.

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 Councils; anti-harassment 

program; reasonable accommodation program; focus groups; and EEO 

complaint data.

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 

Yes See Part I for detailed information.
FDIC / FY 2021 / Page 41

42

particular policies, procedures, or 

practices? [see 29 CFR §1614.102(a)(3)]

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)]

Yes See Part I for detailed information.

D.3.c Does the agency periodically review the 

effectiveness of the plans? [see MD-715, 

II(D)]

Yes See Part I for detailed information.

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/omwireports.html

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 partnered with multiple affinity groups and organizations to conduct 

diverse outreach to encourage potential candidates to apply and to increase 

awareness of the FDIC as an employer of choice. Nine of the 33 diversity 

outreach events targeted individuals with disabilities - this represents 63.6% 

of the regional events and 9% of the national events. Additionally, FDIC 

hosted three career fairs with colleges that have a significant enrollment of 

persons with disabilities. On a weekly basis, the FDIC's Human Resources 

Service Center provides a weekly notification of vacancy announcements 

for FDIC positions to multiple sources that target persons with disabilities, to 

include Vocational Rehabilitation Agencies for several states, the DC 

Department of Disability Services, Career Opportunities for Students with 

Disabilities, disABLEDPerson.com, Virginia Department for the Blind and 
FDIC / FY 2021 / Page 42

43

Vision Impaired, and Corporate Advocacy Network for Disability 

Opportunities (CAN DO), an FDIC Employee Resource Group (ERG).

D.4.c

Does the agency ensure that disabilityrelated 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

Measures

E.1 - The agency maintains an efficient,

fair, and impartial complaint resolution

process.

Measure Met?

(Yes/No/NA)

Comments

E.1.a Does the agency timely provide EEO 

counseling, pursuant to 29 CFR 

§1614.105?

No During the fiscal year, one of the 40 completed counseling's were late. One 

counseling was closed late after poor internal FDIC communication for a 

remand from an EEOC administrative judge. This communication problem 

has been remedied.
FDIC / FY 2021 / Page 43

44

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 the fiscal year, 37 days was the average processing time for 

acceptance letters.

E.1.e Does the agency ensure all employees 

fully cooperate with EEO counselors and 

EEO personnel in the EEO process, 

including granting routine access to 

personnel records related to an 

investigation, pursuant to 29 CFR 

§1614.102(b)(6)?

Yes

E.1.f Does the agency timely complete 

investigations, pursuant to 29 CFR 

§1614.108?

No There were 20 investigations completed in FY 2021. One complaint 

investigation was not timely processed. To prevent future late 

investigations, OMWI has taken measures to remedy the problem which 

caused the late investigation completion. 

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 

Yes
FDIC / FY 2021 / Page 44

45

lawsuit, pursuant to 29 CFR 

§1614.108(g)?

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)?

Yes

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, 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

E.2 - The agency has a neutral EEO

process.

Measure Met?

(Yes/No/NA)

Comments
FDIC / FY 2021 / Page 45

46

Measures

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 dedicated 

staff who has oversight management responsibilities on all aspects of 

conflict EEO complaints. The dedicated staff 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.

Yes There are two attorneys within the EEO office that conduct legal sufficiency 

reviews.

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 OMWI 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 

N/A This does not apply to the FDIC.
FDIC / FY 2021 / Page 46

47

Model Agency Program: Efficiency (Dec. 

1, 2004)

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 precomplaint 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

E.3.d Does the agency ensure a management 

official with settlement authority is 

accessible during the dispute resolution 

process? [see MD-110, 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
FDIC / FY 2021 / Page 47

48

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:

Yes

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
FDIC / FY 2021 / Page 48

49

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 antiharassment program? [see EEOC 

Enforcement Guidance on Vicarious 

Employer Liability for Unlawful 

Harassment by Supervisors (1999), § 

V.C.2]

Yes

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 MD715, II(E)] If "yes", provide an example in 

the comments.

Yes Weekly meetings are held with the EEO staff to identify and discuss noted 

trends within the EEO process. Based on noted trends, the EEO staff 

revised its standard operating procedures to address timeliness issues 

within the process.
FDIC / FY 2021 / Page 49

50

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 Benchmarked our EEO ADR program activity against other Federal 

agencies of similar size and highly ranked agencies in the EEOC’s Annual 

Report on the Federal sector complaints process. 

We conducted interviews with the Agency’s EEO ADR Coordinators and 

researched their websites for ADR marketing and brochures.

E.5.c Does the agency compare its 

performance in the EEO process to other 

federal agencies of similar size? [see MD715, II(E)]

Yes In 2021, benchmarked other agencies’ EEO programs for preventing and 

addressing discrimination and retaliation. This project is ongoing, and the 

results will be implemented into our EEO program in 2022.

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
FDIC / FY 2021 / Page 50

51

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

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
FDIC / FY 2021 / Page 51

52

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

Compliance 

Indicator

Measures

F.3 - The agency reports to EEOC its

program efforts and accomplishments.

Measure Met?

(Yes/No/NA)

Comments
FDIC / FY 2021 / Page 52

53

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 2021 / Page 53

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 - 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 06/30/2023

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, Office of Minority and Women 

Inclusion (OMWI)

Nikita Pearson No

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (Acting) (OMWI)

Camron Doss No
FDIC / FY 2021 / Page 54

55

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Chief Human Capital Officer (DOA) Jeff Rosenblum No

Chief, Corporate HR, Performance 

Management and Compensation (DOA)

Nancy Green No

Deputy Director, Corporate University (CU) Steve Cooper No

Assistant Inspector General for Management 

(OIG)

Debra Schweikert 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)

07/21/2019

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 02/28/2021

07/21/2019 Identify HR points-of-contact for each program area. Y 09/30/2020 02/28/2021

08/16/2019 Establish a review timetable for each program area. Y 09/30/2021 09/30/2021

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 06/30/2023

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 06/30/2023

Report of Accomplishments 

Fiscal Year Accomplishments
FDIC / FY 2021 / Page 55

56

2020 Initiated barrier analysis work, which will cover some of these elements.

2021 Identified key stakeholders and a review timetable.
FDIC / FY 2021 / Page 56

57

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.a 

E – Efficiency The agency did not timely provide EEO counseling, pursuant to 29 C.F.R. §1614.105. 

There was one untimely EEO counseling during the reporting period. 

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)

10/1/2020 Timely complete all EEO counseling, pursuant to 

29 C.F.R. §1614.105. 09/30/2021 09/30/2022

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, Office of Minority and Women 

Inclusion (OMWI)

Nikita Pearson Yes

Branch Chief, Equal Opportunity Compliance 

and Training (OMWI)

Michael Moran Yes
FDIC / FY 2021 / Page 57

58

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)

09/30/2021

Revise standard operating procedures (SOPs) to 

ensure timely issuance of the Notice of Right to File 

a Formal Discrimination complaint where settlement 

pending, and where aggrieved party does not timely 

respond to EEO Counselor.

Y 10/30/2020 10/15/2020

Report of Accomplishments 

Fiscal Year Accomplishments

2021 Revised Informal EEO complaint processing SOPs.
FDIC / FY 2021 / Page 58

59

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.f

E – Efficiency The Agency did not timely complete one investigation, pursuant to 29 C.F.R. §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 

C.F.R. §1614.108. 09/30/2020 09/30/2022

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, Office of Minority and Women 

Inclusion (OMWI)

Nikita Pearson Yes

Branch Chief, Equal Opportunity Compliance 

and Training (OMWI)

Michael Moran Yes

Assistant General Counsel, Labor, Employment 

and Administration Section, Legal Division

Eric Gold No
FDIC / FY 2021 / Page 59

60

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Counsel, Labor, Employment and 

Administration Section, Legal Division

Antonier White 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)

11/01/2019

Review conflict procedures to identify areas for 

improvement to ensure timely processing of 

investigations.

Y 09/30/2021 04/28/2020

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

improvement. Y 09/30/2021 11/06/2020

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 09/30/2021 01/12/2021

11/01/2020 Implement SOPs. Y 09/30/2021 09/22/2021

11/01/2020

Implement timetables to conduct Quality 

Management Review of conflict complaints, 

procedures, and process to ensure investigations 

are completed timely, pursuant to 29 CFR 

§1614.108.

Y 09/30/2021 09/22/2021

Report of Accomplishments 

Fiscal Year Accomplishments

2021 Implemented Conflict of Interest Complaint Processing Policy.

2021 Developed and implemented Conflict of Interest Complaint Processing Standard 

Operating Procedures. 
FDIC / FY 2021 / Page 60

61

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.g

E – Efficiency The agency did not notify a complainant 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 C.F.R. 

§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 

C.F.R. §1614.108(g).

09/30/2020 09/30/2021 09/22/2021
FDIC / FY 2021 / Page 61

62

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, Office of Minority and Women 

Inclusion (OMWI)

Nikita Pearson Yes

Branch Chief, Equal Opportunity Compliance 

and Training (OMWI)

Michael Moran Yes

Assistant General Counsel, Labor, Employment 

and Administration Section, Legal Division

Eric Gold No

Counsel, Labor, Employment and 

Administration Section, Legal Division

Antonier White 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)

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 09/30/2021 6/01/2021

09/30/2020 Implement SOPs. Y 09/30/2021 09/22/2021

09/30/2020

Implement timetables to conduct Quality 

Management Review of conflict complaints, 

procedures, and process to ensure 

notifications are issued, pursuant to 29 C.F.R. 

§1614.108(g).

Y 09/30/2021 09/22/2021

Report of Accomplishments 

Fiscal Year Accomplishments

2021 Implemented Conflict of Interest Complaint Processing Policy

2021 Developed and implemented Conflict of Interest Complaint Processing Standard 

Operating Procedures. 
FDIC / FY 2021 / Page 62

63

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.1.h

E – Efficiency The agency did not timely issue three final agency decisions, pursuant to 29 C.F.R. 

§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 

C.F.R. §1614.110(b) when complainants do not 

request a hearing.

09/30/2020 09/30/2021 09/22/2021

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, Office of Minority and Women 

Inclusion (OMWI)

Nikita Pearson Yes

Branch Chief, Equal Opportunity Compliance 

and Training (OMWI)

Michael Moran Yes
FDIC / FY 2021 / Page 63

64

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Assistant General Counsel, Labor, Employment 

and Administration Section, Legal Division

Eric Gold No

Counsel, Labor, Employment and 

Administration Section, Legal Division

Antonier White 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)

06/10/2019

Coordinate with Conflict Manager to assist in 

developing standard operating procedures (SOPs) 

for issuing final agency decisions. 

Y 09/30/2021 1/12/2021

11/01/2019 Implement SOPs. Y 09/30/2021 09/22/2021

11/01/2019

Implement timetables 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 09/30/2021 09/22/2021

Report of Accomplishments 

Fiscal Year Accomplishments

2021 Finalized and implemented Conflict of Interest Complaint Processing Standard 

Operating Procedures.

2021

Implemented timetables 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.
FDIC / FY 2021 / Page 64

65

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 - 12

Type of Program 

Deficiency Brief Description of Program Deficiency – Other

E – Efficiency Low Alternative Dispute Resolution (ADR) Rate in the Pre-Complaint Stage.

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)

02/11/2021 Increase ADR participation rate to EEOC’s goal of 50 

percent or greater. 12/31/2022

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, Office of Minority and Women

Inclusion (OMWI)

Nikita Pearson No

Branch Chief, Equal Opportunity Compliance 

and Training (OMWI)

Michael Moran No
FDIC / FY 2021 / Page 65

66

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)

11/30/2021

Conduct a survey to determine why employees are 

reluctant to participate in ADR. In, addition, FDIC’s 

2022 Performance Goal 5.01(c) outlines a strategy 

to improve our numbers. 

Yes 12/31/2022

Report of Accomplishments 

Fiscal Year Accomplishments

2021 Conducted ADR Webinar for all employees.

2021 Initiated ADR survey.
FDIC / FY 2021 / Page 66

67

EEOC FORM 715-01 PART I

EEOC FORM

715-01

PART I

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

MD-715 - Part I

Agency EEO Plan to Eliminate Identified Barrier

Federal Deposit Insurance Corporation

FY 2021

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

The FDIC completed a barrier analysis during the reporting period and outlined the following five key goals as a 

result: 

Recruiting. Address myths and misconceptions related to recruiting and diversity. 

Hiring. Support recruiters, hiring officials, and managers with resources and tools to ensure equal opportunity. 

Talent Management. Ensure that feedback, opportunities, and awards are distributed consistent with criteria 

that support FDIC’s DEIA mission, values, and goals. 

Culture. Foster a work environment where all employees feel welcomed, valued, respected, and engaged, and 

can effectively participate and bring their unique talents, skills, and perspectives. 

Leadership. Position DEIA as a priority and mission enabler. 

FDIC plans to address the key goals of the barrier analysis through the FDIC DEI Strategic Plan 2021-2023, 

Division & Office Strategic Plans, and the 2022 FDIC Performance Goals. Therefore, FDIC will continue to 

implement strategies to remedy any policies, procedures, or practices that may lead to identified barriers.

PART I: EEO Plan to Eliminate Identified Barrier
FDIC / FY 2021 / Page 67

68

EEOC FORM 715-01 PART J

EEOC FORM

715-01

PART J

U.S. Equal Employment Opportunity Commission

FY 2021 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Special Program Plan for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities

FY 2021

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.

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

The percentage of PWD in the permanent workforce is above the 12 percent benchmark at the each of the 

grade level clusters.

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

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

level clusters.

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

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

into the FDIC 2021-2023 Diversity, Equity, and Inclusion Strategic Plan (DEI Strategic Plan), finalized in 

February 2021. All employees received notice of the goals while promoting the use of the Workforce 

Recruitment Program. Employees from OMWI also presented diversity and disability data along with goals 

during new employee orientation sessions to all employees. Furthermore, OMWI identified the goals during 

the annual State of the Agency briefing and at Diversity and Inclusion Executive Advisory Council meetings 

which are both attended by Agency executives.

PART J: Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of 

Persons with Disabilities
FDIC / FY 2021 / Page 68

69

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.

Section II

A. Plan to

provide

Sufficient and

Competent

Staffing for

the Disability

Program

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

reporting period? If no, describe the agency’s plan to improve the staffing for the upcoming year.

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.

Disability Program Task

# of FTE Staff by Employment 

Status

Responsible 

Official

(Name, Title, 

Full Office, Email)

Time

Part 

Time

Collateral 

Duty

Processing applications from PWD and PWTD 57 Human Resources 

Specialists, 

Human Resources 

Branch, Division 

of Administration 

(DOA)

Answering questions from the public about 

hiring authorities that take disability into 

account

1 Roxana Flores,

Program Analyst 

(Selective 

Placement 

Coordinator), 

Human Resources 

Branch, DOA, 

rflores@fdic.gov 

Processing reasonable accommodation requests 

from applicants and employees

2 Monica Flint, 

Disability Program 

Manager, Human 

Resources Branch 

(HRB) 

mflint@fdic.gov

Section 508 Compliance 1 Brooke Aiken, 

Section 508 
FDIC / FY 2021 / Page 69

70

Program 

Manager, DIT, 

braiken@fdic.gov 

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, HRB, 

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 participated in multiple training sessions and webinars on accommodations related to the COVID-19 

pandemic, mental health, neurodiversity, and Section 508 Standards. The Selective Placement Coordinator 

(SPC) attended “The ABCs of Schedule A Tips for Human Resource Professionals on Using Schedule A 

Appointing Authority” hosted by the EEOC.

Section II

B. Plan To

Ensure

Sufficient

Funding for

the Disability

Program

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

program during the reporting period? If no, describe the agency’s plan to ensure all aspects of the disability 

program have sufficient funding and other resources.

Yes X No 0

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

A. Plan to

Identify Job

Applicants

with

Disabilities

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

individuals with targeted disabilities.

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

schools. The Corporate Recruiters attend events on campus or online and build relationships with professors, 

deans, career center staff, key school contacts, and organized student groups, including those targeting 

veterans and persons with disabilities. In addition to fostering relationships with the schools, recruiters also 

participate in events organized by professional associations and other organizations that have outreach to 

persons from underrepresented groups, such as minorities, women, persons with disabilities, and/or veterans. 
FDIC / FY 2021 / Page 70

71

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

including people with disabilities.

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

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

engagement with the following organizations: Equal Opportunity Publications (EOP); City Career Fair; Recruit 

Military; Corporate Gray; Bender Consulting Services, LLC; and campus recruitment included participation in 

virtual career fairs with Rochester Institute of Technology, as well as the American Public University System, 

which includes American Public University and Military University. 

In addition to using USAJOBS.gov to advertise employment opportunities, the Division of Administration’s 

Human Resources Branch (HRB) also sends a weekly list of all vacancy announcements to multiple sources 

that target persons with disabilities, to include Vocational Rehabilitation Agencies across the United States, 

the DC Department of Disability Services, Career Opportunities for Students with Disabilities, 

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

Network for Disability Opportunities (CAN DO), an FDIC Employee Resource Group (ERG). We also advertised 

several jobs and distributed targeted email campaigns with the American GI Forum, Corporate Gray, 

Operation Warfighter, Recruit Military, and VetJobs. 

The Corporate Recruitment Program, in collaboration with OMWI and Corporate University, provides ongoing 

training to nearly 300 Corporate Recruiters. The training programs highlight the value of diversity, equity, and 

inclusion in the workplace, and provide best practices on recruiting people with disabilities, including disabled 

veterans. Additionally, in FY 2021, non-RMS/DCP Corporate Recruiters were instructed to take Diversity, 

Equity, and Inclusion (DEI) Training. The curriculum designed for recruiters includes modules that address 

unconscious bias and disability awareness.

FDIC successfully used the Workforce Recruitment Program (WRP) to place one individual with disabilities in a 

3-month internship, and five individuals with disabilities for internships greater than nine months.

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

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

The FDIC utilizes Schedule A hiring authority 5 C.F.R. 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 2020 CAREERS & the 

disABLED Magazine's Career Expo. Prospective applicants were provided with contact information for the SPC 

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

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

Program. 

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

Schedule A), explain how the agency (1) determines if the individual is eligible for appointment under such

authority and (2) forwards the individual's application to the relevant hiring officials with an explanation of

how and when the individual may be appointed.

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

completed accurately before the applicants upload them to the USAjobs.gov database. Once the Human 

Resources Specialist receives their applications, they are reviewed for eligibility under Schedule A authority, 5 

C.F.R. 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
FDIC / FY 2021 / Page 71

72

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

during the recruitment and hiring process.

Section III

B. Plan to

Establish

Contacts with

Disability

Employment

Organizations

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

PWTD, in securing and maintaining employment.

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

Department for the Blind and Vision Impaired, Virginia Department for Aging and Rehabilitative Services, 

District of Columbia Department of Disability Services, and Maryland State Department of Education, Division 

of Rehabilitation Services. Additionally, Corporate Recruiters build and maintain networks with organizations 

that assist persons with disabilities for job seeking purposes.

Section III

C. 

Progression 

Towards 

Goals 

(Recruitment 

and Hiring)

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

PWTD among the new hires in the permanent workforce? If yes, please describe the triggers below.

a. New Hires for Permanent Workforce (PWD) 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 10.1 

percent and is below the 12 percent benchmark. The percentage of new hires of PWTD was 0.6 percent, which 

is below the 2 percent benchmark.

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 

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

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 recently obtained more detailed data on applications and will work to match with eligible 

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

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

employees promoted to any of the mission-critical occupations (MCO)? If yes, please describe the triggers

below.

a. Promotions for MCO (PWD) Yes X No 0 

b. Promotions for MCO (PWTD) Yes X No 0 

Triggers exist for both PWD and PWTD for 0570. Triggers exist for PWD for 0501. 
FDIC / FY 2021 / Page 72

73

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.

Section IV

A. 

Advancement 

Program Plan

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

The DEI Strategic Plan identifies that the agency will recruit from a diverse, qualified group of potential 

applicants to secure a 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 targeted disabilities. Goals and strategies in the updated plan are designed to 

increase the applicant pool of qualified individuals with disabilities, with key action items focusing on training 

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

individuals with disabilities. Additionally, the FDIC provides guidance to managers and recruiters on trends in 

the advancement and retention of persons with disabilities and progress in implementing the FDIC and 

Division and Office diversity strategies targeted at persons with disabilities. Discussion of the DEI Strategic 

Plan is included in mandatory training for managers.

Section IV

B. Career

Development

Opportunities

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.] The FDIC does not have any requirements that fits the Career

Development definition/requirement.

Career 

Development 

Opportunities

Total Participants PWD PWTD

Applicants 

(#)

Selectees 

(#)

Applicants 

(%)

Selectees 

(%)

Applicants 

(%)

Selectees

(%)

Internship 

Programs N/A

N/A N/A N/A N/A N/A

Fellowship 

Programs N/A

N/A N/A N/A N/A N/A

Mentoring 

Programs N/A

N/A N/A N/A N/A N/A
FDIC / FY 2021 / Page 73

74

Coaching 

Programs

N/A N/A N/A N/A N/A N/A

Training Programs

N/A N/A N/A N/A N/A N/A

Detail Programs

N/A N/A N/A N/A N/A N/A

Other Career 

Development 

Programs

N/A N/A N/A N/A N/A N/A

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, 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.

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

Please see response to question 3 above.

Section IV

C. Awards

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

for any level of the time-off awards, bonuses, or other incentives? If yes, please describe the trigger(s) in the

text box.

a. Awards, Bonuses, & Incentives (PWD) Yes X No 0 

b. Awards, Bonuses, & Incentives (PWTD) Yes X No 0 
FDIC / FY 2021 / Page 74

75

As shown in Table B9-2, the inclusion rate for Awards for PWD and PWTD was lower than those with no 

disability across all Award categories except the Cash Award category of $501-999 where PWTD was slightly 

higher than both PWD and those with no disability. Those with no disability had a higher inclusion rate than 

the total workforce percent receiving awards for all categories outside of $501-999 category. Looking at 

Performance Based Pay Awards where PWTD had a higher inclusion rate than PWD but those with no disability 

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

PWTD did show representation above the threshold of two percent across all award categories. Awards to 

PWD and PWTD are included in the barrier analysis conducted by an outside consultant. The FDIC plans to use 

the results of this analysis to implement any necessary changes and conduct additional analysis as warranted.

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, and the FDIC does not award 

Quality Step Increases (QSIs). FDIC’s performance-based pay system awards bonus shares and since 

individual employees had the opportunity to receive one or more bonus shares, table B-9 counts the number 

of shares awarded, not the individuals who received bonus shares. 

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

Section IV

D. 

Promotions

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

promotions to the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for

qualified internal applicants and the qualified applicant pool for selectees.) For non-GS pay plans, please use

the approximate senior grade levels. If yes, describe the trigger(s) in the text box.

a. SES

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes 0 No X

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes X No 0

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes X No 0

d. Grade GS-13
FDIC / FY 2021 / Page 75

76

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes X No 0

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

broader for SES and will be further evaluated. This pool was higher in PWD and PWTD representation across 

the board, the largest difference in the applicant flow is the number of PWD or PWTD that actually applied and 

therefore could be rated as qualified, increasing the pool of qualified. This may be contingent on specific 

experience or education required for the application, and will be further reviewed.

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

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

i. Qualified Internal Applicants (PWTD) Yes X No 0

ii. Internal Selections (PWTD) Yes X No 0

b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Yes X No 0

ii. Internal Selections (PWTD) Yes X No 0

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Yes X No 0

ii. Internal Selections (PWTD) Yes X No 0

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Yes X No 0

ii. Internal Selections (PWTD) Yes X No 0

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

broader for SES and will be further reviewed. This pool was higher in PWD and PWTD representation across 

the board, the largest gap in the applicant flow is the number of PWD or PWTD that actually applied and 

therefore could be rated as qualified, increasing the pool of qualified. This may be contingent on educational 

or experiential criteria and is further narrowed by the smaller population of PWTD in the workforce. Therefore, 

a more granular review is required to determine the specific cause.

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

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 X No 0

b. New Hires to GS-15 (PWD) Yes 0 No X
FDIC / FY 2021 / Page 76

77

c. New Hires to GS-14 (PWD) Yes 0 No X

d. New Hires to GS-13 (PWD) Yes 0 No X

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

119 qualified (of which five were PWD). Due to the small number of individuals an Agency-wide trigger was 

not identified.

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

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

among the new hires to the senior grade levels? For non-GS pay plans, please use the approximate senior

grade levels. If yes, describe the trigger(s) in the text box.

a. New Hires to SES (PWTD) Yes 0 No X

b. New Hires to GS-15 (PWTD) Yes 0 No X

c. New Hires to GS-14 (PWTD) Yes X No 0

d. New Hires to GS-13 (PWTD) Yes X No 0

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

eight referrals to CG-13 and 24 referrals to CG-14. Due to the small number of individuals an Agency-wide 

trigger was not identified. 

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

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

promotions to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for

qualified internal applicants and the qualified applicant pool for selectees.) If yes, describe the trigger(s) in

the text box.

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 X No 0

c. Supervisors

i. Qualified Internal Applicants (PWD) Yes 0 No X

ii. Internal Selections (PWD) Yes 0 No X

There were 24 applications but only eight referrals for PWD for Manager positions, with no selections – all 

selections (n=17) were made from those with no disability. We are working to refine our data for Relevant 

Applicant Pools for the MD 715 to have improved comparison data analysis.
FDIC / FY 2021 / Page 77

78

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

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

for promotions to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for

qualified internal applicants and the qualified applicant pool for selectees.) If yes, describe the trigger(s) in

the text box.

a. Executives

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes X No 0

b. Managers

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes X No 0

c. Supervisors

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes X No 0

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

there were nine PWTD applications, and four referrals, no selections; and for supervisors there were 21 

applications, seven referrals and no selections. We are working to refine our data for Relevant Applicant Pools 

for the MD 715 to have improved comparison data analysis.

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

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

among the selectees for new hires to supervisory positions? If yes, describe the trigger(s) in the text box.

a. New Hires for Executives (PWD) Yes X No 0

b. New Hires for Managers (PWD) Yes 0 No X

c. New Hires for Supervisors (PWD) Yes X No 0

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

PWD applications for Manager, but also limited applications from other groups as well. For Supervisors, there 

were 14 applications with 13 qualified but no referrals of PWD qualified applicants.

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

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

among the selectees for new hires to supervisory positions? If yes, describe the trigger(s) in the text box.

a. New Hires for Executives (PWTD) Yes 0 No X
FDIC / FY 2021 / Page 78

79 

b. New Hires for Managers (PWTD) Yes 0 No X

c. New Hires for Supervisors (PWTD) Yes X No 0

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

supervisory positions which were qualified but were not referred.

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

Section 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.

Section V

A. Voluntary

and

Involuntary

Separations

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

competitive service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))? If no, please

explain why the agency did not convert all eligible Schedule A employees.

Yes X No 0 N/A 0

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

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

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

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

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

Section V 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 
FDIC / FY 2021 / Page 79

80

B. 

Accessibility 

of 

Technology 

and Facilities

accessibility of agency technology, and the Architectural Barriers Act of 1968 (42 U.S.C. § 4151-4157), 

concerning the accessibility of agency facilities. In addition, agencies are required to inform individuals where 

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

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

applicants’ rights under Section 508 of the Rehabilitation Act, including a description of how to file a

complaint.

Section 508 Statement: https://www.fdic.gov/about/diversity/fdicaccessibilitystatement.html

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

applicants’ rights under the Architectural Barriers Act, including a description of how to file a complaint.

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

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

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

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

conformance levels of FDIC Intranet pages increased three percent - from 91 percent to 94 percent, and the 

conformance level of the FDIC’s external Internet pages remained above 90 percent. The 508 team received a 

10% increase in IT application testing requests and a 20% increase in document compliance remediation 

requests. The Section 508 team’s website was rebranded, and additional document compliance subject matter 

experts were added within the Division of Depositor and Consumer Protection (DCP) and Division of Risk 

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

awareness campaign, training over 120 employees and contractors. The Section 508 Service Now portal was 

implemented in FY21, directing all Section 508 workflows through a central location. Three American Sign 

Language classes were hosted by the 508 team and new trainings were introducing including “Accessibility for 

Adobe Experience Manager, and “Section 508 Awareness”. Virtual office hours began in FY21 allowing 

employees and contractors the ability to quickly receive Section 508 assistance. The Section 508 team 

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

Section V

C. 

Reasonable

Accommodati

on Program

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

available to all job applicants and employees, reasonable accommodation procedures.

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

during the reporting period. (Please do not include previously approved requests with repetitive

accommodations, such as interpreting services.)

The complexity of reasonable accommodations requests rose because of the continuation of mandatory 

telework and an unidentified return to office date, the DPM focused on providing clear information and next 

steps to employees and deciding officials which resulted in a more efficient process. The average number of 

days for an employee to receive a final decision for reasonable accommodation requests, once all pertinent 

documentation was received, fell from 14 days in FY 2020 to 11 days in FY 2021. 

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

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

providing approved accommodations, conducting training for managers and supervisors, and monitoring

accommodation requests for trends.
FDIC / FY 2021 / Page 80

81

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

requests received a decision during the fiscal year. There were 68 (97%) final decisions issued that fell within 

the time frame set forth in FDIC procedures or received a comparable interim accommodation prior to the 

issuance of the final decision. The two (3%) requests that did not meet the established time frame and an 

interim accommodation could not be issued involved specialized equipment that required additional 

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

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

and deciding officials to continue to hold decision-makers accountable and increasing the percentage of final 

decisions issued within policy by one percent over FY 2020. Additionally, the DPM and OWMI began the 

process to create standard operating procedures to evaluate requests for reasonable accommodations due to 

the Executive Order on Requiring Coronavirus Disease 2019 Vaccination for Federal Employees.

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 Agency issued the policy memo in conjunction 

with the issuance of the finalized updated reasonable accommodation directive. The FDIC did not receive any 

PAS requests in FY 2021. Once PAS requests are received, the effectiveness of the program will be evaluated.

Section 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 X No 0 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

Accommodati

on

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 X No 0 N/A 0
FDIC / FY 2021 / Page 81

82

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

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, which 

continued into FY 2021.

Barrier(s) None yet identified

Objective(s) Continue to review award programs, conduct additional analysis, and implement 

any necessary changes as outlined in the FDIC 2021-2023 DEI Strategic Plan 

Goal: Culture of Excellence, 1.1(b).

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, Former Program Analyst, Division of Insurance and 

Research

Yes

Monica Flint, Disability Program Manager, HRB Yes

Barrier Analysis Process Completed?

(Yes or No)

Barrier(s) Identified?

(Yes or No)
FDIC / FY 2021 / Page 82

83

No No

Sources of Data

Sources Reviewed?

(Yes or No)

Identify Information 

Collected

Workforce Data Tables Yes

Complaint Data (Trends) No

Grievance Data (Trends) No

Findings from Decisions (e.g., EEO, 

Grievance, MSPB, Anti-Harassment 

Processes) 

No

Climate Assessment Survey (e.g., 

FEVS) Yes

Exit Interview Data No

Focus Groups Yes

Interviews Yes

Reports (e.g., Congress, EEOC, MSPB, 

GAO, OPM) Yes

Other (Please Describe)

Target Date

(mm/dd/yyyy)

Planned Activities Sufficient 

Staffing & 

Funding

(Yes or No)

Modified Date

(mm/dd/yyyy)

Completion 

Date

(mm/dd/y

yyy)

09/30/2020

Begin review of other 

sources of 

information to gain 

additional insights 

relative to trigger 

identified.

Yes 09/30/2020

12/31/2021

Use analysis results 

to develop and 

implement strategies 

Yes 12/31/2022
FDIC / FY 2021 / Page 83

84

to remove barriers

and conduct 

additional analysis as 

warranted.

09/30/2022

Begin to measure 

impact of 

implemented 

strategies

Yes 09/30/2023

Fiscal Year Accomplishments

2021 As planned, additional analysis commenced in FY 2020 and was completed in FY 

2021.

Trigger 2 The FDIC identified a trigger for PWTD among new hires to the GS-15 and GS-13 

equivalent grade levels in the permanent workforce. 

Barrier(s) None yet identified

Objective(s) Implement 2021-2023 DEI Strategic Plan Goal: Talent Acquisition: 2.1(a)(b), 

Career Development: 2.2, and Training Plan: 4.3. 

Responsible Official(s) 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

Karen Rigby/ Bonita Soley, PhD., Program 

Analyst OMWI Yes

Monica Flint, Disability Program Manager, 

HRB Yes

Roxana Flores, Program Analyst (Selective 

Placement Coordinator), DOA Yes

Barrier Analysis Process Completed? 

(Yes or No)

Barrier(s) Identified?

(Yes or No)

No No
FDIC / FY 2021 / Page 84

85

Sources of Data

Sources Reviewed?

(Yes or No)

Identify Information 

Collected

Workforce Data Tables Yes

Complaint Data (Trends) No

Grievance Data (Trends) No

Findings from Decisions (e.g., EEO, 

Grievance, MSPB, Anti-Harassment 

Processes) 

No

Climate Assessment Survey (e.g., FEVS) Yes

Exit Interview Data No

Focus Groups Yes

Interviews Yes

Reports (e.g., Congress, EEOC, MSPB, 

GAO, OPM) Yes

Other (Please Describe)

Target Date 

(mm/dd/yyyy)

Planned Activities Sufficient Staffing 

& Funding

(Yes or No)

Modified Date

(mm/dd/yyyy)

Completion 

Date

(mm/dd/yyyy)

09/30/2020

Begin review of other 

sources of information

to gain additional 

insights relative to 

trigger identified.

Yes 9/30/2020

12/31/2021

Use analysis results to 

develop and 

implement strategies 

to remove barriers

and conduct 

additional analysis as 

warranted.

Yes 12/31/2022
86

09/30/2022

Begin to measure

impact of 

implemented 

strategies

Yes 09/30/2023

Fiscal Year Accomplishments

2021 Completed phase one of the barrier analysis.

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

activities.

The FDIC completed one phase of a barrier analysis and will use the DEI Strategic Plan and other Agency 

initiatives to take action, as appropriate. 

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

eliminating the barrier(s).

The FDIC completed one phase of a barrier analysis and will use the DEI Strategic Plan and other Agency 

initiatives to take action, as appropriate.

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

intends to improve the plan for the next fiscal year.

The FDIC completed one phase of a barrier analysis and will use the DEI Strategic Plan and other Agency 

initiatives to take action, as appropriate.
FDIC / FY 2021 / Page 86

U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT A

FDIC Workforce Data Tables

Attachment A: FDIC Workforce Data Tables
Page 87

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A1: TOTAL WORKFORCE - Distribution by Race, Ethnicity, and Sex (Participation Rate)

 Employment Tenure Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

CLF 2014-2018 % 100 51.79 48.21 6.82 6.16 35.65 31.82 5.7 6.61 2.19 2.18 0.08 0.08 0.31 0.31 1.05 1.05

Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL WORKFORCE

Total Workforce: Prior FY # 6454 3575 2879 144 96 2846 1799 357 772 161 158 3 5 20 18 44 31

Total Workforce: Prior FY % 100 55.39 44.61 2.23 1.49 44.10 27.87 5.53 11.96 2.49 2.45 0.05 0.08 0.31 0.28 0.68 0.48

Total Workforce: Current FY # 6036 3374 2662 144 105 2523 1566 361 702 254 229 5 3 35 18 14 18

Total Workforce: Current FY % 100 55.90 44.10 2.39 1.74 41.80 25.94 5.98 11.63 4.21 3.79 0.08 0.05 0.58 0.30 0.23 0.30

Total Workforce: Difference # -418 -201 -217 0 9 -323 -233 4 -70 93 71 2 -2 15 0 -30 -13

Total Workforce: Ratio Change % 0.00 0.51 -0.51 0.16 0.25 -2.30 -1.93 0.45 -0.33 1.72 1.34 0.03 -0.03 0.27 0.02 -0.45 -0.18

Total Workforce: Net Change % -6.48 -5.62 -7.54 0.00 9.38 -11.35 -12.95 1.12 -9.07 57.76 44.94 66.67 -40.00 75.00 0.00 -68.18 -41.94

EMPLOYEE GAINS

Total Workforce: New Hires # 606 355 251 19 16 246 124 38 70 45 37 0 0 7 1 0 3

Total Workforce: New Hires % 100 58.58 41.42 3.14 2.64 40.59 20.46 6.27 11.55 7.43 6.11 0.00 0.00 1.16 0.17 0.00 0.50

EMPLOYEE LOSSES

Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 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 Workforce: Removal # 11 8 3 0 0 7 1 1 1 0 1 0 0 0 0 0 0

Total Workforce: Removal % 100 72.73 27.27 0.00 0.00 63.64 9.09 9.09 9.09 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00

Total Workforce: Resignation # 202 117 85 4 4 89 51 10 19 11 10 0 0 3 1 0 0

Total Workforce: Resignation % 100 57.92 42.08 1.98 1.98 44.06 25.25 4.95 9.41 5.45 4.95 0.00 0.00 1.49 0.50 0.00 0.00

Total Workforce: Retirement # 285 148 137 3 1 123 86 13 42 3 5 0 0 0 1 0 0

Total Workforce: Retirement % 100 51.93 48.07 1.05 0.35 43.16 30.18 4.56 14.74 1.05 1.75 0.00 0.00 0.00 0.35 0.00 0.00

Total Workforce: Other Separations # 104 58 46 1 0 49 20 0 20 6 6 0 0 0 0 2 0

Total Workforce: Other Separations % 100 55.77 44.23 0.96 0.00 47.12 19.23 0.00 19.23 5.77 5.77 0.00 0.00 0.00 0.00 1.92 0.00

Total Workforce: Total Separations # 602 331 271 8 5 268 158 24 82 20 22 0 0 3 2 2 0

Total Workforce: Total Separations % 100 54.98 45.02 1.33 0.83 44.52 26.25 3.99 13.62 3.32 3.65 0.00 0.00 0.50 0.33 0.33 0.00

PERMANENT WORKFORCE

Permanent Workforce: Prior FY # 6336 3507 2829 142 94 2793 1769 350 755 157 157 3 5 19 18 43 31

Permanent Workforce: Prior FY % 100 55.35 44.65 2.24 1.48 44.08 27.92 5.52 11.92 2.48 2.48 0.05 0.08 0.30 0.28 0.68 0.49

Permanent Workforce: Current FY # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

Permanent Workforce: Current FY % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32

Permanent Workforce: Difference # -712 -363 -349 -9 1 -450 -325 -1 -85 74 56 2 -3 13 -1 -30 -13

Permanent Workforce: Ratio Change % 0.00 0.55 -0.55 0.12 0.21 -2.42 -2.24 0.69 -0.01 1.63 1.31 0.04 -0.04 0.27 0.02 -0.45 -0.17

Permanent Workforce: Net Change % -11.24 -10.35 -12.34 -6.34 1.06 -16.11 -18.37 -0.29 -11.26 47.13 35.67 66.67 -60.00 68.42 -5.56 -69.77 -41.94
Page 88

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

 Employment Tenure Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

EMPLOYEE GAINS

Permanent Workforce: New Hires # 470 272 198 17 11 179 95 35 56 35 33 0 0 6 0 0 3

Permanent Workforce: New Hires % 100 57.87 42.13 3.62 2.34 38.09 20.21 7.45 11.91 7.45 7.02 0.00 0.00 1.28 0.00 0.00 0.64

EMPLOYEE LOSSES

Permanent Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Removal # 11 8 3 0 0 7 1 1 1 0 1 0 0 0 0 0 0

Permanent Workforce: Removal % 100 72.73 27.27 0.00 0.00 63.64 9.09 9.09 9.09 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Resignation # 130 80 50 3 2 57 28 10 13 7 6 0 0 3 1 0 0

Permanent Workforce: Resignation % 100 61.54 38.46 2.31 1.54 43.85 21.54 7.69 10.00 5.38 4.62 0.00 0.00 2.31 0.77 0.00 0.00

Permanent Workforce: Retirement # 285 148 137 3 1 123 86 13 42 3 5 0 0 0 1 0 0

Permanent Workforce: Retirement % 100 51.93 48.07 1.05 0.35 43.16 30.18 4.56 14.74 1.05 1.75 0.00 0.00 0.00 0.35 0.00 0.00

Permanent Workforce: Other Separations # 59 36 23 1 0 30 8 0 13 3 2 0 0 0 0 2 0

Permanent Workforce: Other Separations % 100 61.02 38.98 1.69 0.00 50.85 13.56 0.00 22.03 5.08 3.39 0.00 0.00 0.00 0.00 3.39 0.00

Permanent Workforce: Total Separations # 485 272 213 7 3 217 123 24 69 13 14 0 0 3 2 2 0

Permanent Workforce: Total Separations % 100 56.08 43.92 1.44 0.62 44.74 25.36 4.95 14.23 2.68 2.89 0.00 0.00 0.62 0.41 0.41 0.00

TEMPORARY WORKFORCE

Temporary Workforce: Prior FY # 118 68 50 2 2 53 30 7 17 4 1 0 0 1 0 1 0

Temporary Workforce: Prior FY % 100 57.63 42.37 1.69 1.69 44.92 25.42 5.93 14.41 3.39 0.85 0.00 0.00 0.85 0.00 0.85 0.00

Temporary Workforce: Current FY # 412 230 182 11 10 180 122 12 32 23 16 0 1 3 1 1 0

Temporary Workforce: Current FY % 100 55.83 44.17 2.67 2.43 43.69 29.61 2.91 7.77 5.58 3.88 0.00 0.24 0.73 0.24 0.24 0.00

Temporary Workforce: Difference # 294 162 132 9 8 127 92 5 15 19 15 0 1 2 1 0 0

Temporary Workforce: Ratio Change % 0.00 -1.80 1.80 0.98 0.74 -1.23 4.19 -3.02 -6.64 2.19 3.03 0.00 0.24 -0.12 0.24 -0.61 0.00

Temporary Workforce: Net Change % 249.15 238.24 264.00 450.00 400.00 239.62 306.67 71.43 88.24 475.00 1500.00 0.00 0.00 200.00 0.00 0.00 0.00

EMPLOYEE GAINS

Temporary Workforce: New Hires # 136 83 53 2 5 67 29 3 14 10 4 0 0 1 1 0 0

Temporary Workforce: New Hires % 100 61.03 38.97 1.47 3.68 49.26 21.32 2.21 10.29 7.35 2.94 0.00 0.00 0.74 0.74 0.00 0.00

EMPLOYEE LOSSES

Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Removal % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Resignation # 72 37 35 1 2 32 23 0 6 4 4 0 0 0 0 0 0

Temporary Workforce: Resignation % 100 51.39 48.61 1.39 2.78 44.44 31.94 0.00 8.33 5.56 5.56 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Retirement % 100 0.00 0.00 0.00 0.00 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

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

 Employment Tenure Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Temporary Workforce: Other Separations # 45 22 23 0 0 19 12 0 7 3 4 0 0 0 0 0 0

Temporary Workforce: Other Separations % 100 48.89 51.11 0.00 0.00 42.22 26.67 0.00 15.56 6.67 8.89 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Total Separations # 117 59 58 1 2 51 35 0 13 7 8 0 0 0 0 0 0

Temporary Workforce: Total Separations % 100 50.43 49.57 0.85 1.71 43.59 29.91 0.00 11.11 5.98 6.84 0.00 0.00 0.00 0.00 0.00 0.00
Page 90

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

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

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

CLF 2014-2018 % 100 51.79 48.21 6.82 6.16 35.65 31.82 5.7 6.61 2.19 2.18 0.08 0.08 0.31 0.31 1.05 1.05

Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

Permanent Workforce % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32

FD00 # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

FD00 % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32
Page 91

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Occupational Categories Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Permanent Workforce # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

Permanent Workforce % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1. Management

 Executives # 785 475 310 16 8 371 219 47 55 29 22 0 0 5 1 1 1

 Executives % 100 60.51 39.49 2.04 1.02 47.26 27.90 5.99 7.01 3.69 2.80 0.00 0.00 0.64 0.13 0.13 0.13

 Managers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

 Managers % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

 Supervisors % 100 0.00 0.00 0.00 0.00 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 Management # 785 475 310 16 8 371 219 47 55 29 22 0 0 5 1 1 1

 Total Management % 100 60.51 39.49 2.04 1.02 47.26 27.90 5.99 7.01 3.69 2.80 0.00 0.00 0.64 0.13 0.13 0.13

2. Professionals # 4508 2570 1938 110 78 1924 1127 271 508 197 183 5 2 27 15 10 15

 Professionals % 100 57.01 42.99 2.44 1.73 42.68 25.00 6.01 11.27 4.37 4.06 0.11 0.04 0.60 0.33 0.22 0.33

3. Technicians # 2 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0 0

 Technicians % 100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 50.00 50.00 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

 Sales Workers % 100 0.00 0.00 0.00 0.00 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 Workers # 235 41 194 3 8 11 76 20 93 1 7 0 0 0 1 2 2

 Administrative Workers % 100 17.45 82.55 1.28 3.40 4.68 32.34 8.51 39.57 0.43 2.98 0.00 0.00 0.00 0.43 0.85 0.85

6. Craft Workers # 3 3 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0

 Craft Workers % 100 100.00 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

7. Operatives # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

 Operatives % 100 0.00 0.00 0.00 0.00 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

 Laborers and Helpers % 100 0.00 0.00 0.00 0.00 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 # 51 40 11 2 1 30 7 4 2 3 1 0 0 0 0 0 0

 Service Workers % 100 78.43 21.57 3.92 1.96 58.82 13.73 7.84 3.92 5.88 1.96 0.00 0.00 0.00 0.00 0.00 0.00
Page 92

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A4: Participation Rates For FDIC Grades by Race/Ethnicity and Sex (Permanent)

GS/GM/GL GRADES Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Permanent Workforce # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

Permanent Workforce % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-03 # 4 2 2 0 0 0 0 0 0 2 2 0 0 0 0 0 0

CG-03 % 100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-04 # 90 54 36 2 3 47 24 3 5 2 4 0 0 0 0 0 0

CG-04 % 100 60.00 40.00 2.22 3.33 52.22 26.67 3.33 5.56 2.22 4.44 0.00 0.00 0.00 0.00 0.00 0.00

CG-05 # 10 4 6 0 0 1 2 2 3 1 0 0 0 0 0 0 0

CG-05 % 100 40.00 60.00 0.00 0.00 10.00 20.00 20.00 30.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-06 # 74 12 62 1 2 3 38 7 16 0 4 0 0 0 0 1 2

CG-06 % 100 16.22 83.78 1.35 2.70 4.05 51.35 9.46 21.62 0.00 5.41 0.00 0.00 0.00 0.00 1.35 2.70

CG-07 # 270 145 125 8 8 97 58 25 42 12 13 0 0 2 1 0 1

CG-07 % 100 53.70 46.30 2.96 2.96 35.93 21.48 9.26 15.56 4.44 4.81 0.00 0.00 0.74 0.37 0.00 0.37

CG-08 # 50 5 45 0 4 1 7 2 30 0 1 0 0 0 0 0 0

CG-08 % 100 10.00 90.00 0.00 8.00 2.00 14.00 4.00 60.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 # 343 174 169 14 9 114 83 23 60 17 11 2 0 3 1 1 4

CG-09 % 100 50.73 49.27 4.08 2.62 33.24 24.20 6.71 17.49 4.96 3.21 0.58 0.00 0.87 0.29 0.29 1.17

CG-11 # 244 114 130 8 6 79 64 16 45 8 13 0 0 1 1 1 0

CG-11 % 100 46.72 53.28 3.28 2.46 32.38 26.23 6.56 18.44 3.28 5.33 0.00 0.00 0.41 0.41 0.41 0.00

CG-12 # 825 433 392 24 14 318 236 62 113 18 18 1 1 3 4 2 2

CG-12 % 100 52.48 47.52 2.91 1.70 38.55 28.61 7.52 13.70 2.18 2.18 0.12 0.12 0.36 0.48 0.24 0.24

CG-13 # 910 483 427 20 12 368 235 52 147 34 24 0 1 5 3 2 4

CG-13 % 100 53.08 46.92 2.20 1.32 40.44 25.82 5.71 16.15 3.74 2.64 0.00 0.11 0.55 0.33 0.22 0.44

CG-14 # 1319 797 522 28 21 595 311 82 117 65 62 0 0 10 4 3 4

CG-14 % 100 60.42 39.58 2.12 1.59 45.11 23.58 6.22 8.87 4.93 4.70 0.00 0.00 0.76 0.30 0.23 0.30

CG-15 # 660 418 242 12 7 327 158 24 36 41 38 2 0 3 2 2 0

CG-15 % 100 63.33 36.67 1.82 1.06 49.55 23.94 3.64 5.45 6.21 5.76 0.30 0.00 0.45 0.30 0.30 0.00

Total CG Workforce (Permanent) # 4799 2641 2158 117 86 1950 1216 298 614 200 190 5 2 27 16 12 17

Total CG Workforce (Permanent) % 100 55.03 44.97 2.44 1.79 40.63 25.34 6.21 12.79 4.17 3.96 0.10 0.04 0.56 0.33 0.25 0.35
Page 93

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A4: Participation Rates For FDIC Grades by Race/Ethnicity and Sex (Temporary)

GS/GM/GL GRADES Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Temporary Workforce # 412 230 182 11 10 180 122 12 32 23 16 0 1 3 1 1 0

Temporary Workforce % 100 55.83 44.17 2.67 2.43 43.69 29.61 2.91 7.77 5.58 3.88 0.00 0.24 0.73 0.24 0.24 0.00

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-03 # 2 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0 0

CG-03 % 100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-04 # 89 52 37 2 3 40 20 2 11 8 3 0 0 0 0 0 0

CG-04 % 100 58.43 41.57 2.25 3.37 44.94 22.47 2.25 12.36 8.99 3.37 0.00 0.00 0.00 0.00 0.00 0.00

CG-05 # 16 3 13 0 1 2 4 0 6 1 2 0 0 0 0 0 0

CG-05 % 100 18.75 81.25 0.00 6.25 12.50 25.00 0.00 37.50 6.25 12.50 0.00 0.00 0.00 0.00 0.00 0.00

CG-06 # 1 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0

CG-06 % 100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00

CG-07 # 136 81 55 3 1 61 42 4 6 10 5 0 1 2 0 1 0

CG-07 % 100 59.56 40.44 2.21 0.74 44.85 30.88 2.94 4.41 7.35 3.68 0.00 0.74 1.47 0.00 0.74 0.00

CG-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-08 % 100 0.00 0.00 0.00 0.00 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 # 133 71 62 5 3 58 49 5 6 3 4 0 0 0 0 0 0

CG-09 % 100 53.38 46.62 3.76 2.26 43.61 36.84 3.76 4.51 2.26 3.01 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 # 8 4 4 1 1 3 2 0 1 0 0 0 0 0 0 0 0

CG-11 % 100 50.00 50.00 12.50 12.50 37.50 25.00 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 20 13 7 0 1 11 5 1 0 0 1 0 0 1 0 0 0

CG-12 % 100 65.00 35.00 0.00 5.00 55.00 25.00 5.00 0.00 0.00 5.00 0.00 0.00 5.00 0.00 0.00 0.00

CG-13 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CG-13 % 100 100.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-14 % 100 0.00 0.00 0.00 0.00 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 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CG-15 % 100 100.00 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

Total CG Workforce (Temporary) # 407 227 180 11 10 177 122 12 31 23 15 0 1 3 1 1 0

Total CG Workforce (Temporary) % 100 55.77 44.23 2.70 2.46 43.49 29.98 2.95 7.62 5.65 3.69 0.00 0.25 0.74 0.25 0.25 0.00
Page 94

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A4: Participation Rates For General Schedule Grades by Race/Ethnicity and Sex (Permanent)

GS/GM/GL GRADES Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Permanent Workforce # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

Permanent Workforce % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 % 100 0.00 0.00 0.00 0.00 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-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-02 % 100 0.00 0.00 0.00 0.00 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-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-03 % 100 0.00 0.00 0.00 0.00 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-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-04 % 100 0.00 0.00 0.00 0.00 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-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-05 % 100 0.00 0.00 0.00 0.00 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-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-06 % 100 0.00 0.00 0.00 0.00 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-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-07 % 100 0.00 0.00 0.00 0.00 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-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-08 % 100 0.00 0.00 0.00 0.00 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-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-09 % 100 0.00 0.00 0.00 0.00 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-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-10 % 100 0.00 0.00 0.00 0.00 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-11 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-11 % 100 0.00 0.00 0.00 0.00 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-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-12 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-13 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-14 % 100 0.00 0.00 0.00 0.00 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 95

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

GS/GM/GL GRADES Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

GS-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-15 % 100 0.00 0.00 0.00 0.00 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 GS) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

All other (unspecified GS) % 100 0.00 0.00 0.00 0.00 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 GS Employees # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total GS Employees % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SES % 100 0.00 0.00 0.00 0.00 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 # 822 500 322 16 9 393 228 48 56 31 23 0 0 5 1 1 1

Other Senior Pay % 100 60.83 39.17 1.95 1.09 47.81 27.74 5.84 6.81 3.77 2.80 0.00 0.00 0.61 0.12 0.12 0.12

Total Senior Pay # 822 500 322 16 9 393 228 48 56 31 23 0 0 5 1 1 1

Total Senior Pay % 100 60.83 39.17 1.95 1.09 47.81 27.74 5.84 6.81 3.77 2.80 0.00 0.00 0.61 0.12 0.12 0.12
Page 96

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A4: Participation Rates For General Schedule Grades by Race/Ethnicity and Sex (Temporary)

GS/GM/GL GRADES Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Temporary Workforce # 412 230 182 11 10 180 122 12 32 23 16 0 1 3 1 1 0

Temporary Workforce % 100 55.83 44.17 2.67 2.43 43.69 29.61 2.91 7.77 5.58 3.88 0.00 0.24 0.73 0.24 0.24 0.00

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 % 100 0.00 0.00 0.00 0.00 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-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-02 % 100 0.00 0.00 0.00 0.00 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-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-03 % 100 0.00 0.00 0.00 0.00 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-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-04 % 100 0.00 0.00 0.00 0.00 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-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-05 % 100 0.00 0.00 0.00 0.00 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-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-06 % 100 0.00 0.00 0.00 0.00 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-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-07 % 100 0.00 0.00 0.00 0.00 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-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-08 % 100 0.00 0.00 0.00 0.00 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-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-09 % 100 0.00 0.00 0.00 0.00 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-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-10 % 100 0.00 0.00 0.00 0.00 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-11 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-11 % 100 0.00 0.00 0.00 0.00 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-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-12 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-13 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-14 % 100 0.00 0.00 0.00 0.00 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 97

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

GS/GM/GL GRADES Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

GS-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-15 % 100 0.00 0.00 0.00 0.00 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 GS) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

All other (unspecified GS) % 100 0.00 0.00 0.00 0.00 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 GS Employees # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total GS Employees % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SES % 100 0.00 0.00 0.00 0.00 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 # 4 2 2 0 0 2 0 0 1 0 1 0 0 0 0 0 0

Other Senior Pay % 100 50.00 50.00 0.00 0.00 50.00 0.00 0.00 25.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Senior Pay # 4 2 2 0 0 2 0 0 1 0 1 0 0 0 0 0 0

Total Senior Pay % 100 50.00 50.00 0.00 0.00 50.00 0.00 0.00 25.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 98

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A5P: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Salary Range Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Permanent Workforce # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

Permanent Workforce % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 # 3 3 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0

Up to $20,000 % 100 100.00 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

$20,001-$30,000 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$20,001-$30,000 % 100 0.00 0.00 0.00 0.00 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 # 14 7 7 0 0 3 3 2 2 2 2 0 0 0 0 0 0

$30,001-$40,000 % 100 50.00 50.00 0.00 0.00 21.43 21.43 14.29 14.29 14.29 14.29 0.00 0.00 0.00 0.00 0.00 0.00

$40,001-$50,000 # 80 45 35 2 3 38 24 2 6 3 2 0 0 0 0 0 0

$40,001-$50,000 % 100 56.25 43.75 2.50 3.75 47.50 30.00 2.50 7.50 3.75 2.50 0.00 0.00 0.00 0.00 0.00 0.00

$50,001-$60,000 # 166 101 65 6 6 73 40 14 12 5 6 2 0 1 0 0 1

$50,001-$60,000 % 100 60.84 39.16 3.61 3.61 43.98 24.10 8.43 7.23 3.01 3.61 1.20 0.00 0.60 0.00 0.00 0.60

$60,001-$70,000 # 305 166 139 10 9 114 76 24 38 15 10 0 0 2 1 1 5

$60,001-$70,000 % 100 54.43 45.57 3.28 2.95 37.38 24.92 7.87 12.46 4.92 3.28 0.00 0.00 0.66 0.33 0.33 1.64

$70,001-$80,000 # 159 79 80 9 3 51 36 10 32 7 5 0 0 1 0 1 1

$70,001-$80,000 % 100 49.69 50.31 5.66 1.89 32.08 22.64 6.29 20.13 4.40 3.14 0.00 0.00 0.63 0.00 0.63 0.63

$80,001-$90,000 # 283 141 142 7 6 106 78 20 43 5 9 0 1 3 3 0 0

$80,001-$90,000 % 100 49.82 50.18 2.47 2.12 37.46 27.56 7.07 15.19 1.77 3.18 0.00 0.35 1.06 1.06 0.00 0.00

$90,001-$100,000 # 278 124 154 13 8 88 69 15 68 4 7 1 0 1 0 0 1

$90,001-$100,000 % 100 44.60 55.40 4.68 2.88 31.65 24.82 5.40 24.46 1.44 2.52 0.36 0.00 0.36 0.00 0.00 0.36

$100,001-$110,000 # 263 133 130 7 2 98 76 18 47 7 5 0 0 1 0 2 0

$100,001-$110,000 % 100 50.57 49.43 2.66 0.76 37.26 28.90 6.84 17.87 2.66 1.90 0.00 0.00 0.38 0.00 0.76 0.00

$110,001-$120,000 # 293 158 135 5 5 112 74 26 40 10 8 0 0 3 3 1 2

$110,001-$120,000 % 100 53.92 46.08 1.71 1.71 38.23 25.26 8.87 13.65 3.41 2.73 0.00 0.00 1.02 1.02 0.34 0.68

$120,001-$130,000 # 321 174 147 6 4 129 92 27 38 9 11 0 0 0 0 2 1

$120,001-$130,000 % 100 54.21 45.79 1.87 1.25 40.19 28.66 8.41 11.84 2.80 3.43 0.00 0.00 0.00 0.00 0.62 0.31

$130,001-$140,000 # 302 159 143 5 7 115 69 21 49 13 13 0 0 4 1 0 3

$130,001-$140,000 % 100 52.65 47.35 1.66 2.32 38.08 22.85 6.95 16.23 4.30 4.30 0.00 0.00 1.32 0.33 0.00 0.99

$140,001-$150,000 # 297 157 140 8 11 108 78 18 43 16 6 0 0 3 1 1 1

$140,001-$150,000 % 100 52.86 47.14 2.69 3.70 36.36 26.26 6.06 14.48 5.39 2.02 0.00 0.00 1.01 0.34 0.34 0.34

$150,001-$160,000 # 366 197 169 7 4 150 97 20 58 12 7 0 0 3 0 1 2
Page 99

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Salary Range Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

$150,001-$160,000 % 100 53.83 46.17 1.91 1.09 40.98 26.50 5.46 15.85 3.28 1.91 0.00 0.00 0.82 0.00 0.27 0.55

$160,001-$170,000 # 251 149 102 10 3 100 52 28 33 10 12 0 0 0 1 0 0

$160,001-$170,000 % 100 59.36 40.64 3.98 1.20 39.84 20.72 11.16 13.15 3.98 4.78 0.00 0.00 0.00 0.40 0.00 0.00

$170,001-$180,000 # 260 143 117 4 7 112 51 8 46 11 10 1 0 3 3 0 0

$170,001-$180,000 % 100 55.00 45.00 1.54 2.69 43.08 19.62 3.08 17.69 4.23 3.85 0.38 0.00 1.15 1.15 0.00 0.00

$180,001 and Greater # 1983 1208 775 34 17 946 529 93 115 102 100 1 1 7 4 4 1

$180,001 and Greater % 100 60.92 39.08 1.71 0.86 47.71 26.68 4.69 5.80 5.14 5.04 0.05 0.05 0.35 0.20 0.20 0.05
Page 100

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A5T: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Salary Range Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Temporary Workforce # 412 230 182 11 10 180 122 12 32 23 16 0 1 3 1 1 0

Temporary Workforce % 100 55.83 44.17 2.67 2.43 43.69 29.61 2.91 7.77 5.58 3.88 0.00 0.24 0.73 0.24 0.24 0.00

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 % 100 0.00 0.00 0.00 0.00 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

$20,001-$30,000 % 100 0.00 0.00 0.00 0.00 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 # 33 16 17 0 2 10 3 2 10 4 2 0 0 0 0 0 0

$30,001-$40,000 % 100 48.48 51.52 0.00 6.06 30.30 9.09 6.06 30.30 12.12 6.06 0.00 0.00 0.00 0.00 0.00 0.00

$40,001-$50,000 # 62 30 32 2 2 26 20 0 8 2 2 0 0 0 0 0 0

$40,001-$50,000 % 100 48.39 51.61 3.23 3.23 41.94 32.26 0.00 12.90 3.23 3.23 0.00 0.00 0.00 0.00 0.00 0.00

$50,001-$60,000 # 96 59 37 2 0 45 30 4 3 6 3 0 1 2 0 0 0

$50,001-$60,000 % 100 61.46 38.54 2.08 0.00 46.88 31.25 4.17 3.13 6.25 3.13 0.00 1.04 2.08 0.00 0.00 0.00

$60,001-$70,000 # 132 73 59 3 2 59 48 5 5 5 3 0 0 0 1 1 0

$60,001-$70,000 % 100 55.30 44.70 2.27 1.52 44.70 36.36 3.79 3.79 3.79 2.27 0.00 0.00 0.00 0.76 0.76 0.00

$70,001-$80,000 # 52 30 22 4 1 20 12 0 5 6 4 0 0 0 0 0 0

$70,001-$80,000 % 100 57.69 42.31 7.69 1.92 38.46 23.08 0.00 9.62 11.54 7.69 0.00 0.00 0.00 0.00 0.00 0.00

$80,001-$90,000 # 5 2 3 0 1 2 2 0 0 0 0 0 0 0 0 0 0

$80,001-$90,000 % 100 40.00 60.00 0.00 20.00 40.00 40.00 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 0 2 0 1 0 1 0 0 0 0 0 0 0 0 0 0

$90,001-$100,000 % 100 0.00 100.00 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

$100,001-$110,000 # 5 3 2 0 1 3 1 0 0 0 0 0 0 0 0 0 0

$100,001-$110,000 % 100 60.00 40.00 0.00 20.00 60.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$110,001-$120,000 # 2 1 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0

$110,001-$120,000 % 100 50.00 50.00 0.00 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

$120,001-$130,000 # 8 4 4 0 0 3 3 0 0 0 1 0 0 1 0 0 0

$120,001-$130,000 % 100 50.00 50.00 0.00 0.00 37.50 37.50 0.00 0.00 0.00 12.50 0.00 0.00 12.50 0.00 0.00 0.00

$130,001-$140,000 # 3 3 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0

$130,001-$140,000 % 100 100.00 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

$140,001-$150,000 # 3 3 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0

$140,001-$150,000 % 100 100.00 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

$150,001-$160,000 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0
Page 101

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Salary Range Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

$150,001-$160,000 % 100 100.00 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

$160,001-$170,000 # 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

$160,001-$170,000 % 100 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

$170,001-$180,000 # 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0

$170,001-$180,000 % 100 100.00 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

$180,001 and Greater # 5 3 2 0 0 3 0 0 1 0 1 0 0 0 0 0 0

$180,001 and Greater % 100 60.00 40.00 0.00 0.00 60.00 0.00 0.00 20.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 102

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

ECONOMIST (0110) # 68 45 23 2 0 36 9 1 5 5 9 0 0 0 0 0 0

ECONOMIST (0110) % 100 66.18 33.82 2.94 0.00 52.94 13.24 1.47 7.35 7.35 13.24 0.00 0.00 0.00 0.00 0.00 0.00

CG-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 0.00 0.00 0.00 0.00 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 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 100.00 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-11 # 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

CG-11 % 100 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-12 # 9 6 3 1 0 5 0 0 3 0 0 0 0 0 0 0 0

CG-12 % 100 66.67 33.33 11.11 0.00 55.56 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 # 5 2 3 0 0 2 1 0 1 0 1 0 0 0 0 0 0

CG-13 % 100 40.00 60.00 0.00 0.00 40.00 20.00 0.00 20.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 43 34 9 1 0 26 4 1 0 5 5 0 0 0 0 0 0

CG-14 % 100 79.07 20.93 2.33 0.00 60.47 9.30 2.33 0.00 11.63 11.63 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

CG-15 % 100 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 # 2 0 2 0 0 0 1 0 0 0 1 0 0 0 0 0 0

CM-02 % 100 0.00 100.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 # 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 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

Occupational CLF % 100 68 32 5.3 2 52.3 24.1 3.9 1.7 5.1 3 0.1 0 0.1 0.3 1.2 0.9

ADMINISTRATION AND PROGRAM (0301) # 623 273 350 11 15 179 174 48 126 22 32 0 0 5 0 2 2

ADMINISTRATION AND PROGRAM (0301) % 100 43.82 56.18 1.77 2.41 28.73 27.93 7.70 20.22 3.53 5.14 0.00 0.00 0.80 0.00 0.32 0.32

CG-07 # 4 1 3 1 0 0 0 0 2 0 1 0 0 0 0 0 0

CG-07 % 100 25.00 75.00 25.00 0.00 0.00 0.00 0.00 50.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 # 39 10 29 0 0 5 9 4 16 1 4 0 0 0 0 0 0

CG-09 % 100 25.64 74.36 0.00 0.00 12.82 23.08 10.26 41.03 2.56 10.26 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 # 29 12 17 1 1 4 7 3 7 3 1 0 0 1 0 0 0

CG-11 % 100 41.38 58.62 3.45 3.45 13.79 24.14 10.34 24.14 10.34 3.45 0.00 0.00 3.45 0.00 0.00 0.00

CG-12 # 86 28 58 1 4 13 24 9 28 3 2 0 0 0 0 1 0

CG-12 % 100 32.56 67.44 1.16 4.65 15.12 27.91 10.47 32.56 3.49 2.33 0.00 0.00 0.00 0.00 1.16 0.00

CG-13 # 92 27 65 2 0 16 32 6 28 2 4 0 0 1 0 0 1

CG-13 % 100 29.35 70.65 2.17 0.00 17.39 34.78 6.52 30.43 2.17 4.35 0.00 0.00 1.09 0.00 0.00 1.09

CG-14 # 128 64 64 4 3 38 34 13 20 6 7 0 0 1 0 0 0

CG-14 % 100 50.00 50.00 3.13 2.34 29.69 26.56 10.16 15.63 4.69 5.47 0.00 0.00 0.78 0.00 0.00 0.00

CG-15 # 63 36 27 0 2 31 13 2 10 2 2 0 0 0 0 0 0
Page 103

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

CG-15 % 100 57.14 42.86 0.00 3.17 49.21 20.63 3.17 15.87 3.17 3.17 0.00 0.00 0.00 0.00 0.00 0.00

CM-01 # 58 24 34 0 3 14 19 5 7 3 5 0 0 0 0 0 0

CM-01 % 100 41.38 58.62 0.00 5.17 24.14 32.76 8.62 12.07 5.17 8.62 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 # 39 21 18 0 1 17 10 1 3 1 4 0 0 1 0 1 0

CM-02 % 100 53.85 46.15 0.00 2.56 43.59 25.64 2.56 7.69 2.56 10.26 0.00 0.00 2.56 0.00 2.56 0.00

CX-00 # 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 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

EM-00 # 81 47 34 2 1 38 25 5 5 1 2 0 0 1 0 0 1

EM-00 % 100 58.02 41.98 2.47 1.23 46.91 30.86 6.17 6.17 1.23 2.47 0.00 0.00 1.23 0.00 0.00 1.23

EX-04 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

EX-04 % 100 100.00 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

IG-00 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

IG-00 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9 1.3

FINANCIAL ADMINISTRATION AND PROGRAM (0501) 

#

139 74 65 3 1 50 26 14 32 6 5 0 0 1 0 0 0

FINANCIAL ADMINISTRATION AND PROGRAM (0501) 

%

100 53.24 46.76 2.16 0.72 35.97 18.71 10.07 23.02 4.32 3.60 0.00 0.00 0.72 0.00 0.00 0.00

CG-07 # 1 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0

CG-07 % 100 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

CG-09 # 13 4 9 1 0 2 3 1 6 0 0 0 0 0 0 0 0

CG-09 % 100 30.77 69.23 7.69 0.00 15.38 23.08 7.69 46.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 # 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

CG-11 % 100 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-12 # 12 5 7 0 0 2 1 3 6 0 0 0 0 0 0 0 0

CG-12 % 100 41.67 58.33 0.00 0.00 16.67 8.33 25.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 # 24 13 11 0 0 11 1 1 10 1 0 0 0 0 0 0 0

CG-13 % 100 54.17 45.83 0.00 0.00 45.83 4.17 4.17 41.67 4.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 48 26 22 2 1 19 12 2 4 3 4 0 0 0 0 0 0

CG-14 % 100 54.17 45.83 4.17 2.08 39.58 25.00 4.17 8.33 6.25 8.33 0.00 0.00 0.00 0.00 0.00 0.00

CG-15 # 8 6 2 0 0 5 0 1 2 0 0 0 0 0 0 0 0

CG-15 % 100 75.00 25.00 0.00 0.00 62.50 0.00 12.50 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-01 # 24 14 10 0 0 8 7 3 3 2 0 0 0 1 0 0 0

CM-01 % 100 58.33 41.67 0.00 0.00 33.33 29.17 12.50 12.50 8.33 0.00 0.00 0.00 4.17 0.00 0.00 0.00

CM-02 # 3 3 0 0 0 1 0 2 0 0 0 0 0 0 0 0 0

CM-02 % 100 100.00 0.00 0.00 0.00 33.33 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EM-00 # 5 3 2 0 0 2 2 1 0 0 0 0 0 0 0 0 0

EM-00 % 100 60.00 40.00 0.00 0.00 40.00 40.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 104

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Occupational CLF % 100 54.2 45.8 3.9 4.6 44.1 32.8 3 4.9 2.3 2.3 0 0.1 0.1 0.2 0.8 0.9

ACCOUNTANTS AND AUDITORS (0510) # 45 19 26 0 1 14 11 1 6 2 7 0 0 0 0 2 1

ACCOUNTANTS AND AUDITORS (0510) % 100 42.22 57.78 0.00 2.22 31.11 24.44 2.22 13.33 4.44 15.56 0.00 0.00 0.00 0.00 4.44 2.22

CG-07 # 1 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0

CG-07 % 100 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

CG-09 # 2 1 1 0 0 0 0 0 0 1 0 0 0 0 0 0 1

CG-09 % 100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 50.00

CG-11 # 1 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0

CG-11 % 100 0.00 100.00 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

CG-12 # 4 3 1 0 0 2 0 1 0 0 1 0 0 0 0 0 0

CG-12 % 100 75.00 25.00 0.00 0.00 50.00 0.00 25.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 # 21 9 12 0 0 7 7 0 3 1 2 0 0 0 0 1 0

CG-13 % 100 42.86 57.14 0.00 0.00 33.33 33.33 0.00 14.29 4.76 9.52 0.00 0.00 0.00 0.00 4.76 0.00

CG-14 # 15 5 10 0 0 4 4 0 3 0 3 0 0 0 0 1 0

CG-14 % 100 33.33 66.67 0.00 0.00 26.67 26.67 0.00 20.00 0.00 20.00 0.00 0.00 0.00 0.00 6.67 0.00

CG-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-15 % 100 0.00 0.00 0.00 0.00 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-00 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 100.00 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 % 100 39 61 2.7 5.1 29.7 42.9 2.7 5.7 3.1 5.7 0 0.1 0.1 0.3 0.6 1.1

FINANCIAL INSTITUTION EXAMINING (0570) # 2505 1516 989 57 35 1241 709 113 166 65 54 2 1 15 10 3 5

FINANCIAL INSTITUTION EXAMINING (0570) % 100 60.52 39.48 2.28 1.40 49.54 28.30 4.51 6.63 2.59 2.16 0.08 0.04 0.60 0.40 0.12 0.20

CG-07 # 118 75 43 4 4 55 25 9 9 6 4 0 0 1 0 0 1

CG-07 % 100 63.56 36.44 3.39 3.39 46.61 21.19 7.63 7.63 5.08 3.39 0.00 0.00 0.85 0.00 0.00 0.85

CG-09 # 213 128 85 9 6 86 58 14 13 15 6 0 0 3 0 1 2

CG-09 % 100 60.09 39.91 4.23 2.82 40.38 27.23 6.57 6.10 7.04 2.82 0.00 0.00 1.41 0.00 0.47 0.94

CG-11 # 109 60 49 3 1 53 32 1 8 3 7 0 0 0 1 0 0

CG-11 % 100 55.05 44.95 2.75 0.92 48.62 29.36 0.92 7.34 2.75 6.42 0.00 0.00 0.00 0.92 0.00 0.00

CG-12 # 557 320 237 13 7 262 175 27 38 10 9 1 1 2 4 1 1

CG-12 % 100 57.45 42.55 2.33 1.26 47.04 31.42 4.85 6.82 1.80 1.62 0.18 0.18 0.36 0.72 0.18 0.18

CG-13 # 434 262 172 12 5 224 133 14 27 10 4 0 0 1 1 0 1

CG-13 % 100 60.37 39.63 2.76 1.15 51.61 30.65 3.23 6.22 2.30 0.92 0.00 0.00 0.23 0.23 0.00 0.23

CG-14 # 570 341 229 10 9 279 159 23 43 12 13 0 0 7 4 1 0

CG-14 % 100 59.82 40.18 1.75 1.58 48.95 27.89 4.04 7.54 2.11 2.28 0.00 0.00 1.23 0.70 0.18 0.00

CG-15 # 165 109 56 0 2 95 39 5 7 4 7 1 0 1 0 0 0

CG-15 % 100 66.06 33.94 0.00 1.21 57.58 23.64 3.03 4.24 2.42 4.24 0.61 0.00 0.61 0.00 0.00 0.00

CM-01 # 283 192 91 4 1 165 64 18 19 2 4 0 0 0 0 0 0
Page 105

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

CM-01 % 100 67.84 32.16 1.41 0.35 58.30 22.61 6.36 6.71 0.71 1.41 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 # 53 27 26 2 0 20 23 2 2 3 0 0 0 0 0 0 0

CM-02 % 100 50.94 49.06 3.77 0.00 37.74 43.40 3.77 3.77 5.66 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 # 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 100.00 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-00 # 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 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

Occupational CLF % 100 54.2 45.8 3.9 4.6 44.1 32.8 3 4.9 2.3 2.3 0 0.1 0.1 0.2 0.8 0.9

ATTORNEY (0905) # 316 181 135 5 2 153 104 12 16 6 11 0 0 2 1 1 1

ATTORNEY (0905) % 100 57.28 42.72 1.58 0.63 48.42 32.91 3.80 5.06 1.90 3.48 0.00 0.00 0.63 0.32 0.32 0.32

CG-12 # 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 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

CG-13 # 7 5 2 0 0 4 2 1 0 0 0 0 0 0 0 0 0

CG-13 % 100 71.43 28.57 0.00 0.00 57.14 28.57 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 67 37 30 2 0 32 22 2 2 1 5 0 0 0 0 0 1

CG-14 % 100 55.22 44.78 2.99 0.00 47.76 32.84 2.99 2.99 1.49 7.46 0.00 0.00 0.00 0.00 0.00 1.49

CG-15 # 168 91 77 2 2 76 59 6 10 3 5 0 0 2 1 1 0

CG-15 % 100 54.17 45.83 1.19 1.19 45.24 35.12 3.57 5.95 1.79 2.98 0.00 0.00 1.19 0.60 0.60 0.00

CM-01 # 17 11 6 0 0 10 5 0 1 0 0 0 0 0 0 0 0

CM-01 % 100 64.71 35.29 0.00 0.00 58.82 29.41 0.00 5.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 # 27 15 12 0 0 14 8 0 3 1 1 0 0 0 0 0 0

CM-02 % 100 55.56 44.44 0.00 0.00 51.85 29.63 0.00 11.11 3.70 3.70 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 # 4 2 2 0 0 2 2 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 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

EM-00 # 25 20 5 1 0 15 5 3 0 1 0 0 0 0 0 0 0

EM-00 % 100 80.00 20.00 4.00 0.00 60.00 20.00 12.00 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 62.9 37.1 3.1 2.5 54.7 28.5 2.2 3 1.9 2.1 0 0 0.1 0.1 0.9 0.8

GENERAL BUSINESS AND INDUSTRY (1101) # 286 188 98 12 3 136 63 21 24 17 7 0 0 1 1 1 0

GENERAL BUSINESS AND INDUSTRY (1101) % 100 65.73 34.27 4.20 1.05 47.55 22.03 7.34 8.39 5.94 2.45 0.00 0.00 0.35 0.35 0.35 0.00

CG-07 # 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

CG-07 % 100 100.00 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

CG-09 # 15 5 10 1 1 2 4 2 4 0 1 0 0 0 0 0 0

CG-09 % 100 33.33 66.67 6.67 6.67 13.33 26.67 13.33 26.67 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 # 9 5 4 1 0 2 2 1 2 1 0 0 0 0 0 0 0

CG-11 % 100 55.56 44.44 11.11 0.00 22.22 22.22 11.11 22.22 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 20 12 8 1 0 6 4 4 4 1 0 0 0 0 0 0 0

CG-12 % 100 60.00 40.00 5.00 0.00 30.00 20.00 20.00 20.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 106

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

CG-13 # 21 12 9 3 0 9 5 0 4 0 0 0 0 0 0 0 0

CG-13 % 100 57.14 42.86 14.29 0.00 42.86 23.81 0.00 19.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 98 73 25 1 1 58 15 11 6 2 3 0 0 1 0 0 0

CG-14 % 100 74.49 25.51 1.02 1.02 59.18 15.31 11.22 6.12 2.04 3.06 0.00 0.00 1.02 0.00 0.00 0.00

CG-15 # 51 36 15 3 0 23 11 2 2 7 2 0 0 0 0 1 0

CG-15 % 100 70.59 29.41 5.88 0.00 45.10 21.57 3.92 3.92 13.73 3.92 0.00 0.00 0.00 0.00 1.96 0.00

CM-01 # 30 15 15 2 0 13 12 0 1 0 1 0 0 0 1 0 0

CM-01 % 100 50.00 50.00 6.67 0.00 43.33 40.00 0.00 3.33 0.00 3.33 0.00 0.00 0.00 3.33 0.00 0.00

CM-02 # 39 27 12 0 1 22 10 0 1 5 0 0 0 0 0 0 0

CM-02 % 100 69.23 30.77 0.00 2.56 56.41 25.64 0.00 2.56 12.82 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 # 2 2 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0

CX-00 % 100 100.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EM-00 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9 1.3

INFORMATION TECHNOLOGY MANAGEMENT (2210) 

#

402 284 118 13 5 172 47 36 34 55 26 3 1 2 1 1 3

INFORMATION TECHNOLOGY MANAGEMENT (2210) 

%

100 70.65 29.35 3.23 1.24 42.79 11.69 8.96 8.46 13.68 6.47 0.75 0.25 0.50 0.25 0.25 0.75

CG-07 # 8 5 3 0 0 4 1 0 2 1 0 0 0 0 0 0 0

CG-07 % 100 62.50 37.50 0.00 0.00 50.00 12.50 0.00 25.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 # 16 14 2 1 0 10 1 1 1 0 0 2 0 0 0 0 0

CG-09 % 100 87.50 12.50 6.25 0.00 62.50 6.25 6.25 6.25 0.00 0.00 12.50 0.00 0.00 0.00 0.00 0.00

CG-11 # 15 8 7 1 0 4 3 2 2 1 2 0 0 0 0 0 0

CG-11 % 100 53.33 46.67 6.67 0.00 26.67 20.00 13.33 13.33 6.67 13.33 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 11 8 3 1 0 3 1 2 1 2 0 0 0 0 0 0 1

CG-12 % 100 72.73 27.27 9.09 0.00 27.27 9.09 18.18 9.09 18.18 0.00 0.00 0.00 0.00 0.00 0.00 9.09

CG-13 # 114 84 30 2 0 55 8 18 14 9 6 0 1 0 0 0 1

CG-13 % 100 73.68 26.32 1.75 0.00 48.25 7.02 15.79 12.28 7.89 5.26 0.00 0.88 0.00 0.00 0.00 0.88

CG-14 # 146 102 44 3 3 61 19 8 9 26 11 0 0 1 0 1 1

CG-14 % 100 69.86 30.14 2.05 2.05 41.78 13.01 5.48 6.16 17.81 7.53 0.00 0.00 0.68 0.00 0.68 0.68

CG-15 # 43 28 15 1 0 17 9 1 2 8 3 1 0 0 1 0 0

CG-15 % 100 65.12 34.88 2.33 0.00 39.53 20.93 2.33 4.65 18.60 6.98 2.33 0.00 0.00 2.33 0.00 0.00

CM-01 # 27 20 7 0 2 11 3 2 2 6 0 0 0 1 0 0 0

CM-01 % 100 74.07 25.93 0.00 7.41 40.74 11.11 7.41 7.41 22.22 0.00 0.00 0.00 3.70 0.00 0.00 0.00

CM-02 # 9 5 4 2 0 1 2 1 1 1 1 0 0 0 0 0 0

CM-02 % 100 55.56 44.44 22.22 0.00 11.11 22.22 11.11 11.11 11.11 11.11 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 # 5 4 1 0 0 3 0 1 0 0 1 0 0 0 0 0 0
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Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

CX-00 % 100 80.00 20.00 0.00 0.00 60.00 0.00 20.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00

EM-00 # 8 6 2 2 0 3 0 0 0 1 2 0 0 0 0 0 0

EM-00 % 100 75.00 25.00 25.00 0.00 37.50 0.00 0.00 0.00 12.50 25.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 70.9 29.1 4.5 1.6 54.3 21.6 3.6 2.5 7 2.6 0.1 0 0.1 0.1 1.3 0.7
Page 108

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

ECONOMIST (0110) # 16 11 5 0 0 7 4 3 1 1 0 0 0 0 0 0 0

ECONOMIST (0110) % 100 68.75 31.25 0.00 0.00 43.75 25.00 18.75 6.25 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-07 # 6 5 1 0 0 3 1 1 0 1 0 0 0 0 0 0 0

CG-07 % 100 83.33 16.67 0.00 0.00 50.00 16.67 16.67 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 # 10 6 4 0 0 4 3 2 1 0 0 0 0 0 0 0 0

CG-09 % 100 60.00 40.00 0.00 0.00 40.00 30.00 20.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 68 32 5.3 2 52.3 24.1 3.9 1.7 5.1 3 0.1 0 0.1 0.3 1.2 0.9

ADMINISTRATION AND PROGRAM (0301) # 7 4 3 0 0 4 2 0 0 0 1 0 0 0 0 0 0

ADMINISTRATION AND PROGRAM (0301) % 100 57.14 42.86 0.00 0.00 57.14 28.57 0.00 0.00 0.00 14.29 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 # 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

CG-11 % 100 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

CG-12 # 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 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

CG-15 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CG-15 % 100 100.00 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-02 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CM-02 % 100 100.00 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-00 # 2 1 1 0 0 1 0 0 0 0 1 0 0 0 0 0 0

EM-00 % 100 50.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

IG-00 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

IG-00 % 100 100.00 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 % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9 1.3

ACCOUNTANTS AND AUDITORS (0510) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACCOUNTANTS AND AUDITORS (0510) % 100 0.00 0.00 0.00 0.00 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-00 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 39 61 2.7 5.1 29.7 42.9 2.7 5.7 3.1 5.7 0 0.1 0.1 0.3 0.6 1.1

FINANCIAL INSTITUTION EXAMINING (0570) # 253 143 110 8 4 116 86 6 10 10 9 0 1 2 0 1 0

FINANCIAL INSTITUTION EXAMINING (0570) % 100 56.52 43.48 3.16 1.58 45.85 33.99 2.37 3.95 3.95 3.56 0.00 0.40 0.79 0.00 0.40 0.00

CG-07 # 121 70 51 3 1 52 39 3 5 9 5 0 1 2 0 1 0

CG-07 % 100 57.85 42.15 2.48 0.83 42.98 32.23 2.48 4.13 7.44 4.13 0.00 0.83 1.65 0.00 0.83 0.00

CG-09 # 119 62 57 5 3 53 45 3 5 1 4 0 0 0 0 0 0

CG-09 % 100 52.10 47.90 4.20 2.52 44.54 37.82 2.52 4.20 0.84 3.36 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 13 11 2 0 0 11 2 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 84.62 15.38 0.00 0.00 84.62 15.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 54.2 45.8 3.9 4.6 44.1 32.8 3 4.9 2.3 2.3 0 0.1 0.1 0.2 0.8 0.9
Page 109

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

ATTORNEY (0905) # 4 1 3 0 0 0 2 1 1 0 0 0 0 0 0 0 0

ATTORNEY (0905) % 100 25.00 75.00 0.00 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

CG-12 # 3 1 2 0 0 0 2 1 0 0 0 0 0 0 0 0 0

CG-12 % 100 33.33 66.67 0.00 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

EM-00 # 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

EM-00 % 100 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

Occupational CLF % 100 62.9 37.1 3.1 2.5 54.7 28.5 2.2 3 1.9 2.1 0 0 0.1 0.1 0.9 0.8

INFORMATION TECHNOLOGY MANAGEMENT (2210) 

#

3 2 1 0 1 1 0 0 0 1 0 0 0 0 0 0 0

INFORMATION TECHNOLOGY MANAGEMENT (2210) 

%

100 66.67 33.33 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 0.00

CG-09 # 1 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0

CG-09 % 100 100.00 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 0.00

CG-12 # 1 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 0.00 100.00 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

CG-13 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CG-13 % 100 100.00 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 % 100 70.9 29.1 4.5 1.6 54.3 21.6 3.6 2.5 7 2.6 0.1 0 0.1 0.1 1.3 0.7
Page 110

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table A9: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Awards Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Permanent Workforce # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13 18

Permanent Workforce % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23 0.32

TIME OFF AWARDS

Time-Off Awards 1 - 10 hours: Awards Given # 7 2 5 0 0 1 3 0 2 1 0 0 0 0 0 0 0

Time-Off Awards 1 - 10 hours: Awards Given % 100 28.57 71.43 0.00 0.00 14.29 42.86 0.00 28.57 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Time-Off Awards 1 - 10 Hours: Total Hours # 70 16 54 0 0 8 36 0 18 8 0 0 0 0 0 0 0

Time-Off Awards 1 - 10 Hours: Average Hours # 10 8 10 0 0 8 12 0 9 8 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CASH AWARDS

Cash Awards $500 and Under: Awards Given # 3155 1668 1487 78 50 1304 981 145 335 98 94 4 3 10 13 7 4

Cash Awards $500 and Under: Awards Given % 100 52.87 47.13 2.47 1.58 41.33 31.09 4.60 10.62 3.11 2.98 0.13 0.10 0.32 0.41 0.22 0.13

Cash Awards $500 and Under: Total Amount $ 1043807 559533 484274 28156 16083 438695 321314 46780 107340 31201 30132 1594 949 3632 4308 1706 1314

Cash Awards $500 and Under: Average Amount $ 330.84 335.45 325.67 360.97 321.66 336.42 327.54 322.62 320.42 318.38 320.55 398.5 316.33 363.2 331.38 243.71 328.5

Cash Awards: $501 - $999: Awards Given # 2910 1575 1335 70 57 1210 837 129 286 127 123 2 1 17 10 4 10

Cash Awards: $501 - $999: Awards Given % 100 54.12 45.88 2.41 1.96 41.58 28.76 4.43 9.83 4.36 4.23 0.07 0.03 0.58 0.34 0.14 0.34

Cash Awards: $501 - $999: Total Amount $ 1980935 1070536 910399 46903 39399 820747 564062 88399 200838 88215 84193 1462 670 11092 6517 2705 7334

Cash Awards: $501 - $999: Average Amount $ 680 679 681 670 691 678 673 685 702 694 684 731 670 652 651 676 733

Cash Awards: $1000 - $1999: Awards Given # 1159 637 522 30 19 480 326 66 127 42 45 0 0 2 2 6 1

Cash Awards: $1000 - $1999: Awards Given % 100 54.96 45.04 2.59 1.64 41.42 28.13 5.69 10.96 3.62 3.88 0.00 0.00 0.17 0.17 0.52 0.09

Cash Awards: $1000 - $1999: Total Amount $ 1441638 792162 649476 35100 23750 601933 410674 81671 154185 50936 54267 0 0 2298 2500 7584 1600

Cash Awards: $1000 - $1999: Average Amount $ 1243 1243 1244 1170 1250 1254 1259 1237 1214 1212 1205 0 0 1149 1250 1264 1600
Page 111

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

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Awards Total

Total

Males

Total

Females

Hispanic

or Latino

Male

Hispanic

or Latino

Female

White

Male

White

Female

Black or 

African

American

Male

Black or 

African

American

Female

 Asian 

Male

 Asian 

Female

Native

Hawaiian

or Other

Pacific

Islander

Male

Native

Hawaiian

or Other

Pacific

Islander

Female

American

Indian or

Alaska

Native

Male

American

Indian or

Alaska

Native

Female

Two or 

More

Races

Male

Two or 

More

Races

Female

Cash Awards: $2000 - $2999: Awards Given # 271 148 123 2 7 115 72 9 31 16 11 0 0 2 2 2 0

Cash Awards: $2000 - $2999: Awards Given % 100 54.61 45.39 0.74 2.58 42.44 26.57 3.32 11.44 5.90 4.06 0.00 0.00 0.74 0.74 0.74 0.00

Cash Awards: $2000 - $2999: Total Amount $ 595014 327453 267561 4000 15900 254553 157711 20500 66700 34900 23250 0 0 4500 4000 4500 0

Cash Awards: $2000 - $2999: Average Amount $ 2195 2212 2175 2000 2271 2213 2190 2277 2151 2181 2113 0 0 2250 2000 2250 0

Cash Awards: $3000 - $3999: Awards Given # 23 16 7 1 1 13 5 2 0 0 1 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given % 100 69.57 30.43 4.35 4.35 56.52 21.74 8.70 0.00 0.00 4.35 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: Total Amount $ 72600 49600 23000 3000 3000 40200 16500 6400 0 0 3500 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Average Amount $ 3156 3100 3285 3000 3000 3092 3300 3200 0 0 3500 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given # 2 1 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given % 100 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

Cash Awards: $4000 - $4999: Total Amount $ 8750 4250 4500 0 0 4250 0 0 4500 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Average Amount $ 4375 4250 4500 0 0 4250 0 0 4500 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given # 6 3 3 0 0 2 2 0 1 0 0 0 0 1 0 0 0

Cash Awards: $5000 or more: Awards Given % 100 50.00 50.00 0.00 0.00 33.33 33.33 0.00 16.67 0.00 0.00 0.00 0.00 16.67 0.00 0.00 0.00

Cash Awards: $5000 or more: Total Amount $ 31000 16000 15000 0 0 11000 10000 0 5000 0 0 0 0 5000 0 0 0

Cash Awards: $5000 or more: Average Amount $ 5166 5333 5000 0 0 5500 5000 0 5000 0 0 0 0 5000 0 0 0

OTHER AWARDS

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 100 0.00 0.00 0.00 0.00 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 112

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B1-1: TOTAL WORKFORCE - Distribution by Disability Status (Participation Rate)

Employment Tenure Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability

[02]

Traumatic

Brain

Injury

[03]

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

Total Workforce: Prior FY # 6454 5966 378 110 42 14 5 1 7 2 7 2 4 0 0 0 0

Total Workforce: Prior FY % 100 92.44 5.86 1.70 0.65 0.22 0.08 0.02 0.11 0.03 0.11 0.03 0.06 0.00 0.00 0.00 0.00

Total Workforce: Current FY # 6036 5166 169 701 149 3 11 66 14 2 8 5 9 0 28 0 3

Total Workforce: Current FY % 100 85.59 2.80 11.61 2.47 0.05 0.18 1.09 0.23 0.03 0.13 0.08 0.15 0.00 0.46 0.00 0.05

Total Workforce: 501 Goal % 12.00 2.00

Total Workforce: Difference # -418 -800 -209 591 107 -11 6 65 7 0 1 3 5 0 28 0 3

Total Workforce: Ratio Change % 0.00 -6.85 -3.06 9.91 1.82 -0.17 0.10 1.07 0.12 0.00 0.02 0.05 0.09 0.00 0.46 0.00 0.05

Total Workforce: Net Change % -6.48 -13.41 -55.29 537.27 254.76 -78.57 120.00 6500.00 100.00 0.00 14.29 150.00 125.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS

Total Workforce: New Hires # 606 488 37 81 19 1 2 6 1 0 0 0 0 0 9 0 0

Total Workforce: New Hires % 100 80.53 6.11 13.37 3.14 0.17 0.33 0.99 0.17 0.00 0.00 0.00 0.00 0.00 1.49 0.00 0.00

EMPLOYEE LOSSES

Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 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 Workforce: Removal # 11 9 0 2 2 1 0 0 0 0 0 0 0 0 1 0 0

Total Workforce: Removal % 100 81.82 0.00 18.18 18.18 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.09 0.00 0.00

Total Workforce: Resignation # 202 177 12 13 3 0 0 0 1 0 0 0 0 0 2 0 0

Total Workforce: Resignation % 100 87.62 5.94 6.44 1.49 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.99 0.00 0.00

Total Workforce: Retirement # 285 247 2 36 9 0 0 5 1 0 2 1 0 0 0 0 0

Total Workforce: Retirement % 100 86.67 0.70 12.63 3.16 0.00 0.00 1.75 0.35 0.00 0.70 0.35 0.00 0.00 0.00 0.00 0.00

Total Workforce: Other Separations # 104 86 4 14 4 0 0 2 1 0 1 0 0 0 0 0 0

Total Workforce: Other Separations % 100 82.69 3.85 13.46 3.85 0.00 0.00 1.92 0.96 0.00 0.96 0.00 0.00 0.00 0.00 0.00 0.00

Total Workforce: Total Separations # 602 519 18 65 18 1 0 7 3 0 3 1 0 0 3 0 0

Total Workforce: Total Separations % 100 86.21 2.99 10.80 2.99 0.17 0.00 1.16 0.50 0.00 0.50 0.17 0.00 0.00 0.50 0.00 0.00

PERMANENT WORKFORCE

Permanent Workforce: Prior FY # 6336 5866 368 102 34 12 4 1 5 2 6 2 2 0 0 0 0

Permanent Workforce: Prior FY % 100 92.58 5.81 1.61 0.54 0.19 0.06 0.02 0.08 0.03 0.09 0.03 0.03 0.00 0.00 0.00 0.00

Permanent Workforce: Current FY # 5624 4805 155 664 142 2 10 63 14 2 8 5 9 0 26 0 3

Permanent Workforce: Current FY % 100 85.44 2.76 11.81 2.52 0.04 0.18 1.12 0.25 0.04 0.14 0.09 0.16 0.00 0.46 0.00 0.05

Permanent Workforce: Difference # -712 -1061 -213 562 108 -10 6 62 9 0 2 3 7 0 26 0 3

Permanent Workforce: Ratio Change % 0.00 -7.14 -3.05 10.20 1.98 -0.15 0.12 1.10 0.17 0.01 0.05 0.06 0.13 0.00 0.46 0.00 0.05

Permanent Workforce: Net Change % -11.24 -18.09 -57.88 550.98 317.65 -83.33 150.00 6200.00 180.00 0.00 33.33 150.00 350.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS
Page 113

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Employment Tenure Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability

[02]

Traumatic

Brain

Injury

[03]

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]

Permanent Workforce: New Hires # 470 374 32 64 13 0 1 3 1 0 0 0 0 0 8 0 0

Permanent Workforce: New Hires % 100 79.57 6.81 13.62 2.77 0.00 0.21 0.64 0.21 0.00 0.00 0.00 0.00 0.00 1.70 0.00 0.00

EMPLOYEE LOSSES

Permanent Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Removal # 11 9 0 2 2 1 0 0 0 0 0 0 0 0 1 0 0

Permanent Workforce: Removal % 100 81.82 0.00 18.18 18.18 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.09 0.00 0.00

Permanent Workforce: Resignation # 130 110 10 10 3 0 0 0 1 0 0 0 0 0 2 0 0

Permanent Workforce: Resignation % 100 84.62 7.69 7.69 2.31 0.00 0.00 0.00 0.77 0.00 0.00 0.00 0.00 0.00 1.54 0.00 0.00

Permanent Workforce: Retirement # 285 247 2 36 9 0 0 5 1 0 2 1 0 0 0 0 0

Permanent Workforce: Retirement % 100 86.67 0.70 12.63 3.16 0.00 0.00 1.75 0.35 0.00 0.70 0.35 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Other Separations # 59 46 4 9 2 0 0 1 0 0 1 0 0 0 0 0 0

Permanent Workforce: Other Separations % 100 77.97 6.78 15.25 3.39 0.00 0.00 1.69 0.00 0.00 1.69 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Total Separations # 485 412 16 57 16 1 0 6 2 0 3 1 0 0 3 0 0

Permanent Workforce: Total Separations % 100 84.95 3.30 11.75 3.30 0.21 0.00 1.24 0.41 0.00 0.62 0.21 0.00 0.00 0.62 0.00 0.00

TEMPORARY WORKFORCE

Temporary Workforce: Prior FY # 118 100 10 8 8 2 1 0 2 0 1 0 2 0 0 0 0

Temporary Workforce: Prior FY % 100 84.75 8.47 6.78 6.78 1.69 0.85 0.00 1.69 0.00 0.85 0.00 1.69 0.00 0.00 0.00 0.00

Temporary Workforce: Current FY # 412 361 14 37 7 1 1 3 0 0 0 0 0 0 2 0 0

Temporary Workforce: Current FY % 100 87.62 3.40 8.98 1.70 0.24 0.24 0.73 0.00 0.00 0.00 0.00 0.00 0.00 0.49 0.00 0.00

Temporary Workforce: Difference # 294 261 4 29 -1 -1 0 3 -2 0 -1 0 -2 0 2 0 0

Temporary Workforce: Ratio Change % 0.00 2.87 -5.07 2.20 -5.08 -1.45 -0.61 0.73 -1.69 0.00 -0.85 0.00 -1.69 0.00 0.49 0.00 0.00

Temporary Workforce: Net Change % 249.15 261.00 40.00 362.50 -12.50 -50.00 0.00 0.00 -100.00 0.00 -100.00 0.00 -100.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS

Temporary Workforce: New Hires # 136 114 5 17 6 1 1 3 0 0 0 0 0 0 1 0 0

Temporary Workforce: New Hires % 100 83.82 3.68 12.50 4.41 0.74 0.74 2.21 0.00 0.00 0.00 0.00 0.00 0.00 0.74 0.00 0.00

EMPLOYEE LOSSES

Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Removal % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Resignation # 72 67 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Resignation % 100 93.06 2.78 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

Temporary Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Retirement % 100 0.00 0.00 0.00 0.00 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 114

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Employment Tenure Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability

[02]

Traumatic

Brain

Injury

[03]

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]

Temporary Workforce: Other Separations # 45 40 0 5 2 0 0 1 1 0 0 0 0 0 0 0 0

Temporary Workforce: Other Separations % 100 88.89 0.00 11.11 4.44 0.00 0.00 2.22 2.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Total Separations # 117 107 2 8 2 0 0 1 1 0 0 0 0 0 0 0 0

Temporary Workforce: Total Separations % 100 91.45 1.71 6.84 1.71 0.00 0.00 0.85 0.85 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SCHEDULE A EMPLOYEES IN 

PERMANENT WORKFORCE

EMPLOYEE GAINS

EMPLOYEE LOSSES
Page 115

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B1-2: TOTAL WORKFORCE - Distribution by Disability Status (Inclusion Rate)

Employment Tenure Total

Persons

Without

Disability

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability

[02]

Traumatic

Brain

Injury

[03]

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 (Participation Rate)

Total Workforce: Prior FY # 6454 6344 5966 378 110 42 14 5 1 7 2 7 2 4 0 0 0 0

Total Workforce: Prior FY % 100 98.30 92.44 5.86 1.70 0.65 0.22 0.08 0.02 0.11 0.03 0.11 0.03 0.06 0.00 0.00 0.00 0.00

Total Workforce: Current FY # 6036 5335 5166 169 701 149 3 11 66 14 2 8 5 9 0 28 0 3

Total Workforce: Current FY % 100 88.39 85.59 2.80 11.61 2.47 0.05 0.18 1.09 0.23 0.03 0.13 0.08 0.15 0.00 0.46 0.00 0.05

Total Workforce: 501 Goal % 12.00 2.00

Total Workforce: Difference # -418 -1009 -800 -209 591 107 -11 6 65 7 0 1 3 5 0 28 0 3

Total Workforce: Ratio Change % 0.00 -9.91 -6.85 -3.06 9.91 1.82 -0.17 0.10 1.07 0.12 0.00 0.02 0.05 0.09 0.00 0.46 0.00 0.05

Total Workforce: Net Change % -6.48 -15.90 -13.41 -55.29 537.27 254.76 -78.57 120.00 6500.00 100.00 0.00 14.29 150.00 125.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS (Participation Rate)

Total Workforce: New Hires # 606 525 488 37 81 19 1 2 6 1 0 0 0 0 0 9 0 0

Total Workforce: New Hires % 100 86.63 80.53 6.11 13.37 3.14 0.17 0.33 0.99 0.17 0.00 0.00 0.00 0.00 0.00 1.49 0.00 0.00

EMPLOYEE LOSSES (Inclusion Rate)

Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Workforce: Reduction in Force % 0.00 0.00 0.00 0.00 0.00 0.00 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 Workforce: Removal # 11 9 9 0 2 2 1 0 0 0 0 0 0 0 0 1 0 0

Total Workforce: Removal % 0.18 0.17 0.17 0.00 0.29 1.34 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.57 0.00 0.00

Total Workforce: Resignation # 202 189 177 12 13 3 0 0 0 1 0 0 0 0 0 2 0 0

Total Workforce: Resignation % 3.35 3.54 3.43 7.10 1.85 2.01 0.00 0.00 0.00 7.14 0.00 0.00 0.00 0.00 0.00 7.14 0.00 0.00

Total Workforce: Retirement # 285 249 247 2 36 9 0 0 5 1 0 2 1 0 0 0 0 0

Total Workforce: Retirement % 4.72 4.67 4.78 1.18 5.14 6.04 0.00 0.00 7.58 7.14 0.00 25.00 20.00 0.00 0.00 0.00 0.00 0.00

Total Workforce: Other Separations # 104 90 86 4 14 4 0 0 2 1 0 1 0 0 0 0 0 0

Total Workforce: Other Separations % 1.72 1.69 1.66 2.37 2.00 2.68 0.00 0.00 3.03 7.14 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00

Total Workforce: Total Separations # 602 537 519 18 65 18 1 0 7 3 0 3 1 0 0 3 0 0

Total Workforce: Total Separations % 9.97 10.07 10.05 10.65 9.27 12.08 33.33 0.00 10.61 21.43 0.00 37.50 20.00 0.00 0.00 10.71 0.00 0.00

PERMANENT WORKFORCE (Participation Rate)

Permanent Workforce: Prior FY # 6336 6234 5866 368 102 34 12 4 1 5 2 6 2 2 0 0 0 0

Permanent Workforce: Prior FY % 100 98.39 92.58 5.81 1.61 0.54 0.19 0.06 0.02 0.08 0.03 0.09 0.03 0.03 0.00 0.00 0.00 0.00

Permanent Workforce: Current FY # 5624 4960 4805 155 664 142 2 10 63 14 2 8 5 9 0 26 0 3

Permanent Workforce: Current FY % 100 88.19 85.44 2.76 11.81 2.52 0.04 0.18 1.12 0.25 0.04 0.14 0.09 0.16 0.00 0.46 0.00 0.05

Permanent Workforce: Difference # -712 -1274 -1061 -213 562 108 -10 6 62 9 0 2 3 7 0 26 0 3

Permanent Workforce: Ratio Change % 0.00 -10.20 -7.14 -3.05 10.20 1.98 -0.15 0.12 1.10 0.17 0.01 0.05 0.06 0.13 0.00 0.46 0.00 0.05

Permanent Workforce: Net Change % -11.24 -20.44 -18.09 -57.88 550.98 317.65 -83.33 150.00 6200.00 180.00 0.00 33.33 150.00 350.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS (Participation Rate)
Page 116

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Employment Tenure Total

Persons

Without

Disability

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability

[02]

Traumatic

Brain

Injury

[03]

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]

Permanent Workforce: New Hires # 470 406 374 32 64 13 0 1 3 1 0 0 0 0 0 8 0 0

Permanent Workforce: New Hires % 100 86.38 79.57 6.81 13.62 2.77 0.00 0.21 0.64 0.21 0.00 0.00 0.00 0.00 0.00 1.70 0.00 0.00

EMPLOYEE LOSSES (Inclusion Rate)

Permanent Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce: Reduction in Force % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Removal # 11 9 9 0 2 2 1 0 0 0 0 0 0 0 0 1 0 0

Permanent Workforce: Removal % 0.20 0.18 0.19 0.00 0.30 1.41 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.85 0.00 0.00

Permanent Workforce: Resignation # 130 120 110 10 10 3 0 0 0 1 0 0 0 0 0 2 0 0

Permanent Workforce: Resignation % 2.31 2.42 2.29 6.45 1.51 2.11 0.00 0.00 0.00 7.14 0.00 0.00 0.00 0.00 0.00 7.69 0.00 0.00

Permanent Workforce: Retirement # 285 249 247 2 36 9 0 0 5 1 0 2 1 0 0 0 0 0

Permanent Workforce: Retirement % 5.07 5.02 5.14 1.29 5.42 6.34 0.00 0.00 7.94 7.14 0.00 25.00 20.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Other Separations # 59 50 46 4 9 2 0 0 1 0 0 1 0 0 0 0 0 0

Permanent Workforce: Other Separations % 1.05 1.01 0.96 2.58 1.36 1.41 0.00 0.00 1.59 0.00 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Total Separations # 485 428 412 16 57 16 1 0 6 2 0 3 1 0 0 3 0 0

Permanent Workforce: Total Separations % 8.04 8.02 7.98 9.47 8.13 10.74 33.33 0.00 9.09 14.29 0.00 37.50 20.00 0.00 0.00 10.71 0.00 0.00

TEMPORARY WORKFORCE (Participation Rate)

Temporary Workforce: Prior FY # 118 110 100 10 8 8 2 1 0 2 0 1 0 2 0 0 0 0

Temporary Workforce: Prior FY % 100 93.22 84.75 8.47 6.78 6.78 1.69 0.85 0.00 1.69 0.00 0.85 0.00 1.69 0.00 0.00 0.00 0.00

Temporary Workforce: Current FY # 412 375 361 14 37 7 1 1 3 0 0 0 0 0 0 2 0 0

Temporary Workforce: Current FY % 100 91.02 87.62 3.40 8.98 1.70 0.24 0.24 0.73 0.00 0.00 0.00 0.00 0.00 0.00 0.49 0.00 0.00

Temporary Workforce: Difference # 294 265 261 4 29 -1 -1 0 3 -2 0 -1 0 -2 0 2 0 0

Temporary Workforce: Ratio Change % 0.00 -2.20 2.87 -5.07 2.20 -5.08 -1.45 -0.61 0.73 -1.69 0.00 -0.85 0.00 -1.69 0.00 0.49 0.00 0.00

Temporary Workforce: Net Change % 249.15 240.91 261.00 40.00 362.50 -12.50 -50.00 0.00 0.00 -100.00 0.00 -100.00 0.00 -100.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS (Participation Rate)

Temporary Workforce: New Hires # 136 119 114 5 17 6 1 1 3 0 0 0 0 0 0 1 0 0

Temporary Workforce: New Hires % 100 87.50 83.82 3.68 12.50 4.41 0.74 0.74 2.21 0.00 0.00 0.00 0.00 0.00 0.00 0.74 0.00 0.00

EMPLOYEE LOSSES (Inclusion Rate)

Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Reduction in Force % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Removal % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Resignation # 72 69 67 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Resignation % 17.48 18.40 18.56 14.29 8.11 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

Temporary Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Retirement % 0.00 0.00 0.00 0.00 0.00 0.00 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 117

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Employment Tenure Total

Persons

Without

Disability

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability

[02]

Traumatic

Brain

Injury

[03]

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]

Temporary Workforce: Other Separations # 45 40 40 0 5 2 0 0 1 1 0 0 0 0 0 0 0 0

Temporary Workforce: Other Separations % 10.92 10.67 11.08 0.00 13.51 28.57 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Total Separations # 117 109 107 2 8 2 0 0 1 1 0 0 0 0 0 0 0 0

Temporary Workforce: Total Separations % 1.94 2.04 2.07 1.18 1.14 1.34 0.00 0.00 1.52 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE (Participation Rate)

EMPLOYEE GAINS (Participation Rate)

EMPLOYEE LOSSES (Inclusion Rate)
Page 118

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Disability Status (Participation Rate)

Subordinate Component Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

FD00 # 5624 4805 155 664 142 2 10 63 14 2 8 5 9 0 26 0 3

FD00 % 100 85.44 2.76 11.81 2.52 0.04 0.18 1.12 0.25 0.04 0.14 0.09 0.16 0.00 0.46 0.00 0.05
Page 119

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B3: OCCUPATIONAL CATEGORIES - Distribution by Disability (Participation Rate)

Occupational Categories Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury

[03]

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

1. Management

 Executives # 785 680 24 81 14 0 1 7 3 0 1 0 0 0 1 0 1

 Executives % 100 86.62 3.06 10.32 1.78 0.00 0.13 0.89 0.38 0.00 0.13 0.00 0.00 0.00 0.13 0.00 0.13

 Managers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

 Managers % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

 Supervisors % 100 0.00 0.00 0.00 0.00 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 Management # 785 680 24 81 14 0 1 7 3 0 1 0 0 0 1 0 1

 Total Management % 100 86.62 3.06 10.32 1.78 0.00 0.13 0.89 0.38 0.00 0.13 0.00 0.00 0.00 0.13 0.00 0.13

2. Professionals # 4508 3857 123 528 115 1 9 50 9 2 6 5 9 0 23 0 1

 Professionals % 100 85.56 2.73 11.71 2.55 0.02 0.20 1.11 0.20 0.04 0.13 0.11 0.20 0.00 0.51 0.00 0.02

3. Technicians # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

 Technicians % 100 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

 Sales Workers % 100 0.00 0.00 0.00 0.00 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 Workers # 235 181 3 51 12 1 0 6 1 0 1 0 0 0 2 0 1

 Administrative Workers % 100 77.02 1.28 21.70 5.11 0.43 0.00 2.55 0.43 0.00 0.43 0.00 0.00 0.00 0.85 0.00 0.43

6. Craft Workers # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

 Craft Workers % 100 100.00 0.00 0.00 0.00 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

 Operatives % 100 0.00 0.00 0.00 0.00 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

 Laborers and Helpers % 100 0.00 0.00 0.00 0.00 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 # 51 49 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

 Service Workers % 100 96.08 1.96 1.96 0.00 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

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B4: Participation Rates For FDIC Grades by Disability (Permanent)

GS/GM/GL GRADES Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

CG-03 # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-03 % 100 100.00 0.00 0.00 0.00 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 # 90 80 3 7 1 0 0 0 0 0 0 0 0 0 1 0 0

CG-04 % 100 88.89 3.33 7.78 1.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.11 0.00 0.00

CG-05 # 10 8 0 2 2 0 0 2 0 0 0 0 0 0 0 0 0

CG-05 % 100 80.00 0.00 20.00 20.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-06 # 74 58 1 15 4 0 0 2 0 0 1 0 0 0 1 0 0

CG-06 % 100 78.38 1.35 20.27 5.41 0.00 0.00 2.70 0.00 0.00 1.35 0.00 0.00 0.00 1.35 0.00 0.00

CG-07 # 270 225 8 37 11 0 0 2 1 1 0 0 0 0 6 0 1

CG-07 % 100 83.33 2.96 13.70 4.07 0.00 0.00 0.74 0.37 0.37 0.00 0.00 0.00 0.00 2.22 0.00 0.37

CG-08 # 50 37 0 13 2 1 0 1 0 0 0 0 0 0 0 0 0

CG-08 % 100 74.00 0.00 26.00 4.00 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 # 343 294 12 37 7 0 0 3 0 0 0 0 1 0 3 0 0

CG-09 % 100 85.71 3.50 10.79 2.04 0.00 0.00 0.87 0.00 0.00 0.00 0.00 0.29 0.00 0.87 0.00 0.00

CG-11 # 244 192 10 42 13 0 0 4 2 0 0 0 1 0 6 0 0

CG-11 % 100 78.69 4.10 17.21 5.33 0.00 0.00 1.64 0.82 0.00 0.00 0.00 0.41 0.00 2.46 0.00 0.00

CG-12 # 825 701 26 98 24 0 5 13 1 0 2 1 1 0 0 0 1

CG-12 % 100 84.97 3.15 11.88 2.91 0.00 0.61 1.58 0.12 0.00 0.24 0.12 0.12 0.00 0.00 0.00 0.12

CG-13 # 910 770 23 117 24 0 0 11 0 0 3 1 4 0 5 0 0

CG-13 % 100 84.62 2.53 12.86 2.64 0.00 0.00 1.21 0.00 0.00 0.33 0.11 0.44 0.00 0.55 0.00 0.00

CG-14 # 1319 1140 29 150 25 1 2 9 6 1 0 3 2 0 1 0 0

CG-14 % 100 86.43 2.20 11.37 1.90 0.08 0.15 0.68 0.45 0.08 0.00 0.23 0.15 0.00 0.08 0.00 0.00

CG-15 # 660 582 17 61 15 0 2 9 1 0 1 0 0 0 2 0 0

CG-15 % 100 88.18 2.58 9.24 2.27 0.00 0.30 1.36 0.15 0.00 0.15 0.00 0.00 0.00 0.30 0.00 0.00

Total CG Workforce (Permanent) # 4799 4091 129 579 128 2 9 56 11 2 7 5 9 0 25 0 2

Total CG Workforce (Permanent) % 100 85.25 2.69 12.07 2.67 0.04 0.19 1.17 0.23 0.04 0.15 0.10 0.19 0.00 0.52 0.00 0.04
Page 121

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B4: Participation Rates For FDIC Grades by Disability (Temporary)

GS/GM/GL GRADES Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

CG-03 # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-03 % 100 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-04 # 89 79 2 8 3 0 0 2 0 0 0 0 0 0 1 0 0

CG-04 % 100 88.76 2.25 8.99 3.37 0.00 0.00 2.25 0.00 0.00 0.00 0.00 0.00 0.00 1.12 0.00 0.00

CG-05 # 16 12 1 3 1 0 1 0 0 0 0 0 0 0 0 0 0

CG-05 % 100 75.00 6.25 18.75 6.25 0.00 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-06 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-06 % 100 100.00 0.00 0.00 0.00 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 # 136 125 4 7 1 0 0 0 0 0 0 0 0 0 1 0 0

CG-07 % 100 91.91 2.94 5.15 0.74 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.74 0.00 0.00

CG-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-08 % 100 0.00 0.00 0.00 0.00 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 # 133 115 5 13 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 86.47 3.76 9.77 0.00 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 # 8 6 0 2 1 1 0 0 0 0 0 0 0 0 0 0 0

CG-11 % 100 75.00 0.00 25.00 12.50 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 20 18 0 2 1 0 0 1 0 0 0 0 0 0 0 0 0

CG-12 % 100 90.00 0.00 10.00 5.00 0.00 0.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 # 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-13 % 100 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

CG-14 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-14 % 100 0.00 0.00 0.00 0.00 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 # 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-15 % 100 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

Total CG Workforce (Temporary) # 407 357 13 37 7 1 1 3 0 0 0 0 0 0 2 0 0

Total CG Workforce (Temporary) % 100 87.71 3.19 9.09 1.72 0.25 0.25 0.74 0.00 0.00 0.00 0.00 0.00 0.00 0.49 0.00 0.00
Page 122

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B4: Participation Rates For General Schedule Grades by Disability (Permanent)

GS/GM/GL GRADES Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 % 100 0.00 0.00 0.00 0.00 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-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-02 % 100 0.00 0.00 0.00 0.00 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-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-03 % 100 0.00 0.00 0.00 0.00 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-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-04 % 100 0.00 0.00 0.00 0.00 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-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-05 % 100 0.00 0.00 0.00 0.00 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-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-06 % 100 0.00 0.00 0.00 0.00 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-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-07 % 100 0.00 0.00 0.00 0.00 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-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-08 % 100 0.00 0.00 0.00 0.00 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-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-09 % 100 0.00 0.00 0.00 0.00 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-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-10 % 100 0.00 0.00 0.00 0.00 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-11 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-11 % 100 0.00 0.00 0.00 0.00 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-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-12 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-13 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-14 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-15 % 100 0.00 0.00 0.00 0.00 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 GS) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 123

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

GS/GM/GL GRADES Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

All Other (Unspecified GS) % 100 0.00 0.00 0.00 0.00 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 GS Employees # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total GS Employees % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SES % 100 0.00 0.00 0.00 0.00 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 # 822 711 26 85 14 0 1 7 3 0 1 0 0 0 1 0 1

Other Senior Pay % 100 86.50 3.16 10.34 1.70 0.00 0.12 0.85 0.36 0.00 0.12 0.00 0.00 0.00 0.12 0.00 0.12

Total Senior Pay # 822 711 26 85 14 0 1 7 3 0 1 0 0 0 1 0 1

Total Senior Pay % 100 86.50 3.16 10.34 1.70 0.00 0.12 0.85 0.36 0.00 0.12 0.00 0.00 0.00 0.12 0.00 0.12
Page 124

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B4: Participation Rates For General Schedule Grades by Disability (Temporary)

GS/GM/GL GRADES Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 % 100 0.00 0.00 0.00 0.00 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-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-02 % 100 0.00 0.00 0.00 0.00 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-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-03 % 100 0.00 0.00 0.00 0.00 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-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-04 % 100 0.00 0.00 0.00 0.00 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-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-05 % 100 0.00 0.00 0.00 0.00 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-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-06 % 100 0.00 0.00 0.00 0.00 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-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-07 % 100 0.00 0.00 0.00 0.00 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-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-08 % 100 0.00 0.00 0.00 0.00 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-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-09 % 100 0.00 0.00 0.00 0.00 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-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-10 % 100 0.00 0.00 0.00 0.00 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-11 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-11 % 100 0.00 0.00 0.00 0.00 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-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-12 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-13 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-14 % 100 0.00 0.00 0.00 0.00 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 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-15 % 100 0.00 0.00 0.00 0.00 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 GS) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 125

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

GS/GM/GL GRADES Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

All Other (Unspecified GS) % 100 0.00 0.00 0.00 0.00 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 GS Employees # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total GS Employees % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SES % 100 0.00 0.00 0.00 0.00 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 # 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Other Senior Pay % 100 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

Total Senior Pay # 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Senior Pay % 100 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 126

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B5P: SALARY - Distribution by Disability (Participation Rate)

Salary Range Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

Up to $20,000 # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 % 100 100.00 0.00 0.00 0.00 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

$20,001-$30,000 % 100 0.00 0.00 0.00 0.00 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 # 14 13 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

$30,001-$40,000 % 100 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

$40,001-$50,000 # 80 72 3 5 2 0 0 0 0 0 1 0 0 0 1 0 0

$40,001-$50,000 % 100 90.00 3.75 6.25 2.50 0.00 0.00 0.00 0.00 0.00 1.25 0.00 0.00 0.00 1.25 0.00 0.00

$50,001-$60,000 # 166 144 3 19 6 0 0 1 0 1 0 0 0 0 4 0 0

$50,001-$60,000 % 100 86.75 1.81 11.45 3.61 0.00 0.00 0.60 0.00 0.60 0.00 0.00 0.00 0.00 2.41 0.00 0.00

$60,001-$70,000 # 305 254 14 37 8 0 0 3 1 0 0 0 0 0 4 0 0

$60,001-$70,000 % 100 83.28 4.59 12.13 2.62 0.00 0.00 0.98 0.33 0.00 0.00 0.00 0.00 0.00 1.31 0.00 0.00

$70,001-$80,000 # 159 137 5 17 4 0 0 2 0 0 0 0 0 0 2 0 0

$70,001-$80,000 % 100 86.16 3.14 10.69 2.52 0.00 0.00 1.26 0.00 0.00 0.00 0.00 0.00 0.00 1.26 0.00 0.00

$80,001-$90,000 # 283 237 7 39 13 0 0 7 1 0 0 0 1 0 3 0 1

$80,001-$90,000 % 100 83.75 2.47 13.78 4.59 0.00 0.00 2.47 0.35 0.00 0.00 0.00 0.35 0.00 1.06 0.00 0.35

$90,001-$100,000 # 278 226 9 43 9 1 0 4 0 0 1 0 2 0 1 0 0

$90,001-$100,000 % 100 81.29 3.24 15.47 3.24 0.36 0.00 1.44 0.00 0.00 0.36 0.00 0.72 0.00 0.36 0.00 0.00

$100,001-$110,000 # 263 220 3 40 9 0 0 6 0 0 1 0 0 0 2 0 0

$100,001-$110,000 % 100 83.65 1.14 15.21 3.42 0.00 0.00 2.28 0.00 0.00 0.38 0.00 0.00 0.00 0.76 0.00 0.00

$110,001-$120,000 # 293 252 8 33 7 0 0 3 1 0 0 0 0 0 2 0 1

$110,001-$120,000 % 100 86.01 2.73 11.26 2.39 0.00 0.00 1.02 0.34 0.00 0.00 0.00 0.00 0.00 0.68 0.00 0.34

$120,001-$130,000 # 321 266 8 47 10 0 3 3 2 0 0 1 1 0 0 0 0

$120,001-$130,000 % 100 82.87 2.49 14.64 3.12 0.00 0.93 0.93 0.62 0.00 0.00 0.31 0.31 0.00 0.00 0.00 0.00

$130,001-$140,000 # 302 261 7 34 7 1 1 2 0 0 0 1 1 0 1 0 0

$130,001-$140,000 % 100 86.42 2.32 11.26 2.32 0.33 0.33 0.66 0.00 0.00 0.00 0.33 0.33 0.00 0.33 0.00 0.00

$140,001-$150,000 # 297 254 12 31 5 0 2 2 0 0 0 1 0 0 0 0 0

$140,001-$150,000 % 100 85.52 4.04 10.44 1.68 0.00 0.67 0.67 0.00 0.00 0.00 0.34 0.00 0.00 0.00 0.00 0.00

$150,001-$160,000 # 366 310 13 43 6 0 0 3 1 0 0 0 2 0 0 0 0

$150,001-$160,000 % 100 84.70 3.55 11.75 1.64 0.00 0.00 0.82 0.27 0.00 0.00 0.00 0.55 0.00 0.00 0.00 0.00

$160,001-$170,000 # 251 213 2 36 12 0 2 3 1 1 3 0 0 0 2 0 0
Page 127

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Salary Range Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

$160,001-$170,000 % 100 84.86 0.80 14.34 4.78 0.00 0.80 1.20 0.40 0.40 1.20 0.00 0.00 0.00 0.80 0.00 0.00

$170,001-$180,000 # 260 222 10 28 3 0 0 2 0 0 0 0 0 0 1 0 0

$170,001-$180,000 % 100 85.38 3.85 10.77 1.15 0.00 0.00 0.77 0.00 0.00 0.00 0.00 0.00 0.00 0.38 0.00 0.00

$180,001 and Greater # 1983 1721 51 211 41 0 2 22 7 0 2 2 2 0 3 0 1

$180,001 and Greater % 100 86.79 2.57 10.64 2.07 0.00 0.10 1.11 0.35 0.00 0.10 0.10 0.10 0.00 0.15 0.00 0.05
Page 128

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B5T: SALARY - Distribution by Disability (Participation Rate)

Salary Range Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

Up to $20,000 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 % 100 0.00 0.00 0.00 0.00 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

$20,001-$30,000 % 100 0.00 0.00 0.00 0.00 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 # 33 28 0 5 2 0 0 2 0 0 0 0 0 0 0 0 0

$30,001-$40,000 % 100 84.85 0.00 15.15 6.06 0.00 0.00 6.06 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$40,001-$50,000 # 62 54 1 7 2 0 1 0 0 0 0 0 0 0 1 0 0

$40,001-$50,000 % 100 87.10 1.61 11.29 3.23 0.00 1.61 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.61 0.00 0.00

$50,001-$60,000 # 96 86 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0

$50,001-$60,000 % 100 89.58 5.21 5.21 0.00 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 # 132 115 4 13 1 0 0 0 0 0 0 0 0 0 1 0 0

$60,001-$70,000 % 100 87.12 3.03 9.85 0.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.76 0.00 0.00

$70,001-$80,000 # 52 50 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

$70,001-$80,000 % 100 96.15 1.92 1.92 0.00 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 # 5 2 1 2 1 1 0 0 0 0 0 0 0 0 0 0 0

$80,001-$90,000 % 100 40.00 20.00 40.00 20.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$90,001-$100,000 # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

$90,001-$100,000 % 100 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 # 5 3 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

$100,001-$110,000 % 100 60.00 20.00 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

$110,001-$120,000 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$110,001-$120,000 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$120,001-$130,000 # 8 7 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0

$120,001-$130,000 % 100 87.50 0.00 12.50 12.50 0.00 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$130,001-$140,000 # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$130,001-$140,000 % 100 100.00 0.00 0.00 0.00 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 # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$140,001-$150,000 % 100 100.00 0.00 0.00 0.00 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

$150,001-$160,000 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$160,001-$170,000 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 129

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Salary Range Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

$160,001-$170,000 % 100 100.00 0.00 0.00 0.00 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 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$170,001-$180,000 % 100 100.00 0.00 0.00 0.00 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 # 5 3 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

$180,001 and Greater % 100 60.00 20.00 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
Page 130

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)

Mission-Critical Occupations Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

ECONOMIST (0110) # 68 56 3 9 2 0 0 1 1 0 0 0 0 0 0 0 0

ECONOMIST (0110) % 100 82.35 4.41 13.24 2.94 0.00 0.00 1.47 1.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 0.00 0.00 0.00 0.00 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 # 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 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

CG-11 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-11 % 100 100.00 0.00 0.00 0.00 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 # 9 8 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0

CG-12 % 100 88.89 0.00 11.11 11.11 0.00 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 # 5 4 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-13 % 100 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-14 # 43 34 3 6 1 0 0 0 1 0 0 0 0 0 0 0 0

CG-14 % 100 79.07 6.98 13.95 2.33 0.00 0.00 0.00 2.33 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

CG-15 % 100 100.00 0.00 0.00 0.00 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 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-02 % 100 100.00 0.00 0.00 0.00 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-00 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

ADMINISTRATION AND PROGRAM (0301) # 623 513 31 79 16 0 1 5 0 0 1 1 3 0 4 0 1

ADMINISTRATION AND PROGRAM (0301) % 100 82.34 4.98 12.68 2.57 0.00 0.16 0.80 0.00 0.00 0.16 0.16 0.48 0.00 0.64 0.00 0.16

CG-07 # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 100.00 0.00 0.00 0.00 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 # 39 26 2 11 3 0 0 1 0 0 0 0 1 0 1 0 0

CG-09 % 100 66.67 5.13 28.21 7.69 0.00 0.00 2.56 0.00 0.00 0.00 0.00 2.56 0.00 2.56 0.00 0.00

CG-11 # 29 24 1 4 2 0 0 2 0 0 0 0 0 0 0 0 0

CG-11 % 100 82.76 3.45 13.79 6.90 0.00 0.00 6.90 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 86 66 6 14 3 0 1 0 0 0 1 1 0 0 0 0 0

CG-12 % 100 76.74 6.98 16.28 3.49 0.00 1.16 0.00 0.00 0.00 1.16 1.16 0.00 0.00 0.00 0.00 0.00

CG-13 # 92 77 4 11 2 0 0 0 0 0 0 0 1 0 1 0 0

CG-13 % 100 83.70 4.35 11.96 2.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.09 0.00 1.09 0.00 0.00

CG-14 # 128 108 6 14 2 0 0 0 0 0 0 0 1 0 1 0 0

CG-14 % 100 84.38 4.69 10.94 1.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.78 0.00 0.78 0.00 0.00

CG-15 # 63 55 4 4 1 0 0 1 0 0 0 0 0 0 0 0 0
Page 131

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

CG-15 % 100 87.30 6.35 6.35 1.59 0.00 0.00 1.59 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-01 # 58 49 2 7 1 0 0 1 0 0 0 0 0 0 0 0 0

CM-01 % 100 84.48 3.45 12.07 1.72 0.00 0.00 1.72 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 # 39 33 3 3 1 0 0 0 0 0 0 0 0 0 1 0 0

CM-02 % 100 84.62 7.69 7.69 2.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.56 0.00 0.00

CX-00 # 3 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 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

EM-00 # 81 68 2 11 1 0 0 0 0 0 0 0 0 0 0 0 1

EM-00 % 100 83.95 2.47 13.58 1.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.23

EX-04 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EX-04 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

IG-00 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

IG-00 % 100 0.00 0.00 0.00 0.00 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 ADMINISTRATION AND PROGRAM (0501) % 139 121 4 14 4 0 0 1 2 0 0 0 0 0 1 0 0

FINANCIAL ADMINISTRATION AND PROGRAM (0501) % 100 87.05 2.88 10.07 2.88 0.00 0.00 0.72 1.44 0.00 0.00 0.00 0.00 0.00 0.72 0.00 0.00

CG-07 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 100.00 0.00 0.00 0.00 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 # 13 12 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0

CG-09 % 100 92.31 0.00 7.69 7.69 0.00 0.00 7.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-11 % 100 100.00 0.00 0.00 0.00 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 # 12 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 100.00 0.00 0.00 0.00 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 # 24 19 1 4 1 0 0 0 0 0 0 0 0 0 1 0 0

CG-13 % 100 79.17 4.17 16.67 4.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.17 0.00 0.00

CG-14 # 48 39 2 7 1 0 0 0 1 0 0 0 0 0 0 0 0

CG-14 % 100 81.25 4.17 14.58 2.08 0.00 0.00 0.00 2.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-15 # 8 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-15 % 100 100.00 0.00 0.00 0.00 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 # 24 22 1 1 1 0 0 0 1 0 0 0 0 0 0 0 0

CM-01 % 100 91.67 4.17 4.17 4.17 0.00 0.00 0.00 4.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-02 % 100 100.00 0.00 0.00 0.00 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-00 # 5 4 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 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

ACCOUNTANTS AND AUDITORS (0510) # 45 38 1 6 2 0 0 2 0 0 0 0 0 0 0 0 0

ACCOUNTANTS AND AUDITORS (0510) % 100 84.44 2.22 13.33 4.44 0.00 0.00 4.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 132

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

CG-07 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 100.00 0.00 0.00 0.00 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 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 100.00 0.00 0.00 0.00 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 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-11 % 100 100.00 0.00 0.00 0.00 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 # 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 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

CG-13 # 21 18 0 3 1 0 0 1 0 0 0 0 0 0 0 0 0

CG-13 % 100 85.71 0.00 14.29 4.76 0.00 0.00 4.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 15 12 0 3 1 0 0 1 0 0 0 0 0 0 0 0 0

CG-14 % 100 80.00 0.00 20.00 6.67 0.00 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-15 % 100 0.00 0.00 0.00 0.00 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-00 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 100.00 0.00 0.00 0.00 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) # 2505 2205 50 250 55 1 5 26 5 2 3 3 4 0 6 0 0

FINANCIAL INSTITUTION EXAMINING (0570) % 100 88.02 2.00 9.98 2.20 0.04 0.20 1.04 0.20 0.08 0.12 0.12 0.16 0.00 0.24 0.00 0.00

CG-07 # 118 102 3 13 4 0 0 0 0 1 0 0 0 0 3 0 0

CG-07 % 100 86.44 2.54 11.02 3.39 0.00 0.00 0.00 0.00 0.85 0.00 0.00 0.00 0.00 2.54 0.00 0.00

CG-09 # 213 185 9 19 3 0 0 1 0 0 0 0 0 0 2 0 0

CG-09 % 100 86.85 4.23 8.92 1.41 0.00 0.00 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.94 0.00 0.00

CG-11 # 109 90 6 13 1 0 0 0 0 0 0 0 0 0 1 0 0

CG-11 % 100 82.57 5.50 11.93 0.92 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.92 0.00 0.00

CG-12 # 557 484 12 61 15 0 4 8 1 0 1 0 1 0 0 0 0

CG-12 % 100 86.89 2.15 10.95 2.69 0.00 0.72 1.44 0.18 0.00 0.18 0.00 0.18 0.00 0.00 0.00 0.00

CG-13 # 434 391 3 40 9 0 0 4 0 0 2 0 3 0 0 0 0

CG-13 % 100 90.09 0.69 9.22 2.07 0.00 0.00 0.92 0.00 0.00 0.46 0.00 0.69 0.00 0.00 0.00 0.00

CG-14 # 570 509 12 49 13 1 1 4 3 1 0 3 0 0 0 0 0

CG-14 % 100 89.30 2.11 8.60 2.28 0.18 0.18 0.70 0.53 0.18 0.00 0.53 0.00 0.00 0.00 0.00 0.00

CG-15 # 165 147 2 16 5 0 0 5 0 0 0 0 0 0 0 0 0

CG-15 % 100 89.09 1.21 9.70 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

CM-01 # 283 246 3 34 4 0 0 3 1 0 0 0 0 0 0 0 0

CM-01 % 100 86.93 1.06 12.01 1.41 0.00 0.00 1.06 0.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 # 53 48 0 5 1 0 0 1 0 0 0 0 0 0 0 0 0

CM-02 % 100 90.57 0.00 9.43 1.89 0.00 0.00 1.89 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 100.00 0.00 0.00 0.00 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 133

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

EM-00 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

ATTORNEY (0905) # 316 274 12 30 6 0 1 2 2 0 0 0 0 0 1 0 0

ATTORNEY (0905) % 100 86.71 3.80 9.49 1.90 0.00 0.32 0.63 0.63 0.00 0.00 0.00 0.00 0.00 0.32 0.00 0.00

CG-12 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 100.00 0.00 0.00 0.00 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 # 7 6 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-13 % 100 85.71 0.00 14.29 0.00 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 # 67 56 1 10 1 0 0 0 1 0 0 0 0 0 0 0 0

CG-14 % 100 83.58 1.49 14.93 1.49 0.00 0.00 0.00 1.49 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-15 # 168 146 6 16 5 0 1 2 1 0 0 0 0 0 1 0 0

CG-15 % 100 86.90 3.57 9.52 2.98 0.00 0.60 1.19 0.60 0.00 0.00 0.00 0.00 0.00 0.60 0.00 0.00

CM-01 # 17 13 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-01 % 100 76.47 17.65 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

CM-02 # 27 25 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-02 % 100 92.59 3.70 3.70 0.00 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-00 # 4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 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

EM-00 # 25 24 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 96.00 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 0.00

GENERAL BUSINESS AND INDUSTRY (1101) # 286 223 1 62 8 0 1 5 0 0 0 0 1 0 1 0 0

GENERAL BUSINESS AND INDUSTRY (1101) % 100 77.97 0.35 21.68 2.80 0.00 0.35 1.75 0.00 0.00 0.00 0.00 0.35 0.00 0.35 0.00 0.00

CG-07 # 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 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

CG-09 # 15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 93.33 0.00 6.67 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-11 # 9 6 0 3 1 0 0 0 0 0 0 0 0 0 1 0 0

CG-11 % 100 66.67 0.00 33.33 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.11 0.00 0.00

CG-12 # 20 15 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 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-13 # 21 15 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-13 % 100 71.43 0.00 28.57 0.00 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 # 98 69 1 28 4 0 0 3 0 0 0 0 1 0 0 0 0

CG-14 % 100 70.41 1.02 28.57 4.08 0.00 0.00 3.06 0.00 0.00 0.00 0.00 1.02 0.00 0.00 0.00 0.00

CG-15 # 51 42 0 9 2 0 1 1 0 0 0 0 0 0 0 0 0

CG-15 % 100 82.35 0.00 17.65 3.92 0.00 1.96 1.96 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-01 # 30 25 0 5 1 0 0 1 0 0 0 0 0 0 0 0 0

CM-01 % 100 83.33 0.00 16.67 3.33 0.00 0.00 3.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 134

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

CM-02 # 39 35 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-02 % 100 89.74 0.00 10.26 0.00 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-00 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 100.00 0.00 0.00 0.00 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-00 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

INFORMATION TECHNOLOGY MANAGEMENT (2210) # 402 353 9 40 9 0 0 5 1 0 1 0 1 0 1 0 0

INFORMATION TECHNOLOGY MANAGEMENT (2210) % 100 87.81 2.24 9.95 2.24 0.00 0.00 1.24 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00

CG-07 # 8 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 100.00 0.00 0.00 0.00 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 # 16 15 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 93.75 6.25 0.00 0.00 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 # 15 12 0 3 2 0 0 0 1 0 0 0 1 0 0 0 0

CG-11 % 100 80.00 0.00 20.00 13.33 0.00 0.00 0.00 6.67 0.00 0.00 0.00 6.67 0.00 0.00 0.00 0.00

CG-12 # 11 8 0 3 2 0 0 2 0 0 0 0 0 0 0 0 0

CG-12 % 100 72.73 0.00 27.27 18.18 0.00 0.00 18.18 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 # 114 96 2 16 4 0 0 3 0 0 0 0 0 0 1 0 0

CG-13 % 100 84.21 1.75 14.04 3.51 0.00 0.00 2.63 0.00 0.00 0.00 0.00 0.00 0.00 0.88 0.00 0.00

CG-14 # 146 132 2 12 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-14 % 100 90.41 1.37 8.22 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

CG-15 # 43 39 1 3 1 0 0 0 0 0 1 0 0 0 0 0 0

CG-15 % 100 90.70 2.33 6.98 2.33 0.00 0.00 0.00 0.00 0.00 2.33 0.00 0.00 0.00 0.00 0.00 0.00

CM-01 # 27 24 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-01 % 100 88.89 7.41 3.70 0.00 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 # 9 8 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-02 % 100 88.89 0.00 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

CX-00 # 5 4 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 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

EM-00 # 8 7 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 87.50 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 0.00
Page 135

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)

Mission-Critical Occupations Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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

ECONOMIST (0110) # 16 14 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0

ECONOMIST (0110) % 100 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

CG-07 # 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-07 % 100 100.00 0.00 0.00 0.00 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 # 10 8 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 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

ADMINISTRATION AND PROGRAM (0301) # 7 5 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0

ADMINISTRATION AND PROGRAM (0301) % 100 71.43 0.00 28.57 0.00 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 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-11 % 100 100.00 0.00 0.00 0.00 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 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-12 % 100 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

CG-15 # 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-15 % 100 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 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-02 % 100 100.00 0.00 0.00 0.00 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-00 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

IG-00 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

IG-00 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

ACCOUNTANTS AND AUDITORS (0510) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACCOUNTANTS AND AUDITORS (0510) % 100 0.00 0.00 0.00 0.00 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-00 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CX-00 % 100 0.00 0.00 0.00 0.00 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) # 253 229 8 16 2 0 0 1 0 0 0 0 0 0 1 0 0

FINANCIAL INSTITUTION EXAMINING (0570) % 100 90.51 3.16 6.32 0.79 0.00 0.00 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.40 0.00 0.00

CG-07 # 121 114 3 4 1 0 0 0 0 0 0 0 0 0 1 0 0

CG-07 % 100 94.21 2.48 3.31 0.83 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.83 0.00 0.00

CG-09 # 119 103 5 11 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 86.55 4.20 9.24 0.00 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 # 13 12 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0

CG-12 % 100 92.31 0.00 7.69 7.69 0.00 0.00 7.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

ATTORNEY (0905) # 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ATTORNEY (0905) % 100 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

CG-12 # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 136

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Mission-Critical Occupations Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

CG-12 % 100 100.00 0.00 0.00 0.00 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-00 # 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EM-00 % 100 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

INFORMATION TECHNOLOGY MANAGEMENT (2210) # 3 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

INFORMATION TECHNOLOGY MANAGEMENT (2210) % 100 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

CG-09 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-09 % 100 100.00 0.00 0.00 0.00 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

CG-12 % 100 100.00 0.00 0.00 0.00 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 # 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-13 % 100 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
Page 137

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B9-1: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Participation Rate)

Awards Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

TIME OFF AWARDS

Time-Off Awards 1 - 10 hours: Awards Given # 7 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 1 - 10 hours: Awards Given % 100 100.00 0.00 0.00 0.00 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 1 - 10 Hours: Total Hours # 70 70 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 1 - 10 Hours: Average Hours # 10 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards Given % 100 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CASH AWARDS

Cash Awards $500 and Under: Awards Given # 3155 2730 91 334 71 1 5 33 15 0 5 1 4 0 7 0 0

Cash Awards $500 and Under: Awards Given % 100 86.53 2.88 10.59 2.25 0.03 0.16 1.05 0.48 0.00 0.16 0.03 0.13 0.00 0.22 0.00 0.00

Cash Awards $500 and Under: Total Amount $ 1043807 904318 29400 110089 22143 219 1799 10304 4192 0 1886 365 1699 0 1679 0 0

Cash Awards $500 and Under: Average Amount $ 330.84 331.25 323.08 329.61 311.87 219 360 312.24 279.47 0 377 365 424.75 0 239.86 0 0

Cash Awards: $501 - $999: Awards Given # 2910 2528 78 304 69 0 1 37 10 0 4 7 6 0 3 0 1

Cash Awards: $501 - $999: Awards Given % 100 86.87 2.68 10.45 2.37 0.00 0.03 1.27 0.34 0.00 0.14 0.24 0.21 0.00 0.10 0.00 0.03

Cash Awards: $501 - $999: Total Amount $ 1980935 1720441 53112 207382 46964 0 750 24516 6627 0 2863 4876 4366 0 2381 0 585

Cash Awards: $501 - $999: Average Amount $ 680 680 680 682 680 0 750 662 662 0 715 696 727 0 793 0 585

Cash Awards: $1000 - $1999: Awards Given # 1159 1005 27 127 22 0 3 6 6 0 1 1 0 0 5 0 0

Cash Awards: $1000 - $1999: Awards Given % 100 86.71 2.33 10.96 1.90 0.00 0.26 0.52 0.52 0.00 0.09 0.09 0.00 0.00 0.43 0.00 0.00

Cash Awards: $1000 - $1999: Total Amount $ 1441638 1251481 31817 158340 28950 0 4200 8250 8000 0 1000 1000 0 0 6500 0 0

Cash Awards: $1000 - $1999: Average Amount $ 1243 1245 1178 1246 1315 0 1400 1375 1333 0 1000 1000 0 0 1300 0 0

Cash Awards: $2000 - $2999: Awards Given # 271 246 5 20 6 0 0 5 1 0 0 0 0 0 0 0 0

Cash Awards: $2000 - $2999: Awards Given % 100 90.77 1.85 7.38 2.21 0.00 0.00 1.85 0.37 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 138

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Awards Total

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

Cash Awards: $2000 - $2999: Total Amount $ 595014 541562 10250 43202 13500 0 0 11500 2000 0 0 0 0 0 0 0 0

Cash Awards: $2000 - $2999: Average Amount $ 2195 2201 2050 2160 2250 0 0 2300 2000 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given # 23 23 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given % 100 100.00 0.00 0.00 0.00 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: $3000 - $3999: Total Amount $ 72600 72600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Average Amount $ 3156 3156 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given % 100 100.00 0.00 0.00 0.00 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: $4000 - $4999: Total Amount $ 8750 8750 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Average Amount $ 4375 4375 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given # 6 4 0 2 1 0 0 0 0 0 0 0 0 0 1 0 0

Cash Awards: $5000 or more: Awards Given % 100 66.67 0.00 33.33 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.67 0.00 0.00

Cash Awards: $5000 or more: Total Amount $ 31000 21000 0 10000 5000 0 0 0 0 0 0 0 0 0 5000 0 0

Cash Awards: $5000 or more: Average Amount $ 5166 5250 0 5000 5000 0 0 0 0 0 0 0 0 0 5000 0 0

OTHER AWARDS

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 100 0.00 0.00 0.00 0.00 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 139

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Table B9-2: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Inclusion Rate)

Awards Total

Persons

Without

Disability

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

TIME OFF AWARDS

Time-Off Awards 1 - 10 hours: Awards Given # 7 7 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 1 - 10 hours: Awards Given % 0.12 0.14 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 0.00 0.00

Time-Off Awards 1 - 10 Hours: Total Hours # 70 70 70 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 1 - 10 Hours: Average Hours # 10 10 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 hours: Awards Given % 0.00 0.00 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 11 - 20 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 hours: Awards Given % 0.00 0.00 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 hours: Awards Given % 0.00 0.00 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards Given % 0.00 0.00 0.00 0.00 0.00 0.00 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: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CASH AWARDS

Cash Awards $500 and Under: Awards Given # 3155 2821 2730 91 334 71 1 5 33 15 0 5 1 4 0 7 0 0

Cash Awards $500 and Under: Awards Given % 56.10 56.88 56.82 58.71 50.30 50.00 50.00 50.00 52.38 107.14 0.00 62.50 20.00 44.44 0.00 26.92 0.00 0.00

Cash Awards $500 and Under: Total Amount $ 1043807 933718 904318 29400 110089 22143 219 1799 10304 4192 0 1886 365 1699 0 1679 0 0

Cash Awards $500 and Under: Average Amount $ 330.84 1 331.25 323.08 329.61 311.87 219 360 312.24 279.47 0 377 365 424.75 0 239.86 0 0

Cash Awards: $501 - $999: Awards Given # 2910 2606 2528 78 304 69 0 1 37 10 0 4 7 6 0 3 0 1

Cash Awards: $501 - $999: Awards Given % 51.74 52.54 52.61 50.32 45.78 48.59 0.00 10.00 58.73 71.43 0.00 50.00 140.00 66.67 0.00 11.54 0.00 33.33

Cash Awards: $501 - $999: Total Amount $ 1980935 1773553 1720441 53112 207382 46964 0 750 24516 6627 0 2863 4876 4366 0 2381 0 585

Cash Awards: $501 - $999: Average Amount $ 680 -2 680 680 682 680 0 750 662 662 0 715 696 727 0 793 0 585

Cash Awards: $1000 - $1999: Awards Given # 1159 1032 1005 27 127 22 0 3 6 6 0 1 1 0 0 5 0 0

Cash Awards: $1000 - $1999: Awards Given % 20.61 20.81 20.92 17.42 19.13 15.49 0.00 30.00 9.52 42.86 0.00 12.50 20.00 0.00 0.00 19.23 0.00 0.00

Cash Awards: $1000 - $1999: Total Amount $ 1441638 1283298 1251481 31817 158340 28950 0 4200 8250 8000 0 1000 1000 0 0 6500 0 0

Cash Awards: $1000 - $1999: Average Amount $ 1243 -3 1245 1178 1246 1315 0 1400 1375 1333 0 1000 1000 0 0 1300 0 0

Cash Awards: $2000 - $2999: Awards Given # 271 251 246 5 20 6 0 0 5 1 0 0 0 0 0 0 0 0

Cash Awards: $2000 - $2999: Awards Given % 4.82 5.06 5.12 3.23 3.01 4.23 0.00 0.00 7.94 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 140

Federal Deposit Insurance Corporation For period covering October 1, 2020 to September 30, 2021.

File Process Date and Time: 07/22/2022 10:26 AM

Awards Total

Persons

Without

Disability

No

Disability

[05]

Not

Identified

[01]

Disability

[02-03,

06-99]

Targeted

Disability

Developmental

Disability [02]

Traumatic

Brain

Injury [03]

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]

Cash Awards: $2000 - $2999: Total Amount $ 595014 551812 541562 10250 43202 13500 0 0 11500 2000 0 0 0 0 0 0 0 0

Cash Awards: $2000 - $2999: Average Amount $ 2195 35 2201 2050 2160 2250 0 0 2300 2000 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given # 23 23 23 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given % 0.41 0.46 0.48 0.00 0.00 0.00 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: $3000 - $3999: Total Amount $ 72600 72600 72600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Average Amount $ 3156 3156 3156 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given # 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given % 0.04 0.04 0.04 0.00 0.00 0.00 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: $4000 - $4999: Total Amount $ 8750 8750 8750 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Average Amount $ 4375 4375 4375 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given # 6 4 4 0 2 1 0 0 0 0 0 0 0 0 0 1 0 0

Cash Awards: $5000 or more: Awards Given % 0.11 0.08 0.08 0.00 0.30 0.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.85 0.00 0.00

Cash Awards: $5000 or more: Total Amount $ 31000 21000 21000 0 10000 5000 0 0 0 0 0 0 0 0 0 5000 0 0

Cash Awards: $5000 or more: Average Amount $ 5166 166 5250 0 5000 5000 0 0 0 0 0 0 0 0 0 5000 0 0

OTHER AWARDS

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 0.00 0.00 0.00 0.00 0.00 0.00 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 0

Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
FDIC / FY 2021 / Page 141

U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT A

FDIC Applicant Flow Data

Attachment A: FDIC Applicant Flow Data
Page 142

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

Internal Competitive Promotions (T)

General Business 

and Industry (1101)

Vacancy 

Announcements

# 2 

Estimated Relevant 

Applicant Pool % 100.00 65.51 34.49 3.83 0.70 47.04 22.65 7.67 8.36 5.57 2.09 0.00 0.00 0.00 0.00 1.39 0.70

Internal Applications

# 13 12 1 1 0 6 1 3 0 2 0 0 0 0 0 0 0 

% 100.00 92.31 7.69 7.69 0.00 46.15 7.69 23.08 0.00 15.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Qualified Internal 

Applicants

# 12 11 1 1 0 5 1 3 0 2 0 0 0 0 0 0 0 

% 100.00 91.67 8.33 8.33 0.00 41.67 8.33 25.00 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Referred Applicants

# 12 11 1 1 0 5 1 3 0 2 0 0 0 0 0 0 0 

% 100.00 91.67 8.33 8.33 0.00 41.67 8.33 25.00 0.00 16.67 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 

% 0.00 0.00 0.00 0.00 0.00 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 1 0 1 0 1 0 1 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 25.00 0.00 25.00 0.00 25.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

New Hires (T)

General Business 

and Industry (1101)

Vacancy 

Announcements

# 0 

Occupational CLF 100 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

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

# 0.00 0.00 0.00 0.00 0.00 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 143

Internal Competitive Promotions (T)

Economist (0110) 

Vacancy 

Announcements

# 0 

Estimated Relevant 

Applicant Pool % 100.00 68.12 31.88 4.35 1.45 55.07 10.14 1.45 5.80 5.80 13.04 0.00 0.00 0.00 0.00 1.45 1.45

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 (T)

Economist (0110) 

Vacancy 

Announcements

# 0 

Occupational CLF 100 67.07 32.93 3.34 1.85 55.79 25.2 2.84 2.66 4.4 2.66 0 0.05 0.16 0.1 0.55 0.41

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

# 

% 100.00 0.00 0.00 0.00 0.00 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

Internal Competitive Promotions (T)

Financial Institution 

Examining (0570) 

Vacancy 

Announcements

# 100

Estimated Relevant 

Applicant Pool % 100.00 60.50 39.50 2.64 1.64 49.82 28.47 4.24 6.40 2.32 2.08 0.08 0.04 0.52 0.16 0.88 0.72

Internal Applications

# 841 650 191 27 13 597 130 21 33 4 12 0 0 1 3 0 0 

% 100.00 77.29 22.71 3.21 1.55 70.99 15.46 2.50 3.92 0.48 1.43 0.00 0.00 0.12 0.36 0.00 0.00

Qualified Internal 

Applicants

# 819 634 185 26 13 584 126 21 31 2 12 0 0 1 3 0 0 

% 100.00 77.41 22.59 3.17 1.59 71.31 15.38 2.56 3.79 0.24 1.47 0.00 0.00 0.12 0.37 0.00 0.00

Referred Applicants

# 757 591 166 26 10 542 112 20 30 2 11 0 0 1 3 0 0 

% 100.00 78.07 21.93 3.43 1.32 71.60 14.80 2.64 3.96 0.26 1.45 0.00 0.00 0.13 0.40 0.00 0.00

Interviewed 

Applicants

# 10 7 3 0 1 7 1 0 1 0 0 0 0 0 0 0 0 

% 100.00 70.00 30.00 0.00 10.00 70.00 10.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Internal Selections

# 204 157 47 7 0 143 36 6 9 1 1 0 0 0 1 0 0 

% 100.00 76.96 23.04 3.43 0.00 70.10 17.65 2.94 4.41 0.49 0.49 0.00 0.00 0.00 0.49 0.00 0.00

New Hires (T)

Financial Institution 

Examining (0570) 

Vacancy 

Announcements

# 5 

Occupational CLF % 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

Voluntarily Identified 

Applicants

# 923 739 184 45 22 603 67 49 70 38 24 0 1 3 0 1 0 

% 100.00 80.07 19.93 4.88 2.38 65.33 7.26 5.31 7.58 4.12 2.60 0.00 0.11 0.33 0.00 0.11 0.00

Qualified External 

Applicants

# 290 227 63 12 9 196 24 7 23 10 7 0 0 2 0 0 0 

% 100.00 78.28 21.72 4.14 3.10 67.59 8.28 2.41 7.93 3.45 2.41 0.00 0.00 0.69 0.00 0.00 0.00

Referred Applicants

# 106 82 24 3 6 68 9 4 5 3 4 0 0 4 0 0 0 

% 100.00 77.36 22.64 2.83 5.66 64.15 8.49 3.77 4.72 2.83 3.77 0.00 0.00 3.77 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 

% 0.00 0.00 0.00 0.00 0.00 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

# 57 45 12 1 2 36 6 4 3 2 1 0 0 2 0 0 0 

% 100.00 78.95 21.05 1.75 3.51 63.16 10.53 7.02 5.26 3.51 1.75 0.00 0.00 3.51 0.00 0.00 0.00
Page 145

Table A6P: MISSION-CRITICAL OCCUPATIONS (PERMANENT - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Internal Competitive Promotions (P) 

Economist (0110) 

Vacancy 

Announcements

# 2 

Estimated Relevant 

Applicant Pool % 100.00 68.12 31.88 4.35 1.45 55.07 10.14 1.45 5.80 5.80 13.04 0.00 0.00 0.00 0.00 1.45 1.45

Internal Applications # 59 48 11 5 1 28 3 8 4 6 2 0 0 1 0 0 1 

% 100.00 81.36 18.64 8.47 1.69 47.46 5.08 13.56 6.78 10.17 3.39 0.00 0.00 1.69 0.00 0.00 1.69

Qualified Internal 

Applicants

# 16 15 1 2 0 13 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 93.75 6.25 12.50 0.00 81.25 0.00 0.00 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Referred Applicants

# 16 15 1 2 0 13 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 93.75 6.25 12.50 0.00 81.25 0.00 0.00 6.25 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 

% 0.00 0.00 0.00 0.00 0.00 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 (P)

Economist (0110) 

Vacancy 

Announcements

# 1 

Occupational CLF 100 67.07 32.93 3.34 1.85 55.79 25.2 2.84 2.66 4.4 2.66 0 0.05 0.16 0.1 0.55 0.41

Voluntarily Identified 

Applicants

# 153 119 34 4 2 79 12 16 11 20 9 0 0 0 0 0 0 

% 100.00 77.78 22.22 2.61 1.31 51.63 7.84 10.46 7.19 13.07 5.88 0.00 0.00 0.00 0.00 0.00 0.00

Qualified External 

Applicants

# 107 82 25 2 2 57 10 10 7 13 6 0 0 0 0 0 0 

% 100.00 76.64 23.36 1.87 1.87 53.27 9.35 9.35 6.54 12.15 5.61 0.00 0.00 0.00 0.00 0.00 0.00

Referred Applicants

# 20 18 2 0 0 13 0 0 1 5 1 0 0 0 0 0 0 

% 100.00 90.00 10.00 0.00 0.00 65.00 0.00 0.00 5.00 25.00 5.00 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 

% 0.00 0.00 0.00 0.00 0.00 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 2 0 0 0 1 1 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 50.00 0.00 0.00 0.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 146

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

Internal Competitive Promotions (P)

General Business 

and Industry (1101)

Vacancy 

Announcements

# 35 

Estimated Relevant 

Applicant Pool % 100.00 65.51 34.49 3.83 0.70 47.04 22.65 7.67 8.36 5.57 2.09 0.00 0.00 0.00 0.00 1.39 0.70

Internal Applications

# 924 624 300 56 23 391 79 116 168 45 16 1 0 8 5 7 9 

% 100.00 67.53 32.47 6.06 2.49 42.32 8.55 12.55 18.18 4.87 1.73 0.11 0.00 0.87 0.54 0.76 0.97

Qualified Internal 

Applicants

# 446 311 135 29 6 202 43 48 70 26 8 0 0 3 3 3 5 

% 100.00 69.73 30.27 6.50 1.35 45.29 9.64 10.76 15.70 5.83 1.79 0.00 0.00 0.67 0.67 0.67 1.12

Referred Applicants

# 420 295 125 29 6 191 44 43 60 26 8 0 0 4 3 2 4 

% 100.00 70.24 29.76 6.90 1.43 45.48 10.48 10.24 14.29 6.19 1.90 0.00 0.00 0.95 0.71 0.48 0.95

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Internal Selections

# 59 45 14 5 0 34 7 4 5 1 2 0 0 1 0 0 0 

% 100.00 76.27 23.73 8.47 0.00 57.63 11.86 6.78 8.47 1.69 3.39 0.00 0.00 1.69 0.00 0.00 0.00

New Hires (P)

General Business 

and Industry (1101)

Vacancy 

Announcements

# 7 

Occupational CLF 100 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

Voluntarily Identified 

Applicants

# 364 253 111 19 12 176 28 36 54 20 14 0 0 0 1 2 2 

% 100.00 69.51 30.49 5.22 3.30 48.35 7.69 9.89 14.84 5.49 3.85 0.00 0.00 0.00 0.27 0.55 0.55

Qualified External 

Applicants

# 248 169 79 15 8 117 20 17 37 19 11 0 0 0 1 1 2 

% 100.00 68.15 31.85 6.05 3.23 47.18 8.06 6.85 14.92 7.66 4.44 0.00 0.00 0.00 0.40 0.40 0.81

Referred Applicants

# 69 53 16 6 0 32 7 4 8 10 0 0 0 0 0 1 1 

% 100.00 76.81 23.19 8.70 0.00 46.38 10.14 5.80 11.59 14.49 0.00 0.00 0.00 0.00 0.00 1.45 1.45

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External Selections

# 9 8 1 0 0 3 1 1 0 4 0 0 0 0 0 0 0 

% 100.00 88.89 11.11 0.00 0.00 33.33 11.11 11.11 0.00 44.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 147

Internal Competitive Promotions (P)

Financial Institution 

Examining (0570) 

Vacancy 

Announcements

# 152

Estimated Relevant 

Applicant Pool % 100.00 60.50 39.50 2.64 1.64 49.82 28.47 4.24 6.40 2.32 2.08 0.08 0.04 0.52 0.16 0.88 0.72

Internal Applications

# 1083 828 255 40 23 670 129 71 77 37 20 0 1 6 3 4 2 

% 100.00 76.45 23.55 3.69 2.12 61.87 11.91 6.56 7.11 3.42 1.85 0.00 0.09 0.55 0.28 0.37 0.18

Qualified Internal 

Applicants

# 888 692 196 35 11 584 119 50 46 16 16 0 0 5 3 2 1 

% 100.00 77.93 22.07 3.94 1.24 65.77 13.40 5.63 5.18 1.80 1.80 0.00 0.00 0.56 0.34 0.23 0.11

Referred Applicants

# 843 655 188 32 9 556 115 47 46 13 14 0 0 5 3 2 1 

% 100.00 77.70 22.30 3.80 1.07 65.95 13.64 5.58 5.46 1.54 1.66 0.00 0.00 0.59 0.36 0.24 0.12

Interviewed 

Applicants

# 4 2 2 0 1 2 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 25.00 50.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Internal Selections

# 248 178 70 9 4 162 47 3 12 4 6 0 0 0 0 0 1 

% 100.00 71.77 28.23 3.63 1.61 65.32 18.95 1.21 4.84 1.61 2.42 0.00 0.00 0.00 0.00 0.00 0.40

New Hires (P)

Financial Institution 

Examining (0570) 

Vacancy 

Announcements

# 8 

Occupational CLF % 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

Voluntarily Identified 

Applicants

# 359 255 104 24 5 166 40 40 53 19 4 1 0 2 1 3 1 

% 100.00 71.03 28.97 6.69 1.39 46.24 11.14 11.14 14.76 5.29 1.11 0.28 0.00 0.56 0.28 0.84 0.28

Qualified External 

Applicants

# 201 142 59 11 4 96 23 23 29 9 2 0 0 2 0 1 1 

% 100.00 70.65 29.35 5.47 1.99 47.76 11.44 11.44 14.43 4.48 1.00 0.00 0.00 1.00 0.00 0.50 0.50

Referred Applicants

# 74 53 21 6 1 30 9 10 10 5 1 0 0 2 0 0 0 

% 100.00 71.62 28.38 8.11 1.35 40.54 12.16 13.51 13.51 6.76 1.35 0.00 0.00 2.70 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 

% 0.00 0.00 0.00 0.00 0.00 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

# 24 14 10 1 1 10 5 3 4 0 0 0 0 0 0 0 0 

% 100.00 58.33 41.67 4.17 4.17 41.67 20.83 12.50 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 148

Table A7: Senior Grade Levels by Race, Ethnicity, and Sex (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 61.10 38.90 2.54 1.32 47.94 25.77 4.92 7.40 4.21 3.57 0.06 0.03 0.42 0.23 1.00 0.58

Total Senior Grades

# 3703 2192 1511 91 50 1684 937 198 348 160 140 2 1 17 10 40 25

% 100.00 59.20 40.80 2.46 1.35 45.48 25.30 5.35 9.40 4.32 3.78 0.05 0.03 0.46 0.27 1.08 0.68

Internal Competitive Promotions (P)

SES or equivalent

Vacancy 

Announcements

# 20

Estimated Relevant 

Applicant Pool 100.00 63.21 36.79 2.44 1.22 49.62 24.12 3.21 5.34 5.95 5.34 0.31 0.00 0.46 0.31 1.22 0.46

Internal Applications

# 516 384 132 29 16 246 47 60 50 44 16 0 0 4 0 1 3 

% 100.00 74.42 25.58 5.62 3.10 47.67 9.11 11.63 9.69 8.53 3.10 0.00 0.00 0.78 0.00 0.19 0.58

Qualified Internal 

Applicants

# 251 182 69 12 5 123 27 28 25 17 11 0 0 2 0 0 1 

% 100.00 72.51 27.49 4.78 1.99 49.00 10.76 11.16 9.96 6.77 4.38 0.00 0.00 0.80 0.00 0.00 0.40

Referred Applicants

# 204 150 54 11 4 104 21 18 20 15 9 0 0 2 0 0 0 

% 100.00 73.53 26.47 5.39 1.96 50.98 10.29 8.82 9.80 7.35 4.41 0.00 0.00 0.98 0.00 0.00 0.00

Interviewed 

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

Internal Selections

# 15 10 5 0 0 8 3 1 0 1 2 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 53.33 20.00 6.67 0.00 6.67 13.33 0.00 0.00 0.00 0.00 0.00 0.00
Page 149

New Hires (P)

SES or equivalent

Vacancy 

Announcements

# 3 

Voluntarily Identified 

Applicants

# 135 114 21 6 1 83 8 10 5 13 7 0 0 2 0 0 0

% 100.00 84.44 15.56 4.44 0.74 61.48 5.93 7.41 3.70 9.63 5.19 0.00 0.00 1.48 0.00 0.00 0.00

Qualified External 

Applicants

# 119 100 19 6 1 70 7 9 4 13 7 0 0 2 0 0 0

% 100.00 84.03 15.97 5.04 0.84 58.82 5.88 7.56 3.36 10.92 5.88 0.00 0.00 1.68 0.00 0.00 0.00

Referred Applicants

# 12 10 2 1 0 9 1 0 0 0 1 0 0 0 0 0 0 

% 100.00 83.33 16.67 8.33 0.00 75.00 8.33 0.00 0.00 0.00 8.33 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 

% 0.00 0.00 0.00 0.00 0.00 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 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
Page 150

Internal Competitive Promotions (P)

GS-15 or equivalent

Vacancy 

Announcements

# 128

Estimated Relevant 

Applicant Pool % 100.00 60.29 39.71 2.73 1.29 45.03 24.07 6.23 8.81 4.78 4.63 0.00 0.00 0.76 0.30 0.76 0.61

Internal Applications

# 1637 1268 369 92 47 836 116 179 147 144 48 0 0 9 4 8 7 

% 100.00 77.46 22.54 5.62 2.87 51.07 7.09 10.93 8.98 8.80 2.93 0.00 0.00 0.55 0.24 0.49 0.43

Qualified Internal 

Applicants

# 893 705 188 47 15 497 66 78 75 71 29 0 0 7 2 5 1 

% 100.00 78.95 21.05 5.26 1.68 55.66 7.39 8.73 8.40 7.95 3.25 0.00 0.00 0.78 0.22 0.56 0.11

Referred Applicants

# 803 631 172 44 12 439 62 73 70 63 25 0 0 7 2 5 1 

% 100.00 78.58 21.42 5.48 1.49 54.67 7.72 9.09 8.72 7.85 3.11 0.00 0.00 0.87 0.25 0.62 0.12

Interviewed 

Applicants

# 10 7 3 0 1 5 1 2 1 0 0 0 0 0 0 0 0 

% 100.00 70.00 30.00 0.00 10.00 50.00 10.00 20.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Internal Selections

# 114 82 32 2 1 69 19 5 8 5 4 0 0 1 0 0 0 

% 100.00 71.93 28.07 1.75 0.88 60.53 16.67 4.39 7.02 4.39 3.51 0.00 0.00 0.88 0.00 0.00 0.00

New Hires (P)

Gs-15 or equivalent

Vacancy 

Announcements

# 27

Voluntarily Identified 

Applicants

# 773 611 162 27 26 437 60 68 45 71 27 0 0 3 1 5 3 

% 100.00 79.04 20.96 3.49 3.36 56.53 7.76 8.80 5.82 9.18 3.49 0.00 0.00 0.39 0.13 0.65 0.39

Qualified External 

Applicants

# 407 335 72 12 11 225 25 40 22 53 12 0 0 1 0 4 2 

% 100.00 82.31 17.69 2.95 2.70 55.28 6.14 9.83 5.41 13.02 2.95 0.00 0.00 0.25 0.00 0.98 0.49

Referred Applicants

# 152 125 27 9 3 104 16 2 6 9 1 0 0 0 0 1 1 

% 100.00 82.24 17.76 5.92 1.97 68.42 10.53 1.32 3.95 5.92 0.66 0.00 0.00 0.00 0.00 0.66 0.66

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External Selections

# 27 20 7 1 1 12 5 2 1 5 0 0 0 0 0 0 0 

% 100.00 74.07 25.93 3.70 3.70 44.44 18.52 7.41 3.70 18.52 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 151

Internal Competitive Promotions (P)

GS-14 or equivalent

Vacancy 

Announcements

# 196

Estimated Relevant 

Applicant Pool % 100.00 53.19 46.81 2.09 1.54 40.75 25.55 5.29 15.75 3.30 2.31 0.00 0.11 0.33 0.44 1.43 1.10

Internal Applications

# 6010 4230 1780 292 196 2818 432 654 864 416 230 2 2 20 14 28 42

% 100.00 70.38 29.62 4.86 3.26 46.89 7.19 10.88 14.38 6.92 3.83 0.03 0.03 0.33 0.23 0.47 0.70

Qualified Internal 

Applicants

# 2886 2072 814 160 84 1402 230 276 398 214 76 2 0 4 6 14 20

% 100.00 71.79 28.21 5.54 2.91 48.58 7.97 9.56 13.79 7.42 2.63 0.07 0.00 0.14 0.21 0.49 0.69

Referred Applicants

# 2246 1620 626 118 66 1150 196 210 290 128 54 2 0 6 6 6 14

% 100.00 72.13 27.87 5.25 2.94 51.20 8.73 9.35 12.91 5.70 2.40 0.09 0.00 0.27 0.27 0.27 0.62

Interviewed 

Applicants

# 48 32 16 2 2 24 2 4 6 2 4 0 0 0 2 0 0 

% 100.00 66.67 33.33 4.17 4.17 50.00 4.17 8.33 12.50 4.17 8.33 0.00 0.00 0.00 4.17 0.00 0.00

Internal Selections

# 358 260 98 16 8 214 48 12 28 16 12 0 0 2 0 0 2 

% 100.00 72.63 27.37 4.47 2.23 59.78 13.41 3.35 7.82 4.47 3.35 0.00 0.00 0.56 0.00 0.00 0.56

New Hires (P)

GS-14 or equivalent

Vacancy 

Announcements

# 30

Voluntarily Identified 

Applicants

# 4656 3662 994 184 122 2288 268 600 404 528 182 10 0 18 4 34 14

% 100.00 78.65 21.35 3.95 2.62 49.14 5.76 12.89 8.68 11.34 3.91 0.21 0.00 0.39 0.09 0.73 0.30

Qualified External 

Applicants

# 3496 2770 726 120 82 1666 176 502 312 428 142 10 0 14 4 30 10

% 100.00 79.23 20.77 3.43 2.35 47.65 5.03 14.36 8.92 12.24 4.06 0.29 0.00 0.40 0.11 0.86 0.29

Referred Applicants

# 674 540 134 14 16 428 54 30 36 62 24 0 0 4 0 2 4 

% 100.00 80.12 19.88 2.08 2.37 63.50 8.01 4.45 5.34 9.20 3.56 0.00 0.00 0.59 0.00 0.30 0.59

Interviewed 

Applicants

# 6 4 2 0 0 4 2 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

External Selections

# 78 58 20 2 0 48 4 0 4 6 10 0 0 0 0 2 2 

% 100.00 74.36 25.64 2.56 0.00 61.54 5.13 0.00 5.13 7.69 12.82 0.00 0.00 0.00 0.00 2.56 2.56
Page 152

Internal Competitive Promotions (P)

GS-13 or equivalent

Vacancy 

Announcements

# 262

Estimated Relevant 

Applicant Pool % 100.00 52.40 47.60 3.25 1.92 38.94 28.85 6.97 13.22 1.92 2.16 0.12 0.12 0.00 0.24 1.20 1.08

Internal Applications

# 6482 4280 2204 286 276 2884 490 708 1178 346 168 2 0 12 18 38 74

% 100.00 66.03 34.00 4.41 4.26 44.49 7.56 10.92 18.17 5.34 2.59 0.03 0.00 0.19 0.28 0.59 1.14

Qualified Internal 

Applicants

# 3008 1964 1044 112 106 1418 246 280 558 132 82 2 0 4 10 16 42

% 100.00 65.29 34.71 3.72 3.52 47.14 8.18 9.31 18.55 4.39 2.73 0.07 0.00 0.13 0.33 0.53 1.40

Referred Applicants

# 2814 1830 984 112 100 1318 234 256 532 124 72 0 0 4 10 16 36

% 100.00 65.03 34.97 3.98 3.55 46.84 8.32 9.10 18.91 4.41 2.56 0.00 0.00 0.14 0.36 0.57 1.28

Interviewed 

Applicants

# 62 40 22 4 4 26 8 6 10 4 0 0 0 0 0 0 0 

% 100.00 64.52 35.48 6.45 6.45 41.94 12.90 9.68 16.13 6.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Internal Selections

# 396 274 122 12 6 236 62 12 42 14 10 0 0 0 0 0 2 

% 100.00 69.19 30.81 3.03 1.52 59.60 15.66 3.03 10.61 3.54 2.53 0.00 0.00 0.00 0.00 0.00 0.51

New Hires (P)

GS-13 or equivalent

Vacancy 

Announcements

# 23

Voluntarily Identified 

Applicants

# 2516 1912 604 132 64 1020 138 474 242 264 146 0 0 0 4 22 10

% 100.00 75.99 24.01 5.25 2.54 40.54 5.48 18.84 9.62 10.49 5.80 0.00 0.00 0.00 0.16 0.87 0.40

Qualified External 

Applicants

# 1982 1540 442 112 46 792 84 388 180 232 118 0 0 0 4 16 10

% 100.00 77.70 22.30 5.65 2.32 39.96 4.24 19.58 9.08 11.71 5.95 0.00 0.00 0.00 0.20 0.81 0.50

Referred Applicants

# 314 228 86 26 12 158 30 30 18 12 24 0 0 0 0 2 2 

% 100.00 72.61 27.39 8.28 3.82 50.32 9.55 9.55 5.73 3.82 7.64 0.00 0.00 0.00 0.00 0.64 0.64

Interviewed 

Applicants

# 4 2 2 0 0 2 0 0 2 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

External Selections

# 46 30 16 0 0 26 4 2 4 2 8 0 0 0 0 0 0 

% 100.00 65.22 34.78 0.00 0.00 56.52 8.70 4.35 8.70 4.35 17.39 0.00 0.00 0.00 0.00 0.00 0.00
Page 153

Table A8: MANAGEMENT POSITIONS (PERMANENT) - Distribution by Race, Ethnicity, and Sex

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

Internal Competitive Promotions (P)

Executive 

Announcements # 13 

Internal Applications

# 332 238 94 16 13 162 31 38 41 18 7 0 0 4 0 0 2 

% 100.00 71.69 28.31 4.82 3.92 48.80 9.34 11.45 12.35 5.42 2.11 0.00 0.00 1.20 0.00 0.00 0.60

Qualified Internal 

Applicants

# 202 142 60 8 5 100 22 24 25 8 7 0 0 2 0 0 1 

% 100.00 70.30 29.70 3.96 2.48 49.50 10.89 11.88 12.38 3.96 3.47 0.00 0.00 0.99 0.00 0.00 0.50

Referred Applicants

# 156 111 45 7 4 81 16 15 20 6 5 0 0 2 0 0 0 

% 100.00 71.15 28.85 4.49 2.56 51.92 10.26 9.62 12.82 3.85 3.21 0.00 0.00 1.28 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 

% 0.00 0.00 0.00 0.00 0.00 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

# 9 5 4 0 0 5 3 0 0 0 1 0 0 0 0 0 0 

% 100.00 55.56 44.44 0.00 0.00 55.56 33.33 0.00 0.00 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00
Page 154

New Hires

Executive Vacancy 

Announcements # 1 

Voluntarily Identified 

Applicants

# 75 62 13 2 1 47 3 6 4 5 5 0 0 2 0 0 0 

% 100.00 82.67 17.33 2.67 1.33 62.67 4.00 8.00 5.33 6.67 6.67 0.00 0.00 2.67 0.00 0.00 0.00

Qualified External 

Applicants

# 74 61 13 2 1 46 3 6 4 5 5 0 0 2 0 0 0 

% 100.00 82.43 17.57 2.70 1.35 62.16 4.05 8.11 5.41 6.76 6.76 0.00 0.00 2.70 0.00 0.00 0.00

Referred Applicants

# 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

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External 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 155

Internal Competitive Promotions (P)

Manager Vacancy 

Announcements # 17

Internal Applications

# 472 366 106 26 17 241 22 65 55 28 10 0 0 3 1 3 1 

% 100.00 77.54 22.46 5.51 3.60 51.06 4.66 13.77 11.65 5.93 2.12 0.00 0.00 0.64 0.21 0.64 0.21

Qualified Internal 

Applicants

# 319 250 69 21 8 159 13 44 38 21 9 0 0 2 1 3 0 

% 100.00 78.37 21.63 6.58 2.51 49.84 4.08 13.79 11.91 6.58 2.82 0.00 0.00 0.63 0.31 0.94 0.00

Referred Applicants

# 318 250 68 21 7 159 13 44 38 21 9 0 0 2 1 3 0 

% 100.00 78.62 21.38 6.60 2.20 50.00 4.09 13.84 11.95 6.60 2.83 0.00 0.00 0.63 0.31 0.94 0.00

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Internal Selections

# 17 10 7 0 0 9 2 0 3 1 2 0 0 0 0 0 0 

% 100.00 58.82 41.18 0.00 0.00 52.94 11.76 0.00 17.65 5.88 11.76 0.00 0.00 0.00 0.00 0.00 0.00

New Hires (P)

Manager Vacancy 

Announcements # 1 

Voluntarily Identified 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Qualified External 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Referred Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External 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
Page 156

Internal Competitive Promotions (P)

Supervisor Vacancy 

Announcements # 402

Internal Applications

# 816 596 220 42 24 399 66 79 94 70 27 0 0 2 2 4 7 

% 100.00 73.04 26.96 5.15 2.94 48.90 8.09 9.68 11.52 8.58 3.31 0.00 0.00 0.25 0.25 0.49 0.86

Qualified Internal 

Applicants

# 441 325 116 18 10 247 42 28 47 29 12 0 0 1 2 2 3 

% 100.00 73.70 26.30 4.08 2.27 56.01 9.52 6.35 10.66 6.58 2.72 0.00 0.00 0.23 0.45 0.45 0.68

Referred Applicants

# 373 268 105 14 8 199 40 26 43 26 9 0 0 1 2 2 3 

% 100.00 71.85 28.15 3.75 2.14 53.35 10.72 6.97 11.53 6.97 2.41 0.00 0.00 0.27 0.54 0.54 0.80

Interviewed 

Applicants

# 11 7 4 1 1 4 1 2 2 0 0 0 0 0 0 0 0 

% 100.00 63.64 36.36 9.09 9.09 36.36 9.09 18.18 18.18 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Internal Selections

# 55 37 18 1 0 30 11 3 6 2 1 0 0 1 0 0 0 

% 100.00 67.27 32.73 1.82 0.00 54.55 20.00 5.45 10.91 3.64 1.82 0.00 0.00 1.82 0.00 0.00 0.00

New Hires (P)

Vacancy 

Announcements # 54

Voluntarily Identified 

Applicants

# 235 191 44 4 2 113 16 30 13 40 11 0 0 1 1 3 1 

% 100.00 81.28 18.72 1.70 0.85 48.09 6.81 12.77 5.53 17.02 4.68 0.00 0.00 0.43 0.43 1.28 0.43

Qualified External 

Applicants

# 199 171 28 3 2 94 7 30 9 40 9 0 0 1 0 3 1 

% 100.00 85.93 14.07 1.51 1.01 47.24 3.52 15.08 4.52 20.10 4.52 0.00 0.00 0.50 0.00 1.51 0.50

Referred Applicants

# 17 14 3 1 1 13 2 0 0 0 0 0 0 0 0 0 0 

% 100.00 82.35 17.65 5.88 5.88 76.47 11.76 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 

% 0.00 0.00 0.00 0.00 0.00 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 7 3 0 1 6 2 0 0 1 0 0 0 0 0 0 0 

% 100.00 70.00 30.00 0.00 10.00 60.00 20.00 0.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 157

Table B6T: MISSION-CRITICAL OCCUPATIONS (TEMPORARY) - Distribution by Disability

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

Internal Competitive Promotions (T)

General Business and 

Industry (1101)

Vacancy 

Announcements

# 2 

Estimated Relevant 

Applicant Pool % 100.00 77.00 0.35 22.65 2.79 0.00 0.35 1.74 0.00 0.00 0.00 0.00 0.35 0.00 0.35 0.00 0.00

Internal Applications

# 13 12 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 92.31 0.00 7.69 0.00 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

# 12 11 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 91.67 0.00 8.33 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

Referred Applicants

# 12 11 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 91.67 0.00 8.33 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

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Internal 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
Page 158

New Hires (T)

General Business and 

Industry (1101)

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 159

Internal Competitive Promotions (T)

Economist (0110) 

Vacancy 

Announcements

# 0 

Estimated 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 (T)

Economist (0110) 

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 160

Internal Competitive Promotions (T)

Financial Institution 

Examining (0570)

Vacancy 

Announcements

# 100

Estimated Relevant 

Applicant Pool % 100.00 86.85 1.76 11.40 2.20 0.04 0.20 1.04 0.20 0.08 0.08 0.16 0.16 0.00 0.24 0.00 0.00

Internal Applications

# 841 813 14 14 7 0 1 4 0 0 0 2 0 0 1 0 0 

% 100.00 96.67 1.66 1.66 0.83 0.00 0.12 0.48 0.00 0.00 0.00 0.24 0.00 0.00 0.12 0.00 0.00

Qualified Internal 

Applicants

# 819 791 14 14 7 0 1 4 0 0 0 2 0 0 1 0 0 

% 100.00 96.58 1.71 1.71 0.85 0.00 0.12 0.49 0.00 0.00 0.00 0.24 0.00 0.00 0.12 0.00 0.00

Referred Applicants

# 757 732 13 12 7 0 1 4 0 0 0 2 0 0 1 0 0 

% 100.00 96.70 1.72 1.59 0.92 0.00 0.13 0.53 0.00 0.00 0.00 0.26 0.00 0.00 0.13 0.00 0.00

Interviewed Applicants

# 10 9 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 90.00 0.00 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

Internal Selections

# 204 199 4 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 97.55 1.96 0.49 0.00 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 (T)

Financial Institution 

Examining (0570)

Vacancy 

Announcements

# 5 

Voluntarily Identified

# 923 889 12 22 9 1 0 1 0 0 1 0 0 0 7 0 0 

% 100.00 96.32 1.30 2.38 0.98 0.11 0.00 0.11 0.00 0.00 0.11 0.00 0.00 0.00 0.76 0.00 0.00

Qualified External 

Applicants

# 290 278 5 7 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 95.86 1.72 2.41 0.34 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.34 0.00 0.00

Referred Applicants

# 106 99 2 5 2 0 0 0 0 0 0 0 0 0 2 0 0 

% 100.00 93.40 1.89 4.72 1.89 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.89 0.00 0.00

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External Selections # 57 54 1 2 2 0 0 0 0 0 0 0 0 0 2 0 0 

% 100.00 94.74 1.75 3.51 3.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.51 0.00 0.00
Page 161

Table B6P: MISSION-CRITICAL OCCUPATIONS (PERMANENT) - Distribution by Disability

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

Internal Competitive Promotions (P)

General Business and 

Industry (1101)

Vacancy 

Announcements

# 35

Estimated Relevant 

Applicant Pool % 100.00 77.00 0.35 22.65 2.79 0.00 0.35 1.74 0.00 0.00 0.00 0.00 0.35 0.00 0.35 0.00 0.00

Internal Applications

# 924 786 21 117 28 0 2 5 2 0 4 3 1 1 13 0 2 

% 100.00 85.06 2.27 12.66 3.03 0.00 0.22 0.54 0.22 0.00 0.43 0.32 0.11 0.11 1.41 0.00 0.22

Qualified Internal 

Applicants

# 446 390 4 52 6 0 1 0 1 0 1 2 0 1 3 0 0 

% 100.00 87.44 0.90 11.66 1.35 0.00 0.22 0.00 0.22 0.00 0.22 0.45 0.00 0.22 0.67 0.00 0.00

Referred Applicants

# 420 361 4 55 7 0 2 1 1 0 1 2 0 1 3 0 0 

% 100.00 85.95 0.95 13.10 1.67 0.00 0.48 0.24 0.24 0.00 0.24 0.48 0.00 0.24 0.71 0.00 0.00

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Internal Selections

# 59 45 1 13 1 0 1 1 0 0 0 0 0 0 0 0 0 

% 100.00 76.27 1.69 22.03 1.69 0.00 1.69 1.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 162

New Hires (P)

General Business and 

Industry (1101)

Vacancy 

Announcements

# 7 

Voluntarily Identified

# 364 338 1 25 13 2 1 4 0 0 1 1 0 0 6 0 1 

% 100.00 92.86 0.27 6.87 3.57 0.55 0.27 1.10 0.00 0.00 0.27 0.27 0.00 0.00 1.65 0.00 0.27

Qualified External 

Applicants

# 248 228 1 19 8 2 1 4 0 0 1 1 0 0 1 0 1 

% 100.00 91.94 0.40 0.00 3.23 0.81 0.40 1.61 0.00 0.00 0.40 0.40 0.00 0.00 0.40 0.00 0.40

Referred Applicants

# 69 58 0 11 6 1 0 4 0 0 1 1 0 0 1 0 1 

% 100.00 84.06 0.00 15.94 8.70 1.45 0.00 5.80 0.00 0.00 1.45 1.45 0.00 0.00 1.45 0.00 1.45

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External Selections

# 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 163

Internal Competitive Promotions (P)

Economist (0110) 

Vacancy 

Announcements

# 2 

Relevant Applicant 

Pool % 100.00 81.16 5.80 13.04 2.90 0.00 0.00 1.45 1.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Internal Applications

# 59 54 1 4 2 0 0 0 0 0 0 1 0 0 1 0 0 

% 100.00 91.53 1.69 6.78 3.39 0.00 0.00 0.00 0.00 0.00 0.00 1.69 0.00 0.00 1.69 0.00 0.00

Qualified Internal 

Applicants

# 16 16 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

Referred Applicants

# 16 16 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

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Internal Selections

# 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 164

New Hires (P)

Economist (0110) 

Vacancy 

Announcements

# 1 

Voluntarily Identified

# 153 143 5 5 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 93.46 3.27 3.27 0.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.65 0.00 0.00

Qualified External 

Applicants

# 107 100 3 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 93.46 2.80 3.74 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

Referred Applicants

# 20 20 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

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

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
Page 165

Internal Competitive Promotions (P)

Financial Institution 

Examining (0570)

Vacancy 

Announcements

# 152

Estimated Relevant 

Applicant Pool % 100.00 86.85 1.76 11.40 2.20 0.04 0.20 1.04 0.20 0.08 0.08 0.16 0.16 0.00 0.24 0.00 0.00

Internal Applications

# 1083 1037 13 33 16 1 2 8 1 0 0 1 0 0 4 0 0 

% 100.00 95.75 1.20 3.05 1.48 0.09 0.18 0.74 0.09 0.00 0.00 0.09 0.00 0.00 0.37 0.00 0.00

Qualified Internal 

Applicants

# 888 862 5 21 8 0 0 8 0 0 0 0 0 0 0 0 0 

% 100.00 97.07 0.56 2.36 0.90 0.00 0.00 0.90 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Referred Applicants

# 843 817 5 21 8 0 0 8 0 0 0 0 0 0 0 0 0 

% 100.00 96.92 0.59 2.49 0.95 0.00 0.00 0.95 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Interviewed Applicants

# 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

Internal Selections

# 248 244 1 3 1 0 0 1 0 0 0 0 0 0 0 0 0 

% 100.00 98.39 0.40 1.21 0.40 0.00 0.00 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

New Hires (P)

Financial Institution 

Examining (0570)

Vacancy 

Announcements

# 8 

Voluntarily Identified

# 359 331 9 19 9 0 3 1 1 0 0 2 0 0 2 0 0 

% 100.00 92.20 2.51 5.29 2.51 0.00 0.84 0.28 0.28 0.00 0.00 0.56 0.00 0.00 0.56 0.00 0.00

Qualified External 

Applicants

# 201 185 4 12 4 0 1 1 0 0 0 1 0 0 1 0 0 

% 100.00 92.04 1.99 5.97 1.99 0.00 0.50 0.50 0.00 0.00 0.00 0.50 0.00 0.00 0.50 0.00 0.00

Referred Applicants

# 74 65 3 6 2 0 1 1 0 0 0 0 0 0 0 0 0 

% 100.00 87.84 4.05 8.11 2.70 0.00 1.35 1.35 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 
Page 166

% 0.00 0.00 0.00 0.00 0.00 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

# 24 21 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 

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

# 3703 3153 81 469 78 1 5 36 10 1 4 5 6 0 9 0 1 

% 100.00 85.15 2.19 12.67 2.11 0.03 0.14 0.97 0.27 0.03 0.11 0.14 0.16 0.00 0.24 0.00 0.03

Internal Competitive Promotions (P)

SES or equivalent

Vacancy 

Announcements

# 20

Estimated 

Relevant 

Applicant Pool

% 100.00 87.63 2.14 10.23 2.19 0.00 0.29 1.31 0.15 0.00 0.15 0.00 0.00 0.00 0.29 0.00 0.00

Internal 

Applications

# 516 474 8 34 12 0 2 4 1 0 1 0 0 0 5 0 0 

% 100.00 91.86 1.55 6.59 2.33 0.00 0.39 0.78 0.19 0.00 0.19 0.00 0.00 0.00 0.97 0.00 0.00

Qualified Internal 

Applicants

# 251 236 4 11 3 0 2 1 0 0 0 0 0 0 0 0 0 

% 100.00 94.02 1.59 4.38 1.20 0.00 0.80 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Referred 

Applicants

# 204 192 4 8 3 0 2 1 0 0 0 0 0 0 0 0 0 

% 100.00 94.12 1.96 3.92 1.47 0.00 0.98 0.49 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Interviewed 

Applicants

# 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

Internal Selections

# 15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 93.33 0.00 6.67 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
Page 167

New Hires (P)

SES or equivalent

Vacancy 

Announcements

# 3 

Voluntarily 

Identified

# 135 130 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 96.30 0.00 3.70 0.00 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

# 119 114 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 95.80 0.00 4.20 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

Referred 

Applicants

# 12 12 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

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External 

Selections

# 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 168

Internal Competitive Promotions (P)

GS-15 or 

equivalent

Vacancy 

Announcements

# 128

Estimated 

Relevant 

Applicant Pool

% 100.00 85.19 2.13 12.68 1.76 0.07 0.15 0.66 0.44 0.07 0.00 0.22 0.07 0.00 0.07 0.00 0.00

Internal 

Applications

# 1637 1531 24 82 39 2 4 8 0 0 2 2 0 1 23 0 2 

% 100.00 93.52 1.47 5.01 2.38 0.12 0.24 0.49 0.00 0.00 0.12 0.12 0.00 0.06 1.41 0.00 0.12

Qualified Internal 

Applicants

# 893 853 13 27 13 2 1 5 0 0 2 2 0 1 3 0 1 

% 100.00 95.52 1.46 3.02 1.46 0.22 0.11 0.56 0.00 0.00 0.22 0.22 0.00 0.11 0.34 0.00 0.11

Referred 

Applicants

# 803 764 13 26 13 2 1 5 0 0 2 2 0 1 3 0 1 

% 100.00 95.14 1.62 3.24 1.62 0.25 0.12 0.62 0.00 0.00 0.25 0.25 0.00 0.12 0.37 0.00 0.12

Interviewed 

Applicants

# 10 9 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 90.00 0.00 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

Internal Selections

# 114 109 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 95.61 1.75 2.63 0.00 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

GS-15 or 

equivalent

Vacancy 

Announcements

# 27

Voluntarily 

Identified

# 773 730 10 33 16 2 1 1 0 0 1 2 2 0 7 0 2 

% 100.00 94.44 1.29 4.27 2.07 0.26 0.13 0.13 0.00 0.00 0.13 0.26 0.26 0.00 0.91 0.00 0.26

Qualified External 

Applicants

# 407 386 3 18 9 2 1 0 0 0 0 2 2 0 3 0 1 

% 100.00 94.84 0.74 4.42 2.21 0.49 0.25 0.00 0.00 0.00 0.00 0.49 0.49 0.00 0.74 0.00 0.25

Referred 

Applicants

# 152 146 1 5 3 2 0 0 0 0 0 2 0 0 1 0 0 

% 100.00 96.05 0.66 3.29 1.97 1.32 0.00 0.00 0.00 0.00 0.00 1.32 0.00 0.00 0.66 0.00 0.00

Interviewed 

Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External 

Selections

# 27 22 3 2 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 81.48 11.11 7.41 3.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.70 0.00 0.00
Page 169

Internal Competitive Promotions (P)

GS-14 or 

equivalent

Vacancy 

Announcements

# 196

Estimated 

Relevant 

Applicant Pool

% 100.00 82.49 1.98 15.53 2.61 0.00 0.00 1.15 0.00 0.00 0.21 0.21 0.52 0.00 0.52 0.00 0.00

Internal 

Applications

# 6010 5580 70 360 158 12 8 36 8 2 12 12 6 6 70 0 2 

% 100.00 92.85 1.16 5.99 2.63 0.20 0.13 0.60 0.13 0.03 0.20 0.20 0.10 0.10 1.16 0.00 0.03

Qualified Internal 

Applicants

# 2886 2730 24 132 48 4 2 8 4 0 6 6 2 6 20 0 0 

% 100.00 94.59 0.83 4.57 1.66 0.14 0.07 0.28 0.14 0.00 0.21 0.21 0.07 0.21 0.69 0.00 0.00

Referred 

Applicants

# 2246 2110 16 120 40 2 4 8 4 0 6 6 2 2 16 0 0 

% 100.00 93.94 0.71 5.34 1.78 0.09 0.18 0.36 0.18 0.00 0.27 0.27 0.09 0.09 0.71 0.00 0.00

Interviewed 

Applicants

# 48 48 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 Selections

# 358 340 6 12 4 0 2 2 0 0 2 0 0 0 0 0 0 

% 100.00 94.97 1.68 3.35 1.12 0.00 0.56 0.56 0.00 0.00 0.56 0.00 0.00 0.00 0.00 0.00 0.00

New Hires (P)

GS-14 or 

equivalent

Vacancy 

Announcements

# 30

Voluntarily 

Identified

# 4656 4374 54 228 126 8 8 10 14 4 18 4 8 0 50 0 12

% 100.00 93.94 1.16 4.90 2.71 0.17 0.17 0.21 0.30 0.09 0.39 0.09 0.17 0.00 1.07 0.00 0.26

Qualified External 

Applicants

# 3496 3284 38 174 108 8 6 8 14 2 14 4 6 0 44 0 10

% 100.00 93.94 1.09 4.98 3.09 0.23 0.17 0.23 0.40 0.06 0.40 0.11 0.17 0.00 1.26 0.00 0.29

Referred 

Applicants

# 674 628 4 42 24 4 6 6 0 0 2 4 0 0 8 0 0 

% 100.00 93.18 0.59 6.23 3.56 0.59 0.89 0.89 0.00 0.00 0.30 0.59 0.00 0.00 1.19 0.00 0.00

Interviewed 

Applicants

# 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

External 

Selections

# 78 74 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 94.87 0.00 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
Page 170

Internal Competitive Promotions (P)

GS-13 or 

equivalent

Vacancy 

Announcements

# 262

Estimated 

Relevant 

Applicant Pool

% 100.00 83.17 2.04 14.78 2.73 0.00 0.57 1.48 0.11 0.00 0.23 0.11 0.11 0.00 0.00 0.00 0.11

Internal 

Applications

# 6482 5912 110 460 174 8 14 46 8 2 20 12 4 8 74 0 8 

% 100.00 91.21 1.70 7.10 2.68 0.12 0.22 0.71 0.12 0.03 0.31 0.19 0.06 0.12 1.14 0.00 0.12

Qualified Internal 

Applicants

# 3008 2810 34 164 54 4 6 14 0 0 4 2 2 6 20 0 4 

% 100.00 93.42 1.13 5.45 1.80 0.13 0.20 0.47 0.00 0.00 0.13 0.07 0.07 0.20 0.66 0.00 0.13

Referred 

Applicants

# 2814 2624 28 162 52 4 4 14 0 0 4 2 2 6 18 0 4 

% 100.00 93.25 1.00 5.76 1.85 0.14 0.14 0.50 0.00 0.00 0.14 0.07 0.07 0.21 0.64 0.00 0.14

Interviewed 

Applicants

# 62 56 2 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 90.32 3.23 6.45 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

Internal Selections

# 396 372 4 20 2 0 0 2 0 0 0 0 0 0 0 0 0 

% 100.00 93.94 1.01 5.05 0.51 0.00 0.00 0.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

New Hires (P)

GS-13 or 

equivalent

Vacancy 

Announcements

# 23

Voluntarily 

Identified

# 2516 2342 44 130 48 2 2 12 0 0 20 2 0 0 16 0 8 

% 100.00 93.08 1.75 5.17 1.91 0.08 0.08 0.48 0.00 0.00 0.79 0.08 0.00 0.00 0.64 0.00 0.32

Qualified External 

Applicants

# 1982 1850 36 96 32 2 2 12 0 0 14 2 0 0 8 0 6 

% 100.00 93.34 1.82 4.84 1.61 0.10 0.10 0.61 0.00 0.00 0.71 0.10 0.00 0.00 0.40 0.00 0.30

Referred 

Applicants

# 314 286 0 28 8 0 0 6 0 0 4 0 0 0 2 0 4 

% 100.00 91.08 0.00 8.92 2.55 0.00 0.00 1.91 0.00 0.00 1.27 0.00 0.00 0.00 0.64 0.00 1.27

Interviewed 

Applicants

# 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

External 

Selections

# 46 42 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 91.30 0.00 8.70 0.00 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 171

Table B8: MANAGEMENT POSITIONS (PERMANENT) - Distribution by Disability (Participation Rate)

Upward Mobility to 

Management Positions Total

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disabili

ty (02-

03, 06-

99) 

Perso

ns 

With 

Target

ed 

Disabil

ity

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 % 12.0

0 2.00

Internal Competitive Promotions (P)

Executive Vacancy 

Announcements # 13 

Internal Applications

# 332 303 6 23 8 0 2 3 1 0 0 0 0 0 3 0 0 

% 100.00 91.27 1.81 6.93 2.41 0.00 0.60 0.90 0.30 0.00 0.00 0.00 0.00 0.00 0.90 0.00 0.00

Qualified Internal Applicants

# 202 187 4 11 3 0 2 1 0 0 0 0 0 0 0 0 0 

% 100.00 92.57 1.98 5.45 1.49 0.00 0.99 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Referred Applicants

# 156 144 4 8 3 0 2 1 0 0 0 0 0 0 0 0 0 

% 100.00 92.31 2.56 5.13 1.92 0.00 1.28 0.64 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 

% 0.00 0.00 0.00 0.00 0.00 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

# 9 8 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 88.89 0.00 11.1

1 0.00 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 (P)

Executive Vacancy 

Announcements # 1 

Voluntarily Identified

# 75 72 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 96.00 0.00 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

Qualified External Applicants

# 74 71 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 95.95 0.00 4.05 0.00 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 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

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External Selections # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 
Page 172

Table B8: MANAGEMENT POSITIONS (PERMANENT) - Distribution by Disability (Participation Rate)

Upward Mobility to 

Management Positions Total

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disabili

ty (02-

03, 06-

99) 

Perso

ns 

With 

Target

ed 

Disabil

ity

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)

Internal Competitive Promotions (P)

Manager Vacancy 

Announcements # 17 

Internal Applications

# 472 439 9 24 9 0 0 1 0 0 1 0 0 0 6 0 1 

% 100.00 93.01 1.91 5.08 1.91 0.00 0.00 0.21 0.00 0.00 0.21 0.00 0.00 0.00 1.27 0.00 0.21

Qualified Internal Applicants

# 319 304 7 8 4 0 0 1 0 0 1 0 0 0 1 0 1 

% 100.00 95.30 2.19 2.51 1.25 0.00 0.00 0.31 0.00 0.00 0.31 0.00 0.00 0.00 0.31 0.00 0.31

Referred Applicants

# 318 303 7 8 4 0 0 1 0 0 1 0 0 0 1 0 1 

% 100.00 95.28 2.20 2.52 1.26 0.00 0.00 0.31 0.00 0.00 0.31 0.00 0.00 0.00 0.31 0.00 0.31

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Internal Selections

# 17 17 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.0

0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

New Hires (P)

Manager Vacancy 

Announcements # 1 

Voluntarily Identified

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Qualified External Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Referred Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External Selections

# 1 0 1 0 0 0 0 0 0 0 0 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 173

Internal Competitive Promotions (P)

Supervisor Vacancy 

Announcements # 402

Internal Applications

# 816 765 10 41 21 0 4 6 0 0 2 0 0 1 10 0 1 

% 100.00 93.75 1.23 5.02 2.57 0.00 0.49 0.74 0.00 0.00 0.25 0.00 0.00 0.12 1.23 0.00 0.12

Qualified Internal Applicants

# 441 423 4 14 7 0 1 4 0 0 1 0 0 1 2 0 0 

% 100.00 95.92 0.91 3.17 1.59 0.00 0.23 0.91 0.00 0.00 0.23 0.00 0.00 0.23 0.45 0.00 0.00

Referred Applicants

# 373 356 4 13 7 0 1 4 0 0 1 0 0 1 2 0 0 

% 100.00 95.44 1.07 3.49 1.88 0.00 0.27 1.07 0.00 0.00 0.27 0.00 0.00 0.27 0.54 0.00 0.00

Interviewed Applicants

# 11 10 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 90.91 0.00 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

Internal Selections

# 55 51 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 92.73 3.64 3.64 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

New Hires (P)

Supervisor Vacancy 

Announcements # 54

Voluntarily Identified

# 235 218 3 14 6 0 0 0 0 0 0 0 2 0 3 0 1 

% 100.00 92.77 1.28 5.96 2.55 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.85 0.00 1.28 0.00 0.43

Qualified External Applicants

# 199 184 2 13 6 0 0 0 0 0 0 0 2 0 3 0 1 

% 100.00 92.46 1.01 6.53 3.02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.01 0.00 1.51 0.00 0.50

Referred Applicants

# 17 17 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

Interviewed Applicants

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0.00

External Selections

# 10 9 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 90.00 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 0.00
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT B

FDIC EEO POLICY

Attachment B: FDIC EEO Policy
EQUAL EMPLOYMENT OPPORTUNITY POLICY STATEMENT

October 22, 2020 

When I joined the FDIC two years ago, I affirmed my commitment to a workforce that is diverse and inclusive,

reflecting the communities we serve, and respecting the value and contributions of all employees. Since then, 

we have steadily increased diversity across the organization, but the journey to truly eliminate inequality

continues. 

I welcome this opportunity to reaffirm my commitment to the principles of equal opportunity, nondiscrimination, diversity and inclusion (D&I), and equal access for all individuals across all our activities. 

The FDIC will continue its work to uphold equal opportunity for all employees and applicants for employment 

regardless of race, religion, color, sex (including pregnancy, gender identity, and sexual orientation), national 

origin, disability, age, and genetic information.

This commitment will be reflected in all of the FDIC’s personnel and employment programs, management 

practices, and decisions, including our recruitment and hiring; promotions, transfers, and reassignments; 

training and career development; benefits; and more. We will provide reasonable accommodations to 

employees and applicants with disabilities, and for religious observances and practices, to ensure a fair and 

level playing field for all.

The FDIC does not tolerate discrimination, harassment (including sexual harassment), or retaliation, and 

every allegation of these unlawful behaviors is taken seriously. FDIC managers and supervisors must address 

harassment allegations immediately and appropriately.

Employees should avail themselves of the resources available, including the EEO complaint process, if they 

are being treated unfairly. Retaliation against individuals for their participation in the EEO complaint process 

or opposition to discriminatory practices is prohibited. 

Earlier this year, I announced a number of specific initiatives we have undertaken to increase diversity in our

 to create a culture of excellence that supports and sustains high performance, 

to educate all employees on the importance of D&I, and to identify and eliminate barriers to successfully 

meeting our strategic D&I objectives. This work will continue and as we cultivate an FDIC that is accessible, 

inclusive, and diverse—that treats everyone with dignity and respect and embraces 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.

__________________________________

Jelena McWilliams 

Chairman
Federal DepositInsurance Corporation

550 17th Street NW, Washington, DC 20429 Office of the Acting Chairman

DATE: April 26, 2022

TO: All FDIC Employees

FROM: Martin J. Gruenberg

Acting Chairman

SUBJECT: Equal Employment Opportunity (EEO) Policy Statement

Once again, I am pleased to reaffirm the FDIC's commitment to the principles of equal employment 

opportunity for all employees and applicants for employment, regardless of race, religion, color, sex 

(including pregnancy, gender identity and sexual orientation), national origin, age, genetic information, 

or disability. It is the FDIC's policy to provide every individual with an equal opportunity in all our 

employment programs, management practices, decisions, and business activities and to prohibit 

discrimination in all aspects of personnel operations (including but not limited to recruitment, hiring, 

merit promotion, transfer, reassignment, training and career development, benefits, and separation).

I expect every FDIC employee - staff and supervisors alike -to continue our steadfast efforts to ensure

that the FDIC is a model workplace and employer of choice. A core strength of the FDIC is its

extraordinary staff who are dedicated to accomplishing the FDIC's statutory mission. It is essential that 

we continue to cultivate a workplace culture of excellence that is inclusive and supportive of diversity, 

and is safe and free from hostility or harassment. We must continue to conduct ourselves with 

professional courtesy and advance the principles of workplace access and inclusion.

Such a workplace treats everyone with dignity and respect, embraces our differences, and allows the 

freedom to compete equally on a fair and level playing field. That is something we must work toward 

daily, and I ask all FDIC employees to assist in accomplishing this goal. I am confident that all of you will

become familiar with, and adhere to, the EEO principles andaffirm our zero tolerance for prohibited, 

discriminatory behavior. Managers and supervisors will address discrimination and harassment 

allegations immediately and appropriately.

Workplace harassment, and reprisal against one who engages in protected activity, will not be tolerated.

The FDIC will correct any harassing conduct before it becomes severe or pervasive, and will support 

employees who exercise their rights under the civil rights statutes.

For more information about the FDIC Equal Employment Opportunity and Anti-Harassment programs, 

including information on freedom from reprisal for those who engage in protected activity, please take the time 

to read Circular 2710.1 and Circular 2710.03. Bargaining unit employees may wish to review the grievance 

procedures included in the FDIC-NTEU Collective Bargaining Agreement related to equal employment 

opportunity. 
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT C

FDIC Organizational Chart

Attachment C: FDIC Organizational Chart
Deputy to the Chairman & 

Chief Operating Officer

Dan Bendler

Division of

Information Technology

Office of Chief Information

Security Officer

Zachary Brown

CISO & Director of OCISO

Office of Legislative Affairs

Andy Jiminez

Director

Division of Resolutions & 

Receiverships

Maureen Sweeney

Director

Legal Division

Harrel Pettway

General Counsel

Corporate University

Suzannah L. Susser

Director & Chief Learning 

Officer

Office of Communications

Amy Thompson

Director

Division of Risk

Management Supervision

Doreen Eberley

Division of Depositor &

Consumer Protection

Mark E. Pearce

Director

Chief Information Officer

& Chief Privacy Officer

Sylvia Burns

Division of Administration

Dan Bendler

Director

General Counsel

Harrel Pettway

Federal Deposit Insurance Corporation

FDIC

Chairman (Acting)

Martin J. Gruenberg

Chairman

Rev. 02/22/2022

Deputy to the Chairman 

for Consumer 

Protection

& Innovation

Leonard Chanin

FDiTech

Vacant

Chief Innovation Officer

Deputy to the Chairman 

for Financial Stability

Arthur Murton

Division of Insurance & 

Research

Diane Ellis

Director

Division of Complex 

Institution Supervision & 

Resolution

John P. Conneely

Director

Office of Risk Management 

& Internal Controls

Marshall Gentry

Director

Deputy to the Chairman &

Chief Financial Officer

Bret D. Edwards

Division of Finance

Office of

Inspector General

Jay N. Lerner

Office of Minority &

Women Inclusion

Nikita Pearson

Director

Office of the Ombudsman

M. Anthony Lowe

Ombudsman

Deputy to the Chairman

for External Affairs

Nikita Pearson

Chief of Staff

Kymberly Copa
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT D

FDIC Circular 2710.03 – Anti-Harrassment Program

Attachment D: FDIC Circular 2710.03 - Anti-Harrassment Program
FDIC DIRECTIVE 2710.03

Nikita Pearson

Director

Office of Minority and Women Inclusion

See approval(s) on Action Log

Anti-Harassment Program

The Anti-Harassment Program is implemented in accordance with the legal requirements of the

applicable laws, regulations, and guidance provided by the Equal Employment Opportunity

Commission (EEOC).

PURPOSE

This Directive establishes the policies regarding anti-harassment in the workplace or at FDICsanctioned activities and events, including those outside of the workplace. This Directive

supports the FDIC’s commitment to maintaining a workplace free from harassment.

SCOPE

This Directive applies to all FDIC Divisions/Offices. 

AUTHORITIES 

See Appendix - Authorities

FORM(S)

None. 

REVISION(S) 

This Directive supersedes FDIC 2710.3, Anti-Harassment Program, dated March 29, 2021. 
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Action Log

Submission Type

(New, Pedestrian Change, 

Revision)

Date Approved through Directives Management Center

Revision 03/29/2021 Nikita Pearson

Pedestrian Change 06/13/2021 Nikita Pearson

Summary of Changes (if applicable)

Updated to:

 Include terminology related to sexual harassment in the examples provided in the

definition of harassment.

 Include Labor and Employee Relations Section (LERS) HR Specialists as points of

contact to report harassment.

 Correct contact information for the Anti-Harassment Program Coordinator.

 Clearly identify the Anti-Harassment Program Coordinator roles and responsibilities.

 Include Legal Division responsibilities.

 Provide for notification to the person reporting the harassment and alleged harasser that

the investigation has been completed.

 Take preventive/corrective action, as appropriate, no later than 60 days of receiving

notice of a report of harassment.

 Initiate an investigation within ten calendar days of receiving the report of harassment.

 Upon approval, this Directive will be renumbered to 2710.03.

Pedestrian Change to:

 Update “gender” to “sex” in the Policy Section; and

 Update “prompt” to “immediate” in the Policy Section B.3.
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Table of Contents

Action Log.................................................................................................................................. 2 

Summary of Changes (if applicable) .......................................................................................... 2 

Table of Contents....................................................................................................................... 3 

Background................................................................................................................................ 4 

Policy ......................................................................................................................................... 5 

A. General Policy .......................................................................................................... 5 

B. Reporting Process .................................................................................................... 6 

Responsibilities .........................................................................................................................10

A. Managers/Supervisors.............................................................................................10

B. Employees...............................................................................................................10

C. Anti-Harassment Program Coordinator....................................................................10

D. Labor and Employee Relations Section ...................................................................11

E. Labor, Employment and Administration Section.......................................................11

F. Contracting Officers.................................................................................................12

Appendix - Authorities...............................................................................................................13

Appendix – Contact Information ................................................................................................14

Glossary of Terms.....................................................................................................................15

Glossary of Acronyms...............................................................................................................17
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Background 

The FDIC is committed to providing its employees with a workplace that is free of harassment. 

The Office of Minority and Women Inclusion (OMWI) Director has the delegated responsibility 

for the FDIC diversity and inclusion, civil rights, and minority and women outreach programs. 

These programs ensure the FDIC workplace is inclusive, free from unlawful discrimination and 

harassment, and provides equal opportunity and access to all employment and business 

activities.

The goal of this Directive is to provide employees with an internal process to report harassment. 

Employees need not assert that the harassment rises to a level prohibited by Title VII of the Civil 

Rights Act or other civil rights statutes, or that the harassment is based on membership in a 

protected class. This Directive provides examples of conduct that could constitute harassment 

prohibited by this Directive, and explains the rights and responsibilities of all employees and the 

FDIC’s system of accountability for violations of this Directive. 
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Policy

A. General Policy

It is the policy of the FDIC to maintain a workplace free from all forms of harassment, 

including but not limited to harassment based on race, color, religion, sex (including sexual 

or nonsexual, pregnancy, gender identity, or sexual orientation), national origin, disability 

(physical and 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 (for participating in the EEO complaint 

process or opposing discriminatory practices). The FDIC will not tolerate harassment by or 

against any applicant, employee, or contractor. Similarly, the FDIC will not tolerate 

retaliation against any applicant, employee, or contractor for opposing harassment, reporting 

harassment, or participating or assisting in any inquiry, investigation, lawsuit, or other 

proceeding concerning harassment. The FDIC expects anyone who witnesses or is the 

alleged victim of harassment to report it immediately, consistent with the Reporting Process

provided.

Harassment is any verbal or non-verbal conduct that is unwelcome to the individual and 

objectively offensive. For workplace harassment to be illegal, it must be either severe or 

pervasive, and based on a characteristic protected by a law enforced by the EEOC (e.g., 

Title VII of the Civil Rights Act). However, conduct need not rise to the level of illegal 

harassment to be prohibited by this Directive. For purposes of this Directive, this conduct 

will be referred to as “harassment.” 

The following are some examples of harassment prohibited by this Directive:

 Offensive jokes, comments, objects, or pictures. 

 Unwelcome questions about a person’s identity (e.g., disability status, gender identity, 

sexual orientation, national origin, religion). 

 Undue and unwelcome attention. 

 Ridicule or mockery. 

 Displaying offensive objects or pictures. 

 Insults or put-downs. 

 Unwelcome touching or contact. 

 Unwelcome sexual advances.
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 Requests for sexual favors.

 Other verbal or physical harassment of a sexual nature.

 Slurs, epithets, or name-calling.

 Threats or other forms of intimidation.

 Physical or sexual assault.

 Engaging in bullying, intimidating, or threatening behavior.

To maintain a workplace free from harassment, FDIC management will take appropriate 

actions to address allegations of harassment made against non-employees such as staff at 

examination sites, contract workers, security guards, and delivery or maintenance staff.

Any FDIC employee who engages in conduct prohibited by this Directive is subject to 

disciplinary action, up to and including removal from Federal service.

In most cases, harassment does not include ordinary supervisory actions, such as telling an 

employee that they are not performing a job adequately. Generally, allegations concerning 

performance issues, impolite behavior, or personality conflicts will not fall under this 

Directive. Also, occasional and innocuous compliments generally will not constitute 

harassment, but rather reflect the reality of human experience and common courtesy.

This Directive is not intended to stand in isolation of other policies and tools available to 

remedy workplace disputes. FDIC employees involved in a workplace dispute may raise 

such issues through alternative means, such as the Internal Ombudsman’s Office, FDIC’s 

Alternative Dispute Resolution program, or the negotiated or administrative grievance 

procedures.

B. Reporting Process

1. Reporting Alleged Harassment

a. Individuals who observe, experience, or otherwise learn about harassment covered

under this Directive are expected to promptly report the conduct to any of the

following:

1) The alleged victim’s immediate supervisor;

2) The supervisor of the person responsible for the alleged conduct;

3) Any management official with supervisory responsibility;
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4) Anti-Harassment Program Coordinator (AHPC);

5) LERS Assistant Director; or

6) Any LERS Specialist.

When allegations of harassment are received, notify AHPC immediately. 

b. To fulfill the objectives of this Directive, an individual who has alleged harassment in

connection with an EEO complaint, a negotiated or administrative grievance, a

complaint filed with the Office of Special Counsel, or an appeal filed with the Merit

Systems Protection Board, will be deemed to have reported alleged harassment

under this Directive.

If employees raise allegations of harassment to the Internal Ombudsman’s Office (IOO), 

they will be provided with a safe place to explore their concerns, advised to review this 

Directive, and referred to the AHPC, as appropriate. However, because of the unique 

role of the IOO, raising allegations of harassment with the IOO does not constitute notice 

to the FDIC under this policy.

2. Processing/Investigation of Allegations

a. When the AHPC receives a report of harassment, the AHPC:

1) Contacts the individual making the report to explain the investigative process and

schedule an intake call to gather preliminary information about the allegations.

2) Once the intake process is completed and the allegations are received, refers the

matter to LERS.

3) Reports allegations related to the Office of Inspector General (OIG) to OIG’s

Director, Office of Human Resources for appropriate action pursuant to OIG

procedure.

4) Notifies the appropriate contracting officer of allegations of harassment involving

contract workers.

b. LERS and Labor, Employment and Administration Section (LEAS) review the

allegations to determine whether they are covered by this Directive. If so, LERS and

LEAS, in consultation with the appropriate management official(s), must determine

whether immediate corrective action is necessary to address the allegations. If such

action is necessary, it will be effectuated as promptly as possible.
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In consultation with the appropriate management official(s), LERS and LEAS determines 

whether additional investigation of the allegations is appropriate. If so, they initiate an 

investigation no later than 10 calendar days of receiving the report of harassment. All 

parties—including the reporting party (and the alleged victim of the alleged harassing 

conduct, if different from the reporting party), the alleged harasser, and any others

involved—are required to cooperate with an investigation so it can be conducted in a

prompt, thorough, and fair manner. A witness who fails to cooperate may be subject to

disciplinary action, up to and including removal from Federal service.

The identity of the person reporting the harassment, the alleged harasser, and other

witnesses interviewed in connection with an investigation under this Directive, as well as the 

information they provide during the investigation, are kept confidential to the extent possible.

However, confidentiality cannot be guaranteed in light of the Agency’s obligations to conduct

a thorough and comprehensive investigation and maintain a harassment-free workplace.

An individual who reports harassment under this Directive may still pursue statutory,

administrative, or collective bargaining remedies regarding an alleged act of harassment

(e.g., EEO complaint). Such other remedial processes use different procedures, have 

different rules, requirements, and timeframes, and may provide different remedies than are

available under this Directive. Reporting harassment under this Directive does not satisfy

the requirements or delay the time limits or deadlines applicable for initiating or pursuing

redress through other processes. For more information on filing an EEO complaint, 

employees should visit the OMWI website. Individuals can find contact information for the 

FDIC’s Equal Opportunity Compliance and Training Branch in OMWI's FDIC AntiHarassment Program webpage. 

Within five business days of the conclusion of an investigation, the Fact Finder notifies the 

person reporting the harassment and the alleged harasser that the investigation has been 

completed. Such notifications are retained in the official investigative file. Consistent with 

the Privacy Act, information about decisions to take or not take disciplinary action generally 

are not disclosed. 

3. Preventive/Corrective Action

The Fact Finder provides the investigative findings to the appropriate management

official. In most cases, this will be the alleged harasser’s immediate supervisor.

However, the matter may be referred to a manager outside of the alleged harasser’s

chain of command. FDIC management, in consultation with LERS and LEAS,

determines what, if any, action to take as a result of the findings. If harassment has
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occurred, the FDIC takes immediate, appropriate action. The FDIC takes action no later 

than 60 calendar days of receiving notice of a report of harassment, as appropriate. 
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Responsibilities

A. Managers/Supervisors:

1. Do not engage in harassment or retaliatory conduct;

2. Immediately report allegations of harassment to the AHPC;

3. Participate and cooperate in the investigation process;

4. Take immediate action to stop/correct any harassment or retaliatory conduct;

5. Attend mandatory anti-harassment training;

6. Fully cooperate in an inquiry or fact-finding concerning an allegation of harassment; and

7. Comply with all applicable guidance and procedures referenced in this Directive.

B. Employees:

1. Do not engage in harassment;

2. Immediately report allegations of harassment to a management official, the AHPC, or a

LERS Human Resources (HR) Specialist; and

3. Fully cooperate in an inquiry or fact-finding concerning an allegation of harassment.

C. AHPC:

1. Oversees the FDIC’s Anti-Harassment Program;

2. Serves as a subject matter expert about issues related to this Directive;

3. Provides mandatory training for all managers and supervisors on how to identify and

respond to incidents of harassment in the workplace;

4. Provides training for all employees about the anti-harassment policy and reporting

procedures;

5. Coordinates program implementation with LERS, LEAS, and other Divisions/Offices, as

appropriate;
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6. Advises and provides technical assistance to managers and supervisors in preventing

and addressing allegations of harassment;

7. Monitors program effectiveness by maintaining a system to track allegations and actions

taken;

8. Recommends program changes for enhancement;

9. Works with other FDIC program officials to effectively prevent and eliminate harassment

in the workplace through a continuing education program;

10. Develops preventive strategies based on any identified trends, and maintains relevant

documents collected in the fact finding inquiry in accordance with FDIC Directive

1210.01, Records and Information Management Program;

11. Receives, gathers, and provides data required for reporting on allegations of harassment

to the EEOC, other oversight agencies, or Congress; and

12. Ensures the Anti-Harassment Program policies and procedures are posted on the FDIC

internal website and publicized throughout FDIC, including providing the policy and

procedures to employees.

D. LERS:

1. In collaboration with LEAS, serves as Fact Finder to conduct investigations of allegations

of harassment, where appropriate;

2. In collaboration with LEAS, provides advice and guidance to management on

appropriate preventive or corrective action(s) to take in connection with allegations of

harassment;

3. In collaboration with LEAS, notifies the AHPC when an investigation has been concluded

within five business days after its completion, provides the AHPC with a summary of the

findings, and identifies what, if any, corrective action was taken; and

4. Notifies the individual reporting the harassment and the alleged harasser when an

investigation has been concluded within five business days after its completion.

E. LEAS:

1. In collaboration with LERS, serves as Fact Finder to conduct investigations of

allegations of harassment, where appropriate;
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2. In collaboration with LERS, provides advice and guidance to management on

appropriate preventive or corrective action(s) to take in connection with allegations of

harassment; and

3. In collaboration with LERS, notifies the AHPC when the investigation of an allegation of

harassment is completed, a summary of the findings, and what, if any, corrective action

was taken in connection with EEO conflict cases.

F. Contracting Officers:

Consult with the AHPC, LERS, and LEAS upon receiving an allegation of harassment from a

contractor.
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Appendix - Authorities

 Equal Employment Opportunity Commission (EEOC) Management Directive (MD) 715

 Section 717, of Title VII of the Civil Rights Act of 1964, as amended, 42 United States

Code (U.S.C.) § 2000e-16

 Section 501, of the Rehabilitation Act of 1973, as amended, 29 U.S.C. § 791

 The Age Discrimination in Employment Act of 1967, as amended, 29 U.S.C. §§ 621-634

 Genetic Information Nondiscrimination Act of 2008

 The Federal Labor-Management Relations Statute; 5 U.S.C. §§ 7101-7135

 Uniformed Services Employment and Reemployment Act of 1994; 38 U.S.C. §§ 4301-

4335

 Executive Order (E.O.) 11478, Equal Employment Opportunity in the Federal

Government

 E.O. 13087, Further Amendment to Executive Order 11478, Equal Employment

Opportunity in the Federal Government

 E.O. 13145, To Prohibit Discrimination in Federal Employment Based on Genetic

Information

 E.O. 13152, Further Amendment to Executive Order 11478, Equal Employment

Opportunity in Federal Government

 E.O. 13672, Prohibiting Discrimination Based on Sexual Orientation and Gender Identity

by Contractors and Subcontractors
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Appendix - Contact Information

Employees can contact the AHPC at Anti-Harassment@fdic.gov, and can find additional contact 

information on the FDIC internal website. 

FDIC’s Equal Opportunity Compliance and Training Branch in OMWI is available on the FDIC 

internal website.

For information on filing an EEO complaint, employees should visit the OMWI website or 

https://www.fdic.gov/about/diversity/eo/formalpro.html (FDIC.gov – FDIC external website). 
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Glossary of Terms 

Term Definition

Anti-Harassment Program 

Coordinator (AHPC)

The designated employee responsible for overseeing 

the implementation of the Anti-Harassment Program. 

Conduct Prohibited by this Directive

(“Harassment”)

Verbal or non-verbal conduct which is unwelcome to 

the individual and objectively offensive. For workplace 

harassment to be illegal, it must be either severe or 

pervasive, and based on a characteristic protected by 

a law enforced by the EEOC (e.g., Title VII of the Civil 

Rights Act). However, conduct need not rise to the 

level of illegal harassment to be prohibited by this 

Directive. For purposes of this Directive, this conduct 

will be referred to as “harassment.” 

The following are some examples of harassment 

prohibited by this Directive:

 Offensive jokes, comments, objects, or pictures. 

 Unwelcome questions about a person’s identity 

(e.g., disability status, gender identity, sexual 

orientation, national origin, religion). 

 Undue and unwelcome attention. 

 Ridicule or mockery. 

 Displaying offensive objects or pictures. 

 Insults or put-downs. 

 Unwelcome touching or contact. 

 Unwelcome sexual advances.

 Requests for sexual favors. 

 Other verbal or physical harassment of a sexual 

nature. 

 Slurs, epithets, or name-calling. 
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Term Definition

 Threats or other forms of intimidation.

 Physical or sexual assault. 

 Engaging in bullying, intimidating, or threatening 

behavior. 

Fact Finder

An individual assigned to conduct a prompt, 

independent, thorough, and impartial investigation into 

alleged harassment. The Fact Finder generally will be 

a Human Resources Specialist in LERS, but a Fact 

Finder may also be another appropriate official 

depending on the circumstances, e.g., conflict of 

interest situations.
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Glossary of Acronyms

Acronym Definition

AHPC Anti-Harassment Program Coordinator

EEOC Equal Employment Opportunity Commission

LEAS Labor, Employment and Administration Section (Legal 

Division)

LERS Labor and Employee Relations Section (Division of 

Administration)

OIG Office of Inspector General

OMWI Office of Minority and Women Inclusion
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT E

FDIC Strategic Plan

Attachment E: FDIC Strategic Plan

1 | Page

CONTENTS

CHAIRMAN’S MESSAGE ........................................................................................................2

MISSION, VISION, AND VALUES .............................................................................................3

Mission 3

Vision 3

Values 3

THE FDIC AND THE BANKING INDUSTRY: PERSPECTIVE AND OUTLOOK .....................................4

Introduction 4

The Impact of the Economy 5

Other Major Strategic Challenges 7

THE FDIC’S MAJOR PROGRAMS ...........................................................................................10

Insurance Program 11

Supervision Program 15

Supervision Program – Risk Management 17

Supervision Program – Consumer Protection and Economic Inclusion 21

Supervision Program – Resolution Planning 24

Receivership Management Program 27

Office of Inspector General ................................................................................................29

Appendices ......................................................................................................................30

Appendix A: The FDIC’s Strategic Planning Process 30

Appendix B: Enterprise Risk Management 32

Appendix C: The FDIC’s Use of Research, Data, and Analysis to Support Evidence-Based Policy 

Making and Program Management 33
2 | Page

CHAIRMAN’S MESSAGE

The Federal Deposit Insurance Corporation’s 2022–2026 Strategic Plan will guide our efforts to carry 

out the agency’s mission, including maintaining 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. This plan was approved by the Board of Directors on December 14, 2021. 

This strategic plan comes at a moment of inflection for the agency and for our country as we move 

into our “new normal” amidst the ever-evolving pandemic. Since FDIC insurance began in 1934, we 

have protected bank depositors and buttressed trust in our banking system as our nation faced 

challenges large and small.

In this 2022–2026 Strategic Plan, we outline our strategic goals and objectives, and the means and 

strategies we will use to achieve them. We also identify challenges associated with a post-pandemic 

economy in the years to come. In turn, this strategic plan will be implemented through annual 

performance plans with goals, indicators, and targets for each strategic objective. Our goals are 

ambitious and our success is crucial to individuals, households, businesses, and communities across 

the country. 

I want to thank the FDIC workforce for their continued dedication and resilience during the pandemic. 

Their hard work has allowed the agency to achieve its mission during these unprecedented times and 

to move forward on important new initiatives, including encouraging innovation, supporting 

community and mission-driven banks, and fostering a banking system that can meet the needs of 

business and consumers across our nation. 

Jelena McWilliams

Chairman
3 | Page

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, 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.
4 | Page

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 failure of an insured 

depository institution (IDI). The FDIC acts as 

receiver for IDIs that fail, and has resolution 

planning responsibilities for large, complex 

financial institutions. 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 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, to resolve failed IDIs in the 

manner least costly to the DIF, and to provide 

depositors with timely 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 3,171 $4,206,831

OCC 1,019 $15,082,333

FRB 724 $3,962,496

TOTAL 4,914 $23,251,660

Source: Quarterly Banking Profile. Data as of 9/30/2021.
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The FDIC is responsible for monitoring and 

assessing risks posed by, and planning for the 

resolution of, large, complex financial 

institutions (LCFIs) under authority derived 

from the Federal Deposit Insurance Act (FDI 

Act) and the Wall Street Reform and Consumer 

Protection Act (Dodd-Frank Act). As part of this 

work, 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 in the event of 

financial distress; and, under specified 

circumstances, administer the orderly 

liquidations of covered financial companies. 

The Receivership Management Program 

encompasses activities undertaken by the 

FDIC, in its capacity as receiver, to maximize 

net recoveries to the creditors of receiverships.

Over the next four years, the FDIC will face 

numerous issues and challenges in each of 

these major programs associated with a postpandemic economy and related impacts to the 

financial services industry and consumer and 

business preferences. 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.

As of third quarter 2021, the United States had 

regained the output lost from a deep recession 

that occurred in early 2020 caused by the 

Coronavirus Disease 2019 (COVID-19) 

pandemic. Significant government stimulus 

for individuals and small businesses in 2020 

and 2021 helped support the economy, with 

most programs ending in third quarter 2021. 

Restrictions on economic activity eased and 

vaccination rates improved in 2021, which 

further contributed to stronger economic 

growth. Consumer spending remains strong. 

In aggregate, household balance sheets 

remained resilient and household wealth 

increased from rising home prices and stock 

market valuations. Business investment 

continued to recover and returned to prepandemic levels. However, business and 

economic activity were constrained by supply 

chain bottlenecks and shortages. These factors 

along with stronger consumer demand 

contributed to higher inflation in 2021. Overall, 

the economic outlook is for continued 

moderate growth, although uncertainty 

remains, as lingering supply chain issues feed 

into inflationary pressures and businesses and 

individuals adjust to changes as the pandemic 

evolves. 

Banks generally entered this period of 

disruption with strong asset quality and capital 
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and liquidity ratios, and were able to serve as a 

source of strength for the economy, 

individuals and small businesses throughout 

the global health epidemic.

Although loan balances contracted between 

the first quarter 2020 and the first quarter 

2021, the first such annual contraction since 

the third quarter 2011, financial institutions 

supported the economic recovery with lending 

through the first and second rounds of the 

Paycheck Protection Program and by working 

with impacted borrowers. The decline in loan 

volume and the persistent low interest rate 

environment caused contraction in the 

average net interest margin, which set three 

record lows over the past year. In contrast, 

deposits grew at unprecedented rates over the 

same period. In third quarter 2021, banks 

reported modest improvement in the average 

net interest margin supported by loan growth.

Despite these challenges, the banking industry 

remains resilient. Strong capital and liquidity 

levels support lending and help protect against 

potential losses. Industry-wide profitability (as 

measured by return on assets) remains strong. 

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 economic uncertainty continue to pose 

challenges for many institutions. 

Overall, the industry must manage interestrate risk, liquidity risk, and credit risk carefully 

to remain on a long-term, sustainable growth 

path.

The United States experienced the sharpest 

economic contraction in the post-WWII period 

in early 2020 with the sudden onset of the 

COVID-19 pandemic, and the unemployment 

rate reached double-digit levels. The resulting 

recession ended a period of subdued but 

sustained economic growth since the last 

recession ended in mid-2009. The subsequent 

labor market weakness, business closures, and 

lower interest rates all posed challenges to 

banks. Conditions improved considerably in 

2021, helped by expansive fiscal and monetary 

policy implemented in 2020 and 2021 to 

support businesses and consumers, the rollout

of vaccines, and reduced pandemic-related 

restrictions in economic activity. However, 

this economic environment has posed several 

key challenges for the banking industry. The 

economic outlook remains uncertain and 

depends on the path of the pandemic as well 

as the outlook for fiscal and monetary policy in 

their effects on economic activity and interest 

rates.

As of third quarter 2021, banks generally 

maintained strong asset quality, capital, and 

liquidity positions. Annual loan growth slowed 

in recent quarters; however, remains positive. 

Industry-wide profitability (as measured by the 

return on assets ratio) has been trending up, 

and the majority of banks report year-overyear growth in quarterly net income. The 

growth in net income is due to reductions in 
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provisions for credit losses. The number of 

problem institutions remains near the lowest 

level since 2008. 

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 91 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 39 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 banks continue to face 

competitive challenges from non-community 

banks and non-bank financial technology 

competitors. 

1

 Based on the definition of community banks in the FDIC Community Banking Study, 2012.

Regional Banks

Regional banks have continued to grow in 

number, assets, and complexity. FDIC 

supervises a growing percentage of the 

regional bank universe, as community banks 

continue to merge and grow organically. FDIC 

also has both insurance risk monitoring and 

back-up supervisory responsibilities for the 

remaining regional banks. Similar to 

community bankers, regional banks face 

competitive challenges from large, complex 

financial institutions and non-bank technology 

competitors. An increasing number of regional 

banks have less traditional business models, 

including for example monoline operations, 

concentrated lending or funding operations, 

nationwide lending platforms, and other niche 

activities. 

Large, Complex Financial Institutions

(LCFIs). Although the FDIC is not the primary 

federal regulator for most large, 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 that have highly diverse business 

strategies and complex legal and business 

structures that necessitate ongoing 

monitoring of their risks. These risks are 

intertwined among both their insured and 
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uninsured subsidiaries, and the largest and 

most complex of these companies have 

significant international operations and 

interdependent counterparty relationships 

with one another that increase their 

complexity and risk.

Innovation, Information Technology, and 

Cybersecurity. Some banks have responded 

to the previously discussed economic 

challenges by investing in innovative 

technologies to boost profitability through 

reduced overhead expenses. Others are 

offering new services to their customers by 

partnering with technology companies on the 

front lines of innovation, or by adopting new 

technologies themselves. Cybersecurity 

threats continue to pose risks to banks, 

businesses, consumers, financial markets, and 

the FDIC. Some institutions are leveraging 

innovative technology solutions to enhance 

their resilience to a cybersecurity attack. 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 2019 FDIC 

survey, 5.4 percent of U.S. households did not 

have an account at an IDI.

2

 

The FDIC recognizes that public confidence in

the banking system is strengthened when 

2 2015 National Survey of Unbanked and Underbanked Households, October 2016, October 2020. The survey found that 5.4 

percent of U.S. households (7.1 million households) did not have a bank or credit union account in 2019. 

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 promote greater economic inclusion and 

financial well-being by helping more 

underserved households and communities 

benefit from the products and services of FDICinsured institutions. The FDIC’s #GetBanked 

initiative encourages consumers to start a 

banking relationship. The FDIC also 

communicates directly with banks to promote 

the importance of offering safe and affordable 

bank accounts, such as checkless checking 

accounts. FDIC’s Money Smart program 

provides people with practical knowledge, 

skills-building opportunities, and resources to 

manage finances with confidence. 

This work requires engagement with banks of 

all sizes, as well as with local governments and 

community leaders. FDIC facilitates business 

and partnership opportunities and promotes 

financial education. By helping to connect 

banks and communities in new ways, and 

increasing awareness and use of affordable 

banking services, the FDIC strengthens the 

banking system and communities nationwide.
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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 is eligible to retire over the 

next decade, creating an opportunity to 

transform both the workforce and the manner 

in which the FDIC meets its mission. To 

address this workplace reality, the FDIC will 

continue to enhance its data collection and 

analysis efforts to inform development and 

implementation of succession management 

strategies over the next several years. These 

efforts will include specific recruitment and 

development strategies to support a high 

performing workforce that reflects the 

communities we serve by optimizing 

experiences throughout an employee’s 

career. These actions will ensure that the FDIC 

workplace is inclusive, free from unlawful 

discrimination, and provides equal 

opportunity and accessibility in all its 

employment and business activities. The FDIC 

has issued a 2021-2023 Diversity, Equity, and 

Inclusion Strategic Plan that guides its 

efforts. Strategies also include the 

modernization of learning and development 

by transforming the FDIC’s use of virtual 

learning, enhancing learning technology, and 

modernizing the training center.
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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

FDIC-insured deposits are protected from loss 

without recourse to taxpayer funding.

Supervision

FDIC-insured institutions are safe and sound.

FDIC-supervised institutions comply with federal 

consumer protection laws, including fair lending 

laws, and the Community Reinvestment Act 

(CRA). 

Large, complex financial institutions are 

resolvable in an orderly manner.

Receivership Management Resolutions are orderly and receiverships are 

managed effectively.
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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 deposits at banks and savings

associations of all sizes. When IDIs fail, the 

FDIC ensures that 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 types 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 deposits 

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. 

Strategic Goal 1 

FDIC-insured deposits are protected from loss 

without recourse to taxpayer funding.

Strategic Objectives

1.1 The FDIC provides customers of failed 

insured depository institutions (IDIs) timely 

access to insured funds and financial 

services. 

Means and 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 innovation 

within products and delivery channels 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 

digital channels. The FDIC also looks for ways 

to clarify deposit insurance regulations to 

meet industry changes and to expedite the 

insurance determination process.
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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. Regardless of timing 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 Deposit 

Insurance Fund (DIF). 

Means and 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, including the evolving 

technological landscape, 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 employs 

sophisticated predictive tools to analyze 

and assess 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 

IDI Program and Institution Monitoring 

Program for LCFIs, including IDIs with 

assets above $100 billion for which the 

FDIC is not the primary federal regulator; 

• 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 FDIC maintains a strong and 

adequately financed DIF. 

Means and Strategies: 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. 
13 | Page

It regularly analyzes the growth or shrinkage of 

estimated insured deposits, the current 

assessment base, loss expectations, interest 

income earned on the fund, and operating 

expenses. This information is used to develop 

a schedule of risk-based assessment rates.

The banking industry remained resilient 

through 2021, despite the extraordinary 

challenges of the pandemic. As of September 

30, 2021, banks held a higher amount and 

quality of capital than just prior to the 2008-

2013 banking crisis. 

The DIF balance has risen every quarter since 

the end of 2009, and stood at a record $121.9

billion on September 30, 2021, up from $117.9

billion at the end of 2020. The reserve ratio 

stood at 1.27 percent at September 30, 2021, 

down from 1.29 percent at the end of 2020. 

Extraordinary growth in insured deposits 

during the first and second quarters of 2020 

caused the reserve ratio to decline below the 

statutory minimum. As of June 30, 2020, the 

reserve ratio stood at 1.30 percent. On 

September 15, 2020, the Board adopted a 

Restoration Plan, as required by the FDI Act, to 

restore the DIF to at least 1.35 percent within 

eight years. Under the Restoration Plan, the 

FDIC maintained the schedule of assessment 

rates in place at the time for all IDIs and is 

monitoring deposit balance trends, potential 

losses, and other factors that affect the reserve 

ratio. Staff must update the Board at least 

semiannually. The most recent update was 

provided on June 15, 2021. 

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. But it may also establish a higher DRR 

and has set the DRR at 2.0 percent for every 

year since 2011. The FDIC views the 2.0 

percent DRR as a long-term goal and the 

minimum level needed to withstand future 

crises of the magnitude of past crises.

External Factors: Projections for the DIF are 

subject to considerable uncertainty. The FDIC 

will monitor deposit balance trends, potential 

losses, and other factors that affect the reserve 

ratio. The economic outlook has 

strengthened, and the banking system appears 

better positioned to withstand losses 

compared to prior periods of stress. Several 

factors, such as slower than expected

economic growth, market volatility, or 

additional fiscal and monetary stimulus could 

result in increased insured deposit growth or 

losses to the fund. 

1.4 The FDIC resolves failed IDIs in the 

manner least costly to the DIF.

Means and Strategies: When an institution 

fails, the FDIC facilitates an orderly, least-cost 

resolution. 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. 
14 | Page

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 FDIC provides the public and IDIs

access to clear and accurate information 

about federal deposit insurance coverage. 

Means and 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 National Center for 

Consumer and Depositor Assistance

staffed by specialists who respond to 

questions from depositors and bankers3

, 

• 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 

3 877-ASK-FDIC (877-275-3342); 800-925-4618 (TDD-for hearing impaired). 

• 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 IDIs. Timely, accurate, and 

understandable information is essential to 

mitigating 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.
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Supervision Program

Program Description

The FDIC is the insurer for all IDIs in the United 

States, and the primary federal supervisor for 

state-chartered banks and savings institutions 

that are not members of the Federal Reserve 

System.4

 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 conducting examinations, 

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. 

4 This includes state-licensed insured branches of foreign banks. As of 3/31/21, the FDIC had primary supervisory 

responsibility for 3,209 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). 

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 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.

• FDIC-supervised institutions are compliant 

with applicable laws, including federal 

consumer protection laws, fair lending 

laws, and the Community Reinvestment 

Act (CRA). 

• Large, complex financial institutions are 

resolvable in an orderly manner. 

The FDIC promotes safe and sound financial 

institution practices through regular risk 

management examinations; publication of

regulations, guidance and policy; ongoing 

communication with industry officials; and the 

review of applications submitted by FDICsupervised institutions, and in certain cases, 

non FDIC-supervised institutions, to expand 
16 | Page

their activities or locations. The FDIC also 

evaluates deposit insurance applications for 

de novo institutions, regardless of charter 

type. When appropriate, the FDIC has a range 

of informal and formal options available to 

require management to resolve safety-andsoundness problems identified at troubled

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-and-soundness 

issues.

The FDIC promotes compliance by FDICsupervised institutions with federal consumer 

protection laws, fair lending statutes, 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. 

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. For example, the actions firms 

take to address the shortcomings identified by 

the FDIC and the Federal Reserve Board in 

their resolution plans are intended to address 

potential impediments to resolvability under 

the Bankruptcy Code. That work in turn 

informs the FDIC’s strategic planning to 

conduct an orderly liquidation under the FDI 

Act or the Orderly Liquidation Authority (OLA), 

if necessary, to protect U.S. financial stability.

The FDIC may 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 

exists to place the 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 

OLA is intended to ensure the rapid and 

orderly resolution of the failure of such a 

financial company in accordance with 

statutory mandates. The FDIC actively 

engages in, and will continue to refine, 

resolution plans and strategies and 

operational readiness initiatives to ensure that 

it is prepared, if necessary, to fulfill this 

responsibility.
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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 promote safe and sound 

practices at FDIC-insured institutions, 

including appropriate risk management.

Means and 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 

community bank examinations are performed 

on an alternating basis by the state agency and 

the FDIC. The FDIC supervises regional banks 

jointly with the applicable states under a 

continuous examination model. 

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 encourage 

IDIs and service providers to implement strong 

preventive programs and to exercise and refine 

protocols for addressing cyber events when 

preventive programs are overcome. 

Risk management examinations are conducted 

according to statutorily established 

timeframes. Regional bank examinations are 

conducted on a continuous basis throughout 

the calendar year. Both community bank and 

regional bank 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, including those associated 

with innovative technologies. 

Communication and corrective action are 

important components of the FDIC’s strategy 

for promoting 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. 
18 | Page

In the case of severe problems, the institution 

may be instructed to seek additional capital, 

merge with another institution, or liquidate.

The FDIC monitors individual institutions it 

supervises between examinations, and 

emerging trends across institutions, by 

analyzing Call Report data and examination 

findings relative to the emerging trends. To 

perform this analysis, the FDIC uses a 

combination of traditional analytical tools, and 

machine learning techniques. The FDIC’s 

statutory authority also gives it a degree of 

supervisory responsibility in its role as insurer 

for IDIs 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. In 

addition, certain larger, more complex

institutions are subject to more frequent 

onsite reviews and more robust off-site and 

ongoing monitoring. The FDIC also 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 FDICinsured institutions over the next four years 

will require an effective supervisory program 

that incorporates the lessons learned from 

past financial crises and the recent health 

pandemic, identifies potential new risks that 

emerge, and responds quickly to such issues in 

an effective manner that maximizes the use of 

technology. The economic impact of the 

pandemic and potential longer-term shifts in 

demand for various property types, products 

and services create significant uncertainty for 

the coming period. Government stimulus 

programs have helped prevent asset quality 

deterioration, thus far, and have led to 

significant deposit inflows at institutions of all 

sizes. The low interest rate environment has 

negatively impacted institutions’ earnings, 

with net interest margins falling to historic 

lows. These factors combine to create a 

challenging operating environment for 

institutions. The pandemic-related shift to 

working from home also led to an increase in 

cybersecurity threats and attacks across all 

industries. Innovation creates opportunities 

for managing through these changes, 

including in creating more resilient 

information technology infrastructures. 

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 financial and 

operational risks 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. 
19 | Page

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.

Additionally, the FDIC will continue its efforts 

to promote offsite examination work where 

possible, by leveraging technologies used and 

lessons learned while examining through the 

pandemic. 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 already robust 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 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 innovative technologies; 

evaluating the impact of innovation on 

banking, deposit insurance, oversight, 

inclusion, and consumer protection; and 

formulating strategy to respond to 

opportunities and challenges presented by 

technological innovation to supervised 

institutions. 

The FDIC also dedicates significant resources 

to developing and implementing supervisory 

technology (SupTech). Examples of SupTech 

that will be expanded over the coming years 

are a machine learning tool that identifies 

trends across examinations and pertinent 

weaknesses at individual institutions, an offsite monitoring tool that analyzes Call Report 

data to identify institutions vulnerable to 

financial deterioration, and analytical tools 

derived from a rapid prototyping competition 

that will allow analysis of more granular bank 

data on a more regular basis between 

examinations, supporting earlier identification 

of any problems at the institutions, across the 

financial sector, or in particular economic 

areas. 

The FDIC promotes safety and soundness 

through the development of or modification to 

regulatory policy. Identification of new or 

emerging risks may lead to a variety of policy 

responses depending on the nature and 

severity of the risk. The FDIC devotes 

significant resources to both domestic and 

international policy development and works 

collaboratively with other regulatory bodies in 

an effort to bolster the financial resilience of 

the banking system. 
20 | Page

While banks generally performed well through 

the global health crisis, the period of 

disruption offers an opportunity to evaluate 

policy effectiveness while also addressing any 

identified weaknesses.

The FDIC actively works to fulfill five statutory 

goals to support the preservation of minority 

depository institutions (MDIs). In addition to its 

outreach, technical assistance, and training 

and education programs, the FDIC facilitates 

engagement with MDIs and other missiondriven institutions; highlights the role they 

play in community development; promotes 

public and private partnerships to provide 

tools and resources to support these 

institutions; and explores ways to remove 

barriers to adoption of innovative technologies 

by these banks.

The FDIC has established and consults 

regularly with the Advisory Committee on 

Community Banking (CBAC), 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. The FDIC also engages 

regularly with the MDI Subcommittee of the 

CBAC.

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 

analyze potential risks that may develop 

between examinations at individual 

institutions or across the financial sector. 
21 | Page

Supervision Program – 

Consumer Protection and 

Economic Inclusion

Strategic Goal 3

FDIC-supervised institutions are compliant 

with federal consumer protection laws, 

including fair lending laws, and the 

Community Reinvestment Act (CRA). 

Strategic Objectives

3.1 The FDIC supervises institutions for 

compliance with applicable federal 

consumer protection laws, including fair 

lending laws; the law against unfair and

deceptive practices; and the CRA.

3.2 The FDIC provides clear and accessible 

information to consumers about their rights 

under federal consumer protection and fair 

lending laws and regulations, including 

applicable disclosures.

3.3 The FDIC encourages IDIs to offer 

affordable checking and savings accounts 

and loan products that meet the needs of 

consumers. 

The means and strategies used to achieve 

these strategic objectives and the external 

factors that could impact their achievement 

are described below.

3.1 The FDIC supervises institutions for 

compliance with applicable federal 

consumer protection laws, including fair 

lending laws; the law against unfair and

deceptive practices; and the CRA. 

Means and Strategies: The FDIC pursues this 

strategic objective primarily through 

compliance and CRA examinations of all FDICsupervised institutions. CRA examinations are 

subject to statutory timelines, while 

compliance examinations are conducted 

according to timeframes established by FDIC 

policy. These examinations evaluate 

institutions’ compliance with consumer 

protection laws, unfair and deceptive acts or 

practices, CRA, and fair lending laws and 

regulations. 

If an examination reveals violations, the FDIC 

may implement either formal or informal 

enforcement actions to correct the identified 

violations. In unusual cases, non-compliance 

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. 
22 | Page

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.

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 The FDIC provides clear and accessible 

information to consumers about their rights 

under applicable federal consumer 

protection and fair lending laws and 

regulations, including applicable 

disclosures. 

Means and 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 venues including social 

media, and the FDIC’s website 

(https://www.fdic.gov). The FDIC Consumer 

News is a monthly online newsletter for 

consumers, providing practical guidance on 

becoming a smarter, safer user of financial 

services. 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 National Center for 

Consumer and Depositor Assistance for 

investigating and responding to consumer 

complaints about FDIC-supervised institutions 

and deposit insurance inquiries under

established target timeframes. FDIC also 

promotes greater financial education and wellbeing, primarily through its award-winning 

Money Smart curriculum. The FDIC will 

continue to keep the Money Smart content 

relevant and research-based, while expanding 

collaborative relationships that result in its 

use. 

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. 
23 | Page

3.3 The FDIC encourages IDIs to offer 

affordable checking and savings accounts 

and loan products that meet the needs of 

consumers.

Means and Strategies: The FDIC has played a 

leadership role in recent years in promoting 

broader economic inclusion of underserved 

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. Most recently, 

FDIC Launched #GetBanked, a public 

awareness campaign encouraging consumers 

to open an account, harnessing the 

opportunity for millions of unbanked 

Americans to receive COVID-19 relief 

government payments safely and securely. 

Also, the FDIC’s Money Smart financial 

education curriculum is a key tool for pursuing 

this objective by helping target populations 

gain practical knowledge, skills-building 

opportunities, and resources they can use to 

manage their finances with confidence. The 

FDIC also sponsors or conducts research and 

demonstration projects, develops policy 

proposals, facilitates partnerships, and 

participates in targeted outreach and technical 

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 economic inclusion 

strategies 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 called “How America Banks” regarding

the number of banked and unbanked

households in the U.S. 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 and well-being has lagged the 

rest of the country. In each state and territory 

in the US, at least one FDIC Community Affairs 

specialist has responsibilities to promote 

economic inclusion. Some markets also have 

an Alliance for Economic Inclusion.

The FDIC will continue to pursue multi-year 

initiatives to support broader economic 

inclusion such as promoting account opening, 

strategies to improve financial well-being, 

build savings and improve credit records, and 

evaluate new technologies that can be 

responsibly used to expand banking services 

to underserved populations. 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.
24 | Page

External Factors: The access to credit of 

underserved households 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. 

Supervision Program – 

Resolution Planning 

Strategic Goal 4

Large, complex financial institutions are 

resolvable in an orderly manner. 

Strategic Objective

4.1 Large, complex financial institutions are 

resolvable under the bankruptcy code or, 

for covered IDIs, the Federal Deposit 

Insurance (FDI) Act, as applicable. 

4.2 In the event of the failure of a large, 

complex financial institution, the FDIC 

carries out the resolution 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.

4.1 Large, complex financial institutions are 

resolvable under the bankruptcy code or, 

for covered IDIs, the Federal Deposit 

Insurance (FDI) Act, as applicable. 

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, least-costly 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.
25 | Page

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, 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. 

4.2 In the event of the failure of a large, 

complex financial institution, the FDIC 

carries out the resolution in an orderly 

manner in accordance with statutory 

mandates.

Means and 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 

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 statutorily 

preferred option), 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. 
26 | Page

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 resolutionrelated 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.
27 | Page

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 assets and the pursuit 

of claims in the receivership. Funds that are 

collected from the sale of assets and the 

disposition of valid claims are distributed to 

the creditors of the receivership 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.

Strategic Goal 5 

Resolutions are orderly and receiverships are 

managed effectively.

Strategic Objectives

5.1 The FDIC manages receiverships to 

maximize net return and terminates them in 

an orderly and timely manner.

5.2 The FDIC investigates potential

recoveries, including claims against 

professionals, and pursues them if deemed 

to be meritorious and expected to be costeffective.

The means and strategies used to achieve 

these strategic objectives and the external 

factors that could impact their achievement 

are described below.

5.1 The FDIC manages receiverships to 

maximize net return and terminates them in 

an orderly and timely manner. 

Means and Strategies: Under the FDIC Act, 

the FDIC, in its receivership capacity, manages 

the assets of failed IDI receiverships to 

preserve their value and to dispose 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. 
28 | Page

In fulfilling its responsibilities to creditors of 

failed institutions, the FDIC, as receiver, 

manages and sells the receivership assets 

using a variety of strategies. Given adequate 

time to prepare for a resolution, the FDIC 

develops a virtual data room and an asset 

valuation review to solicit bidders and sell as 

many of the IDI’s assets as possible at closing

or shortly thereafter. The FDIC manages the 

remaining assets in a cost-effective manner to 

preserve value until they can be marketed and 

sold. Most of the remaining assets are 

marketed within 120 days after an IDI fails

unless they are identified for an alternative 

disposition strategy (i.e., joint venture or 

securitization). 

External Factors: A severe economic 

downturn could lead to more IDI failures and 

could affect the pace at which the FDIC 

markets assets and terminates receiverships. 

Other factors, such as extended litigation and 

problems resolving environmentally tainted 

receivership properties, might also delay the 

termination of a receivership.

5.2 The FDIC investigates potential

recoveries, including claims against 

professionals, and pursues them if deemed 

to be meritorious and expected to be costeffective. 

Means and Strategies: When an IDI 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 IDI 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 IDI

as well as legal research and analysis of the 

facts and potential claims. Innovative data 

capture and analytics techniques are used to 

gain efficiencies throughout the investigative 

process. For each potential claim, the team 

recommends whether the claim should be 

pursued based on an assessment of its merits 

and the likelihood of a recovery exceeding the 

estimated cost of pursuing the claim. The 

timely investigation and evaluation of 

potential claims enables the FDIC to identify 

opportunities to maximize recoveries to each 

receivership and to hold accountable 

directors, officers, and professionals who 

cause losses to IDIs. 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 

determine within the established time limit 

whether to pursue claims. The same situation

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.
29 | Page

OFFICE OF INSPECTOR GENERAL

The 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.

Additional information about the OIG, 

including a copy of the OIG’s Strategic Plan, 

can be found at https://www.fdicoig.gov. 
30 | Page

APPENDICES

Appendix A: 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 and certain provisions of Title I, 

Federal Evidence-Building Activities of the 

Foundations for Evidence-Based Policymaking 

Act of 2018. 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 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 

https://www.fdic.gov. 

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. 

Agency 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.

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 core mission responsibilities and 

other annual performance goals. 
31 | Page

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, 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 August 2021. All 

comments and suggestions were carefully 

reviewed and changes made to the plan where

appropriate.
32 | Page

Appendix B: Enterprise Risk 

Management

Enterprise Risk Management

Enterprise Risk Management (ERM) is a way to 

better anticipate, prioritize, and manage risks 

across an agency. The FDIC’s ERM program 

aims to address the full spectrum of significant 

internal and external risks facing the agency 

and the combined impact of those risks as an 

interrelated portfolio.

The FDIC integrates ERM into its strategic 

planning and budgeting processes to inform 

decision-making and resource 

deployment. Each year, the FDIC develops 

funding requests and corporate-wide goals 

that consider identified risks. Higher rated 

risks may warrant increases to financial or 

personnel resources.

Key ERM program components include the 

Risk Appetite Statement, Risk Profile, and Risk 

Inventory. The Risk Appetite Statement serves 

as a guide for setting strategic goals and 

objectives and communicates the 

Corporation’s views about the level of risk 

taking that is acceptable across various agency 

programs and operations. The Risk Appetite 

Statement considers the following eight risk 

categories: strategic, compliance, reporting, 

operational, reputational, financial, 

technological, and external risks. 

FDIC’s Risk Inventory is a comprehensive, 

detailed list of risks that could hamper the 

FDIC’s ability to achieve its goals and 

objectives. Divisions and offices identify risks 

through risk assessments, internal reviews,

audits and evaluations, risk committees, and 

ORMIC research and reviews. Divisions and 

offices assign residual risk level ratings based 

on the impact and likelihood of the risk 

occurring, identify risk mitigations for higherrated risks, and track mitigation activities to 

completion. 

The Risk Profile is a prioritized inventory of the 

most significant risks identified and assessed 

through the risk assessment process. ORMIC 

maps underlying Risk Inventory items to 

higher-level Risk Profile items then assigns a 

mitigation coverage level, risk trend, and 

residual risk level to each Risk Profile 

item. ORMIC vets this information with the 

divisions and offices and deputies to the 

Chairman. The Risk Inventory and Risk Profile 

are living documents that are updated as 

needed and formally validated each 

summer. The CRO presents the Risk Profile to 

the FDIC Operating Committee—the FDIC’s 

ERM oversight body—for review, discussion, 

and annual confirmation. The CRO also 

provides quarterly ERM briefings to the 

Chairman and Operating Committee and 

semiannual briefings to the FDIC Audit 

Committee, a standing committee of the FDIC 

Board of Directors. 
33 | Page

Appendix C: The FDIC’s Use of 

Research, Data, and Analysis 

to Support Evidence-Based 

Policy Making and Program 

Management

The Foundations for Evidence-Based 

Policymaking Act of 2018 requires the FDIC to 

assess as part of its strategic plan the 

coverage, quality, methods, effectiveness, and 

independence of the statistics, evaluation, 

research, and analysis efforts of the FDIC. The 

FDIC has long recognized that data is one of its 

most important resources for accomplishing 

its mission responsibilities, both for internal 

use and for dissemination to the financial 

industry and other stakeholders. The FDIC 

collects and utilizes data from individual 

financial institutions and other sources to 

assess risks and establish risk-based insurance 

premiums for insured depository institutions 

(IDIs), conduct bank examination and other 

supervisory activities for FDIC-supervised IDIs, 

evaluate the resolution plans of large and 

systemically important IDIs, and resolve IDI 

failures at the least cost to the Deposit 

Insurance Fund. It is essential that this 

information on which the FDIC relies in 

performing these functions be complete and 

accurate. 

Statistics, Data Collection, and Analysis

The FDIC relies on the collection and analysis 

of data from FDIC-insured institutions and 

other sources to carry out virtually all of its 

core business processes. These data are 

aggregated and maintained in multiple 

systems and databases used by employees 

throughout the agency to perform their day-today duties and responsibilities. The major 

systems/databases include the following:

• Central Data Repository (CDR), which 

maintains core financial information 

collected quarterly from all FDICinsured institutions for use by all 

federal bank regulatory agencies.

• Institution Directory (ID), which 

contains comprehensive, up-to-date 

financial and demographic data for 

every FDIC-insured institution. 

• Structure Information Management 

System (SIMS), which holds detailed 

location and demographic information 

on offices and branches of FDICinsured institutions.

• Statistics on Depository Institutions 

(SDI), which maintains the latest 

comprehensive financial and 

demographic data for every FDICinsured institution.

• Summary of Deposits (SOD), which 

collects and maintains annually 

information on branch office deposits 

for all FDIC-insured institutions, 

including insured U.S. branches of 

foreign banks.

• Survey of Household Use of Banking 

and Financial Services, which collects 

information biennially from U.S. 

households (in partnership with the 

U.S. Bureau of the Census) on bank 

account ownership, the primary 
34 | Page

methods banked households use to 

access their bank accounts, bank 

branch visits, use of prepaid cards and 

nonbank financial transaction services, 

and use of bank and nonbank credit.

• Small Business Lending Survey, a 

nationally representative survey of U.S. 

banks and their small business lending 

practices.

• Failed Bank Data, a unique research 

database that contains detailed 

financial and other information 

collected by the FDIC during the 

resolution of FDIC-insured institution 

failures.

• Enterprise Data Warehouse, which 

provides FDIC employees a centrally 

managed, high-quality, and highly 

secure data platform for corporate and 

divisional data analysis, reporting, and 

decision-making.

The FDIC makes its data and risk analysis 

available to the public through a variety of 

regular publications, including the Quarterly 

Bank Profile, FDIC Quarterly, Supervisory 

Insights Journal, Consumer Compliance 

Supervisory Highlights, and How America 

Banks. It also makes this data available to the 

public for research and other purposes on its 

website through Bank Find Suite, a database 

that identifies whether an institution is FDICinsured and provides detailed historical 

information on the institution, including past 

mergers and acquisitions. The FDIC is 

modernizing its public-facing data and 

analytical tools to improve functionality and 

ease of user access.

 

Research and Evaluation Activities

As a preeminent banking research 

organization, the FDIC maintains a vigorous 

research and publications program, managed 

by its Division of Insurance and Research (DIR), 

on an array of issues and topics of importance 

to the banking industry. This includes 

extensive and ongoing analysis of the 

economy and potential risks to the banking 

industry, sectors of that industry, or individual 

financial institutions. Sound economic 

analysis is critical to prudently managing the 

Deposit Insurance Fund and fulfilling the 

FDIC’s deposit insurance mission. It also 

permits the FDIC to focus its supervisory 

efforts on the areas of greatest risk and to 

resolve IDI failures at the least cost to the 

Deposit Insurance Fund. The FDIC’s economic 

analyses are evaluated and discussed on an 

ongoing basis through the interdivisional Risk 

Analysis Center in Washington and 

interdivisional Regional Risk Committees in 

each of the FDIC’s regional offices. 

Much of DIR’s formal research program is 

conducted in collaboration with the academic 

community through the Center for Financial 

Research (CFR), which was established in 2004. 

The purpose of the CFR’s research program is 

to expand knowledge and understanding and 

to prompt discussion among the FDIC’s many 

stakeholders on issues affecting the banking 

system. The research focuses on banking 

industry developments, risk measurement and 

management methods, regulatory policy, and 

related topics. Research findings are 

disseminated through meetings of the 
35 | Page

Advisory Committee on Community Banking 

and the Advisory Committee on Economic 

Inclusion, CFR Working Papers, FDIC Staff 

Studies, survey reports, articles in 

independent, peer-reviewed professional 

journals, and presentations at professional 

and academic conferences and other events. 

Completed studies can be found on fdic.gov.

Other FDIC divisions and offices also 

continually perform research, program 

analysis, and evaluation activities both to 

assess their organizational performance and to 

identify program and process improvements 

that would enhance their effectiveness in 

meeting strategic and annual goals and 

objectives, and employee perspectives are 

collected and analyzed through the annual 

Federal Employee Viewpoint Survey. Research 

and analysis are often shared across divisions 

and offices in a consultative process and are 

used operationally to inform organizational 

learning, program management, and 

performance management. In addition, the 

Office of Program Audits and Evaluations, in 

the FDIC’s independent Office of Inspector 

General, conducts program evaluations and 

performance audits to assess the effectiveness 

and efficiency of FDIC programs and 

operations. The Office of Risk Management 

and Internal Controls also performs 

independent audits and evaluations of FDIC 

programs and operations to ensure that they 

are operating efficiently and effectively and 

accomplishing their intended objectives. 

Program evaluations are collaborative efforts 

that may involve management and staff from 

multiple divisions and offices. 

Data Management and Governance

The FDIC seeks to manage its data as a 

corporate resource. This is fundamental to 

empowering FDIC staff at all levels of the 

organization to perform their responsibilities. 

In 2020, the FDIC appointed a new Chief Data 

Officer (CDO) and launched the Enterprise Data 

Governance Group to develop an enterprise 

data management strategy and implement a 

new enterprise data governance framework. 

In conjunction with that initiative, the CDO is 

leading a corporate-wide effort to establish a 

target data architecture for a new cloud data 

platform, implement a data literacy program, 

and create an enterprise data catalog. The 

CDO is also collaborating with the FDIC’s 

Corporate University (CU) to develop training 

for employees on the use of these new tools. 

CU provides employees in all disciplines with 

career-long learning and development 

opportunities to equip them to meet the 

Corporation’s current and future skills needs, 

including data analysis skills that are central to 

each of the FDIC’s major business programs.

The FDIC is also pursuing data security 

initiatives to protect confidential and sensitive 

data from unauthorized access or misuse. The 

FDIC’s multi-year IT Modernization Program 

initiated in 2020 includes initiatives intended 

to mature the Corporation’s cybersecurity 

capabilities to ensure the continued 

confidentiality, availability, and integrity of 

FDIC systems and data. The FDIC will continue 

to implement current and emerging federal 

information security regulations, policies, and 

practices, including those governing the 
36 | Page

collection, access, and use of data generated 

by the FDIC in the execution of its mission.

Technology and Innovation

The FDIC established the FDIC Tech Lab 

(FDITECH) in 2019 to promote experimentation 

with innovative emerging technologies and, 

where appropriate, accelerate their adoption 

by both FDIC-insured and supervised 

institutions and by the FDIC. Many initiatives 

being pursued by FDITECH in partnership with 

FDIC business divisions hold the promise of 

increasing the FDIC’s analytical capabilities. 

For example, the FDIC is experimenting with 

the application of artificial intelligence and 

machine learning technologies to its bank 

examination reports to identify cross-cutting 

risks. It is also planning to pilot a number of 

third-party proposals that emerged from a 

Rapid Phased Prototyping competition 

completed in 2021 that would provide the FDIC 

access to supplemental bank information (e.g., 

loan information) that could facilitate 

continuous offsite monitoring and analysis of 

risk in individual institutions.
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT F

FDIC Alternative Dispute Resolution Procedures
_________________________________________________________________________________________ 

CPB 2000.1 1 March 28, 2018 

OFFICE OF MINORITY AND WOMEN INCLUSION

INTERNAL POLICY

TYPE AND NUMBER

CPB 2000.1

CONTACT

Michael Moran

TELEPHONE NUMBER

(703) 562-6073

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 2 March 28, 2018 

EEOC regulations at 29 C.F.R. §1614.102(b)(2).

5. Complaints 

Processing 

Branch ADR 

Program

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 3 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 4 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 5 March 28, 2018 

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.

6. Training 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 6 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.
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT G

FDIC Circular 2710.5 – FDIC Reasonable

Accommodation Program

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.
Directive 2710.5 2

Action Log

Submission Type

(New, Pedestrian Change, 

Revision)

Date Approval

Revision

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 3

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 4

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 5

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 2710.5 6

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 7

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

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.
Directive 2710.5 8

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?

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?
Directive 2710.5 9

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;

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;
Directive 2710.5 10

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

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 
Directive 2710.5 11

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.

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 
Directive 2710.5 12

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

4) The completion of a personnel action.
Directive 2710.5 13

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 

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 
Directive 2710.5 14

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 

process by contacting an FDIC EEO Counselor in OMWI. Additional information on ADR is 

located on the OMWI website.
Directive 2710.5 15

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 

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 
Directive 2710.5 16

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 17

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 18

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;

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.
Directive 2710.5 19

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 20

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 21

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 22

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 23

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

 The job function is specialized and the individual is 

hired based on his/her ability to perform that 

function.
Directive 2710.5 24

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 25

Term Definition

Interactive Process

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 26

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 27

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 28

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 29

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 30

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 31

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
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT H

FDIC Guidance/Procedures for Providing Personal

Assistance Services

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
2

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, Procedures for Providing Reasonable 

Accommodation to Individuals with Disabilities.
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT I

FDIC FY 2021 Disabled Veterans Affirmative Action 

Program (DVAAP)

Attachment I: FDIC FY 2021 Disabled Veterans Affirmative Action Program (DVAAP)
)HGHUDO'HSRVLW,QVXUDQFH&RUSRUDWLRQ

'LVDEOHG9HWHUDQV$IILUPDWLYH$FWLRQ3URJUDP

Fiscal Year 2021 Accomplishment Report 

Fiscal Year 2022 Plan
Page 1

Disabled Veterans Affirmative Action Program (DVAAP) Accomplishment 

Report

1. Agency Federal Deposit Insurance Corporation 2. FY 2021 

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 2021, the FDIC attended 10 diversity events targeted to Veterans and Veterans with Disabilities, including 

events hosted by Recruit Military, MBA Vets, American Public University, Corporate Gray, Careers & the 

disABLED, and the Department of Veterans Affairs. FDIC recruiters specifically targeted Veterans with 

Disabilities with the education and experience required to qualify for employment as Financial Institution 

Specialists (FIS), 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. Veteran participation 

rates within the examiner workforce have a direct influence on achieving higher veteran participation rates within 

the broader FDIC workforce, to include positions in management. The FDIC’s recruitment strategy for Veterans 

with Disabilities ensures they have opportunities to apply for entry-level FIS positions. 

In FY 2021, the FDIC also conducted outreach efforts to multiple National Affinity Groups, Veteran 

Organizations, Federal Executive Boards, state Departments of Vocational Rehabilitation, 607 

Colleges/Universities, and the FDIC’s Internal Employee Resource Groups to attract a diverse applicant pool by 

sending its vacancy announcements on a weekly basis. Throughout the calendar year, all jobs advertised in 

USAJobs were also posted in Corporate Gray’s job board. Corporate Gray is an organization that helps 

transitioning military personnel connect with employers. In addition, consistent with our existing partnership with 

Recruit Military, several jobs were advertised throughout the year including targeted email campaigns for FIS 

positions. 

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 2

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 2021, the FDIC used several initiatives, including Career Development Plans (CDP), 

Professional Learning Accounts (PLA), Mentoring, Leadership Development, detail assignments filled by 

Expressions of Interest (EOIs), and two new programs, the Leadership Excellence Acceleration Program 

(LEAP) and the Special Assistant (SA) Rotational Program. 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 1,715 employees who had completed a CDP by the end of FY 2021, 

4.7 percent (80) were Veterans with Disabilities, and 2.7 percent (47) were Veterans with Disabilities of 30%or 

more. While this represents an increase over the FY 2020 CDP participation rates of 4.2 percent of Veterans 

with Disabilities, the rate for Veterans with Disabilities of 30% or more remained steady. These percentages 

are very close to the FDIC’s employee representation in the workforce of 4.8 and 3.3 percent, respectively. 

The PLA provides a specified annual amount of funds for eligible employees to support their learning and 

developmental needs. Of the 1,343 employees who used their PLA funds during FY 2021, 4.8 percent (64) 

were Veterans with Disabilities, and 2.8 percent (37) were Veterans with Disabilities of 30% or more. These 

percentages are higher than the representation of Veterans with Disabilities in the FDIC’s workforce and a 

higher percentage rate than reported in FY 2020 of 3.7 percent Veterans with Disabilities and 2.1 percent 

Veterans with Disabilities of 30% or more. 

Under the FDIC’s Career Management Program (CMP), the 20th cycle of the Mentoring Program began in July 

2021, and will conclude July 2022. During this program cycle, the FDIC paired 85 mentees with mentors, for a 

total employee participation of 170. Of the participants, 4.1 percent (7) were Veterans and 1.8 percent (3) were 

Veterans with Disabilities. The percentages for participation of Veterans and Veterans with Disabilities are 

below their representation in the workforce of 9.1 and 4.8 percent, respectively. While the overall percentage 

of veterans participating in the program was below the FY 2020 percentage rate of 5.8 percent, OMWI has 

already began coordinating with the CMP to increase participation of people and veterans with disabilities in the 

Mentoring Program. The Leadership Mentoring Program (LMP) supports emerging leaders through one-onone guidance in pursuit of their career goals and professional aspirations. There was one participant who was 

a Veteran, there were no Veterans with Disabilities of the 44 participants, including both mentors and mentees, 

in the FY 2021 LMP. This is below the percentage of Veterans and Veterans with Disabilities of 30% or more 

in the FDIC Executive Manager (EM) and Corporate Manager (CM) grade levels based on FY 2021 onboard 

data. The FDIC will encourage EM and CM employees who are Veterans to apply for this program.

During FY 2021, 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. Out of the 21 selectees, one Veteran (4.8 percent) and one Veteran with Disabilities (4.8 percent) were 

selected to participate. Cumulative, Veterans represented 9.5 percent of the Leadership Development Program 

participants which is above the representation of Veterans (9.1 percent). The FDIC will continue to encourage 

Veterans to apply for these programs, and managers will be encouraged to support their applications.

The new SA Rotational Program was established in August of 2021 and is designed to provide cross-functional 

experiences to rising FDIC leaders. Out of the 23 participants in the program, 13.0 percent (3) were Veterans

and 8.7 percent (2) were Veterans with Disabilities of 30% or more, which are higher than the onboard data in 
Page 3

FY 2021 for both groups at 9.1 percent and 3.3 percent respectively. 

LEAP is designed to give interested employees the tools to become the FDIC’s leaders of the future. The 

application period for this program ended in October 2021 and the FDIC will monitor and report the percentage 

rates of Veterans and Veterans with Disabilities in this program in the FY 2022 Accomplishment report. 

8. OPM DVAAP Manager Official Use Only: Does agency explain the career advancement methods they have

used?

Yes Somewhat No 
Page 4

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 2020 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. Additionally, the FDIC continues to encourage employees to update their diversity data through 

resurveying the workforce to ensure the accuracy of the data evaluated. 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’s 2021 – 2023 Diversity, Equity and Inclusion Strategic Plan (DEIStrategic Plan) is a call to action for 

the Corporation to build diversity, equity and inclusion into all aspects of our workforce and communities we 

serve. Goal 2, Career, of the DEI Strategic Plan, outlines the FDIC’s efforts to “recruit, hire, and develop a 

high-performing workforce that reflects the communities we serve by optimizing experiences throughout an 

employee’s career.” Strategy 2.1 of this goal required each FDIC Division and Office Director to develop and 

implement a Diversity, Equity, and Inclusion Strategic Plan tailored to the specific needs and focus areas of 

their Division or Office. The Disability Program Manager and Special Emphasis Program Managers worked with 

executives to initiate the creation of the Division and Office specific plans in FY 2021 and will partner with the 

Divisions and Offices throughout implementation of the plans once they are finalized in FY 2022. As a result of 

these initiatives, 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. 

The FDIC also reviews the DVAAP as part of its overall diversity, equity, inclusion and accessibility initiatives, 

and in many respects, the goals and objectives of the DVAAP and the DEI 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.

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 5

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)

The FDIC has shown progress in implementing the DVAAP which is most measurable by the increase of 

onboard and new hires of both Veterans with Disabilities and Veterans with Disabilities of 30% or more as 

depicted in Appendix A. The total percentage of Veterans onboard increased in FY 2021 to 548 (9.1 percent) 

from 544 (9.0 percent) in FY2020, and Veterans with Disabilities increased from 267 (4.4 percent) in FY 2020 to 

291 (4.8 percent) in FY 2021. Of the 610 new hires in FY 2021, 76 (12.5 percent) were Veterans, 53 (8.7 

percent) were Veterans with Disabilities, and 43 (7.0 percent) were Veterans with Disabilities of 30% or more. 

While the new hire data is slightly below in overall Veteran new hires than in FY 2020 at 30 (13.5 percent), it is 

greater in both new hire categories pertaining to veterans with disabilities. For example, FY 2020 new hires 

consisted of 46 (7.9 percent) Veterans with Disabilities, and 38 (6.5 percent) were Veterans with Disabilities of 

30% or more. 

This success can be partially attributed to the concerted effort of the FDIC's Division of Administration (DOA), 

Human Resources Branch (HRB) continued use of existing procedures to identify employment applications 

received from Veterans with Disabilities. The FDIC maintained its commitment to support opportunities for 

individuals with disabilities to be employed by the Federal workforce. 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 broadened 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 Expo, American Public 

University and Military University, and Recruit Military. The team conducted outreach with Wounded Warriors 

and their families at the Equal Opportunity Publications Careers & the disABLED career fair. 

12. OPM DVAAP Manager Official Use Only: Does agency explain the progress in implementing DVAAP? If

there was no progress, were there reasons for the lack of progress or challenges and specific plans for 

overcoming their challenges?

Yes Somewhat No 
Page 6

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 1

Disabled Veterans Affirmative Action Program (DVAAP) Plan and 

Certification

1. Agency Federal Deposit Insurance Corporation 2. FY 2022 

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 to 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.

The FDIC 2021 - 2023 Diversity, Equity and Inclusion Strategic Plan (DEI Strategic 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 DEI 

Strategic Plan are designed to increase the applicant pool of qualified individuals with disabilities and increase 

inclusion and accessibility to assist in retention of these diverse employees.

In FY 2022, 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 2

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 6,036 9. # Of Veterans 548 10. # Of Disabled Veterans 291 11. # Of 30% Or More Disabled Veterans 201

As illustrated in Appendix A, Chart 1, the representation of Veterans with Disabilities and Veterans with 

Disabilities of 30% or more has trended upward over the past four fiscal years, and continues to be well above 

the Civilian Labor Force (CLF) workforce percentage. For FY 2021 the trend continued with Veteran 

representation increasing to 9.1 percent of the workforce, Veterans with Disabilities increasing to 4.8 percent, 

and Veterans with Disabilities of 30% or more increasing to 3.3 percent.

Agency hiring continues to have solid Veteran representation. Of the 610 new hires during FY 2021, 76 or 12.5 

percent were Veterans, which is above the onboard rate of 9.1 percent. Veterans with Disabilities (53) 

represented 8.7 percent of all new hires, which is higher than their current FDIC workforce representation of 4.8 

percent. Veterans with Disabilities of 30% or more (43) made up 7.0 percent of all new hires, which is higher 

than their FDIC workforce representation of 3.3 percent. 

While the Agency has experienced hiring success, Veteran separation rates are outpacing FY 2020 and 

onboard representation. Of the 602 employees who separated from the FDIC during FY 2021, 75 or 12.5 

percent were Veterans, slightly above the 12.1 percent who separated in FY 2020, and well above their 

representation in the workforce. Similarly, Veterans with Disabilities (35) separated from the FDIC at a rate of 

5.8 percent during FY 2021, which is higher than the separation rate of 5.2 percent in FY 2020, and higher than 

their workforce representation. Veterans with Disabilities of 30% or more (27) separated at a rate of 4.5 percent, 

which is a slight increase from FY 2020 and greater than their workforce representation. Despite these 

variations, negative trends have not been identified over the past four years of reporting in separation rates, and 

the changes appear to be regular fluctuation between years. 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. 

FDIC leadership continues to engage with FDIC employees who are Veterans. OMWI hosted an agency-wide 

event honoring Veteran’s Day which included a panel discussion between FDIC employees who are Veterans. 

The FDIC also prepared a video featuring Veterans that work at the FDIC and shared it on all the Agency social 

media channels. In addition, OMWI hosted an open forum “listening session” with Veterans and encouraged 

participation in the Veterans Employee Resource Group (VERG). OMWI will use the resources of the VERG

and the Corporate Advocacy Network for Disability Opportunities (CAN DO) employee resource group (ERG) 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 also coordinate with 

both ERGs to highlight various disability-related observance days and months throughout the year and highlight 

disabilities prevalent among the Veteran community. 

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 3

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 2022, 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 and the FDIC Disability Program Manager will share information 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 Division of Administration’s Selective 

Placement Coordinator (SPC) 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 SPC and other DOA staff in these efforts.

In addition to targeted recruitment and outreach efforts at 607 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 Veteran 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. The FDIC Corporate Recruitment team plans to continue their 

participation in career fairs, Recruit Military Veterans Job Fairs, and job fairs/forums for transitioning service 

members at D.C. area military installations. The Human Resources Branch will continue to provide vacancy 

announcements to American GI Forum, Operation Warfighter, and VetJobs. In addition, the FDIC is considering 

participating in the Department of Defense’s SkillBridge Program and the Department of Veterans Affairs’ NonPaid Work Experience Program (NPWE). These well-established programs provide internship opportunities for 

transitioning Service Members and veterans. 

The FDIC’s DEI Strategic Plan also includes the following initiatives that will help better recruit disabled 

Veterans: 

• Ensure hiring managers certify their review of Schedule A rosters for potential selections.

• Develop and implement a comprehensive reasonable accommodation information system to improve the 

efficiency and effectiveness of processing requests and compiling data.

• Train selecting officials, interviewers, and Subject Matter Experts (SMEs) on ensuring consistency in the 

hiring process, including requirements of the Americans with Disabilities Act of 1990, the Rehabilitation 

Act of 1973, and Title VII of the Civil Rights Act of 1964.

• Provide toolkits and other educational and learning opportunities for hiring officials regarding the use of 

special hiring authorities for persons with disabilities.

• Conduct mock interviews for both hiring officials and employees with disabilities to increase comfort with, 

and the effectiveness of, the hiring process.

A combination of all these efforts should position the Agency to improve its ability to recruit, hire, and retain 

disabled Veterans.

14. OPM DVAAP Manager Official Use Only: Did agency provide a description of recruiting methods that 

they will use to seek out disabled veterans?
Page 4

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 5

16. A description of how the agency will provide or improve internal advancement opportunities 

for disabled veterans (Attach supporting addendums if needed)

To provide internal advancement opportunities during FY 2022, 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 increase the awareness of communicating and working with people and Veterans with 

Disabilities through the 21st cycle of the Mentoring Program by identifying resources, providing training on 

disability etiquette, and promoting the Mentoring Program through the VERG and CAN DO. 

The FDIC will continue to promote the current and new Leadership Development programs through the VERG 

and CAN DO as part of an effort to increase diversity in the agency’s workforce and leadership. Eligible 

employees, including Veterans with Disabilities, will be encouraged to participate in the new Special Assistant 

(SA) Rotational Program, launched in August 2020, and the Leadership Excellence Acceleration Program 

(LEAP), launched in September 2021. Both the SA and LEAP are designed to give interested, high-performing, 

and non-supervisory employees exposure to high level projects, programs and leaders across the Agency. 

VERG will also help raise awareness within their members of the available tools such as job coaching, career 

counseling, and resume review available through the Career Management Program (CMP). 

A review of available information reveals that of all 1,009 promotions, Veterans at the FDIC were promoted at a 

rate of 10.7 percent (108) during FY 2021, which is above the 10.0 percent (87) during FY 2020, and higher

than their current representation in the workforce of 9.1 percent. Veterans with Disabilities were promoted at a 

rate of 6.2 percent (63) in FY 2021, which is an increase over the rate of 5.8 percent (51) in FY 2020, and 

above their current workforce representation of 4.8 percent. Veterans with Disabilities of 30% or more were 

promoted at a rate of 5.0 percent (50) in FY 2021, which is higher than the 3.4 percent (30) achieved in FY

2020, and also above their current workforce representation of 3.3 percent. The FDIC will continue to provide 

internal advancement opportunities for both Veterans and Veterans with Disabilities during FY 2021. 

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 6

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)

OMWI will continue to hold regular meetings with key agency stakeholders to identify areas of the DEI Strategic 

Plan and the 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 for diversity data and use this updated information 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 to 

promote the self-identification process to the Regional and Field Offices through email notifications and

discussions with Assistant Regional Directors and Field 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.

The VERG will present to the Diversity and Inclusion Executive Advisory Council to engage senior executives 

on Veterans workplace topics. In addition, the OMWI Director will continue to meet with ERGs, including VERG 

throughout the year. 

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 7

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 2022, 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 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. Additionally, 

the Disability Program Manager and Special Emphasis Program Managers in OMWI will monitor the progress 

of each Divisions’ and Offices’ DEI Strategic Plans in regular meetings 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 8

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 9

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 1 10/01/2021 I To 1 09/30/2022

25. Agency Name I Federal Deposit Insurance Corporation

26. DVAAP POC's Name I Monica C. Flint

27. Title I Disability Program Manager

28. Telephone Number I(703) 562-2096 I 29. Email mflint@fdic.gov

30. Date Plan Last Amended 110/01/2020 1 31. Date Effective 

32. DVAAP Certifying Official's Name I Nikita Pearson

33. Title I Director, OMWI

34. Telephone Number (202) 898-6977 1 35. Email npearson@fdic.gov I I

36. DVAAP Certifying Official Signature: 
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT J

FDIC FY 2021 Federal Employee Viewpoint Survey Results

Attachment J: FDIC FY 2021 Federal Employee Viewpoint Survey Results
Results for:

February 2022

FDIC 2021 OPM Federal Employee 

Viewpoint Survey Results

FDIC Overall

U.S. Office of Personnel Management
► How To Use This Report 3

► OPM Index Results 5

► Top 5 and Bottom 5 Differences Compared to 2020 Survey Results 6

► FEVS Item Results 7

► Pandemic Response Item Results 13

► Work-Life Item Results 16

► Demographic Item Results 18

Table of Contents

2
2021 FEVS Survey Background

► Again, the challenges created by COVID-19 resulted in changes to the content of the official 2021 FEVS 

compared to prior administrations, including: reducing the core FEVS item content, including content specific to 

the pandemic response, and removing FDIC specific items that were offered in previous administrations. The 

two open-ended items that FDIC has traditionally asked were added back into the 2021 administration.

► These changes resulted in several reporting impacts described below.

Reporting Impacts

► Similar to 2020, FDIC specific dimensions could not be calculated. Instead, several OPM Indices are provided. 

These indices are described in further detail in the OPM Index Results section of the report. 

► Similar to last year, the items are presented in the numerical order they were asked on the survey: FEVS Items, 

Pandemic Response Items, Work-Life Items, and Demographic Items.

General Reporting Notes

► This report outlines results for the FDIC 2021 OPM Federal Employee Viewpoint Survey. Data is provided at 

the OPM index and item (question) level. In addition, when available, comparisons are provided to the 

organization's 2020 survey results.

► Significant differences compared to the 2020 survey results are highlighted in green (positive difference) and 

red (negative difference). Significance is determined based on the margin of error.

OPM Index Results

► This section summarizes the scores on OPM defined indices. The statistics are the same as those in the Item 

Results sections, and are calculated as the average of item scores comprising each index.

► The information in this section is useful for benchmarking and identifying broad areas of strength and 

opportunity.

Top 5 and Bottom 5 Differences Compared to 2020 Survey Results

► This section shows the top 5 differences compared to 2020, and the bottom 5 differences compared to 2020.

► Use this section to quickly identify actionable strengths and challenges. 

Item Results

► These sections show detailed results for each item on the survey. The report shows the percentage of 

respondents who chose each response option. 

► Item Results are divided into the four major sections included on the survey: FEVS Items, Pandemic Response 

Items, Work-Life Items, and Demographic Items.

► The information in these sections is useful for identifying specific strengths and targeting specific areas for 

improvement. 

How to Use this Report

3
Administration Details

► Survey Dates: November 15, 2021 through December 31, 2021

► Population: 5919

► Number of Surveys Completed: 3351

► Response Rate: 56.6%

► Margin of Error: +- 1.1%

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 the 2020 survey results.

► Areas of strength can be identified by having a relatively high percent favorable rating, and at the same time, 

being significantly higher than the 2020 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 your the 2020 survey benchmark.

4
FDIC 2021 OPM Federal Employee Viewpoint Survey Results

Global Satisfaction Index

Employee Engagement Index (EEI)

 EEI - Intrinsic Work Experience

 EEI - Leaders Lead

 EEI - Supervisors

Inclusion Quotient (IQ) Index

 IQ - Cooperative

 IQ - Empowering

 IQ - Fair

 IQ - Open

 IQ - Supportive

Inclusion Quotient identifies behaviors that help create an inclusive environment. The IQ is comprised of five subindices:

-Cooperative: Does management encourage communication and collaboration? (Items: 45,46)

-Empowering: Do employees have the resources and support needed to excel? (Items: 2,3,7,22)

-Fair: Are all employees treated equitably? (Items: 11,13,14,28,29)

-Open: Does management support diversity in all ways? (Items: 24,25,33,42) 

-Supportive: Do supervisors value employees? (Items: 32,34,36,37,39) 

Results for: FDIC Overall, N=3351

OPM INDEX RESULTS

Differences

Global Satisfaction measures employees' satisfaction about four aspects of their work: their job, their pay, their 

organization, and whether they would recommend their organization as a good place to work. (Items: 30,53,54,55)

Employee Engagement measures conditions that can lead to engagement. The EEI is comprised of three subindices: 

-Intrinsic Work Experience: Employees' feelings of motivation & competency relating to the workplace. (Items: 3,4,5,7,8)

-Leaders Lead: Perceptions of the leadership's integrity, communication & motivation. (Items: 41,43,44,47,48)

-Supervisor: Perceptions of the worker/supervisor relationship, including trust, respect, & support. (Items: 35,36,37,38,40)

2020

-6

-1

-2

-2

1

0

0

-2

0

1

0

Favorable Neutral Unfavorable

74 14 12

78 12 10

77 12 10

71 16 13

86 8 6

74 14 12

74 14 12

70 16 15

62 20 18

75 15 10

87 7 7

5
FDIC 2021 OPM Federal Employee Viewpoint Survey Results

Top 5

9. I can disclose a suspected violation of any law, 

rule or regulation without fear of reprisal. 

29. Prohibited Personnel Practices are not tolerated. 

42. Supervisors work well with employees of different 

backgrounds. 

11. In my work unit, steps are taken to deal with a 

poor performer who cannot or will not improve. 

37. My supervisor treats me with respect.

Bottom 5

54. Considering everything, how satisfied are you 

with your pay? 

55. Considering everything, how satisfied are you 

with your organization? 

53. Considering everything, how satisfied are you 

with your job? 

6. My workload is reasonable. 

51. How satisfied are you with the information you 

receive from management on what's going on in your 

organization? 

Results for: FDIC Overall, N=3351

Top 5 and Bottom 5 Differences Compared to 2020 Survey Results

Differences

Differences

2020

2020

2

1

1

1

1

-9

-7

-6

-4

-4

Favorable Neutral Unfavorable

80 11 9

81 11 8

80 13 7

45 31 24

91 5 4

66 15 19

74 16 11

75 14 11

69 11 19

67 18 15

Favorable Neutral Unfavorable

6
FDIC 2021 OPM Federal Employee Viewpoint Survey Results

My Work Experience

1. I am given a real opportunity to improve my skills 

in my organization. 

2. I have enough information to do my job well. 

3. I feel encouraged to come up with new and better 

ways of doing things. 

4. My work gives me a feeling of personal 

accomplishment. 

5. I know what is expected of me on the job.

6. My workload is reasonable. 

7. My talents are used well in the workplace. 

8. I know how my work relates to the agency's goals. 

9. I can disclose a suspected violation of any law, 

rule or regulation without fear of reprisal. 

My Work Unit

10. The people I work with cooperate to get the job 

done. 

11. In my work unit, steps are taken to deal with a 

poor performer who cannot or will not improve. 

2020

Results for: FDIC Overall, N=3351

Differences

Differences

FEVS ITEM RESULTS

2020

-1

-3

-2

-4

-1

-4

-1

-1

2

-1

1

Favorable Neutral Unfavorable

83 10 7

82 10 8

65 18 16

76 14 10

85 9 7

69 11 19

70 15 16

91 6 3

80 11 9

Favorable Neutral Unfavorable

88 7 5

45 31 24

7
My Work Unit - continued

12. 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

13. In my work unit, differences in performance are 

recognized in a meaningful way. 

14. Awards in my work unit depend on how well 

employees perform their jobs.

15. My work unit has the job-relevant knowledge and 

skills necessary to accomplish organizational goals.

16. Employees in my work unit meet the needs of our 

customers.

Always

Most of the Time

Sometimes

Rarely

Never

No Basis to Judge

1

-1

Differences

2020

-2

14%

29%

6%

3%

18%

30%

53 23 24

62 18 19

86 9 6

43%

44%

6%

1%

0%

7%

Favorable Neutral Unfavorable

8
17. Employees in my work unit contribute positively 

to my agency's performance.

Always

Most of the Time

Sometimes

Rarely

Never

No Basis to Judge

18. Employees in my work unit produce high-quality 

work.

Always

Most of the Time

Sometimes

Rarely

Never

No Basis to Judge

19. Employees in my work unit adapt to changing 

priorities.

Always

Most of the Time

Sometimes

Rarely

Never

No Basis to Judge

51%

40%

6%

1%

0%

2%

47%

39%

10%

2%

0%

2%

45%

43%

9%

1%

0%

2%

9
20. Employees in my work unit successfully 

collaborate.

Always

Most of the Time

Sometimes

Rarely

Never

No Basis to Judge

21. Employees in my work unit achieve our goals.

Always

Most of the Time

Sometimes

Rarely

Never

No Basis to Judge

My Agency

22. Employees have a feeling of personal 

empowerment with respect to work processes. 

23. Employees are recognized for providing high 

quality products and services. 

24. Creativity and innovation are rewarded. 

25. Policies and programs promote diversity in the 

workplace. 

26. Employees are protected from health and safety 

hazards on the job. 

27. My agency is successful at accomplishing its 

mission.

28. Arbitrary action, personal favoritism and coercion 

for partisan political purposes are not tolerated. 

1

-1

-1

0

2020

-2

-3

1

Differences

Favorable Neutral Unfavorable

61 20 20

69 16 15

55 24 21

78 14 8

92 6 2

92 5 2

68 17 15

49%

41%

6%

1%

0%

2%

45%

40%

10%

2%

1%

1%

10
My Agency - continued

29. Prohibited Personnel Practices are not tolerated. 

30. I recommend my organization as a good place to 

work. 

31. I believe the results of this survey will be used to 

make my agency a better place to work.

My Supervisor

32. My supervisor supports my need to balance work 

and other life issues. 

33. My supervisor is committed to a workforce 

representative of all segments of society. 

34. My supervisor provides me with constructive 

suggestions to improve my job performance.

35. Supervisors in my work unit support employee 

development. 

36. My supervisor listens to what I have to say.

37. My supervisor treats me with respect.

38. I have trust and confidence in my supervisor. 

39. In the last six months, my supervisor has talked 

with me about my performance.

40. Overall, how good a job do you feel is being done 

by your immediate supervisor? 

Leadership

41. In my organization, senior leaders generate high 

levels of motivation and commitment in the 

workforce. 

42. Supervisors work well with employees of different 

backgrounds. 

2020

Differences

Differences

Differences

1

-4

-4

2020

-1

1

1

0

0

1

1

-2

1

2020

-2

1

81 11 8

82 12 6

61 21 18

Favorable Neutral Unfavorable

90 5 4

86 10 4

78 11 11

86 7 6

87 7 6

91 5 4

82 10 8

86 6 8

84 10 6

Favorable Neutral Unfavorable

59 20 21

80 13 7

Favorable Neutral Unfavorable

11
Leadership - continued

43. My organization's senior leaders maintain high 

standards of honesty and integrity. 

44. Managers communicate the goals of the 

organization. 

45. Managers promote communication among 

different work units.

46. Managers support collaboration across work units 

to accomplish work objectives. 

47. Overall, how good a job do you feel is being done 

by the manager directly above your immediate 

supervisor? 

48. I have a high level of respect for my 

organization's senior leaders. 

49. Senior leaders demonstrate support for Work-Life 

programs.

My Satisfaction

50. How satisfied are you with your involvement in 

decisions that affect your work? 

51. How satisfied are you with the information you 

receive from management on what's going on in your 

organization? 

52. How satisfied are you with the recognition you 

receive for doing a good job? 

53. Considering everything, how satisfied are you 

with your job? 

54. Considering everything, how satisfied are you 

with your pay? 

55. Considering everything, how satisfied are you 

with your organization? 

Differences

Differences

2020

-2

-1

0

0

0

-4

-4

2020

-7

-2

-4

-3

-6

-9

72 16 12

80 12 8

73 14 13

75 15 10

75 16 10

69 17 14

79 13 8

Favorable Neutral Unfavorable

63 20 16

67 18 15

65 16 19

75 14 11

66 15 19

74 16 11

Favorable Neutral Unfavorable

12
FDIC 2021 OPM Federal Employee Viewpoint Survey Results

56. Since the last OPM FEVS (September 2020), on 

average what percentage of your work time have you 

been physically present at your agency worksite? 

100% of my work time

At least 75% but less than 100%

At least 50% but less than 75%

At least 25% but less than 50%

Less than 25%

I have not been physically present at my agency 

worksite during the pandemic

57. Please select the response that BEST describes 

your teleworking schedule. 

I telework every work day

I telework 3 or 4 days per week

I telework 1 or 2 days per week

I telework, but only about 1 or 2 days per month

I telework very infrequently, on an unscheduled or shortterm basis

I do not telework because I have to be physically 

present on the job 

I do not telework because of technical issues that 

prevent me from teleworking

I do not telework because I did not receive approval, 

even though I have a job where I can telework

I do not telework because I choose not to telework

Results for: FDIC Overall, N=3351

PANDEMIC RESPONSE ITEM RESULTS

1%

1%

1%

1%

23%

73%

94%

3%

1%

0%

1%

0%

0%

0%

0%

13
How has your organization supported you during the 

COVID-19 pandemic? 

58. Expanded telework 

59. Expanded work schedule flexibilities

60. Expanded leave policies

61. Clear guidance on COVID-19 vaccination 

protocols 

62. Appropriate physical health resources (e.g., 

access to COVID-19 testing) at my agency worksite 

63. Appropriate mental health resources (e.g., 

assistance with stress of COVID-19) at my agency 

worksite

64. Timely communication about possible COVID-19 

exposure at my agency worksite 

65. Social distancing in my agency worksite 

66. Encouraged use of personal protective equipment 

(PPE) or other safety equipment in my agency 

worksite 

67. Cleaning and sanitizing performed regularly in my 

agency worksite to reduce risk of COVID-19 illness 

68. A well-ventilated worksite. 

69. Clear guidance on quarantine requirements after 

any COVID-19 exposure

Available Not 

Available

Not Needed

93 2 6

88 2 9

64 6 30

86 4 10

31 10 59

36 9 55

40 6 54

33 2 66

33 2 65

31 2 67

29 3 67

34 4 62

14
My organization's senior leaders...

70. ...demonstrate commitment to employee health 

and safety.

71. ...support policies and procedures to protect 

employee health and safety.

72. ...provide effective communications about what to 

expect with the return to the physical worksite.

My supervisor...

73. ...shows concern for my health and safety. 

74. ...supports my efforts to stay healthy and safe 

while working. 

75. ...creates an environment where I can voice my 

concerns about staying healthy and safe.

76. Does the type of work you do require you to be 

physically present at a worksite?

Yes

No

Other

77. My agency’s leadership updates employees about 

return to the worksite planning.

78. In plans to return more employees to the 

worksite, my organization has made employee safety 

a top priority. 

79. Based on my organization’s handling of the 

COVID-19 pandemic, I believe my organization will 

respond effectively to future emergencies.

Favorable Neutral Unfavorable

92 5 3

91 5 3

76 12 12

92 5 3

93 5 2

87 9 4

10%

82%

8%

Favorable Neutral Unfavorable

87 6 7

87 8 5

88 9 4

15
FDIC 2021 OPM Federal Employee Viewpoint Survey Results

80. How satisfied are you with the Telework program 

in your agency?

Participates in program

I choose not to participate in this program

This program is not available to me

I am unaware of this program

81. 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 Program

Child Care Programs

Elder Care Programs

None listed above

82. How satisfied are you with AWS?

Participates in program

I choose not to participate in this program

This program is not available to me

I am unaware of this program

Results for: FDIC Overall, N=3351

Differences

WORK-LIFE ITEM RESULTS

2020

-1

-1

Favorable Neutral Unfavorable

90 6 4

99%

0%

0%

0%

64%

11%

8%

3%

3%

32%

92 6 2

84%

14%

2%

1%

16
83. How satisfied are you with Health and Wellness 

Programs?

Participates in programs

I choose not to participate in these programs

These programs are not available to me

I am unaware of these programs

84. How satisfied are you with the Employee 

Assistance Program?

Participates in program

I choose not to participate in this program

This program is not available to me

I am unaware of this program

85. How satisfied are you with Child Care Programs?

Participates in programs

I choose not to participate in these programs

These programs are not available to me

I am unaware of these programs

86. How satisfied are you with Elder Care Programs?

Participates in programs

I choose not to participate in these programs

These programs are not available to me

I am unaware of these programs

-7

-2

1

1

Differences

2020

75 21 4

46%

35%

12%

7%

67 28 5

40%

51%

1%

8%

56 41 3

25%

62%

7%

6%

55 42 3

25%

63%

3%

8%

Favorable Neutral Unfavorable

17
FDIC 2021 OPM Federal Employee Viewpoint Survey Results

Employment Demographics

87. In which Division/Office do you currently work?

Corporate University (CU)

Division of Administration (DOA) & Chief Operating Officer (COO)

Division of Complex Institution Supervision and Resolution (CISR)

Division of Depositor and Consumer Protection (DCP)

Division of Finance (DOF) & Chief Financial Officer (CFO)

Chief Information Officer Organization (CIO, DIT, OCISO)

Division of Insurance and Research (DIR)

Division of Resolutions and Receiverships (DRR)

Division of Risk Management Supervision (RMS)

 RMS - Reporting to Headquarters

 RMS - Reporting to Region

 RMS - Reporting to Field

Legal Division (Legal)

Office of Inspector General (OIG)

Office of Minority and Women Inclusion (OMWI)

Other Offices

 Chairman/Executive Offices

 FDITECH

 Office of Communications (OCOM)

 Office of the Ombudsman (OO)

 Office of Legislative Affairs (OLA)

Results for: FDIC Overall, N=3351

DEMOGRAPHIC ITEM RESULTS

2%

6%

5%

14%

3%

6%

3%

7%

5%

9%

28%

9%

2%

0%

0%

1%

0%

0%

0%

18
88. 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 Field Offices

 Chicago Field Offices

 Dallas/Memphis Field Offices

 Kansas City Field Offices

 New York/Boston Field Offices

 San Francisco Field Offices

89. What is your supervisory status?

Senior Leader/Executive

Manager

Supervisor

Team Leader

Non-Supervisor

90. What is your current grade level?

Grade 1-8

Grade 9-11

Grade 12

Grade 13-15

CG Supervisor/CM

EM

Other

36%

2%

2%

8%

3%

5%

6%

7%

8%

7%

6%

3%

6%

3%

4%

10%

9%

74%

7%

12%

13%

52%

12%

3%

0%

19
91. What type of appointment do you have?

Permanent

Non-Permanent

Student Intern/Financial Management Scholar

92. Do you work:

Full Time

Part Time

93. Are you in a Bargaining Unit position?

Yes

No

94. Do you work in Consumer Affairs or Community Affairs?

Yes

No

95. Are you currently in the 0570 Occupational Group?

No

Yes, Examiner

Yes, Financial Institution Specialist

Yes, Other

96. What is your US military service status?

No Prior Military Service

Currently in National Guard or Reserves

Retired

Separated or Discharged

97. Are you:

Spouse of current active duty service member

Spouse of separated or discharged service member with a disability 

rating of 100 percent

Widow of a service member killed while on active duty

None of the categories listed

98. Have you been hired under the Military Spouse NonCompetitive Hiring Authority?

Yes

No

95%

4%

1%

98%

2%

58%

42%

2%

98%

53%

32%

8%

7%

89%

1%

2%

9%

0%

1%

0%

99%

4%

96%

20
99. How long have you been with the Federal Government 

(excluding military service)?

Less than 1 year

1 to 3 years

4 to 5 years

6 to 10 years

11 to 14 years

15 to 20 years

More than 20 years

100. How long have you been with FDIC?

Less than 1 year

1 to 3 years

4 to 5 years

6 to 10 years

11 to 14 years

15 to 20 years

More than 20 years

101. Are you considering leaving your organization within the next 

year, and if so, why?

No

Yes, to retire

Yes, another job in Federal Government

Yes, another job outside Federal Government

Yes, other

3%

9%

5%

14%

23%

11%

33%

7%

14%

6%

16%

22%

7%

28%

79%

7%

5%

5%

4%

21
102. I am planning to retire:

Less than 1 year

1 year

2 years

3 years

4 years

5 years

More than 5 years

Personal Demographics

103. Are you of Hispanic, Latino, or Spanish origin? 

Yes

No

104. Please select the racial category or categories with which you 

most closely identify. 

American Indian or Alaska Native

Asian

Black or African American

Native Hawaiian or Other Pacific Islander

White

Two or more races

105. What is your age group?

25 and under

26-29

30-39

40-49

50-59

60 or older

4%

3%

6%

6%

4%

7%

71%

7%

93%

1%

6%

14%

0%

75%

3%

7%

5%

18%

21%

32%

17%

22
106. What is the highest degree or level of education you have 

completed? 

Less than High School

High School Diploma/GED or equivalent

Trade or Technical Certificate

Some College (no degree)

Associate's Degree

Bachelor's Degree

Master's Degree

Doctoral/Professional Degree

107. Are you an individual with a disability? 

Yes

No

108. Are you?

Male

Female

109. Are you transgender?

Yes

No

110. Which one of the following do you consider yourself to be?

Straight, that is not gay or lesbian

Gay or Lesbian

Bisexual

Something else

0%

1%

0%

4%

2%

11%

52%

29%

12%

88%

57%

43%

0%

100%

92%

4%

1%

2%

23
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT K

FDIC Diversity, Equity, and Inclusion Strategic Plan 

2021-2023

Attachment K: FDIC Diversity, Equity, and Inclusion Strategic Plan 2021-2023
EQUITY DIVERSITY

AND INCLUSION 

2021–23 

Strategic Plan

CULTURE

CAREER

COMMUNICATION

CONSISTENCY

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

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DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

CONTENTS

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

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

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

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

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

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

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

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

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

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

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

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

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

Chairman of the Federal Deposit Insurance Corporation 

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

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

belong at a workplace, despite my best effort. 

It should not come as a surprise that at subsequent 

jobs, especially once I had an opportunity to lead and 

shape the workforce culture, I focused on bridging 

the gap between colleagues who feel like they belong 

and those who do not. When I was initially briefed 

on diversity and inclusion efforts at the FDIC, I was 

presented with data, statistics, tables, and progress 

reports. I reviewed the briefing materials and said, 

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

started talking with our employees and learned that 

we have much work to do. 

As FDIC Chairman, my goal is to build and maintain 

a workforce that is talented, diverse, and committed 

to fostering a safe, fair, and inclusive workplace and 

banking system. We have made progress in these 

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

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

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

To execute on this vision, we took a comprehensive look 

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

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

diversity in the financial institutions we supervise, 

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

capitalizes on the diversity in our workforce. 

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

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

is organized around five strategic goals — culture, 

career, communication, consistency, and community. 

Our high-level goals are augmented by actionable 

steps that provide a clear map forward for the agency. 

Internally, the plan further integrates diversity, equity, 

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

development programs. It calls on leaders at all levels 

of the organization to develop operational plans 

reflective of their current DEI performance and business 

realities and will hold them accountable for advancing 

their plans and achieving results. Externally, the plan 

will improve DEI in FDIC contracting opportunities, 

enhance our ability to assess diversity policies 

and practices at financial institutions, and provide 

additional support for Minority Depository Institutions.

To be successful, our DEI efforts must be led and 

managed as an organizational priority. This plan – in 

combination with our first-ever corporate performance 

goal dedicated to improving DEI – does just that. This 

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

us measure our progress, and hold us accountable. 

I hope many of you will recognize that this plan is 

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

also recognize its potential and the will – at all levels 

of the organization – to make lasting changes. I stand 

behind it with my commitment to you that, until the 

day my chairmanship ends, I will work toward an 

inclusive FDIC where all feel that they belong. 

To create a culture of belonging will require 

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

OFFICE OF MINORITY AND WOMEN INCLUSION

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

watch the entire video of George Floyd being killed 

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

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

have watched my daughters sleep peacefully in their 

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

days I jogged in my home state of Georgia and was 

blessed to return home safely, unlike Ahmaud Arbery. 

These horrendous events may feel personal to 

me as a Black woman, but I am painfully aware 

that many individuals and communities feel 

disenfranchised, regardless of their skin color. What 

I never anticipated is that I would be writing about 

such important matters to introduce a Strategic Plan

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

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

be broad and it must be bold. That realization formed 

the very foundation of this Strategic Plan. 

We examined our data and listened to our colleagues 

to gain a better understanding of what needs to 

be done. We had honest conversations about the 

significant commitment needed to be successful. We 

listened. And then we listened some more. The more 

we listened, the clearer it became that the FDIC faces 

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

the same. 

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

FDIC will work to transform our workforce and how 

our efforts will ultimately help make the banking 

system safer, fairer, and more inclusive. As Chairman 

McWilliams noted in her message, this plan is unlike 

any other we have had before. It tackles the very 

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

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

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

honest in the assessment of our successes and past 

failures on issues that matter on an intrinsic level to 

us, as a people, and as colleagues. 

And when you take a holistic, introspective look 

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

you end up with the plan before you. The steps 

outlined embrace the growing pains of addressing 

longstanding challenges by embedding DEI into 

every aspect of our operations. We will support our 

workforce and our communities to reach their full 

potential. We will promote inclusive prosperity by 

including minority- and women-owned businesses, 

law firms, and investors in our business activities. 

We will partner with our supervised institutions to 

identify and promote DEI policies and practices to 

make their communities more inclusive. 

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

been more proud to work for this agency than I am 

today. This plan will drive meaningful progress. We 

will hold ourselves accountable for the execution 

and the results. Most importantly, we will no longer 

accept the status quo.

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

VISION, MISSION, AND VALUES

DEI Vision

Our workforce is talented, diverse, and committed 

to fostering a safe, fair, and inclusive workplace and 

banking system. 

DEI Mission

To foster a culture that exemplifies teamwork, 

embraces innovation, and values diversity, equity, 

and inclusion to achieve mission excellence.

DEI Values

The following values hold true to our vision, shape 

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

expected to treat one another.

• We take the broadest possible view of diversity, 

including seen and unseen qualities.

• We acknowledge life experiences that make 

individuals unique.

• We encourage all employees to use their unique 

perspectives to help advance our mission.

• We require fair treatment, accessibility, and 

opportunity for advancement for all employees.

• We expect our workplace to be an inclusive 

environment built on mutual trust, respect, and 

dignity.

• We incorporate diversity, equity, and inclusion 

in our daily work.

• We commit to building a workplace where all 

employees feel safe bringing their authentic 

selves to work.

• We pledge to identify and eliminate barriers to 

equal opportunity in the workplace.

• We will foster diversity, equity, and inclusion 

in the banking system consistent with our 

mandate.
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SUMMARY OF DIVERSITY, EQUITY, 

AND INCLUSION GOALS

Goal 1. Culture

Ensure that leaders at all levels promote the vision 

and business case for DEI by taking actions to 

increase diversity and equity in the workforce and 

maintain an inclusive workplace. 

Goal 2. Career

Recruit, hire, and develop a high-performing workforce 

that reflects the communities we serve by optimizing 

experiences throughout an employee’s career.

Goal 3. Communication

Develop compelling messages, including 

opportunities for dialogue, that encourage all 

employees to see the importance of DEI to their 

personal success and the success of the FDIC.

Goal 4. Consistency

Mature the DEI model to improve the consistency 

of desired outcomes by strengthening policies and 

procedures, utilizing technology, and enhancing 

training. 

Goal 5. Community

Encourage DEI in FDIC business activities and at 

regulated financial institutions, and foster financial 

inclusion in the banking system.
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1. Culture

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

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

inclusive workplace. 

1.1 Culture of Excellence. Ensure every employee 

has the opportunity to develop and excel in their 

career and recognize and reward high performers.

a. Fully implement a new performance standard 

for supervisors and managers that focuses 

on employee career development and the 

cultivation of an inclusive, constructive work 

environment that is committed to Equal 

Employment Opportunity (EEO) policies 

and principles and is built upon transparent 

communication, mutual trust, and respect.

b. Conduct analysis to identify root causes of any 

barriers to equal employment opportunities, 

establish timelines to regularly review programs 

for systemic barriers, and take action to remedy 

the policies, procedures, or practices that 

created the barriers.

c. Develop and implement a plan to provide all 

managers access to services to receive employee 

feedback and coaching for inclusion at work.

d. After all appeals have been exhausted, include 

a notation in the personnel record of an 

employee who was subject to an adverse action, 

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

discrimination and/or retaliation. 

1.2 Data Excellence. Build a results-oriented DEI 

strategy based on actionable data. 

a. Modernize the Diversity and Inclusion Analytics 

Dashboard to provide actionable management 

data in an easy-to-read format.

b. Identify key performance indicators that 

measure success and identify opportunities, 

and report at least quarterly to the Diversity and 

Inclusion Executive Advisory Council.

c. Track and analyze applications and selections for 

Expressions of Interest (EOIs) and other career 

development programs to evaluate and improve 

inclusion.

1.3 Best Practices. Select and implement DEI best 

practices that would be most effective at the FDIC.

a. Complete the review of applications submitted 

under the Pay Adjustment Program to assess 

potential pay inequities and implement 

approved pay changes. 

b. Develop diverse interview panel guidance and 

require hiring managers to certify that it was 

followed for all selections.

c. Require hiring managers to include at least 

one interview question to assess management 

candidates on their ability to foster DEI. 

d. Benchmark other agencies and the private sector 

for best practices in preventing and addressing 

discrimination and retaliation.
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2. Career

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

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

2.1 Talent Acquisition. Ensure talent acquisition 

practices consistently provide equal opportunity 

and strive to close representation gaps at all levels. 

a. Ensure Division/Office Directors develop and 

implement a plan in 2021, in partnership with the 

Office of Minority and Women Inclusion (OMWI), 

to promote increased diversity and improve their 

2020 Federal Employee Viewpoint Survey (FEVS) 

inclusion quotient no later than 2023. 

b. Ensure hiring managers certify their review of 

Schedule A rosters for potential selections. 

c. Assign an OMWI representative to serve as an equal 

employment opportunity advisor to the Executive 

Review Panels for Financial Management Scholars 

(FMS) Program and Entry-Level Examiner Hiring.

d. Reduce the average number of days for examiner 

travel from the average reported in 2019, using 

technology, to improve retention.

e. Implement a First Generation Professionals 

Initiative as a Special Emphasis Program to 

include events, workshops, and programming that 

serve as resources to promote equitable access 

and opportunities.

f. Identify opportunities to strengthen engagement 

with diverse groups, such as partnering with 

the White House Initiative on Historically Black 

Colleges and Universities (HBCUs), Hispanic 

Association of Colleges and Universities (HACUs), 

Council on Legal Education Opportunity (CLEO), 

Leadership Education and Development (LEAD) 

for Life, community-based organizations, and civil 

rights organizations to improve the effectiveness 

of our recruitment strategies. 

2.2 Career Development. Maintain a diverse 

leadership pipeline including a framework for 

holding managers accountable for actively 

promoting career development and advancement 

opportunities for their employees.

a. Develop and implement a new leadership 

development framework that includes a corporatewide succession management program focused 

on the development of a broad, diverse, and 

talented cadre of future FDIC leaders.

b. Improve access to developmental opportunities 

by reforming the Expression of Interest (EOI) 

Program to eliminate the need for supervisor 

approval.

c. Implement a new, rotational Special Assistant 

Program to provide developmental opportunities 

for aspiring leaders.

2.3 Employee Engagement. Increase opportunities 

for employees to be engaged in achieving DEI goals.

a. Update the Chairman’s Diversity Advisory Council 

(CDAC) and Employee Resource Group (ERG) 

directives to reflect organizational priorities and 

support the groups’ contributions to the FDIC’s DEI 

mission.

b. Host a training conference for CDACs and ERGs on 

how to get the most out of programming that results 

in changed behavior and/or measurable outcomes.

c. Pilot a Diversity Ambassador Program where 

representatives from CDACs and ERGs will provide 

support to new employees regarding DEI at the FDIC.

d. Pilot an event designed to educate immediate 

family members of FDIC employees on benefits 

and services available to support work-life balance 

and career management to help the family feel 

more connected and engaged with the FDIC and 

ultimately improve retention.
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3. Communication

Develop compelling messages, including opportunities for dialogue, that encourage 

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

of the FDIC.

3.1 Trust through Transparency. Provide clear, 

consistent, and regular messaging of the DEI 

vision and actions being taken to achieve desired 

outcomes.

a. Host annual OMWI Town Halls with all FDIC 

employees to review the DEI Strategic Plan, 

acknowledge past accomplishments, identify key 

challenges, and highlight areas of focus for the 

coming year.

b. Ensure Division/Office Directors discuss their 

divisional DEI plans at least annually at an allhands meeting.

c. Ensure Regional Directors discuss their regional 

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

d. Conduct semiannual meetings between OMWI 

and Division/Office leadership to discuss DEI 

best practices and identified gaps in their DEI 

performance. 

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

f. After all appeals have been exhausted, provide 

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

of any final finding of discrimination and/or 

retaliation made against the agency as required 

by the Elijah E. Cummings Federal Employee 

Antidiscrimination Act of 2019.

g. Post data regarding each class-action complaint 

filed against the agency alleging discrimination 

and/or retaliation. 

3.2 Branding. Partner with the Office of 

Communications (OCOM) to use meaningful 

context to turn DEI data into compelling 

narratives that make messaging more impactful 

and demonstrate the necessity for continued 

efforts in DEI.

a. Update internal and external webpages with 

compelling messages that illustrate our 

commitment to DEI in our workforce, our 

business activities, and our supervised banks.

b. Create an annual impact report that accurately 

measures and communicates the effectiveness 

of our DEI efforts and any actions that must be 

taken to achieve better outcomes.

c. Develop and implement a social media and 

marketing campaign to engage a broad and 

diverse talent pool and communicate key 

initiatives and programs.

3.3 Reinforcement. Integrate DEI into 

communications.

a. Coordinate with stakeholders to include DEI 

when crafting and issuing internal and external 

agency communications and building or acquiring 

information technology solutions (e.g., Section 

508 compliance, inclusive visuals and language, 

reasonable accommodation language, etc.).
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4. Consistency

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

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

4.1 Inclusive Environment. Foster a work 

environment without barriers to opportunity, 

where all employees feel welcomed, valued, 

respected, and engaged, and can effectively 

participate and bring their unique talents, skills, 

and perspectives.

a. Develop and implement a program to conduct 

regular internal audits of regional, field, and 

headquarters offices to identify EEO program 

deficiencies and evaluate barrier analysis efforts 

as recommended by the Equal Employment 

Opportunity Commission (EEOC).

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

work policies to better support inclusion by 

increasing, as appropriate, flexibilities available 

to meet employee needs.

c. Expand the Anti-Harassment Program directive 

to include guidance for reporting issues to 

appropriate FDIC offices and other authorities if 

an employee experiences issues while interacting 

with external stakeholders on official duty.

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

surveys) to measure attrition, identify reasons 

for attrition, and address barriers to equal 

employment opportunities.

e. Update the Anti-Harassment Program directive 

to require investigation of harassment 

complaints to commence within 10 days, and 

corrective action be taken within 60 days, of 

receipt of the complaint. 

4.2 Technology Enhancements. Apply technology 

solutions to improve the efficiency and 

effectiveness of DEI efforts. 

a. Implement online assessments to mitigate the 

potential for discrimination or bias in entry-level 

examiner hiring.

b. Implement a voluntary internal survey 

mechanism for gender identity, sexual 

orientation, and other key identifiers to provide 

a full picture of diversity in our workforce.

c. Develop and implement a comprehensive 

reasonable accommodation information system 

to improve the efficiency and effectiveness of 

processing requests and compiling data.

4.3 Training Plan. Promote workshops and 

learning sessions designed to increase cultural 

competencies and skills in promoting equal 

opportunity.

a. Conduct empathy-based training for all 

managers and employees.

b. Train selecting officials, interviewers, and 

Subject Matter Experts (SMEs) on ensuring 

consistency in the hiring process, including 

requirements of the Americans with Disabilities 

Act of 1990, the Rehabilitation Act of 1973, and 

Title VII of the Civil Rights Act of 1964.

c. Provide toolkits and other educational and 

learning opportunities for hiring officials 

regarding use of special hiring authorities for 

persons with disabilities.

d. Conduct mock interviews for both hiring 

officials and employees with disabilities to 

increase comfort with, and the effectiveness of, 

the hiring process.
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5. Community

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

foster financial inclusion in the banking system.

5.1 Economic Opportunity. Identify barriers that 

underserved communities and individuals may 

face in taking advantage of FDIC procurement 

and contracting opportunities and ensure the 

inclusion, to the maximum extent possible, 

of minorities and women, and entities 

owned by minorities and women, including 

financial institutions, investors, underwriters, 

accountants, and providers of legal services, in 

contracts entered into by the FDIC. 

a. Implement a series of technical assistance 

events to educate and equip minority- and 

women-owned businesses (MWOBs) with the 

tools they need to compete for contracts.

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

companies’ capabilities and learn about the 

FDIC’s procurement process.

c. Review the selection process for historically 

marginalized attorneys and minority- and 

women-owned law firms (MWOLFs) to determine 

if there are opportunities to enhance the 

selection process, within existing guidelines, for 

legal referral services.

d. Partner with the Division of Resolutions and 

Receiverships (DRR) to host a joint ventures 

virtual conference and provide technical 

assistance to minority- and women-owned 

investors (MWOIs).

e. Determine whether new policies, regulations, 

or guidance documents may be necessary to 

advance equity in agency actions and programs 

and procurement and contracting opportunities.

5.2 Technology Solutions. Implement automated 

tools to improve the efficiency and effectiveness 

of the FDIC’s ability to assess diversity policies 

and practices at regulated entities and within the 

contractor workforce.

a. Streamline and enhance the Financial Institution 

Diversity Self-Assessment (FID-SA) Application to 

increase and improve submissions by regulated 

entities.

b. Develop and implement a portal in support of 

OMWI vendor outreach activities.

c. Implement and enhance the automated tool 

for performing good faith effort reviews of the 

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

the goal of supporting financial inclusion in 

the development and implementation of FDIC 

policies, including those which promote diversity 

and inclusion of historically underserved and 

marginalized populations. 

a. Explore creation of a non-profit to provide

technical assistance to minority depository

institutions (MDIs) on digital transformation.

b. Explore mechanisms to support internships at 

MDIs, Community Development Financial

Institutions (CDFIs), and other interested

financial institutions for students from HBCUs

and other Minority-Serving Institutions (MSIs)

with established technology programs.

c. Train examiners on examining unique business

models of MDIs.

d. Provide DEI perspective for public awareness

campaigns to ensure goals are met and prevent

unintended consequences.

e. Create a network roadmap illustrating and

connecting activities that the FDIC conducts to

enhance outreach potential of all programs and

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

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

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

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

without causing harm to others.

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

backgrounds and cultures.

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

life activities. 

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

under honorable conditions, and has established the present existence 

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

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

the Department of Veterans Affairs or a military department.

Diversity Diversity encompasses the range of similarities and differences each 

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

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

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

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

culture, background, experiences, and other elements.

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

opportunity, and advancement for all individuals, including individuals who 

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

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

participation in the workplace.

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

attention and extending an invitation, seeking and respecting other 

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

for individuals who might otherwise be excluded or marginalized.

APPENDIX – KEY CONCEPTS AND TERMS
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Individual/Person 

with a Disability 

A person with a physical or mental impairment that substantially limits 

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

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

impairment unless the impairment is both transitory and minor.

Reasonable 

Accommodation

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

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

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

Self-Identification

of Disability

The voluntary completion and submission of information from the Office of 

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

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

Human Resources Branch personnel in the Division of Administration, or 

electronically through the MyEPP system using the appropriate code from 

the SF 256.

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

positions that require specific skillsets to fulfill a business need.

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

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

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

paralysis, complete paralysis, epilepsy, intellectual disabilities, psychiatric 

disabilities, dwarfism, and significant disfigurement.

Underserved 

Communities

Populations sharing a particular characteristic, as well as a geographic 

communities, that have been systematically denied a full opportunity to 

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

Unseen Diversity 

Characteristic

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

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

and religion and belief.
U.S. Equal Employment Opportunity Commission

FY 2021 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT L

FDIC Section 342 Dodd-Frank Wall Street Reform and 

Consumer Protection Act Report to Congress 2021

Attachment L: FDIC Section342 Dodd-Frank Wall Street Reform and Consumer Protection Act Report to Congress 2021
SECTION 342 DODD-FRANK WALL STREET

REFORM AND CONSUMER

PROTECTION ACT

REPORT TO CONGRESS 2021

FEDERAL DEPOSIT INSURANCE CORPORATION

OFFICE OF MINORITY AND WOMEN INCLUSION
Section 342 Dodd-Frank Wall Street 

Reform and Consumer Protection Act

Report to Congress 2021

Federal Deposit Insurance Corpporation

Office of Minority and Women Inclusion
IN THIS YEAR’S 

REPORT

1 A MESSAGE FROM THE DIRECTOR

3 OUR KEY INITIATIVES AND

ACCOMPLISHMENTS

 4 In Our Workforce

 6 In Our Operations

 7 Among Supervised Institutions 

 and Communities

8 OUR STRATEGIC ROADMAP

10 Culture

13 Career

30 Communication

33 Consistency

34 Community

34 Inclusive Prosperity

40 Financial Institution Diversity

42 Financial Inclusion

49 Supporting Minority Depository 

Institutions

53 CONCLUSION

55 APPENDICES

56 Appendix A: Contracting and Trend Data

60 Appendix B: Workforce Demographic 

and Trend Data

64 Appendix C: Acronyms and Terms
A MESSAGE FROM THE DEPUTY TO THE CHAIRMAN 

FOR EXTERNAL AFFAIRS AND DIRECTOR OF THE OFFICE 

OF MINORITY AND WOMEN INCLUSION

Nikita Pearson
A MESSAGE FROM THE DIRECTOR

I am pleased to present the 

2021 Federal Deposit Insurance 

Corporation’s (FDIC’s) Section 

342 of the Dodd-Frank Wall Street 

Reform and Consumer Protection 

Act Report to Congress.

This report describes our efforts to build a 

more inclusive workplace culture based on our 

diversity, equity, inclusion, and accessibility 

(DEIA) mission and values. The principles of 

DEIA inform how we interact with one another 

as employees and colleagues, and they extend 

to our interactions with supervised 

financial institutions; vendors 

we contract with; and the 

communities we serve.

In 2021, we released 

our new Diversity, 

Equity, and Inclusion 

Strategic Plan to 

help guide our 

efforts with respect 

to DEI over the 

next few years.1

Subsequently, 

we adopted 

Accessibility as 

another 

core 

 1The FDIC’s 2021-23 Diversity, Equity, and Inclusion Strategic Plan is 

 available at https://www.fdic.gov/about/diversity/pdf/dei2021.pdf.

principle, and have made it an organizational 

priority to ensure that employees have access to 

the systems and resources that will allow them 

to be fully successful.

Among other things, our Strategic Plan 

reinforces that true implementation of our 

DEIA objectives requires broad-based support 

throughout the Corporation. Beyond the Office 

of Minority and Women Inclusion (OMWI), 

each of the FDIC’s Divisions and Offices play a 

critical role in our DEIA efforts; in particular, our 

managers and supervisors, who have the dayto-day responsibilities for hiring, promoting, 

developing, and training employees.

Perhaps most significantly, the Strategic Plan 

sets forth a broad and bold view of DEIA. For the 

first time, the FDIC recognizes the bigger role we 

have within our mandate to address inequities 

in society. Where we have influence, our broader 

DEIA vision is to remove the banking system 

challenges that stand in the way of businesses, 

communities, and individuals achieving their 

full potential. The Strategic Plan is not just 

about the FDIC workforce and workplace—we 

look to improve DEIA in the banking system and 

in the communities we serve.

I am very proud of the progress we have made 

over the last year, and the remainder of this 

report discusses those accomplishments in 

greater detail. However, I and the rest of the 

FDIC leadership and workforce, recognize that 

there is much more to do. We remain committed 

to achieving all of the ambitious goals set 

forth in our Strategic Plan; to building the 

inclusive banking system of the future; and to 

maintaining stability and public confidence in 

the nation’s financial system. 
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 7

A MESSAGE FROM THE DEPUTY TO THE CHAIRMAN FOR 

EXTERNAL AFFAIRS AND DIRECTOR OF THE OFFICE OF MINORITY AND 

WOMEN INCLUSION

OUR KEY INITIATIVES AND

ACCOMPLISHMENTS
4 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR KEY INITIATIVES AND ACCOMPLISHMENTS: IN OUR WORKFORCE

In Our Workforce

After a year of challenges that had a profound 

impact on how we work and live, the FDIC took 

concrete actions to build DEIA into everything we 

do. We have much work to do, but we can also 

share our progress. Highlighted below are key 

initiatives and accomplishments from 2021.

Launched new leadership development program with 

women representing 67 percent of participants.

Launched new leadership development program with 

minorities representing 60 percent of participants.

Launched the First Generation Professional Program 

with 37 participants in the first cohort. 

Launched a National Listening Tour where nearly 

1,000 employees participated to share their 

life experiences and how these perspectives 

impact them at work. Sessions focused on: 

Rural Communities, LGBTQ+, Economically 

Disadvantaged, First Generation Professionals, 

Persons with Disabilities, Veterans, Generations in 

the Workforce, Religious Beliefs, and Caregivers.

23%

Increased minority 

representation at the 

executive management 

level to 23 percent.

24%

Increased minority 

representation across 

all management level 

positions to 24 percent.

41%

Increased 

representation of 

women in the new 

entry-level examination 

position to 41 percent.
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 5

OUR KEY INITIATIVES AND ACCOMPLISHMENTS: IN OUR WORKFORCE

Expanded partnership with the Hispanic Association of Colleges and 

Universities (HACU) to cohost a Hispanic-Serving Institutions (HSI) 

Town Hall attended by 200 FDIC employees. 

Celebrated HBCU Week by hosting a career planning 

seminar with senior FDIC executives and more than 

80 HBCU Competitiveness Scholars.

Highlighted workforce diversity using social media for 

the FDIC's first public celebration of our HBCU and HSI 

graduates.

Maintained our highest favorable response rate of 

74 percent in the Inclusion Quotient (IQ) category 

since we began tracking the IQ as a part of the Office 

of Personnel Management’s Federal Employee 

Viewpoint Survey. 

Increased representation of 

persons with disabilities to 13 

percent, outperforming 2020 

results and above the 12 percent 

federal benchmark.

13%

9%

Increased veteran representation 

to 9 percent with veterans 

representing almost 13 percent 

of new hires in fiscal year 2021.

31%

Increased minority 

representation in the General 

Business and Industry 

occupation to 31 percent. 

Joined two White House Initiatives 

on Advancing Educational 

Equity, Excellence, and Economic 

Opportunity: (1) for Hispanics and (2) 

through Historically Black Colleges and 

Universities (HBCU).

Workforce (continued)
6 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR KEY INITIATIVES AND ACCOMPLISHMENTS: IN OUR OPERATIONS

 

$

$417M Awarded almost $417 million or 

49 percent of contracts to MWOBs.

$130M Made payments of $130 million 

to MWOBs.

$14M Conducted three Pitch Day events with one 

participating MWOB being awarded a $14 million 

contract.

$4M Made payments of almost $4 million to minority- and women-owned 

law firms (MWOLFs) and Diverse Attorneys at majority law firms, 

representing 18 percent of all law firm contracts.

Increased the percentage of MWOLFs 

on the List of Counsel Available from 

30 to 41 percent.

30%

41%

MWOLFs

In Our 

Operations
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 7

OUR KEY INITIATIVES AND ACCOMPLISHMENTS: AMONG SUPERVISED INSTITUTIONS AND COMMUNITIES

 Partnered with the U.S. Department of the Treasury 

and the Community Development Financial 

Institutions (CDFI) Fund to provide up to $9 billion 

in funding through the Emergency Capital 

Investment Program (ECIP), as well as $3 billion in 

new grant funding for CDFIs, including $1 billion 

set aside for minority lending institutions.

 Cohosted Prospective Diverse Directors Symposium 

with the Ohio Banker League, which resulted in 

three attendees from the event being added 

to Ohio bank boards and nearly a dozen more 

entering the bank board pipeline.

 Conducted our first public awareness campaign to 

educate consumers on how banks can help them 

meet their financial needs, increasing #GetBanked 

webpage traffic to 13,748 total views in Houston 

and 8,208 total views in Atlanta.

 Worked with the Internal Revenue Service to 

promote the creation of six new Volunteer Income 

Tax Assistance (VITA) sites in South Dakota in 

counties that had no VITA presence, in preparation 

for the 2022 tax season.

Launched the first FDITECH 

tech sprint focused on the 

significant challenges of 

financial inclusion for the 

seven million unbanked 

households in America.

Among Supervised Institutions 

and Communities
OUR 

STRATEGIC ROADMAP
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 9

OUR STRATEGIC ROADMAP

Our vision is to have a workforce that is talented, 

diverse, and committed to fostering a safe, fair, 

and inclusive workplace and banking system. We 

are committed to fostering a culture that exemplifies 

teamwork, embraces innovation, and values DEIA to 

achieve mission excellence. In this report we discuss 

our efforts in terms of how they align with the five 

overarching DEIA goals outlined in the DEI Strategic 

Plan. These goals are outlined below.

The following pages lay out where we are now – the challenges we face and actions taken 

to achieve results – and where we have committed to go. We are proud to highlight our 

efforts from 2021. 

CULTURE

Ensure leaders at all levels promote the vision 

and business case for DEIA by taking actions that 

increase diversity and equity in the workforce and 

maintain an inclusive workplace.

CAREER

Recruit, hire, and develop a high-performing 

workforce that reflects and is as diverse as the 

communities we serve by optimizing experiences 

throughout an employee’s career. 

COMMUNICATION

Develop compelling messages, including 

opportunities for dialogue, that encourage all 

employees to see the importance of DEIA to their 

personal success and the success of the FDIC.

CONSISTENCY

Improve desired outcomes by strengthening 

policies and procedures, utilizing technology, and 

enhancing training.

COMMUNITY

Encourage DEIA in FDIC business activities and 

at regulated financial institutions, and foster 

financial inclusion in the banking system.

DEIA
10 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: CULTURE

No matter how strong our DEI Strategic

Plan is, its efficacy will be held back if

we do not build the proper culture. We

recognize that the work of diversity and inclusion 

does not end with increasing representation, so 

we have been intentional about creating a culture 

where everyone can feel accepted and valued, can 

be their best selves, and can do their best work. 

Fostering a culture of belonging will better position 

the agency to attract and also retain a diverse 

workforce. Our efforts focused on three areas:

Culture of Excellence. Ensuring every employee 

has the opportunity to develop and excel in 

their career, and recognizing and rewarding high 

performers.

Data Excellence. Building a results-oriented DEIA 

strategy based on actionable data.

Best Practices. Selecting and implementing DEIA 

best practices that would be most effective at the 

FDIC.

As a result of these efforts, we maintained our 

highest favorable response rate in the Inclusion 

Quotient (IQ) category since we began tracking 

the IQ as a part of the Office of Personnel 

Management’s Federal Employee Viewpoint Survey 

(FEVS). Of note, four of the five IQ dimensions 

– Fair, Open, Cooperative, and Supportive – are

also at their highest levels. However, FEVS shows

significantly different levels of engagement by

gender, race, and disability status. The following

pages list major initiatives implemented by the

FDIC in 2021 to address these areas.

1

2

3

4

5

Barrier Analysis

The FDIC completed its barrier analysis of 

the Agency and outlined the following five 

key goals as a result:

Recruiting. Address myths 

and misconceptions related to 

recruiting and diversity.

Hiring. Support recruiters, hiring 

officials, and managers with 

resources and tools to ensure 

equal opportunity. 

Talent Management. Ensure 

that feedback, opportunities, and 

awards are distributed consistent 

with criteria that support FDIC’s 

DEIA mission, values, and goals. 

Culture. Foster a work 

environment where all employees 

feel welcomed, valued, respected, 

and engaged, and can effectively 

participate and bring their unique 

talents, skills, and perspectives. 

Leadership. Position DEIA as a 

priority and mission enabler. 

In 2022, the FDIC will continue to remedy 

any policies, procedures, or practices that 

may lead to identified barriers.

CULTURE
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 11

OUR STRATEGIC ROADMAP: CULTURE

Performance Standards

The FDIC fully implemented a new performance 

review standard for all executives, managers, 

and supervisors to support the recruitment, 

hiring, development, and engagement of 

a diverse workforce. Building a culture of 

inclusion was also integrated into the criteria to 

be considered for a bonus. These actions align 

DEIA goals to compensation, similar to other 

business and strategic priorities.

Building and Sharing 

Actionable Data

The FDIC modernized its Diversity and Inclusion 

Analytics Dashboard, which provides data to 

OMWI and other Divisions and Offices to inform 

the development of DEIA plans and strategies 

and support workplace inclusion. OMWI uses 

the data to monitor DEIA progress, identify 

gaps and weaknesses, and report to senior 

leadership. Gathering and analyzing timely, 

accurate, and relevant DEIA data will drive 

targeted actions and promote accountability.

Pay Adjustment Program

In 2020, the FDIC implemented a new system 

for setting incoming employees’ pay. Related 

to the implementation of the new pay system, 

in 2021, current employees were afforded the 

opportunity to request a pay adjustment review 

to help ensure that they are paid in accordance 

with the principles underlying the new paysetting system. The FDIC worked with an 

outside consultant to define the new pay-setting 

system and the FDIC and the National Treasury 

Employees Union agreed on the parameters of 

the pay adjustment process. Approximately, 

4,900 FDIC employees were eligible for the 

review and 1,800 employees applied. Ultimately, 

more than 700 employees, or 40 percent of 

applicants, received an average pay adjustment 

of $10,048. 
12 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: CULTURE

Diverse Interview Panels

Hiring managers were asked to use interview 

panels representing diverse perspectives 

until formal guidance is developed in 2022. In 

addition, interview questions for candidates 

to fill management positions were expanded 

to assess the applicants’ commitment to DEIA 

initiatives. OMWI, along with Human Resources, 

frequently reviewed interview questions to 

ensure they were relevant to job requirements. 

Adopting these leading practices for minimizing 

potential implicit or unconscious bias in hiring 

and promotion opportunities is designed to 

bolster fairness and trust, ultimately improving 

workplace culture.

Equal Employment Opportunity 

(EEO) Benchmark Study

OMWI benchmarked other agencies’ equal 

employment programs for preventing and 

addressing discrimination and retaliation. The 

results of those benchmarking efforts will be 

implemented into our EEO program in 2022. 

It is important for employees to feel included 

and subject to the same terms and conditions 

of employment regardless of characteristics. 

Inclusion increases engagement, resulting in 

a positive impact on the agency’s culture and, 

ultimately, our ability to continue to achieve the 

FDIC mission. 

Alternative Dispute Resolution 

(ADR) Mediation

OMWI initiated measures to enhance the 

agency’s ADR mediation. In recent years, 

participation in the ADR program has been 

below the Equal Employment Opportunity 

Commission’s goal of 50 percent. OMWI 

initiated a review of the ADR process to identify 

why more employees do not opt to participate. 

OMWI is working with management officials 

and internal subject matter ADR experts to 

encourage participation, receive meaningful 

feedback from participating employees, 

and analyze mediations for ongoing process 

improvements. Upon completion of the 

benchmarking project, OMWI will develop 

and implement additional conflict resolution 

processes and procedures at the FDIC to 

improve ADR participation.

It is important 

for employees 

to feel included 

and subject to 

the same 

terms and 

conditions 

of employment 

regardless of 

characteristics. 
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 13

OUR STRATEGIC ROADMAP: CAREER

The FDIC's most valued asset is our 

workforce. We are committed to 

recruiting, hiring, and developing 

a high-performing workforce that reflects 

the communities we serve by optimizing 

experiences throughout an employee’s career. 

Data suggests that the FDIC successfully recruits 

a qualified group of diverse applicants. 

However, the same limited data shows 

racial, ethnic, and gender diversity in some 

cases decreases in the referral and selection 

process. Generally, this trend continues when 

progressing from lower to higher pay grades. 

To address these concerns, in 2021, our efforts 

focused on two areas.

Talent Acquisition 

Ensuring talent acquisition 

practices consistently 

provide equal opportunity 

and strive to narrow 

representation gaps at all 

levels.

Career Development 

Maintaining a diverse 

leadership pipeline 

including a framework 

for holding managers 

accountable for activity 

promoting career 

development and 

advancement opportunities 

for their employees.

To this end, the FDIC has taken a number of 

actions, including recruiting from all available 

talent in the labor market, providing upward 

mobility options to current employees, and 

amplifying employee engagement at all levels. 

We continued to make progress to improve 

workforce representation in our mission-critical 

occupations and senior management ranks 

by addressing the longstanding challenges of 

attracting, retaining, and advancing minorities, 

women, people with disabilities, veterans, and 

other historically underrepresented individuals 

in our workforce. However, the pace of our 

progress has been challenged by historically 

low turnover and limited opportunities for 

advancement, especially in the bank examiner 

occupation. Despite these challenges, with 

past and current efforts, the racial, ethnic, and 

gender diversity of the FDIC workforce has 

improved. 

EMPLOYEE ENGAGEMENT 

INCLUDED:

 Chairman’s Diversity Advisory Councils

 Employee Resource Groups

 Leadership Development Programs

 Formal and Informal Mentoring Programs

 Coffee and Conversations on Diversity Topics

 WorkLife and Employee Wellness Programs

 Celebrating our Uniqueness Listening Sessions 

 Chairman’s Town Hall Meetings 

AND MORE

CAREER
14 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: CAREER

At the end of 2021, minorities represented 33 

percent of the permanent workforce and women 

accounted for 44 percent. The FDIC has also 

increased diversity across leadership: minorities 

hold 24 percent of management-level positions 

(up from 22 percent in 2020). 

Furthermore, minority representation at the 

executive management level increased from 

20 percent in 2020 to 23 percent in 2021. 

While the FDIC has made progress, work remains 

to be done. We have a unique opportunity to 

further reshape the FDIC workforce given the 

acceleration of anticipated retirements and 

separations during and following the pandemic. 

Division and Office DEIA 

Operational Plans

OMWI consulted with FDIC Divisions and Offices 

about opportunities to foster and maintain 

workforce diversity and promote equal 

opportunity in recruitment, hiring, retention, 

promotions, and awards. Based on those 

discussions, Divisions and Offices developed 

DEIA operational plans featuring strategies 

tailored to their needs and circumstances. 

These plans outline strategies to make 

meaningful progress toward addressing 

representation gaps in our workforce, embed 

DEIA into our operations, and hold leadership 

and managers accountable for accomplishing 

the goals outlined in the DEI Strategic Plan. 

Talent Acquisition for 

Mission-Critical Occupations

Examiner 

A key challenge for the FDIC in promoting 

diversity at all levels of our workforce continues 

to be the ability to attract, retain, and advance 

minorities and women in our bank examiner 

workforce. The examiner occupation is 

Diverse Representation in Management Level Positions Has Increased

24% Minorities Up from 22%
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 15

OUR STRATEGIC ROADMAP: CAREER

the largest occupational group at the FDIC. 

Individuals who began their careers as entrylevel examiners tend to occupy a significant 

percentage of executive and managerial 

positions in the agency, as well as other 

non-examiner leadership positions. Thus, 

representation rates within the examiner 

workforce are key to achieving equitable 

representation across the broader 

FDIC workforce. 

Historically, our ability to attract and retain 

examiners has been impacted by a number of 

factors, including high travel, more than 80 office 

locations in smaller cities with frequent travel 

to institutions in rural areas, and low turnover. 

The average tenure of an FDIC employee is 25 

years. While this means that the FDIC is rich in 

experience and institutional knowledge, it can 

also result in limited promotional opportunities 

for others. 

We found during the pandemic that we can 

use technology to reduce travel by maintaining 

smaller on-site teams and larger off-site teams 

to support bank examinations. We have already 

cut the length of our examiner training program 

by nearly a year, and using virtual tools has 

further cut examiner travel requirements. We 

supplemented these efforts by providing paid 

parental leave and supporting student loan 

repayment programs for our examination 

workforce. 

We also enhanced recruitment initiatives 

for the examiner workforce with the FDIC’s 

Minority Recruitment Task Force (MRTF). The 

MRTF assists in developing and implementing 

tailored strategies to improve the FDIC’s 

diversity recruitment efforts at select colleges 

and universities and targeted job fairs. During 

the summer of 2021, the MRTF expanded to add 

nine minority-serving institutions to the original 

15 targeted schools for a total of 24 colleges and 

universities. 

Staffing a diverse group of FDIC employees at 

recruitment events can help appeal to a broader 

pool of potential candidates. To encourage 

employee participation in recruitment efforts, at 

the onset of 2021, the FDIC’s MRTF sought ways 

to partner with the agency’s Employee Resource 

Groups (ERGs). We included ERG members at 

recruiting events to highlight authentic career 

journeys and inspire students and growing 

professionals, as well as to educate ourselves 

about the needs of the incoming workforce.

Due to pandemic-related restrictions, all 

recruitment activities were conducted virtually 

in 2021. MRTF recruiters continued to implement 

creative strategies to target minority students 

and increase the diversity of applicants for the 

FDIC’s major occupations, including the EntryLevel Examiner Hiring Program. 

“

The task force has 

enabled recruiters to 

identify creative ways 

to attract diverse talent, 

and has allowed us to 

implement strategies that 

are specific to our region’s 

needs and goals. 

Drew Lynch

Case Manager, Kansas City

“
16 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: CAREER

MRTF recruiters participated in several 

recruitment activities, including panel DEIA 

discussions, “Day in the Life” podcasts, money 

management clinics, federal resumé writing 

workshops, and joint information sessions 

with university career services offices to help 

students develop career readiness and navigate 

the federal application process. 

Women representation in new entry-level 

examiner hiring increased from 40 to 41 percent. 

However, minority women representation in 

the examiner workforce remains below the CLF 

We will continue to leverage the available labor 

pools to address underrepresentation among 

minority women (see Appendix B).

Economist

One-third of FDIC economists are minorities and 

one-third are women. The FDIC’s Division of 

Insurance and Research (DIR), which employs 

the majority of the FDIC’s economists, has 

sought to enhance its recruiting by targeting 

schools with higher numbers of minorities and 

women in economics and finance majors. 

We also continue efforts to expand gender 

diversity within the applicant pool, and we 

expect those efforts to bear fruit moving 

forward.

In 2021, DIR’s Center for Financial Research 

(CFR) hosted students from two programs 

designed to advance the participation of 

women and underrepresented minorities in 

the economics profession: the FDIC Summer 

Research Fellows Program and the American 

Economic Association (AEA) Summer Training 

Program (AEASP). 

Four students joined the CFR under the second 

annual Summer Research Fellows Program, 

which targets doctoral candidates who have 

completed their qualifying examinations and 

have well-developed research toward finishing 

their doctorate. Through the program, these 

emerging scholars learned about the work of 

the agency’s economists while continuing their 

dissertation research. 

Minority and Women 

Representation in the 

Examiner Workforce

MINORITIES

WOMEN

21%

39%

22% 22%

40% 40%

2019 2020 2021
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 17

OUR STRATEGIC ROADMAP: CAREER

The FDIC also partnered with Howard University, 

an HBCU, on the development of the AEA 

experiential learning program. For the first 

time in the program’s history, the AEA involved 

experiential learning partners in the delivery of 

the program, allowing students an opportunity 

to complete a research project under the 

mentorship of professional economists, and 

to provide enriching, real-world experiences 

unique to the nation’s capital. The two student 

interns were each paired with an FDIC employee 

mentor as part of the experiential learning 

program.

We believe these programs will demonstrate 

to stakeholders the FDIC’s interest in and 

commitment to a diverse workforce and make 

our goal of a diverse workforce a reality.

“The AEA Summer Program 

had everything I was looking 

for because you can take 

graduate-level classes, which 

is a unique experience because 

not many colleges allow you 

to do that. Also, the notion of 

trying to diversify the field of 

economics was really cool to 

me because economics isn’t a 

very stratified field right now, 

and to be able to spend the 

summer with so many peers 

who come from such rich and 

diverse backgrounds 

was really cool.

SeSe Nguyen

AEA Summer Program Intern

“

One-Third of the FDIC's 

Economists are Minority 

and One-Third are Women

MINORITIES

WOMEN

29% 29%

34% 33% 33% 33%

2019 2020 2021
18 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: CAREER

General Business and Industry

The General Business and Industry occupation 

includes staff that carry out bank resolution 

and receivership activities. The majority of 

employees in this occupational series work 

in the FDIC’s Division of Resolutions and 

Receiverships (DRR).

The FDIC continues to improve minority 

representation in this occupation consistent 

with the civilian labor force (CLF), particularly 

among women and minorities. (See Appendix B.) 

One example is DRR’s continued participation 

in the Recent Graduates Program. This program 

enables DRR to hire entry-level candidates into 

career ladder positions. 

In addition to providing a means for succession 

management, the program allows candidates 

the opportunity to use their new skills to 

help improve existing business processes. 

Candidates in 2021 were a diverse group with 

different ethnic backgrounds, genders, and 

veteran status.

Expanding External Partnerships

The FDIC has many long-standing partnerships 

with professional organizations that support 

the leadership development of persons from 

historically underrepresented groups. We 

work with organizations such as the National 

Association of Black Accountants, the 

Association of Latino Professionals for America, 

and the National Association of Asian American 

Professionals. Throughout 2021, the FDIC’s 

Corporate Recruitment Program extended 

relationships with these organizations to 

provide personal and professional mentorship 

to its members. Specifically, the FDIC hosted 

a variety of programs with focused efforts on 

leadership, financial management, and DEIA. 

These organizations provided insight into 

the obstacles that they believe continue to 

hinder the employment and advancement of 

their members into senior-level positions. We 

used this information to structure our annual 

engagement to increase support of these groups 

and ensure they are represented within our 

corporate talent pipeline. 

Minority Representation 

Continues to Improve in 

the General Business and 

Industry Occupation

MINORITIES

WOMEN

26%

34%

29%

31%

35% 35%

2019 2020 2021
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 19

OUR STRATEGIC ROADMAP: CAREER

To expand diversity recruitment awareness 

across the FDIC and reinforce efforts to gain 

advocacy at the executive level, the FDIC hosted 

several speaking engagements in 2021. These 

events provided an opportunity to inspire 

diverse students and aspiring professionals to 

pursue executive leadership opportunities in the 

federal government. Collectively, we were able 

to reach hundreds of individuals through events, 

including:

 National Black MBA Association HBCU Crash 

Course: “Keys to Building Your Personal Brand 

Effectively” for African American undergraduate and graduate students (February 2021)

 Prospanica Leadership Summit: “Putting 

Intentions into Practice: Power up your DEI 

Initiatives” for ERG leaders and Latino business professionals (March 2021)

 National Association of Black Accountants 

Post-Convention Student webinar: “Developing Career Ambition” for African American 

undergraduate and graduate students (June 

2021)

 Association of Latino Professionals for America 2021 Convention Student Bootcamp: 

“Banks, You, and Community Development” 

for Hispanic undergraduate and graduate 

students (July 2021)

 Ascend Pan-Asian Leaders Student Café 

Workshop: “Turning Career Ambitions into 

Accomplishments” for Pan-Asian American 

students (September 2021)

 Prospanica Post-Conference Professional Development Session: “Professional Networking 

as a Minority: Different Identities, Different 

Lessons” for Hispanic undergraduate and 

graduate students (September 2021)

 Thurgood Marshall Leadership Institute: 

“The Relationship between Your Money, 

Your Decisions and Your Financial Health” 

for African American undergraduate and 

graduate students (October 2021)

 Accounting & Financial Women’s Alliance 

Women Who Count Conference - Young 

Professionals Event: “Dare to Lead: Getting 

out of your own way!” for professional 

women of varying age groups (October 2021)

 Hispanic Association of Colleges and 

Universities (HACU) ¡Adelante! Leadership 

Institute Workshop: “First, But Not Alone: 

Thriving as a First Generation Professional” 

(October 2021) 

Revamping Hispanic/Latino 

Outreach and Recruitment 

The FDIC continues to have underrepresentation 

of Hispanic/Latino employees. While we 

have made incremental improvements, we 

are closely monitoring the representational 

rates of Hispanic/Latino employees, and are 

implementing initiatives which seek to increase 

representation.

In 2021, the FDIC began development of an 

agency-wide Hispanic/Latino Recruitment 

Strategy. The Corporate Recruitment Program, 

OMWI, and the Hispanic Organization for 

Leadership and Advancement (HOLA) ERG 

Board of Directors collaborated on planned 

initiatives to: 

 Increase our potential candidate pipeline of 

Hispanic/Latino students from high school to 

college, 

 Create new partnerships and strengthen 

existing partnerships with Hispanic/Latino 

organizations, and 

 Increase retention rates and engagement of 

Hispanic/Latino employees. 
20 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: CAREER

The FDIC also partnered with the Hispanic 

Association of Colleges and Universities 

(HACU) to cohost the inaugural HispanicServing Institutions (HSI) Week in September 

2021. Throughout the week, panelists shared 

ways to proactively source candidates from 

underrepresented communities, and discussed 

the importance of DEIA hiring initiatives and 

the critical role allyship plays in achieving an 

inclusive work environment. More than 200 

FDIC employees participated, including staff that 

moderated and provided closing remarks.

As a result of our participation, the FDIC is 

expanding its relationship with HACU on a 

new Black, Indigenous, and People of Color 

(BIPOC) initiative, which seeks to build financial 

capability and economic empowerment, 

focusing on HSIs and other Hispanic-serving 

organizations. The FDIC will also participate in 

HACU’s National Internship Program and provide 

financial education to participating students 

utilizing the FDIC’s Money Smart financial 

education curriculum as part of an inaugural 

professional development series.

We also led four powerful professional 

development programs with Hispanic students 

and professionals to spur interest in internship 

and career opportunities in the FDIC:

 During the Prospanica Leadership Summit, 

two FDIC executives led a discussion on 

leading with accountability and social responsibility to develop actionable DEI strategies. 

The executives shared what the FDIC is doing 

to reshape its infrastructure so that it reflects 

a shared commitment to improve inclusion. 

Participants, most of whom represented ERGs 

from private- and public-sector organizations, 

learned how to facilitate conversations to 

identify and reduce barriers toward achieving 

genuine inclusive practices. At the post-conference professional development session, 

FDIC professionals shared their challenges 

and wins in building lasting connections 

through leadership networking. Minorities often lack access to informal networks, creating 

unique challenges to enter spaces in which 

they are underrepresented. This workshop 

provided tools to overcome some of the biggest challenges when it comes to networking, 

such as getting started, maintaining relationships, and having purposeful conversations.

 The FDIC participated in the Association of 

Latino Professionals for America’s (ALPFA’s) 

week-long Student Bootcamp. Our session 

featured six Hispanic/Latino employees in the 

Community and Consumer Affairs Branch and 

a senior leader who taught the FDIC Money 

Smart financial education curriculum, promoted careers in banking, and encouraged 

the audience to consider ways to impact their 

communities through wealth building. Students learned about community banking and 

the role of the FDIC in the banking industry.

 At the HACU Annual Conference, FDIC representatives from the Legal Division, Community and Consumer Affairs Branch, and Human 

Resources Branch participated in a workshop 

to provide their perspectives as first-generation professionals. Students received encouragement as well as best practices to help 

them thrive personally and professionally.

The FDIC is expanding its 

relationship with HACU on a new 

Black, Indigenous, and People 

of Color (BIPOC) initiative which 

focuses on financial capability 

and economic empowerment 

targeting HSIs and other 

Hispanic-serving organizations.
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In 2022, the FDIC will establish an executive 

level taskforce to develop and implement a 

robust strategy to strengthen Hispanic/Latino 

recruitment and retention.

Strengthening Engagement with 

Historically Black Colleges and 

Universities

The FDIC is building a strong partnership 

with the White House Initiative on Advancing 

Educational Equity, Excellence and Economic 

Opportunity through Historically Black Colleges 

and Universities (WHI-HBCUs). In 2021, we 

demonstrated our commitment to engaging with 

HBCUs through significant participation in the 

annual HBCU Week Conference. Among other 

efforts, we hosted a fireside chat for WHI-HBCU’s 

Competitiveness Scholars that featured several 

FDIC executives, including the agency head, who 

discussed the importance of FDIC examination 

work in ensuring economic inclusion and safe 

banking practices. Additionally, members of 

our Human Resources Branch shared pertinent 

information about the federal employee 

application process and opportunities within 

the FDIC for students. In 2022, we will expand 

our engagement with HBCUs by leading a 

masterclass session on entrepreneurship for the 

Competitiveness Scholars.

The FDIC is engaging HBCUs beyond 

collaboration with the WHI-HBCUs. In 

September 2021, we hosted a webinar focused 

on HBCUs in Texas. Presenters from each 

participating HBCU discussed the history of the 

institution, current partnerships with financial 

institutions or faith-based organizations, 

opportunities for other financial institutions to 

collaborate with the institution, and an alumni 

perspective about attending an HBCU.  FDIC 

Human Resources Branch also discussed 

internship and recruiting opportunities. 

Our Corporate Recruitment Program also 

coordinated the FDIC’s participation in two 

additional events for HBCU students and 

alumni: the HBCU Career Marketplace Virtual 

Conference and Career Fair and the WHI-HBCUs 

first-ever Virtual Recruitment and Career Fair. 

Through our participation, we identified several 

candidates for positions within our entry-level 

examiner ranks. We also identified candidates 

for our Legal Division and Chief Information 

Officer Organization through internship 

programs specific to those divisions.

Bolstering Efforts to Attract Veterans 

and Persons with Disabilities

The FDIC recognized a need to enhance our 

outreach and hiring efforts towards veterans and 

persons with disabilities, and identified specific 

steps for immediate improvement. 

“I had the pleasure of speaking 

to the White House Initiative 

on Historically Black Colleges 

and Universities. Sharing my 

journey and experiences with the 

scholars was an extremely rewarding 

experience. While pursuing my Juris 

doctorate and M.B.A., I was selected 

to be a White House Initiative on 

Historically Black Colleges and 

Universities Competitiveness 

Scholar. I thoroughly enjoyed 

the opportunity to give 

back to the program. 

Christian King

Legal Honors Program, Legal Division

“
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Through partnerships with the Department 

of Veterans Affairs Work Experience 

Program, Transition Assistance Program 

offices in various military bases, Recruit 

Military, MBA Veterans Network, and 

Corporate Gray, we interacted with 

more than 100 veterans, transitioning 

military members, and military spouses 

to provide information on the education 

and experience required to qualify for FDIC 

opportunities. 

We also identified initiatives for 

implementation in 2022, including a 

partnership with the Department of 

Defense SkillBridge Program for internship 

opportunities among transitioning service 

members and the U.S. Department of 

Veterans Affairs’ Work Experience Program 

for veterans after separation. 

On a weekly basis, the FDIC’s Human 

Resources Services Center provides FDIC 

vacancy announcements to multiple 

sources that target persons with disabilities, 

including Vocational Rehabilitation Agencies in 

several states, the DC Department of Disability 

Services, Career Opportunities for Students 

with Disabilities, disABLEDPerson.com, Virginia 

Department for the Blind and Vision Impaired, 

and Corporate Advocacy Network for Disability 

Opportunities (CAN DO), an FDIC ERG. We also 

advertise open positions and distribute targeted 

email campaigns with the American GI Forum, 

Corporate Gray, Operation Warfighter, Recruit 

Military, and VetJobs. 

Additionally, 25 percent of 2021 diversity 

outreach events coordinated by our Corporate 

Recruitment Program specifically targeted 

persons with disabilities. In 2021, nine 

percent of our workforce were individuals with 

disabilities and 13 percent of new hires were 

veterans.

Expanding the Talent Pipeline 

through Paid Internships

In 2021, the FDIC continued to make strategic 

use of internships to develop the next generation 

of talent. Corporate recruiters participated 

in more than 400 campus recruiting events to 

identify talent for the Entry-Level Examiner 

Hiring Program, during which they discussed 

the educational requirements for the program, 

and provided tips on federal application success. 

As a result of our recruitment efforts, we hired 

a total of 50 Financial Management Scholar 

Interns in 2021.

The FDIC Student Intern Program gives 

students an opportunity to gain valuable work 

experience, while also providing opportunities 

to enhance their professional development and 

acquire the skills to succeed in their career. 
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Throughout the annual Student Intern 

Program, the interns are asked to complete 

anonymous surveys about their satisfaction 

and the relevance of the topics covered in the 

workshops, training, and activities. Interns can 

provide general feedback about the program 

administration and programming as a whole. 

The intern programming is redesigned each 

year to address changes to the needs, goals, and 

interests of the FDIC’s interns.

Additionally, the FDIC participated with the 

Office of the Comptroller of the Currency and 

the Department of Energy in a workshop to 

reach students from inner-city high schools 

in Washington, DC. The program aimed to 

allow students to acquire first-hand experience 

working alongside employees of various 

disciplines within the organization and expand 

their understanding of financial literacy and 

entrepreneurship. 

We received many positive comments from 

the students, who were curious to hear more 

from the panelists and indicated that the 

entrepreneurship workshop was of great benefit 

and interest to their career goals.

Summer Scholars Student 

Internship (SSSIP) Program

In 2021, FDIC hired a total of six interns (four 

high school and two collegiate), as a part of 

the inaugural SSSIP program. The SSSIP was 

offered in partnership with the District of 

Columbia Department of Employment Services’ 

Marion S. Barry Summer Youth Employment 

Program. The program provided District 

of Columbia high school students with an 

opportunity to gain practical and professional 

work experience, increase knowledge about 

careers in the financial sector and the federal 

government, and explore career paths related to 

their professional interests. 

All interns participated in weekly enrichment 

activities designed to expand their knowledge, 

develop meaningful skills, and engage in critical 

thinking. Interns closed out the program with 

the completion of a capstone project and 

presentation. 

Program feedback from interns and FDIC 

employees was overwhelmingly positive. A 

standout high school participant was invited 

to intern within the Legal Division during the 

school year.

First Generation 

Professionals 

In June 2021, the FDIC launched its First 

Generation Professionals Program (FirstGen), an 

initiative to provide workplace support to these 

professionals. The FirstGen Program intends to 

build an inclusive community, address barriers 

for its members, and address challenges with 

practical and research-based answers from 

subject experts. 

The format is a peer-to-peer experience that 

allows members to receive direct support 

from volunteer Ambassadors focused on 

tailoring professional and/or personal 

goals. The program serves as a conduit to 

assist participants to create a positive work/

life balance for employees. In 2021, 37 FDIC 

employees participated in the program.
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Career Development

Increasing Diversity in Leadership

In 2021, the FDIC launched two new leadership 

development programs to build a diverse pool of 

internal candidates for future management and 

leadership positions. 

The programs enhance the agency’s successionplanning efforts and support employees’ 

interest in advancing to management roles. To 

ensure an equitable opportunity to participate, 

the programs were broadly advertised and 

employees were strongly encouraged to 

apply. The FDIC also expanded access to 

other career-enhancing opportunities. We 

have seen more minority representation in the 

overall workforce and executive management. 

However, there has not been significant progress 

in the representation of women in executive 

management.

124 Total FDIC Executive Level Managers

of Executives 

63%

are MEN

of Executives 

37%

are WOMEN

of Executives

23%

are MINORITIES

of Executives are 

77%

NON-MINORITIES

Minority Representation at Executive Level (by Race)

Minority Representation in Overall 

Workforce vs. Executive Level

Women Representation in Overall 

Workforce vs. Executive Level

30%

17%

31%

20%

32%

23%

 2019 2020 2021

 Overall Workforce Executive Level

45% 45% 44%

38% 37% 37%

 Overall Workforce Executive Level

 2019 2020 2021

Black or

African American

Asian

Hispanic or Latino

Two or More Races

77.4% Non-Minority

12.1%

4.8%

4.0%

1.6%
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Expressions of Interest (EOIs)

The process for applying to details and 

temporary promotions has been enhanced 

to be more fair, open, inclusive, and support 

employees’ career aspirations. Two key reforms 

were implemented in 2021. First, there is now 

no requirement to obtain prior supervisor 

approval to apply for an EOI, empowering 

employees to pursue the career development 

opportunities that are the best fit for them. 

Second, selecting officials must now prioritize 

the selection of qualified candidates that have 

not recently been on temporary development 

assignment in the last 12-month period. By 

emphasizing the importance of considering 

employees who have not recently been on 

temporary assignments, a broader group of 

employees will be afforded the opportunity to 

gain greater career experience. 

These changes are intended to encourage more 

employees to participate in the EOI program, 

allowing them to explore opportunities across 

the organization, learn new skills, expand 

their FDIC network, learn more about how the 

different Divisions and Offices contribute to the 

FDIC mission, and ultimately, to build a strong 

and inclusive FDIC workforce. 

Rotational Special 

Assistant Program 

In 2021, the FDIC launched a new annual 

Special Assistant Rotational program. Program 

participants serve as Special Assistants to 

executives, specifically, Division Directors, 

Deputy Directors, and Regional Directors across 

the Corporation. The program is designed to 

increase diversity in the agency’s leadership 

by providing general exposure to Division 

and Office operations at the senior level and 

cross-functional experience, encouraging a 

culture of excellence that supports and sustains 

high performance, and promoting career 

development and succession management 

at the FDIC. Twenty-three Special Assistants 

were placed through the program. Throughout 

the year, the Special Assistants will participate 

as cohorts in quarterly training events, and 

individual and specific courses which will 

culminate with a capstone activity. 

Leadership Excellence 

Acceleration Program

In 2021, the FDIC established the Leadership 

Excellence Acceleration Program (LEAP) to 

develop the next generation of leaders with a 

corporate-succession management focus to 

increase DEIA in the FDIC’s leadership. LEAP 

prepares non-supervisors to be “day-one ready” 

when entering first-line management ranks, 

through participation in management training 

courses and developmental assignments. 

Participants are provided the training in 

preparation for future promotion opportunities. 

In 2021, there were 15 LEAP program selectees, 

with minorities representing 60 percent and 

women representing 67 percent. 

Executive Management 

Shadowing Rotational Program 

The FDIC’s Legal Division faces a potential 

retirement wave. To address this, the Legal 

Division is implementing a process to transfer 

knowledge in a sustainable way by offering 

opportunities for employees to cross-train 

and increase their visibility in the organization 

through supporting management on highprofile projects.

In 2021, the Legal Division piloted the Executive 

Management Shadowing Rotational Program, a 

60-day detail assignment. 
26 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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The program’s first pilot cycle ran from 

April through June 2021, and featured two 

partnership teams each comprised of a “guest” 

and a “host.” The program gave participants 

full-scale exposure to and inclusion in the work 

of executive management through meetings 

with the General Counsel, Deputy General 

Counsels, managers and senior staff of the Legal 

Division, and members of the FDIC management 

team outside the Legal Division. In addition, the 

partnership teams were able to work through 

legal matters together, collaborate to clarify and 

devise management and personnel strategies, 

and gain new perspectives from each other’s 

viewpoints. The program participants also took 

part in training and coaching sessions geared 

toward leadership and management styles, time 

management, executive communication, and 

shadowing best practices. There was a second 

cycle of participants in the fall of 2021, and the 

program’s third cycle is running from March 

through June 2022 with an expanded 90-day 

detail assignment for three participants. 

Mentoring Programs

The Corporation-wide Mentoring Programs 

support the agency’s succession-planning efforts 

by providing networking opportunities, allowing 

employees to explore and learn of available 

career paths, and facilitating the transfer of 

organizational knowledge from one employee 

to another. The FDIC took a number of steps 

to promote further diversity and inclusion 

in the workplace in 2021, by re-evaluating 

and implementing changes to the eligibility 

criteria for the FDIC and Leadership Mentoring 

Programs. Previously, employees had to wait 

five years before they were eligible to re-apply 

as a mentee in the FDIC Mentoring Program. 

We decreased that period to three years, with 

the additional ability to re-apply earlier than 

three years if participants had a permanent 

change to their grade level or job series since 

the last time they participated. To simplify the 

application process and remove a potential 

barrier, for the first time, supervisor approval is 

no longer required on the applications of nonsupervisory employees. The capacity of the 

FDIC Mentoring Program has been increased 

by 50 pairs of participants, now allowing 125 

partnerships (or 250 participants) per year. In 

2021, the representation of women mentees was 

47.1 percent, which is above the representation 

rate of female FDIC employees. In addition, 23.5 

percent of mentees were minorities.

DRR launched an informal mentoring program 

in 2020. It is open to all DRR employees, with 

the targeted DEIA goals of open discussion 

and relationship building between managers 

and employees, providing access to managers 

through informal networking, promoting 

diversity in the DRR culture, furthering DRR 

strategic efforts to recruit and retain employees 

from diverse groups, and strengthening 

succession-planning efforts. Participation 

grew in 2021 to 48 participants from across the 

Division of different grade levels, backgrounds, 

and expertise. 

Feedback indicated that 93 percent of 

participants rated the quality of their experience 

as good or excellent. Ninety-seven percent 

of participants rate the usefulness of the 

program as good or excellent, and 100 percent 

of participants indicated they had achieved 

personal gain by participating.

Employee Engagement

The FDIC believes that an inclusive culture 

and an appreciation of work/life balance leads 

to a positive work environment that provides 

an equitable opportunity for all employees to 

reach their full potential. For these reasons, 

throughout 2021, the FDIC continued to engage 

employees through programming and initiatives 

designed to promote an inclusive culture. 
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Employee-Led Councils 

and Groups

The Chairman’s Diversity Advisory 

Councils (CDACs) and ERGs provide 

employees’ perspectives on DEIA 

issues and help foster a culture of 

inclusion. They give voice to broadbased employee views on DEIA 

issues, and provide a supportive 

environment that allows employees 

to network and collaborate on 

career and personal development 

goals. There are seven CDACs: one 

in each of the FDIC regions and one 

at headquarters in Washington, DC.

During 2021, the CDACs partnered 

with OMWI and several ERGs on 

monthly observance events for 

Black History Month; Women’s 

History Month; Lesbian, Gay, 

Bisexual, Transgender, and Queer+ 

(LGBTQ+) Pride Month; Native 

American Heritage Month; and 

Hispanic Heritage Month. 

In addition, organizations 

partnered with OMWI to address 

issues affecting employees during 

mandatory telework, including 

mental health awareness, social 

isolation, and stress management. 

The groups also held events based on such 

topics as allyship, understanding differences 

(e.g., gender identities), the importance of 

pronouns in the workplace, and embracing 

emotional intelligence.

The OMWI Director communicates to all new 

employees about the CDACs and ERGs to raise 

visibility and encourage participation, and 

the FDIC’s Regional Directors also encourage 

employee participation in these organizations 

and actively promote group events. 

OMWI partnered with employee-led groups on 

diversity events and programs throughout the 

year. Further, CDACs are invited to participate 

in annual DEIA discussions with the Diversity 

Executive Advisory Council, which includes the 

FDIC Chairman.

FDIC ERGs are an invaluable resource for the 

workforce. Through their activities, employees 

benefit by increased cultural competency, 

enhanced collaboration in the workplace, 

and heightened awareness of issues affecting 

employees. 

The FDIC 

Has Nine Employee 

Resource Groups (ERGs):

 Association of African American 

Professionals (A3P)

 Corporate Advocacy Network for 

Disability Opportunities (CAN DO)

 Heritage of Asian American Pacific 

Islanders (HAAPI)

 Hispanic Organization for Leadership 

and Advancement (HOLA)

 Innovation Meetup (IM)

 Networking Inclusion and Advancement for 

African American Women: African American 

Women with a Purpose (NIA Women)

 Partnership of Women in the Workplace 

(POWW)

 PRIDE Employee Resource Group (VERG)
28 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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The ERGs also provide opportunities for 

employees to better understand unique 

challenges which diverse groups may face.

During 2021, FDIC leadership met with ERG 

representatives to discuss FDIC activities with 

regard to DEIA issues. For instance, with the 

rise in violence against the Asian American 

and Pacific Islander (AAPI) community, the 

FDIC has taken significant steps to create a 

safe place for its AAPI employees through 

increased engagement with the Heritage for 

Asian American and Pacific Islander (HAAPI) ERG 

leadership. Members of the senior executive 

team hosted a listening session with a group of 

HAAPI members to share personal stories about 

workplace issues faced by AAPIs and potential 

solutions to address these issues. 

This session opened up further dialogue 

opportunities with FDIC senior management 

about the workplace dynamics and treatment 

of its AAPI employees. It has also led to the 

development of several initiatives suggested by 

HAAPI members and ongoing efforts to address 

the remaining suggestions. 

The ERGs also hosted agency-wide events 

throughout the year to help promote cultural 

competency among the larger FDIC community. 

A3P collaborated with HAAPI, HOLA, NIA 

Women, and POWW to host two DEIA events 

on “Challenges Faced by Ethnic Minorities in 

the Workplace: A Dialogue on Breaking Down 

Barriers.” 

The events aimed to educate and share diverse 

perspectives about the life experiences of 

those who are not members of the majority 

group. Creating a safe environment to share 

these stories is important to maintaining an 

environment where everyone can feel welcome 

and able to contribute to the agency’s success.

FDIC Cookbook

This year for the first time, we celebrated the rich 

diversity of our workforce and our community 

spirit through a collaborative cookbook, entitled

FDIC Community Table: United We Cook—a 

compilation of our employees’ treasured 

family recipes. It is the story of the FDIC, of 

the individuals and their unique backgrounds, 

experiences, and perspectives that collectively 

make this organization great. The COVID-19 

pandemic has given us all a renewed 

appreciation for family, friends, and co-workers. 

At the FDIC, a unique collective diversity makes 

our workforce strong, effective, and vibrant. 

Worklife Program

The Worklife Program offers webinars that aim 

to help employees achieve a healthy work/

life balance. The webinars support employees 

at different stages of their lives and careers, 

with topics including mental health, stress, 

parenting, elder care, retirement planning, 

financial wellness, estate planning, organization, 

and time-management skills. In 2021, Worklife 

delivered 56 webinars with an average 

attendance of 140 people. Additional webinars 

provided support for employees and their family 

members coping with COVID-19.

The FDIC also hosted a Self-Care Conference 

focused on employee needs and overall 

wellness. Because of the increased screen time 

for many employees, the conference featured 

a session on healthy eye care and setting up 

your home office to reduce ergonomic-related 

injuries. More than 500 employees participated 

in the Self-Care Conference. In addition, clinical 

counselors are available on a weekly basis for 

virtual sessions. The sessions are for employees, 

their loved ones and family members. 

Employees can also receive a referral to seek 

external clinical counseling up to six sessions per 

issue in their local area.

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As we have worked to implement our 

DEIA strategies we have identified 

oopportunities to more effectively 

communicate the intent and rationale for DEIA 

as a mission enabler. We must be transparent 

about our efforts, the importance of DEIA, and 

how employees contribute to achieving DEIA 

goals. Also, it is important that we create an 

opportunity for employees to share their stories 

and experiences as we foster an inclusive work 

environment. 

The following details the communication goals 

achieved during 2021. 

National Listening Tour: 

Celebrating Our Uniqueness

We all have unique experiences, backgrounds, 

and characteristics—both seen and unseen—

that influence how we engage with one another 

in the workplace. In 2021, OMWI launched 

a discussion series during which employees 

shared their life experiences and discussed 

how these perspectives affect them in the 

workplace. The sessions covered topics on: 

Rural Communities, LGBTQ+, Economically 

Disadvantaged, First Generation Professionals, 

Persons with Disabilities, Veterans, Generations 

in the Workforce, Religious Beliefs, and 

Caregivers. Nearly 1,000 employees participated 

in nine sessions.

Division and Office 

Listening Sessions

Throughout the year, Divisions and Offices 

continued to host their own listening sessions to 

encourage employees to share their experiences 

and perspectives. For example, DRR sponsored 

two new initiatives to increase avenues for 

employees to connect across differences. First, 

the “DRR Let’s Connect!” pilot was launched. 

DRR employees were invited to participate in 

conversations in an inclusive environment where 

they were encouraged to talk about themselves, 

their experiences, careers, or background. The 

conversations led to discovering commonalities, 

To accomplish our 2021 

Communication Goals, 

we focused on three areas:

Trust through Transparency

Provide clear, consistent, and 

regular messaging of the DEIA 

vision and actions being taken to 

achieve desired outcomes.

Branding

Use meaningful context to 

turn DEIA data into compelling 

narratives that make messaging 

more impactful and demonstrate 

the necessity for continued 

efforts in DEIA.

Reinforcement

Integrate DEIA into 

communications.



COMMUNICATION
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which helps promote inclusion in the workplace. 

DRR employees from across the organization 

and management were randomly grouped to 

participate in discussions. A second initiative, 

Small Diversity Dialogue Groups, promoted 

engagement and inclusion in DRR through open 

dialogue around DEIA. Each session consisted 

of approximately 10 employees, with one 

designated as facilitator and discussion leader, 

creating a safe space for employees to share and 

exchange ideas with the purpose of building 

greater understanding.

The Legal Division senior leadership instituted 

“virtual drop-in” hours. These are hours when 

employees may reach out to management to 

chat about issues, ask questions, or catch up. 

Senior leadership encourages managers to set 

aside designated hours to meet with their direct 

reports. Particularly when operating in a virtual 

environment, these sessions can help maintain 

employee engagement. Division and Office 

leaders plan to continue these efforts in 2022.

Leveraging Social Media

The FDIC engaged in several efforts to raise 

awareness of both internal and external 

audiences about the agency’s commitment to 

DEIA efforts. For the HBCU Week and the HSI 

Week Town Hall events, we developed a series of 

marketing materials featuring important HBCU 

and HSI statistics and the FDIC’s involvement 

with DEIA initiatives in both English and 

Spanish. These materials were shared on social 

media platforms, including Facebook, Twitter, 

Instagram, and LinkedIn with the #teamfdic 

hashtag. We also developed two videos 

featuring FDIC employees who attended HBCUs 

and HSIs to increase visibility and awareness of 

the impact HBCUs and HSIs have had on FDIC 

employee achievement. The FDIC’s social media 

posts feature a diverse group of FDIC employees 

and many posts are also published in Spanish.

Promoting Equal Access for 

People with Disabilities

The year of 2021 proved to be an exciting year 

for the FDIC’s Section 508 program. Named for 

Section 508 of the Rehabilitation Act of 1973, 

the program works to make electronic and 

information technology accessible to people 

with disabilities. As the agency pivoted towards 

100 percent telework, the need for accessible 

technology became more imperative. The 

Section 508 Compliance team and the Disability 

Program worked with the Chief Information 

Officer Organization (CIOO) to prioritize and 

deliver necessary Microsoft Teams features to 

employees with disabilities. 

Accessibility features made available included: 

automated captioning, meeting conference 

bridge phone numbers to allow for contracted 

American Sign Language interpreters to 

phone in, the ability to “pin” the video feeds of 

interpreters, and participant spotlighting. These 

features were added to the MS Teams meeting 

platform for all FDIC employees to utilize in their 

virtual work environments.

In addition, the FDIC Section 508 Compliance 

team hosted a series of educational events 

open to all employees, as part of an awareness 

campaign called “Mission Accessible.” The 

campaign emphasized the need to provide 

equal access to information for people with 

disabilities. These events were conducted 

between September 28 and October 21 to 

coincide with observing National Disability 

Employment Awareness Month in October. 

The Mission Accessible campaign included 

sessions on Awareness of Section 508 of the 

Rehabilitation Act, Document Accessibility, 

Section 508 Testing Tools, Accessibility for Adobe 

Experience Manager, and Ask Us Anything.
32 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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The FDIC Section 508 Compliance team 

leveraged third-party technology to create and 

implement a portal for its customers to submit 

requests for Section 508-related service, Section 

508 training, document remediation assistance, 

Section 508 testing, and Voluntary Product 

Accessibility Template reviews.

Throughout 2021, the Section 508 Compliance 

team continued to compile Section 508 Program 

Maturity Assessment evaluations submitted 

to the Office of Management and Budget 

through the General Services Administration. 

During the most recent reporting period, the 

conformance levels of FDIC intranet pages 

increased 3 percentage points, from 91 percent 

to 94 percent, and the conformance level of the 

FDIC’s external internet pages remained above 

90 percent. The Section 508 Compliance team 

shared instructions on how to further improve 

the conformance levels. 

To continue to increase the maturity of the 

FDIC’s Section 508 program, the 508 Compliance 

team is collaborating with the CIOO to improve 

the inclusion of Section 508 in the areas of 

acquisition, information, and communications 

technology life cycle, testing, and training.

ACCESSIBILITY
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 33

OUR STRATEGIC ROADMAP: CONSISTENCY

We are working to mature our DEIA 

model to enhance the consistency of 

our outcomes by strengthening our 

policies and procedures, utilizing technology, 

and enhancing our training. In 2021, we focused 

on two areas.

Inclusive Environment. 

Foster a work environment 

without barriers to 

opportunity, where all 

employees feel welcomed, 

valued, respected, and 

engaged and can effectively 

participate and bring their 

unique talents, skills, and 

perspectives.

Training Plan

Promote training and 

workshops designed 

to increase cultural 

competencies and skills in 

promoting equal opportunity.

Provided below are initiatives implemented in 

2021 to address these areas.

Telework Flexibilities 

Telework flexibilities have been identified 

as an enabler to achieving DEIA goals. For 

example, travel was identified as a potential 

barrier for recruiting women and minorities 

in the examiner workforce. Our experience in 

mandatory telework and our effective 

incorporation of new technology and processes 

have provided the FDIC with an opportunity 

to explore additional operating models. At 

the same time, we are mindful of the need to 

maintain our culture and promote continued 

collaboration so that we effectively fulfill our 

mission. 

Training

The FDIC continued to provide DEIA-related 

training for FDIC supervisors and the entire 

workforce, including:

 Diversity 101: This course features thoughtprovoking video vignettes that tackle deep 

diversity, inclusion, and respect topics. It 

also addresses how employees can engage 

and work through differences to support 

productivity and teamwork.

 EEO and Diversity Training for Supervisors: 

This course provides relevant and practical 

information that help supervisors, managers, 

and executives increase their knowledge 

and skills in the EEO-complaint process and 

diversity and inclusion.

 Anti-Harassment Program Briefing: This 

briefing, new for 2021, describes the FDIC's 

Anti-Harassment Program and its policy on 

harassment and behaviors that constitute 

harassment. The briefing provides an 

overview of the procedures for reporting and 

processing harassment allegations.

CONSISTENCY


34 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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COMMUNITY

The work of the FDIC not only impacts the 

banking system; we have opportunities to 

positively influence consumers, families, 

households, small businesses, entrepreneurs, 

and communities across the country. The FDIC’s 

DEI Strategic Plan community goal encourages 

DEIA, as well as fostering financial inclusion, in 

our business activities and at our supervised 

financial institutions. To accomplish this goal, in 

2021 we focused on the following activities.

 Economic Opportunity. Identify barriers 

that underserved communities and individuals may face in taking advantage of FDIC 

procurement and contracting opportunities 

and ensure the inclusion, to the maximum 

extent possible, of minorities and women, 

and entities owned by minorities and women, including financial institutions, investors, 

underwriters, accountants, and providers of 

legal services, in contracts entered into by the 

FDIC. 

 Technology Solutions. Implement automated tools to improve the FDIC’s ability to assess 

diversity policies and practices at regulated 

entitles and within the contractor workforce.

Inclusive

Prosperity

At the FDIC, we ensure economic opportunity 

for MWOBs in our contracting by identifying 

and removing barriers that MWOBs may face in 

pursuing FDIC contracting opportunities. 

Maximizing MWOB Contracting 

Opportunities

The agency’s Acquisition Services Branch 

(ASB), together with OMWI, continued to 

maximize procurement strategies that have 

increased MWOB participation. We continued to 

monitor our procurements for possible MWOB 

opportunities. As contracting needs have 

evolved, ASB continued to encourage soliciting 

MWOBs in every competitive acquisition. OMWI 

review is required for all Acquisition Plans 

valued at more than $100,000 to ensure OMWI 

can include MWOB sources in the solicitation.

We also used multiple award vehicles in 

information technology services and bank 

resolution work, allowing pre-qualification 

of multiple firms under a single award. Since 

adopting this strategy, we have had increased 

participation by small businesses, many of 

whom are minority- and women-owned. This 

multiple-award strategy paid big dividends as 

$358 million in new task orders were awarded 

to MWOBs. In addition, new Basic Ordering 

Agreement contracts were awarded for:

 Information Security Support Services: $9.4 

million, all three awardees are MWOBs.

 Infrastructure Support Services: $488 million, 

one of three firms is an MWOB.

 Strategic Business Support Services: $386 

million, nine of 13 firms are MWOBs.

 Information Technology Application Services—Next Generation: $425 million, nine of 

17 firms are MWOBs.

$
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OUR STRATEGIC ROADMAP: COMMUNITY

In our second area of success, we continued to 

use the Section 8(a) program, which resulted in 

$6.1 million in contracts to MWOBs for critical 

interior construction projects of FDIC facilities, 

assessment of human resources systems, and 

outreach and economic inclusion services. 

Eighty-eight such contracts with a combined 

value of $29.6 million were awarded in 2021.

OMWI continued to serve as a voting member on 

Technical Evaluation Panels (TEPs) that ensure 

all contract proposals receive fair consideration. 

During the year, OMWI staff participated in 27 

TEPs and responded to 62 requests from ASB 

and program offices for MWOB referrals in 2021. 

In addition, ASB continued to host virtual 

Industry Days for solicitations. ASB conducts 

Industry Days to ensure businesses understand 

the FDIC’s requirements before a solicitation 

is issued and to give smaller businesses 

opportunities to find partners and develop 

teams before submitting bids. Subsequently, 

a participating MWOB firm met applicable 

requirements, competed, and received an award 

to provide critical on-site Physical Security 

Services at bank closings.

Enhancing Outreach to MWOBs 

During the year, OMWI applied a more holistic 

approach toward our Minority and Women 

Outreach Program and the procurement process 

and actively promoted contracting with MWOBs. 

We proactively conducted market research 

and collaborated with program offices to host 

Pitch Days. This level of engagement supports 

the Minority and Women Outreach Program 

to meet the evolving contracting environment 

and ensure equitable economic opportunity for 

MWOBs. 

OMWI also continued to focus on identifying 

procurement needs earlier in the procurement 

process. Throughout the year, OMWI met 

regularly with program personnel to discuss 

the status of contract awards, requirements, 

and contracting strategies. During the sessions, 

OMWI shared information on the benefits of 

contracting with MWOBs. 

As a result, OMWI personnel gained a deeper 

understanding of contracting needs from 

the customer viewpoint. This exposure has 

enhanced OMWI staff’s capacity to have deeper, 

more meaningful conversations with MWOB 

contractors at matchmaking procurement 

events and during one-on-one technical 

assistance meetings. 

“The FDIC relies on contractors 

to assist in the resolution of 

failed financial institutions across 

the country. Since no two banks 

are alike, we often require the 

support of contractors with different 

specialties and an understanding 

of the communities affected. 

Developing and maintaining 

a diverse pool of contractors helps 

us ensure that we are prepared to 

pay insured depositors quickly, and 

to effectively manage the resolution 

of failed financial institutions and 

disposition of their assets.

Andrew Stirling

Assistant Director

Division of Resolutions 

and Receiverships

“
36 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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Technical Assistance events provide resources 

and educate contractors for opportunities 

with the FDIC and provide knowledge that 

may help them succeed with other agencies 

as well. In 2021, OMWI completed a three-part 

technical assistance series that focused on 

“Getting to Success: Marketing Your Business,” 

“Collaborating with a Mission,” and “Proposal 

Writing: Things Unsaid.” Two hundred and fifty 

attendees participated in the three events.

In 2021, OMWI conducted three Pitch Day 

sessions. At each session, MWOBs “pitch” their 

business capabilities to the FDIC for potential 

contracting opportunities of their goods and 

services. The program offices viewed the events 

as enriching opportunities to learn and interact 

with the contractors. After attending one Pitch 

Day session, an MWOB firm competed and won a 

$14.3 million nationwide Administrative Support 

Services contract. At the request of program 

offices, OMWI will continue Pitch Day sessions 

in 2022. The FDIC also hosted two other 

events that positioned companies for potential 

opportunities, the virtual Technical Assistance 

Events. These events highlighted resources to 

enhance networking connections. 

OMWI also conducted extensive outreach 

to MWOBs about agency procurements. 

Subsequently, four MWOBs met applicable 

requirements, competed and won contracts 

for new procurements in the Division of 

Administration and DRR. OMWI added 100 new 

MWOB firms to the resource list from one-on-one 

meetings, exhibits, matchmaking procurement 

events, and inquiries to the MWOB Mailbox after 

vetting for possible opportunities. 

A key objective under the DEI Strategic Plan 

community goal is implementing the use of 

automated tools to improve the efficiency and 

effectiveness of programs. 

In 2020, OMWI identified the need for 

automation to support our outreach program. 

The existing tools consisted of a combination of 

disconnected automated and manual processes. 

In 2021, OMWI developed and deployed 

the Minority- and Women-Owned Business 

Relationship Management (MRM) tool. The MRM 

tool provides technology support for customer 

relationship management, internal workload 

management, program measurement activities, 

and reporting for accountability. The significant 

value of the MRM tool is improved technical 

assistance to MWOBs and improved quality of 

contract referrals to procurement. 

Also, OMWI deployed the Contractors’ 

Workforces Dashboard in 2021. This 

electronic application supports review of our 

contractors’ good faith efforts. Under Section 

342 of the Dodd-Frank Wall Street Reform and 

Consumer Protection Act, OMWI must assess 

our contractors’ good faith efforts to ensure 

the fair inclusion of minorities and women 

in their workforces. Before implementing 

the Contractors’ Workforces Dashboard, the 

reviews were very labor-intensive. We have 

streamlined the reviews with the introduction of 

a questionnaire and application of technology.

Measures of MWOB Success

Our contracting awards in 2021 demonstrate the 

strong participation of MWOBs in contracting 

opportunities with the FDIC. For the year, $416.4 

million in new awards (representing 49.2 percent 

of all new awards) went to MWOBs, marking 

the FDIC’s most successful year ever. This is an 

increase of $326.4 million and 28.1 percent, over 

2020. And, over the last five years, on average, 

29.6 percent of new contracts were awarded to 

MWOBs. 
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OUR STRATEGIC ROADMAP: COMMUNITY

Despite an overall downward trend in contract 

awards between 2015 and 2020, the FDIC 

has worked hard to maximize opportunities 

for MWOBs through innovative contracting 

strategies and outreach. 

The FDIC strives to increase participation 

by MWOBs in all of its program areas. As 

demonstrated in the table below, the agency 

awarded contracts to MWOBs for a wide variety 

of goods and services in 2021.

Type of Goods and/or Service Combined 

Award Value

IT Services $288,694,555

Strategy and Business Support Services $70,591,698

Hardware/Software & Maintenance $29,641,153

Facilites Management Services and Renovations $19,887,362

Bank Resolution Services $1,833,106

Risk Modeling Services $1,350,000

Furniture $999,202

Document Prep/Transcription/Scanning Services $835,153

Digital Marketing $605,500

Moving Services $478,787

OMWI Support Services $412,450

Financial Research Services $491,400

HR Services $290,615

Corporate University Services $203,143

Tax Compliance Services $34,475

Facilitator Services $25,000

Total of 2021 Awards $416,373,599

2021 MWOB Awards by Category
38 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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In 2022, the FDIC will continue to monitor 

contracting policies and practices to promote 

economic opportunity for MWOBs. OMWI 

will continue to build upon partnerships 

with program offices and contracting on 

procurement strategies for solicitations. OMWI 

will continue to educate MWOBs about doing 

business with the FDIC through procurement 

events, partnerships with professional trade 

associations, technical assistance, and Pitch Day 

sessions. 

Strengthening Outreach to 

MWOLFs and Diverse Attorneys

Similar to the Minority and Women Outreach 

Program, our Legal Division promotes DEIA in 

legal referrals for outside counsel services to 

MWOLFs and Diverse Attorneys at majority firms. 

Despite a decline in overall legal referral work, 

the Legal Division continues to expand the pool 

of MWOLFs and Diverse Attorneys around the 

country. 

The Legal Division provides ongoing technical 

assistance that prepares Diverse Legal Service 

Providers (DLSPs) to participate in any outside 

counsel services work to offset the declining 

resolution activity. In 2021, the FDIC’s inhouse counsel met regularly with DLSPs and 

strengthened relationships with firms working 

with the agency. 

The FDIC’s engagement with Diverse Attorneys 

resulted in several majority firms naming four 

diverse relationship partners. Relationship 

partners serve as the primary liaisons between 

the client (i.e., the FDIC as receiver) and the law 

firm. Diverse relationship partners receive credit 

for developing the FDIC as a client.

The Legal Division also engaged in a major 

advertising campaign and participated in seven 

minority bar association virtual conferences and 

three stakeholder events in 2021. At a National 

Association of Minority and Women-Owned Law 

Firms (NAMWOLF) webinar, the FDIC and the U.S. 

Securities and Exchange Commission presented 

jointly about opportunities for receivership 

work. The Legal Division collaborated with 

NAMWOLF to recruit nine new MWOLFs in 

various geographic areas out of a total of 20 

firms added to the List of Counsel Available. 

The Legal Division also collaborated with the 

National Bar Association Commercial Law 

Section to recruit several Diverse Attorneys. 

For the year, the Legal Division increased the 

percentage of MWOLFs on the List of Counsel 

Available from 30 percent to 41 percent. 

This year, the Legal Division collaborated with 

OMWI on a Pitch Day event that provided a 

dozen MWOLFs and Diverse Attorneys a platform 

to present their firm’s legal expertise to in-house 

FDIC attorneys. The event resulted in robust 

discussions between the firms and FDIC inhouse counsel that are primarily responsible for 

assigning legal work. 

Measures of MWOLF and Diverse 

Attorneys Success 

Notwithstanding the decline in bank resolution 

activity, the FDIC paid $385,000 in legal fees to 

MWOLFs and $3.2 million to Diverse Attorneys 

in 2021. Taken together, the FDIC paid $3.5 

million to MWOLFs and Diverse Attorneys out of 

a total of $19.5 million spent on outside counsel 

services, for an aggregate 18.3 percent diversity 

and inclusion participation rate in outside legal 

contracting in 2021. The FDIC made 11 referrals 

to MWOLFs, which accounted for 29.0 percent of 

all legal referrals. 
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 39

OUR STRATEGIC ROADMAP: COMMUNITY

HISPANIC 4 (10%)

ASIAN 3 ( 8%)

WOMEN 2 ( 5%)

NATIVE 

AMERICAN 1 ( 3%)

BLACK 1 ( 2%)

Non-Minority 28 (72%)

In 2022, the Legal Division will 

complete a review of the referral 

process to determine if there are 

opportunities to enhance the 

MWOLF selection process, within 

existing guidelines for legal referral 

services, according to the DEI 

Strategic Plan. 

The review results will be 

used to draft an action plan to 

strengthen outreach and technical 

assistance to MWOLFs and Diverse 

Attorneys. Meanwhile, the Legal 

Division will continue to provide 

technical assistance to current 

law firm partners and professional 

associations.

“ FDIC legal matters provide minority- and 

women-owned law firms and Diverse Attorneys 

at majority firms with opportunities for 

learning and client development that is vital to 

professional success. Several diverse lawyers 

have ascended to partnership within their 

respective firms as a result of working on our 

legal issues. We realized long ago that when 

diverse legal services providers succeed, they 

become more valuable partners to the FDIC.

Mona Diaz

Counsel, Legal Division

“

2021 Referrals to MWOLFs and 

Diverse Attorneys
40 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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Financial

Institution

Diversity

Our DEI Strategic Plan community goal 

incorporates the important roles the FDIC 

and supervised financial institutions have 

in maintaining a banking system that works 

for all members of the community. In many 

communities, supervised financial institutions 

are the bedrock of the local economy. 

These institutions provide jobs, deposit account 

services, access to credit, and capital for small 

businesses. The workforce at these institutions 

should reflect the unique diversity in those 

communities to foster trusting relationships 

with all customers. 

Fostering a More Inclusive 

Banking System

Throughout 2021, the FDIC engaged in 

discussions with other federal agencies, 

DEIA practitioners, state and banker trade 

associations, and community-based 

organizations. We were transparent about our 

desire to make meaningful changes. By being 

open and honest about our DEIA journey, we 

model the behaviors we want our financial 

institutions to adopt. With greater visibility on 

DEIA issues, the FDIC seeks to promote greater 

diversity in the financial services industry.

The FDIC’s goal is to be a resource partner with 

our supervised financial institutions in their 

diversity journey. In 2021, financial institutions 

reached out to OMWI to discuss their diversity 

programs and learn more about what FDIC is 

doing on DEIA. This is the first step in our long 

term plan to provide DEIA technical assistance to 

our regulated entities.

Expanding Outreach with 

DEIA Community

OMWI continued to expand our outreach with 

banker trade associations and professional 

organizations to educate and increase 

awareness about the FDIC’s Financial Institution 

Diversity Self-Assessment (DSA). We increased 

the visibility of the Financial Institution Diversity 

program by providing technical assistance 

and supporting industry events. In 2021, we 

participated in:

 American Banker Association Forum on 

Diversity, Equity, and Inclusion

 American Banker Association “Diversity Data 

and Self-Reporting” webinar

 OMWI Forum Webinar “Financial Institution 

Diversity Self-Assessment” 

 Conference of State Bank Supervisors State 

Federal Supervisory Forum

 Virginia Bankers Association Diversity, Equity, 

and Inclusion Summit

 Alliance of Black Businesswomen and 

Entrepreneurs: 2021 Rise to Wealth 

Conference

 2021 Operation Hope Forum “Meeting the 

Moment”

 Ohio Bankers League Prospective Diversity 

Director’s Symposium 

During summer 2020, the lack of diversity on 

bank boards became a focus in the financial 

services industry. Bank board diversity is 

important because the board influences the 

organization's culture, and can impact economic 

inclusion more broadly. Having a diverse 

board brings a valuable range of perspectives 

that positively impact decision making by 
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 41

OUR STRATEGIC ROADMAP: COMMUNITY

considering the interests of all community 

members. Despite efforts to increase the 

representation of women and minorities on 

boards, data indicates low levels of diversity at 

the management and board level.

In June 2021, the FDIC cohosted an 

informational session with the Ohio Bankers 

League. The event focused on educating 

diverse, prospective candidates interested in 

becoming bank directors about the roles and 

responsibilities of serving on a bank board. 

More than 80 participants attended, including 

prospective and current bank board members, 

proposed board members from a Chicago de 

novo minority depository institution, and other 

regulatory agencies. The hope is to continue 

to host this type of event and include a panel 

of minority individuals who became board 

members as a result of knowledge obtained 

through this symposium. As of November 30, 

2021, three individuals who attended the session 

have joined bank boards, and an additional 

eight attendees were in the process of joining 

boards.

In November, OMWI Director Nikita Pearson 

participated in a discussion on “Increasing 

Diversity in Banking” with the President and 

CEO of the National Bankers Association at the 

2021 Rise to Wealth Conference. The purpose of 

the event was to support expanding the talent 

pool for bank boards by sharing information 

with women of color who are seeking these 

opportunities. 

Promoting Increased DEIA 

Transparency

Throughout 2021, we continued to encourage 

our supervised financial institutions to 

incorporate the principles of DEIA in their 

workplace by participating in the FDIC’s 

voluntary DSA. The DSA instrument helps 

financial institutions collect data on their 

diversity profile and programs; identify 

opportunities, strengths, and gaps in their 

programs; and learn about leading diversity 

practices.

“Women, minorities, and other marginalized 

communities can face barriers in accessing 

credit and other financial services they 

need to fully participate in the economy and 

prosper. Improving diversity in the banking 

industry can bring unique perspectives that 

foster financial inclusion for those on the 

outskirts of the financial mainstream.”

Nikita Pearson

Deputy to the Chairman 

for External Affairs and 

Director of the Office of 

Minority and Women Inclusion
42 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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We have gained a number of insights through 

the DSA program, including:

 Financial institution responses indicate 

strong support for organizational 

commitment to diversity and inclusion and 

workforce diversity leading practices.

 Financial institutions are reluctant to publish 

information about the organization’s diversity 

practices and performance.

 Most financial institutions have not adopted 

supplier diversity leading practices.

 Financial institutions are still wary of sharing 

diversity and inclusion information with their 

federal regulators.

 The location and size of FDIC-regulated 

financial institutions may limit their resources 

to grow a diversity program.

 Financial institutions are at different stages in 

their diversity and inclusion maturity journey. 

 Financial institutions may not be aware of 

the benefits of completing a diversity selfassessment.

Going forward, we seek to increase financial 

institution participation in the DSA. For the 

2020 reporting period, 148 out of 773 financial 

institutions, with 100 or more employees, shared 

their DSA with the FDIC. 

OMWI provides technical assistance to help 

financial institutions build and grow their DEIA 

programs. Similar to our existing FDIC technical 

assistance initiatives in other programs, we 

will look to build partnerships with banks 

and state bank trade associations to cohost 

events that spotlight DEIA topics, and raise 

the program visibility through articles and ads 

in publications. In addition, we will continue 

to respond to questions from supervised 

institutions about their diversity programs. 

Financial 

Inclusion

In our DEI Strategic Plan, the FDIC reaffirmed our 

commitment to foster greater financial inclusion 

in the development and implementation of FDIC 

policies, including those that promote diversity 

and inclusion of historically underserved and 

marginalized populations. 

While we have made progress, minority and 

low- and moderate-income (LMI) communities 

continue to face barriers in accessing banking 

and financial services. Lack of access to these 

resources reduces the ability of community 

members to obtain affordable credit, mortgages, 

and much-needed capital to start and grow 

small businesses. 

This lack of access to credit and capital has 

contributed to the wealth gap in America, which 

has grown steadily over the last 30 years. It 

is estimated that the top 10 percent of the 

population has 79 percent of the wealth in 

America. Exacerbated by a disproportionate 

distribution of economic disparities created by 

the COVID-19 pandemic, these communities 

continue to struggle to participate in the 

mainstream economy.

Our efforts in 2021 included an increase 

in partnerships, initiatives, and outreach 

promoting economic inclusion for historically 

underserved minority and LMI communities. 

These efforts focused on increasing economic 

inclusion in the areas of account access, 

sustainable credit, affordable housing, resources 

for small businesses, and financial education. 

The following section highlights our successes in 

promoting these areas of economic inclusion in 

LMI communities across the country. 
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 43

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Bringing Unbanked 

Consumers Into the 

Financial Mainstream 

Seven million Americans remain unbanked 

and lack affordable access to deposit 

and saving accounts. We saw during the 

COVID-19 pandemic the real-world impact 

on the well-being of individuals and 

families who do not have bank accounts. 

These consumers experienced delays 

and incurred higher costs accessing 

their stimulus payments, for example. 

The most recent study found that 13.8 

percent of Black and 12.2 percent of 

Hispanic households are unbanked.1

Most unbanked rely on check-cashing 

and payday lending businesses, often 

at a much higher cost. To reduce the 

number of unbanked Americans, the 

FDIC launched the #GetBanked initiative 

to promote access to secure, affordable, 

insured bank accounts for all Americans.

Through its #GetBanked webpage, the 

FDIC provides consumers with information 

on finding a bank, opening an account 

online, and accessing other resources 

regarding the importance of establishing 

a banking relationship. The webpage is 

available in English and Spanish. We also 

encourage more banks to offer low-cost 

sustainable accounts to consumers. By 

year-end, the FDIC’s resource pages on 

bank account access had received more 

than 599,000 page views.

In Spring 2021, in the Atlanta and Houston 

metropolitan areas, the FDIC launched 

a three-month #GetBanked public 

awareness campaign. 

2

 Federal Deposit Insurance Corporation (FDIC), “How America Banks: Household Use of Banking and Financial Services,” 2019 FDIC Survey (October 

 2020), available at http://www.fdic.gov/analysis/household-survey/2019technotes.pdf.
44 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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The campaign, which included radio and 

television advertisements, featured the theme 

“There’s a Better Way,” and focused on breaking 

down consumers’ misconceptions about banks 

and highlighting how banks can help them 

meet financial needs. During the campaign, 

the #GetBanked webpage received more than 

163,000 visits. 

We also conducted virtual outreach events 

around the country, fostering community 

partnerships that support the financial wellbeing of the unbanked, including a webinar 

co-sponsored with the Internal Revenue Service 

to increase the number of Volunteer Income 

Tax Assistance (VITA) sites, account access, 

and economic inclusion in South Dakota. Six 

new VITA sites were created in South Dakota 

to prepare for the 2022 tax season in counties 

with no VITA presence. In addition, Four Bands 

Community Fund Inc., a Native American 

Community Development Financial Institution, 

educated about 200 unbanked tax filers on the 

benefits of having a bank account, and at least 

25 percent of those established a bank account 

with direct deposit. 

While much effort has been made to target 

adult consumers, the FDIC also recognizes the 

importance of teaching young people about safe 

and affordable banking services. In particular, 

youth employment programs have a unique 

opportunity to help young people build financial 

capacity and develop banking relationships. 

In 2021, the FDIC continued its efforts with 

federal partners and other organizations to 

foster collaborations between banks and youth 

workforce providers, resulting in young people 

receiving financial education and an opportunity 

to easily open a bank account. We collaborated 

with banks and the City of Philadelphia to 

deliver six financial empowerment sessions to 

more than 2,000 young people. The banks also 

offered accounts to the participants. 

In California, the FDIC also worked with a bank 

in an Orange County workforce program to 

conduct a financial education series in which 

bankers discussed the importance of opening 

bank accounts and demonstrated how to do so.

Besides efforts to bring unbanked consumers 

into the financial mainstream, the FDIC 

continued supporting savings initiatives, 

including the America Saves program. This year 

we participated by leading the Los Angeles Saves 

initiative and serving on the America Saves Week 

advisory group. As a result, more than 285,000 

consumers set up or increased automated 

savings plans (based on responses from six 

percent of the participating organizations). 

From their survey of participating financial 

institutions, America Saves estimated that 

$158,592,265 was deposited into new or existing 

savings accounts during the week. 

“Economic inclusion is important 

to me because it presents a 

significant opportunity for all people 

to achieve financial growth. I am 

passionate about reducing barriers 

to the financial system, which 

many underserved and minority 

communities face. The #GetBanked 

initiative provides resources for 

consumers to learn about the 

benefits of having an affordable bank 

account and how to open one. I enjoy 

promoting resources which can lead 

individuals and families to the path of 

financial well-being or wealth. 

Mia Sowell, Sr. Community 

Affairs Specialist, Division of 

Depositor and Consumer Protection 

“
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 45

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Promoting Access to 

Sustainable Credit

The FDIC promotes access to sustainable credit 

by establishing partnerships among banks 

and community stakeholders who provide 

resources to help LMI consumers build and 

sustain a strong credit history. Our vision is to 

give every bank the tools and strategies to make 

an informed decision about responsible lending 

to LMI communities and consumers. In 2021, 

we hosted outreach events targeting consumer 

credit challenges around the availability of 

affordable small dollar loans, targeting specific 

population segments. 

One such event targeted the Spanish-speaking 

populations of Oregon that experienced 

financial hardship stemming from the pandemic, 

highlighting trends leading to debt collection 

and negative implications on credit reporting. 

Many households impacted by the long-term 

consequences of heavy debt levels turn to 

non-bank credit providers to relieve financial 

burdens. Events such as this provided promising 

strategies to develop bank partnerships with 

organizations who have adopted a communityfirst framework offering affordable credit 

options and credit rehabilitation programs, 

which can help alleviate the financial burdens 

of these households. The events also helped 

educate consumers about affordable and safe 

small dollar lending programs.

We also hosted a discussion series on 

establishing and maintaining strong credit 

histories at various HBCUs across Mississippi. 

For the first time, the FDIC partnered with 

BIPOC-serving financial institutions (i.e., 

BankPlus, Hope Credit Union, and Bank 

of Commerce) to present the importance 

of understanding the criteria involved in 

developing and maintaining credit stability. 

The event directed many to establish credit and 

encouraged others to adopt more robust credit 

rehabilitation strategies.

Affordable Housing 

Assistance 

We recognize that, for many families, securing 

affordable housing has a significant impact on 

their ability to build wealth. Housing is generally 

the largest single expense for most families. As 

moratoriums and forbearances expired during 

the year, more homeowners needed support 

to help mitigate eviction and foreclosure. For 

the first time, the FDIC provided information 

on resources available to assist struggling 

homeowners in learning about options and 

assistance. 

In July, the Homeownership and Foreclosure 

Prevention Committee of the Financial 

Empowerment Network created an outreach 

video to encourage homeowners and 

community-based organizations assisting 

homeowners with forbearance agreements 

Our vision is to give 

every bank the tools 

and strategies to 

make an informed 

decision about 

responsible lending 

to LMI communities 

and consumers.
46 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: COMMUNITY

to call the Washington State Homeownership 

Hotline and connect with housing counselors to 

obtain assistance and learn about options. The 

video was a direct outcome of a San Francisco 

Region-hosted webinar in February 2021, 

which encouraged mortgage holders, mortgage 

servicers, and lenders to minimize foreclosure 

actions in the state of Washington. 

During National Homeownership month, we 

hosted a national event to discuss strategies 

on closing the homeownership gap in LMI 

and minority communities. In partnership 

with the Department of Housing and Urban 

Development, the webinar presented a market 

overview and analysis of the national housing 

market, followed by a panel of experts within 

the mortgage industry that discussed research 

and programs to improve housing equality. 

As a result, housing counseling agencies and 

banks obtained strategies to lower barriers and 

increase homeownership opportunities in LMI 

and minority communities. 

Supporting Small 

Business Lending

The ability of a small business to grow is often a 

byproduct of its ability to secure capital. Many 

minority- and women-owned firms entered 

the COVID-19 pandemic facing a unique set of 

obstacles, such as challenged credit histories, 

low cash liquidity, and limited access to credit 

opportunities. In addition, many of these 

businesses lack a formal banking relationship 

with a financial institution, which keeps them 

out of the financial mainstream system. 

The FDIC encourages financial institutions 

and their partners to prudently serve the 

financial needs of emerging entrepreneurs 

and small businesses. We want to equip every 

bank with tools and resources that support 

small business lending, including technical 

assistance, education, and access to Community 

Development Financial Institutions (CDFIs). 

As part of our 2021 outreach efforts, the FDIC 

worked with community stakeholders to extend 

lending and educational resources to minorityowned small businesses.

The FDIC cohosted, along with the U.S. Small 

Business Administration, Valley Community 

Small Business Development Center, and 

San Joaquin Delta College, a webinar to 

connect technical assistance providers, 

affordable lenders, and small business 

development organizations to Spanish-speaking 

entrepreneurs of the Central Valley and equip 

them with resources and opportunities. 

As a result, Kiva (an affordable micro-lender) 

collaborated with the Kern County (California) 

Women’s Business Center to provide a 

credit training for Spanish-speaking female 

entrepreneurs. Kiva also developed a bilateral 

referral partnership with Chase Bank throughout 

California, Georgia, Illinois, Texas, and Michigan, 

resulting in affordable loans to hundreds of 

Latino-owned startup businesses previously 

subject to predatory lending.

The Urban League of Metropolitan St. Louis 

Women’s Business Center adopted the FDIC 

curriculum for future strategic programing 

for its “Ready, Set, Launch” Program, a 12-

week training and development program to 

strengthen the financial literacy of minority 

women entrepreneurs. As of May 2021, 31 

aspiring and existing business owners had 

graduated from the program. Several of those 

graduates are applying for or have received 

small business loans as startup capital, and the 

Women’s Business Center launched a second 

cohort in August 2021.
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 47

OUR STRATEGIC ROADMAP: COMMUNITY

Alliances for Economic Inclusion

As part of our community outreach efforts, the 

FDIC sponsors Alliances for Economic Inclusion 

(AEIs) in 12 designated metropolitan statistical 

areas. AEIs are coalitions of local financial 

institutions, consumers, community, and local 

government organization leaders. AEI members 

support the goal of promoting the widespread 

availability and use of safe, affordable, and 

sustainable financial products from insured 

depository institutions that help people achieve 

financial stability and build wealth. AEIs seek to 

promote economic inclusion by connecting LMI 

individuals and emerging small businesses to 

the mainstream financial system. 

For example, the Austin AEI hosted “Empowering 

Women and Families Through Innovative 

Financial Solutions,” a discussion of the key 

issues and building blocks for establishing 

economic security for women and their 

families. The event was cosponsored by the 

Office of the Comptroller of the Currency, which 

presented information on its Project Roundtable 

for Economic Access and Change (Project 

REACh). Because of this effort, two banks have 

committed to hold discussions with the Texas 

Women’s Foundation regarding opportunities to 

advance economic and leadership opportunities 

for women.

Advancing Financial Education 

and Well-Being

Financial education is central to the FDIC’s 

efforts to expand economic inclusion and 

promote confidence in the banking system. 

Through its award-winning Money Smart 

financial education curriculum, the FDIC offers 

non-copyrighted, high-quality, free financial 

education training resources to meet the 

financial education needs of consumers of all 

ages and small business owners. 

In 2021, Money Smart commemorated its 20th 

anniversary with the release of “How Money 

Smart Are You?”—a next generation self-paced, 

interactive suite of 14 virtual games and related 

resources about everyday financial topics. We 

also released an updated version of Money 

Smart for Older Adults. 

The enhanced version includes an updated 

resource guide and a new section to help people 

avoid romance scams. We continued to partner 

with community stakeholders who share our 

commitment for advancing financial education.

 “ Economic Inclusion is 

important to me because I have 

seen first-hand the affects that 

a lack of financial education, 

access and inclusion has had 

in my community. This is why I 

am passionate about our Money 

Smart products. Money Smart 

provides relevant, unbiased 

financial education in language that 

everyday people can understand. 

The curriculum has something for 

all ages and helps people obtain not 

only the education they need but 

also the confidence to make sound 

financial decisions.

Brittany Burroughs

 Community Affairs Specialist 

Division of Depositor and 

Consumer Protection

“
48 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

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For example, we continued to collaborate with 

Operation HOPE, a non-profit for-purpose 

organization that equips individuals from 

LMI communities with the financial tools and 

education to fully participate in the financial 

system. Our collaboration allows Operation 

HOPE and the FDIC to leverage each other’s 

resources related to financial education, 

consumer and small business access to credit, 

and disaster preparedness and recovery for 

members of the BIPOC community. 

In honor of National Veterans and Military 

Families Month, we provided banking resources 

and training on the FDIC’s Money Smart 

for Adults curriculum to Veterans Service 

Organizations and Department of Veterans 

Affairs’ special Outreach Program Coordinators. 

The training will enable these organizations 

to provide financial education to more than 

158,000 unbanked U.S. veterans. 

Expanding Financial Inclusion 

for Black, Indigenous, and 

People of Color

The FDIC continues to improve and strengthen 

our commitment to the communities we 

serve by integrating DEIA initiatives for BIPOC 

communities. Motivated by the importance 

of increasing financial capability and access 

to financial services for the U.S. Hispanic 

population, the FDIC developed a new 

BIPOC Pilot. The pilot’s focus is to increase 

representation by Hispanic-serving institutions 

and organizations in FDIC community coalitions 

and increase utilization of FDIC economic 

inclusion resources available in Spanish. To 

support the pilot project, we have engaged key 

strategic partners such as UnidosUS; the White 

House Initiative on Advancing Educational 

Equity, Excellence, and Economic Opportunity 

for Hispanics; and the Hispanic Association of 

Colleges & Universities (HACU).

We continue to amplify our commitment to 

DEIA and advance our vision. Our work this 

year included 59 events devoted to positively 

affecting BIPOC communities:

 Increased partnerships with BIPOC serving 

organizations, 

 Convened stakeholders to highlight best 

practices for reaching BIPOC,

 Engaged with BIPOC subject matter experts, 

 Enhanced collaborations with CDFIs, and

 Developed key performance indicators that 

measured the success of BIPOC initiatives.

As part of our HBCU engagement, we also 

participated in the 2021 Thurgood Marshall 

Leadership Institute student webinar, engaging 

in a panel discussion on “The Relationship 

Between Your Money, Your Decisions and Your 

Financial Health.” Approximately 40 African 

American undergraduate and graduate students 

attended to learn how to build financial health 

strategies and maintain a healthy relationship 

with money.

Promoting Inclusion through 

Technology Innovation

Our Office of Innovation, also known as 

FDITECH, leads the FDIC’s efforts to support the 

adoption of innovative technologies at the FDIC. 

FDITECH convenes subject matter experts from 

the banking industry, community organizations, 

and the technology sector to develop solutions 

to address financial industry challenges. 

In 2021, FDITECH launched its first tech sprint, 

“Breaking Down Barriers: Reaching the Last Mile 

of the Unbanked.” 
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 49

OUR STRATEGIC ROADMAP: COMMUNITY

The tech sprint brought together a diverse group 

focused on the significant challenges of financial 

inclusion for the seven million unbanked 

households in America. The ideas emerging 

from the tech sprint ranged from technology 

applications that can streamline the customer 

onboarding experience for financial institutions 

that lack a digital presence, incorporating 

culturally relevant resources into the design 

of financial solutions, and different delivery 

methods for financial education. 

Supporting 

Minority 

Depository 

Institutions 

The preservation and promotion of MDIs 

remains a long-standing, top priority for the 

FDIC. The FDIC’s research study, Minority 

Depository Institutions: Structure, Performance, 

and Social Impact, published in 2019, found 

that MDIs play a vital role in providing 

mortgage credit, small business lending, and 

other banking services to minority and LMI 

communities. MDIs are anchor institutions in 

their communities and can play a key role in 

building a more inclusive financial system.

In 2021, significant new sources of private and 

public funding became available to support 

FDIC-insured MDIs and CDFIs, collectively 

known as “mission-driven banks.” This includes 

up to $9 billion in funding through the U.S. 

Department of the Treasury (Treasury) through 

the Emergency Capital Investment Program 

(ECIP), as well $3 billion in new grant funding 

for CDFIs, including $1.2 billion set aside for 

minority lending institutions. 

During 2021, the FDIC pursued several 

strategies to support MDIs, including increasing 

engagement and representation, facilitating 

partnerships to provide new capital and other 

tools and resources, updating policies, and 

promoting the MDI sector through advocacy, 

as well as by providing outreach, technical 

assistance, and education and training for MDIs.

Engagement and Representation

The FDIC’s MDI Subcommittee of the Advisory 

Committee on Community Banking (CBAC) 

held three virtual meetings in 2021. The 

subcommittee is comprised of nine MDI 

executives representing all types of MDIs 

and provides a venue for minority bankers to 

discuss key issues, share feedback on program 

initiatives, and showcase MDI best practices.

In addition, representatives from three MDIs 

serve on the 18-member CBAC to further bring 

MDI perspectives and issues to the table. 

During 2021, the FDIC also engaged in deeper 

relationships with mission-driven bank trade 

groups to facilitate effective implementation of 

some of the new resources becoming available 

to mission-driven banks.

“ FDITECH’s approach to 

innovation is founded on the 

principles of inclusion and 

accessibility. We embrace 

diverse perspectives as we 

create solutions that address 

modern banking challenges and 

strengthen public confidence in 

the nation’s financial system.

Brian Whittaker, Acting Chief 

Innovation Officer

“
50 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: COMMUNITY

Partnerships

In 2021, the FDIC partnered with the Treasury 

and the Community Development Financial 

Institutions Fund (CDFI Fund) to support new 

sources of funding made available to MDIs 

and CDFIs. For example, the FDIC developed a 

Capital Estimator Tool for mission-driven banks 

and a Regulatory Capital Guide. 

These offerings enabled mission-driven banks 

to approximate the impact of additional capital 

on regulatory capital ratios through various 

“what-if” scenarios and inform decisions on 

the types of capital they sought. The FDIC 

also co-sponsored an interagency webinar to 

demonstrate use of the tool and guide. 

In addition, the FDIC cosponsored a webinar 

with the CDFI Fund and MDI and CDFI trade 

groups to enable institutions to learn about 

the benefits of CDFI designation, especially 

given new grant funding for minority lending 

institutions.

Policies

In June 2021, the FDIC’s Board of Directors 

updated and strengthened its Statement 

of Policy Regarding Minority Depository 

Institutions. The revised policy includes updates 

responsive to the public notice-and-comment 

process conducted in the fourth quarter of 

2020. The policy statement reflects the agency’s 

enduring commitment to fulfilling the five 

statutory goals to preserve and promote MDIs 

and outlines the framework for the MDI program 

across the FDIC. Key changes include emphasis 

on engagement with MDIs, enhanced technical 

assistance, and a description of how examiners 

apply examination standards to the unique 

business models of MDIs.

The FDIC also developed MDI designation 

procedures, outlining factors it considers in 

determining whether an institution meets one 

of two definitions to qualify as an MDI. Given 

the substantial increased interest in becoming 

an MDI, the agency desired to provide greater 

transparency and clarity for institutions 

considering the MDI designation.

In 2021, agency staff also developed training 

modules that will be launched in 2022 to train 

examiners and other staff supporting the MDI 

program.

Outreach, Technical Assistance, Education

It is important to promote the visibility of MDIs, 

to tell their stories, and showcase the important 

role they play in their communities. In 2021, 

the FDIC began planning a 2022 relaunch 

of its initiative to record and publish videos 
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 51

OUR STRATEGIC ROADMAP: COMMUNITY

of MDI executives sharing their institutions’ 

“origin stories,” highlighting the reasons their 

institutions were formed, and describing how 

they have served their communities over time. 

In addition, senior agency leaders emphasized 

the significance of mission-driven banks in 

numerous external speaking engagements and 

through posts on a number of FDIC social media 

channels and websites.

The FDIC cosponsored the biennial interagency 

Minority Depository Institution and CDFI Bank 

Conference in September 2021, along with the 

Office of the Comptroller of the Currency (OCC) 

and the Federal Reserve Board of Governors 

(FRB). The conference, “Navigating the Economy 

with Resilience and Reinvention,” featured 

agency principals discussing their initiatives to 

support mission-driven banks, panels led by 

MDI and CDFI CEOs sharing their perspectives, 

and senior agency leaders discussing current 

supervisory and policy issues. The conference 

also highlighted key points for building business 

relationships with corporate America, MDIs, 

and CDFIs; a session on economic inclusion, 

innovation, and fintech; and breakout sessions 

during which bankers could speak with their 

primary federal supervisor.

During the year, the FDIC continuously 

pursued efforts to improve communication 

and interaction with MDIs and to respond to 

the concerns of minority bankers. The agency 

maintains active outreach with MDI trade groups 

and offers to arrange annual meetings between 

FDIC regional management and each MDI’s 

Board of Directors to discuss issues of interest. 

The FDIC also conducts an annual survey to 

obtain feedback from MDIs and to help assess 

the effectiveness of the MDI program.

At the conclusion of each examination of an 

MDI supervised by the FDIC, staff is available 

to return to the institution to provide technical 

assistance by reviewing areas of concern or 

topics of interest to the institution. The purpose 

of return visits is to assist management in 

understanding and implementing examination 

recommendations, not to identify new 

problems.

Through its public website (www.fdic.gov), 

the FDIC invites inquiries and provides contact 

information for any MDI to request technical 

assistance.

In 2021, the FDIC provided 137 individual 

technical assistance sessions on approximately 

29 topics related to risk management, consumer 

compliance, and resolutions, including:

 Accounting,

 Applications for branch openings and closures,

 Bank Secrecy Act (BSA) and Anti-Money Laundering (AML),

 Community Reinvestment Act,

 Compliance management,

 Corporate Planning, 

 Current Expected Credit Losses (CECL) accounting methodology,

 Funding and liquidity,

 Information technology risk management 

and cybersecurity,

 Internal audits, and

 Loan modifications and Troubled Debt Restructuring.

The FDIC also held outreach, training, and 

educational programs for MDIs through 

conference calls and regional banker 

roundtables. In 2021, topics of discussion for 

these sessions included many of those listed 
52 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

OUR STRATEGIC ROADMAP: COMMUNITY

above, as well as strategic and management 

succession planning, FDIC economic inclusion 

initiatives, emerging risks and areas of concern, 

IT vendor management, and innovation and 

emerging technology.

Emergency Capital 

Investment Program (ECIP)

The ECIP was established by the U.S. 

Department of the Treasury pursuant to 

the Consolidated Appropriations Act, 2021, 

which authorizes Treasury to purchase up 

to $9 billion of preferred stock and other 

financial instruments from LMI community 

financial institutions determined by Treasury 

to be eligible for the investment. The ECIP 

is designed to promote lending, grants, and 

forbearance for small businesses, minorityowned businesses, and consumers, especially 

in low-income and underserved communities 

that may be disproportionately impacted by the 

economic effects of COVID-19, by making capital 

investments in operating MDIs and CDFIs. 

The Act requires Treasury to consult with the 

appropriate federal banking agency before 

making a capital investment pursuant to the 

ECIP. Accordingly, Treasury requested that the 

FDIC provide specific information for each FDICsupervised institution that applied to Treasury 

for an ECIP investment or is a subsidiary of a 

bank holding company that applied for an ECIP 

investment. The FDIC provided information to 

Treasury for 77 institutions for which Treasury 

requested information. In December 2021, 

Treasury announced the deployment of more 

than $8.7 billion in ECIP investments in 186 MDIs 

and CDFIs. 

In 2021, the FDIC issued a Financial Institution 

Letter to alert institutions to the availability of 

the ECIP and to provide sources of information 

to potential applicants. In addition, to facilitate 

the implementation of ECIP, the FDIC, along 

with OCC and FRB, issued an interim final rule 

to revise applicable capital rules to provide 

that Treasury’s investments under the ECIP 

would qualify as regulatory capital for insured 

depository institutions and holding companies.
CONCLUSION
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 54

CONCLUSION

The FDIC made progress toward the 

accomplishment of our strategic vision 

through creating a workplace culture of 

excellence and belonging; ensuring equitable 

career opportunities for candidates and 

employees; improving communications on DEIA 

both internally and externally; implementing 

policies and practices that support consistent

DEIA outcomes; and fostering financial inclusion 

in underserved communities.In 2022, we look 

forward to continuing these efforts, embarking 

on new programs and initiatives, and achieving 

even greater success in embedding DEIA in FDIC 

operations, throughout our workforce, and with 

the institutions we supervise. 
APPENDICES
56 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

APPENDICES

2017 2018 2019 2020 2021

TOTAL AWARDS $523.7 $499.5 $554.0 $426.7 $845.5

MINORITY-OWNED OR WOMEN 

OWNED BUSINESSES TOTALS

$ $96.7 $122.5 $173.5 $90.0 $416.4

% 18.5% 24.5% 31.3% 21.1% 49.2%

MINORITY-OWNED $ $66.7 $45.8 $106.0 $58.9 $342.8

% 12.7% 9.2% 19.1% 13.8% 40.5%

WOMEN-OWNED $ $46.2 $83.0 $75.8 $50.1 $105.7

% 8.8% 16.6% 13.7% 11.7% 12.5%

BOTH MINORITY-OWNED 

AND WOMEN-OWNED

$ $16.2 $6.3 $8.3 $19.0 $32.1

% 3.0% 1.3% 1.5% 4.4% 3.8%

ASIAN AMERICAN $ $31.2 $33.9 $83.1 $25.6 $288.5

% 6.0% 6.8% 15.0% 6.0% 34.1%

BLACK AMERICAN $ $32.7 $1.9 $5.8 $3.3 $43.8

% 6.2% 0.4% 1.0% 0.8% 5.2%

HISPANIC AMERICAN $ $1.6 $7.0 $13.3 $28.8 $7.0

% 0.3% 1.4% 2.4% 6.8% 0.8%

NATIVE AMERICAN $ $0.9 $2.9 $3.5 $0.6 $2.4

% 0.2% 0.6% 0.6% 0.1% 0.3%

OTHER MINORITY $ $0.3 $0.1 $0.3 $0.5 $1.1

% 0.0% 0.0% 0.1% 0.1% 0.1%

Note: Percentages do not total to 100 due to overlap between minority-owned and women-owned businesses.

APPENDIX A: CONTRACTING AND TREND DATA

FDIC Contract Awards to MWOBs by Year (in Millions)
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 57

APPENDICES

2017 2018 2019 2020 2021

TOTAL PAYMENTS $414.0 $429.6 $466.6 $479.7 $479.9

MINORITY-OWNED OR WOMEN 

OWNED BUSINESSES TOTALS

$ $109.61 $98.0 $98.3 $106.5 $130.0

% 26.5% 22.8% 21.1% 22.2% 27.1%

MINORITY-OWNED $ $54.6 $49.5 $54.0 $62.1 $87.4

% 13.2% 11.5% 11.6% 12.9% 18.2%

WOMEN-OWNED $ $66.9 $59.5 $52.0 $53.9 $54.2

% 16.2% 13.9% 11.2% 11.2% 11.3%

BOTH MINORITY-OWNED 

AND WOMEN-OWNED

$ $11.9 $11.1 $7.7 $9.5 $11.6

% 2.9% 2.6% 1.7% 1.9% 2.4%

ASIAN AMERICAN $ $30.1 $28.8 $31.5 $37.7 $59.2

% 7.2% 6.7% 6.8% 7.9% 12.3%

BLACK AMERICAN $ $14.2 $9.5 $6.2 $6.9 $9.5

% 3.4% 2.2% 1.3% 1.4% 2.0%

HISPANIC AMERICAN $ $9.5 $8.4 $12.0 $15.0 $16.7

% 2.3% 2.0% 2.6% 3.1% 3.5%

NATIVE AMERICAN $ $0.2 $2.2 $3.9 $1.8 $1.9

% 0.1% .05% 0.8% 0.4% 0.4%

OTHER MINORITY $ $0.4 $0.7 $0.1

% 0.1% 0.1% 0.0%

Note: Percentages do not total to 100 due to overlap between minority-owned and women-owned businesses.

APPENDIX A: CONTRACTING AND TREND DATA

FDIC Contract Payments to MWOBs by Year (in Millions)
58 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

APPENDICES

2017 2018 2019 2020 2021

TOTAL ACTIONS 737 565 518 409 404

MINORITY-OWNED OR WOMEN 

OWNED BUSINESSES TOTALS

# 210 166 152 117 135

% 28.5% 29.4% 29.3% 28.6% 33.4%

MINORITY-OWNED # 100 87 68 53 55

% 13.6% 15.4% 13.1% 13.0% 13.6%

WOMEN-OWNED # 151 119 112 89 95

% 20.5% 21.1% 21.6% 21.8% 23.5%

BOTH MINORITY-OWNED AND 

WOMEN-OWNED

# 41 40 28 25 15

% 5.6% 7.1% 5.4% 6.2% 3.7%

ASIAN AMERICAN

# 63 54 33 26 27

% 8.6% 9.6% 6.4% 6.4% 6.7%

BLACK AMERICAN

# 22 11 15 14 11

% 3.0% 1.9% 2.9% 3.5% 2.7%

HISPANIC AMERICAN

# 4 11 9 7 10

% 0.5% 1.9% 1.7% 1.7% 2.5%

NATIVE AMERICAN

# 7 6 5 3 4

% 1.0% 1.1% 1.0% 0.7% 1.0%

OTHER MINORITY

# 4 5 6 3 3

% 0.5% 0.9% 1.1% 0.7% 0.7%

Note: Percentages do not total to 100 due to overlap between minority-owned and women-owned businesses.

APPENDIX A: CONTRACTING AND TREND DATA

FDIC Contract Actions to MWOBs by Year (in Millions)
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 59

APPENDICES

NAICS NAICS DESCRIPTION DOLLAR 

AMOUNT OF AWARDS

DOLLAR 

AMOUNT OF 

MWOB AWARDS

541511 Custom Computer 

Programming Services $266,692,710.22 $256,842,269.00

541519 Other Computer-Related Services $227,130,905.15 $114,357,213.14

524128 Other Direct Insurance Carriers

(except Life, Health, and Medical) $98,585,385.00 $0

541611 Administrative Management and General 

Management Consulting Services $42,688,361.50 $598,914.50

524113 Direct Life Insurance Carriers $32,000,000.00 $0

511210 Software Publishers $23,327,596.71 $10,910,866.31

518210 Data Processing, Hosting, and 

Related Services $22,756,282.74 $1,015,282.74

541512 Computer Systems Design Services $22,509,507.76 $662,805.80

561110 Office Administrative Services $15,962,447.00 $14,387,362.20

519130 Internet Publishing and Broadcasting 

and Web Search Portals $15,820,401.85 $25,000.00

$767,473,597.93

TOTAL OF TOP 10

$368,673,884.24 

NON-MWOB

$398,799,713.69 

MWOB

48%

52%

APPENDIX A: CONTRACTING AND TREND DATA

FDIC 2021 Contract Awards by Top 10 NAICS Codes
60 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

APPENDICES

FDIC TOTAL, PERMANENT 

AND EXECUTIVE MANAGER 

WORKFORCE

2017 2018 2019 2020 2021 +/-

CHANGE

TOTAL WORKFORCE (PERMANENT AND NON-PERMANENT)

MINORITY % 28.7% 29.8% 30.4% 31.3% 32.2% +0.9%

NON-MINORITY % 71.3% 70.2% 69.6% 68.7% 67.8% -0.9%

MEN % 55.2% 55.2% 55.1% 55.5% 56.0% +0.5%

WOMEN % 44.8% 44.8% 44.9% 44.5% 44.0% -0.5%

PERMANENT WORKFORCE

MINORITY % 29.0% 29.9% 30.4% 31.6% 32.6% +1.0%

NON-MINORITY % 71.0% 70.1% 69.6% 68.4% 67.4% -1.0%

MEN % 55.1% 55.3% 55.2% 55.6% 56.1% +0.5%

WOMEN % 44.9% 44.7% 44.8% 44.4% 43.9% -0.5%

TOTAL WORKFORCE - EXECUTIVE MANAGER 

(PERMANENT AND NON-PERMANENT)

MINORITY % 18.3% 17.6% 16.7% 19.7% 22.6% +2.9%

NON-MINORITY % 81.7% 82.4% 83.3% 80.3% 77.4% -2.9%

MEN % 61.1% 64.0% 62.3% 63.0% 62.9% -0.1%

WOMEN % 38.9% 36.0% 37.7% 37.0% 37.1% +0.1%

APPENDIX B: WORKFORCE DEMOGRAPHIC AND TREND DATA

FDIC Total, Permanent, and Executive 

Management Workforce
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 61

APPENDICES

RACE/ETHNICITY

PART I

MAJOR OCCUPATIONS

FDIC TOTAL WORKFORCE

TOTAL

GENDER HISPANIC

NON-HISPANIC OR LATINO

WHITE BLACK ASIAN AIAN TWO+

RACES

F M F M F M F M F M F M F M

ECONOMIST (0110)

TOTAL 83 27 56 1 2 11 45 4 3 9 4 0 0 2 2

% 32.5% 67.5% 1.2% 2.4% 13.3% 54.2% 4.8% 3.6% 10.8% 4.8% 0.0% 0.0% 2.4% 2.4%

CLF 32.9% 67.1% 1.95 3.3% 25.2% 55.8% 2.7% 2.8% 2.7% 4.4% 0.1% 0.2% 0.4% 0.6%

FINANCIAL ADMINISTRATION AND PROGRAM (0501)

TOTAL 130 62 68 1 3 26 47 30 11 4 6 1 0 0 1

% 47.7% 52.3% 0.8% 2.3% 20.0% 36.2% 23.15 8.55 3.1% 4.6% 0.8% 0.0% 0.0% 0.8%

CLF 56.3% 43.8% 5.8% 4.0% 38.6% 32.5% 23.1% 8.5% 3.1% 4.6% 0.8% 0.0% 0.0% 0.8%

ACCOUNTANTS AND AUDITORS (0510/0511)

TOTAL 84 50 34 2 0 24 23 12 4 11 5 0 0 1 2

% 59.5% 40.5% 2.4% 0.0% 28.6% 27.4% 14.3% 4.8% 13.1% 6.0% 0.0% 0.0% 1.2% 2.4%

CLF 60.1% 39.9% 3.9% 2.2% 44.2% 31.8% 5.6% 2.4% 5.4% 3.0% 0.3% 0.1% 0.7% 0.4%

KEY

CLF Percentage of Civilian Labor Force F Symbol denotes women

AIAN American Indian/Alaska Native M Symbol denotes men

APPENDIX B: WORKFORCE DEMOGRAPHIC AND TREND DATA

FDIC Total, Permanent, and Executive 

Management Workforce
62 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

APPENDICES

RACE/ETHNICITY

PART II

MAJOR OCCUPATIONS

FDIC TOTAL WORKFORCE

TOTAL

GENDER HISPANIC 

NON-HISPANIC OR LATINO

WHITE BLACK ASIAN AIAN TWO+

RACES

F M F M F M F M F M F M F M

FINANCIAL INSTITUTION EXAMINING (0570)

TOTAL 2,690 1,075 1,615 45 73 779 1,328 169 107 60 70 4 13 18 24

% 40.0% 60.0% 1.7% 2.7% 29.0% 49.4% 6.3% 4.0% 2.2% 2.6% 0.2% 0.5% 0.7% 0.9%

CLF 45.2% 54.8% 3.7% 3.1% 28.3% 44.1% 8.4% 3.4% 3.7% 3.5% 0.2% 0.1% 1.0% 0.6%

ATTORNEY (0905)

TOTAL 319 135 184 2 7 102 154 16 14 12 5 1 1 2 3

% 42.3% 57.7% 0.6% 2.2% 32.0% 48.3% 5.0% 4.4% 3.85 1.6% 0.3% 0.3% 0.6% 0.9%

CLF 33.3% 66.7% 1.9% 2.5% 26.7% 59.7% 2.5% 2.1% 1.6% 1.7% 0.1% 0.1% 0.6% 0.6%

GENERAL BUSINESS AND INDUSTRY (1101)

TOTAL 286 99 187 2 10 64 134 24 22 7 16 0 0 2 5

% 34.6% 65.4% 0.7% 3.5% 22.4% 46.9% 8.4% 7.7% 2.4% 5.6% 0.0% 0.0% 0.7% 1.7%

CLF 63.3% 36.7% 5.9% 2.9% 43.8% 27.1% 8.8% 3.6% 3.3% 2.4% 0.4% 0.2% 1.1% 0.6%

KEY

CLF Percentage of Civilian Labor Force F Symbol denotes women

AIAN American Indian/Alaska Native M Symbol denotes men

APPENDIX B: WORKFORCE DEMOGRAPHIC AND TREND DATA

FDIC Total, Permanent, and Executive 

Management Workforce
SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021 63

APPENDICES

ENTRY-LEVEL 

EXAMINER TREND 

DATA BY YEAR

TOTAL TWO

OR MORE AIAN ASIAN BLACK HISPANIC WHITE

F M F M F M F M F M F M

2005

ENTRY-LEVEL EXAMINER 

HIRES SINCE 2005 2,451 23 29 5 16 56 83 212 143 48 66 624 1,146

% 100% 0.9% 1.2% 0.2% 0.7% 2.3% 3.4% 8.6% 5.8% 2.0% 2.7% 25.5% 46.8%

CLF 100% 1.0% 0.6% 0.2% 0.1% 3.7% 3.5% 8.4% 3.4% 3.7% 3.1% 28.3% 44.1%

2021

ENTRY-LEVEL EXAMINER 

HIRES IN 2021 147 0 2 1 0 4 6 7 6 3 5 47 66

% 100% 0.0% 1.4% 0.7% 0.0% 2.7% 4.1% 4.8% 4.1% 2.0% 3.4% 32.0% 44.9%

CLF 100% 1.0% 0.6% 0.2% 0.1% 3.7% 3.5% 8.4% 3.4% 3.7% 3.1% 28.3% 44.1%

APPENDIX B: WORKFORCE DEMOGRAPHIC AND TREND DATA

Entry-Level Examiner Program Hire Trends

KEY

CLF Percentage of Civilian Labor Force F Symbol denotes women

AIAN American Indian/Alaska Native M Symbol denotes men
64 SECTION 342 DODD-FRANK WALL STREET REFORM AND CONSUMER PROTECTION ACT REPORT TO CONGRESS 2021

APPENDICES

 Asian American and Pacific Islander (AAPI)

 American Economic Association (AEA) 

 AEA Summer Training Program (AEASP)

 Affordable Housing Program (AHP)

 Alliances for Economic Inclusion (AEIs)

 Acquisition Service Branch (ASB)

 Black, Indigenous, and People of Color 

(BIPOC)

 Center for Financial Research (CFR)

 Chief Information Officer Office (CIOO)

 Chairman’s Diversity Advisory Councils 

(CDACs)

 Community Development Financial 

Institutions (CDFIs)

 Civilian Labor Force (CLF)

 Diversity, Equity, and Inclusion (DEI)

 Diversity, Equity, Inclusion, and 

Accessibility (DEIA)

 Division of Insurance and Research (DIR)

 Diverse Legal Service Providers (DLSPs)

 Division of Resolution and Receiverships 

(DRR)

 Diversity Self-Assessment (DSA)

 Equal Employment Opportunity (EEO)

 Employee Resource Groups (ERGs)

 Expression of Interest (EOI)

 First Generation Professionals (FirstGen)

 Heritage for Asian American and Pacific 

Islander (HAAPI)

 Hispanic Association of Colleges & 

Universities (HACU)

 Historically Black Colleges and 

Universities (HBCUs)

 Hispanic Organization for Leadership and 

Advancement (HOLA)

 Hispanic-Serving Institutions (HSI)

 Low- and moderate-income (LMI)

 Minority Depository Institutions (MDIs)

 Minority Recruitment Task Force (MRTF)

 Minority and Women-Owned Businesses 

(MWOBs)

 Minority and Women-Owned Law Firms 

(MWOLFs)

 National Association of Minority and 

Women-Owned Law Firms (NAMWOLF)

 Ohio Bankers League (OBL)

 Roundtable for Economic Access and 

Change (REACh)

 Technical Evaluation Panels (TEPs)

 Volunteer Income Tax Assistance (VITA)

APPENDIX C: ACRONYMS AND TERMS
FEDERAL DEPOSIT INSURANCE CORPORATION

Office of Minority and Women Inclusion

Section 342 Dodd-Frank Wall Street 

Reform and Consumer Protection Act

Report to Congress 2021