A Guide to the

National Banking System

Washington, DC

May 1999
This guide, prepared by the Office of the Comptroller of the Currency (OCC), is

intended to provide an overview of the national banking system, its regulatory

structure, and entrance into it. The OCC encourages organizing groups, financial

institutions not currently regulated by the OCC, and national banks to consult with

appropriate OCC contacts or counsel familiar with banking law to obtain specific

advice on specific issues.
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iii National Banking System

A Guide to the 

National Banking System Table of Contents

Introduction 1

The National Banking System 3

Creation of the System 3

The System Today 3

The OCC Today 3

The OCC 5

Organization 5

Lines of Supervision 6

Bank Supervision Staff 6

Effective Use of Technology 7

OCC Staff Expertise 7

The OCC’s Outreach Program 8

Communications 9

The National Bank Charter 11

The OCC’s Licensing Process 11

Entry into the National Banking System 12

Establishing a New National Bank 12

Acquiring an Existing National Bank 12

Converting an Existing Institution to a National Bank 13

Background Investigations 13

Decisions and Timeframes 14

Permissible National Bank Activities 14

Bank Powers 14

Structural Considerations 16

Supervision and Oversight 19

Overview 19

Supervision by Risk 19

Examination Frequency and Scope 20

The Evaluation Process 20

Compliance Supervision 21

Community Reinvestment Act (CRA) 22

CRA and Corporate Applications 22

Federal Branches and Agencies 23

Licensing Process 23

Supervision of Federal Branches and Agencies 23
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National Banking System iv

Checks and Balances 25

The Ombudsman 25

Customer Assistance Group 25

Effectiveness Measurement Tools 25

Quality Assurance 26

Assessments and Fees 27

Appendixes 29

A Mission and Guiding Principles 29

B OCC Locations 30

C OCC Contacts 31

D OCC Publications 42
Comptroller’s Corporate Manual A Guide to the

1 National Banking System

A Guide to the

National Banking System Introduction

This guide provides an overview of the national banking system, its regulation,

and the Office of the Comptroller of the Currency (OCC). Specifically, it:

C Provides background on the national banking system.

C Provides an overview of the OCC’s organization, including its mission, 

structure, and staff.

C Discusses the value and approach of OCC supervision.

C Outlines the OCC’s corporate application process and discusses

permissible banking activities for national banks.

C Discusses the OCC’s supervision philosophy and its Community

Reinvestment Act examination process.

C Shows how the OCC uses checks and balances to ensure equitable,

quality supervision. 

C Provides information about the OCC’s assessments and fees.

C Discusses the federal branch license.

C Includes appendixes, listing the OCC’s mission and guiding principles,

OCC contacts, additional OCC publications, and other resources.

Comptroller’s Corporate Manual A Guide to the

3 National Banking System

A Guide to the The National

National Banking System Banking System

Creation of the System

The national banking system was conceived by President Abraham Lincoln and

Treasury Secretary Salmon P. Chase to revive the national economy and

promote a uniform system of currency and credit. The National Currency Act,

which created the national banking system, was enacted in 1863. Provisions of

that Act were reenacted and clarified by the National Bank Act, enacted a year

later, in 1864. The opening in Philadelphia of the first bank chartered under

the new system presented the United States with a fresh means to promote a

sense of nationhood based on uniformly regulated financial institutions and a

growing economy. The issuance of ”national bank notes” by national banks

alleviated a serious obstacle to interstate commerce that existed before the

Civil War. 

Under the professional supervision of the Comptroller of the Currency, a

position established as a bureau of the Treasury Department, the national

banking system acquired a reputation for safety and soundness that inspired

confidence from the banking public. 

The System Today

Today the national banking system consists of thousands of individual national

banks, their branches, and other banking facilities located in small towns and

large cities throughout the country and in cities around the world. Although

national banks are no longer involved in creating paper currency, they continue

to play a critical role in mobilizing and distributing the nation’s wealth, to

ensure a healthy, growing economy.

The OCC Today

The OCC’s mission, as set by Congress, ensures a robust and financially sound

national banking system (see Appendix A). The OCC’s exercise of its

responsibilities for more than 135 years provides a wealth of experience

tracking industry trends, emerging banking issues, and the challenges banks

face today. 

Throughout our history, we have sought to provide the highest quality bank

supervision. It is our foremost objective — and it is solely what we do. Our

approach to bank supervision has evolved in response to the experiences of

many years. It is based on a judicious combination of on- and off-site activity

conducted by locally-based examiners and front-line supervisors who know the

communities where our banks operate. It is backed by the strength and depth
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National Banking System 4

of a national organization of professionals dedicated exclusively to the interests

of a safe, sound, and competitive banking system.

The OCC provides high-quality oversight to identify material problems, or

emerging ones, in individual banks or the banking system, and to ensure that

those problems are effectively addressed. This oversight is achieved by

conducting periodic on-site examinations, performing off-site monitoring and

analyses, and maintaining frequent communication with bankers on trends and

issues. In addition, the OCC pursues initiatives that support fair access to

financial services for all Americans and fair treatment of bank customers. We

maintain a high-quality, professional staff of bank examiners, risk specialists,

economists, and attorneys to ensure quality bank supervision.

The OCC is receptive to innovative proposals, consistent with safety and

soundness, that enhance the ability of national banks to keep pace with, and

compete effectively in, our rapidly changing world. We believe that national

banks are vital to the overall health of the financial industry and should be

allowed to competitively offer a wide array of financial products and services

to best serve their customers and their communities. To that end, we

vigorously defend national banks’ rights to operate in a free and fair market

environment. The OCC works hard to maintain processes and technology that

anticipate, or at least keep pace with, changes in the industry. We routinely

review our policies and regulations to ensure they are in step with the

marketplace and do not impose unnecessary regulatory burden. 

We also ensure that national banks receive fair and balanced supervision. The

OCC’s Office of the Ombudsman serves a key role in making the OCC more

accessible to, and communicative with, the banking industry and its customers. 

The Ombudsman provides bankers with an easily accessible avenue to discuss

problems in confidence, explore options, and seek advice.
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A Guide to the

National Banking System The OCC

The OCC’s national staff of bank examiners and other professional and support

personnel examine and supervise national banks and federally licensed

branches and agencies of foreign banks. Supervision policy and guidance is

centralized at the national level to ensure continuity and equal application to

all banks nationwide. Although this structure is instrumental in setting the

OCC’s overall direction, we believe that supervision of national banks occurs

most effectively when it is performed by those located near the banks. This

section describes how the OCC uses a flexible structure, deploys its expert

staff, and communicates regularly with bankers to ensure effective supervision

at the local level as well as nationwide.

Organization

The OCC’s organizational structure is designed to promote top-quality bank

supervision and service to national banks as the industry undergoes continuous

change. Our structure is flexible so that we can adjust our delivery of services

to changes in the industry structure and in the needs of bankers. Most

importantly, decision-making authority is decentralized in examiners who

interact regularly with national banks. Decentralized decision making, coupled

with centralized policymaking and a system of checks and balances, provides

national banks with the assurance that our supervision is fair, balanced, and

specific to their business focus. 

More than 2,000 OCC bank examiners work from more than 100 locations

around the country and in London (see Appendix B). In addition to its national

headquarters in Washington, D.C., the OCC maintains district and field

offices. Although the national headquarters sets policy and direction and

oversees supervision of the very largest banks, supervision of most national

banks is coordinated through six district offices, located in major cities. Legal

and licensing staffs are based at the national headquarters as well as in the six

district offices. Assistant deputy comptrollers (ADCs) in more than 70 field

office locations and examiners-in-charge (EICs) in large banks maintain close

local contacts with individual national banks. Our nationwide examiner staff

conducts on-site reviews of national banks and provides ongoing supervision of

bank operations. 

The OCC has broad responsibilities and a national perspective. This gives the

OCC unique breadth and depth in understanding the banking industry and its

emerging issues and challenges. An expert workforce and specialist
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teams working through ADCs and Large Bank EICs across the country enables

the OCC to deliver quality supervision and service effectively at the local level.

Lines of Supervision

The OCC has aligned its domestic supervisory operations into two lines of

supervision — community banks and mid-size banks, on one hand, and large

banks, on the other. This structure was implemented to enhance consistency,

gain efficiency, and serve the diverse national bank population more effectively.

C Community/mid-size bank supervision includes community banks and

mid-size banking companies involved mostly in traditional banking

activities. The OCC’s district operations are focused on the needs of these

national banks.

C Large bank supervision includes the largest national banking companies,

which generally are involved in more complex activities and operate over

wide geographic areas. This line of supervision is coordinated through the

Large Bank Supervision Division headquartered in Washington, D.C., and

is carried out by staff assigned to those companies on a full time basis.

Bank Supervision Staff

The OCC’s ADCs and Large Bank EICs are front-line supervisors who are

responsible for assigned banks, or portfolios of banks, and OCC personnel. 

They monitor the condition of assigned banks and schedule and conduct

regular safety and soundness, compliance, and specialty examinations. In

addition, they maintain an awareness of trends within the banking industry and

the financial services marketplace and deal with a variety of issues that pose

potential risks to the institutions they supervise. The majority of national bank

examiners work from field offices situated strategically throughout the country

to best serve the existing population of national banks. Large bank EICs and

their staff are assigned supervision of a particular bank.

The OCC uses a ”Portfolio Manager Approach” to bank supervision to build

examiners’ in-depth knowledge of community and mid-size banks and their

operating environments. Local examiners, who have substantial authority, can

concentrate on direct bank supervision. This fosters effective and consistent

communications between examiners and banks, assures continuity in

supervisory guidance, and enhances our responsiveness to bankers’ questions

and concerns.

Examiners maintain close contact with the banks in their portfolios — not only

through regular on-site examinations every 12 to 18 months, but also through

regular contact, at least once each quarter. The portfolio manager contacts

bank management to: discuss current issues in the bank and in financial

trends; follow-up on matters from prior examinations; and explore the bank’s
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7 National Banking System

plans for new products and services, expansion, or other possible changes. In

this way, the OCC helps national bankers identify new opportunities, explore

possible pitfalls in new products and services, flag emerging areas of concern,

and address existing problems before they worsen. In addition, portfolio

managers can provide information and tools that may help local bankers

evaluate their business (e.g., customized peer comparisons and copies of OCC

modeling results or studies). 

Large Bank supervision is centrally administered from the Large Bank

Supervision Division in our Washington, D.C. headquarters and provides for

continuous supervision over the most diverse and complex national banks. The

OCC maintains a resident on-site Examiner-in-Charge, supported by a resident

core staff of examiners, in each of the largest banks. These examiners, who

report directly to a deputy comptroller in the Large Bank Division, perform

ongoing analysis related to the banks’ condition, risk profiles, economic

factors, and marketplace developments.

Effective Use of Technology

OCC staff uses technology to promote efficient, consistent supervision and

effective communication, and to resolve issues quickly. Examiners, even in

remote locations, can access a wealth of information through computers loaded

with current policy guidance and specialized examination and diagnostic tools,

and that are connected to network systems. The OCC’s extensive resources are

available increasingly to others through the Internet (http://www.occ.treas.gov).

OCC Staff Expertise

Similar to the banking industry, the OCC adjusts its hiring, training, and

deployment of staff in tune with the changing mix and increasing complexity of

bank activities. We continually try to anticipate new needs and create

programs to enhance employee expertise in specific areas. Staff is recruited for

additional expertise, such as bank technology, delivery systems, and

specialized risk analysis. The OCC regularly modifies and updates its examiner

training curriculum to ensure that examiners have the knowledge, skills, and

abilities needed to supervise banks effectively.

The OCC recognizes the value many bankers derive from having more

experienced and knowledgeable examiners with diverse experience and
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specialized skills examining their banks. OCC examiners today have a broad

background on which to base their assessment of the condition of national

banks. The average experience level of OCC’s examining staff has increased in

recent years to more than 13 years. Many years of experience on the job give

the typical examiner insight and perspective from observing and analyzing

banks of all kinds in different areas and through various economic conditions. 

This broad knowledge base enhances the advisory function that examiners can

provide to management and boards of directors. 

The OCC emphasizes the importance of identifying emerging supervisory issues

and has developed a cadre of experts to keep pace with the increasing

complexity of the banking industry. The OCC also employs experts in

compliance, fiduciary/asset management, information technology, and fraud, as

well as attorneys, economists, and staff with in-depth knowledge in licensing,

bank accounting, retail credit, capital markets, community development, credit

scoring, and other areas. 

Experts administer supervisory programs for each specialty area. This ensures

that the OCC retains examining staff that has the appropriate knowledge, skills,

abilities, and focus to carry out its mission. Furthermore, experts give ongoing

advice and counsel to the national banking industry in working with individual

banks, participating in outreach activities, and contributing to OCC advisory

letters and policy statements.

The OCC’s Outreach Program

In addition to its regular on-site examinations and periodic supervisory

updates, the OCC sponsors a range of bank outreach and training programs to

disseminate information on emerging issues, supervisory concerns, and

industry best practices about a wide range of issues. Deputy comptrollers and

ADCs conduct outreach meetings with bankers. Agendas typically include

examiner presentations and roundtable discussions on specific bank

supervision issues. Participants share ideas and feedback. Presentations cover

such topics as updates on legal and regulatory developments and changes in

banking laws, credit underwriting, retail credit, fraud detection and prevention,

interest rate risk, economic updates, community development/investments,

CRA/compliance, Bank Secrecy Act, audit, and corporate activities. 

The OCC’s frontline managers are actively involved in its outreach efforts. 

ADCs and EICs forge strong relationships with a wide range of industry groups,

serving as OCC spokespersons at meetings and conferences with bank

executives, boards of directors, and officials of other federal, state, and local

government agencies. They also meet with public interest groups and
Comptroller’s Corporate Manual A Guide to the

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other members of the public to discuss matters of mutual interest and to

educate and explain OCC policy. 

Communications

The OCC is committed to continual, effective communication with national

banks. Communication includes formal and informal conversations, meetings,

and written policy guidance and examination reports. We strive to be

professional, objective, clear, informative, and consistent in all

communications. Examiners communicate with bank management and board

members as often as the bank’s condition and interests and the examiners’

findings require.

The OCC periodically sends issuances to bankers about changes in laws,

regulations, and supervisory policy. Issuances also discuss emerging issues,

threats to the banking industry, and possible frauds. We disseminate

information in advisory letters, alerts, bulletins, handbooks, and manuals. 

Issuances are available electronically on our Internet home page

(http:\\www.occ.treas.gov) and from our Information Line at 202-479-0141 (a

voice-prompted, fax-on-demand system). 

The Comptroller’s Handbook, which contains policies and procedures for

national bank examinations, is updated regularly. The handbook provides indepth discussion of the various aspects of bank products and services,

including associated risks. Additionally, the handbook provides guidance on

the OCC’s expectations for management and oversight.

The Comptroller’s Corporate Manual explains OCC policies and procedures for

establishing, acquiring, or converting to a national bank, and effecting

structural changes and corporate expansion. The manual describes

requirements for corporate applications and the processes for public comment

and OCC review and analysis of both.

The OCC also disseminates information on ”best practices” to strengthen the

national banking system. This includes information on various subjects, such

as credit underwriting, privacy, and community development. The OCC also

has sponsored various industry seminars to facilitate best practices discussions

with bankers.

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11 National Banking System

A Guide to the The National

National Banking System Bank Charter

The national bank charter is a flexible, dynamic license to provide a broad

array of financial products and services. Because of this, national banks have

significant flexibility to choose how diverse or narrow their lines of services

and products will be, and how large a marketplace they will serve. This

section describes how the OCC’s licensing process works, in general, and then

focuses on alternative means of entry into the national banking system (i.e.,

acquiring a national bank charter). It then describes the broad range of

activities available to national banks and how they may be structured. 

The OCC’s Licensing Process

The Comptroller’s Corporate Manual describes requirements for applications to

establish, acquire, or convert to a national bank, or for existing national banks

to effect corporate changes, including geographical expansion through

branching or merger/aquisition and structural changes to enable delivery of

new products or services. The manual sets out OCC’s policies and step-by-step

procedures, so that applicants know what to do and what to expect from the

OCC. The OCC works continually to streamline application filing and review

processes and to minimize burden, consistent with maintaining safety and

soundness and satisfying statutory requirements. Staff conducts internal

reviews and obtains feedback from applicants to spot areas for improvement.

The manual is available on the Internet, including current application forms. 

We are equipped now to accept some application material electronically and

soon will have a system for complete electronic filing of applications. 

Licensing and legal staff in the district offices and national headquarters are

available, by telephone, e-mail, or meetings, to advise applicants and answer

their questions. (See listing of addresses and telephone numbers in Appendix

C.) This is particularly useful for the early discussion of proposals that are

unusual or highly complex.

The OCC expects filers to prepare applications that are complete and accurate,

in compliance with applicable law and regulations, and, for nonroutine filings,

to obtain advice from banking attorneys or other specialists, as needed. The

OCC, in turn, commits to review applications promptly and make decisions

within established timeframes. 
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Entry into the National Banking System

An organizing group, company, or bank can acquire a national bank charter by:

C Establishing a new national bank.

C Acquiring an existing national bank.

C Converting an existing institution to a national bank.

A national bank may be owned directly by individuals or a holding company. 

Establishing a New National Bank

The OCC approves proposals to establish national banks that will foster healthy

competition, operate in a safe and sound manner, and have a reasonable

chance of success. In so doing, we do not guarantee that a proposal to

establish a national bank is without risk to the organizers or investors. The

OCC’s decision on a proposed new charter depends primarily on our

assessment of the organizers’ qualifications, choice of management, and the

strength of their operating plan.

Given the importance of strong, new, independent charters and the serious

commitment required from an organizing group, the OCC encourages early

contact with licensing staff so that organizers can discuss plans and confirm

required steps in the chartering process. Once an organizing group is ready to

proceed, we will schedule a prefiling meeting, which all organizers should

attend. These meetings are hosted by a licensing specialist, who may be

accompanied by an assistant deputy comptroller or other representative of the

OCC’s local field office responsible for supervising national banks in the

proposed bank’s location. When requested, OCC staff usually is able to meet

with organizers at their chosen location, if meeting at an OCC office is

inconvenient or impractical.

Throughout the chartering process, the OCC’s licensing staff works closely

with local examiners who will oversee the new bank once it is established. By

the time a new bank opens at the end of a successful chartering process, staff

from the OCC’s supervisory office and the organizers normally will be well

acquainted with each other. 

Acquiring an Existing National Bank

Individuals may obtain control of an existing national bank by acquiring its

voting stock, provided the OCC does not object. Under the Change in Bank

Control Act (CBCA), individuals wishing to do so must notify OCC at least 60

days in advance and submit certain information, as described in the ”Change in

Bank Control” booklet of the manual.
Indirect conversions also could occur through merging an interim national bank with the state- 1

chartered entity or federal savings association. For a discussion of mergers involving interim banks, see

the ”Business Combinations” booklet of the manual.

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13 National Banking System

Notification is required by any person acquiring 25 percent or more of a class

of voting securities of a national bank. Notification also is required by persons

acquiring 10 percent to 25 percent, who are presumed to have acquired control

unless this presumption is rebutted successfully. The percentage ownership

thresholds can be reached by combining shares of persons acting in concert. 

The OCC normally completes its review during the initial 60-day review

period, but may extend the review period for up to 120 more days under

extenuating circumstances. The CBCA establishes specific criteria under which

the OCC may decide to disapprove a notice.

Acquisitions of national banks by companies are generally governed by the

Bank Holding Company Act. Existing bank holding companies can acquire a

national bank charter directly or indirectly. For most such acquisitions, Federal

Reserve approval is required. Companies not regulated as bank holding

companies that seek to acquire a national bank would need prior Federal

Reserve approval to become a bank holding company. An exception is made

for acquisitions of some banks whose activities are specifically limited in

scope, such as credit card or trust banks.

Converting an Existing Institution to a National Bank

Another alternative for entering the national banking system is to convert a

financial institution with a different type of charter. Under applicable statutes

and regulations, state banks, savings banks, other banking institutions engaged

in the business of receiving deposits, and federal savings associations, may

convert directly to national bank charters. The OCC has an expedited process 1

for converting institutions that have favorable ratings from their current

regulators and a sound capital structure. A detailed discussion of conversion

transactions is contained in the ”Conversions” booklet of the manual.

Background Investigations

Organizers, directors, principal shareholders, and executive officers generally

must submit biographical and financial reports with their proposals for new

charters or changes in control of national banks. Those reports also are

required for some conversions. The OCC conducts background checks to

assess a person’s competence, experience, integrity, and/or financial ability, to

determine the person’s qualification to serve in the proposed capacity. The

OCC also may require certain information from a corporate filer along with

financial reports. (See the ”Background Investigations” booklet of the manual.)
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Decisions and Timeframes 

The OCC may approve or conditionally approve any filing after reviewing the

application and considering all relevant factors. We will impose conditions

when we conclude that such action is necessary or appropriate to ensure that

approval is consistent with applicable statutes, regulations, and OCC policies.

When we find significant supervisory concerns or inconsistency with law,

regulation, or OCC policy, or when information required to make an informed

decision is not provided in a timely manner, we may deny an application. 

The OCC’s target processing timeframes, in calendar days, for the types of

transactions discussed in this section are:

New National Bank Charter 120 days

Acquisition of an Existing National Bank 60 days

Conversion to a National Charter

Independent Bank 90 days

Independent Thrift 120 days

BHC-owned Bank or Thrift 90 days (30 days if expedited)

Permissible National Bank Activities

Bank Powers

National banks’ federal charters provide a flexible range of powers and uniform

bank regulation. National banks today can provide a broad range of financial

and incidental services. The benefit of OCC’s uniform regulation is particularly

important for banks that operate across state lines or may wish to do so in the

future.

The National Bank Act allows national banks’ powers to evolve over time,

enabling national banks to respond to changing markets and customer needs. 

So that national banks may continue providing effective service to their

customers and their communities, the OCC supports initiatives by national

banks to engage in new activities as markets and customer needs change, to the

extent the law permits and consistent with safety and soundness. One of our

four key goals that support the OCC’s mission is ”to foster competition by

allowing banks to offer new products and services.”

The OCC carefully considers the safety and soundness of bank operations and

legal principles in deciding whether to authorize new activities for national

banks. One important legal principle permits banks to engage in activities that

are incidental to authorized banking activities. We have found permissible

”incidental activities” to include those that are incidental to operating a bank as

a business enterprise, that optimize the use and value of a bank’s facilities and

competencies, that enable banks to avoid economic waste, or that enhance the
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15 National Banking System

quality and efficiency of the content or delivery of banking products or

services.

Examples of activities permissible for national banks and their subsidiaries, in

addition to traditional banking functions, include:

C Engaging in asset securitization.

C Serving as finders for goods and services.

C Providing new services or functions through automated teller machine

(ATM) or point of sale (POS) delivery systems.

C Electronic banking services, such as:

— Providing banking services by telephone or on the Internet. 

— Furnishing data processing for home banking and other electronic

financial services through a joint venture or limited liability company. 

— Operating a stored-value system.

— Selling general Internet access to customers and noncustomers in the

bank’s service area.

C Securities brokerage, clearance, settlement, safekeeping, custody, private

placement, and riskless principal activity, such as:

— Providing investment advisory, financial planning, and asset

management services to customers.

— Providing investment advisory, asset management, marketing, and

administrative services to mutual funds.
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National Banking System 16

— Underwriting and dealing in U.S. government, certain municipal and

other eligible securities.

— Underwriting and dealing in other securities through a subsidiary.

C Insurance sales, reinsurance, and certain insurance underwriting, such as:

— Selling general insurance products and annuities.

— Underwriting and reinsuring certain types of insurance.

C Risk management activities, such as:

— Acting as a financial intermediary for equity, commodity, and other

derivative products, including swaps or other off-exchange

transactions.

— Engaging in credit derivative transactions.

— Using derivatives to hedge exposures from banking activities,

including equity futures or options. 

For more information about specific activities permissible by national banks,

contact our licensing or legal staff in district offices or in Washington (see

Appendix C) and refer to the ”Investment in Subsidiaries and Equities” booklet

of the manual. Also, OCC’s Web site includes key legal interpretations

regarding permissible activities (under “Regulatory Information”).

Structural Considerations

The national bank charter permits several options for corporate structure. This

gives national banks flexibility to structure their operations in whatever way is

most advantageous for them. Applications by national banks for changes to

enable them to engage in new activities may be subject to the OCC’s licensing

process, as described earlier. Our licensing and legal experts are available for

consultation and advice. Examiners from the bank’s local supervisory office, or

specialists elsewhere in OCC, can help evaluate any supervisory implications

of new proposals. And, we work to decide filings within published target time

frames, usually 30 or 60 days.

A national bank does not need OCC approval to perform any bank-permissible

activity directly in the bank. Banks may alternatively perform activities through

other structures:

C An operating subsidiary.

C A minority investment.
Comptroller’s Corporate Manual A Guide to the

17 National Banking System

C A bank service company.

Following are brief descriptions of these alternatives.

Operating Subsidiary

An operating subsidiary is a corporation or limited liability company (LLC)

controlled by a national bank that may perform any activity that the parent bank

could perform. Although prior OCC approval is required in some cases,

simple after-the-fact notification to the OCC often is sufficient. Under limited

circumstances, and after special review, a subsidiary may be authorized to

engage in activities that are not permissible for the parent bank to perform

directly. For further information on operating subsidiaries, see OCC

regulations at 12 CFR 5.34 and the ”Investment in Subsidiaries and Equities”

booklet of the manual.

Minority Interest

A national bank may own a minority interest in a business if the activities of

the business are part of or incidental to the business of banking and are

incidental to the investing bank’s business in particular. Other investors in the

business may be other banks or nonbank companies. Minority investments

may be used as a way to limit costs, or to enable a bank to engage in a line of

business with partners possessing particular experience or other important

attributes. This option, therefore, provides national banks with significant

business flexibility. National banks may make minority investments directly or

through operating subsidiaries.

Bank Service Company

National banks may make investments in bank service companies. In contrast

to minority investments, a bank service company must be owned entirely by

one or more insured banks, thrifts, or holding companies. Although a bank

service company is subject generally to the geographic restrictions that apply to

bank branches, it can engage in any activity that is permissible for all of its

investor banks, except taking deposits. It, therefore, enjoys considerable

potential scope for its activities. For further information, see the Bank Service

Company Act, 12 USC 1861 et seq., OCC regulations at 12 CFR 5.35, and the

”Investment in Subsidiaries and Equities” booklet of the manual.

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19 National Banking System

A Guide to the Supervision and

National Banking System Oversight

Overview

The OCC strives to deliver to all national banks the highest possible quality of

bank supervision. Our supervisory efforts are directed toward identifying

material problems, or emerging problems, in individual banks or the banking

system, and ensuring that such problems are corrected appropriately. Because

banking is essentially a business of managing risk, our supervision is centered

on the accurate evaluation and management of risks. The OCC applies that

philosophy in all supervision activities it conducts, which include safety and

soundness, consumer compliance, bank information systems (BIS), and

fiduciary/asset management activities. 

Clear and meaningful communication between the OCC and the banks we

supervise is a vital component of high-quality supervision. To that end, we

publish and distribute to national bankers our examination procedures and

guidance about evolving issues so that they are not surprised by our

examination and supervision activities. Further, the OCC believes that

bankers, and not regulators, should manage their banks; as a result, we expect

banks to establish and follow appropriate risk management practices.

Supervision by Risk

The OCC recognizes that no single approach to supervision will work best for

all banks in today’s dynamic financial services industry. Although banking

risks have been concentrated historically in traditional banking activities, the

financial services industry has evolved in response to market-driven,

technological, and legal changes. These changes have enabled banks to

diversify by product and geography, but they also complicate banks’ risk

exposure. Because of this complexity, a bank’s risk must be evaluated,

controlled, and managed according to its significance. Therefore, we tailor

each bank’s supervision according to its individual characteristics, including its

size, complexity, and risk profile. We call this ”supervision by risk.”

Our supervisory guidance to bankers and examiners distinguishes between our

expectations for community banks that engage primarily in traditional

activities, and those for large banks and banks engaging in less traditional

activities or offering more complex products or services. This distinction

provides all of the OCC supervised banks with the assurance that examinations

will be efficient and focused, as they are targeted to the risks that are actually

present. For community banks that engage in traditional products and services

and serve a limited geographic area, the OCC examines the banks’ actual

practices rather than their policies and systems. Using assessments of these

practices, OCC examiners draw conclusions about the adequacy of the banks’
A Guide to the Comptroller’s Corporate Manual

National Banking System 20

risk management systems. When risks are higher or products more complex,

examiners expand the focus of their examination to evaluate risk management

systems directly.

Large banks assume varied and complex risks, because they typically have

diversified business lines and geographies. Thus, risk management systems of

large banks must be comprehensive to enable senior management to identify

and manage risk throughout the company. The OCC’s supervision of large

banks focuses on and verifies the overall integrity and effectiveness of those

risk management systems. 

Examination Frequency and Scope

By statute, every national bank must receive a full-scope, on-site (”safety and

soundness”) examination not less than once every 12 months. The OCC may

extend the 12-month interval to 18 months for institutions meeting certain

criteria for size and condition. Most community banks qualify for the 18-

month examination cycle. 

In the largest and most complex banks, supervision is a cyclical process, based

upon an established strategy for each bank. The examination frequency and

scope is determined by a continuum of planning and examining covering a 12-

month period that is updated quarterly.

In addition, the OCC conducts specialized examinations for areas not directly

related to fulfilling statutory requirements for safety and soundness

examinations. Examinations for consumer compliance and fiduciary activities

generally are conducted on a 24- or 36-month schedule, depending on the

safety and soundness examination cycle. BIS examinations usually are

conducted on the same cycle as safety and soundness examinations.

The Evaluation Process

As discussed above, the OCC’s primary supervisory objective is to assess

banks’ ability to measure, monitor, and control risks through their risk

management systems. We do this through two risk assessment systems, one

tailored to community banks and another to large banks. Among the risks that

examiners assess are: credit, interest rate, liquidity, transaction, compliance,

strategic, and reputation. From these assessments, examiners assign each bank

a composite risk rating (low, medium, or high) and determine whether that risk

is expected to decrease, increase, or remain stable.

Additionally, all financial institutions are evaluated and rated under the Federal

Financial Institutions Examination Council’s (FFIEC) Uniform Financial

Institutions Rating System. This system, which is referred to as the CAMELS

rating, assesses six components of a bank’s performance: Capital adequacy,

Asset quality, Management administration, Earnings, Liquidity, and Sensitivity
Comptroller’s Corporate Manual A Guide to the

21 National Banking System

to market risk. Each component is rated on a scale of 1 to 5, with 1 being the

most favorable rating.

A composite rating ranging from 1 to 5 also is assigned under the CAMELS

rating system. A rating of ”1” indicates the strongest performance and risk

management practices relative to the institution’s size, complexity, and risk

profile. Those institutions present the least level of supervisory concern. 

Conversely, a 5-rated institution demonstrates critically deficient performance,

inadequate risk management practices, and the highest level of supervisory

concern. 

At the conclusion of each full scope examination, examiners discuss their

findings with bank management and the bank’s board of directors and

summarize those findings in a report of examination. These meetings allow an

opportunity to discuss the objectives of the OCC’s supervision; strategic issues

that may be confronting the bank; any major concerns, risks, or issues that may

need to be addressed; and other matters of mutual interest.

Compliance Supervision

The OCC has established a cadre of national bank examiners who devote most

of their time to consumer compliance examinations in banks with the most

complex or high-risk compliance activities. In other banks, their expertise is

available in a consulting or review capacity, as appropriate, to examiners

conducting those examinations. This approach incorporates the knowledge of

examiners with extensive safety and soundness experience into the consumer

compliance examination arena, allowing a thorough risk assessment of the

bank. 

For small community banks, the OCC defines a minimum core set of

procedures. These procedures are transaction-based and focus on the results of

operations rather than on methods used to achieve them. For large banks, the

OCC focuses on the bank’s method for identifying, measuring, controlling, and

monitoring consumer compliance risks. Examiners evaluate the bank’s risk

management system and perform limited transaction testing to confirm its

reliability.
A Guide to the Comptroller’s Corporate Manual

National Banking System 22

Community Reinvestment Act (CRA)

Banks have a responsibility under the CRA to help meet the credit needs of

their entire communities, consistent with the safe and sound operations of such

institutions. The CRA regulations establish the framework and criteria by

which examiners assess banks’ records of helping to meet the credit needs of

their communities (12 CFR 25). The CRA regulations were amended in 1995 to

provide for evaluations that take into account differences in bank structures and

operations. 

Instead of a ”one-size-fits-all” examination, the OCC applies separate CRA

procedures to small and large banks, to those that are wholesale or limited

purpose, and to those operating under an approved strategic plan. In addition,

examiners further tailor individual examinations to reduce burden where

possible and ensure that the examination process is more understandable for

the bank. This type of flexibility and customizing permits institutions to be

evaluated fairly and in conformance with their business approach.

The CRA requires the OCC and other federal regulators to provide written

public evaluations of banks’ records for performance under the law. The four

ratings that may be assigned for a CRA evaluation are: outstanding,

satisfactory, needs to improve, and substantial noncompliance. The OCC

assigns those ratings, which are included in the public evaluation, on the basis

of the bank’s performance under its applicable assessment method (i.e., small

bank or large bank). CRA evaluations are performed on a 24- or 36-month

cycle, generally in conjunction with a consumer compliance examination. 

CRA and Corporate Applications

The OCC takes into account a bank’s record of helping to meet community

credit needs in evaluating branch, relocation, merger, conversion, or new

charter applications. The OCC considers the applicant’s record under the CRA

and may deny or condition approval on that basis.
Comptroller’s Corporate Manual A Guide to the

23 National Banking System

A Guide to the Federal Branches

National Banking System and Agencies 

Foreign banking organizations (FBOs) can conduct operations in the U.S.

through federally licensed branches or agencies (FBAs), which are regulated

and supervised by the OCC. Together with our oversight of national banks’

overseas operations, this responsibility broadens the OCC’s expertise in issues

surrounding international banking operations, markets, and financial affairs. 

Most foreign banking offices in the U.S. are wholesale in nature, though FBAs

generally can exercise the same rights and privileges as national banks. They

are subject to the same laws, rulings, and regulations. The OCC regulates FBA

operations to promote safety and soundness and encourages competitive

equality with national banks.

Licensing Process

The OCC’s International Banking and Finance Department handles most of the

licensing activities for FBAs. The OCC shares FBA licensing responsibility with

the Federal Reserve. 

Supervision of Federal Branches and Agencies

The OCC supervises FBAs, as it does national banks, by the supervision by risk

philosophy, recognizing that each belongs to a much larger and complex

foreign banking organization (FBO). The sound operation and ultimate viability

of FBAs depends on support and oversight by their FBO, developments

affecting their home country environment, and events within the FBO.

The FBO Supervision Program was developed to strengthen the supervision of

U.S. operations of FBOs and formalize coordination among U.S. bank

supervisors. Other federal and state banking supervisors participate with the

OCC in this program. Key program activities include developing an integrated

annual strategy for supervising the U.S. operations of each FBO and developing

a common view on its ability to provide support.

The OCC’s supervision of FBAs is performed by staff familiar with FBA

operations and who are in regular contact with the home country supervisor

and FBO head office. Consistent with international accords, the OCC and

other U.S. regulators coordinate supervision and share information with the

FBO’s home country supervisor.

Comptroller’s Corporate Manual A Guide to the

25 National Banking System

A Guide to the

National Banking System Checks and Balances

The OCC is committed to providing high quality bank supervision to all banks

subject to its regulatory authority. This goal is built into the OCC’s mission

statement (see Appendix A) and carried out through its establishment of annual

objectives. Management specifically included the development of effectiveness

measures as one of the OCC’s objectives. 

The Ombudsman

The OCC seeks to ensure that its supervision is, not only efficient and high

quality, but also fair. Our policy states that disputes with bankers must be

resolved equitably and expeditiously in an informal, professional manner. 

When this cannot be done, a national bank can ask its OCC supervisory office

or the OCC Ombudsman to review the disagreement.

The Office of the Ombudsman administers an appeals process that ensures that

national banks receive a fair and expeditious review of OCC decisions and

actions. The Ombudsman functions independently, outside of the bank

supervision and examination area, and reports directly to the Comptroller. 

With the consent of the Comptroller, the Ombudsman may supersede any OCC

decision or action during the resolution of an appealable matter.

Customer Assistance Group

The OCC recognizes that satisfied customers are vital to a bank’s success. To

help banks with their service to the public, the OCC created the Customer

Assistance Group (CAG), which reports to the Ombudsman. The CAG

operates a call center staffed by trained professionals that use an automated

call distribution process and a paperless electronic case management system to

deliver high-quality service to customers. 

The CAG attempts to resolve the bank customer complaints it receives. CAG

staff educate consumers about banking laws and regulations, follow up with

the banks, and investigate complaints equitably. They analyze complaint

trends, contribute research to bank supervision policy, and provide complaint

information to national banks.

Effectiveness Measurement Tools

The OCC solicits and receives feedback routinely from the banking industry

through ”examination questionnaires” and ”satisfaction surveys” that

accompany reports of examination and decisions on corporate applications,

respectively. We use these tools to gather candid and timely feedback from
A Guide to the Comptroller’s Corporate Manual

National Banking System 26

bankers and others. Bankers’ feedback enables OCC management to evaluate

the overall effectiveness of supervision and licensing processes and to refine

and make improvements continuously. 

Quality Assurance

The OCC has developed a quality assurance (QA) program to ensure that each

employee assumes responsibility for the quality of his or her work. QA

programs are applied in the supervision, licensing, and all other functions in

the OCC. The OCC’s primary QA objectives are to ensure continuation of

high-quality work, early identification of problems and their root causes, and

development and implementation of appropriate refinements to further enhance

effective and efficient operations. 
Comptroller’s Corporate Manual A Guide to the

27 National Banking System

A Guide to the

National Banking System Assessments and Fees

The OCC is a non-appropriated federal agency funded through assessments and

fees paid by national banks. The OCC publishes an assessment and fee

schedule at least annually. A copy of the current schedule may be obtained

from the OCC’s Communications Division or by visiting our Web site at

http://www.occ.treas.gov.

Since 1994, the OCC has reduced assessments three times and reduced or

eliminated some corporate filing fees. Other revisions made the assessment

schedule more equitable and ensured that fees paid reflect more accurately the

actual costs of supervision. The combined effect of those actions over a fiveyear period was a savings to national banks of approximately $81 million

annually. In effect, the OCC passed along savings gained through increasing

efficiencies in its supervision of banks. 

Comptroller’s Corporate Manual A Guide to the

29 National Banking System

A Guide to the

National Banking System Appendix A

Mission and Guiding Principles

Mission Statement

The OCC charters, regulates, and supervises national banks to ensure a safe,

sound, and competitive national banking system that supports the citizens,

communities, and economy of the United States.

Vision Statement 

We strive to ensure that national banks soundly manage their risks, compete

fairly and effectively with other financial service providers, offer products or

services that meet the needs of customers, comply with applicable laws, and

provide fair access to financial services.

Our employees work to anticipate and respond to risks in the banking system

and to ensure that OCC supervision is efficient and responsive to market

developments, both domestically and globally.

Each OCC employee strives to maintain the highest standards of integrity and

professionalism, to be a supportive and positive contributor to the OCC team,

and to perform his or her job with energy and good judgment.

The OCC’s Four Pillars

The OCC’s activities are predicated on four goals that support the OCC’s

mission to ensure a stable and competitive national banking system. The four

goals are:

C To ensure the safety and soundness of the national banking system.

C To foster competition by allowing banks to offer new products and

services.

C To improve the efficiency and effectiveness of OCC supervision, including

reducing unnecessary regulatory burden.

C To ensure fair and equal access to financial services, and fair treatment of

bank customers.

Comptroller’s Corporate Manual A Guide to the

31 National Banking System

A Guide to the

National Banking System Appendix C

OCC Contacts

General Information

Office of the Comptroller of the Currency

250 E Street, SW

Washington, DC 20219-0001

Telephone (202) 874-5000

Internet site http://www.occ.treas.gov

Selected Headquarters Divisions

Bank Activities and Structure

Telephone (202) 874-5300

Fax Number (202) 874-5322

Has responsibility for legal issues relating to banking organizations and

structures and various banking activities. 

Bank Organization and Structure

Telephone (202) 874-5060 

Fax Number (202) 874-5293

Internet bos@occ.treas.gov

Evaluates and processes corporate applications from national banks, sets

policies and procedures for application processing, and maintains effective

quality control and information systems that support decentralized licensing

operations.

Bank Supervision Operations

Telephone (202) 874-5020

Fax Number (202) 874-5352

Has responsibility for examination and other supervision activities of all

national banks in the OCC’s six district offices and national bank subsidiaries

of companies in the Large Bank Supervision program.
A Guide to the Comptroller’s Corporate Manual

National Banking System 32

Bank Supervision Policy

Telephone (202) 874-2870

Fax Number (202) 874-5352

Has responsibility for formulating and disseminating the OCC’s supervision

policies to promote national bank safety and soundness and compliance with

laws and regulations. The department issues policy, guidance, and

examination procedures related to national banks’ commercial, consumer, asset

management, capital markets, and community compliance activities.

Communications

Telephone (202) 874-4700

Subscriptions (202) 874-4960

Fax Number (202) 874-5263

Fax-on-demand (202) 479-0141

Provides publications support and information services for the OCC, including

responding to inquiries from the public about the agency’s mission and

activities; developing and maintaining the agency’s Internet website; operating

and overseeing the Public Information Room, which offers access to OCC

public documents; and processing initial requests filed under the Freedom of

Information and Privacy Acts. 

Community Affairs 

Telephone (202) 874-5556

Fax Number (202) 874-5566

Has responsibility for the OCC’s community development and community

relations programs, as well as minority and urban affairs issues.

Community Bank Activities

Telephone (202) 874-5377

Fax Number (202) 874-5352

Coordinates the OCC’s efforts to reduce burden and assist in making

supervision more effective and helpful for community banks.

Community and Consumer Law

Telephone (202) 874-5750

Fax Number (202) 874-5322

Has responsibility for community and consumer legal issues, including

community reinvestment and community development (CD) legal matters.
Comptroller’s Corporate Manual A Guide to the

33 National Banking System

Community and Consumer Policy 

Telephone (202) 874-5216

Fax Number (202) 874-5221

Has responsibility for policy issues related to consumer protection, fair lending

and financial access, and the Community Reinvestment Act . Also has

responsibility for CD outreach and related technical assistance by the

community reinvestment and development (CRD) specialists.

Compliance Operations

Telephone (202) 874-5900

Fax Number (202) 874-5339

Has responsibility for coordination of compliance examinations and liaison

with policy units.

International Banking and Finance

Telephone (202) 874-4730

Fax Number (202) 874-5234

Has responsibility for licensing and supervising federal branches and agencies,

OCC’s participation in the interagency foreign banking organization program,

and OCC’s relations with foreign supervisory organizations.

Large Bank Supervision

Telephone (202) 874-4610

Fax Number (202) 927-0631

Has responsibility for supervision of the largest 30 national banks.

Ombudsman

Comptroller of the Currency

1301 McKinney Street, Suite 3725

Houston, Texas 77010

Telephone (713) 336-4350 

Fax Number (713) 336-4351

Has responsibility for overseeing the national bank appeals process and the

customer assistance group.

Securities and Corporate Practices
A Guide to the Comptroller’s Corporate Manual

National Banking System 34

Telephone (202) 874-5210

Fax Number (202) 874-5279

Has responsibility for securities, fiduciary, and insurance legal issues, as well

as corporate governance and shareholder rights.

OCC District Offices

Northeastern

1114 Avenue of the Americas (212) 819-9860

Suite 3900 Fax (212) 790-4098

New York, NY 10036-7780

Deputy Comptroller (212) 790-4001

District Counsel (212) 790-4010

Licensing Manager (212) 790-4055

Supervises most national banks headquartered in Connecticut, Delaware,

District of Columbia, Maine, Maryland, Massachusetts, New Hampshire, New

Jersey, New York, Pennsylvania, Puerto Rico, Rhode Island, Vermont, and the

Virgin Islands. Field offices supervising banks in these states and other areas

are located in: 

Boston (617) 424-4995

Fax (617) 424-4992

New Jersey (973) 564-5134

Fax (973) 564-5841

New York (212) 790-4020/5

Fax (212) 790-4098

Philadelphia (215) 245-2606

Fax (215) 245-2612

Pittsburgh (412) 856-0404

Fax (412) 856-6863

Syracuse (315) 453-1091

Fax (315) 453-1096

Washington (202) 331-0329

Fax (202) 296-4952

Wilkes-Barre (717) 825-9117
Comptroller’s Corporate Manual A Guide to the

35 National Banking System

Fax (717) 825-0814

Southeastern

Marquis One Tower, Suite 600 (404) 659-8855

245 Peachtree Center Ave., NE Fax (404) 588-4532

Atlanta, Georgia 30303-1223

Deputy Comptroller (404) 588-4500

District Counsel (404) 588-4520

Licensing Manager (404) 588-4525

Supervises most national banks headquartered in Alabama, Florida, Georgia,

Mississippi, North Carolina, South Carolina, Tennessee, Virginia, and West

Virginia. Field offices supervising banks in these states are located in: 

Atlanta (770) 396-3320

Fax (770) 390-0979

Birmingham (205) 985-7693

Fax (205) 985-2369

Carolinas — Charlotte (704) 554-7082

Fax (704) 554-8422

Jackson (601) 956-2975

Fax (601) 956-4734

Memphis (901) 525-3836

Fax (901) 525-2086

Nashville (615) 377-6062

Fax (615) 377-6283

North Florida — Jacksonville (904) 367-0234

Fax (904) 731-8556

North Florida — Tampa (813) 664-1006

Fax (813) 664-0902

South Florida — Miami (305) 262-8203

Fax (305) 262-2370

Virginia (540) 776-7611

Fax (540) 776-7615

West Virginia (304) 344-2308
A Guide to the Comptroller’s Corporate Manual

National Banking System 36

Fax (304) 342-1458

Central

One Financial Place, Suite 2700 (312) 360-8800

440 South LaSalle Street Fax (312) 435-0951

Chicago, Illinois 60605-1073

Deputy Comptroller (312) 360-8802

District Counsel (312) 360-8805

Licensing Manager (312) 360-8851

Supervises most national banks headquartered in Illinois, Indiana, Kentucky,

Michigan, Ohio, and Wisconsin. Field offices supervising banks in these states

are located in:

Chicago ) North (847) 437-0003

Fax (847) 437-0008

Chicago ) West (847) 437-0003

Fax (847) 437-0008

Chicago ) South (630) 789-6909

Fax (630) 789-6928

Champaign (217) 352-9077

Fax (217) 352-5671

Cincinnati (513) 769-6601

Fax (513) 769-6723

Cleveland (216) 447-8866

Fax (216) 447-9335

Columbus (614) 766-6296

Fax (614) 766-6545

Detroit (248) 355-1110

Fax (248) 355-4162

Evansville (812) 428-0446

Fax (812) 428-0369

Indianapolis (317) 872-9407

Fax (317) 872-0957
Comptroller’s Corporate Manual A Guide to the

37 National Banking System

Iron Mountain (906) 779-1430

Fax (906) 779-3880

Kalamazoo (616) 349-1438

Fax (616) 349-0622

Louisville (502) 429-3422

Fax (502) 429-0339

Milwaukee (414) 289-0169

Fax (414) 289-0223

Peoria (309) 699-8608

Fax (309) 699-6954

Midwestern

2345 Grand Boulevard, Suite 700 (816) 556-1800

Kansas City, Missouri 64108-2683 Fax (816) 556-1892

Deputy Comptroller (816) 556-1803

District Counsel (816) 556-1870

Licensing Manager (816) 556-1860

Supervises most national banks headquartered in Iowa, Kansas, Minnesota,

Missouri, Nebraska, North Dakota, and South Dakota. Field offices supervising

banks in these states are located in:
A Guide to the Comptroller’s Corporate Manual

National Banking System 38

Alexandria (320) 763-7075

Fax (320) 763-4782

Des Moines (515) 270-0552

Fax (515) 270-9654

Duluth 218-720-3630

Fax 218-720-3027

Eau Claire (715) 832-2577

Fax (715) 832-0764

Fairview Heights (618) 624-2274

Fax (618) 624-3428

Fargo (701) 237-4272

Fax (701) 237-5116

Grand Island (308) 381-8126

Fax (308) 381-6159

Joplin (417) 781-7629

Fax (417) 781-9724

Kansas City (913) 384-6005

Fax (913) 384-6533

Minneapolis (612) 332-3071

Fax (612) 332-3373

Omaha (402) 493-0654

Fax (402) 493-0329

Salina (785) 823-6638

Fax (785) 823-0819

Sioux City (712) 252-6160

Fax (712) 252-6164

Sioux Falls (605) 336-0390

Fax (605) 336-7769

St. Louis (314) 469-5991

Fax (314) 469-6003
Comptroller’s Corporate Manual A Guide to the

39 National Banking System

Wichita (316) 636-9275

Fax (316) 634-6889

Southwestern

500 North Akard Street, Suite 1600 (214) 720-0656

Dallas, Texas 75201-3394 Fax (214) 720-7000

Deputy Comptroller (214) 720-7005

District Counsel (214) 720-7012

Licensing Manager (214) 720-7052

Supervises most national banks headquartered in Arkansas, Louisiana,

Oklahoma, and Texas. Field offices supervising banks in these states are

located in: 

Austin (512) 794-0761

Fax (512) 794-0767

Dallas — North (214) 720-7036

Fax (214) 720-7038

Dallas — South (214) 720-7001

Fax (214) 720-7002

Fort Worth (817) 735-9546

Fax (817) 737-3441

Houston — East (504) 528-9105

Fax (504) 522-5845

Houston — West (713) 336-4200

Fax (713) 336-4201

Little Rock (501) 225-7228

Fax (501) 225-2711

Longview (903) 759-3815

Fax (903) 759-4515

Lubbock (806) 794-9922

Fax (806) 798-1129

Oklahoma City (405) 848-8058

Fax (405) 848-8085
A Guide to the Comptroller’s Corporate Manual

National Banking System 40

San Antonio — North (210) 349-3414

Fax (210) 349-1862

San Antonio — South (210) 349-3414

Fax (210) 349-1862

Tulsa (918) 492-2082

Fax (918) 492-2092

Western

50 Fremont Street, Suite 3900 (415) 545-5900

San Francisco, California 94105-2292 Fax (415) 545-5925

Deputy Comptroller (415) 545-5981

District Counsel (415) 545-5980

Licensing Manager (415) 545-5916

Supervises most national banks headquartered in Alaska, Arizona, California,

Colorado, Guam, Hawaii, Idaho, Montana, Nevada, New Mexico, Northern

Mariana Islands, Oregon, Washington, Wyoming, and Utah. Field offices

supervising banks in these states and territories are located in:

Denver (303) 293-1866

Fax (303) 293-1849

Phoenix (602) 840-5256

Fax (602) 840-5220

Salt Lake City (801) 365-0203

Fax (801) 365-0210

San Francisco (415) 442-5334

Fax (415) 442-5320

Seattle (206) 553-5234

Fax (206) 553-8642

Southern California — North (818) 240-9192

Fax (818) 240-9690
Comptroller’s Corporate Manual A Guide to the

41 National Banking System

Southern California — South (760) 438-8041

Fax (760) 438-5805
A Guide to the Comptroller’s Corporate Manual

National Banking System 42

A Guide to the

National Banking System Appendix D

OCC Publications

OCC publications that you may find useful are listed in this Appendix. To

request an order form and list of publications, contact the OCC’s

Communications Division at (202) 874-4700 or visit the OCC’s Internet site at

http://www.occ.treas.gov. 

Comptroller’s Corporate Manual

This manual consists of 24 booklets that contain filing and processing

requirements for corporate applications. Full text of these publications is

available on the OCC’s web site in a downloadable and searchable format, as

well as in printed format. 

Comptroller’s Handbook

Booklets in this publication communicate current examination concepts and

procedures related to bank supervision. Booklets, such as Agriculture Lending

and Credit Card Lending, were the result of OCC best practices studies.

Comptroller’s Handbook for Asset Management

Formerly the handbook for Fiduciary Activities, this publication consists of

several booklets that communicate examination concepts and procedures

related to asset management issues.

Comptroller’s Handbook for Compliance

The booklets comprising this publication communicate examination concepts

and procedures about compliance topics. 

Selected Other OCC Publications

The Director’s Book: The Role of the National Bank Director, Comptroller of

the Currency, March 1997.

Interpretations and Actions. Published monthly and available on the OCC's

website since May 1996. It includes legal staff interpretations, trust

interpretative letters, securities letters, and bank accounting advisory series,

which represent the informal views of the Comptroller’s staff concerning the

applications of banking law to contemplated activities or transactions.
Comptroller’s Corporate Manual A Guide to the

43 National Banking System

Quarterly Journal. Published in March, June, September, and December and

available on the OCC’s website since 1997. 

Report of the Ombudsman. Available on the OCC’s Web site.