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FINAL DRAFT

September 3, 1993

CHARTER

ADVISORY COMMITTEE ON AFFIRMATIVE ACTION

The Advisory Committee on Affirmative Action is

chartered by and reports to the Senior Management Council (SMC).

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tion by minorities and women in the Board's workforce and especially at its senior levels compare to their representation nationally; how does the

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successful have they been, and can they be applied

to the Board?

B.

The Committee will produce a report that analyzes the

current situation and provides concrete recommendations to improve the representation of minorities and women

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C.

The Committee Chair will be selected by the SMC from

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tive findings to the Senior Management Council, which in

turn will advise the Administrative Governor, the Equal

Employment Opportunity (EEO) program, and the Division of
Human Resources Management (HRM) of the Committee's work

and any recommended actions.

The committee consists of an officer appointed by each

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may be necessary for consulting support. The EEO program and HRM will provide the Committee with information on past Boardwide programs. The Division of Information Resources Management will provide the secretarial and clerical sup

port that may be required by the Committee.

Response 1.f.

EEO Policy and Goal Analysis

Board of Governors of the Federal Reserve Bysta
afirnativ. Employment Progra- Plan for Ninorities and Tonen
Annual Affirmative Employnant Accomplishment Report
Summary Work Force Analysis
Calendar Year 1992

Total Employment

During the reporting period January 1, 1992 to December 31, 1992, total permanent employment increased by 50. All categories of employment increased, except for American Indian/Alaskan Native employment. The representation of females increased by 22, African-Americans increased by 4, Hispanics by 5, and Asians by 7. However, the percent representation of blacks and females decreased slightly.

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The following analysis of the Board's permanent work force by Professional, Administrative and Technical categories, by major occupations, and by grade groupings is based on data included in attached Appendix I and will note changes in the Board's work force profile.

The analysis of changes in the Board's workforce is limited to the PATCOB Professional, Administrative, and Technical categories. The professional and Administrative categories have the most potential for career advancement by minorities and women into nid and senior level management positions. The Technical category has potential for advancement to the lower mid-level grades.

Generally the analysis will be liaited to changes in the percent representation of EEO groups in the PATCOB categories. Numerical changes are discussed when the actual numbers of employees indicate progress in making increased

Comparison of 1992 PATCOB Rapresentation Against 1992 Targets

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PATCOB

Planned Actual Category Raco/Sex

1992 1992 Professional Black/Male

7

6 Black/Female 8

6 Hispanic/Male

2 Hlapanic/Femalo

Asian/Female 6 Administrative Black/Male 35

36 Hispanic/Mal. 8

3 Hispanic/Female 7

7 Technical White/Female 54

41 Hispanic/Male

2 Hispanic/Female 3

1 clerical White/Female 90

73 Hispanic/Male 3

0 Asian/Female

3 Other

White/Femalo
Hispanic/Male 3
Hispanic/Female 1
Asian/Mal.

2 Aslan/Pemale 1 Blue Collar Hispanic/Male 2

Hispanic/Female 1
Asian/Male

2
Asian/Female 1

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Marked decrease
Progress made this period
No Improvement
No improvement
No improvement
No improvement
No improvement
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