Fill - Free fillable Pub-fy-2016-omwi-annual-report OMWI Annual Report to Congress FY 2016 PDF form

ANNUAL REPORT

2016

Ofﬁce of Minority and Women Inclusion

Ofﬁce of Minority and Women Inclusion2

2016 Annual Report to Congress |

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Ofﬁce of the Comptroller of the Currency 3

2016 Annual Report to Congress

The OCC’s Ofﬁce of Minority and Women

Inclusion (OMWI), established in January

2011, is responsible for implementing

section 342 of the Dodd–Frank Wall Street

Reform and Consumer Protection Act.

The OMWI Executive Director and

Diversity and Inclusion Team develop

standards for

n Increasing the participation of minority-

and women-owned businesses in the

OCC’s programs and contracts and

developing standards for coordinating

technical assistance to such businesses.

n Promoting equal employment

opportunity and the racial, ethnic, and

gender diversity of the workforce and

senior management of the OCC.

n Assessing the diversity policies and

practices of the national banks, federal

savings associations, and federal

branches and agencies of foreign

banks the OCC regulates.

Ofﬁce of Minority and Women Inclusion

Ofﬁce of Minority and Women Inclusion4

2016 Annual Report to Congress | Ofﬁce of Minority and Women Inclusion

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Ofﬁce of the Comptroller of the Currency 5

2016 Annual Report to Congress

Contents

Introduction .......................................................................................7

Business Activities

.............................................................................. 8

Fiscal Year 2016 Payments ...................................................... 8

Five-Year Trend in Payments to MWOBs, MOBs, and WOBs........ 8

Five-Year Trend in Payments to MOB Demographic Groups

.......... 9

Trends in Awards by Classification of Suppliers

........................ 10

Analysis of Number of MOBs, WOBs and Demographic

Groups Participating and Dollars Awarded in Top NAICS

Codes

............................................................................ 11

Implementation of Standards and Procedures to

Ensure Fair Inclusion ............................................................. 13

Successes and Challenges in the OCC’s Supplier

Diversity Program ................................................................. 13

Technical Assistance and Outreach Program

....................... 13

Plans for Enhancing Opportunities to Contract With

and Provide Technical Assistance to MWOBs...................... 14

Workforce Diversity and Inclusion in Employment:

Recruitment, Hiring, Career Development, and Retention ................... 15

Current Status ....................................................................... 15

Fiscal Year 2016 Focus Areas

................................................ 19

Increasing the Participation of Hispanics

............................ 19

Increasing the Participation of Female Bank Examiners

......... 22

Increasing the Participation of Females and Minorities

in Supervisor Roles and Senior-Level Positions .................... 26

Workforce Environment

......................................................... 30

Agency Commitment

........................................................ 30

Career Development

........................................................ 32

Employee Engagement

..................................................... 33

Program Accountability

.................................................... 34

Regulated Entities

............................................................................35

Financial Literacy

.............................................................................36

Appendixes

.....................................................................................37

Appendix A: OCC Method and Data Sources for

Payments and Awards ........................................................... 37

Payments

........................................................................ 37

Awards

.......................................................................... 37

Appendix B: OCC Payments, Five-Year Trend

........................... 38

Appendix C: OCC Awards, Five-Year Trend

............................. 39

Appendix D: OCC Awards by Top Seven NAICS

Codes, Five-Year Trend .......................................................... 40

Appendix E: Technical Assistance to MWOBs, FY 2016 ............ 43

Appendix F: Awards by Demographic Group in the

OCC’s Top Seven NAICS Codes, FY 2016 .............................. 45

Appendix G: Changes From 2000 to 2010 in

Civilian Labor Force .............................................................. 46

Appendix H: OCC Workforce Profile, Five-Year Trend

............... 47

Appendix I: OCC Workforce Profile as of

September 30, 2016 ............................................................ 48

Appendix J: OCC FY 2016 EEO-1 Report

(Occupational Categories Profile) Distribution by

ERI and Gender: Permanent Employees ................................... 49

Appendix K: Hispanic Female Profile by Occupation

Positions, Five-Year Trend ....................................................... 50

Appendix L: Hispanic Male Profile by Occupation

Positions, Five-Year Trend ....................................................... 51

Appendix M: OCC Participation in Supervisor

Positions by EEO Groups, Five-Year Trend ................................ 52

Appendix N: OCC Workforce Profile of NB-VI to

NB-VII Feeder Grades and SLP, Five-Year Trend ........................ 53

Appendix O: Employee Network Groups................................. 54

Appendix P: Abbreviations

.................................................... 55

VISION

The OCC is a preeminent prudential supervisor that adds value through proactive and risk-based

supervision; is sought after as a source of knowledge and expertise; and promotes a vibrant and

diverse banking system that beneﬁts consumers, communities, businesses, and the U.S. economy.

CORE VALUES

n Integrity

n Expertise

n Collaboration

n Independence

Ofﬁce of the Comptroller of the Currency 7

2016 Annual Report to Congress

Introduction

The Ofce of the Comptroller of the Currency (OCC) charters, regulates,

and supervises national banks and federal savings associations and licenses,

regulates, and supervises the federal branches and agencies of foreign

banks. The OCC’s mission is to ensure that these institutions operate in

a safe and sound manner, provide fair access to nancial services, treat

customers fairly, and comply with applicable laws and regulations. The

OCC is an independent, non-appropriated bureau of the U.S. Department

of the Treasury.

12 USC 5452.

The federal nancial agencies required to establish an OMWI under section 342 are the Board of Governors of the Federal Reserve System (Board), each of the Federal Reserve Banks,

Consumer Financial Protection Bureau (CFPB), Department of the Treasury, Federal Deposit Insurance Corporation (FDIC), Federal Housing Finance Agency (FHFA), National Credit Union

Administration (NCUA), OCC, and Securities and Exchange Commission (SEC).

The OCC’s Strategic Plan for Fiscal Years 2015–2019 establishes three

primary goals toward achievement of its vision as a preeminent prudential

supervisory agency. The strategic goals focus on supporting a vibrant

and diverse banking system and economy; enhancing OCC collaboration,

innovation, coordination, and process efciency; and ensuring that the

agency continues to operate independently and effectively into the future.

The fulllment of the agency’s core mission of bank supervision depends

on its employment of talented staff with high levels of expertise and

experience. To maintain a competent, highly qualied workforce, the

OCC is fully committed to using and retaining its employees’ skills, while

recruiting the best talent available from a variety of sources. The agency is

committed to maintaining an inclusive culture and workplace environment

with a diversity strategy that focuses on leadership commitment,

recruitment, development, retention, work/life balance, and an engaging

culture. The OCC is equally committed to the inclusion of minorities,

women, and minority- and women-owned businesses at all levels of the

agency’s business activities.

In compliance with section 342 of the Dodd–Frank Wall Street Reform

and Consumer Protection Act (Dodd–Frank),

the OCC established

its Ofce of Minority and Women Inclusion (OMWI) in January 2011

to be responsible for all matters of the agency relating to diversity in

management, employment, and business activities. Dodd–Frank requires

each OMWI agency

to submit an annual report to Congress regarding

actions taken pursuant to section 342. The OCC’s Fiscal Year 2016 Annual

Report to Congress covers such actions and information for the period of

October 1, 2015, through September 30, 2016.

Ofﬁce of Minority and Women Inclusion8

2016 Annual Report to Congress | Business Activities

Business Activities

FISCAL YEAR 2016 PAYMENTS

1. Statement of the total amounts the OCC paid to contractors during

the reporting period:

n Total payments to contractors were $154,406,367.63.

2. Percentage of the OCC’s total payments to minority-owned or

women-owned businesses (MWOB); minority-owned businesses

(MOB); and women-owned businesses (WOB):

n Payments to MWOBs were $60,595,166.63, representing

39.2 percent of the OCC’s total contractor payments.

n Payments to MOBs

were $44,556,544.67, representing

28.9percent of the OCC’s total contractor payments.

n Payments to WOBs

were $18,969,244.92, representing

12.3percent of the OCC’s total contractor payments.

For a detailed explanation of the OCC’s method and data sources for

reporting payments, please refer to appendix A.

“Payments” are the net amounts, after any discounts, the OCC paid to contractors during the scal year, regardless of when the awards were entered into the Federal Procurement Database

System—Next Generation (FPDS-NG). Because contractors may submit invoices to the OCC after the close of the scal year in which the awards were made, the OCC’s total payments to

contractors during a given scal year may differ slightly from the total awards. For details of the specic amounts the OCC paid and awarded to MWOBs, MOBs, WOBs, and MOB demographic

groups, please refer to appendixes B and C.

Payments to businesses that are both minority- and women-owned are counted only once in the total dollars paid and percentage paid to MWOBs. For scal year 2016, payments to

businesses that were neither MOBs nor WOBs were $93,811,201.00, representing 60.8 percent of the OCC’s total contractor payments.

Payments to MOBs include all businesses that indicate they are minority-owned in the U.S. government’s System for Award Management (SAM).

Payments to WOBs include all businesses that indicate they are women-owned in the SAM.

The percentage differences stated in the narrative of this report are based on underlying data (see appendix B), not the rounded percentages used in gures 1 and 2.

FIVE-YEAR TREND IN PAYMENTS TO MWOBS, MOBS,

AND WOBS

Comparing scal year 2016 with the previous scal year, the percentage of

payments to MWOBs was slightly lower (0.7percent); the percentage

of payments to MOBs was lower (7.1percent); and the percentage

of payments to WOBs was signicantly higher (15.8percent) (see

gure 1).

Comparing scal year 2016 with the average of the previous four scal

years (2012–2015), the percentage of payments to MWOBs increased 6.4

percent; the percentage of payments to MOBs decreased 6.9 percent; and

the percentage of payments to WOBs increased 43.4 percent.

Figure 1: Payments to MWOBs, MOBs, and WOBs as a Percentage of Total OCC Payments,

Five-Year Trend

Source: Core Financial System and FPDS-NG for FY 2012 to FY 2016.

Ofﬁce of the Comptroller of the Currency 9

Business Activities | 2016 Annual Report to Congress

FIVE-YEAR TREND IN PAYMENTS TO MOB

DEMOGRAPHIC GROUPS

In addition to the section342 requirement to report the total amounts

and percentage of payments to MWOBs, MOBs, and WOBs, the OCC also

tracks payments to MOB demographic groups (see gure2). Specically,

the OCC reports payments to Asian American-owned businesses,

Black

American-owned businesses, Hispanic American-owned businesses, Native

American-owned businesses,

and Other MOBs.

Fiscal Year 2016 Compared With Previous Year

Comparing scal year 2016 with the previous scal year, the percentage of

payments to Hispanic American-owned businesses and Native American-

owned businesses both increased, and the percentage of payments to Other

MOBs remained the same:

n Hispanic American-owned businesses was 1.2 percent compared with

0.6 percent.

n Native American-owned businesses was 4.2 percent compared with

2.8 percent.

n Other MOBs remained at 0.2 percent.

Comparing scal year 2016 with the previous scal year, the percentage

of payments to Asian American-owned businesses and Black American-

owned businesses both decreased:

“Asian American” means Asian-Pacic Americans (persons with origins from Burma, Thailand, Malaysia, Indonesia, Singapore, Brunei, Japan, China, Taiwan, Laos, Cambodia (Kampuchea),

Vietnam, Korea, the Philippines, Republic of Palau, Republic of the Marshall Islands, Federated States of Micronesia, the Commonwealth of the Northern Mariana Islands, Guam, Samoa, Macao,

HongKong, Fiji, Tonga, Kiribati, Tuvalu, or Nauru) and Subcontinent Asian (Asian-Indian) Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands,

or Nepal). (See 48CFR52.219-1.)

“Native American” means American Indians, Eskimos, Aleuts, or Native Hawaiians. (See 48 CFR 52.219-1.)

“Other MOBs” means those businesses designating “minority-owned” in the SAM, but not designating Asian American, Black American, Hispanic American, or Native American.

n Asian American-owned businesses was 20.3 percent compared with

23.0 percent.

n Black American-owned businesses was 3.5 percent compared with 4.7

percent.

Fiscal Year 2016 Compared With Average of Previous Four Fiscal Years

Comparing scal year 2016 with the average of the previous four scal

years (2012–2015), the percentage of payments to Hispanic American-

owned businesses and Native American-owned businesses both increased

and the average percentage of payments to Other MOBs stayed the

same. However, the percentage of payments to Asian American-owned

businesses and Black American-owned businesses both decreased:

n Hispanic American-owned businesses was 1.2percent compared with

average 1.1 percent.

n Native American-owned businesses was 4.2 percent compared with

average 1.9 percent.

n Other MOBs remained at 0.2 percent

n Asian American-owned businesses was 20.3 percent compared with

average 23.8 percent.

n Black American-owned businesses was 3.5 percent compared with

average 4.2 percent.

Ofﬁce of Minority and Women Inclusion10

2016 Annual Report to Congress | Business Activities

Figure 2: Payments to MOB Demographic Groups as a Percentage of Total OCC Payments,

Five-Year Trend

Source: Core Financial System and FPDS-NG for FY 2012 to FY 2016.

For details of the OCC’s ve-year payment trend to MOB demographic

groups, please refer to appendix B.

The NAICS is the standard that federal statistical agencies use in classifying business establishments for the purpose of collecting, analyzing, and publishing statistical data related to the U.S.

business economy. The NAICS is a two- to six-digit hierarchical classication system, offering ve levels of detail. Each digit in the code is part of a series of progressively narrower categories, and

more digits in the code signify greater classication detail. The rst two digits designate the economic sector, the third digit designates the subsector, the fourth digit designates the industry group,

the fth digit designates the NAICS industry, and the sixth digit designates the national industry.

“Awards” are action obligations, which are the net amount of funds obligated or de-obligated. The FPDS-NG uses the NAICS code categories to track award data. For additional information on

the method and data sources for reporting awards, please refer to appendix A.

TRENDS IN AWARDS BY CLASSIFICATION OF SUPPLIERS

Each year the OMWI tracks the North American Industry Classication

System (NAICS)

codes with the highest cumulative dollar amounts

awarded by the OCC.

For scal year 2016, computer-related purchases

(including other computer-related services; data processing, hosting, and

related services; and computer system design services) accounted for

nearly two-thirds of the OCC’s total dollars awarded (see gure 3).

The OMWI’s analysis of the NAICS code award categories over the

last ve years has identied two trends. First, seven NAICS codes

consistently account for more than 70.0percent of the OCC’s awards

(see appendix D). Second, computer-related purchases make up the

largest expenditures by the OCC.

The OCC reports on the classication of suppliers and includes this

information in the OMWI’s outreach materials to help businesses

understand the types of industries in which the OCC spends the majority

of its contracting dollars.

Ofﬁce of the Comptroller of the Currency 11

Business Activities | 2016 Annual Report to Congress

Figure 3: NAICS Codes With 1 Percent or Greater of Total OCC Award Dollars, FY 2016

Source: FPDS-NG for FY 2016.

Analysis of Number of MOBs, WOBs, and Demographic Groups

Participating and Dollars Awarded in Top NAICS Codes

To identify potential opportunities for increasing MWOB participation,

the OMWI analyzed the OCC’s top seven NAICS codes in relation to the

demographics of contractors who provide these services. This analysis

enables the OMWI to compare the percentage of businesses receiving

OCC awards in each NAICS code with the percentage of MWOBs with

capabilities in that code.

For example, while MOBs represented 38.1 percent of businesses

designated “other computer-related services” (the OCC’s most-used

NAICS code), MOBs represented 43.9 percent of OCC award recipients

in this category (see table1). In the OCC’s seventh largest NAICS code,

“human resources consulting services,” WOBs made up 44.3 percent of the

businesses and 82.3percent of OCC award recipients.

Specically, Asian American-owned businesses received 26.5 percent; Black American-owned businesses received 0.8percent; Hispanic American-owned businesses received 1.8percent;

Native American-owned businesses received 8.4 percent; and Other MOBs received 7.2percent.

The OCC uses these data analyses to develop strategies around NAICS

codes where the agency has low percentages of awards to MOBs or WOBs

(for example, the OCC will explore the OCC’s awards for “data processing,

hosting, and related services” for opportunities where MOBs and WOBs

could offer these services).

The OMWI also analyzed data on the OCC’s percentage of dollars awarded

in the top seven NAICS codes to MOBs, WOBs, and MOB demographic

groups (see appendixF). This analysis shows that there were awards to

every demographic group in the NAICS code “other computer-related

services”

(by both total dollars and total number of contractors). The

OWMI monitors and is developing procurement strategies that promote

diversity and inclusion for both the number of MWOBs and the dollars

awarded to MWOBs in each of its top NAICS codes.

Ofﬁce of Minority and Women Inclusion12

2016 Annual Report to Congress | Business Activities

Table 1: Percentage of Businesses Participating in Top 7 NAICS Codes Compared With the Percentage of Businesses Awarded OCC Contracts, FY 2016

NAICS Codes and Description

541519 518210 541512 531210 524114 541611 541612

Other computer

related services

Data processing,

hosting, and

related services

Computer

systems design

services

Ofces of real

estate agents

and brokers

Direct health

and medical

insurance

carriers

Administrative

management

and general

management

consulting

services

Human

resources

consulting

services

Total number of businesses with

OCC awards

78 14 8 1 2 41 10

Percent of total OCC awards 41.4 14.1 10.5 10.0 4.1 2.7 1.5

MOBs, WOBs, and demographic

groups

% Particip.

% Awarded

% Particip.

% Awarded

% Particip.

% Awarded

% Particip.

% Awarded

% Particip.

% Awarded

% Particip.

% Awarded

% Particip.

% Awarded

Minority-owned 38.1 43.9 38.4 0.0 36.4 24.3 31.1 0.0 26.3 0.0 36.8 37.9 42.9 69.9

Women-owned 25.4 17.3 26.5 0.0 24.2 0.0 38.0 0.0 23.2 0.0 34.3 10.5 44.3 82.3

Asian American-owned 14.5 26.5 13.9 0.0 14.3 2.8 3.5 0.0 2.1 0.0 8.6 0.7 9.4 0.0

Black American-owned 16.8 0.8 16.8 0.0 15.6 19.3 21.0 0.0 20.0 0.0 21.6 2.9 27.4 69.9

Hispanic American-owned 5.7 1.8 5.7 0.0 5.5 2.2 6.8 0.0 5.8 0.0 5.7 17.4 5.9 0.0

Native American-owned 3.2 8.4 3.8 0.0 2.8 0.0 1.4 0.0 0.8 0.0 3.3 17.0 2.6 0.0

Other minority-owned 1.2 7.2 1.3 0.0 1.1 0.0 1.5 0.0 1.6 0.0 1.1 0.0 1.4 0.0

Source: FPDS-NG for FY 2016 and SAM Entity Management Extracts for September 2016.

Ofﬁce of the Comptroller of the Currency 13

Business Activities | 2016 Annual Report to Congress

IMPLEMENTATION OF STANDARDS AND PROCEDURES

TO ENSURE FAIR INCLUSION

Beginning on March 1, 2012, the OCC inserted the “Standards and

Procedures for OCC Contractor’s Good Faith Efforts to Include Minorities

and Women in the Contractor’s Workforce”

(Good Faith Efforts clause)

into all new contracts of more than $150,000. The OMWI reviews

contractors’ good faith efforts, makes a determination whether any

contractors have failed to make good faith efforts, and takes appropriate

action as authorized by section342.

Since the OCC began requiring the Good Faith Efforts clause, the OMWI

has reviewed 83contractor submissions of good faith efforts. Of the 83

reviewed, 39 had more than 50employees and 44 businesses had fewer

than 50 employees. The 39 businesses with more than 50 employees

submitted copies of their afrmative action plans and other documentation

to demonstrate good faith efforts to include minorities and women in their

workforces; and the 44businesses with fewer than 50 employees submitted

other documentation to demonstrate good faith efforts. The OMWI

reviewed these submissions and, to date, there have been no instances

when a recommendation by OMWI for further action has been necessary.

The majority of the OCC’s contractors (44 of the 83 reviewed) were

not required to submit Standard Form 100 (EEO-1) reports to the

Equal Employment Opportunity Commission (EEOC)

and were not

subject to the Ofce of Federal Contract Compliance Programs equal

employment opportunity (EEO) requirements.

Contractors that had not

previously been required to establish a written plan or program outlining

their diversity efforts and results continue to create some challenges

for the OMWI to substantiate their good faith efforts. The OMWI

In the Good Faith Efforts clause, contractors afrm their commitment, as well as the commitment of their subcontractors, to make good faith efforts to include minorities and women in their

workforces.

The OCC requires a written afrmative action plan or other written program designed to ensure the fair inclusion of minorities and women in the contractor’s workforce, including outreach,

recruitment, and training efforts whereby the contractor sets forth specic, results-oriented policies and procedures.

The EEOC requires EEO-1 reports for all federal contractors (private employers) who are not otherwise exempt and (1) have 50 or more employees and (2) are prime contractors or rst-tier

subcontractors and have a contract, subcontract, or purchase order amounting to $50,000 or more.

The Ofce of Federal Contract Compliance Programs regulations implementing Executive Order 11246 require supply and service contractors—generally those with 50 or more employees and

a contract of $50,000 or more—to develop and maintain written afrmative action programs.

responded to these challenges by answering contractors’ questions on the

documentation required for the OMWI to assess good faith efforts. Given

that over half of the businesses reviewed have fewer than 50 employees

and have limited experience substantiating good faith efforts, the OMWI

will continue providing technical assistance on contractors’ compliance

with the Good Faith Efforts clause and efforts toward the fair inclusion of

minorities and women in their workforces.

SUCCESSES AND CHALLENGES IN THE OCC’S

SUPPLIER DIVERSITY PROGRAM

Technical Assistance and Outreach Program

Events

During scal year 2016, the OMWI engaged in numerous outreach

activities to provide technical assistance, enhance awareness, and respond

to potential contractors concerning procurement opportunities. Specically,

OMWI representatives hosted, led, or were featured speakers at several

events to provide technical assistance to MWOBs and to collaborate

and share information with the other agencies’ OMWI ofces. OMWI

representatives also exhibited and held matchmaking sessions at other

external events (see appendix E). The events the OCC hosted or co-hosted

received overwhelmingly positive feedback from participants.

n OCC Opportunity Exchange, Washington, D.C.

March 9, 2016 and July 19, 2016: The OMWI presented a technical

training session titled “Opportunity Exchange” that provided

information on doing business with the OCC and the federal

government, how to look for opportunities, preparing to compete for

Ofﬁce of Minority and Women Inclusion14

2016 Annual Report to Congress | Business Activities

opportunities, and how the government conducts market research. A

total of 37MWOB representatives attended the events.

n Supplier Diversity Working Group Best Practices Workshop

for OMWI Agency Employees, Washington, D.C.

April 7, 2016:The OMWI developed and co-hosted with the NCUA a

workshop attended by representatives from all eight OMWI agencies

(Board, CFPB, Treasury, FDIC, FHFA, NCUA, OCC, and SEC). The

topics included how to (1) establish comprehensive MWOB supplier

development process; (2) establish tracking, reporting, and goal-

setting mechanisms; (3) establish a continuous improvement plan; and

(4) consider second-tier programs.

n Webinar

September 23, 2016: The OMWI hosted a technical training session

titled “What You Don’t Know about Codes and Awards Used by

Agencies Can Hurt You!” that provided information on contracting

and procurement terminology to facilitate nding viable contracting

opportunities and increase the odds of success. Representatives from

88 MWOBs attended.

In addition to hosting and attending supplier diversity technical assistance

events, the OMWI wrote an article for the National Association of Women

Real Estate Brokers magazine titled “Considering Doing Business with the

Federal Government?” (Vol. 5, Issue 3).

Contracts

Since its inception, the OCC’s OMWI technical assistance program and

outreach efforts have helped the agency award a total of $9,730,765 to

MWOBs, of which $5,842,373 was awarded in scal year 2016.

Examples of federal contracting vehicles include (1) U.S. General Services Administration Information Technology Schedule 70; (2) National Institutes of Health, National Institutes of Health

Information Technology Acquisition and Assessment Center CIO-SP3; and (3) National Aeronautics and Space Administration Solutions for Enterprise-Wide Procurement.

CPSD is a certication for supply management professionals whose responsibilities include supplier diversity and business professionals with responsibility for strategic diversity initiatives

within their organizations. An OMWI staff member attended the Institute for Supply Management Diversity Conference on February 10-12, 2016.

The Alliance of Supplier Diversity Professionals educates and develops supplier diversity advocates, enabling them to serve as competent liaisons between their company, customers, and

organizations that advocate for diverse suppliers and the diverse business community. The CSDP certication examination encompasses the following courses: Introduction to Supplier Diversity;

Preparing Subcontracting Plans; Preparing for Customer Reviews; Mentor-Protégé Program; Customer Reporting; and Sourcing Strategies.

Plans for Enhancing Opportunities to Contract With and Provide

Technical Assistance to MWOBs

On May 8, 2013, the OMWI developed the OCC Database, which

continues to be a resource for early market research used by the OMWI,

the OCC Acquisitions Division, and other OCC business units, as well

as to support the OMWI’s technical assistance efforts. During scal

year2015, the OMWI enhanced the OCC Database to include additional

reporting information such as whether businesses have been awarded

federal contracting vehicles.

At the end of scal year2016, there were

591 businesses registered in the OCC Database (155 businesses registered

during scal year 2016, a 35.6 percent increase from the prior year).

During scal year 2017, OMWI representatives will speak at events

including the Reservation Economic Summit in March, the Enterprising

Women of the Year Awards in April, and the 27th Annual Government

Procurement Conference in April. The OMWI will also co-host a

Cybersecurity Awareness and Preparedness event in April along with the

FDIC and the NCUA. These sessions will provide guidance on government

contracting and technical assistance to MWOBs.

The OMWI will continue to collaborate with the other agencies’ OMWI

ofces through the Supplier Diversity Working Group, which shares

information and best practices and collaborates to maximize opportunities

for technical assistance to MWOBs. The OCC has also recognized the

importance of its supplier diversity program by having an OMWI staff

member maintain certication as a Certied Professional in Supplier

Diversity (CPSD)

with the Institute for Supply Management and attain

certication as a Certied Supplier Diversity Professional (CSDP) with the

Alliance of Supplier Diversity Professionals.

Ofﬁce of the Comptroller of the Currency 15

2016 Annual Report to Congress

Workforce Diversity and Inclusion

in Employment: Recruitment, Hiring,

Career Development, and Retention

CURRENT STATUS

Bank supervision is the OCC’s core mission, and the majority of its

employees are bank examiners. Bank examination activities are supported

by attorneys, economists, and various operational and administrative

occupations referred to as “all other series” in this annual report.

As of September 30, 2016, the OCC’s permanent workforce totaled

3,958 employees, a net change of 3.6 percent above the 3,819 permanent

employees at the end of scal year 2015. Over the last ve years, the

participation rate of females (45.2 percent) in the OCC’s workforce

has remained fairly stable (a 0.7 percentage point decrease). Minority

participation increased by 3.7percentage points to 34.2 percent. At the end

of scal year 2016, all major EEO groups were at or near parity with the

2010 national civilian labor force (NCLF) rates,

with the exception of

NCLF data are derived from the 2010 census reecting persons 16 years of age or older who are employed or are actively seeking employment and adjusted for citizenship, excluding those

in the Armed Services. The OCC’s workforce demographics benchmark comparisons are made against the 2010 NCLF availability rates and the occupational CLF (OCLF) availability rates for the

OCC’s three major occupational groups—bank examiners, attorneys, and economists. See appendix G for more details.

females and Hispanics. For changes in the OCC’s workforce participation

rates from scal year 2012 to 2016, please see appendix H.

Although the OCC continued to work to address the low participation

of Hispanics in its workforce, their overall participation rate remained

below their NCLF rate (see table 2). In scal year 2016, the OCC slightly

increased its Hispanic participation rate to 6.9 percent, from 6.8percent in

scal year 2015, and an improvement from 6.3 percent in scal year 2012.

Hispanic participation rates are below parity in the following occupational

positions—economists (females), bank examiners (females), and “all

other series” (males). Similarly, females across EEO groups and Asian

males in bank examiner positions participated below their OCLF rates.

For a further breakdown of ethnicity and race indicator (ERI) groups and

gender by occupational positions in the OCC workforce prole, please refer

to appendix I. The scal year 2016 EEO-1 Report of OCC Occupational

Categories is available in appendix J.

In addition, the Treasury Department provided a more realistic benchmark

comparison for the OCC’s overall workforce—the relevant civilian labor

force (RCLF) rate. This customized RCLF rate is based on the OCC’s

occupational composition and total workforce annually. The 2016 RCLF

was calculated by comparing the OCLF availability rate from the 2010

census data with the percentage availability rate of each occupation

represented in the OCC’s workforce as of September 30, 2016 (see table 3).

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

Table 2: OCC Workforce Proﬁle as of September 30, 2016

Participation rates of EEO groups are in percentages.

Total Male Female Asian Black Hispanic

Small ERI

groups White

OCC workforce 3,958 54.8 45.2

8.4 17.6 6.9

1.3

65.8

2010 NCLF 51.9 48.1 3.9 12.0 10.0 1.8 72.3

Bank examiner 2,616 61.3 38.7

6.4

12.9 6.5

1.2 73.0

2010 bank examiner OCLF 54.7 45.3 7.7 12.3 6.8 0.9 72.4

Attorney 177 52.0

48.0 6.8 5.7 7.9 0.6

79.1

2010 attorney OCLF 66.7 33.3 3.6 4.7 4.3 0.9 86.4

Economist 92 66.3

33.7 33.7 3.3

4.3

0.0

58.7

2010 economist OCLF 67.1 32.9 7.6 5.5 5.1 0.9 81.0

All other series 1,073 38.5

61.5 11.4 32.4 7.7

1.9 46.6

2010 NCLF 51.9 48.1 3.9 12.0 10.0 1.8 72.3

Source: MD-715 workforce data table as of September 30, 2016.

EEO groups participating at rates below the 2010 NCLF and OCLF rates.

Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.

Table 3: OCC Workforce Proﬁle as of September 30, 2016, Compared With RCLF Rates

Participation rates of EEO groups are in percentages.

Total Male Female Asian Black Hispanic

Small ERI

groups

White

OCC workforce 3,958 54.8 45.2

8.4 17.6 6.9

1.3 65.8

2016 RCLF 42.1 57.9 4.7 9.2 7.3 1.3 77.4

Source: MD-715 workforce data table as of September 30, 2016.

EEO groups participating at rates below the 2016 RCLF rates.

Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.

Ofﬁce of the Comptroller of the Currency 17

Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

Over the last ve years, the OCC’s hiring rates for Asians, Blacks, and

males have consistently been above their NCLF rates. Female, Hispanic,

Small ERI groups, and White hiring rates, however, have generally

been below their NCLF rates. In scal year 2014, the OCC put in place

designated recruiters to target recruitment for entry-level and experienced

hiring in bank examiner positions. Fiscal year 2016 resulted in the OCC’s

hiring rates for females and Hispanics increasing by 7.1and 2.0 percentage

points, respectively, from scal year 2014 (see table 4).

Table 4: OCC Hires, Five-Year Trend

Participation rates of EEO groups are in percentages.

Total Male Female Asian Black Hispanic

Small ERI

groups

White

FY 2012 359 59.1 40.9

7.7 16.2 8.1

2.8 65.7

2000 NCLF 53.2 46.8 3.6 10.5 10.7 2.4 72.7

FY 2013 421 61.3 38.7

10.0 19.0 8.6

1.4

61.0

FY 2014 221 64.7 35.3

14.5 12.7 7.2

1.4

64.3

FY 2015 268 58.2 41.8

7.4 19.7 8.6

1.2

63.0

FY 2016 382 57.6 42.4

9.7 17.5 9.2

1.3

62.3

2010 NCLF 51.9 48.1 3.9 12.0 10.0 1.8 72.3

In four of the last ve years, females, Asians, and Blacks separated below

their average workforce participation rates. Comparatively, males and

Whites separated consistently above their average workforce participation

rates. In scal year 2016, males, Hispanics, and Whites separated at

rates above their average workforce participation rates. There were 288

separations in scal year 2016, a 5.0 percent net decrease from scal

year2015 separations (see table 5).

Source: MD-715 workforce data table as of September 30, 2016.

EEO groups hired at rates below the 2000 and 2010 NCLF rates.

Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.

Note: The 2010 NCLF was used as a comparator starting with FY 2013 hiring rates, while the 2000 NCLF was used as a comparator for FY 2012.

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

Table 5: OCC Separations, Five-Year Trend

Participation rates of EEO groups are in percentages.

Total Male Female Asian Black Hispanic

Small ERI

groups White

FY 2012 315 59.7

40.3 6.0 17.8

3.8 0.6 71.7

FY 2013 265 61.1

38.9 6.0 16.2 5.3 1.5 71.0

FY 2014 318 55.7

44.3 8.5

11.3 7.5

2.2

70.4

FY 2015 303 56.4

43.6 5.9 14.5 6.5 2.0

71.0

FY 2016 288 59.0

41.0 4.9 11.8 7.6

0.7 75.0

Average OCC workforce participation rate 54.6 45.4 7.5 16.9 6.6 1.5 67.5

Source: MD-715 workforce data table as of September 30, 2016.

EEO groups separated at rates above their average workforce participation rates.

Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.

Table 6: OCC Promotions, Five-Year Trend

Participation rates of EEO groups are in percentages.

Total Male Female Asian Black Hispanic

Small ERI

groups

White

FY 2012 328 56.7 43.3

7.3 10.7

5.5

0.9

75.6

FY 2013 408 52.2

47.8 4.7

11.5

9.1 1.7 73.0

FY 2014 426 57.0 43.0

7.7 16.2

8.2 2.3 65.5

FY 2015 331 55.9 44.1

8.2 18.1 7.5 0.6

65.6

FY 2016 404 55.5 44.6

9.2 15.6

7.9 1.5 65.8

Average OCC workforce participation rate 54.6 45.4 7.5 16.9 6.6 1.5 67.5

Source: OCC HR Data Mart as of FY 2016.

EEO groups promoted at rates below their average workforce participation rates.

Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.

Males, Asians, and Hispanics received promotions at rates above or

near their average workforce participation rate in four of the last ve

years, compared with females and Blacks who were below their average

workforce participation rates. In scal year 2016, the OCC had

404 promotions—all EEO groups, except females and Blacks, received

promotions at rates near or above their average workforce participation

rates (see table 6).

Ofﬁce of the Comptroller of the Currency 19

Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

FISCAL YEAR 2016 FOCUS AREAS

Increasing the Participation of Hispanics

In scal year 2016, the OCC continued its work to address the low

participation rate of Hispanics in its workforce. The OCC slightly increased

its Hispanic participation rate to 6.9percent from 6.8 percent in scal

year 2015; this rate was a 0.6 percentage point improvement over the scal

year2012 rate of 6.3 percent. Even though the agency has made progress

in the last ve years, the OCC’s Hispanic workforce participation rate (6.9

percent) remains below the NCLF rate of 10.0 percent. When compared

with the RCLF rate (7.3percent), Hispanic participation

overall was below parity by 0.4 percentage points in scal year 2016

(males, 3.6 percent versus 2.7percent; and females, 3.2 percent versus

4.5 percent). Hispanics were hired at 9.2percent in scal year 2016, above

their hiring rate in scal year 2012 and scal year 2015 (8.1 percent and

8.6 percent, respectively).

Hispanics were represented well above the OCLF in the attorney

occupation (7.9 percent versus 4.3 percent), and at or above parity for

Hispanic males in the economist occupation (3.3 percent versus

3.3 percent) and bank examiner occupation (3.8 percent versus 3.1percent).

In scal year 2016, Hispanics in all three major occupations were hired at

rates greater than their OCLF rates. Hispanic separations were above their

workforce participation rate for bank examiners (8.6percent versus

6.5 percent). No Hispanics separated in attorney and economist

occupations. Hispanic males, however, separated at a higher rate than their

participation rate in the OCC’s workforce, 4.9 percent versus 3.6percent.

The low workforce participation rate of Hispanics is largely inuenced

by low participation in the OCC’s non-major occupational groups, all

other occupational job series (7.7 percent versus 10.0 percent NCLF rate).

Although signicantly below parity, Hispanic participation in the non-

major occupational groups increased slightly from the scal year 2015 rate

of 7.5 percent. Ten Hispanics (9.3 percent) were hired in the non-major

occupational groups in scal year 2016, slightly below the 10.0 percent

NCLF rate, but an increase from the scal year 2015 hiring rate of

4.9 percent. Hispanics in the non-major occupational groups separated at

5.9 percent, below the workforce participation rate of 7.7 percent in scal

year 2016 and the scal year 2015 separation rate of 7.6percent. For a

gender breakdown of the OCC’s Hispanic prole, see appendixes KandL.

The Entry-Level Bank Examiner Recruitment Program continued to be a

signicant source for Hispanic hiring at the OCC. In scal year 2016,

10.3 percent (18) of entry-level bank examiners self-identied as

Hispanics.

The OCC conducted an applicant ow data analysis by gender, ethnicity

(Hispanic and non-Hispanic), and a combination of gender and ethnicity

of all its vacancy announcements closed in the rst three quarters of

scal year 2016. The applicant pool for Hispanics was 11.7percent with a

hiring rate of 9.3 percent; both applicant pool and hiring rates were near

or above the NCLF rate of 10.0percent and the RCLF rate of 7.3 percent.

In addition, the OCC conducted a separate applicant ow data analysis

by gender and ethnicity of the entry-level bank examiner recruitment

campaigns in 2016. The applicant pool for Hispanics on average was

15.1 percent, with a hiring rate of 10.3 percent; both applicant pool and

hiring rates exceeded the Hispanic OCLF rate of 6.8 percent. The analyses

disclosed no evidence of a statistically signicant shift in the gender and

ethnic composition of the applicant pool as it progressed through the

decision process. The OCC concluded that decision points along the hiring

process do not pose barriers to the hiring of Hispanics. The results were

consistent with those from 2013 through 2015 for all vacancies and the

entry-level bank examiner recruitment process. Efforts are under way to

establish regular monitoring and analyses of applicant ow data.

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

Table 7: Hispanic Proﬁle by Occupational Positions, Five-Year Trend

Participation rates of EEO groups are in percentages.

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Bank

examiner

Hires

3.8

2000

OCLF

5.6

6.8

2010

OCLF

7.8 7.4 10.2 8.7

Separations 4.4 4.8 9.1

6.2 8.6

OCC wrk. part. 6.0 6.3

6.2

6.5

Attorney

Hires

3.5

2000

OCLF

14.3

4.3

2010

OCLF

0.0

20.0 0.0

25.0

Separations 0.0 0.0 11.1

7.1 0.0

OCC wrk. part. 7.1 7.3 7.6 7.5 7.9

Economist

Hires

5.1

2000

OCLF

0.0

5.1

2010

OCLF

20.0 14.3 0.0

7.7

Separations 0.0 20.0

16.7

0.0 0.0

OCC wrk. part. 4.5

4.4

4.2

4.0

4.3

All other

series

Hires

10.7

2000

NCLF

14.6

10.0

2010

NCLF

10.5 5.5

4.2

9.2

Separations 3.1 6.4 1.4 7.6

5.9

OCC wrk. part. 7.0

7.4

7.7

7.5

7.7

Source: MD-715 workforce data table as of September 30, 2016.

Hispanic workforce participation and hiring rates below the relative 2000 and 2010 NCLF or OCLF rates.

Hispanic separation rates above their workforce participation rate.

Note: The 2010 NCLF and OCLF were used as comparators starting with the FY 2013 workforce participation

and hire rates, while the 2000 NCLF and OCLF were used as comparators for FY 2012.

The OCC maintains ongoing relationships with minority professional

organizations and colleges and universities with large populations of

minority and female students. The OCC hired 19students through the

federal Pathways internship program,

of whom 10.5 percent (two) were

Hispanics, above the NCLF rate of 10.0 percent. In addition, the agency

contracted for 19interns

through its National Diversity Internship

Program in scal year2016, the sixth year it has sponsored the program.

The OCC worked with four groups that employed students: the Hispanic

Association of Colleges and Universities; INROADS; Proxtronics

Dosimetry; and The Washington Center.

The gender and minority breakdown of the Pathways internship program was as follows: 42.1 percent (eight) females and 42.1 percent minorities (eight), of whom 31.6percent were Asian (six)

and 10.5 percent were Hispanics(two); both were hired at rates exceeding their NCLF rates.

These contracted interns were not OCC employees and not reected in the workforce count; therefore, no demographic data are available.

During scal year2016, the OCC

recruited from the following Hispanic-

serving institutions as part of its entry-

level bank examiner program: California

State University at Long Beach;

California State University at Fullerton;

Colorado State University; Florida

International University; the University

of New Mexico; the University of

Texas at El Paso; and the University of

Texas–Pan American. The OCC also

sought additional sources for entry-level

bank examiner recruitment through

the Association of Latin Professionals

in Finance and Accounting (ALPFA)

and through the National Association

of Colleges and Employers (NACE)

Link OneStop, a national recruiting

network with over 150 schools including

minority-serving institutions. In addition, the OCC obtained data from

NACE on the demographic makeup of its member institutions’ accounting

and nance graduating classes, to help determine which schools the OCC

will recruit from to build qualied and diverse applicant pools.

In its effort to recruit minorities and females, the OCC also participated

in a variety of conferences and career fairs, including events sponsored by

ALPFA, Beta Alpha Psi (BAP), Prospanica (formerly the National Society

of Hispanic MBSs), the Association of Certied Anti-Money Laundering

Specialists (ACAMS), the American Bankers Association/Bank Secrecy Act

ABA/BSA), the Consumer Bankers Association (CBA), the Fiduciary

and Investment Risk Management Association (FIRMA), and the National

Hispanic Bar Association.

Ofﬁce of the Comptroller of the Currency 21

Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

As part of its entry-level bank examiner program, the OCC also recruited

at minority-serving institutions: ve institutions serving Asian Americans

and Native American Pacic Islanders (California State University,

Fullerton; California State University, Long Beach; St. John’s University;

University of Illinois, Chicago; and University of Southern California);

three institutions serving American Indian and Alaska Natives (Arizona

State University; University of Montana, Missoula; and University

of Washington); and one institution in the historically black college

and university category (Howard University). The OCC also received

applications from individuals at other minority-serving institutions

that were not part of the OCC’s entry-level bank examiner program

(unsolicited applications). These applicants helped to create more diverse

applicant pools.

Members of the OCC’s Hispanic staff (8.6 percent) participated in

several formal and informal career development programs and training

courses that provided learning and continuous growth opportunities

in scal year 2016. Hispanic employees (8.3 percent) participated in

agency-sponsored leadership training courses designed for managers,

supervisors, and employees. Hispanic executive employees (1.6 percent)

also participated in the agency’s executive coaching program, which is

designed to address both immediate tactical issues and strategic long-term

issues or opportunities, and to coach leaders to align vision, actions, and

performance.

Each year, the OCC sponsors a career forum for precommissioned bank

examiners at the end of their third year of employment. The forum

provides information about bank examiner career opportunities and

explains the Uniform Commission Examination (UCE) preparatory

process. Of the 59 bank examiners who successfully passed the UCE,

6.8percent (four) were Hispanic, slightly above their participation rate in

the bank examiner workforce (6.5percent).

The OCC continued to encourage its bank examiners to complete the

cross-credential examination implemented in scal year 2012. The process

provides an avenue for National Bank Examiners (NBE) to earn the

certication of a Federal Thrift Regulator (FTR) to lead the examinations

of federal savings associations and, likewise, for FTRs to earn the

certication necessary to serve as examiners-in-charge of national bank

examinations. In scal year 2016, 54bank examiners passed the cross-

credential examination, of whom 5.6percent (three) were Hispanic, lower

than their participation rate in the bank examiner workforce (6.5 percent).

In scal year 2016, the OCC continued to benet from the many

contributions of its Hispanic employee network group (ENG), the Hispanic

Organization for Leadership and Advancement (HOLA). HOLA supports

the agency in its recruitment, career advancement, and retention strategies

for developing a fully engaged Hispanic workforce. In scal year 2016,

HOLA, in partnership with other ENGs, hosted three national leadership

teleconferences that provided briengs on the OCC’s leadership initiative,

as part of the groups’ career advancement and retention programs. In scal

year 2016, HOLA established a Human Capital Committee and enlisted its

members to participate in the OCC’s efforts to recruit, retain, and advance

a diverse workforce. The committee will present a formal action plan to

senior management in scal year 2017. HOLA ofcers have met with the

Chief Executive Ofcer and Senior Vice President of the ALPFA to discuss

expanding recruitment strategies. HOLA members served as recruiters/

screeners and interview panelists during the entry-level bank examiner

and attorney recruitment campaigns and participated in the recruitment

and screening process for experienced/industry hires. HOLA members also

represented the agency at career forums and fairs and networking events.

To support retention, HOLA launched the Discipline Champions Cadre to

encourage networking, mentoring, and collaboration among its members.

In addition, HOLA published its rst newsletter to facilitate the exchange

of career information and advice among its members.

Hispanic employees gain value from the agency’s formal and informal

mentoring programs, career and leadership development programs (for

examiners and non-examiners), career development opportunities, and

related resources, including training curriculum and courses.

In scal year 2017, the OCC will continue to focus efforts toward

increasing the participation rate of Hispanics, with special emphasis on

retention activities. The low participation rate of Hispanics generally in

the OCC and in two of its mission-critical occupational groups (bank

examiners and economists), combined with a historically high separation

Ofﬁce of Minority and Women Inclusion22

2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

rate, compel sustained emphasis on increasing the broader participation of

Hispanics and developing more effective retention strategies. Also, the OCC

will continue to build on its growing recruitment successes and collaborate

with agency management and HOLA to address retention issues.

Increasing the Participation of Female Bank Examiners

In scal year 2016, the workforce participation rate of female bank

examiners decreased slightly to 38.7percent from 39.0 percent in

scal year 2015, below the OCLF rate of 45.3 percent. The hiring rate

(34.4 percent) of female bank examiners was below their OCLF rate

(45.3percent) and the scal year 2015 hiring rate of 38.1 percent. In scal

year 2016, the hiring rate for Asian females was above their OCLF rate

(see table 8).

The OCC conducted an applicant ow data analysis of the entry-level

bank examiner recruitment process for the Midsize and Community Bank

Supervision (MCBS) and Large Bank Supervision (LBS) recruitment

campaigns in 2016. The analysis of the campaigns showed that the

applicant pool rate for females, on average, was 34.1 percent and they were

hired into entry-level bank examiner positions at rates below the OCLF

rate (33.9percent versus 45.3percent). The applicant pool and hiring rate

for the campaigns in 2016 were consistent with the 2013 through 2015

recruitment campaign cycles. The OCC determined that decision points

during the hiring process do not pose barriers to the hiring of female bank

examiners. The agency plans to conduct regular monitoring and analyses

of applicant ow data.

In scal year 2016, female bank examiners separated at a rate

(37.3 percent) below their workforce participation rate (38.7 percent), but

above their hiring rate (34.4 percent) and their rate of separation in scal

year 2015 (34.0 percent). Resignations and transfers accounted for 47.4

percent of separating female bank examiners in scal year 2016, and

retirements accounted for 48.7 percent. Of the resignations and transfers,

70.3percent were new hires (five or fewer years of employment) and 29.7

percent were mid-career employees (not new hires and not eligible for

retirement).

In scal year 2016, the retirement eligibility pool (currently eligible and

expected to obtain eligibility within ve years) for female bank examiners

was 29.7 percent, which was the lowest retirement eligibility rate since

scal year 2011, compared with an average of 31.0 percent over the past

ve years. Because of the historical growth in the retirement eligibility

pool, retention of female bank examiners continues to be a challenge.

Female bank examiners were promoted at a greater rate (42.3 percent) than

their rate of participation in the workforce (38.7 percent) in scal year

2016.

In scal year 2016, the OCC continued to use the Treasury Department

Employee Exit Survey tool to gain information from separating employees

about their work experiences. Job stress, travel requirements, and

workload continued to be reasons most often cited by separating female

bank examiners in exit survey responses. Two factors rated high in scal

year 2015 showed improvement in scal year 2016—ofce morale and

relationship with supervisors (recognition of efforts, contributions, and

achievements).

The OCC offers exible work arrangements, including ex days, gliding

work schedules to enable varying arrival and departure times, credit hours,

and telework arrangements. A majority of employees take advantage of

these schedules: 85.0 percent ex, 64.0 percent vary their work schedules,

and 80.0 percent telework, with 34.0percent of employees’ teleworking

either on a recurring or episodic basis at least once a month for the

majority of the year. In addition, the OCC revised its Alternative Work

Schedule Program to allow employees at every band level to request a

5/4/9 work schedule. The program was previously not available to senior

managers. This change was a direct outcome of the action plan to expand

opportunities for females and minorities in senior-level positions (SLP).

Ofﬁce of the Comptroller of the Currency 23

Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

Table 8: Female Bank Examiner Proﬁle by EEO Groups, Five-Year Trend

Participation rates of EEO groups are in percentages.

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Female

Hires

42.4

2000

OCLF

36.0

45.3

2010

OCLF

35.1

32.4

38.1

34.4

Separations 31.9 35.1 40.5

34.0 37.3

OCC wrk. part. 38.8

39.2

38.5

39.0

38.7

Asian

female

Hires

2.8

2000

OCLF

2.4

4.0

2010

OCLF

3.2

0.0

2.5

4.7

Separations 2.9

0.5

3.5

3.1

2.4

OCC wrk. part. 2.6

2.9

2.7

2.6

2.8

Black

female

Hires

6.9

2000

OCLF

6.8

8.7

2010

OCLF

7.8

9.6 7.1

6.7

Separations 5.9 5.8 5.2 7.2

5.7

OCC wrk. part. 6.0

6.3

6.6

6.7

6.8

Hispanic

female

Hires

1.6

2000

OCLF

2.4

3.7

2010

OCLF

2.1

2.2

4.6 3.2

Separations 2.0 2.7

3.0

1.0 2.9

OCC wrk. part. 2.5 2.5

2.4

2.7

Native

American

female

Hires

0.2

2000

OCLF

0.0

0.3

2010

OCLF

0.0

0.5 0.0

Separations 0.0 0.5 0.4 0.0 0.5

OCC wrk. part. 0.4 0.5 0.4 0.5 0.4

White

female

Hires

30.3

2000

OCLF

23.2

28.3

2010

OCLF

21.6

20.6

23.3

19.8

Separations 21.1 25.0 28.0

22.2 25.8

OCC wrk. part. 26.9

26.7

26.2

26.3

25.8

Source: MD-715 workforce data table as of September 30, 2016.

Female bank examiner workforce participation and hiring rates below the 2000 and 2010 bank examiner OCLF rates.

Female bank examiner separation rates above their workforce participation rates.

Note: The 2010 NCLF and OCLF were used as comparators starting with the FY 2013 workforce participation and hire rates, while the 2000 NCLF and OCLF were used as

comparators for FY 2012.

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

In scal year 2016, the OCC hired 174 entry-level bank examiners,

of whom 33.9 percent (59) were females, a lower percentage than in

scal year 2015 (38.9 percent). The OCC researched, posted its entry-

level announcements, developed relationships, held presentations and

information sessions, participated in campus career fairs, and contacted

the alumni associations at the following women’s colleges: Bryn Mawr

College, College of Saint Benedict, Mills College, Spelman College, and the

University of Saint Joseph. The OCC also performed similar activities at

colleges and universities with a large female student body

(60.0 percent or greater), including the following: Boston University,

Howard University, Lourdes University, Madonna University, Maryville

University, Misericordia University, Muhlenberg College, North Carolina

A&T State University, Radford University, Saint Mary’s College of

California, the State University of New York (SUNY) at Geneseo, SUNY

at Oneonta, University of Saint Mary, Utica College, and Winthrop

University. In addition, the OCC hired nancial interns in its district

ofces and expanded the program to include LBS. In scal year 2016, LBS

hired two nancial interns and the districts hired 17 nancial interns, of

whom 52.6 percent were females.

Vacancy announcements for entry-level bank examiner positions were also

posted on NACELink OneStop, which includes over 150 schools (including

women’s colleges), and with the Women’s Alliance and American Women’s

Society of Certied Public Accountants. The OCC also participated in the

following meetings, conferences, and career fairs to develop relationships

and gain access to a diverse student applicant pool: BAP national and

regional meetings, Women’s MBA Conference, National Association of Black

Accountants Student National Conference and career fair, and Prospanica

Annual Conference, which expanded its focus to include undergraduates.

The OCC’s national recruitment ofce and district recruitment specialists,

human resources (HR) consultants, and other HR professionals from

across the agency meet semiannually to discuss the entry-level bank

examiner recruitment process and practices. This review includes

recruitment strategies, campaign hiring results, and ways to evaluate and

improve the recruitment process (e.g., outreach and sourcing, targeted

schools and organizations, testing, interviewing process and participants,

hiring results, tracking and analysis, and training for interviewers,

interviewing panelists, and HR specialists). The outcome of these

meetings often results in process improvement changes. In addition,

senior management and all key stakeholders were briefed periodically and

after each hiring campaign on program changes and results, including an

analysis of the applicant pool and hires. Some of the efforts and program

changes made in scal year 2016 included the following:

n Began preparations for a formal evaluation of the OCC’s current

assessment process for NB-III assistant bank examiner positions. The

purpose of this review is to verify the critical competencies evaluated

during the assessment process, and ensure that their job-relatedness is

documented.Multiple focus groups were held with entry-level bank

examiners to capture their opinions on the assessment process.

n Continued to use “A Guide for the Recruiter” that provides

information on testing, Performance Assessment Network centers,

and advice on how to handle difcult people at career events, etc.

n Updated the overall recruitment strategic plan to expand the outreach

strategies for the experienced examiner hires and hard-to-ll non-

supervision positions; and expanded the recruiter training to include

specialized recruitment skills needed for LBS. In addition, each district

continued to update its recruitment strategies based on successful

historical results, diversity of hires, shared best practices, and needs

assessment.

n Analyzed diversity of hiring results from schools not a part of the

entry-level bank examiner recruitment program to determine if they

should be added to the active recruitment list.

n Maintained the OCC’s career web page to improve the marketing

strategy and attract diverse employee participation, and created a new

web page to feature the LBS entry-level bank examiner recruitment

program.

n Continued to promote the understanding and support of the agency’s

diversity goals in the training module for recruiters and interviewers.

Conducted ve training sessions in scal year 2016.

n Sponsored focus group sessions semiannually with entry-level bank

examiners to capture their on-boarding and rst years of experience

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Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

on the job. In scal year 2016, seven sessions were conducted, and ve

are planned for scal year 2017.

Process improvement efforts will continue at the national and district/eld

levels in scal year 2017.

In addition to the entry-level recruitment efforts, the OCC continued its

efforts to expand sourcing pools for experienced female bank examiners.

All of the agency’s district and Headquarters recruitment specialists

participate in the following specialty conferences: ACAMS Conference,

ABA/BSA Conference, CBA Conference, and the FIRMA Conference.

The recruitment specialists sponsored a booth and distributed recruitment

materials on experienced specialty examiner jobs. They also sent out

marketing e-mails with vacancy announcements to potential job candidates

following the conference to solicit their application for employment.

In addition, the OCC placed a full-page ad in the Fall 2016 issue of

Professional Woman’s Magazine.

The OMWI works collaboratively with management ofcials in the agency’s

Human Capital (HC) and bank supervision departments to identify barriers

that may impede the realization of parity for female bank examiners across

all EEO groups. OCC management briengs highlighted departmental

workforce trends and areas requiring special attention, including targeted

recruitment, retention strategies, and succession planning.

In scal year 2016, 59 bank examiners successfully passed the UCE, of

whom 40.7percent (24) were females, down from 46.0percent in scal

year 2015, but greater than their examiner workforce participation rate

of 38.7 percent.

The OCC also provides separate career forums that are

designed for examiners who have been commissioned for a three- to ve-

year period as well as a forum for experienced hires. These forums provide

participants with information about OCC career and assignment

Of employees who successfully passed the UCE, 10.2 percent (six) were Blacks, 8.5percent (ve) were Asians, 6.8 percent (four) were Hispanics, and 1.7 percent (one) identied as Small ERI

groups. All minority groups, except Hispanics and Small ERI groups, passed the UCE in scal year 2016 at rates lower than in scal year 2015.

Of employees who successfully passed the cross-credential examination, 20.4 percent (11) were Blacks, 5.6percent (three) were Hispanics, 1.9 percent (one) was Asian, and 1.9 percent (one)

was from Small ERI groups. All of these groups, except Hispanics and Asians, passed the cross-credential test in scal year 2016 at rates below their pass rates in scal year 2015.

Of employees who were selected for the EXCEL I classes, 36.8 percent (seven) were Blacks, and 5.3 percent (one) was Asian.

Of employees who were selected for the EXCEL II classes, 24.1 percent (13) were Blacks, 5.6 percent (three) were Hispanics, and 3.7 percent (two) were Asians.

opportunities. Additionally, participants gain exposure to various bank

supervision departments and other career choices at Headquarters. These

offerings demonstrate the OCC’s commitment to engage examiners in

enhancing their career development and improve retention.

In scal year 2016, 54 bank examiners (NBEs and FTRs) successfully

passed the cross-credential examination, of whom 44.4 percent (24) were

females, greater than their examiner workforce participation rate of

38.7 percent.

The OCC implemented the EXCEL I Program in its LBS department in

scal year 2012. EXCELI provides bank examiners the opportunity to

develop expertise in one of eight specialty areas. Interested examiners

apply for permanent bank examiner positions in LBS and become part of

a developmental team in one of the specialty areas for a 12- to 24-month

period. On successful completion of the program, candidates remain in LBS

to work in their specialty area as members of a large bank team.In scal

year 2016, 19 bank examiners were selected for two EXCEL I classes, of

whom 57.9 percent (11) were females.

In scal year 2016, LBS launched the EXCEL II Program, expanding

professional development opportunities for bank examiners in pay

band NB-IV in the eight specialty areas of the EXCEL I Program. The

bank examiners in EXCEL II will complete a 12-month program to gain

initial exposure and understanding of the specialty skill. On successful

completion of the training period, EXCEL II bank examiners will continue

to develop their skills by working on specialty skills teams. In scal year

2016, 54 bank examiners were selected for EXCEL II classes, of whom 33.3

percent (18) were females.

The LeaderTRACK program is designed to build and maintain a pipeline

of qualied employees to meet future bank supervision leadership needs.

In scal year 2016, there were no additions to the LeaderTRACK program.

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

Five new employees (one female and two minorities) were added to the

program in early scal year 2017.

Another way in which the OCC is addressing its retention of female bank

examiners is through career development. Female bank examiners gain

value from the agency’s formal and informal mentoring programs, career

and leadership development programs (examiner and non-examiner),

career development opportunities, and related resources, include training

curriculum and courses. Also, MCBS and LBS established a SharePoint

site to advertise and solicit expressions of interest in functional examiner-

in-charge assignments in Midsize Bank Supervision, and rotational

assignments in LBS and International Banking Supervision. These internal

developmental assignments are for examiners interested in gaining

experience in these lines of business, specialty skill areas, and leadership.

Opportunities are announced to all employees on the agency’s intranet

site. The ENGs also communicate these opportunities to their members.

In an effort to improve retention in the agency, the OCC also sponsored a

Voluntary Transfer List Program, which gives examiners the opportunity

to be considered for a local reassignment or to a different geographic

location within the OCC. The OCC also established formal examiner

rotational requirements and issued a related Policies and Procedures

Manual. The examiner rotational requirements provide staff with a richer

and more diverse set of experiences, promote rotational cross-training

opportunities, enhance professional and leadership development, support

agency succession planning, and strengthen supervisory processes and

examiner expertise.

The OCC has long beneted from the value provided by The Women’s

Network (TWN). In scal year 2016, TWN continued its efforts to support

the retention of female bank examiners through its mentoring circles.

Mentoring circle topics included “Career Exploration I,” “Work/Life

Balance,” “Uniform Commission Examination Preparation,” “Leadership

I,” and “Leadership II.” TWN also co-sponsored teleconferences on

leadership in support of the continuing joint ENG theme, “leadership at all

Employees in supervisor roles and positions require the exercise of supervisory or managerial responsibilities as set forth in Ofce of Personnel Management directives, OCC classication

guidance, and other related directives.

Employees in pay band NB-VIII and NB-IX positions are equivalent to Senior Executive Service positions in the General Schedule.

levels,” and in support of the agency’s leadership initiative. TWN issued

newsletters that focused on issues of leadership in women’s professional

and personal lives, and held networking events to provide information on

methods and activities for workplace networking among employees.

In scal year 2017, the OCC will continue to focus efforts toward

increasing the participation rate of female bank examiners, with special

emphasis on recruitment and retention activities. The OMWI will continue

to collaborate with bank supervision leadership and TWN to address

recruitment and retention challenges for female bank examiners.

Increasing the Participation of Females and Minorities in Supervisor

Roles and Senior-Level Positions

In scal year 2016, the OCC continued to experience low participation of

females and minorities in supervisor positions

and SLP

compared with

their workforce participation rates. Females participated at 45.2 percent

of the OCC workforce and held 37.7percent of supervisor positions and

29.3 percent of SLP. Minorities made up 34.2percent of the workforce and

held 23.9 percent of supervisor positions and 17.2percent of SLP. Minority

participation increased in scal year 2016 in both supervisor positions

and SLP by 0.2 and 2.9 percentage points, respectively. Participation rates

of females increased in SLP by 2.5 percentage points and decreased in

supervisor positions by 0.6 percentage points (see tables9 and 10).

Black female and Asian male participation rates increased in SLP, although

they remained below their workforce participation rate. Black males

remained above parity in SLP, although their participation rates decreased.

In supervisor roles, Asian males remained above parity in scal year 2016.

In addition, Asians and Black male participation rates increased in supervisor

positions in scal year 2016. For additional details on participation rates

from scal year 2012 to 2016 of females and minorities in supervisor

positions, SLP, and feeder grades, please refer to appendixes M and N.

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Table 9: Participation in Supervisor Positions by EEO Groups, FY 2015 to FY 2016

Participation rates of EEO groups are in percentages.

FY 2015 FY 2016

OCC workforce

participation

OCC supervisor

participation

OCC workforce

participation

OCC supervisor

participation

Supervisor participation

percentage point change

from FY 2015 to FY 2016

Male 54.9 61.7 54.8 62.3 +0.6

Female 45.1 38.3

45.2 37.7

-0.6

Minority male 14.9 12.3

15.6 12.8

+0.5

Minority female 18.2 11.4

18.6 11.1

-0.3

Minority 33.1 23.7

34.2 23.9

+0.2

Asian 7.8 6.4

8.4 7.4

+1.0

Black 17.2 10.6

17.6 10.8

+0.2

Hispanic 6.8 6.1

6.9 5.2

-0.9

Small ERI groups 1.3 0.6

1.3 0.5

-0.1

White 66.9 76.2 65.8 76.1 -0.1

White male 40.0 49.4 39.2 49.5 +0.1

White female 26.9 26.8

26.6 26.6 -0.2

Total 3,819 358 3,958 406

Source: OCC HR Data Mart as of October 1, 2016.

EEO groups participated at rates below their workforce participation rates.

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

Table 10: OCC Participation in SLP by EEO Groups, FY 2015 to FY 2016

Participation rates of EEO groups are in percentages.

FY 2015 FY 2016

OCC workforce

participation

NB VIII-IX

(equiv. SLP)

OCC workforce

participation

NB VIII-IX

(equiv. SLP)

SLP participation

percentage point change

from FY 2015 to FY 2016

Male 54.9 73.2 54.8 70.7 -2.5

Female 45.1 26.8

45.2 29.3

+2.5

Minority male 14.9 10.7

15.6 12.1

+1.4

Minority female 18.2 3.6

18.6 5.2

+1.6

Minority 33.1 14.3

34.2 17.3

+3.0

Asian 7.8 1.8

8.4 3.5

+1.7

Black 17.2 10.7

17.6 12.1

+1.4

Hispanic 6.8 1.8

6.9 1.7

-0.1

Small ERI Groups 1.3 0.0

1.3 0.0

White 66.9 85.7 65.8 82.7 -3.0

White male 40.0 62.5 39.2 58.6 -3.9

White female 26.9 23.2

26.6 24.1

+0.9

Total 3,819 56 3,958 58

Source: MD-715 workforce data table as of September 30, 2016.

EEO groups participated at rates below the workforce participation rates.

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Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

Females (42.3 percent) and minorities (3.8 percent) in the SLP feeder grade

(GS-15 equivalent) participated in several formal career development

programs and training courses that provided learning and continuous

growth opportunities in scal year 2016. Participation rates of females

and minorities declined from scal year 2015 by 9.2 percentage points and

8.3percentage points, respectively.

Supported by the Comptroller and the Executive Committee (EC), in

scal year 2015 the OMWI established an interdisciplinary working

group of employees to perform a barrier analysis to improve diversity

and promote inclusion in SLP and their pipeline positions. The Diversity

and Development Working Group analyzed data, conducted root cause

analyses, reviewed agency policies and practices, researched best practices,

identied potential solutions, and developed an implementation framework

to support the increase of females and minorities in SLP. The working

group identied three main causes for the disparity in the participation

of females and minorities in SLP and their pipelines: leadership skill

barriers, cultural barriers, and career aspirations. The leadership skill

barrier includes issues of ofce morale, encouragement, and the role of

leaders. The cultural barrier involves clear recognition of the value of

diversity in the organization. The career aspirations barrier includes travel

requirements, job stress, geographic relocations and family obligations, and

work/life balance. In scal year 2016, ndings and recommendations of the

working group were presented and approved by senior management, and

implementation of an action plan began. Execution of the action plan will

continue in scal year 2017.

The efforts of the working group also addressed the recommendation

by the Treasury Department Ofce of Inspector General (OIG) and the

EEOC for the OCC to continue its efforts to increase the participation

of minorities and women in supervisor positions and SLP. This

recommendation was part of the OIG’s nal report from its scal year

2014 review of the OCC’s personnel practices and other efforts to increase

agency diversity, create a workplace free of systemic discrimination,

and provide equal opportunity for minorities and women to obtain SLP.

The recommendation was also part of the EEOC’s nal report issued in

November 2015 based on a status review of the OCC’s EEO program.

The OCC continued efforts to implement the goals and objectives of

the leadership initiative, designed to create a systematic and sustainable

process for succession planning that enhances continuity, development, and

diversity of leadership at all levels of the organization.

The Leadership Developmental Advisory Board (LDAB) provides

leadership, guidance, and governance for leadership development. The

Executive Director of OMWI serves as a member of the LDAB. In scal

year 2016, the OCC Leadership Institute was established as an enterprise-

wide approach to the systematic development of leaders at all levels

through a competency-based curriculum and developmental assignments.

The core components of the institute incorporated many of the agency’s

career development initiatives that were already under way.

Also, in scal year 2017 the agency will develop a competitive Executive

Development Program that focuses on key executive competencies.

New leadership courses were piloted and launched in scal year 2016

for managers, supervisors, and employees; these courses include Career

Development Conversations, Career Power, Coaching for Results,

Leadership Foundations, Leading and Engaging, and Leveraging Diversity

and Creating an Inclusive Work Environment. The OCC also continued to

administer a robust Executive Coaching Program, sponsor the Leadership

Development Speakers’ Bureau, hold informational manager forums, and

publish a quarterly management newsletter, Compass, to educate and

inform managers of leadership development opportunities.

The OCC combined its Organizational Development and Leadership

Development functions into one new department—Leadership, Executive,

and Organizational Development (LE&OD), led by a Deputy Comptroller.

The new organization combines the strengths of both groups while

expanding executive development and resources.This change emphasizes

the importance of leadership, organizational development, and change

management at the agency. LE&OD will serve as the key advisor to

the Comptroller and senior leadership on the design, development,

and implementation of leadership and career development programs,

organizational development, and succession management strategies,

including enterprise workforce planning.

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

The ENGs collectively continued “leadership at all levels” as their theme in

2016, to encourage understanding and commitment to the OCC leadership

journey. They hosted three national leadership teleconferences related to the

OCC’s leadership initiative. The focus was to help employees understand

why the OCC needs leaders at every level of the agency and how employees

can take advantage of opportunities to identify and develop leaders.

The OCC revisited and promoted its agency-wide Mentoring Resource

Toolkit web page, which provides a one-stop shop for information and

guidance on becoming a mentee or mentor, or establishing a mentoring

program in the agency. The OCC also created a “Quick Guide for

Mentoring” that provides guidance on establishing an informal mentoring

program from design to evaluation, and a “Quick Guide for Mentoring

Relationships” to provide basic information to potential mentors and

mentees. Both guides include web links to OCC resources that support

mentoring and leadership development. The OCC’s ENGs are an additional

resource for mentoring in the agency, given their active involvement in the

development and maintenance of meaningful mentoring programs.

In scal year 2017, the OCC will continue to execute the goals and

objectives of its leadership vision and initiatives, aimed at ensuring

continuity, development, and diversity of leadership at all levels of

the organization. Also, the OCC will create a leadership and career

development policy, formalize and promote the Executive Development

Program and Career Development Center, and fully integrate the

Leadership Institute with core components of executive, leadership, and

career development, mentoring, and coaching.

Also, the OCC will continue to execute the action plan framework

and partner with key stakeholders throughout the agency on the

implementation process as well as track and monitor the agency’s progress.

WORKFORCE ENVIRONMENT

Agency Commitment

The Comptroller supervises all EEO/Diversity and Inclusion matters

through the Executive Director for OMWI. The alignment of OMWI

as a direct report to the Comptroller demonstrates commitment from

agency leadership and provides direct access to the Comptroller, achieved

by regularly scheduled meetings between the OMWI Executive Director

and the Comptroller. EEO and diversity agenda items are reviewed with

the Human Capital Subcommittee of the EC. In addition, individual

business unit meetings and reviews serve to foster executive support and

commitment for the EEO/Diversity and Inclusion Program.

The OMWI Executive Director continues to collaborate with the senior

leadership team in the Ofce of Management (OM), when EEO and

diversity concerns are discussed as part of the agency’s operations

management and human capital plans and initiatives. Such collaboration

allows for a more robust exchange of ideas on matters with overarching

agency implications. The OMWI and HC ofces have a strong partnership

to support and address the agency’s human capital needs and challenges.

Diversity briengs are held with senior leadership teams to discuss their

departmental workforce trends and areas of special attention, including

targeted recruitment, retention strategies, and succession planning. One-

on-one EEO/diversity and inclusion discussions are held with senior

managers when needed or requested. These reviews have facilitated

the integration of the principles of the OCC’s EEO/diversity and

inclusion plans and reports into business unit plans. Moreover, the EEO/

diversity and inclusion plans and reports are reviewed annually with the

Comptroller after input from key agency stakeholders and EC members.

The OCC also benets from the input of its six ENGs that advance special

emphasis programs: the Network of Asian Pacic Americans (NAPA); the

Coalition of African American Regulatory Employees (CARE); PRIDE

(the Gay, Lesbian, Transgender, and Bisexual Employees network group);

HOLA; TWN; and Generational Crossroads (Crossroads). In addition,

concerted efforts are under way to establish a veterans-related ENG. The

ENGs serve as a collective voice in communicating workplace concerns and

providing input to management around diversity and inclusion programs

and activities within the OCC. The groups also hold an annual leadership

forum with the Comptroller, their EC sponsors, and other EC members to

align individual group objectives with agency strategic priorities pertaining

to recruitment, career development, and retention. ENG ofcers also

Ofﬁce of the Comptroller of the Currency 31

Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

engage in quarterly calls to discuss progress of key activities and share best

practices across groups. For additional information about the OCC’s ENGs,

please refer to appendix O.

The OCC has allocated sufcient resources to train all employees on the

EEO/Diversity and Inclusion Program. Some of the agency’s efforts in

scal year 2016 included providing EEO, alternative dispute resolution

(ADR), and diversity and inclusion training during new hire orientations,

new manager orientations, and training sessions for team leaders and

assistants. Cumulatively, the sessions provided training on an array

of issues: managing and participating in a diverse work environment;

discrimination, including workplace harassment; generational diversity;

ADR; and conict resolution tools, including “Crucial Conversations” and

Diversity Dialogue sessions. The OCC conducted 30 Diversity Dialogues

with more than 500 employees and 30 supervisors/managers in different

ofces in Headquarters, the districts, and eld locations.

In scal year 2016, the OCC piloted a leadership course, “Leveraging

Diversity and Creating an Inclusive Work Environment,” specically

tailored for managers and rating ofcials to explore the impact of

unconscious bias and leveraging diversity and inclusion in hiring,

promotions, performance management, and succession management. The

pilot course was very successful, receiving high favorability evaluations.

The course will be offered in scal year 2017.

All new managers and supervisors are required to complete a four-

and-a-half-day Manager Orientation, which includes a review of their

responsibilities in creating and managing a diverse workforce, upholding

the principles of EEO and ADR, and responding to requests for reasonable

accommodations. All new hires are required to complete No FEAR Act

training within 60 days of beginning their employment. All employees

were required to complete No FEAR Act training in scal year 2016

(training is required every two years).

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2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

Career Development

Table 11: OCC Career Development Training, Three-Year Trend

Participation rates of EEO groups are in percentages.

Total Male Female Asian Black Hispanic

Small ERI

groups White

FY 2014 1,625 58.5 41.5 7.3 13.7 3.1 6.9 69.0

FY 2015 1,440 58.4 41.6 6.9 14.9 8.6 1.3 68.3

FY 2016 1,506 59.6 40.4 7.2 14.9 8.6 1.0 68.3

Average

OCC workforce

participation rate

54.6 45.4 7.5 16.9 6.6 1.5 67.5

Source: OCC TLMS Data Mart as of September 30, 2016.

Table 12: OCC Diversity and EEO Training, Three-Year Trend

Participation rates of EEO groups are in percentages.

Total Male Female Asian Black Hispanic

Small ERI

groups White

FY 2014 413 43.8 56.2 6.5 15.0 8.0 1.2 66.8

FY 2015 1,155 53.9 46.1 6.8 16.4 6.8 1.0 69.0

FY 2016 1,364 52.6 47.4 6.5 16.7 7.8 0.9 68.2

Average

OCC workforce

participation rate

54.6 45.4 7.5 16.9 6.6 1.5 67.5

Source: OCC TLMS Data Mart as of September 30, 2016.

Note: Participation of Diversity Dialogues not included in the diversity and EEO training.

The OCC offers more than 70 career development training courses for

employees to acquire the competencies, skills, and knowledge for their

continual learning and career development. In scal year 2016, 1,506

employees participated in these courses. The training participation rates

were: females, 40.4 percent; Blacks, 14.9 percent; Hispanics, 8.6 percent;

Asians, 7.2percent; and persons of Small ERI groups, 1.0 percent. All

groups, except Hispanics, participated in the training courses at rates

below their workforce participation rates, but near or above each group’s

training participation rate in scal year 2015 (see table 11). In addition to

skills training, 1,364 employees received diversity and EEO training, not

including the biannual No FEAR Act Training

in scal year 2016 (see table 12).

Additionally, the OCC offered 13 leadership

courses to prepare employees across the

agency for formal leadership or to enhance

their current leadership capabilities. In scal

year 2016, 971employees participated in these

courses. The training participation rates were:

females, 49.4percent; Blacks, 13.7 percent;

Hispanics, 8.3 percent; Asians, 7.7 percent; and

persons of Small ERI groups, 1.3 percent.

In scal year 2016, the OCC’s managers

and supervisors participated in four agency-

sponsored Manager Forums (877 attendees/

occurrences) through audio/video/phone

conferences on various topics of interest.

In addition, over 1,500 employees viewed

Leadership Channel Videos through the HC

training and development organization.

The OCC continued to use its Opportunities

Board SharePoint site, which has been the

intranet vehicle to announce and market

career developmental opportunities. The

agency also has a more comprehensive

Employment and Opportunities intranet web page to advertise,

solicit, and provide information on various employment and career

development opportunities throughout the agency, including rotational

and detail assignments, internships, volunteer employment, career ladder

advancement, and voluntary transfers. Opportunities featured on the

web page include various occupational series, grade levels, locations,

and assignment dates. The site has links to the systems and portals for

Ofﬁce of the Comptroller of the Currency 33

Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress

submitting and tracking expressions of interest and obtaining vacancy

and opportunity announcements and related information, such as the

MCBS and LBS Assignments SharePoint site. The web page also includes

reference material, such as hiring and recruitment policies and procedures,

employment policies, and the on- and off-boarding process.

Employee Engagement

OCC leadership is committed to the employee engagement process, which

is one of several initiatives the Comptroller implemented across the agency

to enhance its effectiveness and ensure that the OCC continues to be a

great place to work. In scal year 2016, OCC employees participated in the

engagement survey for a third time and the results show why the OCC is

such a strong and highly engaged organization, with core strengths that

continue to grow. The overall results showed that employees were satised

with their jobs and immediate managers and highly focused on external

stakeholders. The OCC’s work environment is healthier than previous

survey results, with increased levels of respect and professionalism, and

employees are becoming more comfortable expressing their opinions.

Employees also reported more optimism about training and career

development opportunities and expressed more satisfaction with team

collaboration and work/life balance.

The survey results indicate that the agency has two areas that require

continued attention: (1)processes for handling sensitive issues and

(2) leadership communications. Two task forces were established in

December 2015 to address these areas; their ndings and recommendations

were presented and adopted by senior leadership. Execution of the

recommendations began in scal year 2016 and will continue in scal

year 2017. One of the key recommendations was to establish an Internal

Ombudsman function, which will be launched in scal year 2017. In

addition, action plans were developed at the work group level for each

business unit and for the agency as a whole to build on momentum.

The OCC is committed to developing a sustainable and robust employee

feedback program to measure engagement and continuously improve the

workplace.

The OCC continued efforts to strengthen its culture and ensure a

professional environment that is supportive of the needs of its employees.

Over the last year, OCC staff worked to enhance agency morale and

its sense of shared purpose through improved communication within

the agency. To assist in this effort, a Decision Making and Execution

Framework was established to ensure that those with the right skills and

experiences are included in the decision-making process for key agency

issues and that they actively share information and knowledge as they

collaborate to address an issue. In addition, the Comptroller and senior

executives provided strategic priority status updates periodically to all

employees by e-mail.

In 2016, OCC employees participated in the Federal Employee Viewpoint

Survey (FEVS), designed to measure employees’ views on topics pertaining

to diversity, family-friendly culture, leadership, pay, teamwork, and

training and development. The 2016 FEVS invited all permanent OCC

employees as of October 31, 2015, to participate. More than 2,000 OCC

employees completed the survey, representing a 61.4 percent response rate.

OCC employees responded more favorably in all major categories than the

rest of the federal government and in all but one category than employees

of the Treasury Department. OCC employees responded most favorably

to questions in the categories for work/life (81.7 percent), supervisors

(79.2 percent), and work experience (73.7 percent). The OCC’s employee

engagement index and global satisfaction index scores (both 68.0 percent)

exceeded the scores of the Treasury Department (67.0 and 60.0percent,

respectively) and the federal government (65.0 and 61.0 percent,

respectively). The FEVS results were also analyzed using a formulated

diversity and inclusion index created by the Ofce of Personnel

Management that looks at questions that address fairness, open-

mindedness, cooperativeness, supportiveness, and empowerment.

Although the OCC’s average diversity and inclusion index rating declined

8.0 percentage points to 62.0 percent, and to a “Fair” overall ranking,

the agency’s index rating remains higher than that of the Treasury

Department (60.0percent) and the federal government overall

(58.0 percent).

Ofﬁce of Minority and Women Inclusion34

2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention

The Partnership for Public Service uses the data from the FEVS to create

“The Best Places to Work in the Federal Government” rankings. Based on

the 2016 FEVS data, the OCC ranked 95 of 305 agency subcomponents.

Of the categories making up the overall rankings, the OCC ranked 86 in

support for diversity and 35 in training and development.

Program Accountability

All OCC managers, supervisors, and EEO/Diversity and Inclusion Program

ofcials are stakeholders in the effective implementation of the agency’s

EEO Program. EEO/diversity and inclusion program ofcials advise and

assist managers and supervisors with their EEO/diversity and inclusion

program-related responsibilities. The HC and OMWI ofces collaborate

to ensure that personnel actions conform to the EEOC management

directives. In scal year 2016, all OCC supervisors and managers were

required to complete training on Prohibited Personnel Practices and

Whistleblower Protection Laws.

OMWI staff works with senior managers to identify barriers that may

impede the realization of the agency’s EEO, diversity and inclusion goals.

The OCC conducts periodic reviews of the agency’s merit promotion

program policy and procedures, employee recognition and awards program,

and employee development and training programs to address deciencies

or concerns. In scal year 2016, the following policies and procedures were

reviewed and updated, as appropriate: Employee Administrative Grievance

System, Alternative Work Schedule Program, Telework Program,

Employee Training Policy, Examination Technician Program, Examiner

Rotational Requirements, and the UCE.

Additionally, the Compensation Program and the Incentive Awards policies

and procedures remain under review and are expected to be nalized in

scal year 2017. HC stafng and hiring procedures and directives are also

under review as part of the agency’s effort to continuously improve its

hiring process, to include a review of the Merit Promotion Plan, which

will be released in scal year 2017. One of the most signicant policy

changes is to the hiring process for experienced bank examiners and the

establishment of internal procedures, which will be effective in scal year

2017.

Plans for the periodic review of policies and procedures include the

development of new guidance and directives based on internal quality

control review ndings. An Excepted Service policy is also being

developed and will be issued in scal year 2017. The OCC’s OM will

launch an initiative in scal year 2017 to review and update all policies

and procedures issued by OM ofces—HC, Information Technology

Services, Financial Management, Workplace Services, and Ofce of

Security. Some of the policies scheduled for review are Position Evaluation

Plan, Alternative Location Arrangements, Part-Time Employment, and

Reduction-in-Force.

The OCC is undertaking a comprehensive review and redesign of its

performance management system, including the performance appraisal

process.The OCC started this project in response to employee and

manager concerns about the system, such as (1) fairness and consistency

in ratings, (2) clarity and overlap in the performance evaluation elements,

(3)the quality of performance feedback, and (4) the process for addressing

poor performance.The project team has completed a best practices review

and an evaluation of the current system.A job analysis to develop new,

validated performance appraisal criteria is under way. Recommendations

for new performance management and appraisal processes are expected in

spring 2017.Generally, all stafng policies, including the merit promotion

policy, are reviewed at least annually to ensure compliance with applicable

laws, regulations, and other guidance.

Ofﬁce of the Comptroller of the Currency 35

2016 Annual Report to Congress

Regulated Entities

The OCC regulates and supervises 1,429 institutions. Of these institutions,

997 are national banks, 384 are federal savings associations, and 48 are

federal branches of foreign banks. These national banks and federal

saving associations have combined assets of $11.4 trillion (representing

68.0percent of total U.S. commercial banking assets), and the federal

branches of foreign banks have combined assets of $306 billion.

Section 342 of Dodd-Frank requires the federal nancial agencies,

including the OCC, CFPB, FDIC, Board, NCUA, and SEC (collectively,

the agencies), to develop standards for assessing the diversity policies and

practices of the entities they regulate. In satisfaction of this requirement,

the agencies published in the Federal Register the “Final Interagency

Policy Statement Establishing Joint Standards for Assessing the Diversity

Policies and Practices of Entities Regulated by the Agencies” (joint

standards) on June 10, 2015.

The nal joint standards recognize and reect consideration of the

varying circumstances of the regulated entities, with regard to governance

structure, total assets, workforce size, geographic location, and community

characteristics. The standards provide a framework for regulated entities to

assess and to create or strengthen their diversity and inclusion policies and

practices in these key areas:

As of September 30, 2016.

n Organizational commitment to diversity and inclusion

n Workforce prole and employment practices

n Procurement and business practices (supplier diversity)

n Practices to promote transparency of organizational diversity and

inclusion

n Entities’ self-assessment process

On July 13, 2016, the Ofce of Management and Budget approved the

collection of voluntary self-assessment information from regulated

entities. OCC-regulated entities are encouraged to submit their diversity

self-assessments to the OCC and to make this information public through

their websites or other communication methods. The OCC designated a

web page with instructions for submitting diversity self-assessments and

additional information about the diversity self-assessments. The OCC will

collect the voluntary 2016 diversity self-assessments and any supporting

documents in the second quarter of scal year 2017.

The OCC OMWI Executive Director may use bank diversity information

to monitor progress and trends in the nancial services industry’s diversity

and inclusion practices related to employment and contracting activities.

Ofﬁce of Minority and Women Inclusion36

2016 Annual Report to Congress

Financial Literacy

The OCC is one of the 21 federal agencies represented on the U.S.

Financial Literacy and Education Commission (FLEC). The focus of the

FLEC in scal year 2016 was on the nancial literacy issues of youth,

or “starting early,” building on the experience and resources of FLEC

members to help young people learn the nancial basics before they join

the workforce and begin their careers. One of the major outcomes of

the FLEC was its support for community youth workforce development

programs that offer nancial capability training to participants.

Throughout scal year 2016, OCC staff participated in a number of

nancial literacy and education outreach events where the OCC’s nancial

literacy and consumer materials were distributed. These events included

the following: the Society for Financial Education and Professional

Development’s Financial Literacy Conference; Operation Hope’s Global

Forum; the Department of Defense Pentagon’s Financial Readiness

Fair; Financial Literacy Day on Capitol Hill; and the exhibit hall at the

Congressional Black Caucus Foundation Annual Legislative Conference.

The OCC also issued news releases supporting Earned Income Tax

Awareness Day, America Saves Week, and Financial Literacy Day on

Capitol Hill.

OCC staff participated in a number of nancial literacy meetings and

conferences, including the National Adult Protective Services Association

Summit on Elder Financial Exploitation; Age-Friendly Banking Innovation

Labs; Military Saves Quarterly meetings; Earned Income Tax Credit

events on Capitol Hill and in New York City; Alliance Against Fraud

meetings; American Savings Education Council; National Savings Forum;

Department of Defense Financial Readiness Roundtable meetings; World

Elder Abuse Awareness day; the Credit Builders Alliance Symposium; and

the Corporation for Enterprise Development Assets Learning Conference.

The OCC has educated its staff on a number of nancial literacy fronts.

For example, the OCC provided information about the importance of

savings and encouraged staff participation in nancial literacy volunteer

activities. During America Saves Week, the OCC published messages on

the benets of saving. Also, the OCC provided information on nancial

elder abuse that may be useful to OCC employees as they carry out the

OCC’s mission or respond to inquiries from nancial institutions. Further,

the OCC maintains a list of nancial literacy volunteer opportunities that

interested OCC staff may consider.

In scal year 2016, the OCC produced six issues of the bi-monthly

Financial Literacy Update enewsletter, which reports on events, initiatives,

and related resources of the OCC and other government agencies and

organizations. The Financial Literacy Update was sent to about 30,000

subscribers. The OCC also maintained a nancial literacy web resource

directory on the occ.gov website that provides information on nancial

literacy resources, issues, and events that are important to bankers,

organizations, and consumers of all ages. Additionally, the OCC has reports

that cover nancial literacy-related topics, such as the “School-Based Bank

Savings Programs” Community Development Insights report.

Ofﬁce of the Comptroller of the Currency 37

2016 Annual Report to Congress

Appendixes

APPENDIX A: OCC METHOD AND DATA SOURCES FOR

PAYMENTS AND AWARDS

Payments

The OCC uses the Core Financial System to track all agency expenditures,

including contractor payments. The OCC pays contractors within 15 days

of receipt of an invoice. Because contractors may submit invoices to the

OCC after the close of the scal year in which the contract actions were

reported to the FPDS-NG, the OCC’s total payments to contractors during

a given scal year may differ from the total awards.

Awards

The OCC follows the Federal Acquisition Regulation (FAR) for the

procurement of goods and services (48 CFR 1). The FAR denes a contract

action as “any oral or written action that results in the purchase, rent, or

48 CFR 2.101. A change in the micro-purchase threshold from $3,000 to $3,500 was effective October1, 2015.

The term “socioeconomic category” identies certain business ownership characteristics (e.g., WOB, small disadvantaged business, educational institution, and MOB). For more information,

see the FPDS-NG Government User’s Manual, version 1.4, p.135 (June 2013).

lease of supplies or equipment, services, or construction using appropriated

dollars over the micro-purchase threshold, or modications to these

actions regardless of dollar value. Contract action does not include

grants, cooperative agreements, other transactions, real property leases,

requisitions from federal stock, training authorizations, or other non-FAR-

based transactions” (48 CFR 4.601).

The FPDS-NG website is the central repository of information about

federal contracting and contains detailed information on contract awards

of more than $3,500.

The FAR requires federal contracting ofces to

submit complete and accurate data on contract actions to the FPDS-NG

(48 CFR 4.604(3)).

At the end of each scal year, the OMWI queries the FPDS-NG for

(1) OCC awards or “action obligations,” which are the net amount of

funds obligated or de-obligated for all contract actions entered into the

FPDS-NG, from October 1 through September 30; and (2) the business

owner’s socioeconomic category

for each award.

Ofﬁce of Minority and Women Inclusion38

2016 Annual Report to Congress | Appendixes

APPENDIX B: OCC PAYMENTS, FIVE-YEAR TREND

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

$ % $ % $ % $ % $ %

Total Payments 177,612,648.22 100.0 197,187,940.53 100.0 153,486,288.26 100.0 146,769,309.08 100.0 154,406,367.63 100.0

Minority-owned

or women-owned

business totals

64,514,109.23 36.3 64,549,744.14 32.7 59,733,467.34 38.9 58,017,878.99 39.5 60,595,166.63 39.2

Minority-owned 54,284,494.11 30.6 59,188,722.18 30.0 49,635,926.67 32.3 45,612,357.18 31.1 44,556,544.67 28.9

Women-owned 18,228,888.52 10.3 10,181,198.05 5.2 12,634,096.88 8.2 15,565,799.45 10.6 18,969,244.92 12.3

Both minority-owned

and women-owned

7,999,273.40 4.5 4,820,176.09 2.4 2,536,556.21 1.7 3,160,277.64 2.2 2,930,622.96 1.9

Asian American

39,821,311.90 22.4 47,067,227.29 23.9 39,603,713.07 25.8 33,709,019.28 23.0 31,340,346.04 20.3

Black American 7,393,189.13 4.2 8,003,354.74 4.1 5,961,528.99 3.9 6,878,398.42 4.7 5,465,888.45 3.5

Hispanic American 3,689,151.21 2.1 1,637,681.64 0.8 1,106,302.44 0.7 897,773.72 0.6 1,861,755.23 1.2

Native American

3,093,698.76 1.7 2,577,750.96 1.3 2,837,232.73 1.8 4,037,577.66 2.8 6,408,654.39 4.2

Other minority

534,422.33 0.3 117,832.58 0.1 187,539.47 0.1 238,512.14 0.2 234,766.53 0.2

Source: Core Financial System and FPDS-NG for FY 2012 to FY 2016.

Payments to businesses that were both minority- and women-owned were counted once in the MWOB total dollars and percentages.

Indicates this demographic group had an increase in payment total percentage for FY 2016 versus the previous scal year.

“Asian American” means Asian-Pacic Americans (persons with origins from Burma, Thailand, Malaysia, Indonesia, Singapore, Brunei, Japan, China, Taiwan, Laos, Cambodia (Kampuchea), Vietnam, Korea, the

Philippines, Republic of Palau, Republic of the Marshall Islands, Federated States of Micronesia, the Commonwealth of the Northern Mariana Islands, Guam, Samoa, Macao, Hong Kong, Fiji, Tonga, Kiribati, Tuvalu, or

Nauru) and Subcontinent Asian Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands, or Nepal). (See 48 CFR 52.219-1.)

“Native American” means American Indians, Eskimos, Aleuts, or Native Hawaiians. (See 48 CFR 52.219-1.)

“Other minority” means those businesses designating “minority-owned” but not designating Asian American, Black American, Hispanic American, or Native American. (See 48 CFR 52.219-1.)

Ofﬁce of the Comptroller of the Currency 39

Appendixes | 2016 Annual Report to Congress

APPENDIX C: OCC AWARDS, FIVE-YEAR TREND

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

% $ % $ % $ % $ %

Total Awards 117,655,195.49 100.00 154,317,026.74 100.00 151,483,399.54 100.00 141,451,849.27 100.00 140,389,148.70 100.0

Minority-owned or women-

owned business totals

40,362,428.31 34.3 58,242,589.58 37.7 60,570,022.31 40.0 54,590,293.40 38.6 39,666,008.71 28.3

Minority-owned 36,791,545.08 31.3 53,055,556.11 34.4 53,832,964.01 35.5 45,718,306.33 32.3 32,441,544.93 23.1

Women-owned 14,724,839.95 12.5 10,866,583.19 7.0 13,960,757.76 9.2 16,336,523.16 11.55 14,433,517.08 10.3

Both minority-owned and

women-owned

11,153,956.72 9.5 5,679,549.72 3.7 7,223,699.46 4.8 7,464,536.09 5.3 7,209,053.30 5.1

Asian American

20,066,375.17 17.1 42,159,868.59 27.3 39,282,118.11 25.9 28,721,147.82 20.3 14,734,954.72 10.5

Black American 2,820,834.17 2.4 8,521,991.78 5.5 6,198,682.57 4.1 6,224,777.00 4.4 5,852,331.25 4.2

Hispanic American 2,720,986.44 2.3 1,472,460.76 1.0 909,539.18 0.6 1,339,889.92 1.0 2,476,290.78 1.8

Native American

817,985.83 0.7 231,084.26 0.1 2,849,651.77 1.9 4,996,625.10 3.5 5,862,367.36 4.2

Other minority

10,626,875.09 9.0 758,071.33 0.5 4,694,815.74 3.1 4,688,692.41 3.3 4,215,580.31 3.0

Source: FPDS-NG for FY 2012 to FY 2016.

Note: “Awards” are action obligations—the net amount of funds obligated or de-obligated for all awards and modications entered into the FPDS-NG system during the scal year (October 1 through September 30).

Awards to businesses that were both minority- and women-owned were counted once in the MWOB total dollars and percentages.

Nauru) and Subcontinent Asian Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands, or Nepal). (See 48 CFR 52.219-1.)

“Native American” means American Indians, Eskimos, Aleuts, or Native Hawaiians. (See 48 CFR 52.219-1.)

“Other minority” means those businesses designating “minority-owned” but not designating Asian American, Black American, Hispanic American, or Native American. (See 48 CFR 52.219-1.)

Ofﬁce of Minority and Women Inclusion40

2016 Annual Report to Congress | Appendixes

APPENDIX D: OCC AWARDS BY TOP SEVEN NAICS CODES, FIVE-YEAR TREND

Source: FPDS-NG for FY 2012 to FY 2016.

FY 2016: $154 Million in Total Awards, 84% in Top Seven NAICS

FY 2015: $141 Million in Total Awards, 79% in Top Seven NAICS

Ofﬁce of the Comptroller of the Currency 41

Appendixes | 2016 Annual Report to Congress

FY 2014: $151 Million in Total Awards, 77% in Top Seven NAICS

FY 2013: $154 Million in Total Awards, 73% in Top Seven NAICS

Ofﬁce of Minority and Women Inclusion42

2016 Annual Report to Congress | Appendixes

FY 2012: $118 Million in Total Awards, 80% in Top Seven NAICS

Ofﬁce of the Comptroller of the Currency 43

Appendixes | 2016 Annual Report to Congress

APPENDIX E: TECHNICAL ASSISTANCE TO MWOBS,

FY 2016

OMWI representatives provided technical assistance to MWOBs at the

following external events:

n National Minority Supplier Diversity Conference,

San Diego, Calif.

October 18–21, 2015: OMWI exhibited at event with over 6,000

attendees.

n National Small Business Contracting Summit, Washington, D.C.

November 5, 2015: OMWI conducted matchmaking sessions with 10

MWOB representatives.

n National 8(a) Conference, Orlando, Fla.

February 8–10, 2016: OMWI conducted matchmaking sessions with

eight MWOB representatives.

n Small Business Federal Contract Summit, Washington, D.C.

March 17, 2016: OMWI conducted matchmaking sessions with 16

MWOB representatives.

n Women’s Business Enterprise National Council Summit and

Salute, Phoenix, Ariz.

March 22–24, 2016: OMWI participated in roundtable discussions at

event with over 1,500 attendees and conducted matchmaking sessions

with ve WOB representatives.

n 26th Annual Government Procurement Conference, Washington, D.C.

April 6, 2016: OMWI exhibited at event with over 2,000 attendees and

conducted matchmaking sessions with eight MWOB representatives.

n HUBZone Conference, Chicago, Ill.

April 20–21, 2016: OMWI conducted matchmaking sessions with

seven MWOB representatives.

n Florida Small Business Development

Center Conference, Tampa, Fla.

May 5, 2016: OMWI exhibited at event with over 320 attendees,

presented technical training on doing business with the OCC and

federal government, and conducted matchmaking sessions with eight

MWOB representatives.

n CelebrAsian Conference, Atlanta, Ga.

June 1–3, 2016: OMWI exhibited at event with over 800 attendees.

n WBENC National Conference and Business Fair, Orlando, Fla.

June 21–23, 2016: OMWI exhibited at event with nearly 4,000

attendees and conducted matchmaking sessions with eight WOB

representatives.

n NCMA World Congress, Orlando, Fla.

July 26–28, 2016: OMWI conducted matchmaking sessions with seven

MWOB representatives.

n Elite Service-Disabled Veteran-Owned Business Conference,

San Antonio, Texas

August 24–25, 2016: OMWI exhibited and presented during

panel discussing supplier diversity to 250 attendees and conducted

matchmaking session with eight MWOB representatives.

n Congressional Black Caucus Foundation Annual Legislative

Conference, Washington, D.C.

September 15–17, 2016: OMWI exhibited at event with over 9,000

attendees.

Ofﬁce of Minority and Women Inclusion44

2016 Annual Report to Congress | Appendixes

OMWI representatives also provided technical assistance to small

disadvantaged businesses

and small WOBs at the following vendor

outreach sessions (VOS) hosted by the Treasury Ofce of Small and

Disadvantaged Business Utilization in Washington, D.C.:

n Treasury VOS

November 17, 2015. Matchmaking sessions with 17 representatives

(ve MOBs, four MWOBs, and two WOBs).

n Treasury VOS

January 6, 2016. Matchmaking sessions with 14 representatives

(10 MOBs, four MWOBs, and three WOBs).

A small disadvantaged business is a small business that is at least 51 percent owned by one or more individuals who are both socially and economically disadvantaged. The term “socially

disadvantaged” may include members of the following designated groups: Asian Americans, Black Americans, Hispanic Americans, Native Americans, and members of other groups designated by

the Small Business Administration. (See 12 CFR 124.103.)

n Treasury VOS

March 2, 2016 (focus on WOBs). Matchmaking sessions with

12 representatives (four MWOBs and eight WOBs).

n Treasury VOS

June 3, 2016. Matchmaking sessions with 10 representatives

(ve MOBs, three MWOBs, and one WOB).

n Treasury VOS

July 13, 2016. Matchmaking sessions with 11 representatives

(ve MOBs, three MWOBs, and one WOB).

n Treasury VOS

August 10, 2016. Matchmaking sessions with 13 representatives

(ve MOBs, three MWOBs, and two WOBs).

Ofﬁce of the Comptroller of the Currency 45

Appendixes | 2016 Annual Report to Congress

APPENDIX F: AWARDS BY DEMOGRAPHIC GROUP IN THE OCC’S TOP SEVEN NAICS CODES, FY2016

NAICS Codes and Descriptions

541519 518210 541512 531210 524114 541611 541612

Other computer

related services

Data processing,

hosting, and

related services

Computer systems

design services

Ofces of real

estate agents and

brokers

Direct health

and medical

insurance carriers

Administrative

management

and general

management

consulting

services

Human resources

consulting

services

Number of businesses

with OCC awards in

NAICS

78 14 8 1 2 41 10

Percentage of total OCC

awards

41.4 14.1 10.5 10.0 4.1 2.7 1.5

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