STRATEGIC ARTICULATION MAP
OUR MISSION
The mission of the Federal Home Loan Bank of San Francisco is to provide our members with
Resources for A ordable Housing & Economic Development
Essential Financial Services & Expertise
Reliable Access to Low-cost Liquidity
Together, we make our communities more vibrant, equitable, and resilient, changing lives for the better.
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OUR DEI PURPOSE
inclusive workplace that empowers team members
To drive an
equitable finances with a
to execute the banks mission to provide
strong commitment to the communities we serve
OUR DEI VISION
We envision our Team members inspired by the bank's mission and committed to DEI so we have a Positive Sustained Community Impact Through Improved Access to Home Ownership powered by attracting and retaining top talent.
2
VISION SNAPSHOTS:
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
FHLB-SF influences federal policy and advocates for markets served
Incubator program for Suppliers whether this is developed in-house or partnership with a certifying agency (NMSDC)
FHLBSF helps author fair housing legislation signed into law
Champion Diversity
Brand Diversity
FHLBSF recognized as one of the West Coast's best places to work for diverse employees
Components of FHLB-SF DEI program published on the CEO Action Pledge
BOD announces support for Black Home Ownership initiative to direct CID funding
FHLBSF sets the pace for GSE's ELT representing diverse communities
Each ELT member publishes their DEI mission statement on EMPOWER
Senior ERG members engaged in mentoring new hires/junior sta (consider mentoring 360 program for DEI focus new hires)
Lead Diversity
3
VISION SNAPSHOTS:
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
Market and Community Equity
FHLBSF plays vital role in reducing the Black Home Ownership gap
Bank identifies five organizations to partner on to bridge Black Home ownership gap
CARE @ FHLBSF program donates increased (dollars or man hours)
• Bank leadership academy creates management and promotion pipeline • Sponsorship program is launched across the bank to help diverse employees get promoted to senior roles
• DEI and HR pilot sponsorship program with ELT • Succession plan is in place for all EVP, SVP, and MD positions
Development programs focus on people from underrepresented communities and all members of the Bank for the various di erent levels.
Opportunity Equity
Wealth Gap Stats published and Bank launches educational series on wealth gap
Rewards Equity
HR and DEIO historical analysis reveals no pay or promotion disparities between racial or gender populations
DEIO and HR partner to develop pay equity program
4
VISION SNAPSHOTS:
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
We are confident with our DEI work and ready to submit our qualifications for corporate equality indexes e.g. HRC - for LGBTQ and DisabilityIN
Announcements posted showing support of significant days in D&I, Black History Month, Pride, Hispanic Heritage Month, etc
Many team members across the various demographics (race/ethnicity, age, gender) are posting about FHLBSF - stating it is a great place to work.
Find Inclusion
Mature ERG programming - Training for ERG Chairs
Employee survey results show employees feel included at work
1/3 of all Bank employees are DEI certified
Engage Inclusion
DEIO publishes expanded DEI metrics, some for all-employee consumption, for improved transparency
FHLBSF earns spots on most inclusive place to work lists by HRC, Disability:In; Working Mother Media;
Detailed development plans in place for all positions
Grow Inclusion
5
DIFFERENTIATORS // What we must do di erently going forward
Transparency
More leadership engagement in diversity initiatives
Shift Philanthropic Spend Toward Programming
Invest in our DEI and Employee Brand
HEADLINE INDICATORS // How we will know we’ve done it
Employee Engagement
Black Home Ownership (Financial Support, Legislative Advocacy, Diversity in Decision Making)
Supplier Diversity (Breakdown of Supplier Diversity, Percent of Total Spend from Diverse Suppliers, Revenue Increase Post Incubator)
Regulatory Rating
Workforce Diversity (Gender, Ethnicity, Level)
6
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
Champion Diversity FHLBSF helps author fair housing legislation signed into law
FHLB-SF influences federal policy and advocates for markets served
Incubator program for Suppliers whether this is developed in-house or partnership with a certifying agency (NMSDC)
CRITICAL INITIATIVES
• Grow and evolve ERG’s - Increase ERG budget to facilitate more opportunities for third party experts to provide DEI training and education to Bank sta - Improved visibility to Bank-wide calendar for improved coordination between ERG ‘s and other Bank-wide activities. Provide a monthly summary of events at the start of each month. - For ERG collaborative events, continue to encourage collaboration such as the recently successful Angel Island virtual tour event with the CHISPA and AA ERGs. - Partner with Marketing and ERG’s to increase content on ERG Empower pages
• Expand depth, performance and impact of supplier diversity initiatives - Supplier Diversity Best Practices training - Develop and launch Incubator program for Suppliers whether this is developed in-house or partnership with a certifying agency (NMSDC) - Leverage membership/sponsorship funds to partner with third party organizations who provide incubator or training and development programs for diverse businesses with the goal of improving the success rate of bid opportunities with GSE’s. • Advocate for policy and legislation initiatives in alignment with DEI and bank purpose and missions - Help author fair housing legislation signed into law - Influence federal policy and advocates for markets served
• Develop DEI workshop for Legal team on best practices in pursuing DEI change and managing risk
7
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
Brand Diversity
FHLBSF recognized as one of the West Coast's best places to work for diverse employees
Components of FHLB-SF DEI program published on the CEO Action Pledge
BOD announces support for Black Home Ownership initiative to direct CID funding
CRITICAL INITIATIVES
• Develop Branding On DEI Purpose Strategy and Campaign - Bolster our Marketing and Branding that showcases our mission and our work. We have been in this community for many years, yet most do not know that we exist. - Use social media to post relevant content - Partner with Marketing and ERG’s to increase content on ERG Empower pages - Partner with Marketing and ERG’s to develop content appropriate for the Bank’s public website (Develop a B2C marketing strategy inclusive of DEI e orts) • Grow employee brand through DEI conscious recruiting - Provide guidance to all hiring managers on diverse interview panels and unconscious bias in interviewing - Focus on using marketing e orts to attract diverse talent.(Develop a B2C marketing strategy inclusive of DEI e orts) - Partner with ERG members for gender and minority-focused college/trade group recruiting. - Partner with Marketing to improve recruiting collateral (candidate data collection, on-site marketing materials, give-aways, etc) - (Develop a B2C marketing strategy inclusive of DEI e orts)
- We can do a better job at campus recruiting by requiring managers to participate in 1 campus recruiting event annually. We should also utilize organizations such as Posse to ensure we continue to have a diverse group of intern candidates. - For recruiting, we need to bolster up our marketing and sponsorship opportunities in the LatinX communities. Should also ensure we are intentional in ensuring our candidate pools for senior level positions are diverse and inclusive of individuals from LatinX community. Additionally, we need to continue to build our brand within the Bay Area as a premiere place to work. Like most companies, we share the lack of female representation in the technology space and should seek opportunities to market our Bank and sponsor Technology events to help build our brand within the Silicon Valley community. • Pursue DEI workplace recognition - Become one of the West Coast's best places to work for diverse employees - Publish components of DEI program on the CEO Action Pledge
• Support Black Home Ownership initiative to direct CID funding
8
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
Lead Diversity
FHLBSF sets the pace for GSE's ELT representing diverse communities
Each ELT member publishes their DEI mission statement on EMPOWER
Senior ERG members engaged in mentoring new hires/junior sta (consider mentoring 360 program for DEI focus new hires)
CRITICAL INITIATIVES
• Leadership Communications on DEI that build brand and Awareness - Leadership Team members and Pillar Leads discuss their DEI initiatives/progress during Town Hall meetings - Leverage public platforms (eg, CEO Action Pledge) and social media (eg LinkedIn) to share DEI initiatives and progress - Ensure DEI “IAM” Campaign provides team members at all levels the opportunity to showcase the work they’re doing with DEI e.g. pillar leads participation.
• Set the pace for GSE's ELT representing diverse communities - Convene and lead FHLB / GSEs network and share best practices - Comms on program’s value and why it’s important to the communities we work and live in. - Host an in-person or virtual system conference for DEI/HR - D&I becoming second nature has begun. The program has evolved within the past year and strategic plans will continue to help with us achieving this goal. This is marathon not a sprint and we need to continue to share our Goals and progress with the Bank on a continuous basis. DEI should be an update at every other townhall. Additionally, our progress will lead us to becoming a leader in the system Banks.
- Quarterly comms/updates from 3 Pillar Leads - Use social media to post relevant content
- Publish department level DEI mission statements to articulate how each leader will contribute to the Bank’s DEI culture and activities. - LT members should continue to promote their ERGs at bi-weekly LT meetings and encourage their colleagues to attend their events. - Develop metrics dashboard across the bank and share with leadership so they understand gaps. - ELT members publish their DEI mission statement on EMPOWER
9
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
Market and Community Equity
FHLBSF plays vital role in reducing the Black Home Ownership gap
Bank identifies five organizations to partner on to bridge Black Home ownership gap
CARE @ FHLBSF program donates increased (dollars or man hours)
CRITICAL INITIATIVES
• Develop and Deploy Purpose-Focused Initiative for Employees that allows them to get more involved in delivering on company purpose to customers and homeowners - Education on wealth gap issue in our community would help employees understand the urgency of the mission - Expand the CARE@FHLBSF Program with in-person activities, executive participation, and broader marketing. - Publish DEI metrics (currently provided in quarterly reporting?) to internal employees. - Increased focus on public communications and marketing of outcomes of the Bank’s mission based programs and DEI activities.
• Play vital role in reducing the Black Home Ownership gap in our market area - Engage in programs focused on closing Black Home Ownership. Urban 3 by 30. Adding 3 mm net new homeowners by 2030. - Partner with organizations to bridge Black Home ownership gap - Work to increase CARE @ FHLBSF program contribution (dollars or man hours) - Publish Wealth Gap Stats and launch educational series on wealth gap
10
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
• Bank leadership
academy creates management and promotion pipeline
• Sponsorship program is
launched across the bank to help diverse employees get promoted to senior roles
Opportunity Equity
• DEI and HR pilot sponsorship program with ELT • Succession plan is in place for all EVP, SVP, and MD positions
Development programs focus on people from underrepresented communities and all members of the Bank for the various di erent levels.
CRITICAL INITIATIVES
• Develop an equity forward career development strategy and approach - DEIO and HR to continue to partner on development opportunities. - Clearly define the entry criteria for the Bank’s leadership development programs. Track post- ‘graduation’ succession or promotion activities. - The Bank has several development opportunities, but should perform an analysis to ensure programs o ered are equitable. Then begin to create a framework that cultivates a pipeline for leadership positions. Succession planning is currently performed at the LT level, but should be considered for a few levels below with first time supervisors. - There should be transparency to all employees of the promotion opportunities. There should be honesty that a span of control exists and potentially utilizing Kwame’s job families methodology across the organization where applicable. - Provide career progression opportunities to diverse employees through open internal positions - Ensure DEI is embedded in all development programs that are o ered - Embed DEI in career development programs so diverse employees get the opportunity to participate 1. Improved visibility to Bank-wide calendar for improved coordination between ERG ‘s and other Bank-wide activities. Provide a monthly summary of events at the start of each month. 2. Publish department level DEI mission statements to articulate how each leader will contribute to the Bank’s DEI culture and activities. 3. Partner with ERG members for gender and minority-focused college/trade group recruiting. - Have development programs focus on people from underrepresented communities and all members of the Bank for the various di erent levels. • Address race representation opportunities in leadership - See comments above regarding LatinX population and bolstering a diverse pool of candidates for senior leadership positions. Also see my comments above regarding Technology. - Bank leadership academy creates management and promotion pipeline
- Expand and scale mentoring program - Mentoring program will be available Bankwide. We are interested in taking this a step further and creating sponsorship programs for top performing team members, which we envision will help to create a leadership pipeline for senior level opportunities. - Leverage ERG’s for expansion of the mentor program. 1. Provide opportunities for ERG’s to be the formal mentor of members of the same ERG 2. Establish explicit (but not exclusive) linkage of ERG membership with participation in leadership development program (like McKinsey Academies) 3. I believe with the current structure of the ERG programs and potentially evolving this where ERGs are mentors or buddies to new joiners so that they feel apart of the Bank or as if they belong at the early onset in their careers. ERGs as they continue to evolve would be a key component to engagement, retention and an internal incubator for high performing leaders. Also, showcase these benefits in our external and internal marketing materials. 4. Sponsorship program is launched across the bank to help diverse employees get promoted to senior roles 5. As we continue to evolve our development opportunities, as mentioned above with the span of control and job families (where applicable), we can consider creating job shadowing rotation programs. This could be hard to replicate as we are a small organization and operate very lean. However, we can consider a shadow program lite opportunity for junior team members or creating a “day in the life” type of program for team members who are interested and we o er on a “as needed basis”. For example, if a team member works in Supplier Diversity and is considering an opportunity to work in Legal, a team member from Legal team would have a buddy to shadow them for the day. This is an opportunity for team members to learn about other areas and potentially explore an area that could be of interest to them. 6. Have Senior ERG members engaged in mentoring new hires/junior sta
7. Consider mentoring 360 program for DEI focus new hires 8. Succession plan is in place for all EVP, SVP, and MD positions
11
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
Rewards Equity
Wealth Gap Stats published and Bank launches educational series on wealth gap
HR and DEIO historical analysis reveals no pay or promotion disparities between racial or gender populations
DEIO and HR partner to develop pay equity program
CRITICAL INITIATIVES
• Develop pay equity program - HR and DEIO conduct and address pay or promotion disparities between racial or gender populations
• Expand utilization of Equilar search tool for all external candidate searches
• Formalize the tracking of DEI training for employees and Board Directors
• Review job descriptions for inclusive language
• Analyze success planning process for gaps in diverse representation
12
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
We are confident with our DEI work
Announcements posted showing support of significant days in D&I, Black History Month, Pride, Hispanic Heritage Month, etc
and ready to submit our qualifications for corporate equality indexes e.g. HRC - for
Many team members across the various demographics (race/ethnicity, age, gender) are posting about FHLBSF - stating it is a great place to work.
LGBTQ and DisabilityIN
Find Inclusion
CRITICAL INITIATIVES
• Launch I AM DEI program to provide employees with a platform to share their diversity stories. - In the “IAM” campaign, ensure we include team members who are benefiting from this flexibility to discuss how this has aided in them feeling a sense of inclusivity and belonging at the Bank. - Post Announcements showing support of significant days in D&I, Black History Month, Pride, Hispanic Heritage Month, etc
• Provide a feedback mechanism for employees to share ideas for DEI programming
• Continue what we are doing and promote this level of flexibility - Support the existing Return to O ce initiatives, which include flexible work scheduling. (not a new initiative) - Continue what we are doing and promote this level of flexibility.
• Submit our qualifications for corporate equality indexes (e.g. HRC - for LGBTQ and DisabilityIN)
13
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
Engage Inclusion
Employee survey results show employees feel included at work
Mature ERG programming - Training for ERG Chairs
1/3 of all Bank employees are DEI certified
CRITICAL INITIATIVES
• Conduct more Employee surveys focused on engagement - Include questions in employee surveys that would measure belonging. - Employee surveys should be conducted at least annually to measure Engagement • Bolster DEI training for managers and ensure all receive recruiting training. - O er D&I certification to all managers over the course of the next three years. - O er training for ERG Chairs - O er training to all employees (target 1/3rd completion)
• Provide mandatory small group training sessions for managers to train them on having uncomfortable conversations as well as inclusive leadership training.
14
VISION SNAPSHOTS
STRATEGIC PRIORITIES
Start Small 2022
Scale Fast 2024
Think Big 2026
DEIO publishes expanded DEI metrics, some for all-employee
consumption, for improved transparency
Grow Inclusion
Detailed development plans in place for all positions
FHLBSF earns spots on most inclusive place to work lists by HRC, Disability:In; Working Mother Media;
CRITICAL INITIATIVES
• Pursue spots on most inclusive place to work lists by HRC, Disability:In; Working Mother Media
• DEIO publishes expanded DEI metrics, some for all-employee consumption, for improved transparency
• Develop and implement detailed development plans for all positions
15
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