2015 Report to Congress 

Office of Minority and Women Inclusion

Federal Deposit Insurance Corporation
2
3

Federal Deposit Insurance Corporation

2015 Report to Congress

Office of Minority and Women Inclusion
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5

5 Introduction

7 FDIC Contracting: Inclusion of Minority- and Women-Owned Businesses (MWOBs)

18 Employment at the FDIC: Increasing Representation of Minorities and Women

24 Other Activities 

31 Conclusion

32 Appendices

Table of Contents
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5

Introduction

Under provisions of the Dodd-Frank Wall Street Reform and Consumer Protection Act 

(DFA) section 342, the Federal Deposit Insurance Corporation (FDIC) established its Office 

of Minority and Women Inclusion (OMWI) on January 21, 2011. Section 342 of the DFA 

requires each agency’s OMWI to submit to Congress an annual report regarding the actions 

taken by the agency toward hiring qualified minority and women employees and contracting 

with qualified minority- and women-owned businesses. 

The FDIC is pleased to submit this 2015 Report to Congress. As required by DFA section 

342(e) (1–5), the report describes the FDIC’s activities relating to the inclusion of minorities 

and women in contracting and hiring for the year, as well as other relevant information, 

including the agency’s activities supporting financial access, economic inclusion, and financial 

literacy. Consistent with the provisions of section 342 of the DFA, the FDIC continues to 

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

opportunities and all business areas of the FDIC. This report outlines both successes and 

challenges in contracting and hiring as the agency works to ensure these values are reflected 

in its operations.

Commitment to Diversity and Inclusion 

The mission of the FDIC is to preserve and promote public confidence in the U.S. financial 

system by insuring deposits, examining and supervising financial institutions for safety 

and soundness and consumer protection, and managing receiverships. In 1999, the FDIC 

published its first Diversity Strategic Plan, which outlined its commitment to recruiting 

and retaining the most qualified, talented, and motivated employees in the labor market. 

OMWI is an important component in these efforts and supports the FDIC’s mission 

through the pursuit of equal employment opportunity, affirmative employment initiatives, 

diversity and inclusion, and outreach efforts to ensure the fair inclusion and utilization 

of minority- and women-owned businesses, law firms, and investors in contracting and 

investment opportunities.

In 2012, the FDIC Chairman established performance goals to update the Diversity Strategic 

Plan and asked each division and office to develop strategic plans that identify steps to 

promote increased diversity through the FDIC's recruiting and hiring processes. In 2013, 

the FDIC updated the Diversity and Inclusion Strategic Plan and committed to reviewing 

and updating it annually to ensure the plan remains current and relevant. The Diversity and 

Inclusion Strategic Plan was updated in both 2014 and 2015 to continue the FDIC’s efforts 

in this important area and to address the FDIC’s goals to develop and implement a more 

comprehensive, integrated, and strategic focus on diversity and inclusion. The 2015 Diversity 

and Inclusion Strategic Plan was disseminated to the FDIC workforce and posted externally 

for the public on www.fdic.gov in early 2016. 

The Diversity and Inclusion Strategic Plan lays out a course for promoting workforce 

diversity by recruiting from a diverse, qualified group of potential applicants, and cultivating 

workplace inclusion through collaboration, flexibility, and fairness. The plan also ensures 

the sustainability of the FDIC’s diversity and inclusion efforts by equipping leaders with the 

ability to manage diversity, monitor results, and refine approaches on the basis of actionable 

data. There are specific steps outlined in the plan that continue to enhance diversity and 

inclusion at the FDIC in the areas of leadership engagement, analytics and reporting, training, 

communications, strategic planning, and program enhancement. 
6

When the FDIC Board of Directors created OMWI in 2011, the Board also established an 

OMWI Steering Committee to ensure and promote coordination of OMWI programs. 

In 2013, the OMWI Steering Committee was renamed the FDIC Diversity and Inclusion 

Executive Advisory Council (EAC). The EAC is chaired by the FDIC Chief of Staff/Chief 

Operating Officer and includes the OMWI Director, the OMWI Senior Deputy Director, 

FDIC division and office directors, and other key FDIC senior staff. The EAC provides 

leadership on diversity and inclusion initiatives throughout the FDIC. The EAC also reviews 

the Diversity and Inclusion Strategic Plan annually, and updates it as needed to refine the 

agency’s efforts in promoting diversity and inclusion on an ongoing basis.

2015 Diversity and Inclusion Initiatives 

In 2015, the FDIC Chairman updated a number of performance goals designed to further 

promote diversity, inclusion, and equal employment opportunity at the agency. One of these 

goals required the agency’s divisions and major offices to develop customized strategic plans 

at their level to identify steps to promote increased diversity throughout the FDIC. Again in 

2015, each division and major office assessed available workforce data and produced plans 

with strategies to further their diversity progress and address noted issues. The division 

and office level plans were consolidated into an FDIC Plan to Promote Increased Diversity 

through Division/Office Engagement and have been integrated into the agency’s annual 

strategic planning efforts. In December 2015, the divisions met with OMWI to discuss 

their respective plans, determine which strategies and action items were working well, 

and identify possible revisions where warranted. This process will continue in 2016. 

The FDIC is committed to providing all employees with a work environment that embodies 

excellence and that acknowledges and honors the diversity of its employees. In furthering 

the FDIC’s diversity and inclusion programs, the following initiatives were implemented in 2015: 

• The FDIC implemented its policy on, and supported the establishment of, 

 four Employee Resource Groups: Emerging Leaders; Hispanic Organization for 

 Leadership and Advancement; PRIDE; and Partnership of Women in the Workplace.

• OMWI and the FDIC’s Corporate University administered new manager and 

 supervisor training on equal employment opportunity and diversity and inclusion.

• The FDIC continued to develop and implement the Workforce Development Initiative 

 designed to address comprehensive succession planning needs and workforce 

 development challenges and opportunities.

• OMWI extended providing “unconscious bias” training beyond executives and 

 managers to non-supervisory employees in several major divisions and offices. 

 OMWI plans to continue extending this training opportunity to additional FDIC 

 employees in 2016. 

• Through focused outreach, internal and external training, and related initiatives, 

 the FDIC Legal Division increased the number of minority- and women-owned law 

 firm referrals for agency legal matters, and was recognized by the National 

 Association of Minority and Women Owned Law Firms in 2015.

• Because of declining contract opportunities related to failed financial institutions, 

 the FDIC continued to develop innovative procurement strategies on several of its 

 larger contracts to foster increased minority- and women-owned business participation. 

 v
7

FDIC Contracting: 

Inclusion of Minority- and Women-Owned Businesses (MWOBs) 

1

See www.fdic.gov/mwop.

2

See www.fdic.gov/about/diversity/sbrp/index.html. 

Contract Payments 

to MWOBs

The FDIC places a high priority on achieving diversity in asset sales and contracting and 

OMWI is an integral part of the contractor solicitation, education, and evaluation process. 

During 2014, the FDIC implemented new contracting initiatives and conducted focused 

outreach which improved MWOB participation in its contracting activities. However, 

the FDIC faced challenges in continuing the utilization and growth rates for contractors; 

and, new contract awards by the FDIC have been declining. The following sections provide 

detailed information on the agency’s 2014 contracting activities and successes; contracting 

initiatives, programs, and outreach; and challenges the FDIC faces in increasing MWOB 

participation in its contracting activities. 

Contracting Activities and Successes

The FDIC’s contracts are typically awarded through a competitive best value solicitation 

process that involves consideration of both the offeror’s technical and price proposals. The 

solicitations describe what offerors must include in their proposals and the proposal evaluation 

criteria specific to the good or service being procured. Proposals are evaluated and rated by a 

panel of FDIC subject matter experts and include an OMWI representative. Awards are made 

to the offeror that provides the best value to the FDIC. 

For any contract over $100,000, OMWI review is required to identify competitive minorityand women-owned businesses to include in contract solicitations. As part of this process, 

OMWI uses the FDIC’s Contractor Resource List which includes registered MWOBs. OMWI 

also identifies qualified MWOBs through the System for Award Management (SAM) and 

the Minority Business Development Agency. This process helps ensure a diverse pool of 

contractors is solicited and considered for each major contract.

The FDIC’s website1provides information, announcements, and technical assistance for 

minority- and women-owned businesses, law firms, and investors seeking to do business 

with the FDIC. The FDIC also has a small business resource page that contains more than 

40 learning modules2and is a technical assistance aid and self-assessment for businesses 

interested in competing for contract opportunities.

The FDIC paid $507.2 million to contractors in 2015 under 2,029 contracts, of which $142.5 

million (28.1 percent) was paid to MWOBs under 591 contracts. [See Figure 1.] By comparison, 

the FDIC paid $491.6 million to contractors under 1,962 contracts in 2014; $553.7 million 

to contractors under 1,982 contracts in 2013; and $660.0 million to contractors under 577 

contracts in 2012. The 2015 total payments for contracts awarded included payments for 

contracts awarded in 2015 and payments for active contracts awarded prior to 2015. For 

purposes of contract payment information, the FDIC considers an active contract one in which 

payments were made or credits applied in 2015. In 2015, minority-owned firms were paid 

$89.3 million of the total dollars paid to contractors (17.6 percent). Women-owned firms were 

paid $83.2 million of the total dollars paid to contractors (16.4 percent). These two categories 

– minorities and women – are not mutually exclusive since $30.0 million (5.9 percent) was 

paid in 2015 to businesses classified as both minority-owned and women-owned. By contrast, 

the FDIC paid MWOBs $128.2 million (26.1 percent) of the total paid to all contractors in 2014 

under 533 contracts; $140.6 million (25.4 percent) to MWOBs in 2013 under 608 contracts; 

and $161.4 million (24.5 percent) to MWOBs in 2012 under 754 contracts.

FDIC Procurement 

Policies
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 Figure 2 Contracting Actions

 2012 2013 2014 2015

 Total 1326 995 1072 1159

 100.0% 100.0% 100.0% 100.0%

 MWOB 388 282 288 346

 29.3% 28.3% 26.9% 29.9%

 Minority Owned (MO) 262 161 170 148

 19.8% 16.2% 15.9% 12.8%

 Women Owned (WO) 192 162 167 243

 14.5% 16.3% 15.6% 21.0%

 Overlap (Both MO & WO) 66 41 49 45

 5.0% 4.1% 4.6% 3.9%

 Asian American 50 39 54 56

 3.8% 3.9% 5.1% 4.8%

 Black American 104 50 45 35

 7.8% 5.0% 4.2% 3.0%

 Hispanic American 87 61 59 39

 6.6% 6.2% 5.5% 3.4%

 Native American 18 0 2 1

 1.4% 0.0% 0.2% 0.1%

 Other 3 11 10 17

 0.2% 1.1% 0.9% 1.5%

 Figure 1 Contracting Payments (in millions)

 2012 2013 2014 2015

 Total $ 660.0 $ 553.7 $ 491.6 $507.2

 100.0% 100.0% 100.0% 100.0%

 MWOB $ 161.4 $ 140.6 $ 128.2 $142.5

 24.5% 25.4% 26.1% 28.1%

 Minority Owned (MO) $ 117.7 $ 102.9 $ 89.3 $89.3

 17.8% 18.6% 18.2% 17.6%

 Women Owned (WO) $ 70.1 $ 63.7 $ 63.6 $83.2

 10.6% 11.5% 12.9% 16.4%

 Overlap (Both MO & WO) $ 26.4 $ 26.0 $ 24.7 $30.0

 4.0% 4.7% 5.0% 5.9%

 Asian American $ 51.3 $ 50.3 $ 38.5 $39.9

 7.8% 9.1% 7.9% 7.9%

 Black American $ 35.7 $ 19.8 $ 15.9 $13.3

 5.4% 3.6% 3.2% 2.6%

 Hispanic American $ 28.7 $ 26.0 $ 26.7 $25.1

 4.3% 4.7% 5.4% 5.0%

 Native American $ 2.0 $ 1.2 $ 0.3 $0.1

 0.3% 0.2% 0.1% 0.0%

 Other $ - $ 5.7 $ 7.9 $10.9

 0.0% 1.0% 1.6% 2.1%

In 2015, the FDIC awarded 346 contracts to MWOBs out of a total of 1,159 issued (29.9 percent). 

[See Figure 2.] By comparison, the FDIC awarded 288 contracts (26.9 percent) to MWOBs out 

of a total of 1,072 issued in 2014; 282 contracts (28.3 percent) to MWOBs out of a total of 995 

issued in 2013; and 388 contracts (29.3 percent) out of a total of 1,326 issued in 2012.
9

Contract Awards 

to MWOBs

 Figure 3 Total Contract Dollar Awards

 2012 2013 2014 2015

 Total $ 1,041.7 $ 572.8 $ 686.8 $858.4

 100.0% 100.0% 100.0% 100.0%

 MWOB $ 308.0 $ 198.7 $ 239.9 $211.6

 29.6% 34.7% 34.9% 24.7%

 Minority Owned (MO) $ 261.1 $ 158.5 $ 143.7 $145.2

 25.1% 27.7% 20.9% 16.9%

 Women Owned (WO) $ 90.7 $ 66.1 $ 132.6 $104.2

 8.7% 11.5% 19.3% 12.1%

 Overlap (Both MO & WO) $ 43.8 $ 25.9 $ 36.4 $37.8

 4.2% 4.5% 5.3% 4.3%

 Asian American $ 92.6 $ 38.0 $ 27.1 $51.8

 8.9% 6.7% 4.0% 6.0%

 Black American $ 105.6 $ 32.2 $ 21.3 $30.7

 10.1% 5.6% 3.1% 3.6%

 Hispanic American $ 50.0 $ 85.3 $ 66.1 $43.2

 4.8% 14.9% 9.6% 5.0%

 Native American $ 9.3 $ - $ 0.8 $ -

 0.9% 0.0% 0.1% 0.0%

 Other $ 3.6 $ 3.0 $ 28.4 $19.5

 0.4% 0.5% 4.1% 2.3%

The FDIC awarded contracts with a combined value of $858.4 million in 2015, of which 

$211.6 million (24.7 percent) were awarded to MWOBs. By comparison, the FDIC awarded 

contracts with a combined value of $686.8 million in 2014, with $239.9 million (34.9 percent) 

awarded to MWOBs; awarded contracts with a combined value of $572.8 million in 2013, 

with $198.7 million (34.7 percent) awarded to MWOBs; and awarded contracts with a 

combined value of $1,041.7 billion in 2012, with $308.0 million (29.6 percent) awarded 

to MWOBs. [See Figure 3.] 

As of December 31, 2015, the FDIC had 470 (28.2 percent) active contracts with MWOBs 

out of a total of 1,665 active contracts. The active contracts to MWOB firms by category 

were as follows: Asian Americans (81), Black Americans (68), Hispanic Americans (182), 

Native Americans (1), and Women (172). These include contracts awarded to firms that 

were both minority-owned and women-owned.

The FDIC’s four-year trend from 2012-2015 of contract awards and payments can be found 

at Appendix A.

Contract Awards 

by North American 

Industry Classification 

System

The North American Industry Classification System (NAICS) was developed by the Office 

of Management and Budget and is the standard used by federal statistical agencies in 

classifying business establishments for the purpose of collecting, analyzing, and publishing 

statistical data related to the U.S. business economy. Figure 4 depicts the distribution of the 

FDIC’s 2015 contracts categorized within the top ten NAICS codes.
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Figure 4 FDIC 2015 Contracts by Top Ten NAICS Codes

Figure 5 2015 Contract Awards by Top 10 NAICS

In 2015, these awards consisted of the following: 25 percent for computer systems design 

services; 19 percent for data processing, hosting and related services; 14 percent for direct 

health and medical insurance carriers; and 12 percent for administrative management and 

general management consulting services. The remaining 30 percent – each six percent or under 

– were awarded in the areas of offices of real estate agents and brokers (six percent); computer 

and computer peripheral equipment and software merchant wholesalers (six percent); offices 

of real estate appraisers (five percent); other computer related services (five percent); computer 

facilities management services (four percent); and human resources consulting services 

(four percent). Collectively, 28.7 percent of the top ten NAICS code contracts were awarded 

to MWOBs. [See Figure 5.]

Computer Systems 

Design Services

(541512)

25%

Data Processing, Hosting, 

and Related Services

(518210)

19%

Direct Health and Medical 

Insurance Carriers

(524114)

14%

Offices of Real Estate Agents 

and Brokers

(531210)

6%

Computer and Computer Peripheral 

Equipment and Software Merchant 

Wholesalers

(423430)

6%

Offices of Real Estate Appraisers

(531320)

5%

Other Computer Related Services

(541519)

5%

Computer Facilities 

Management Services

(541513)

4%

Human Resources Consulting Services

(541612)

4%

Administrative Management 

and General Management 

Consulting Services

(541611)

12%

MWOB

28.7%

Non-MWOB

71.3%

The 2015 contract awards by top ten NAICS codes can be found in Appendix B.
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Figure 6 2015 Referrals

Figure 7 Payments to Law Firms (Dollars in Millions)

160

140

120

100

80

60

40

20

0

 2012 2013 2014 2015

 

 102.0

 $ 15.3

 

 105.6

 $ 15.3

 

 86.7

 $ 11.7

 

 113.8

 $ 16.5

 MWOLFs Non-MWOLFs

117. 3

120.9

98.4

130.3

The FDIC paid $98.4 million to outside counsel in 2015, as compared to $120.9 million in 

2014. [See Figure 7.] The FDIC paid $11.7 million to MWOLFs in 2015, which represents 

11.9 percent of the total paid to all law firms. This percentage is similar to 2014, during which 

the FDIC paid a total of $15.3 million to MWOLFs, which was 12.7 percent of the total paid 

to all law firms that year. 

Hispanic Americans

174

29.0%

Black Americans

12

2.0%

Non-MWOLFs

156

26.0%

Referrals to

Law Firms

Referrals to law firms are typically made on a competitive basis. Price, expertise, capacity, 

and status are among the criteria considered in making the selections. The FDIC made 600 

referrals to outside counsel in 2015, of which 244 (40.7 percent) were minority- and womenowned law firms (MWOLFs), compared to a total of 635 referrals, 102 of which (16.1 percent) 

were to MWOLFs in 2014. Referrals to MWOLFs in 2015, by category, were as follows: Black 

Americans - 12 (2.0 percent), Hispanic Americans - 174 (29.0 percent), and Women - 58 

(9.7 percent). [See Figure 6.]

Women

58

9.7%

Non-Reported

200

33.3%
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Outreach to

MWOLFs

In 2015, the FDIC was again nominated for an award from the National Association of 

Minority and Women Owned Law Firms (NAMWOLF) in recognition of its support of the 

organization’s diversity and inclusion goals. The Legal Division evaluated and approved 14 

new MWOLF applications in 2015. Firms from various geographic areas were added to the 

FDIC List of Counsel Available in order to be eligible to receive legal contracting work. In 

addition, the Legal Division continued a compliance review program developed in 2012 to 

assess internal diversity of majority law firms and MWOLFs comprising the FDIC’s top ten 

annual spending firms. This program provides the Legal Division another means to address 

diversity and inclusion and provides opportunities for women and minority attorneys seeking 

to provide services. On-site visits help to engage firms in discussions about best practices, 

diversity staffing concepts, metrics, and the FDIC’s MWOLF program. The results continue to 

be positive. The FDIC collected baseline diversity metrics, reviewed best practices on staffing 

of client matters, and reached a commitment with various firms to work to increase diversity 

concerning FDIC activities.

In addition, the Legal Division tailored its outreach strategy to focus on the substantive areas 

of the FDIC’s legal work that posed the greatest opportunities for MWOLF participation. 

The Legal Division continued to emphasize the importance of diverse staffing and outreach. 

For example, in response to the needs of the Legal Division’s Professional Liability and 

Financial Crimes Section, the Legal Division is developing a user-friendly searchable database 

highlighting available minority- and women-owned legal support firms such as expert 

witnesses and court reporters. The Legal Division anticipates in-house oversight attorneys 

could award contracts to these minority- and women-owned firms as FDIC attorneys begin to 

perform more litigation work in-house.

In addition to attending five bar association conferences during 2015, Legal Division staff 

attended two stakeholder events sponsored by NAMWOLF. During those networking events, 

the Legal Division counseled MWOLFs on how those firms can make strategic decisions in 

their pursuit of FDIC legal work, as well as work with other large corporate clients.

Contracting Initiatives, Programs and Outreach

During the financial crisis, contracts related to services required to resolve failed financial 

institutions represented up to 85 percent of all FDIC contract dollars awarded in a given year. 

Due to the continued decline in the number of failed financial institutions, only 46 percent 

of FDIC total contract dollars awarded in 2015 supported the FDIC’s Division of Resolutions 

and Receiverships (DRR) whose primary mission is to resolve failed financial institutions. As 

a result, the FDIC continued to focus efforts in 2015 on identifying opportunities for MWOBs 

in non-financial recurring services. For example, contracts were awarded to MWOBs in the 

following areas: IT software development, maintenance and shared services; IT hardware 

and software licenses; IT security; human resources support; career counseling services; 

moving and storage services; risk modeling services; and training.

Several of the contracts used to perform failed bank resolution services during the financial 

As shown in Figure 7, there has been a decline in referrals to outside counsel. This decrease 

is consistent with the overall decline in bank resolution activities which is a major source of 

outside counsel work. The level of MWOB participation in legal payments has seen a similar 

decrease during this time period. 

The FDIC remains committed to seeking ways to increase the level of referrals to MWOLFs 

in 2016. 
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Information Technology 

Contracting

As noted in the FDIC’s 2014 Report to Congress, the FDIC recognized in 2012 that the 

declining number of bank failures would result in a significant shift in new contract award 

opportunities from bank resolution contracts to contracts for daily operations (e.g., IT software 

development and maintenance, facilities management, etc.). The FDIC conducted focused 

market research in 2012 to ensure significant MWOB participation in the then upcoming 

$546.8 million competitive Basic Ordering Agreement (BOA) for the second generation 

Information Technology Application Services (ITAS II) contract. This focused market research 

led to six MWOB firms being awarded an ITAS II BOA out of eleven total firms awarded the 

BOA (55 percent). The six BOA awards to MWOBs represented a significant increase 

in MWOB awards from the ITAS I BOA where only one MWOB firm was awarded the 

BOA out of four total firms (25 percent).

The assignment of work to contractors under the ITAS II BOA is accomplished through the 

award of Task Orders which are competed amongst the eleven contractors awarded the 

BOA. The FDIC continued to transition work under the expiring ITAS I BOA to the new ITAS 

II BOA during 2015 through competitive Task Orders. The increase in MWOB firms awarded 

contracts under the ITAS II BOA resulted in a significant number of MWOB firms being 

awarded ITAS II Task Orders. In fact, three of the five competitive Task Orders awarded in 

2015 under ITAS II were awarded to MWOB firms with a combined ceiling of $68.3 million. 

This represented 60 percent of the total Task Orders awarded and 68.4 percent of the total 

ceiling awarded under ITAS II during 2015. The Task Orders awarded to MWOB firms are for 

the enhancement and maintenance of mission critical FDIC systems and ongoing IT operations.

crisis expired in 2015. Although the number of bank failures has declined significantly, the 

FDIC re-bid these expiring contracts to ensure contractor resources are in place to provide 

assistance for future bank failures. MWOB contractors were instrumental to FDIC’s success 

during the financial crisis. As a result, the FDIC focused on ensuring continued MWOB 

participation in these expiring contracts. MWOB firms were awarded new contracts in 

2015 for future resolution assistance services, owned real estate (ORE) management and 

marketing services, asset valuation services, tax return services, loan sale advisory services, 

property tax services, and imaging and indexing services. Additional existing failed bank 

resolution contracts will expire in 2016 and beyond. The FDIC will continue to look for 

opportunities to include MWOBs in the re-competition of these mission critical services. 

In addition, the FDIC completed and implemented recommendations from the MWOB 

contract study it initiated in 2013. Process and IT system improvements were made to 

ensure more accurate tracking of FDIC payments to MWOB subcontractors. The FDIC 

also continued to develop new procurement strategies for major solicitations which 

were discussed in detail at the monthly EAC meetings attended by senior managers 

from FDIC divisions and offices, and at the FDIC’s Executive Management Committee 

meetings. Lastly, the FDIC continued to implement the recommendation to hold preproposal conferences 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.

The FDIC continued its voluntary usage of the Small Business Administration’s 8(a) program 

which is designed to help small and disadvantaged businesses compete in the marketplace 

and gain access to federal and private procurement markets. The FDIC awarded three 

contracts with a combined value of $122,359 under the 8(a) program during 2015. 
14

Facilities Management

Human Resources 

Management

Significant awards to MWOBs in facilities management included a five-year, $11.3 million 

contract for FDIC Headquarters moving, storage, and installation services; a five-year, 

$500,000 contract for elevator maintenance services; and a five-year, $487,000 contract 

for Regional Office moving services. 

In addition, the FDIC’s BPAs to provide furniture for FDIC offices expired in 2014 and 

required new follow-on contract awards. Focused market research was conducted to identify 

MWOB resellers that could participate in the follow-on contracts. In 2015, eight contracts 

were awarded to MWOB firms with a combined value of $779,217 to provide furniture to 

FDIC offices nationwide.

In 2015, the FDIC was able to expand the use of MWOBs to the Human Resources 

Management area. Two major contracts were awarded to MWOBs in Human Resources 

Management. A five-year $15.4 million contract was awarded to provide payroll and staffing 

support, and a five-year, $7.9 million contract was awarded to provide career counseling 

services to FDIC employees.

Bank Resolution 

Contracts

There were only eight financial institution failures in 2015, representing a significant decline 

from the height of the financial crisis in 2010 when there were 157 financial institution 

failures. However, there are still hundreds of active failed bank receiverships from prior year 

failures. The FDIC continued to award contracts to MWOBs to provide the required services 

to resolve 2015 financial institution failures and prior year financial institution failures. In 2015, 

202 contracts with a combined value of $68 million were awarded to MWOBs to provide the 

required financial services to assist the FDIC in resolving failed financial institutions. They 

included, but were not limited to, owned real estate management and disposition services, 

asset appraisal services, receivership accounting and assistance services, loss share 

agreement monitoring, temporary staffing, asset environmental assessments, loan sales 

advisory services, tax return services, and asset valuation. In addition, the FDIC awarded 

three contracts totaling $665,705 to an MWOB firm to conduct comprehensive learning and 

development support, design an FDIC writing curriculum, and conduct a DRR management study.

Furthermore, during 2015, the FDIC awarded a follow-on contract for IT security services 

as the existing contract was set to expire in early 2016. The expiring contract had been 

competitively awarded to one firm with a contract ceiling of $56 million. Due to increased 

cyber security threats to the FDIC IT systems and the need to ensure protection of Personally 

Identifiable Information, the follow-on contract had a higher estimated ceiling than the prior 

contract. Recognizing that a contract of this size might be difficult for smaller companies to 

bid on, the FDIC separated the required services into two contracts which were individually 

issued for competitive bid. One of the two contracts was awarded in 2014 to an MWOB firm 

with a contract ceiling of $58 million. The second contract (for $18.6 million) was awarded in 

2015 to an MWOB firm as well. 

The FDIC also recognizes that IT hardware and software can often be provided by resellers 

certified by the manufacturer. As a result, the FDIC continued with the strategic decision to 

solicit resellers when possible, rather than purchase the hardware and software directly from 

the manufacturer. This strategy resulted in 82 contract awards to MWOB resellers with a 

combined value of over $26.4 million.

Another significant accomplishment was the competitive award of a Blanket Purchase 

Agreement (BPA) for the FDIC’s requirement for Juniper IT networking equipment and 

accompanying maintenance to an MWOB firm. This BPA has a period of performance of 

five years and a compensation ceiling of $14 million.
15

Outreach to MWOBs In 2015, the FDIC participated in a combined total of 34 business expos, one-on-one 

matchmaking sessions, and panel presentations. At these events, the FDIC staff provided 

information and responded to inquiries regarding the FDIC’s business opportunities for 

minorities and women. In addition to targeting MWOBs and MWOLFs, these efforts also 

targeted veteran-owned and small disadvantaged businesses. Vendors were provided with 

the FDIC’s general contracting procedures, prime contractors’ contact information, and 

forecasts of possible upcoming solicitations. Also, vendors were encouraged to register 

through the FDIC’s Contractor Resource List (a principal database for vendors interested in 

doing business with the FDIC). In 2015, 188 new MWOBs were registered in the Contractor 

Resource List. 

In August 2015, the FDIC, along with seven other OMWI agencies, co-hosted “Collaborating 

for Success,” a technical assistance event, in conjunction with the Northern Virginia 

Procurement Technical Assistance Program. The purpose of the event was to network 

with MWOBs that are interested in federal contracting activities and to provide meaningful 

information to assist them in building and growing their federal contracting opportunities. 

This event supported one of the key provisions of section 342 of DFA requiring the OMWI 

agencies to increase and ensure the participation of MWOBs, and ensure MWOBs receive 

technical assistance and guidance about the procurement process within the agencies. This 

was the first interagency procurement technical assistance event with joint participation by 

eight OMWI agencies. A total of 344 MWOB participants attended the event. The OMWI 

agencies intend to continue collaborating on joint outreach activities.

Other Significant 

MWOB Contract Awards

Recognizing the need to expand MWOB contract awards beyond services for bank resolutions, 

information technology, human resources and facilities management, the FDIC looked for 

MWOB opportunities in other program areas. The FDIC’s Corporate University awarded six 

contracts with a combined value of over $1.6 million to MWOB firms to provide training to 

FDIC employees on a variety of subjects, including retirement planning and IT skills training. 

DRR awarded multiple contracts with a value of $721,827 to MWOBs to provide translation, 

transcription, and interpreter services. The FDIC’s Division of Depositor and Consumer 

Protection (DCP) awarded a $368,528 contract to an MWOB to perform a qualitative analysis 

of underserved bank consumers and their use of mobile financial services. The Chief Risk 

Office awarded a contract with a value of $210,000 to an MWOB to analyze the FDIC’s 

Statistical CAMELS Offsite Rating model, which is one of several tools used to analyze the 

health of the banking industry. Lastly, OMWI awarded three contracts to MWOBs with a 

combined value of $157,755 for FDIC branding and marketing tools for use in recruitment, 

financial literacy and business outreach activities.
16

Challenges 

As noted, the FDIC’s annual new contract awards have declined significantly since the 

height of the financial crisis due to the reduction in financial institution failures. Although 

2015 contract awards ($858.4 million) increased from 2014 ($686.8 million), the FDIC annual 

contract award values are still significantly lower than the peak in 2009 and 2010 of $2.6 

billion, and the $1.4 billion and $1 billion awarded in 2011 and 2012, respectively. Nonfinancial goods and services contracts for recurring needs to support daily operations are 

continuing to represent a larger percentage of FDIC annual contract awards. In years when 

there are few bank failures, these non-financial recurring goods and services will represent 

the majority of FDIC contract awards. Typical contract awards for non-financial goods and 

services (for example, dental, life, and vision insurance for employees; subscription services; 

office supplies; security guard services; facilities management services; and IT services) may 

range from $300 million to $500 million annually. 

FDIC Asset Sales During 2015, OMWI and DRR collaborated to present two FDIC-sponsored asset purchaser 

workshops which were marketed extensively to minority- and women-owned investors and 

companies interested in learning about DRR’s sales processes. DRR speakers with strong 

backgrounds in their respective programs provided details on the various tools used by DRR to 

market assets and presented information to attendees on how to participate in the transactions 

and bid on assets offered for sale. Another asset purchaser workshop was held in Atlanta, 

Georgia, and was attended by 42 prospective investors. The workshop included a special focus 

on ORE investment opportunities to support a DRR auction of real estate properties scheduled 

two weeks after the outreach workshop. A segment regarding contracting services was also 

included in the Atlanta event.

Following a bank failure in Puerto Rico, DCP joined with DRR and OMWI to sponsor workshops 

for both investors and homeowners on the island. These events were attended by over 

160 participants and included presentations by DRR, OMWI, and DCP staff, as well as 

Puerto Rico’s Commissioner of Financial Institutions and representatives from both the 

U.S. Department of Housing and Urban Development and the Commonwealth of Puerto 

Rico Housing Finance Authority.

DRR and OMWI also participated in a Mortgage Housing Fair in Puerto Rico. The housing fair 

was organized by a small group of business professionals from the banking and insurance 

community on the island, and drew an audience of over 1,000 attendees. Representatives 

from DRR educated participants on the process of purchasing ORE properties from FDIC, 

provided a general overview on deposit insurance, and publicized the scheduled ORE auction 

in October. The FDIC team also included members from the Division of Risk Management 

Supervision, Puerto Rico Field Office. Over the course of the event, the FDIC directly 

engaged more than 500 attendees, and indirectly informed many more through 30-minute 

presentations on the main stage each day. Presentations focused on deposit insurance and 

buying ORE from FDIC. 
17

While smaller firms that are not national in scope are capable of providing some of these 

services, there are significant administrative advantages to having fewer contractors 

provide these services to ensure consistent implementation of FDIC programs nationwide. 

The FDIC will continue to assess and analyze future contracting needs to determine where 

MWOB opportunities may exist or if new methods of service delivery are feasible. As 

described previously, new procurement strategies were developed for major contracts for 

IT software development/maintenance services and IT security services which led to the 

award of prime contracts to MWOBs. These are examples of the types of procurement 

strategies the FDIC will continue to consider for future new contracts, when feasible. 

Despite the decline in the overall contract dollars, the FDIC’s outreach program continues 

unabated in an effort to educate and equip MWOBs with the tools they need to compete 

for contracting opportunities. 

The FDIC faced challenges in continuing the utilization growth rates for MWOLFs in 2015, 

primarily due to the overall decrease in the need for outside counsel. Utilization rates for 

all law firms have declined as a result of fewer bank closings and attendant legal work. 

In response to this challenge, the Legal Division increased internal training for its inhouse counsel on the importance of diverse legal matter staffing, encouraged partnering 

arrangements between majority law firms and MWOLFs, and made presentations at 

minority bar association meetings on how their members can best prepare their firms for 

opportunities to work with the FDIC. As a result of the decreasing utilization of outside 

counsel in 2015, the FDIC will place even greater emphasis on developing and encouraging 

quality networking and relationship building opportunities with MWOLFs currently approved 

to participate in FDIC legal work. 

Another challenge to MWOLF utilization is the disparity between the size and scope of some 

legal matters and the relative size of MWOLFs. The Legal Division continues to encourage 

co-counsel arrangements between large firms and smaller MWOLFs, as well as between 

MWOLFs to ensure that resources and expertise are adequate to handle larger and complex 

matters. The Legal Division has also begun exploring opportunities to divide larger more 

complex legal matters into smaller discrete legal assignments that may be more easily 

handled by smaller MWOLFs. v
18

 Minority Non-Minority Total

 Number 1861 4736 6597

 Percent 28.2 71.8 100% 

 2 or More AIAN Asian Black Hispanic White Total

 Number 79 40 335 1152 255 4736 6597

 Percent 1.2 0.6 5.1 17.5 3.9 71.8 100%

Figure 8 Diversity in Total – (Permanent and Non-Permanent) 

 Employment as of 12/31/2015

 Male Female Total

 Number 3651 2946 6597

 Percent 55.3 44.7 100% 

Employment at the FDIC: 

Increasing Representation of Minorities and Women 

The FDIC is strongly committed to diversity and inclusion at all levels of the agency’s 

workforce. The following sections provide information on the agency’s diversity in 

employment and hiring, initiatives to promote diversity in employment, and challenges 

the agency faces in promoting diversity in employment and hiring. 

Since the passage of DFA section 342, the racial, ethnic, and gender diversity of the FDIC 

workforce has improved somewhat. Minorities accounted for 26.2 percent of the FDIC’s 

permanent workforce as of July 31, 2010, and 28.0 percent as of December 31, 2015. 

The percentage of women in the FDIC’s permanent workforce was 43.6 percent as of 

July 31, 2010, and 45.2 percent as of December 31, 2015.

As of December 31, 2015, minorities accounted for 18.1 percent (24) of the FDIC’s total 

Executive Manager (EM) workforce of 133 employees, and women accounted for

 33.1 percent (44). [See Figure 9.] The racial and ethnic diversity of the EM workforce 

overall has increased since the passage of DFA section 342.

Diversity in Employment and Hiring

As of December 31, 2015, minorities accounted for 28.2 percent (1,861) of the FDIC’s total 

workforce (permanent and non-permanent) of 6,597 employees, and women accounted for 

44.7 percent (2,946). [See Figure 8.] More specifically, the representation percentages 

in the total workforce for various minority groups at the end of December 2015 were as 

follows: 1.2 percent for people of two or more races, 0.6 percent American Indian and 

Alaska Native (AIAN), 5.1 percent Asian American, 17.5 percent Black American, and 

3.9 percent Hispanic American. 
19

 Minority Non-Minority Total

 Number 24 109 133

 Percent 18.1 81.9 100% 

 2 or More AIAN Asian Black Hispanic White Total

Number 0 1 3 18 2 109 133

 Percent 0.0 0.7 22.3 13.5 1.55 82 100%

 Figure 9 Diversity in Total (Permanent and Non-Permanent) Employment – 

 Executive Manager Workforce as of 12/31/2015

 Male Female Total

 Number 89 44 133

 Percent 66.9 33.1 100% 

Initiatives to Promote Diversity in Employment

The FDIC promotes its commitment to a diverse workforce through a wide variety of methods 

aimed at attracting, recruiting, hiring, and retaining high-performing individuals who reflect all 

segments of society. The recruitment of examiners, the FDIC’s largest occupational group, is 

conducted primarily through the FDIC’s Corporate Employee Program (CEP). The CEP recruits 

and trains the FDIC’s workforce of Financial Institution Specialists (FISs), beginning examinersin-training, in many areas. To reach the broadest available audience, the FDIC’s Corporate 

Recruitment Program continued in 2015 to maintain ongoing relationships with a wide range 

of colleges and universities, including members of the Hispanic Association of Colleges and 

Universities and Historically Black Colleges and Universities to target a diverse talent pool for 

the CEP. These colleges and universities also included 110 institutions designated as minorityserving institutions, tribal colleges and universities, and institutions with significant student 

populations of Asian Americans and women.

To help with the recruitment, OMWI issued reports throughout 2015 on the representation 

and attrition rates for CEP participants based on race, ethnicity, and gender. These reports 

were prepared following each incoming class of CEP hires, and each report included the total 

CEP participants from the inception of the program, FISs currently onboard, and voluntary and 

involuntary attrition information. At the outset of the CEP in 2005, several racial, ethnic and 

gender groups, as well as employees with disabilities, had very low representation rates in 

the FDIC’s examiner workforce. The FDIC engaged in a proactive recruiting effort and used 

recruitment strategies that have been successful in addressing the initially low representation 

rates of many racial, ethnic, and gender groups. That progress is especially apparent with 

respect to the overall percentage of women in the examiner workforce, which increased from 

33.5 percent as of December 31, 2004, to 38.1 percent as of December 31, 2015. In addition, 

the percentages of Black American men and women, Hispanic American women, Asian 

American men and women, American Indian and Alaska Native men, and White women in 

the overall examiner workforce all have increased since the beginning of the CEP. Despite the 

positive progress in those areas and an increase in the number of Hispanic American men and 

women, the representation rate of Hispanic American examiners remains low.

Of the FDIC’s permanent EM workforce, minorities accounted for 15.4 percent as of 

July 31, 2010, and 17.6 percent as of December 31, 2015. The percentage of women in 

the FDIC’s permanent EM workforce was 25.0 percent as of July 31, 2010, and 32.8 percent 

as of December 31, 2015.

Appendix C depicts the FDIC’s four-year trends for the total, permanent, and EM workforce 

for 2012 through 2015. 
20

As a significant component of the recruitment strategy for the CEP, FDIC recruiters maintained 

ongoing relationships with a wide range of colleges and universities during 2015, as well as 

a number of professional organizations for minorities, persons with disabilities, veterans, and 

women. The FDIC corporate recruiters participated in 200 college career fairs, information 

sessions, and other recruitment-related campus activities throughout the United States to 

brand the FDIC and attract the best qualified candidates. In 2015, FDIC recruiters attended 

23 national diversity outreach events and three regional outreach events to increase awareness 

of the FDIC as an employer of choice to professionals and students. Recruitment efforts during 

2015 also included the following:

	 • Met with key leaders in targeted Hispanic American, Black American, Asian American,

 women’s and veterans’ organizations to create awareness of FDIC careers and identify 

 opportunities to expand outreach to their members.

	 • Participated in the National Society of Hispanic MBAs Annual Conference and Career 

 Expo, serving as coaches in the pre-conference career management event, conducting 

 mock interviews, and assisting students in preparing their resumes..

	 • Participated in three Student Symposiums and Career Fairs held by the Association 

 of Latino Professionals For America (ALPFA): the West Regional Symposium with 

 a senior FDIC manager serving on a Leadership Panel to explain the benefits of 

 choosing a public service career; FDIC recruiters serving as Luncheon Mentors to 

 provide insight into FDIC employment opportunities and suggestions to students on 

 ways to develop their careers; and at the 2015 ALPFA National Convention where FDIC 

 hosted a panel discussion entitled Consumer Protection Regulations in the Banking 

 Industry and the Impact on Consumers and Depositors.

 Figure 11 CEP Hires in 2015 (Classes 49 – 52)

 2 or More AIAN Asian Black Hispanic White Total

 Female Male Female Male Female Male Female Male Female Male Female Male

CEP 1 1 1 0 1 1 8 6 7 3 31 68 128

 % 0.8 0.8 0.8 0 0.8 0.8 6.3 4.7 5.5 2.3 24.2 53.1 100%

 CLF 1 0.6 0.2 0.1 3.7 3.5 8.4 3.4 3.7 3.1 28.3 44.1 100%

 Figure 10 CEP Hires Since Inception

 2 or More AIAN Asian Black Hispanic White Total

 Female Male Female Male Female Male Female Male Female Male Female Male

CEP 9 14 2 11 27 50 147 104 30 40 358 727 1519

 % 0.6 0.9 0.1 0.7 1.8 3.3 9.7 6.8 2.0 2.6 23.6 47.9 100%

 CLF 1 0.6 0.2 0.1 3.7 3.5 8.4 3.4 3.7 3.1 28.3 44.1 100%

Also, since the inception of the CEP, hiring rates have been at or above the percentages in the 

Civilian Labor Force (CLF) for American Indian and Alaska Native men, Black American men and 

women, and men of two or more races, but lower than the CLF for American Indian and Alaska 

Native women, Asian American men and women, Hispanic American men and women, White 

women, and women of two or more races. The overall minority hiring rate since the inception 

of the CEP has been 28.5 percent, compared to the CLF of 27.7 percent. [See Figure 10.]

During 2015, CEP hiring rates were above the CLF percentages for American Indian and Alaska 

Native women, Black American men, Hispanic women, and men of two or more races, but 

were below the CLF for American Indian and Alaska Native men, Asian American men and 

women, Black American women, Hispanic American men, and women of two or more races. 

[See Figure 11.] The overall hiring rate for minorities in 2015 was 27.8 percent, slightly above 

the CLF, and 38.4 percent for women, below the CLF of 45.3 percent.
21

Diversity and Inclusion Analytics Dashboard

Included in the FDIC’s Diversity and Inclusion Strategic Plan is the goal to develop 

structures and strategies to equip FDIC leaders with the ability to manage diversity, 

measure results, refine approaches on the basis of available data, and institutionalize a 

culture of inclusion. Further, after reviewing several financial services industry regulators 

in 2013, the U.S. Government Accountability Office (GAO) recommended that the 

agencies report on efforts to measure the progress of their employment diversity and 

inclusion practices, including measurement outcomes as appropriate, to indicate areas for 

improvement as part of their annual reports to Congress3.

To implement its strategic plan and address the GAO recommendation, the FDIC uses a 

workforce analytics dashboard designed to provide actionable data on the FDIC workforce 

by gender and minority status, and by division/office, region, race, ethnicity, occupation, 

grade level, and employment type (permanent and non-permanent). The dashboard has 

been an important management tool for diversity and inclusion since being launched on 

June 20, 2013. It allows FDIC senior leaders to support diversity and inclusion efforts in 

hiring, promotion and retention, and to identify ways to make improvements over time. 

The dashboard was used during 2015 by FDIC divisions and offices to target recruitment 

activities to increase the pool of minority and women applicants; assess the inclusion of 

minorities and women at the entry, mid, and senior levels; and evaluate diversity-related 

issues generally. Senior leaders have access to workforce data that are updated quarterly 

and give them the ability to measure progress and adjust strategies where needed. The 

goals and strategies developed using the workforce data are reflected in the division/office 

diversity plans.

 3 Trends and Practices in the Financial Services Industry and Agencies after the Recent Financial Crisis, 

GAO-13-238, April 16, 2013

	 • Participated at the Adelante 2015 National Leadership Institute where a senior FDIC 

 representative provided the keynote address to participants, and recruiters hosted two 

 “A Day in the Life of a FDIC Bank Examiner” workshops. 

	 • Conducted informational interview sessions for the CEP and careers with the FDIC 

 and hosted a workshop at the Thurgood Marshall Leadership Institute on Financial 

 Education held in Washington, D.C., November 13 - 17, 2015, for students from 

 Historically Black Colleges and Universities.

	 • Provided industry trends and FDIC recruitment statistics to business deans of 

 Historically Black Colleges and Universities during their annual summit; and, a senior 

 FDIC manager served on a panel to provide business deans and faculty members 

 with insight on skills students should acquire in college to catapult their careers 

 after graduation.

The FDIC continues to help minority, women, and disabled students prepare for careers 

in business and finance. During 2015, the FDIC recruited summer interns through OPM’s 

Pathways Program and the Workforce Recruitment Program (WRP), as well as advertising 

intern opportunities in national publications and publications targeted to minorities and women. 

Over the past several years, the FDIC has increased the hiring of WRP college students with 

disabilities including veterans, and provided summer employment opportunities to four WRP 

students in 2015.
22

Challenges

A key challenge for the FDIC in promoting diversity at all levels of the agency’s workforce 

is its ability to attract and retain minorities and women in its bank examiner workforce. The 

examiner occupation represents the largest occupational group at the FDIC and accounts for 

41.9 percent (2,764) of the FDIC total workforce (6,597). Individuals who began their FDIC 

careers as examiners tend to occupy a significant percentage of executive and managerial 

leadership positions at the agency, as well as other non-examiner positions in the FDIC. Thus, 

representation rates within the examiner workforce are key elements to achieving satisfactory 

representation rates within the broader FDIC workforce.

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

in the examiner workforce, those percentages still remain below the CLF for women overall, 

as well as for Asian American men and women, Black American women, Hispanic American 

men and women, and women of two of more races. In addition, involuntary attrition in the 

CEP remains higher among minorities. [See Figure 12.] The attrition data will continue to be 

monitored and relevant data will be analyzed to determine whether there are barriers to the 

retention of minorities and women.

Workforce Development Initiative

Like many other federal agencies, the FDIC faces potential succession management 

challenges as many of its long-term, experienced employees retire. Introduced in 2014, 

the FDIC’s Workforce Development Initiative (WDI) emphasizes the need to prepare 

employees to fulfill current and future workforce capability and leadership needs. This 

focus will help to ensure that the FDIC has a workforce positioned to meet today’s core 

responsibilities while preparing to fulfill its mission in the years ahead.

The initiative is focused on four broad objectives: to attract and develop talented employees 

across the agency; to enhance the capabilities of employees through training and diverse 

work experiences; to encourage employees to engage in active career development planning 

and seek leadership roles in the FDIC; and to build on and strengthen the FDIC’s operations 

to support these efforts. 

During 2015, the FDIC continued to develop and implement the WDI. OMWI worked with 

the WDI workgroup to review all planned programs and made recommendations to ensure 

minorities and women are integrated into the FDIC’s succession planning efforts. 

In 2016, the FDIC will continue to develop and implement the strategies, programs, and 

infrastructure to support the attainment of the FDIC's objectives in meeting its long-term 

workforce needs, which include a workforce reflective of our diverse society. The FDIC 

is in the early stages of a multi-year effort to identify future workforce and leadership 

requirements, assess current workforce capabilities, support employees who aspire to 

leadership and management roles, and develop and source the talent to meet emerging 

workforce needs.
23

 Figure 12 CEP Attrition Rates 

 2 or More AIAN Asian Black Hispanic White Total

 Female Male Female Male Female Male Female Male Female Male Female Male

Hired 9 14 2 1 27 50 147 104 30 40 358 727 1519

 Involuntary*

 Departures 0 1 0 3 4 1 25 26 4 7 17 26 124

 Involuntary

 Attrition

 Rate+ (%) 0.0 7.1 0.0 27.3 14.8 22.0 17.0 25.0 13.3 17.5 4.8 3.6 8.2%

 Subtotal 9 13 2 8 23 39 122 78 26 33 341 701 1395

 Transfers

 (Mid-Career/

 Other) 0 0 0 0 0 0 4 3 2 1 13 13 36

 Voluntary

 Departures 2 0 0 1 4 13 27 19 6 8 86 167 333

 Voluntary

 Attrition

 Rate• (%) 22.2 0.0 0.0 12.5 17.4 33.3 22.1 24.4 23.1 24.2 25.2 23.8 23.9%

Number

 Retained 7 13 2 7 19 26 91 56 18 24 242 521 1026

+ “Involuntary Attrition Rate” is the Involuntary Departures divided by the total hired. • “Voluntary Attrition Rate” is the Voluntary Departures divided by the subtotal.

In the non-examiner occupations of attorneys, economists, accountant/auditors, financial 

administration, and general business and industry, the FDIC faces challenges in attracting 

and recruiting minorities and women, primarily due to low representation rates for minority 

groups and women in these occupations. [See Appendix D.] To address these issues, the 

FDIC has drafted a recruitment plan intended to increase outreach to prospective applicants 

in underrepresented groups at the entry, mid, and senior levels.

In 2015, the FDIC continued conducting studies of race, ethnicity, gender, and grade 

levels by FDIC divisions and offices. The recommendations from the studies include 

expanding outreach and recruitment more broadly for FDIC occupations and devoting 

additional resources toward inclusion programs to address declining minority and women 

representation at senior levels within the FDIC. Also, the FDIC updated and continued 

implementing its Diversity and Inclusion Strategic Plan, which is designed to develop an 

integrated view of diversity and inclusion, strategically monitor and manage the employment 

life cycle (hire to retire), and address challenges at the FDIC. The FDIC will continue to 

review and update the plan as needed to ensure the plan remains current and proactive in 

addressing workforce diversity issues. v
24

Other Activities

The FDIC continued implementation of the DFA section 342 provisions. During 2015, the 

FDIC focused on section 342(c) inclusion in all levels of business activities; section 342(b)

(2)(C) development of standards for assessing the diversity policies and practices of entities 

regulated by the agency; and section 342(f) diversity in the agency’s workforce. OMWI 

worked closely with internal stakeholders and collaborated with the other OMWI agencies 

to carry out DFA requirements. The following sections detail the status of each of these 

DFA section 342 provisions undertaken in 2015.

Status of DFA Section 342 Regulated Entity Requirements

Section 342(b)(2)(C) of the DFA requires the OMWI Director of each covered agency to 

develop standards for assessing the diversity policies and practices of entities regulated by 

such agency. To implement that requirement and develop those standards, the FDIC OMWI 

Director and staff continued to work closely over the reporting period with the OMWI Directors 

and staff of the Office of the Comptroller of the Currency (OCC), the National Credit Union 

Administration (NCUA), the Federal Reserve Board (FRB), the Consumer Financial Protection 

Bureau (CFPB), and the Securities and Exchange Commission (SEC). 

On June 10, 2015, the OMWI agencies published in the Federal Register the Final 

Interagency Policy Statement Establishing Joint Standards for Assessing the Diversity 

Policies and Practices of Regulated Entities. The final standards, which became effective 

upon the June 10, 2015, date of publication, are generally similar to the proposed standards. 

They provide a framework for regulated entities to create and strengthen their diversity 

policies and practices, including their organizational commitment to diversity, workforce 

profile and employment practices, procurement and business practices, and practices to 

promote transparency of organizational diversity and inclusion.

In addition to issuing the final interagency policy statement, the OMWI Directors of FDIC, 

OCC, FRB, CFPB, and SEC asked for comments on the information collection aspects of the 

final joint standards as required by the Paperwork Reduction Act of 1995 (PRA). The request 

for comments was published in the Federal Register on November 6, 2015. More specifically, 

the agencies requested public comments on the collection of information contained in the final 

Policy Statement. During the 60-day comment period, the agencies collectively received four 

comment letters: two from industry trade associations; one from an advocacy organization; 

and one from an individual. Due diligence was given to document and address each comment 

received. The collection of information pursuant to the PRA request was submitted to the 

Office of Management and Budget for approval. The OMWI agencies continue to collaborate 

on the implementation of the joint Statement of Policy.
25

Contractor Workforce

Section 342(c) of the DFA requires that OMWI ensure to the maximum extent possible 

the fair inclusion of minorities, women, and minority- and women-owned businesses in all 

business activities of the agency, including procurement. Following passage of the DFA, 

OMWI worked with the Acquisition Services Branch (ASB) and Legal Division to develop 

a “Fair Inclusion” contract clause for all awards over $100,000. This award amount is the 

agency threshold for contracts that must follow formal contract award procedures. The 

clause notifies contractors of the responsibility to include minorities and women in their 

workforce and advises of remediation action the FDIC may take if it is determined the 

contractor has failed to make a good faith effort. 

In November 2014, OMWI finalized procedures to determine whether contractors have made 

a good faith effort to include minorities and women in their workforce, called the Contractor 

Workforce Review Process (CWRP). CWRP incorporates the DFA section 342 requirements 

into existing FDIC procurement policies and procedures. The contractor is made aware, from 

contract inception through completion, of their responsibility to ensure the fair inclusion of 

women and minorities in its workforce and in the workforce of applicable subcontractors. 

In 2015, OMWI continued implementation of the CWRP in collaboration with ASB and the 

Legal Division. During the year, OMWI examined 100 percent of new awards for the Fair 

Inclusion clause. OMWI has also performed the initial assessment of contractors’ good 

faith efforts to include minorities and women in their workforce. OMWI will continue to 

implement the CWRP in 2016. 

EEOC Review of the Status of FDIC’s EEO Program

The Equal Employment Opportunity Commission (EEOC) met with the FDIC in 2014 and 

reviewed the status of the FDIC’s EEO program with respect to the conversion to permanent 

status of employees hired under Schedule A appointment authority, the anti-harassment 

program, the reasonable accommodation program, barrier analysis focused on access 

to executive level positions, and compliance with the EEOC’s management directives. 

Following meetings between the FDIC and EEOC staffs and collection of FDIC data and 

anecdotal information, the EEOC determined that the FDIC’s EEO program is in substantial 

compliance with all EEOC regulations and management directives.
26

OIG Review of FDIC’s Efforts to Provide Equal Opportunity 

and Achieve Senior Management Diversity

In 2014, the Ranking Member and Minority Members of the United States House of 

Representatives Committee on Financial Services requested that the FDIC Office of 

Inspector General (OIG) perform work related to the FDIC’s efforts to increase senior 

management diversity. The Members referenced the 2013 GAO report that concluded, 

among other things, that management-level representation of minorities and women among 

the federal financial regulatory agencies had not changed substantially from 2007 through 

2011 despite the senior management diversity provisions in the DFA. The Members 

requested that the OIG determine whether agency internal operations and personnel 

practices were systematically disadvantaging minorities and women from obtaining senior 

management positions.

Based on their review of the FDIC human resources processes and related efforts to achieve 

diversity and fairness, the OIG observed that the FDIC faces challenges to increasing workforce 

diversity overall and at the senior management level due to issues that are difficult for the FDIC 

to control, including low turnover of existing managers and executives, underrepresentation 

of women and minorities in internal candidate pools, and competition from the private sector 

for diverse candidates. The OIG observed that the FDIC has:

• developed processes that consider diversity in recruiting, hiring, and promotions;

• implemented robust training and leadership development programs;

• established controls in its performance management and recognition programs 

 to ensure fairness;

• provided employees with several options for appealing personnel decisions 

 and reporting discrimination;

• monitored employee separation and termination statistics and reasons for 

 leaving the agency; and,

• initiated succession planning efforts.

The OIG also observed that there were areas for improvement and made nine recommendations 

related to recruitment, leadership training, the Expressions of Interest (EOI) program, analysis of 

performance results, the reliability of diversity data, and relevant EEO policies. The FDIC accepted 

all nine OIG recommendations and worked throughout 2015 to implement recommended 

actions. The FDIC instituted several initiatives to address the recommendations to include:

• Formalizing strategic recruiting procedures to better ensure consistent and 

 comprehensive outreach to diverse populations;

• Establishing processes to measure the success of recruiting efforts;

• Establishing procedures to track participation rates by gender, race, and ethnicity 

 in the FDIC leadership development programs;

• Developing policies and procedures for the FDIC EOI program, as well as 

 establishing a process to track EOI application and selection rates by gender, 

 race, and ethnicity; 

• Enhancing controls to ensure the reliability of the data reported in the FDIC’s 

 Federal Agency Annual EEO Program Status Report; and,

• Updating the FDIC’s EEO policies and procedures.

The FDIC will continue to monitor and participate in the implementation of corrective actions 

in response to the recommendations and will report progress to the senior leaders via the 

Diversity and Inclusion EAC.
27

Promoting Financial Access and Financial Literacy

Financial education helps consumers understand and use bank products effectively and 

sustain a banking relationship over time. The FDIC continued to be a leader in developing 

high-quality, free financial education resources and pursuing collaborations to use those 

tools to educate the public. The FDIC’s work during 2015 focused primarily on young people, 

because of the Financial Literacy and Education Commission’s emphasis on the Starting Early 

for Financial Success program.

During 2015, the FDIC significantly expanded its youth financial education portfolio. 

On April 23, 2015, the FDIC Chairman and the CFPB Director publicly launched new 

educational tools for parents, students, and teachers. The new Money Smart for Young 

People series consists of four age-appropriate curricula that are aligned with key academic 

standards. Unlike previous Money Smart products, these new tools involve educators, 

parents/caregivers, and young people in the learning process about money. For instance, 

the Parent/Caregiver Guides offer exercises, activities, and conversation-starters on 

key financial topics such as prioritizing spending decisions and staying safe online. The 

educator guides suggest ways to incorporate financial education instruction into academic 

disciplines such as math. 

Money Smart resources are freely available through two complimentary websites. Both 

were originally developed in 2014 and were significantly expanded in 2015. Educators can 

use the Teacher Online Resource Center (https://www.fdic.gov/teachers) to access the 

curriculum and other resources from across the FDIC and CFPB that can support financial 

literacy instruction. This website includes three new videos – Spending Choices, Savings, 

and Banking – that help teachers identify easy ways to teach key financial topics. The FDIC 

had 30,338 visits to the Teacher Online Resource Center webpage in 2015.

Parents and caregivers can also obtain age-appropriate Money Smart guides (in English and 

Spanish) at www.consumerfinance.gov/parents. This site from the FDIC and CFPB helps 

parents and caregivers find a variety of information and tools that help build a student’s 

financial future. There were 56,274 visitors to the Parent/Caregiver webpage in 2015.

Strategic collaborations are a critical component to the FDIC’s financial education efforts. 

The FDIC emphasizes the importance of pairing education with access to appropriate banking 

products and services through outreach. Working through coalitions, the FDIC participated 

as a speaker or exhibitor at 43 conferences and events to raise awareness of Money Smart 

for Young People that directly reached over 1,000 people. As part of a small pilot project, 

the FDIC also provided training to over 100 teachers in four jurisdictions on Money Smart for 

Young People as part of an initiative to better understand how the curriculum can be used 

and supported.

Financial education efforts can be significantly enhanced through hands-on learning 

opportunities. The Youth Savings Pilot Program is aimed at identifying and highlighting 

promising approaches to offering financial education tied to opening safe, low-cost savings 

accounts for school-aged children. During 2015, the FDIC selected 12 banks to participate 

in the second phase of the Pilot, which will conclude at the end of the 2015-16 school year. 

These banks joined the nine banks that the FDIC selected in 2014 for the Pilot. 

The FDIC facilitated the 21 banks in the Pilot in discussing questions and sharing knowledge 

about program design, structure and evaluation, offering incentives, and opening accounts. 

Staff also responded to a range of inquiries from banks on technical issues to support their 

youth savings initiatives. The Pilot will culminate with a report in the fall of 2016 that will 

communicate lessons learned from the Pilot and offer promising practices for banks to 

work with schools or other organizations to combine financial education with access to 

a savings account. 
28

The Interagency Guidance to Encourage Financial Institution Youth Savings Programs and 

Address Related Frequently Asked Questions that the FDIC and four other agencies issued 

on February 24, 2015, supported the collaborations. The guidance is intended to encourage 

financial institutions to develop and implement programs to expand the financial capability 

of youth and build opportunities for financial inclusion for more families. It also addresses 

frequently asked questions that may arise as financial institutions collaborate with schools, 

local and state governments, nonprofits, or corporate entities to facilitate youth savings and 

financial education programs.

While youth materials were the strategic focus during 2015, the FDIC also enhanced Money 

Smart program products for other audiences. For example, the instructor-led Money Smart 

materials for adults were updated to reflect the new TILA-RESPA Integrated Disclosure 

mortgage rules, and the FDIC published a success story in Money Smart News on how 

Money Smart for Older Adults can help prevent elder financial exploitation. Furthermore, the 

FDIC released an updated version of the instructor-led Money Smart materials for adults in 

large print/braille format. 

Feedback gained from Money Smart Alliance Members also led to significant improvements in 

the Money Smart for Small Business product curriculum. The FDIC added three new modules 

to the curriculum. The first of the three new modules helps aspiring entrepreneurs learn about 

business ownership and distinguish the myths and realities of small business ownership. The 

second new module gives a realistic perspective on costs of starting a business and the time 

required to launch. The third module helps participants understand the purpose of cash flow 

management, how to make cash flow projections, and identify ways to manage cash flow. 

In addition, other modules were enhanced by including more information for small businesses 

on how to establish and maintain a banking relationship. For the first time, the entire small 

business curriculum is now available in Spanish. 

In 2015, the FDIC provided professional guidance and technical assistance to banks 

and community organizations through outreach activities and events designed to foster 

understanding and practical relationships between financial institutions and other community 

development and economic inclusion stakeholders. The events focused on economic 

inclusion, community development, and Community Reinvestment Act (CRA) events 

linking bank and community partners with opportunities to address community credit and 

development needs. A particular emphasis was on low- and moderate-income consumers, 

including providing access to mortgage credit in underserved markets and small businesses 

development-related events.

Also, the FDIC’s Advisory Committee on Economic Inclusion held meetings in 2015. The 

Committee continued to provide the FDIC with advice and recommendations on important 

initiatives focusing on expanding access to banking services for underserved populations. 

A number of initiatives designed to promote economic inclusion have been conducted in 

consultation with the Committee, including pilot programs to study safe banking accounts 

and an affordable small-dollar loan program.
29

Minority Depository Institutions

The preservation of minority depository institutions (MDIs) remains a high priority for the FDIC. 

In 2015, the FDIC continued to advocate for MDI and Community Development Financial 

Institution (CDFI) industry-led strategies for success. The institutions were encouraged to 

build on the results of the 2013 Interagency MDI and CDFI Bank Conference and the FDIC’s 

2014 study on MDIs entitled Minority Depository Institutions: Structure, Performance and 

Social Impact. These strategies include industry-led solutions: MDI and CDFI bankers working 

together to tell their story; collaborative approaches to partnerships to share costs, raise capital, 

or pool loans; technical assistance; and innovative use of federal programs. 

In June 2015, the FDIC sponsored a roundtable in Salt Lake City, Utah, with three trade 

groups representing nearly 100 MDIs and CDFI banks, and approximately 20 representatives 

of potential bank partners to discuss CRA partnerships. The FDIC provided an overview of 

five CRA community development activities related to minority- and women-owned financial 

institutions. The trade groups outlined the community development needs of their members 

that might be opportunities for the banks to invest in or develop partnerships. The banks had 

the opportunity to engage in dialog with the MDI representatives. The trade groups and the 

banks will continue to build upon these initial discussions following the roundtable.

The FDIC co-sponsored with the OCC and the FRB the 2015 Interagency MDI and CDFI 

Bank Conference, held in July. Nearly 110 bankers from 72 banks attended the conference 

to Celebrate 150 Years of Minority Depository Institutions: Changes, Challenges and 

Opportunities. The conference featured an interactive panel with the FDIC Chairman, 

the Comptroller of the Currency, and a Federal Reserve Board Governor. The conference 

encouraged interactive discussion among those who believe MDIs and CDFI banks are 

uniquely positioned to create positive change in their communities. In addition, senior 

officials from federal agencies provided updates on programs and policies that can help 

MDIs and CDFI banks achieve goals.

The FDIC also continues to pursue ways to improve communication and interaction with 

MDIs and to respond to the concerns of minority bankers. In addition to active outreach 

with MDI trade groups, the FDIC annually offers to arrange meetings between regional 

management and each MDI’s board of directors to discuss issues of interest. In addition, 

the FDIC routinely contacts MDIs to offer return visits and technical assistance following the 

conclusion of FDIC safety and soundness, compliance, CRA, and specialty examinations to 

assist bank management in understanding and implementing examination recommendations. 

These return visits, normally conducted 90 to 120 days after the examination, are to provide 

recommendations or feedback for improving operations, not to identify new issues. MDIs 

also may initiate contact with the FDIC to request technical assistance at any time. In 2015, 

the FDIC provided 101 individual technical assistance sessions on approximately 50 risk 

management and compliance topics, including, but not limited to, the following:

• Accounting,

• Bank Secrecy Act and Anti-Money Laundering,

• Basel III Capital Rules,

• Brokered Deposits/Waivers,

• Capital Planning,

• Commercial Real Estate Concentrations,

• Community Reinvestment Act,

• Funding and Liquidity,

• Global Cash Flow,
30

• High Volatility Commercial Real Estate

• Information Technology Risk Management and Security,

• Interest Rate Risk,

• Loan Underwriting and Administration, 

• Qualified Mortgage Rules,

• Strategic Planning, and,

• Third-Party Risk Management.

The FDIC regional offices also held outreach, training, and educational programs for MDIs 

through conference calls and banker roundtables. In 2015, topics of discussion for these 

sessions included many of those listed above, as well as cyber security, vendor management, 

and the FDIC’s Community Banking Initiative and Technical Assistance Videos. v
31

Conclusion

During 2015, OMWI made significant progress enhancing the diversity of the FDIC’s 

workforce and MWOB participation in its business practices. 

Within the FDIC, the racial, ethnic, and gender diversity of the workforce continues a steady 

increase since the passage of DFA section 342. Both the percentages for minorities (28.0 

percent) and women (45.2 percent) in the FDIC’s permanent workforce increased, albeit by 

small percentages, as compared to the previous year. The FDIC continues to face challenges 

in attracting and retaining minorities and women in its bank examiner workforce, which is 

the principal feeder group for a significant percentage of executive and managerial leadership 

positions at the agency.

With regard to increasing MWOB participation, during 2015 the FDIC continued to focus on 

opportunities for MWOBs in its non-financial recurring services and continued to implement 

procurement strategies that restructured large contracts into smaller contracts to support 

MWOB participation and contract awards. The FDIC maintained an aggressive vendor 

outreach and education program participating in business expos, conducting technical 

assistance events, and hosting forums on the FDIC’s Owned Assets Marketplace and 

Auctions Program that resulted in 188 new MWOBs being added to the FDIC Contractor 

Resource List. Despite the decrease in bank resolution activities, which has been the major 

source for contracting opportunities and outside legal counsel work, the FDIC has been 

successful at identifying opportunities for MWOBs and MWOLF participation in 2015. 

In partnership with the OMWI Directors and staff of the OCC, NCUA, FRB, CFPB, and 

SEC, the FDIC remained fully engaged in fulfilling the requirements of DFA section 342 by 

finalizing the Interagency Policy Statement Establishing Joint Standards for Assessing the 

Diversity Policies and Practices of Entities Regulated by the Agencies. Further, the FDIC’s 

OMWI continued its implementation of the Contractor Workforce Review Process, a process 

to determine whether FDIC contractors have made good faith efforts to include minorities 

and women in their workforce. 

In every respect, the FDIC’s accomplishments during 2015 are in concert with the 

requirements of DFA section 342. Despite some successes in 2015, the FDIC will continue 

to face challenges in the coming years, specifically in the procurement and contracting 

arena as annual contract awards continue to decline significantly due to the reduction in the 

number of financial institution failures. v
32

 2012 2013 2014 2015

 Total Awards $ 1,041.7 $ 572.8 $ 686.8 $858.4

 100.0% 100.0% 100.0% 100.0%

 Minority-Owned or $ 308.0 $ 198.7 $ 239.9 $211.6

 Women-Owned 29.6% 34.7% 34.9% 24.7%

Business Totals

 Minority Owned (MO) $ 261.1 $ 158.5 $ 143.7 $145.2

 25.1% 27.7% 20.9% 16.9%

 Women Owned (WO) $ 90.7 $ 66.1 $ 132.6 $104.2

 8.7% 11.5% 19.3% 12.1%

 Both Minority-Owned $ 43.8 $ 25.9 $ 36.4 $37.8

 and Women-Owned 4.2% 4.5% 5.3% 4.3%

 Asian American $ 92.6 $ 38.0 $ 27.1 $51.8

 8.9% 6.7% 4.0% 6.0%

 Black American $ 105.6 $ 32.2 $ 21.3 $30.7

 10.1% 5.6% 3.1% 3.6%

 Hispanic American $ 50.0 $ 85.3 $ 66.1 $43.2

 4.8% 14.9% 9.6% 5.0%

 Native American $ 9.3 $ 0.0 $ 0.8 $ 0.0

 0.9% 0.0% 0.1% 0.0%

 Other Minority $ 3.6 $ 3.0 $ 28.4 $19.5

 0.4% 0.5% 4.1% 2.3%

 2012 2013 2014 2015

 Total Contract $ 660.0 $ 553.7 $ 491.6 $ 507.2

Payments 100.0% 100.0% 100.0% 100.0%

 Minority-Owned $ 117.7 $ 102.9 $ 89.3 $ 89.3

 17.8% 18.6% 18.2% 17.6%

 Women Owned (WO) $ 70.1 $ 63.7 $ 63.6 $ 83.2

 10.6% 11.5% 12.9% 16.4%

 Both Minority-Owned $ 26.4 $ 26.0 $ 24.7 $ 30.0

 and Women-Owned 4.0% 4.7% 5.0% 5.9%

Appendix A

FDIC Contracting Awards to MWOBs, Four–Year Trend (in millions)

FDIC Payments to MWOBs, Four–Year Trend (in millions)
33

 NAICS NAICS Description Dollar Amount of Dollar Amount of % of Dollars

All Awards MWOB Awards to MWOBs

 541512 Computer Systems Design Services $ 155,668,522.76 $ 62,046,255.56 39.9%

 518210 Data Processing, Hosting, and $ 117,896,510.23 $ 800,000.00 0.7%

Related Services

 524114 Direct Health and Medical $ 87,271,848.00 $ 0.00 0.0%

Insurance Carriers

 541611 Administrative Management $ 75,903,732.60 $ 13,492,936.08 17.8%

and General Management

Consulting Services

 531210 Offices of Real Estate Agents $ 36,655,406.87 $ 36,570,399.00 99.8%

and Brokers

 423430 Computer and Computer Peripheral $ 35,068,368.46 $ 27,983,583.63 79.8%

Equipment and Software

Merchant Wholesalers

 531320 Offices of Real Estate Appraisers $ 30,038,330.46 $ 4,101,007.00 13.7%

 541519 Other Computer Related Services $ 26,871,861.35 $ 7,787,337.92 29.0%

 541513 Computer Facilities $ 24,398,903.44 $ 8,629.74 <0.1%

Management Services

 541612 Human Resources $ 24,264,330.00 $ 23,738,330.00 97.8%

Consulting Services

Total $614,037,814.17 $176,528,478.93 28.7%

Appendix B

FDIC 2015 Contract Awards by Top Ten NAICS

NAICS NAICS Description Dollar Amount of Dollar Amount of % of Dollars

All Awards MWOB Awards to MWOBs

NAICS NAICS Description Dollar Amount of Dollar Amount of % of Dollars

All Awards MWOB Awards to MWOBs
34

 Total Workforce

2012 2013 2014 2015 Change

Minority 27.8% 27.5% 28.1% 28.2% +0.4%

Non-Minority 72.2% 72.5% 71.9% 71.8% -0.4%

Male 56.3% 56.3% 55.5% 55.3% -1.0% 

Female 43.7% 43.7% 44.5% 44.7% +1.0%

Permanent Workforce

2012 2013 2014 2015 Change

 Minority 26.9% 27.3% 27.6% 28.0% +1.1%

Non-Minority 73.1% 72.7% 72.4% 72.0% -1.1% 

Male 55.7% 55.2% 55.0% 54.8% -0.9%

Female 44.3% 44.8% 45.0% 45.2% +0.9%

Executive Manager Workforce

2012 2013 2014 2015 Change

Minority 18.3% 15.7% 14.1% 18.0% -0.3%

 Non-Minority 81.7% 84.3% 85.9% 82.0% +0.3%

Male 72.5% 68.6% 64.1% 66.9% -5.6%

 Female 27.5% 31.4% 35.9% 33.1% +5.6%

Appendix C

FDIC Total, Permanent, and Executive Manager Workforce, Four-Year Trend
35

Appendix D

2015 FDIC Major Occupations, Total Workforce

 Job Title/Series Total Hispanic White Black or Asian American Two or

 Occupational CLF Employees or Latino African Indian or more

 American Alaska Native races

All Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Economist (0110) # 85 52 33 1 1 49 24 0 2 2 6 0 0 0 0

 100.0% 61.2% 38.8% 1.2% 1.2% 57.6% 28.2% 0.0% 2.4% 2.4% 7.1% 0.0% 0.0% 0.0% 0.0%

 CLF 100.0% 67.1% 32.9% 3.3% 1.9% 55.8% 25.2% 2.8% 2.7% 4.4% 2.7% 0.2% 0.1% 0.6% 0.4%

 Financial Administration # 195 109 86 3 4 83 37 14 35 6 7 1 2 2 1

 and Program (0501) 100.0% 55.9% 44.1% 1.5% 2.1% 42.6% 19.0% 7.2% 17.9% 3.1% 3.6% 0.5% 1.0% 1.0% 0.5%

 CLF 100.0% 43.8% 56.3% 4.0% 5.8% 32.5% 38.6% 4.7% 7.5% 1.7% 3.1% 0.3% 0.4% 0.6% 1.0%

 Accountants and # 109 50 59 0 0 36 27 7 24 3 7 0 1 4 0

 Auditors (0510/0511) 100.0% 45.9% 54.1% 0.0% 0.0% 33.0% 24.8% 6.4% 22.0% 2.8% 6.4% 0.0% 0.9% 3.7% 0.0%

 CLF 100.0% 39.9% 60.1% 2.2% 3.9% 31.8% 44.2% 2.4% 5.6% 3.0% 5.4% 0.1% 0.3% 0.4% 0.7%

 Financial Institution # 2764 1712 1052 71 33 1452 794 112 166 50 43 10 5 17 11

 Examining (0570) 100.0% 61.9% 38.1% 2.6% 1.2% 52.5% 28.7% 4.1% 6.0% 1.8% 1.6% 0.4% 0.2% 0.6% 0.4%

 CLF 100.0% 54.8% 45.2% 3.1% 3.7% 44.1% 28.3% 3.4% 8.4% 3.5% 3.7% 0.1% 0.2% 0.6% 1.0%

 Attorney (0905) # 392 229 163 9 5 199 131 11 15 6 10 2 1 2 1

 100.0% 58.4% 41.6% 2.3% 1.3% 50.8% 33.4% 2.8% 3.8% 1.5% 2.6% 0.5% 0.3% 0.5% 0.3%

 CLF 100.0% 66.7% 33.3% 2.5% 1.9% 59.7% 26.7% 2.1% 2.5% 1.7% 1.6% 0.1% 0.1% 0.6% 0.6%

 General Business and # 481 313 168 14 2 263 123 17 33 14 9 1 0 4 1

 Industry (1101) 100.0% 65.1% 34.9% 2.9% 0.4% 54.7% 25.6% 3.5% 6.9% 2.9% 1.9% 0.2% 0.0% 0.8% 0.2%

 CLF 100.0% 36.7% 63.3% 2.9% 5.9% 27.1% 43.8% 3.6% 8.8% 2.4% 3.3% 0.2% 0.4% 0.6% 1.1%

 Race/Ethnicity

Non–Hispanic or Latino


FDIC-023-2016

Design: FDIC/DOA/CSB/Design and Printing Unit