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DIVERSITYEQUITYINCLUSIONAND2021–23Strategic PlanCULTURECAREERCOMMUNICATIONCONSISTENCYCOMMUNITY
DIVERSITYEQUITYINCLUSIONAND2020-21STRATEGIC PLAN2021–23 STRATEGICPLANCONTENTSA Message from the Chairman. 1A Message from the Director of the Office of Minority and Women Inclusion. 2Diversity, Equity, and Inclusion Vision, Mission, and Values. 3Summary of Diversity, Equity, and Inclusion Goals. 4Goal 1. Culture. 5Goal 2. Career. 6Goal 3. Communication. 7Goal 4. Consistency. 8Goal 5. Community. 9Appendix – Key Concepts and Terms.112021–23 Diversity, Equity, and Inclusion Strategic Plani
DIVERSITYEQUITYINCLUSION2020-21STRATEGIC PLAN2021–23 STRATEGICPLANANDA MESSAGE FROM THE CHAIRMANand respects the diversity in the nation, (ii) supportdiversity in the financial institutions we supervise,and (iii) build a culture that enhances, values, andcapitalizes on the diversity in our workforce.We reached one conclusion: we must and can do more.Twenty-seven years ago, a colleague at a car dealershipsaid to me, “You know, you won’t succeed in America ifyou don’t lose your accent.” Many jobs later, I becameChairman 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 notbelong at a workplace, despite my best effort.It should not come as a surprise that at subsequentjobs, especially once I had an opportunity to lead andshape the workforce culture, I focused on bridgingthe gap between colleagues who feel like they belongand those who do not. When I was initially briefedon diversity and inclusion efforts at the FDIC, I waspresented with data, statistics, tables, and progressreports. I reviewed the briefing materials and said,“All this is helpful, but how do people feel?” So Istarted talking with our employees and learned thatwe have much work to do.As FDIC Chairman, my goal is to build and maintaina workforce that is talented, diverse, and committedto fostering a safe, fair, and inclusive workplace andbanking system. We have made progress in theseareas over the past two-and-a-half years, but I knowwe can do more. My vision is built on a recognition ofour current progress and a clear grasp of what could be.This Strategic Plan is a key step in that process. Itis organized around five strategic goals — culture,career, communication, consistency, and community.Our high-level goals are augmented by actionablesteps that provide a clear map forward for the agency.Internally, the plan further integrates diversity, equity,and inclusion (DEI) into our hiring, training, and careerdevelopment programs. It calls on leaders at all levelsof the organization to develop operational plansreflective of their current DEI performance and businessrealities and will hold them accountable for advancingtheir plans and achieving results. Externally, the planwill improve DEI in FDIC contracting opportunities,enhance our ability to assess diversity policiesand practices at financial institutions, and provideadditional support for Minority Depository Institutions.To be successful, our DEI efforts must be led andmanaged as an organizational priority. This plan – incombination with our first-ever corporate performancegoal dedicated to improving DEI – does just that. Thisplan will guide our work over the next few years, helpus measure our progress, and hold us accountable.I hope many of you will recognize that this plan isunlike others we have had in the past. I hope you willalso recognize its potential and the will – at all levelsof the organization – to make lasting changes. I standbehind it with my commitment to you that, until theday my chairmanship ends, I will work toward aninclusive FDIC where all feel that they belong.To create a culture of belonging will requireall-hands-on-deck. Please join me.To execute on this vision, we took a comprehensive lookat how to (i) ensure that our decision-making reflects2021–23 Diversity, Equity, and Inclusion Strategic Plan1
DIVERSITYEQUITYINCLUSION2020-21STRATEGIC PLAN2021–23 STRATEGICPLANANDA MESSAGE FROM THE DIRECTOR OF THEOFFICE OF MINORITY AND WOMEN INCLUSIONa choice: the pain of change or the pain of stayingthe same.Eight minutes, 46 seconds. I have never been able towatch the entire video of George Floyd being killedin police custody. It is too painful. Every time I hearBreonna Taylor’s name I think of the many nights Ihave watched my daughters sleep peacefully in theirbeds, trusting that they are safe. I reflect on the manydays I jogged in my home state of Georgia and wasblessed to return home safely, unlike Ahmaud Arbery.These horrendous events may feel personal tome as a Black woman, but I am painfully awarethat many individuals and communities feeldisenfranchised, regardless of their skin color. WhatI never anticipated is that I would be writing aboutsuch important matters to introduce a Strategic Planat the FDIC. While those events have forced a longoverdue national conversation about race in America,our view of diversity, equity, and inclusion (DEI) mustbe broad and it must be bold. That realization formedthe very foundation of this Strategic Plan.We examined our data and listened to our colleaguesto gain a better understanding of what needs tobe done. We had honest conversations about thesignificant commitment needed to be successful. Welistened. And then we listened some more. The morewe listened, the clearer it became that the FDIC faces2021–23 Diversity, Equity, and Inclusion Strategic PlanThis plan is our call to action. It sets forth how theFDIC will work to transform our workforce and howour efforts will ultimately help make the bankingsystem safer, fairer, and more inclusive. As ChairmanMcWilliams noted in her message, this plan is unlikeany other we have had before. It tackles the verycore of who we are as an agency. It takes a deep diveinto root causes of our culture, ethics, and history,as a society and as a venerable agency. It is brutallyhonest in the assessment of our successes and pastfailures on issues that matter on an intrinsic level tous, as a people, and as colleagues.And when you take a holistic, introspective lookand are willing—and ready—to make real change,you end up with the plan before you. The stepsoutlined embrace the growing pains of addressinglongstanding challenges by embedding DEI intoevery aspect of our operations. We will support ourworkforce and our communities to reach their fullpotential. We will promote inclusive prosperity byincluding minority- and women-owned businesses,law firms, and investors in our business activities.We will partner with our supervised institutions toidentify and promote DEI policies and practices tomake their communities more inclusive.During my 22-year tenure with the FDIC, I have neverbeen more proud to work for this agency than I amtoday. This plan will drive meaningful progress. Wewill hold ourselves accountable for the executionand the results. Most importantly, we will no longeraccept the status quo.Join us on the journey.2
DIVERSITYEQUITYINCLUSIONAND2020-21STRATEGIC PLAN2021–23 STRATEGICPLANDIVERSITY, EQUITY, AND INCLUSIONVISION, MISSION, AND VALUESDEI VisionOur workforce is talented, diverse, and committedto fostering a safe, fair, and inclusive workplace andbanking system.DEI MissionTo foster a culture that exemplifies teamwork,embraces innovation, and values diversity, equity,and inclusion to achieve mission excellence.DEI ValuesThe following values hold true to our vision, shapehow we carry out our mission, and guide how we areexpected to treat one another. We take the broadest possible view of diversity, We acknowledge life experiences that make We encourage all employees to use their unique We require fair treatment, accessibility, and We expect our workplace to be an inclusive We incorporate diversity, equity, and inclusion We commit to building a workplace where all We pledge to identify and eliminate barriers to We will foster diversity, equity, and inclusionincluding seen and unseen qualities.individuals unique.perspectives to help advance our mission.opportunity for advancement for all employees.environment built on mutual trust, respect, anddignity.in our daily work.employees feel safe bringing their authenticselves to work.equal opportunity in the workplace.in the banking system consistent with ourmandate.2021–23 Diversity, Equity, and Inclusion Strategic Plan3
DIVERSITYEQUITYINCLUSIONAND2020-21STRATEGIC PLAN2021–23 STRATEGICPLANSUMMARY OF DIVERSITY, EQUITY,AND INCLUSION GOALSGoal 1. CultureEnsure that leaders at all levels promote the visionand business case for DEI by taking actions toincrease diversity and equity in the workforce andmaintain an inclusive workplace.Goal 2. CareerRecruit, hire, and develop a high-performing workforcethat reflects the communities we serve by optimizingexperiences throughout an employee’s career.Goal 3. CommunicationDevelop compelling messages, includingopportunities for dialogue, that encourage allemployees to see the importance of DEI to theirpersonal success and the success of the FDIC.Goal 4. ConsistencyMature the DEI model to improve the consistencyof desired outcomes by strengthening policies andprocedures, utilizing technology, and enhancingtraining.Goal 5. CommunityEncourage DEI in FDIC business activities and atregulated financial institutions, and foster financialinclusion in the banking system.2021–23 Diversity, Equity, and Inclusion Strategic Plan4
DIVERSITYEQUITYINCLUSIONAND2020-21STRATEGIC PLAN2021–23 STRATEGICPLAN1. CultureEnsure that leaders at all levels promote the vision and business case for DEI bytaking actions to increase diversity and equity in the workforce and maintain aninclusive workplace.1.1 Culture of Excellence. Ensure every employeehas the opportunity to develop and excel in theircareer and recognize and reward high performers.a. Fully implement a new performance standardfor supervisors and managers that focuseson employee career development and thecultivation of an inclusive, constructive workenvironment that is committed to EqualEmployment Opportunity (EEO) policiesand principles and is built upon transparentcommunication, mutual trust, and respect.b. Conduct analysis to identify root causes of anybarriers to equal employment opportunities,establish timelines to regularly review programsfor systemic barriers, and take action to remedythe policies, procedures, or practices thatcreated the barriers.c. Develop and implement a plan to provide allmanagers access to services to receive employeefeedback and coaching for inclusion at work.d. After all appeals have been exhausted, includea notation in the personnel record of anemployee who was subject to an adverse action,under 5 U.S.C. §7512, as a result of an act ofdiscrimination and/or retaliation.1.2 Data Excellence. Build a results-oriented DEIstrategy based on actionable data.a. Modernize the Diversity and Inclusion AnalyticsDashboard to provide actionable managementdata in an easy-to-read format.b. Identify key performance indicators thatmeasure success and identify opportunities,and report at least quarterly to the Diversity andInclusion Executive Advisory Council.c. Track and analyze applications and selections forExpressions of Interest (EOIs) and other careerdevelopment programs to evaluate and improveinclusion.1.3 Best Practices. Select and implement DEI bestpractices that would be most effective at the FDIC.a. Complete the review of applications submittedunder the Pay Adjustment Program to assesspotential pay inequities and implementapproved pay changes.b. Develop diverse interview panel guidance andrequire hiring managers to certify that it wasfollowed for all selections.c. Require hiring managers to include at leastone interview question to assess managementcandidates on their ability to foster DEI.d. Benchmark other agencies and the private sectorfor best practices in preventing and addressingdiscrimination and retaliation.2021–23 Diversity, Equity, and Inclusion Strategic Plan5
DIVERSITYEQUITYINCLUSIONAND2020-21STRATEGIC PLAN2021–23 STRATEGICPLAN2. CareerRecruit, hire, and develop a high-performing workforce that reflects the communitieswe serve by optimizing experiences throughout an employee’s career.2.1 Talent Acquisition. Ensure talent acquisitionpractices consistently provide equal opportunityand strive to close representation gaps at all levels.a. Ensure Division/Office Directors develop andimplement a plan in 2021, in partnership with theOffice of Minority and Women Inclusion (OMWI),to promote increased diversity and improve their2020 Federal Employee Viewpoint Survey (FEVS)inclusion quotient no later than 2023.b. Ensure hiring managers certify their review ofSchedule A rosters for potential selections.c. Assign an OMWI representative to serve as an equalemployment opportunity advisor to the ExecutiveReview Panels for Financial Management Scholars(FMS) Program and Entry-Level Examiner Hiring.d. Reduce the average number of days for examinertravel from the average reported in 2019, usingtechnology, to improve retention.e. Implement a First Generation ProfessionalsInitiative as a Special Emphasis Program toinclude events, workshops, and programming thatserve as resources to promote equitable accessand opportunities.f.Identify opportunities to strengthen engagementwith diverse groups, such as partnering withthe White House Initiative on Historically BlackColleges and Universities (HBCUs), HispanicAssociation of Colleges and Universities (HACUs),Council on Legal Education Opportunity (CLEO),Leadership Education and Development (LEAD)for Life, community-based organizations, and civilrights organizations to improve the effectivenessof our recruitment strategies.2.2 Career Development. Maintain a diverseleadership pipeline including a framework forholding managers accountable for activelypromoting career development and advancementopportunities for their employees.a. Develop and implement a new leadershipdevelopment framework that includes a corporatewide succession management program focusedon the development of a broad, diverse, andtalented cadre of future FDIC leaders.b. Improve access to developmental opportunitiesby reforming the Expression of Interest (EOI)Program to eliminate the need for supervisorapproval.c. Implement a new, rotational Special AssistantProgram to provide developmental opportunitiesfor aspiring leaders.2.3 Employee Engagement. Increase opportunitiesfor 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 andsupport the groups’ contributions to the FDIC’s DEImission.b. Host a training conference for CDACs and ERGs onhow to get the most out of programming that resultsin changed behavior and/or measurable outcomes.c. Pilot a Diversity Ambassador Program whererepresentatives from CDACs and ERGs will providesupport to new employees regarding DEI at the FDIC.d. Pilot an event designed to educate immediatefamily members of FDIC employees on benefitsand services available to support work-life balanceand career management to help the family feelmore connected and engaged with the FDIC andultimately improve retention.2021–23 Diversity, Equity, and Inclusion Strategic Plan6
DIVERSITYEQUITYINCLUSION2020-21STRATEGIC PLAN2021–23 STRATEGICPLANAND3. CommunicationDevelop compelling messages, including opportunities for dialogue, that encourageall employees to see the importance of DEI to their personal success and the successof the FDIC.3.1 Trust through Transparency. Provide clear,consistent, and regular messaging of the DEIvision and actions being taken to achieve desiredoutcomes.a. Host annual OMWI Town Halls with all FDICemployees to review the DEI Strategic Plan,acknowledge past accomplishments, identify keychallenges, and highlight areas of focus for thecoming year.b. Ensure Division/Office Directors discuss theirdivisional DEI plans at least annually at an allhands meeting.c. Ensure Regional Directors discuss their regionalplans to support DEI at least annually at an allhands meeting.d. Conduct semiannual meetings between OMWIand Division/Office leadership to discuss DEIbest practices and identified gaps in their DEIperformance.e. Share key points of DEI public filings (e.g., MD715) with all employees via global messaging.f.After all appeals have been exhausted, providenotice on the public website (www.fdic.gov)of any final finding of discrimination and/orretaliation made against the agency as requiredby the Elijah E. Cummings Federal EmployeeAntidiscrimination Act of 2019.g. Post data regarding each class-action complaint3.2 Branding. Partner with the Office ofCommunications (OCOM) to use meaningfulcontext to turn DEI data into compellingnarratives that make messaging more impactfuland demonstrate the necessity for continuedefforts in DEI.a. Update internal and external webpages withcompelling messages that illustrate ourcommitment to DEI in our workforce, ourbusiness activities, and our supervised banks.b. Create an annual impact report that accuratelymeasures and communicates the effectivenessof our DEI efforts and any actions that must betaken to achieve better outcomes.c. Develop and implement a social media andmarketing campaign to engage a broad anddiverse talent pool and communicate keyinitiatives and programs.3.3 Reinforcement. Integrate DEI intocommunications.a. Coordinate with stakeholders to include DEIwhen crafting and issuing internal and externalagency communications and building or acquiringinformation technology solutions (e.g., Section508 compliance, inclusive visuals and language,reasonable accommodation language, etc.).filed against the agency alleging discriminationand/or retaliation.2021–23 Diversity, Equity, and Inclusion Strategic Plan7
DIVERSITYEQUITYINCLUSION2020-21STRATEGIC PLAN2021–23 STRATEGICPLANAND4. ConsistencyMature the DEI model to improve the consistency of desired outcomes bystrengthening policies and procedures, utilizing technology, and enhancing training.4.1 Inclusive Environment. Foster a workenvironment without barriers to opportunity,where all employees feel welcomed, valued,respected, and engaged, and can effectivelyparticipate and bring their unique talents, skills,and perspectives.a. Develop and implement a program to conductregular internal audits of regional, field, andheadquarters offices to identify EEO programdeficiencies and evaluate barrier analysis effortsas recommended by the Equal EmploymentOpportunity Commission (EEOC).b. Update telework, work-in-place, and remotework policies to better support inclusion byincreasing, as appropriate, flexibilities availableto meet employee needs.c. Expand the Anti-Harassment Program directiveto include guidance for reporting issues toappropriate FDIC offices and other authorities ifan employee experiences issues while interactingwith external stakeholders on official duty.d. Enhance current assessment tools (e.g., exitsurveys) to measure attrition, identify reasonsfor attrition, and address barriers to equalemployment opportunities.e. Update the Anti-Harassment Program directiveto require investigation of harassmentcomplaints to commence within 10 days, andcorrective action be taken within 60 days, ofreceipt of the complaint.b. Implement a voluntary internal surveymechanism for gender identity, sexualorientation, and other key identifiers to providea full picture of diversity in our workforce.c. Develop and implement a comprehensivereasonable accommodation information systemto improve the efficiency and effectiveness ofprocessing requests and compiling data.4.3 Training Plan. Promote workshops andlearning sessions designed to increase culturalcompetencies and skills in promoting equalopportunity.a. Conduct empathy-based training for allmanagers and employees.b. Train selecting officials, interviewers, andSubject Matter Experts (SMEs) on ensuringconsistency in the hiring process, includingrequirements of the Americans with DisabilitiesAct of 1990, the Rehabilitation Act of 1973, andTitle VII of the Civil Rights Act of 1964.c. Provide toolkits and other educational andlearning opportunities for hiring officialsregarding use of special hiring authorities forpersons with disabilities.d. Conduct mock interviews for both hiringofficials and employees with disabilities toincrease comfort with, and the effectiveness of,the hiring process.4.2 Technology Enhancements. Apply technologysolutions to improve the efficiency andeffectiveness of DEI efforts.a. Implement online assessments to mitigate thepotential for discrimination or bias in entry-levelexaminer hiring.2021–23 Diversity, Equity, and Inclusion Strategic Plan8
DIVERSITYEQUITYINCLUSIONAND2020-21STRATEGIC PLAN2021–23 STRATEGICPLAN5. CommunityEncourage DEI in FDIC business activities and at regulated financial institutions, andfoster financial inclusion in the banking system.5.1 Economic Opportunity. Identify barriers thatunderserved communities and individuals mayface in taking advantage of FDIC procurementand contracting opportunities and ensure theinclusion, to the maximum extent possible,of minorities and women, and entitiesowned by minorities and women, includingfinancial institutions, investors, underwriters,accountants, and providers of legal services, incontracts entered into by the FDIC.a. Implement a series of technical assistanceevents to educate and equip minority- andwomen-owned businesses (MWOBs) with thetools they need to compete for contracts.b. Host “Pitch Days” where MWOBs may share their5.2 Technology Solutions. Implement automatedtools to improve the efficiency and effectivenessof the FDIC’s ability to assess diversity policiesand practices at regulated entities and within thecontractor workforce.a. Streamline and enhance the Financial InstitutionDiversity Self-Assessment (FID-SA) Application toincrease and improve submissions by regulatedentities.b. Develop and implement a portal in support ofOMWI vendor outreach activities.c. Implement and enhance the automated toolfor performing good faith effort reviews of thecontractor workforce.companies’ capabilities and learn about theFDIC’s procurement process.c. Review the selection process for historicallymarginalized attorneys and minority- andwomen-owned law firms (MWOLFs) to determineif there are opportunities to enhance theselection process, within existing guidelines, forlegal referral services.d. Partner with the Division of Resolutions andReceiverships (DRR) to host a joint venturesvirtual conference and provide technicalassistance to minority- and women-ownedinvestors (MWOIs).e. Determine whether new policies, regulations,or guidance documents may be necessary toadvance equity in agency actions and programsand procurement and contracting opportunities.2021–23 Diversity, Equity, and Inclusion Strategic Plan9
DIVERSITYEQUITYINCLUSIONAND2020-21STRATEGIC PLAN2021–23 STRATEGICPLAN5.3 DEI Advisor. Provide advice on matters withthe goal of supporting financial inclusion inthe development and implementation of FDICpolicies, including those which promote diversityand inclusion of historically underserved andmarginalized populations.a. Explore creation of a non-profit to providetechnical assistance to minority depositoryinstitutions (MDIs) on digital transformation.b. Explore mechanisms to support internships atMDIs, Community Development FinancialInstitutions (CDFIs), and other interestedfinancial institutions for students from HBCUsand other Minority-Serving Institutions (MSIs)with established technology programs.c. Train examiners on examining unique businessmodels of MDIs.d. Provide DEI perspective for public awarenesscampaigns to ensure goals are met and preventunintended consequences.e. Create a network roadmap illustrating andconnecting activities that the FDIC conducts toenhance outreach potential of all programs andinitiatives that support DEI.2021–23 Diversity, Equity, and Inclusion Strategic Plan10
DIVERSITYEQUITYINCLUSION2020-21STRATEGIC PLAN2021–23 STRATEGICPLANANDAPPENDIX – KEY CONCEPTS AND TERMSAuthentic SelfWho an individual is as a person, demonstrating different experiences,perspectives, cultures, history, etc., without being forced to conform to themajority culture in the workplace. The work culture must value a wide rangeof talents, skills, and experiences to create a sense of belonging for everyonewithout causing harm to others.Cultural CompetencyThe ability to understand, accept, and interact with individuals of differentbackgrounds and cultures.DisabilityA physical or mental impairment that substantially limits one or more majorlife activities.Disabled VeteranA person who has served on active duty in the armed forces, has separatedunder honorable conditions, and has established the present existenceof a service-connected disability or is receiving compensation, disabilityretirement benefits, or pension because of a public statute administered bythe Department of Veterans Affairs or a military department.DiversityDiversity encompasses the range of similarities and differences eachindividual brings to the workplace, including but not limited to, nationalorigin, language, race, color, disability, ethnicity, gender, age, religion andbelief, sexual orientation, gender identity, socioeconomic status, veteranstatus, family structure, and diversity of thought, all of which is shaped byculture, background, experiences, and other elements.EquityConsistent, systematic, fair, just, and impartial treatment, access,opportunity, and advancement for all individuals, including individuals whohistorically have been denied such treatment, while striving to identify andeliminate barriers that might prevent any employee’s full and equitableparticipation in the workplace.InclusionInclusion is a set of behaviors (e.g., welcoming new employees, payingattention and extending an invitation, seeking and respecting otherperspectives, etc.) that promote equal access to opportunities and resourcesfor individuals who might otherwise be excluded or marginalized.2021–23 Diversity, Equity, and Inclusion Strategic Plan11
DIVERSITYEQUITYINCLUSION2020-21STRATEGIC PLAN2021–23 STRATEGICPLANANDIndividual/Personwith a DisabilityA person with a physical or mental impairment that substantially limitsone or more major life activities (such as walking, talking, seeing, hearing,or learning), has a record of such impairment, or is regarded as having animpairment unless the impairment is both transitory and minor.ReasonableAccommodationAny 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 dutiesof a job, or enjoy the benefits and privileges of employment.Self-Identificationof DisabilityThe voluntary completion and submission of information from the Office ofPersonnel Management’s (OPM’s) Standard Form 256 (SF 256) identifying thata person has a disability, either by hard copy of the SF 256 to the servicingHuman Resources Branch personnel in the Division of Administration, orelectronically through the MyEPP system using the appropriate code fromthe SF 256.Talent AcquisitionLong-term human resources planning and finding appropriate candidates forpositions that require specific skillsets to fulfill a business need.Targeted DisabilitySpecific, severe disabilities targeted for emphasis in affirmative actionplanning that include, but are not limited to, developmental disabilities,traumatic brain injury, deafness, blindness, missing extremities, partialparalysis, complete paralysis, epilepsy, intellectual disabilities, psychiatricdisabilities, dwarfism, and significant disfigurement.UnderservedCommunitiesPopulations sharing a particular characteristic, as well as a geographiccommunities, that have been systematically denied a full opportunity toparticipate in aspects of economic, social, and civil life.Unseen DiversityCharacteristicNon-visible personal characteristics such as background, culture, andpersonality, as well as protected classes such as disability, sexual orientation,and religion and belief.2021–23 Diversity, Equity, and Inclusion Strategic Plan12
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. Benchma
