STATUS OF EQUAL EMPLOYMENT OPPORTUNITY AT THE FEDERAL RESERVE: DIVERSITY STILL LACKING STAFF REPORT OF THE COMMITTEE ON BANKING, FINANCE AND URBAN AFFIRS HOUSE OF REPRESENTATIVES ONE HUNDRED THIRD CONGRESS FIRST SESSION Table of Contents Tab I. Letter of Transmittal . . . . . . . . . . . . . . A I. Introduction. . . . . . . . . . . . . . . . . . . B III. Major Findings. . . . . . . . . . . . . . . . . . C IV. Recommendations . . . . . . . . . . . . . . . . . D V. Description of Federal Reserve Programs and Policies E A. The Board of Governors of the Federal Reserve 1. Summary. . . . . . . . . . . . . . . F 2. Charts on Staffing Statistics. . . . F1 3. Graphs on Staffing Statistics. . . . * B. The Federal Reserve Bank of Boston 1. Summary. . . . . . . . . . . . . . . G 2. Charts on Staffing Statistics. . . . G1 3. Graphs on Staffing Statistics. . . . * C. The Federal Reserve Bank of New York 1. Summary. . . . . . . . . . . . . . . H 2. Charts on Staffing Statistics. . . . H1 3. Graphs on Staffing Statistics. . . . * D. The Federal Reserve Bank of Philadelphia 1. Summary. . . . . . . . . . . . . . . I 2. Charts on Staffing Statistics. . . . I1 3. Graphs on Staffing Statistics. . . . * E. The Federal Reserve Bank of Cleveland 1. Summary. . . . . . . . . . . . . . . J 2. Charts on Staffing Statistics. . . . J1 3. Graphs on Staffing Statistics. . . . * F. The Federal Reserve Bank of Richmond 1. Summary. . . . . . . . . . . . . . . K 2. Charts on Staffing Statistics. . . . K1 3. Graphs on Staffing Statistics. . . . * G. The Federal Reserve Bank of Atlanta 1. Summary. . . . . . . . . . . . . . . L 2. Charts on Staffing Statistics. . . . L1 3. Graphs on Staffing Statistics. . . . * H. The Federal Reserve Bank of Chicago 1. Summary. . . . . . . . . . . . . . . M 2. Charts on Staffing Statistics. . . . M1 3. Graphs on Staffing Statistics. . . . * I. The Federal Reserve Bank of St. Louis 1. Summary. . . . . . . . . . . . . . . N 2. Charts on Staffing Statistics. . . . N1 3. Graphs on Staffing Statistics. . . . * J. The Federal Reserve Bank of Minneapolis 1. Summary. . . . . . . . . . . . . . . O 2. Charts on Staffing Statistics. . . . O1 3. Graphs on Staffing Statistics. . . . * K. The Federal Reserve Bank of Kansas City 1. Summary. . . . . . . . . . . . . . . P 2. Charts on Staffing Statistics. . . . P1 3. Graphs on Staffing Statistics. . . . * L. The Federal Reserve Bank of Dallas 1. Summary. . . . . . . . . . . . . . . Q 2. Charts on Staffing Statistics. . . . Q1 3. Graphs on Staffing Statistics. . . . * M. The Federal Reserve Bank of San Francisco 1. Summary. . . . . . . . . . . . . . . R 2. Charts on Staffing Statistics. . . . R1 3. Graphs on Staffing Statistics. . . . * * Note: Graphs are not available in ASCII format but they are present on the hard copy distributed by the House Banking Committee. To obtain a hard copy write: United States House of Representatives Committee on Banking, Finance and Urban Affairs 2129 Rayburn Washington, D.C. 20510 November 22, 1993 Members of the House of Representatives Committee on Banking, Finance and Urban Affairs Washington, D.C. 20515 Dear Colleagues: Transmitted herewith for consideration of the Committee on Banking, Finance and Urban Affairs is a study entitled Status of Equal Employment Opportunity at the Federal Reserve: Diversity Still Lacking. This report is a follow-up to the Committee's 1990 and 1992 studies. In 1990, the Committee conducted an extensive study on the racial, gender and background profiles of the directors of the Federal Reserve Banks. This study found that minorities and women as well as consumer and labor representatives, were systematically excluded from directorships at the Federal Reserve Banks. In 1992, the Committee conducted a study of Equal Employment Opportunity (EEO) and minority and women contracting at the Federal banking agencies, which illustrated the disparity in hiring and contracting practices with respect to minorities and women. This study examines the staffing statistics of the Federal Reserve Board and twelve Federal Reserve Banks. It also examines their EEO and Affirmative Action programs, as well as the EEO reporting structure and the distribution of cash awards disbursed by the Federal Reserve to its employees. The report demonstrates that minorities and women are consistently underrepresented in the highest paid and most important decision-making positions at the Board and Reserve Banks, a condition that unfortunately also exists at other Federal banking regulatory agencies. At the Federal Reserve the underrepresentation of minorities and women in positions in the "pipeline" to the official level shows that this pattern of discrimination is unlikely to change in the near future. There is no question that the Federal Reserve's actions and responsibilities in establishing monetary policy, supervising and regulating member banks and enforcing a number of important consumer banking laws affect every U.S. citizen. The failure of the Federal Reserve to include minorities and women in the policy-making process leaves an enormous segment of the population without a voice in these important decisions. This failure also reduces the confidence that can be placed in the commitment of Federal Reserve officials to eradicate redlining and other lending discrimination. In addition, the Federal Reserve, which is our nation's central bank, serves as a role model for other banking institutions. This role model has had Federal Reserve presidents serving five-year terms at each of the twelve Federal Reserve Banks since the central bank was established by an act of Congress in December 1913. In all this time, there have been 110 Federal Reserve Bank presidents, yet there has never been a minority Federal Reserve Bank president and only once a woman. Each president of a Federal Reserve Bank is elected by a nine-member board of directors and then the appointment is subject to the approval of the Board of Governors in Washington. Six of the nine members on each board of directors are elected by private banks in the district, which are officially member banks of the Federal Reserve System. Thus, the presidents have a banker constituency. The result is not difficult to determine. The presidents of the Federal Reserve Banks since 1913 are primarily bankers and their friends. The dismal record in selecting women and minorities is a strong sign of the closed nature of this group. President Clinton has made a commitment to diversity in the Federal government by appointing women and minorities to top positions within the Administration. On April 14, 1993, I wrote the President urging him to include the Federal banking agencies and the Federal Reserve in this effort. In addition, I provided the President the response from Chairman Greenspan regarding the Federal Reserve Board's salary compensation with respect to women and minority employees. Of the 34 staff members of the Board of Governors earning over $125,000 in 1993, only one is a woman and one is listed as "non-white." The Board of Governors reported to me that twelve staff members earn $161,800 which exceeds the 1993 pay of cabinet officers ($148,400). None of these twelve is a woman or a minority person. The Federal Reserve Banks have 82 staff employees earning over $125,000 per year of whom only 14 are women and 3 are listed as "non-white." Unfortunately, I have yet to receive a response from the President. It is my hope that the continuing efforts to monitor and evaluate the Federal Reserve's employment practices will highlight this Committee's commitment to ensuring equal employment opportunity. Discrimination in hiring and promotion of women and minorities at the Federal Reserve will not be tolerated. I commend this report to your attention. With warmest personal regards, I remain Sincerely, Henry B. Gonzalez Chairman TAB B Introduction Rule X of the House of Representatives assigns the Committee on Banking, Finance and Urban Affairs broad investigatory powers over the operation and activities of the agencies and departments subject to its legislative jurisdiction. As part of the Committee on Banking, Finance and Urban Affair's continuing oversight of the Federal Reserve System, letters requesting specific information regarding equal employment opportunity (EEO) were sent to the Board of Governors of the Federal Reserve System (Board) and each of the twelve Federal Reserve Banks (Reserve Banks). What follows are findings and recommendations, a summary of the Board's and each of the Reserve Bank's reported information on this issue and copies of the letters to and responses from each. TAB C FINDINGS 1) Minorities and women are significantly underrepresented at the highest levels of the Federal Reserve Board and the Federal Reserve Banks. Systemwide, there are no minorities and few women at the senior officers level. Even more disturbing, the limited representation of women and minorities in the "pipeline" (grades 14-16) to official level positions, demonstrates that increased minority and women representation is unlikely to occur in the near future. 2) The Board's method of grading the Reserve Banks' Equal Employment Opportunity and staffing statistics does not accurately reflect Reserve Bank performance. The Reserve Banks are considered private entities with regard to EEO issues, and therefore are not required to file their affirmative action plans with the Equal Employment Opportunity Commission (EEOC). Instead, the Reserve Banks provide this information to the Board for evaluation. However, the Board's grading method is not formalized and is subjective in nature. The Board evaluates the status of the Reserve Banks by measuring each Reserve Bank's actual staffing statistics in relation to the work force availability and the goals established for each EEO-1 category (Officers and Managers, Professionals and Technicians.) The Board's EEO Programs Officer can alter these grades by weighing other unspecified information. However, the Banks set their own goals, which are usually based on the work force availability data that, again, they choose. This method of evaluation not only allows the Banks to, in effect, determine their own grades, but more importantly, penalizes those Banks that set higher goals. It is therefore not surprising that the Reserve Banks' goals are less than ambitious. 3) Affirmative action plans lack results-oriented goals and sufficient monitoring. The Federal Reserve Board and the Federal Reserve Banks provided extensive information on their affirmative action efforts. However, in many cases these efforts are not monitored in relation to actual staffing goals and statistics. In addition, many of the programs that are detailed do not address deficiencies in minority and women representation at specific levels of the Reserve Banks. Most importantly, relatively few Reserve Banks provided information on initiatives tailored to increase minority and women representation in the critical official and managerial positions. 4) Those employees responsible for Equal Employment Opportunity (EEO) programs are too far removed from Presidents and Board of Governors. The Board's rules on Equal Employment Opportunity state that the EEO Officer should be a senior officer (senior vice president or above) independent of the personnel or human resources departments who reports directly to the president or first vice president of the Reserve Bank (see Federal Reserve Bank of Cleveland's response attachment 1 d. 1.) Even though the Board maintains that it has followed this approach, its own EEO programs officer is not a senior officer and does not report to the Board or the administrative governor directly. The Board has failed to implement its own policy even after the Board's inspector general issued a report in 1989 strongly recommending compliance with this EEO policy. It is, therefore, not surprising that many of the Reserve Banks have not instituted this policy. 5) Lack of recruitment efforts at predominately minority colleges and universities. It is incomprehensible that the Board and Reserve Banks defend the lack of minorities in official and managerial positions by pointing to the difficulties they have faced in recruiting qualified minority candidates, when only two of the Reserve Banks stated that their recruiting efforts included visits to predominately minority colleges and universities. TAB D RECOMMENDATIONS 1) The Board and the Reserve Banks must take immediate action to increase the hiring and promotion of minorities and women. It is evident that minorities and women are underrepresented at the important decision-making levels at the Board and Reserve Banks. A real commitment by the Board of Governors and the Presidents of the Federal Reserve Banks and implementation of comprehensive programs are necessary to effect change. The lack of minorities and women is evidence that neither exists. 2) The Board's method of grading the Reserve Banks for equal employment opportunity should be changed to accurately reflect Reserve Banks' performance. Since the Board is the only body to review the Reserve Bank's status on EEO, it is imperative that the Board's grades and evaluations truly reflect the Reserve Banks' EEO performance. To achieve this, the Board's grading system must be comprehensive, uniform, consistent, objective and formalized. Most notably, it is inappropriate and unacceptable to continue to base the Reserve Bank's grades almost entirely on their ability to meet the goals for women and minority representation that they themselves set. 3) Affirmative action efforts should be results-oriented and monitored regularly to measure effects. Affirmative action efforts must be specific, goal- oriented and monitored regularly to ensure that they result in increased hiring and promotions of women and minorities. In addition, recruiting and development programs should focus on increasing minority and women representation at the official and managerial levels. 4) The Board's policy on equal employment opportunity must be implemented. The Board's failure to implement its own policy on the reporting structure and make-up of its equal employment opportunity office is inexcusable. The Board and Reserve Banks must take immediate action to remedy this violation and comply with the Board's own policy. 5) Congress should take action to define the Board and Reserve Banks as "executive agencies" under Title VII of the Civil Rights Act of 1964. The Equal Employment Opportunity Commission (EEOC) considers the Board an executive agency for purposes of compliance with Title VII of the Civil Rights Act of 1964. The Board has claimed that it is exempt, but states that it complies with the spirit of the law. In addition, the EEOC has taken the position that the Reserve Banks are private employers covered by the private sector provisions in Title VII rather than executive agencies covered under federal sector provisions. It is necessary for Congress to define the Board and Reserve Banks as executive agencies under Title VII to ensure compliance with this act. 6) The Board's and Reserve Banks' recruiting efforts should be expanded to include on-campus visits to predominately minority colleges and universities. By neglecting to recruit from predominately minority colleges and universities, the Board and Reserve Banks limit, from the onset, their ability to locate qualified minority applicants for higher-level Board and Reserve Bank positions. 7) The selection process for the twelve presidents of the Federal Reserve Banks should be changed to encourage diversity. Since 1914, when the Federal Reserve began operations, no minorities and only one woman have served as a Reserve Bank president. The Board and Reserve Banks should examine the process by which these presidents are selected and provide a new system of selection because, as far as diversity is concerned, the 80 year experience is a complete failure. TAB E TAB F Board of Governors of the Federal Reserve System (The Board) Organizational Structure The Board reports that its Equal Employment Opportunity Programs Office (EEOPO) is responsible for administering its EEO programs. The staff of the EEOPO consists of the EEO Programs Officer, two senior EEO specialists, and a senior EEO technician. The EEO programs officer appears before the Board's Bank Activities Committee annually concerning EEO issues. However, the EEO programs officer is not a senior officer and does not report directly to the Board or even the Administrative Governor. Additionally, the office of the Staff Director for Management, in which the EEO programs officer serves, can be considered a personnel department, since it is responsible for the oversight of the Board's management and administrative functions. This is a clear violation of the Board's established rules on Equal Employment Opportunity. Equal Employment Opportunity The Board's work force is analyzed by PATCOB (Professional, Administrative, Technical, Clerical, Other and Blue Collar), pay plan, populous job families, and by grades using year-end data. Hiring goals and activities are based on the results of the work force analysis, planned vacancies, and the availability of candidates in the relevant labor market. The Board follows the process established by the EEOC guidelines in developing minority and women hiring and advancement goals. The EEOC has not yet sent its guidelines on establishing multi-year goals for 1994, thus the Board has not provided its 1994 EEO goals. The Board monitors and evaluates the training and development activities by division to determine the extent and level of minority and women participation. During the first two quarters of 1992, non-minority employees had more training dollars spent on them than any other EEO group. Non-minority males received the greatest share of training dollars, more than two times that spent on all other employees. In 1991, seven men, no women and no minorities participated in executive development programs (training for senior management/officers). During the first two quarters of 1992, there were 99 Executive Development sessions: non-minority employees attended 86 of these sessions, of which 69 were attended by non-minority males. The Board's recruitment activities are developed by the Division of Human Resources Management with each division responsible for the approved goal. A summary of the recruitment activities for 1991 and 1992 sheds some light on the possible reasons for the low numbers of minorities and women in high level positions at the Board. In 1991, the Board participated in a number of recruiting efforts at colleges, universities and career fairs across the country. While the Board's summary includes a breakdown for the numbers of minority and women students interviewed at the recruiting event, it generally does not specify the race and gender of those students called back for further interviews, given employment offers or hired. Nonetheless, the overall recruiting numbers show that minorities are less likely to be interviewed on campus by the Board. This may be due to the omission of recruiting at colleges and universities that have predominately minority student bodies. For example, during the last quarter of 1991 and first and second quarters of 1992, the Board conducted on campus interviewing at six universities located in the Washington, D.C. metropolitan area, including: American, Georgetown, George Mason, Gallaudet, George Washington and the University of Maryland. However, they did not recruit from Howard University, a predominately minority university located in Washington, D.C. Unfortunately, even when the Board participated in minority career fairs, minorities remained less likely to be referred to specific divisions of the Board for further review. For example, the Board participated in a minority career fair sponsored by the Lendman Group and Urban League of Fairfax County in 1992. Of the 354 persons interviewed at the fair, 194 were White, 93 were African American and 67 were Asian. Yet, of the six individuals referred to divisions, four were White males, one was a White female, and one was an Asian male. The Board reports that in order to encourage greater hiring and advancement of women and minorities, the Board will be establishing an internal "Advisory Committee on Affirmative Action" made up of officers appointed by each division. This Advisory Committee will be responsible for analyzing actual Board staffing statistics and providing recommendations to improve minority and women representation, especially at the senior levels. The Advisory Committee's preliminary findings will be reported by February 1994, and recommendations will be considered by the Human Resources Division, senior management, the EEO office, and the Administrative Governor. Staffing Statistics The staffing statistics of the Board do not illustrate a successful program of recruiting and promoting minorities and women to the highest paid positions. The top ten highest paid employees at the Federal Reserve Board are all White males. Minorities and women account for only 6.2% and 17.61% of the highest ten percent paid employees, respectively. However, of the lowest ten percent paid employees, 66.67% are women and 91.2% are minorities. The statistics show that minorities and women account for only 10.6% and 20.2% of the Board's official staff. Not only are they underrepresented at the official level but of those positions in the "pipeline" (grades 13-15) to official staff positions, minorities and women represent only 15.4% and 36.8%, respectively. These numbers are particularly disturbing in light of the fact that the Board monitors and evaluates the Reserve Bank's affirmative action plans and EEO goals. It is questionable whether the Board can adequately evaluate and promote EEO and staffing diversity when its own staffing statistics reflect minimal success in hiring, advancing and maintaining minority and women representation. Cash Awards The Board provided policy statements concerning compensation and benefits programs for the entire Federal Reserve System. Officers and employees at the Board and Reserve Banks (except for the president and first vice president) are eligible for cash award programs. The maximum amount to be allocated for cash awards is up to three quarters of one percent of the eligible employees' salary base. Individual awards should not exceed ten percent of base salary or $5,000, whichever is higher. However, the Board's policy limits cash awards to a maximum of ten percent of salary. Other limitations include restrictions on the number of awards that can be received in a five-year period, and a limitation of one cash award for the same performance contribution. In addition, the Reserve Banks may establish incentive- based programs for officers. The maximum total amount allocated for Reserve Bank officer cash and incentive awards is established at 1.5 percent of the eligible Reserve Bank officer salary base. Of the 1.5 percent, three quarters of one percent could be used to fund cash awards using the same guidelines above, or the full 1.5 percent could be used to fund incentive awards; however, any individual incentive award may not exceed 20 percent of salary. The Board provided its own cash awards statistics by number of recipients only. Therefore, it is impossible to determine whether the specific monetary amounts would illustrate any disparity. TAB F Federal Reserve Board Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 3 | 1.9 | 3 | 1.89 | +---------------+--------+--------+--------+--------+ |Total Women | 25 | 16.2 | 28 | 17.61 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 6 | 4.9 | 7 | 4.4 | +---------------+--------+--------+--------+--------+ |Total Men | 128 | 83.1 | 131 | 82.39 | +---------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 87 | 56.5 | 95 | 59.75 | +---------------+--------+--------+--------+--------+ |Total Women | 98 | 63.6 | 106 | 66.67 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 52 | 33.7 | 50 | 31.45 | +---------------+--------+--------+--------+--------+ |Total Men | 56 | 36.3 | 53 | 33.34 | +---------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 349 | 22.5 | 361 | 22.67 | +---------------+--------+--------+--------+--------+ |Total Women | 736 | 47.7 | 758 | 47.61 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 220 | 14.2 | 224 | 14.1 | +---------------+--------+--------+--------+--------+ |Total Men | 806 | 52.2 | 834 | 52.3 | +---------------+--------+--------+--------+--------+ 1992 Employee Statistics* Board Official Grades Grades Grades Blue Collar Members Staff 13-15 7-12 1-6 +---------------+--------+--------+--------+--------+----------+-----------+ |Minority Women | 0 | 3 | 53 | 166 | 117 | 22 | +---------------+--------+--------+--------+--------+----------+-----------+ |Total Women | 1 | 21 | 235 | 333 | 176 | 79 | +---------------+--------+--------+--------+--------+----------+-----------+ | | | | | | | | +---------------+--------+--------+--------+--------+----------+-----------+ |Minority Men | 0 | 11 | 45 | 47 | 35 | 88 | +---------------+--------+--------+--------+--------+----------+-----------+ |Total Men | 7 | 86 | 403 | 160 | 39 | 106 | +---------------+--------+--------+--------+--------+----------+-----------+ *Please note that the Federal Rserve Board pay plan and grades are not equivalent to those used by other government agencies. The following data was compiled according to the Board's comparability chart found in Attachment A of the Board's 1992 response. TAB G Federal Reserve Bank of Boston (Boston Bank) Organizational Structure The Boston Bank's EEO Officer is a senior vice president who reports directly to the president on EEO issues. The EEO officer and EEO coordinator are responsible for developing, coordinating and monitoring the Boston Bank's affirmative action plan (AAP). Senior vice presidents are responsible for the achievement of affirmative action goals within their groups and for reporting the group's progress to the EEO officer. Equal Employment Opportunity The Boston Bank states that one of its long-standing goals is to increase the number of women and minorities in higher-grade categories. To achieve this objective the Boston Bank reports that it aggressively recruits minorities. The Boston Bank visits college campuses and conducts on-campus recruiting at various New England colleges and universities, in addition to participating in Career Expo, a three-day minority information and recruiting exposition. As a result of these efforts the Boston Bank reports that twelve minority candidates were hired in 8-12 grade range, representing 32% of total hires in this group. In addition, the Boston Bank states that training is an essential component of facilitating upward mobility for minorities and women. The Boston Bank offers a tuition reimbursement program for those employees who enroll in courses at local colleges and universities. The Boston Bank reports that the principle target group for this effort is represented by those in grades 8-11 who exhibit the highest probability for movement into grades 12-16 category. The Boston Bank does not provide data on the number of women and minorities selected for and participating in the above programs. The Boston Bank's AAP details a number of other programs established to promote minority representation at the Boston Bank. However, most of these programs provide assistance to entry-level clerical employees. The Boston Bank acknowledges that it has had difficulty increasing the number of minority officers. It attributes this to its few number of officers combined with the extremely competitive climate, including strong salary pressures, for minority professionals in the Boston market. Staffing Statistics The Boston Bank provided its staffing statistics for its highest and lowest ten percent employees in such a way that it was not possible to determine the number of minority men and minority women represented. Nevertheless, it is evident that minorities are significantly underrepresented at the highest levels of the Boston Bank. No minorities and two women are represented in the Boston Bank's ten highest paying positions. Of the highest ten percent paid employees, women comprise 26.8% and minorities represent 3.8%. Of the lowest ten percent paid employees, 63% are women and 69.1% are minorities. While women and minorities represent over 56% and 26% of the Boston Bank's total employees, respectively, they represent only 29.8% and 3.6% of those employees at the official level. In addition, minorities and women comprise only 35.6% and 8.9% of those employees in the 14-16 grades, who are most likely to be promoted to official level positions. (Please see attachments for a summary of Boston Bank staffing statistics) Cash Awards The bank provided data on the total amount of awards issued per grade as well as the number of recipients per grade. Due to the low numbers of minorities represented at the officer and 14-16 grades, awards granted to minorities in theses grades are nominal. Specifically, 76 men and 34 women were granted cash awards totalling $61,448 and $40,575, respectively, while 10 minorities were granted $14,259. TAB G1 Federal Reserve Bank of Boston Highest Ten Percent Paid Employees 1991 1992 +---------------+--------+--------+ |Total Men | 112 | 110 | +---------------+--------+--------+ |Total Women | 43 | 44 | +---------------+--------+--------+ |Total Minority | 6 | 6 | +---------------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 +---------------+--------+--------+ |Total Men | 61 | 57 | +---------------+--------+--------+ |Total Women | 94 | 97 | +---------------+--------+--------+ |Total Minority | 65 | 69 | +---------------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+---------+ |Minority Women | 261 | 16.42 | 264 | 17.12 | +---------------+--------+--------+--------+---------+ |Total Women | 895 | 56.32 | 868 | 56.33 | +---------------+--------+--------+--------+---------+ | | | | | | +---------------+--------+--------+--------+---------+ |Minority Men | 156 | 9.81 | 150 | 9.23 | +---------------+--------+--------+--------+---------+ |Total Men | 694 | 43.68 | 673 | 43.67 | +---------------+--------+--------+--------+---------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +---------------+--------+--------+--------+---------+ |Minority Women | 1 | 8 | 43 | 212 | +---------------+--------+--------+--------+---------+ |Total Women | 17 | 64 | 193 | 594 | +---------------+--------+--------+--------+---------+ | | | | | | +---------------+--------+--------+--------+---------+ |Minority Men | 1 | 8 | 34 | 107 | +---------------+--------+--------+--------+---------+ |Total Men | 40 | 116 | 232 | 285 | +---------------+--------+--------+--------+---------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data supplied by the Bank. TAB H Federal Reserve Bank of New York (New York Bank) Organizational Structure The New York Bank's EEO Office is a separate unit in the Bank, independent of its personnel department. The EEO Officer is an officer who reports directly to the New York Bank's president. The New York Bank reports that its annual Affirmative Action Plan (AAP), which includes annual and multi-year affirmative action goals, is submitted to the Bank's board of directors each year for review and approval. The Equal Employment Opportunity (EEO) Officer is responsible for formulating the New York Bank's AAP as well as monitoring and evaluating its effectiveness. In addition, the EEO Officers periodically report on the Bank's affirmative action efforts to the Committee on Management Development and Compensation. At the end of each year, the EEO Officers report to the president and first vice president on significant EEO matters, including affirmative action achievement and the status of internal and external discrimination complaints. Equal Employment Opportunity The New York Bank states that college recruitment is a key component of its efforts to develop a critical "feeder pool" of talented minorities and women for succession to senior staff and officer positions. Of the 140 undergraduate and graduate level students hired by the New York Bank in 1992, 38% were minorities and 48% were women. While this is encouraging, the New York Bank does not specify the percentages of those employees hired to positions in the "pipeline" to senior staff. Two years ago, the New York Bank initiated programs to reach out to a larger pool of minority candidates on college campuses, including attending more minority job fairs and hosting information sessions for minority organizations on campuses where they recruit and network with previous summer interns from predominately minority schools. However, the New York Bank provides no information on the number of minorities hired as a result of these efforts. While the New York Bank states that as a part of its AAP, it will place a greater emphasis on training and development of minorities and women, it fails to provide specifics on any new programs initiated nor does it include any information on the numbers of minorities and women participating in current training and development programs. Staffing Statistics The New York Bank's overall staffing statistics show that while women and minorities make up over 50% and 46% of the New York Bank's total population, they represent 26.7% and 13.4% of the highest ten percent paid employees in 1992. Of the New York Bank's top ten paid employees, two women and no minorities are represented. However, of the New York Bank's lowest ten percent paid employees, 63% are women of which 38% are minorities, and 37% are men of which 22.4% are minorities. (See attachments for a summary of New York Bank staffing statistics) Cash Awards The New York Bank supplied data on its cash awards program which included a breakdown for total awards per grade as well as number of recipients per grade. However, the New York Bank does not specify the gender of recipients according to race. Therefore, amounts awarded to minority women may be counted twice. Nonetheless, the data provided show that women and minorities receive on average, significantly lower cash awards than men and non-minorities. Specifically, of the $1,235,731 granted in cash awards in 1992, the average amount awarded to men was $1,769, while women received $1,246, non- minorities received an average of $1,810, while minorities received $1,027. TAB H1 Federal Reserve Bank of New York Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 20 | 4.9 | 20 | 5.1 | +---------------+--------+--------+--------+--------+ |Total Women | 107 | 26.2 | 106 | 26.7 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 36 | 8.9 | 33 | 8.3 | +---------------+--------+--------+--------+--------+ |Total Men | 301 | 73.8 | 291 | 73.3 | +---------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 154 | 37.2 | 151 | 38.1 | +---------------+--------+--------+--------+--------+ |Total Women | 257 | 62.1 | 250 | 63 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 95 | 22.5 | 89 | 22.4 | +---------------+--------+--------+--------+--------+ |Total Men | 157 | 37.9 | 147 | 37 | +---------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 1097 | 26.9 | 1079 | 27.1 | +---------------+--------+--------+--------+--------+ |Total Women | 2120 | 51.9 | 1994 | 50.1 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 754 | 18.4 | 763 | 19.2 | +---------------+--------+--------+--------+--------+ |Total Men | 1964 | 48 | 1981 | 49.9 | +---------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +---------------+--------+--------+--------+--------+ |Minority Women | 8 | 30 | 145 | 896 | +---------------+--------+--------+--------+--------+ |Total Women | 50 | 127 | 410 | 1407 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 12 | 40 | 161 | 549 | +---------------+--------+--------+--------+--------+ |Total Men | 127 | 293 | 586 | 974 | +---------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to converted data supplied by the Bank. TAB I Federal Reserve Bank of Philadelphia (Philadelphia Bank) Organizational Structure The Vice President of Human Resources is the designated Equal Employment Opportunity (EEO) Officer who is responsible to the president and first vice president for establishing the Philadelphia Bank's EEO/Affirmative Action programs as well as evaluating and recommending changes in the Philadelphia Bank's policy. The Philadelphia Bank's EEO Manager is responsible to the EEO Officer for, among other things, developing, recommending and implementing affirmative action goals, objectives and monitoring compliance. Annually, the EEO Manager meets with senior officers to discuss the EEO status and needs of their respective functions, conducts audits of the Philadelphia Bank's Affirmative Action Plan (AAP) and provides reports to all senior officers. Equal Employment Opportunity In its AAP for 1992-1996 the Philadelphia Bank states that a number of factors will affect the work force and the Philadelphia Bank's affirmative action program. Among the factors cited are the maturing of the available work force, slowing of the population growth in the Philadelphia Metropolitan area, and consolidation of the Bank's Computer Services Department functions. The Philadelphia Bank noted that the largest increase in the American labor force during this period will be women, minorities and immigrants. The Philadelphia Bank states that it seeks to meet these changes by seeking new resources of recruiting and moving more women and minorities into "pipeline" through specialized training, education and other development opportunities. The Philadelphia Bank reports that it participates in several programs in its efforts to promote and enhance the Philadelphia Bank's AAP for minorities and women. While the Philadelphia Bank's participation in such programs as the Philadelphia Business Academy High School program and Phil-A- Job Summer Youth Employment Program is encouraging, these programs only assist the Philadelphia Bank in recruiting minorities into entry-level positions, which have larger minority representation than upper-level official and professional positions. Other than its stated emphasis on recruitment at colleges, employment agencies, professional trade associations, along with other community service organizations, the Philadelphia Bank does not detail its efforts to recruit minorities and women into official level positions. Staffing Statistics An examination of the Philadelphia Bank's staffing statistics shows that the AAP has been unsuccessful in both the hiring and the advancement of minorities and women to the highest paid positions at the Philadelphia Bank. Of the Philadelphia Bank's top ten paid employees in 1992, no minorities and no women are represented. In addition, women and minorities constitute only 15% and 10%, respectively, of the highest ten percent paid employees. Most disturbing is the fact that while the number of women and minorities in this category remain unchanged from 1991 to 1992, 26 more non- minority men are represented in 1992 statistics than in 1991 statistics. (See attachments for a summary of Philadelphia Bank staffing statistics) Cash Awards The Philadelphia Bank provided the numbers of recipients of cash awards by race and gender. It did not specify the amount of cash awards by race and gender, but only the total amount awarded to each grade category. While the number of women and minority recipients are generally balanced, it is impossible to determine whether the amounts of awards to these recipients would illustrate any disparity. TAB I1 Federal Reserve Bank of Philadelphia Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+----------+----------+ |Minority Women | 3 | 2.26 | 3 | 2.16 | +---------------+--------+--------+----------+----------+ |Total Women | 21 | 15.79 | 21 | 15.11 | +---------------+--------+--------+----------+----------+ | | | | | | +---------------+--------+--------+----------+----------+ |Minority Men | 13 | 9.77 | 14 | 7.91 | +---------------+--------+--------+----------+----------+ |Total Men | 112 | 84.21 | 139 | 84.89 | +---------------+--------+--------+----------+----------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+----------+----------+ |Minority Women | 58 | 43.61 | 59 | 42.45 | +---------------+--------+--------+----------+----------+ |Total Women | 77 | 57.89 | 81 | 58.27 | +---------------+--------+--------+----------+----------+ | | | | | | +---------------+--------+--------+----------+----------+ |Minority Men | 38 | 28.57 | 39 | 28.06 | +---------------+--------+--------+----------+----------+ |Total Men | 56 | 42.11 | 58 | 41.73 | +---------------+--------+--------+----------+----------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+----------+----------+ |Total Men | 747 | 49.93 | 766 | 50.43 | +---------------+--------+--------+----------+----------+ |Total Women | 749 | 50.07 | 753 | 49.57 | +---------------+--------+--------+----------+----------+ |Total Minority | 616 | 41.18 | 617 | 40.62 | +---------------+--------+--------+----------+----------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +---------------+--------+--------+----------+----------+ |Total Men | 47 | 150 | 186 | 334 | +---------------+--------+--------+----------+----------+ |Total Women | 12 | 58 | 180 | 499 | +---------------+--------+--------+----------+----------+ |Total Minority | 6 | 24 | 129 | 457 | +---------------+--------+--------+----------+----------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to converted data supplied by the Bank. TAB J Federal Reserve Bank of Cleveland (Cleveland Bank) Organizational Structure The senior officer in charge of the Human Resources department is responsible for the construction and implementation of the Equal Employment Opportunity (EEO) program. Each year the Cleveland Bank establishes its Affirmative Action Plan (AAP), which is reviewed by the Cleveland Bank's board of directors. The senior vice presidents are responsible for achieving the EEO goals set out in the plan. The Cleveland Bank provided an organizational chart of the EEO Officer's reporting structure which suggests that the EEO Officer reports directly to the president. Equal Employment Opportunity The Cleveland Bank's affirmative action activities, as outlined in its AAP, include a number of programs designed to achieve its affirmative action plan goals, including college recruitment, participation in the INROADS program, as well as internship programs. However, these programs generally result in the recruitment of entry-level clerical employees. With respect to training and development of potential minority and women candidates for promotions, the bank provides information on several initiatives established to address this issue. For instance, the Cleveland Bank offered a tuition reimbursement for college courses in 1992 and states that two women successfully graduated from the formalized management development program. The Cleveland Bank does not provide any information on programs established to hire and advance minorities and women to official and managerial positions. Staffing Statistics The Cleveland Bank provided its staffing statistics in two formats, one dividing employees by gender and the other by minority and non-minority categories. This method of reporting does not allow for the breakdown of minority men and women in each pay grade. The Cleveland Bank reports that among its ten highest paid employees no minorities and one woman are represented. Of the Cleveland Bank's highest ten percent paid employees 12.9% are women and 8.6% are minorities. However, of the Cleveland Bank's lowest ten percent paid employees, 83.5% are women and 62.6% are minorities. In addition, while women and minorities make up over 54% and 24% of the Cleveland Bank's total population, respectively, they represent only 15.5% and 5.2% of those employees at the official level, and 18.7% and 9.6% of those employees in grades 14-16. (Please see attachments for a summary of Cleveland Bank staffing statistics) Cash Awards The bank provided statistical data on the amounts of cash awards given to each grade as well as the number of recipients by grade. Of those employees receiving cash awards, the average award for minority employees in 1992 was $339.28, while women received $473.07 and men received $728.02. In the officer and 14-16 grades, seven minority employees were granted a total of $11,824 in cash awards, 18 women were awarded $32,507, and 57 men were awarded $125,170. TAB J1 Federal Reserve Bank of Cleveland Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +--------------+--------+--------+--------+--------+ |Minority | 7 | 4.9 | 12 | 8.6 | +--------------+--------+--------+--------+--------+ |Non-Minority | 136 | 95.1 | 127 | 91.4 | +--------------+--------+--------+--------+--------+ | | | | | | +--------------+--------+--------+--------+--------+ |Total Men | 128 | 89.5 | 121 | 87.1 | +--------------+--------+--------+--------+--------+ |Total Women | 15 | 10.5 | 18 | 12.9 | +--------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +--------------+--------+--------+--------+--------+ |Minority | 49 | 34.3 | 52 | 62.6 | +--------------+--------+--------+--------+--------+ |Non-Minority | 94 | 65.7 | 87 | 37.4 | +--------------+--------+--------+--------+--------+ | | | | | | +--------------+--------+--------+--------+--------+ |Total Men | 27 | 18.9 | 23 | 16.5 | +--------------+--------+--------+--------+--------+ |Total Women | 116 | 81.2 | 116 | 83.5 | +--------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +--------------+--------+--------+--------+--------+ |Minority | 334 | 23.4 | 337 | 24 | +--------------+--------+--------+--------+--------+ |Non-Minority | 1093 | 76.6 | 1051 | 76 | +--------------+--------+--------+--------+--------+ | | | | | | +--------------+--------+--------+--------+--------+ |Men | 673 | 47.2 | 641 | 46 | +--------------+--------+--------+--------+--------+ |Women | 754 | 52.8 | 747 | 54 | +--------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +--------------+--------+--------+--------+--------+ |Minority | 3 | 15 | 29 | 292 | +--------------+--------+--------+--------+--------+ |Non-Minority | 48 | 126 | 189 | 688 | +--------------+--------+--------+--------+--------+ | | | | | | +--------------+--------+--------+--------+--------+ |Men | 43 | 116 | 136 | 346 | +--------------+--------+--------+--------+--------+ |Women | 8 | 25 | 80 | 634 | +--------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data supplied by the Bank. TAB K Federal Reserve Bank of Richmond (Richmond Bank) Organizational Structure The Richmond Bank's senior vice president serves as the Bank's Equal Employment Opportunity officer and is directly responsible to both the president and to the first vice president for administration of the Equal Employment Opportunity (EEO) program. The District EEO Office, with the assistance of the other EEO officers in the District, the officer in charge of Personnel, and the District EEO coordinator, are responsible for developing, coordinating and monitoring the implementation of the Richmond Bank's Equal Employment Opportunity/ Affirmative Action Program. In addition, the District EEO coordinator furnishes periodic EEO management information reports to the president, first vice president, and District EEO officer outlining minority/women/disabled employment promotion and training. Equal Employment Opportunity As a part of the Richmond Bank's affirmative action efforts, the bank reports that special attention is given to the placement and advancement of women and minorities at the officer level and grades equivalent to 11-16. As a result of these efforts, three women were appointed to the official level in Richmond and one minority woman officer was promoted to Assistant Vice President at Baltimore. While the Richmond Bank participates in a number of programs as part of its EEO/Affirmative Action accomplishments/initiatives; it is questionable whether these programs are successful in the recruitment and hiring of minorities and women, especially at the highest level positions at the Richmond Bank. For instance, the Richmond Bank provided financial support to the American Economic Association's Summer Program for Minority Students at Temple University in Philadelphia. This summer the Richmond Bank provided a part-time employment opportunity in the Research Department for a former minority AEA participant. In addition, the Richmond and Charlotte offices each hosted one student through the INROADS program, which targets minority students with strong academic records for placement as summer interns with corporations throughout their college careers. The Richmond Bank fails to provide specific information on any initiatives designed to attract qualified minority and women applicants for upper-level Richmond Bank positions. Staffing Statistics The staffing statistics demonstrate that the affirmative action efforts have been unsuccessful in achieving diversity at the highest levels of the Richmond Bank. Of the highest ten percent paid employees in 1992, 39 are women, while 198 are men. Of those 39 women, 14 are minorities while of the 198 men, 9 are minorities. In addition, no minorities are represented in the top ten paid positions at the Richmond Bank. Conversely, of the lowest ten percent paid employees in 1992, 158 are women, of which 110 are minorities and 79 are men, of which 42 are minorities. In addition, women and minorities constitute 56.8% and 33.8% percent of the total number of bank employees respectively, yet they represent only 14.6% and 4.9% of those employees at the official level and 25.4% and 8.2% of those employees in grades 14-16. (Please see attachments for a summary of Richmond Bank staffing statistics) Cash Awards and Incentive Bonus Programs The Richmond Bank provided a chart of the amount of cash awards and incentive bonuses given to employees in 1992 by grade, but did not include the number of individuals in each grade that received the awards or bonuses. Therefore it is impossible to determine exactly how many employees within each grade received awards or bonuses. However, the staffing statistics for total Richmond Bank employees by grade sheds some light on these numbers. The Richmond Bank offers cash awards to employees of grades 4-16 and grades A, B, C, and D. Total cash awards for all women amounted to $215,116 of which $38,066 was awarded to minority women. Total cash awards for all men amounted to $234,165 of which $30,375 was awarded to minority men. Of the total amount awarded to men, $152,840 was awarded to the officer and 14-16 grades, which consists of 251 employees. The remaining $81,325 was awarded to grades 4-13, which consists of 715 employees. Of the total amount awarded to women, $69,750 was awarded to the officer and 14-16 grades, which consists of 99 employees. The remaining $145,366 was awarded to grades 4-13, which consists of 1,228 employees. In addition, the Richmond Bank offers an incentive bonus program for employees of the officer and 12-16 grades. Of the $298,814 awarded in incentive bonuses in 1992, $234,999 was awarded to men, of which $10,000 went to minority men, while $63,815 was awarded to women, of which $8,300 went to minority women. TAB K1 Federal Reserve Bank of Richmond Highest Ten Percent Paid Employees 1991 1992 Number Number +---------------+--------+--------+ |Minority Women | 4 | 14 | +---------------+--------+--------+ |Total Women | 39 | 39 | +---------------+--------+--------+ | | | | +---------------+--------+--------+ |Minority Men | 9 | 9 | +---------------+--------+--------+ |Total Men | 175 | 198 | +---------------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Number +---------------+--------+--------+ |Minority Women | 87 | 110 | +---------------+--------+--------+ |Total Women | 144 | 158 | +---------------+--------+--------+ | | | | +---------------+--------+--------+ |Minority Men | 42 | 42 | +---------------+--------+--------+ |Total Men | 70 | 79 | +---------------+--------+--------+ Total Bank Employees 1991 1992 Number Number +---------------+--------+--------+ |Minority Women | 479 | 506 | +---------------+--------+--------+ |Total Women | 1248 | 1258 | +---------------+--------+--------+ | | | | +---------------+--------+--------+ |Minority Men | 227 | 243 | +---------------+--------+--------+ |Total Men | 893 | 956 | +---------------+--------+--------+ 1992 Staffing Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +---------------+--------+--------+--------+--------+ |Minority Women | 2 | 9 | 79 | 417 | +---------------+--------+--------+--------+--------+ |Total Women | 17 | 82 | 353 | 875 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 3 | 16 | 73 | 148 | +---------------+--------+--------+--------+--------+ |Total Men | 87 | 243 | 375 | 340 | +---------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plan and grades are not equivalent to those used by other government agencies. The following chart was compiled according to converted data supplied by the Bank. TAB L Federal Reserve Bank of Atlanta (Atlanta Bank) Organizational Structure The Atlanta Bank reports that the Vice President and Director of Human Resources is the District's Equal Employment Opportunity officer, who reports directly to the President and the Atlanta Bank's Management Committee on EEO issues. The District's EEO Officer and the EEO officers at each of the District offices have responsibility for monitoring affirmative action progress. The Atlanta Bank's managers and the Atlanta senior officer are responsible for setting the affirmative action goals for their area and monitoring progress toward these objectives. The Atlanta Bank sets short- term (one-year) and long-range (five-year) goals each year based on the availability of minorities and women with applicable skills in both the labor and recruiting areas. Equal Employment Opportunity As part of its efforts to recruit minorities and women, the bank participated in several minority job fairs, including the NAACP Fair and the Birmingham Urban Atlanta Bankers Association Job Fair. In addition, the Atlanta Bank reports that its college recruiting program emphasizes visits to colleges with predominately minority enrollments. However, the Atlanta Bank does not provide information on the success of its outreach programs. In addition, while the Atlanta Bank's community programs are extensive, a large number of these programs are centered on providing assistance to high school students, and potential clerical and service employees. Other than its job posting and college/university reimbursement program the Atlanta Bank offers no information on any career advancement programs to help employees increase their promotion potential. Staffing Statistics The Atlanta Bank provided staffing statistics in two ways, by gender and by race. Therefore it is impossible to determine how many minority men and minority women are represented at the Atlanta Bank. While the Atlanta Bank states that it actively recruits minorities and women, its staffing statistics show that minorities and women are underrepresented at the highest level positions at the Atlanta Bank. Specifically, of the top ten paid employees at the Atlanta Bank there are no minorities and one woman represented. Of its highest ten percent paid employees, 71.5% are men while 28.5% and 13.8% are women and minorities, respectively. Yet of the bank's lowest ten percent, 51.2% are men, 48.8% are women and 68.2% are minorities. (See attachments for a summary of Atlanta Bank staffing statistics) Cash Awards The breakdown of the Atlanta Bank's cash awards provides no specific information on the number of recipients; only the amounts of awards per grade. In addition, the bank provided no information on the dollar amount of awards to officers. During 1992, $11,781 was awarded to men in grades 14-16, $5,011 was awarded to women, and $2,600 was awarded to minorities. A similar breakdown shows that $20,044 was awarded to men in grades 10-13, $7,577 was awarded to women and $9,766 was awarded to minorities. TAB L1 Federal Reserve Bank of Atlanta Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Total Men | 172 | 71.4 | 173 | 71.5 | +---------------+--------+--------+--------+--------+ |Total Women | 69 | 28.6 | 69 | 28.5 | +---------------+--------+--------+--------+--------+ |Total Minority | 27 | 11.2 | 34 | 13.8 | +---------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Total Men | 111 | 46.1 | 124 | 51.2 | +---------------+--------+--------+--------+--------+ |Total Women | 130 | 53.9 | 118 | 48.8 | +---------------+--------+--------+--------+--------+ |Total Minority | 161 | 66.8 | 165 | 68.2 | +---------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Total Men | 1070 | 42 | 1100 | 45.4 | +---------------+--------+--------+--------+--------+ |Total Women | 1325 | 58 | 1322 | 54.6 | +---------------+--------+--------+--------+--------+ |Total Minority | 1007 | 44.7 | 1009 | 41.7 | +---------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 5-9 +---------------+--------+--------+--------+--------+ |Total Men | 60 | 147 | 347 | 546 | +---------------+--------+--------+--------+--------+ |Total Women | 17 | 68 | 309 | 928 | +---------------+--------+--------+--------+--------+ |Total Minority | 9 | 25 | 171 | 804 | +---------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data supplied by the Bank. TAB M Federal Reserve Bank of Chicago (Chicago Bank) Organizational Structure The Vice President of Human Resources is the Equal Employment Opportunity (EEO) Officer who reports to the Senior Vice President of Support Services. This official reports to the first vice president, who then reports to the president. The staffing division of the Human Resources Service Department is responsible for the development of the district's affirmative action plan, as well as the monitoring of results and progress toward the goals. The Board of Directors of the Chicago and Detroit branches review and approve the Affirmative Action Plan (AAP). The Chicago Bank reports that it establishes staffing goals annually, the results of which are monitored by the Chicago Bank's EEO Officer. Equal Employment Opportunity According to the Chicago Bank, it participates in a number of programs as part of its efforts to recruit, hire, train, and retain qualified employees. The Chicago Bank visited 12 college campuses, participated in several career fairs, advertised in various newspapers and minority publications and hosted Chicago Bank receptions and information sessions for outstanding college students. In addition, the Chicago Bank attended six minority career fairs at college campuses around the country. As result of the Chicago Bank's relationship with the Hispanic Alliance for Career Enhancement (HACE), the Chicago Bank hired three new employees. Additionally, the Chicago Bank hired one minority from Morehouse College in Atlanta as a result of previous recruiting efforts. The Chicago Bank states that there is a potential to hire three full-time employees from its internship program of 18 interns of which 66% are women and 33% are minorities. The Chicago Bank fails to indicate the types of positions that these new recruits will be hired to fill. The Chicago Bank's five-year review of critical EEO categories charts the percentages of women and minorities in officer and manager, professional, and technician positions. The Chicago Bank reports that representation of women at these levels has fluctuated slightly from year to year and has declined in all three levels since 1991. Specifically, the percent of women represented in the professional and technical levels has decreased 2% and 8.9% respectively since 1988. The Chicago Bank acknowledges this decline and states that it intends to monitor this trend and work with management to identify opportunities to address this area. Upon careful review of the Chicago Bank's 1992 and 1993 goals for minority and women in critical EEO categories, each goal equals the Chicago Bank's actual minority and women representation for 1991 and 1992, except for the 1992 goal of women in professional positions which is higher. While the Chicago Bank states that its District goals are "aggressive," it appears that the Chicago Bank set its 1992 and 1993 goals not to increase women and minority representation but to simply maintain the status quo. Staffing Statistics The Chicago Bank's ten highest paid employees are all White males. Of the Chicago Bank's highest ten percent paid employees in 1992, 77.6% are men, of which 3.9% are minority men, and 22.4% are women, of which 4.3% are minority women. Conversely, of the Chicago Bank's lowest ten percent paid employees 32.7% are men, of which 23.3% are minority men, and 67% women, of which 37.1% are minority women. While women and minorities represent over 57% and 26% of the Chicago Bank's total staff, they account for only 27.6% and 10.2% of those employees at the officer level and 29.6% and 10.5% of those employees in grades 14-16, who are most likely to be promoted to officer staff. These numbers are especially significant in light of the fact that the Chicago Bank offers no information on specific initiatives under way to increase these numbers. (Please see attachments for a summary of Chicago Bank staffing statistics) Cash Awards The Chicago Bank reported the number of recipients of cash awards by pay grade. While these numbers are generally balanced, it is impossible to determine if disparities exist in relation to the amounts awarded to employees in each category. TAB M1 Federal Reserve Bank of Chicago Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +----------------+--------+--------+--------+--------+ |Minority Women | 9 | 3.5 | 11 | 4.3 | +----------------+--------+--------+--------+--------+ |Total Women | 53 | 20.5 | 57 | 22.4 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 14 | 5.5 | 10 | 3.9 | +----------------+--------+--------+--------+--------+ |Total Men | 205 | 79.5 | 197 | 77.6 | +----------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +----------------+--------+--------+--------+--------+ |Minority Women | 96 | 37.2 | 94 | 37.1 | +----------------+--------+--------+--------+--------+ |Total Women | 178 | 69 | 171 | 67.3 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 53 | 20.5 | 59 | 23.2 | +----------------+--------+--------+--------+--------+ |Total Men | 80 | 31 | 83 | 32.7 | +----------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +----------------+--------+--------+--------+--------+ |Minority Women | 695 | 27 | 677 | 26.7 | +----------------+--------+--------+--------+--------+ |Total Women | 1503 | 58.3 | 1460 | 57.5 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 370 | 14.4 | 363 | 14.3 | +----------------+--------+--------+--------+--------+ |Total Men | 1078 | 41.8 | 1081 | 42.6 | +----------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +----------------+--------+--------+--------+--------+ |Minority Women | 6 | 16 | 67 | 549 | +----------------+--------+--------+--------+--------+ |Total Women | 27 | 120 | 330 | 944 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 4 | 25 | 98 | 236 | +----------------+--------+--------+--------+--------+ |Total Men | 75 | 268 | 335 | 403 | +----------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data supplied by the Bank. TAB N Federal Reserve Bank of St. Louis (St. Louis Bank) Organizational Structure The St. Louis Bank's equal opportunity programs are administered by the personnel department. The Employment and Employee Relations Manager functions as the St. Louis Bank's Equal Employment Opportunity (EEO) Coordinator, while the Vice President of Personnel is the District's EEO Officer. The St. Louis Bank reports that its minority and women hiring and advancement goals are developed by the affirmative action officer who in turn discusses the proposed targets with the St. Louis Bank's senior management staff. The St. Louis Bank's management committee is responsible for final approval of these targets. The goals set out in the Affirmative Action Plan (AAP) are compared to actual St. Louis Bank statistics on a monthly basis. Equal Employment Opportunity In 1992, the St. Louis Bank reports that it recruited at nine universities, including several with a predominately minority student body for its management analyst program. Of the 108 candidates screened through campus recruiting, 26 were invited for further interviews. Eleven of the 26 were minorities and 10 were women. Six offers were made, including one to a minority and two to women. In addition, the St. Louis Bank states that the management analyst program currently includes 16 employees, of which 11 are women and three are minorities. Of these participants, four women have been promoted to assistant manager, two women to supervisor, and two to grade 11 analyst. Although the St. Louis Bank provides information on its recruiting efforts, it does not offer information on any programs to identify and develop current St. Louis Bank minority and women employees for officer, managerial and professional positions. Staffing Statistics It is evident from the St. Louis Bank's staffing statistics that while minorities and women represent a majority of the lower grade employees, they are significantly underrepresented at the higher levels of the St. Louis Bank. For example, of the highest paid employees in 1992, 99 are men, of which two are minority men, and 24 are women, of which two are minority women. In addition, of the St. Louis Bank's top ten highest paid employees, one minority is represented. Conversely, of the St. Louis Bank's lowest ten percent paid employees, 49 are men, of which 39 are minorities, and 74 are women, of which 44 are minorities. Women and minorities represent only 18.5% and 3.7% of those employees at the official level and 27.4% and 5.2% of those employees in grades 14-16, who are most likely to be promoted to official staff. These numbers are particularly disturbing in light of the St. Louis Bank's limited efforts in promoting minorities and women to higher level Bank positions. (See attachments for a summary of the St. Louis Bank staffing statistics) Cash Awards The St. Louis Bank provided data on the amount of awards per grade as well as the number of recipients per grade. The data show that two men, one woman and no minorities received cash awards in the officer grades and 53 men, of which 2 are minorities, and 16 women, of which one is a minority, received awards in grades 14-16. The average cash award granted in the officer and 14-16 grades are $3,739 and $774 respectively. Of the number of award recipients in grades 10-13, 98 are men, of which 29 are minorities and 90 are women, of which 12 are minorities. For award recipients in grade 2-9, 129 are men, of which 62 are minorities, and 267 are women, of which 108 are minorities. The average amount of award per recipient in grades 10-13 and 2-9 are $443 and $187, respectively. TAB N1 Federal Reserve Bank of St. Louis Highest Ten Percent Paid Employees 1991 1992 +-----------------+---------+-----------+ |Minority Women | 2 | 2 | +-----------------+---------+-----------+ |Total Women | 19 | 24 | +-----------------+---------+-----------+ |Minority Men | 3 | 2 | +-----------------+---------+-----------+ |Total Men | 103 | 99 | +-----------------+---------+-----------+ Lowest Ten Percent Paid Employees 1991 1992 +-----------------+---------+-----------+ |Minority Women | 52 | 44 | +-----------------+---------+-----------+ |Total Women | 79 | 74 | +-----------------+---------+-----------+ |Minority Men | 36 | 39 | +-----------------+---------+-----------+ |Total Men | 43 | 49 | +-----------------+---------+-----------+ Total Bank Employees 1991 1992 +-----------------+---------+-----------+ |Total Men | 543 | 549 | +-----------------+---------+-----------+ |Total Women | 681 | 689 | +-----------------+---------+-----------+ |Total Minority | 362 | 357 | +-----------------+---------+-----------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 2-9 +-----------------+---------+-----------+----------+--------+ |Total Men | 44 | 98 | 168 | 239| +-----------------+---------+-----------+----------+--------+ |Total Women | 10 | 37 | 161 | 481| +-----------------+---------+-----------+----------+--------+ |Total Minorities | 2 | 7 | 36 | 312| +-----------------+---------+-----------+----------+--------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data supplied by the Bank. TAB O Federal Reserve Bank of Minneapolis (Minneapolis Bank) Organizational Structure The Minneapolis Bank's EEO Officer is an executive vice president who reports directly to the president. The EEO Officer is responsible for directing the development of the affirmative action programs and implementation efforts on a Bankwide basis. The Minneapolis Bank states that its senior management has primary responsibility for carrying out the Minneapolis Bank's affirmative action goals. Annually, the EEO Officer reviews the Minneapolis Bank's Affirmative Action Plan (AAP) with senior vice presidents. It is the personnel department's responsibility to monitor Bankwide performance in relation to annual staffing objectives and to report the results of affirmative action efforts to senior management. Equal Opportunity Employment The Minneapolis Bank reports that it establishes numerical goals for women and minorities. The goal-setting process is accomplished through a review by the EEO officers and personnel department staff of the year-end analysis and results relative to community work force data, based on the 1990 census. Future hiring and promotional opportunities are discussed formally through strategic planning meetings conducted by personnel with all bank departments every other year and informally in the interim. Conspicuously absent from the Minneapolis Bank's objectives for staff composition were goals for minority and women representation at the official staff level. In fact, no goals have been set for female representation in any grade at the Minneapolis Bank. The Minneapolis Bank notes that its EEO strategy has been created to develop minorities and women from within the organization to assume future leadership positions. It is acknowledged that this approach may take time to produce measurable results. Unfortunately, the Minneapolis Bank fails to provide detailed information on any formal programs established to identify and develop potential minority employees for promotion. The Minneapolis Bank states that it participated in a local career fair in a predominately minority neighborhood, participated with other Reserve Banks in advertising in the Black Collegian magazine, and continued to work with local agencies for minority referrals during 1992. Additionally, the Minneapolis Bank sponsored two summer interns from INROADS. Staffing Statistics The Minneapolis Bank's stated efforts to recruit and hire minorities to official and professional positions have not resulted in additional minority representation in the highest levels of the Minneapolis Bank. Of the Minneapolis Bank's top ten highest paid employees, the Bank reports that there are no minorities and one woman represented. Of the Minneapolis Bank's highest ten percent paid employees, 80 are men, of which one is a minority, and 36 women, of which two are minorities. Of the Minneapolis Bank's lowest ten percent paid employees, 9 are men, of which eight are minorities, and 85 are women, of which seven are minorities. In addition, while women and minorities constitute 65% and 9% of total bank employees, they represent only 20.4% and 6.1% of employees at the official level. While the bank's percentage of women in the "pipeline" (grades 14-16) is encouraging at 42.7%, the percentage (1.6%) of minorities in these grades is wholly inadequate. (See attachments for a summary of Minneapolis Bank staffing statistics) Cash Awards The Minneapolis Bank provided a chart on the amounts awarded to employees of each grade by race and gender. Therefore, it is impossible to determine how many individuals received awards. The total amount of awards granted to officers and employees of grades 14-16 was $34,453, of which 14.5% and 8.7% was awarded to women and minorities, respectively. TAB O1 Federal Reserve Bank of Minneapolis Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 2 | 2 | 2 | 2 | +---------------+--------+--------+--------+--------+ |Total Women | 38 | 32 | 38 | 32 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 2 | 2 | 1 | 1 | +---------------+--------+--------+--------+--------+ |Total Men | 78 | 67 | 81 | 68 | +---------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 8 | 6.2 | 7 | 6 | +---------------+--------+--------+--------+--------+ |Total Women | 87 | 73.6 | 85 | 77 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 5 | 3.9 | 8 | 7 | +---------------+--------+--------+--------+--------+ |Total Men | 29 | 26.4 | 19 | 23 | +---------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 64 | 6 | 60 | 6 | +---------------+--------+--------+--------+--------+ |Total Women | 732 | 64 | 763 | 65 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 35 | 2 | 41 | 3 | +---------------+--------+--------+--------+--------+ |Total Men | 376 | 35 | 431 | 36 | +---------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +---------------+--------+--------+--------+--------+ |Minority Women | 2 | 1 | 14 | 43 | +---------------+--------+--------+--------+--------+ |Total Women | 10 | 53 | 213 | 487 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 1 | 1 | 12 | 27 | +---------------+--------+--------+--------+--------+ |Total Men | 39 | 71 | 159 | 162 | +---------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies.The following chart was compiled according to the converted data supplied by the Bank. TAB P Federal Reserve Bank of Kansas City (Kansas City Bank) Organizational Structure The Senior Vice President in charge of the Administrative Services Division at the Kansas City office is the Equal Employment Opportunity (EEO) Officer and reports directly to the first vice president. The EEO Officer is responsible for achieving the affirmative action staffing goals. The Assistant Vice President in charge of Employee Development is responsible for coordinating the Kansas City Bank's participation in affirmative action programs and for monitoring the District's progress in achieving affirmative action goals. Equal Employment Opportunity During 1991, the Kansas City Bank states that its affirmative action efforts focused on recruiting, training and development, and community involvement. The Kansas City Bank's efforts to recruit minorities included 12 visits to six minority schools in 1991, of which three are located outside the tenth Federal Reserve District. In 1992, the Kansas City Bank made 25 recruiting trips to 17 universities that are considered either minority schools or have high minority populations. During these visits, the Kansas City Bank states that relationships were reaffirmed or established with faculty members and minority student groups. In addition, the Kansas City Bank participated in employment/career fairs and workshops sponsored for the benefit of minority students at both minority and non-minority schools. The Kansas City Bank reported that its aggressive recruiting practices have greatly increased the numbers of minorities brought into the Management Development Program, adding 16 minority employees in 1992 compared to an average of five employees each year during the last five years. Staffing Statistics Although the Kansas City Bank has initiated new efforts to recruit minorities and has provided details on the hiring of minorities as a result of these initiatives, the Kansas City Bank's minority representation at the highest level of the bank is sorely lacking. Of the Kansas City Bank's top ten paid employees in 1992, no minorities and no women are represented. In addition, of the highest ten percent paid employees in 1992, 126 are men, 37 are women and 2 are minorities. Conversely, of the Kansas City Bank's lowest paid employees, 51 are men, 112 are women and 66 are minorities. While women and minorities represent 57% and 20% of total Kansas City Bank employees respectively, women and minorities represent only 18% and 0% of those employees at the official level. The low percentage (3.4%) of minorities in grades 14- 16, which is generally the pool from which official staff are selected, is one possibility for the absence of minority representation at the official level. (See attachments for a summary of Kansas City Bank staffing statistics) Cash Awards The Kansas City Bank provided data on the amount of awards and the number of employees to whom awards were granted. The Kansas City Bank awarded $140,855 in cash awards in 1992. While women and minorities received 43.8% and 16.7% of the total awards granted, of the $44,475 awarded to officers and employees of grades 14-16, only 22.6% went to women and 1.2% went to minorities. TAB P1 Federal Reserve Bank of Kansas City Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Total Men | 129 | 80 | 126 | 77 | +---------------+--------+--------+--------+--------+ |Total Women | 32 | 20 | 37 | 23 | +---------------+--------+--------+--------+--------+ |Total Minority | 1 | 1 | 2 | 1 | +---------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Total Men | 46 | 29 | 51 | 31 | +---------------+--------+--------+--------+--------+ |Total Women | 115 | 71 | 112 | 69 | +---------------+--------+--------+--------+--------+ |Total Minority | 66 | 41 | 66 | 40 | +---------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Total Men | 692 | 43 | 701 | 43 | +---------------+--------+--------+--------+--------+ |Total Women | 918 | 57 | 930 | 57 | +---------------+--------+--------+--------+--------+ |Total Minority | 303 | 19 | 320 | 20 | +---------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 1-9 +---------------+--------+--------+--------+--------+ |Total Men | 48 | 111 | 259 | 283 | +---------------+--------+--------+--------+--------+ |Total Women | 10 | 42 | 223 | 655 | +---------------+--------+--------+--------+--------+ |Total Minority | 1 | 5 | 46 | 268 | +---------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data data supplied by the Bank. TAB Q Federal Reserve Bank of Dallas (Dallas Bank) Organizational Structure The Dallas Bank has designated one senior official as the Dallas Bank's EEO Officer. The current EEO Officer is a vice president who reports directly in that capacity to the Dallas Bank's president and first vice president. The EEO Officer is assisted by four Deputy EEO Officers (one at each of the Dallas Bank's four offices.) Annually, the Dallas Bank's equal employment opportunity goals are established and measured. These goals are set for two-year periods and are determined by using data from the 1980 census and updated information from the Primary Metropolitan Survey Area issued by the Texas Employment Commission for each labor market in which the Dallas Bank operates. Equal Employment Opportunity The Dallas Bank states that it maintains contacts with community organizations in which minorities and the disabled are substantially represented, such as the Urban League Texas Employment Commission, Minority Chamber of Commerce, Minority Human Resources Association and vocational office education programs of local public school districts. The recruiting staff represented the Dallas Bank at minority job fairs sponsored by a radio station and the Black State Employees Association of Texas, Inc. The Dallas Bank also states that it maintains contacts with area colleges and universities where minority students and women are represented in substantial numbers. The Dallas Bank does not provide any information on the success of these efforts in recruiting and hiring minorities and women to upper-level Bank positions. The Dallas Bank makes no mention of any programs designed to identify and train minority and women employees for potential promotions to official, managerial, and professional positions. Staffing Statistics The Dallas Bank's employee statistics show significant underrepresentation of minorities and women in higher-level Bank positions. Of the top ten paid employees at the Dallas Bank, no minorities or women are represented. Of the highest ten percent paid employees in 1992, 27 are women, of which 5 are minorities, and 134 are men, of which 11 are minorities. Conversely, of the lowest ten percent paid employees, 84 are women, of which 56 are minorities, and 79 are men, of which 53 are minorities. Additionally, while women and minorities make up 54.1% and 27% of total Dallas Bank employees, women and minorities represent only 15.5% and 12% of the employees represented at the official level and only 22.9% and 12.1% of those employees in the "pipeline" (grades 14-16) to official staff. (See attachments for a summary of Dallas Bank staffing statistics) Cash Awards The Dallas Bank provided data on the number of employees receiving cash awards in each pay grade by gender and race, but did not include the amounts of awards issued to these employees. Therefore, while the data on the number of individuals awarded cash awards are generally balanced, it is impossible to determine whether the amounts of cash awards would illustrate any disparity. TAB Q1 Federal Reserve Bank of Dallas Highest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +----------------+--------+--------+--------+--------+ |Minority Women | 5 | 3.1 | 5 | 3.1 | +----------------+--------+--------+--------+--------+ |Total Women | 25 | 15.4 | 27 | 16.8 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 10 | 6.2 | 11 | 6.9 | +----------------+--------+--------+--------+--------+ |Total Men | 136 | 84 | 134 | 83.2 | +----------------+--------+--------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Percent Number Percent +----------------+--------+--------+--------+--------+ |Minority Women | 66 | 40.8 | 56 | 34.3 | +----------------+--------+--------+--------+--------+ |Total Women | 95 | 58.7 | 84 | 51.5 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 50 | 30.9 | 53 | 32.5 | +----------------+--------+--------+--------+--------+ |Total Men | 68 | 42 | 79 | 48.5 | +----------------+--------+--------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +----------------+--------+--------+--------+--------+ |Minority Women | 464 | 19.3 | 461 | 19 | +----------------+--------+--------+--------+--------+ |Total Women | 911 | 54.5 | 904 | 54.1 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 270 | 11.2 | 292 | 12 | +----------------+--------+--------+--------+--------+ |Total Men | 762 | 45.5 | 767 | 45.9 | +----------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 2-9 +----------------+--------+--------+--------+--------+ |Minority Women | 2 | 7 | 64 | 388 | +----------------+--------+--------+--------+--------+ |Total Women | 9 | 47 | 224 | 624 | +----------------+--------+--------+--------+--------+ | | | | | | +----------------+--------+--------+--------+--------+ |Minority Men | 5 | 18 | 50 | 219 | +----------------+--------+--------+--------+--------+ |Total Men | 49 | 158 | 198 | 362 | +----------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Bank's pay plans and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data supplied by the Bank. TAB R Federal Reserve Bank of San Francisco (San Francisco Bank) Organizational Structure The San Francisco Bank's vice president of corporate personnel is the District's Equal Employment Opportunity (EEO) officer who reports to the senior vice president of administration, who then reports to the first vice president and president of the San Francisco Bank. Equal Employment Opportunity The 1993 affirmative action planning process by the San Francisco Bank included an analysis of the present San Francisco Bank work force and setting specific, measurable hiring and promotional goals in areas of underrepresentation to be achieved by January 1, 1993. It also includes updating existing developmental plans and establishing new plans for key female and minority employees, creating a reporting structure to regularly monitor and measure progress and implementing a longer-term strategic plan. In 1992, the San Francisco Bank for the first time included long-range EEO planning for 1992-1995. Projections for minorities and women representation for the officer and 14-16 grade levels (feeder group for the Officer and Senior Level Manager positions and 11-13 (entry-level Supervisor and Professional level) are established by Division/Branch Management. As part of the AAP, each Division/Branch is provided with a Utilization Analysis Report indicating the representation of females and specific minorities in certain grades. Departments use this information, together with turnover and historical promotional data, to project representation achieved through hiring and promotions for the current year. At mid-year and at year-end, departments are provided with progress reports that compare actual representation with projected representation. The San Francisco Bank states that it is currently experiencing a lack of strong minority candidates in the 14-16 grade pipeline, due to difficulty identifying and hiring minority candidates from outside the San Francisco Bank, especially from the Black community. The San Francisco Bank is in strong competition for these individuals with several large, local employers. According to the San Francisco Bank "these companies have better `street reputations' than the Fed in terms of mentoring and promoting Black employees." While it is encouraging that the San Francisco Bank acknowledges this as a problem, it is disturbing that the San Francisco Bank provides no specific information on any initiatives under way to change this "street reputation." Additionally, the San Francisco Bank does not expect minority representation in some groups to increase at all in 1993. According to the San Francisco Bank, this is due to a number of factors including the state of the economy and high unemployment, especially in California, which results in low turnover, downsizing and centralization activities. While the San Francisco Bank participates in a large number of community programs, including involvement in both the National Association of Urban San Francisco Bankers and its San Francisco chapter, the Bay Area Urban San Francisco Bankers Association (BAUBA), Alumnae Resource Group (Women's Group) and local college, university and community job fairs, the San Francisco Bank offers no information on the success of these efforts in recruiting minorities and women to higher- level San Francisco Bank positions. Staffing Statistics Of the highest ten percent paid employees in 1992, 69 are women while 172 are men. Of those 69 women, 18 are minorities, while of the 172 men, 33 are minorities. In addition, no minorities and only one woman was represented among the top ten paid employees. Conversely, of the lowest ten percent paid employees in 1992, 127 are women, of which 78 are minorities, and 144 are men, of which 62 are minorities. In addition, while women and minorities constitute 52% and 29% of the total number of bank employees respectively, they only constitute 25% and 15% of those employees at the official level. (See attachments for a summary of San Francisco Bank staffing statistics) Cash Awards and Incentive Bonus Programs The San Francisco Bank provided data on the number of employees receiving cash awards, but did not include the amounts of awards issued to these employees. Therefore, while the data on the number of individuals awarded cash awards are generally balanced between grades, it is impossible to determine whether the amounts of cash awards would illustrate any disparity. TAB R1 Federal Reserve Bank of San Francisco Highest Ten Percent Paid Employees 1991 1992 Number Number +---------------+--------+--------+ |Minority Women | 17 | 18 | +---------------+--------+--------+ |Total Women | 67 | 69 | +---------------+--------+--------+ | | | | +---------------+--------+--------+ |Minority Men | 36 | 33 | +---------------+--------+--------+ |Total Men | 187 | 172 | +---------------+--------+--------+ Lowest Ten Percent Paid Employees 1991 1992 Number Number +---------------+--------+--------+ |Minority Women | 78 | 78 | +---------------+--------+--------+ |Total Women | 122 | 127 | +---------------+--------+--------+ | | | | +---------------+--------+--------+ |Minority Men | 81 | 62 | +---------------+--------+--------+ |Total Men | 132 | 144 | +---------------+--------+--------+ Total Bank Employees 1991 1992 Number Percent Number Percent +---------------+--------+--------+--------+--------+ |Minority Women | 759 | 30 | 702 | 29 | +---------------+--------+--------+--------+--------+ |Total Women | 1328 | 52 | 1244 | 52 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 541 | 21 | 520 | 21 | +---------------+--------+--------+--------+--------+ |Total Men | 1213 | 48 | 1161 | 48 | +---------------+--------+--------+--------+--------+ 1992 Employee Statistics* Grades Grades Grades Officers 14-16 10-13 2-9 +---------------+--------+--------+--------+--------+ |Minority Women | 3 | 16 | 101 | 582 | +---------------+--------+--------+--------+--------+ |Total Women | 24 | 64 | 272 | 884 | +---------------+--------+--------+--------+--------+ | | | | | | +---------------+--------+--------+--------+--------+ |Minority Men | 12 | 26 | 109 | 373 | +---------------+--------+--------+--------+--------+ |Total Men | 72 | 124 | 329 | 636 | +---------------+--------+--------+--------+--------+ *Please note that the Federal Reserve Banks' pay plan and grades are not equivalent to those used by other government agencies. The following chart was compiled according to the converted data by the Bank.