Department of the Treasury 

Office of the Comptroller of the 

Currency 

Congressional Budget 

Justification and Annual 

Performance Plan and Report 

FY 2022 
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Table of Contents

Section I – Budget Request........................................................................................................... 3

A – Mission Statement ................................................................................................................ 3

B – Summary of the Request ...................................................................................................... 3

1.1 – Resource Detail Table ........................................................................................................ 5

1.3 – Object Classification (Schedule O) Obligations ................................................................ 6

D – Appropriations Language and Explanation of Changes ...................................................... 6

E – Legislative Proposals ............................................................................................................ 6

Section II – Annual Performance Plan and Report ................................................................... 7

A – Strategic Alignment ............................................................................................................. 7

B – Budget and Performance by Budget Activity ...................................................................... 8

2.1.1 – Supervise Resources and Measures ................................................................................ 8

Supervise Budget and Performance ............................................................................................ 8

2.1.2 – Regulate Resources and Measures ................................................................................ 11

Regulate Budget and Performance ............................................................................................ 11

2.1.3 Charter Resources and Measures ..................................................................................... 12

Charter Budget and Performance .............................................................................................. 12

C – Changes in Performance Measures .................................................................................... 13

D – Evidence-Building Activity ............................................................................................... 13

Section III – Additional Information ........................................................................................ 14

A – Summary of Capital Investments ....................................................................................... 14

 
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Section I – Budget Request 

A – Mission Statement 

To ensure that national banks and federal savings associations operate in a safe and sound 

manner, provide fair access to financial services, treat customers fairly, and comply with 

applicable laws and regulations. 

B – Summary of the Request 

The Office of the Comptroller of the Currency (OCC) was created by Congress in 1863 to 

charter national banks; oversee a nationwide system of banking institutions; and ensure national 

banks are safe and sound, competitive and profitable, and capable of serving in the best possible 

manner the banking needs of their customers. Effective on July 21, 2011, Title III of the DoddFrank Wall Street Reform and Consumer Protection Act (Dodd-Frank Act), transferred to the 

OCC the responsibility for the supervision of federal savings associations and rulemaking 

authority for all federal savings associations. 

As of September 30, 2020, the OCC supervised 821 national bank charters, 53 federal branches 

and agencies, and 284 federal savings associations. In total, the OCC supervises approximately 

$14.1 trillion in financial institution assets. 

Goals: 

The OCC has established three goals to affirm its mission: 1) The OCC fosters a safe, sound, and 

fair system of national banks, federal savings associations and federal branches of foreign banks 

and agencies of foreign banks that is a source of economic strength and opportunity that meets 

the evolving needs of consumers, businesses, and communities; 2) OCC employees are engaged, 

prepared, and empowered to meet its mission; 3) The OCC operates efficiently and effectively. 

To achieve its goals and objectives, the OCC organizes its programs under three activities: 1) 

Supervise; 2) Regulate; and 3) Charter. Effective supervision and a comprehensive regulatory 

framework are the key tools that the OCC uses to ensure that national banks and federal savings 

associations operate in a safe and sound manner and that they provide fair access to financial 

services and fair treatment of their customers. A robust chartering program allows new entrants 

into the financial services sector while ensuring that they have the necessary capital, managerial, 

and risk management processes to conduct activities in a safe and sound manner. 

The OCC’s priorities focus on strengthening the resiliency of the institutions subject to its 

jurisdiction through its supervisory and regulatory programs and activities. 

The OCC receives no appropriated funds from congress for any portion of its operations. 

Operations are funded primarily (approximately 97 percent) from semiannual assessments levied 

on national banks and federal savings associations. Revenue from investments in Treasury 

securities and other income comprise the remaining three percent of the OCC’s funding. 

FY 2021 and 2022 Priorities 

A major focus of the OCC’s supervisory, regulatory, and charter programs for FY 2021 and 

forward involves reviews of existing regulations to consider changes consistent with safety and 
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soundness and fair treatment of bank customers, with the goal of enhanced regulatory 

coordination, reducing unnecessary regulatory burden, and increasing examination efficiency. 

The COVID-19 pandemic and efforts to contain its spread in the United States caused a historic 

economic downturn in early 2020. While economic activity is rebounding, there is significant 

ongoing financial risk. The OCC is observing signs that credit risk is transitioning as the 

economic downturn affects customer ability to service debts. Credit risk is evolving as 

government assistance programs expire and unemployment levels remain elevated. Strategic risk 

is an emerging issue due to the impact on bank profitability of the historically low-rate 

environment and potential credit stress. Operational risk is elevated as banks respond to altered 

work environments, an evolving and complex operating environment, and cybersecurity threats. 

Compliance risk is also elevated due to a combination of altered work environments and the 

requirement to quickly implement new federal, state, and proprietary programs designed to 

support businesses and consumers. 

The OCC will conduct examinations based on the risk profile of individual national banks and 

federal savings associations to ensure they are safe and sound, sufficiently capitalized, and 

comply with all laws and regulations, including consumer protection laws and regulations. 

Priorities and activities will include supervisory reviews of commercial and retail credit quality 

and control functions, cybersecurity and operational resiliency, the implementation of pandemic 

assistance programs such as the Coronavirus Aid, Relief, and Economic Security (CARES) Act’s 

Paycheck Protection Program (PPP) and other federal, state, and bank-initiated forbearance and 

deferred payment programs, the impact of changing interest rate outlooks, implementation and 

preparedness for the current expected credit losses (CECL) accounting standard, preparation for 

the phaseout of the London Interbank Offering Rate (LIBOR), technological innovation, Bank 

Secrecy Act/Anti Money Laundering (BSA/AML) under delegated authority from Treasury’s 

Financial Crimes Enforcement Network (FinCEN) and in line with Federal Financial Institutions 

Examination Council (FFIEC) guidance, and fair access and fair lending. Examiners will work 

to resolve problem national bank and federal savings association situations effectively by 

identifying problems at the earliest possible stage, clearly communicating concerns and 

expectations to bank management through Reports of Examination and appropriate enforcement 

actions and ensuring timely follow-up on needed corrective actions. 

 
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1.1 – Resource Detail Table 

Dollars in Thousands 

 FY 2020 FY 2021 FY 2022 FY 2021 to FY 2022 

Budgetary Resources Actual Estimated Estimated % Change 

 FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT 

Revenue/Offsetting Collections 

Assessments 0 $1,022,157 0 $1,059,445 0 $1,059,445 NA 0.00% 

Interest 0 $15,330 0 $21,464 0 $21,464 NA 0.00% 

Other Income 0 $18,075 0 $13,791 0 $13,791 NA 0.00% 

Unobligated Balances from Prior 

Years 0 $1,669,476 0 $1,656,000 0 $1,588,000 NA -4.11% 

Total Revenue/Offsetting 

Collections 0 $2,725,038 0 $2,750,700 0 $2,682,700 NA -2.47% 

Expenses/Obligations 

Supervise 3,202 $953,433 3,125 $1,030,945 3,125 $1,038,425 0.00% 0.73% 

Regulate 318 $94,738 332 $109,481 332 $110,275 0.00% 0.73% 

Charter 69 $20,519 66 $21,715 66 $21,873 0.00% 0.73% 

Total Expenses/Obligations 3,589 $1,068,690 3,523 $1,162,141 3,523 $1,170,573 0.00% 0.73% 

Net Results $1,656,348 $1,588,559 $1,512,127 NA -4.81% 

 The Comptroller may impose and collect assessments, fees, or other charges as necessary or appropriate to carry out his responsibilities 

and to meet the expenses of the OCC. 12 U.S.C. 482. At September 30, 2020, the net position of the OCC was $1,574.7 million. 

 The Comptroller has sole authority to determine how OCC funds are obligated and its expenses incurred and paid. 12 U.S.C. 16. 

 OCC funds are not appropriated funds or government monies. 12 U.S.C. 481. 

 As part of its annual budget formulation process, the OCC re‐evaluates the size of the reserve based on a disciplined analysis of the impact 

of material events on its ability to fund operations. 

 
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1.3 – Object Classification (Schedule O) Obligations 

Dollars in Thousands 

 FY 2020 FY 2021 FY 2022 

Object Classification 

Actual 

Obligations 

Estimated 

Obligations 

Estimated 

Obligations 

11.1 - Full-time permanent 554,034 570,242 575,944 

11.3 - Other than full-time permanent 4,710 3,703 3,703 

11.5 - Other personnel compensation 2,731 2,722 2,722 

11.9 - Personnel Compensation (Total) 561,475 576,667 582,369 

12.0 - Personnel benefits 237,138 272,903 275,632 

13.0 - Benefits for former personnel 342 230 230 

Total Personnel and Compensation Benefits $798,955 $849,800 $858,231 

21.0 - Travel and transportation of persons 17,570 21,186 21,186 

22.0 - Transportation of things 812 2,417 2,417 

23.1 - Rental payments to GSA 68 79 79 

23.2 - Rental payments to others 69,212 66,577 66,577 

23.3 - Communication, utilities, and misc charges 17,725 21,084 21,084 

24.0 - Printing and reproduction 535 592 592 

25.1 - Advisory and assistance services 23,672 21,742 21,742 

25.2 - Other services 26,141 31,117 31,117 

25.3 - Other purchases of goods & serv frm Govt accounts 10,866 8,729 8,729 

25.4 - Operation and maintenance of facilities 5,641 8,622 8,622 

25.7 - Operation and maintenance of equip 58,783 73,618 73,618 

26.0 - Supplies and materials 4,682 6,259 6,259 

31.0 – Equipment 23,830 24,777 24,777 

32.0 - Land and structures 4,856 25,158 25,158 

33.0 - Investments and loans 5,000 0 0 

42.0 - Insurance claims and indemnities 344 384 384 

Total Non-Personnel $269,735 $312,341 $312,341 

Total Budgetary Resources $1,068,690 $1,162,141 $1,170,572 

 

Full-time Equivalents (FTE) 3,589 3,523 3,523 

Amounts reflect obligations of annually appropriated resources, carryover balances, reimbursables, and transfers. 

 

D – Appropriations Language and Explanation of Changes 

The OCC receives no appropriated funds from Congress. 

E – Legislative Proposals 

The OCC has no legislative proposals. 
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Section II – Annual Performance Plan and Report 

A – Strategic Alignment 

In accordance with the Government Performance and Results Act Modernization Act (GPRAMA)

of 2010, the Department of the Treasury is currently developing the FY 2022 – 2026 

Departmental Strategic Plan. The Strategic Plan is scheduled for publication in 2022. The 

Annual Performance Plan will be updated in the FY 2023 President’s Budget to reflect new 

departmental strategic goals and objectives. The OCC will publish a component plan that aligns 

bureau activities and priorities to the Department’s by fall 2022, or within 12 months of the 

confirmation of a new Comptroller of the Currency. 

As such, the OCC’s nationwide staff of bank examiners conducts on-site and off-site reviews of 

banks and provides sustained supervision of these institutions’ operations. Examiners analyze 

asset quality, capital adequacy, earnings, liquidity, and sensitivity to market risk for all banks, 

and assess compliance with federal consumer protection laws and regulations. Examiners also 

evaluate management’s ability to identify and control risk and assess banks’ performance in 

meeting the credit needs of the communities in which they operate, pursuant to the Community 

Reinvestment Act (CRA). 

In addition, under the bank supervision program, the OCC will also: 

 Approve or deny applications for new charters, branches, capital, or other changes in 

corporate or banking structure; 

 Take supervisory and enforcement actions against banks that do not comply with laws and 

regulations or that otherwise engage in unsafe or unsound practices; 

 Remove and prohibit officers and directors, negotiate agreements—both formal (i.e., public) 

and informal (i.e., non-public)—to change banking practices, and issue cease-and-desist 

orders as well as Civil Money Penalties (CMPs); and 

 Issue rules and regulations, legal interpretations, supervisory guidance, and corporate 

decisions governing investments, lending, and other practices. 
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B – Budget and Performance by Budget Activity 

2.1.1 – Supervise Resources and Measures 

Dollars in Thousands 

 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 

 Resource Level Actual Actual Actual Actual Actual Estimated Estimated 

Expenses/Obligations $975,477 $993,680 $1,105,022 $939,193 $953,433 $1,030,945 $1,038,425 

Budget Activity Total $975,477 $993,680 $1,105,022 $939,193 $953,433 $1,030,945 $1,038,425 

Full-time Equivalents (FTE) 3,441 3,498 3,434 3,289 3,202 3,125 3,125 

Performance Measure 

FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2021 FY 2022 

Actual Actual Actual Actual Actual Target Target Target 

Percentage of National Banks 

and Federal Savings Associations 

with Composite CAMELS Rating 

1 or 2 

93 94 96 96 96 90 90 90 

Percentage of National Banks 

and Federal Savings Associations 

That Are Categorized as Well 

Capitalized 

96 97 95 98 99 95 95 95 

Percentage of National Banks 

and Federal Savings Associations 

with Consumer Compliance 

Rating of 1 or 2 

98 97 98 98 98 94 94 94 

Rehabilitated National Banks and 

Federal Savings Associations as 

A Percentage of Problem 

National Banks One Year Ago 

(CAMEL 3,4, or 5) 

43 40 44 15 23 40 40 40 

Total OCC Costs Relative to 

Every $100,000 in Bank and 

Federal Savings Associations 

Assets Regulated ($) 

9.65 9.49 9.12 8.07 7.78 8.10 7.71 7.71 

Supervise Budget and Performance 

($1,038,425 from revenue/offsetting collections): 

An effective supervision program is the cornerstone of the OCC’s activities that support its 

strategic goals. Specifically, the Supervise Program consists of ongoing supervision and 

enforcement activities that directly support the OCC’s strategic goal to foster a safe, sound, and 

fair system of national banks, federal savings associations and federal branches of foreign banks 

and agencies of foreign banks that is a source of economic strength and opportunity that meets 

the evolving needs of consumers, businesses, and communities. The condition and risk 

management practices of national banks and federal savings associations, and requiring 

corrective actions when weaknesses are found, directly supports Treasury’s goal to promote 

financial stability. In FYs 2020 and 2021, the OCC took a number of enforcement actions, 

including imposition of large CMPs to address violations of the Bank Secrecy Act and AntiMoney Laundering requirements, and/or failure to maintain effective risk management programs 

for enterprise-wide risk management, compliance risk management, internal controls, or IT risk 

governance that are commensurate with the bank’s size, complexity, and risk profile. 

 
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Description of Performance: 

Percentage of National Banks and Federal Savings Associations with Composite CAMELS 

Rating of 1 or 2: 

The composite Capital Adequacy, Asset Quality, Management, Earnings, Liquidity, and 

Sensitivity (CAMELS) rating reflects the overall condition of a national bank or federal savings 

association. Bank regulatory agencies use the Uniform Financial Institutions Rating System, 

CAMELS, to provide a general framework for evaluating all significant financial, operational, 

and compliance factors inherent in a national bank or federal savings association. The rating 

scale is 1 through 5 of which 1 is the highest rating granted and represents the lowest supervisory 

risk. These CAMELS ratings are assigned at the completion of every supervisory cycle or when 

there is a significant event leading to a change in CAMELS. 

The OCC established a target outcome measure that 90 percent of the institutions under its 

supervision have a composite CAMELS rating of 1 or 2. Such a rating is consistent with the 

strategic goal of a safe and sound banking system, that banks maintain adequate capital and 

liquidity and have strong risk management practices. As of September 30, 2020, 96 percent of 

national banks and federal savings associations earned composite CAMELS ratings of either 1 or 

2. Degradation in CAMELS can reflect weaknesses in risk management systems that need 

corrective action. The OCC, consistent with Treasury’s goals of boosting U.S. economic growth 

and promoting financial stability, has instructed bank examiners to identify and seek corrective 

action at the earliest stage to address potential problems or weaknesses. The OCC’s primary 

focus is to ensure that CAMELS ratings are an accurate reflection of each institution's current 

financial position and risk controls, and thus the OCC would not prematurely restore a favorable 

CAMELS rating. 

 

Percentage of National Banks and Federal Savings Associations that are Considered WellCapitalized: 

The Federal Deposit Insurance Act established a system that classifies insured depository 

institutions into five categories (well capitalized, adequately capitalized, undercapitalized, 

significantly undercapitalized, and critically undercapitalized) based on their capital levels 

relative to their risks. The OCC established a target outcome measure that 95 percent of national 

banks and federal savings associations will meet or exceed the well-capitalized threshold. 

The OCC works closely with problem national banks and federal savings associations to develop 

rehabilitation plans. Such plans typically include directives to improve or restore capital levels. 

These efforts, combined with a more stable operating environment, have resulted in 

improvement in this performance measure since FY 2009. As of September 30, 2020, 99 percent 

of national banks and federal savings associations were classified as well capitalized. 

Percentage of National Banks and Federal Savings Associations with Consumer Compliance 

Rating of 1 or 2: 

To ensure fair access to financial services and fair treatment of national bank and federal savings 

association customers, the OCC evaluates an institution’s compliance with consumer laws and 

regulations. Bank regulatory agencies use the Uniform Financial Institutions Rating System, 

Interagency Consumer Compliance Rating, to provide a general framework for evaluating 

significant consumer compliance factors inherent in an institution. Each institution is assigned a 
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consumer compliance rating based on an evaluation of its present compliance with consumer 

protection and civil rights statutes and regulations, and the adequacy of its operating systems 

designed to ensure continuing compliance. Ratings are on a scale of 1 through 5 of which 1 is 

the highest rating granted and represents the lowest risk for noncompliance. The target for 

FY 2021 remains unchanged at 94 percent. As of September 30, 2020, national banks and 

federal savings associations continue to show strong compliance with consumer protection 

regulations with 98 percent earning a consumer compliance rating of either 1 or 2. Under the 

Dodd-Frank Act, the OCC has enforcement and supervisory authority for those institutions with 

total assets of no more than $10 billion. 

Rehabilitated National Banks and Federal Savings Associations:

The OCC’s early identification and intervention with problem financial institutions can lead to a 

successful rehabilitation. As of September 30, 2020, 23 percent of national banks and federal 

savings associations with composite CAMELS ratings of 3, 4, or 5 one year ago have improved 

their ratings to either 1 or 2 this year. In addition, there were no national bank or federal savings 

association failures in FY 2020 compared to the 2 failures in FY 2019 and 0 in FY 2018. The 

OCC continues to focus on the early identification and rehabilitation of problem institutions. 

As previously noted, the OCC continuously takes steps through its Supervise and Regulate 

programs to make national banks and federal savings associations more resilient to financial 

stresses and to identify and obtain corrective action at an early stage, when problems can be 

addressed most successfully. These efforts include heightened capital and liquidity standards 

and increased emphasis on the need for stress testing, designed to provide financial institutions 

with stronger capital buffers to withstand unforeseen events. These are multi-year efforts that 

will continue in FY 2021 and beyond. 

Total OCC Costs Relative to Every $100,000 in National Bank and Federal Savings Association 

Assets Regulated: 

The OCC measures the efficiency of its operations while meeting the increasing supervisory 

demands of a growing and more complex national banking system. 

The OCC costs are those reported as total program operating costs that include obligations 

incurred in each fiscal year. National bank and federal savings association assets are those 

reported quarterly by national banks and federal savings associations on the Reports of Condition 

and Income. Total national bank and federal savings association assets represent the growth and 

complexity of the financial institutions under the jurisdiction of the OCC. This measure supports 

the OCC’s strategic goal of efficient use of agency resources. The OCC’s ability to control its 

costs while ensuring the safety and soundness of national banks and federal savings associations 

benefits all national bank and federal savings association customers. As of September 30, 2020, 

total OCC cost relative to every $100,000 in assets regulated was $7.78 compared to the 

FY 2020 target of $8.10. The OCC continues to meet its efforts to ensure that resources are 

used prudently and that programs are carried out in a cost-effective manner ensuring that the 

OCC operates as efficiently and effectively as possible. 
OCC - 11 

2.1.2 – Regulate Resources and Measures 

Dollars in Thousands 

 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 

 Resource Level Actual Actual Actual Actual Actual Estimated Estimated 

Expenses/Obligations $90,463 $92,151 $106,649 $93,323 $94,738 $109,481 $110,275 

Budget Activity Total $90,463 $92,151 $106,649 $93,323 $94,738 $109,481 $110,275 

Full-time Equivalents (FTE) 319 324 331 327 318 332 332 

Regulate Budget and Performance

($110,275 from revenue/offsetting collections): 

The Regulate Program supports the OCC’s strategic goal of a vibrant and diverse system of 

national banks and federal savings associations that supports a robust U.S. economy. 

Specifically, the Regulate Program consists of ongoing activities that result in the establishment 

of regulations, policies, operating guidance, and interpretations of general applicability to 

national banks and federal savings associations. These regulations, policies, and interpretations 

may establish system-wide standards, define acceptable national banking and federal savings 

association practices, provide guidance on risks and responsibilities facing national banks and 

federal savings associations, or prohibit (or restrict) national banking or federal savings 

association practices deemed to be imprudent or unsafe. They also establish standards for 

ensuring fair access to financial services and fair treatment of national bank and federal savings 

association customers. This program includes establishing examination policies and handbooks; 

interpreting administrative, judicial, and congressional proceedings; and establishing the 

applicable legal and supervisory framework for new financial services and products. 

Description of Performance: 

The OCC has recently undertaken action to reduce regulatory burden on and expand economic 

opportunity, including in response to the pandemic. To implement a provision of the CARES 

Act, the agency adopted interim and final rules to temporarily lower the community bank 

leverage ratio and to provide a graduated transition back to its pre-pandemic level. The OCC 

issued a final rule to codify the agency’s longstanding understanding that a bank may transfer a 

loan without affecting the permissible interest term. This rule clarifies banks’ ability to serve 

consumers, businesses, and the broader economy effectively and effectively, particularly in times 

of economic crisis. To address sudden disruptions in financial markets as a result of the 

pandemic, the OCC issued an interim final rule and order to temporarily extend the maturity 

limits for short-term investment funds affected by the market effects of Covid-19. The agency 

also issued, after extensive opportunity for public input, a final rule strengthening and 

modernizing the agency's regulations under the Community Reinvestment Act (CRA). OCC 

actions also supported responsible innovation by regulated institutions. For example, the OCC 

issued an advanced notice of proposed rulemaking inviting comment on its rules governing 

banks’ digital activities. This rulemaking is part of the agency’s ongoing efforts to remain 

responsive to rapidly changing trends and technology developments in the financial marketplace. 

OCC continued to support responsible industry innovation by offering a program of Office 

Hours and Listening Sessions, sponsored by its Office of Innovation, and established a voluntary 
OCC - 12 

pilot program to support the testing of innovative products, services, and processes that could 

benefit consumers, businesses, and communities. 

2.1.3 Charter Resources and Measures 

Dollars in Thousands 

 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 

 Resource Level Actual Actual Actual Actual Actual Estimated Estimated 

Expenses/Obligations $23,978 $24,426 $24,033 $20,212 $20,519 $21,715 $21,873 

Budget Activity Total $23,978 $24,426 $24,033 $20,212 $20,519 $21,715 $21,873 

Full-time Equivalents (FTE) 85 86 75 71 69 66 66 

Performance Measure 

FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2021 FY 2022 

Actual Actual Actual Actual Actual Target Target Target 

Percentage of Licensing 

Applications and Notices 

Completed within 

Established Timeframes 

98 96 97 99 98 95 95 95 

Charter Budget and Performance 

($21,873 from revenue/offsetting collections): 

The Charter Program consists of ongoing activities that result in the chartering of national banks 

and federal savings associations and the evaluation of the permissibility of structures and 

activities of national banks and federal savings associations and their subsidiaries. This includes 

the review and approval of new national bank and federal savings association charters, federal 

branches and agencies, mergers, acquisitions, conversions, business combinations, corporate 

reorganizations, changes in control, operating subsidiaries, branches, relocations, and 

subordinated debt issuances. By supporting the entry of new products and institutions into the 

financial system with a national charter in a manner consistent with safety and soundness, the 

Charter Program supports the OCC’s strategic goals of assuring safety and soundness while 

allowing national banks and federal savings associations to offer a full competitive array of 

financial services. 

Description of Performance: 

Percentage of Licensing Applications and Notices Completed within Established Time Frames: 

The OCC’s timely and effective approval of corporate applications contributes to the nation’s 

economy by enabling national banks and federal savings associations to complete various 

corporate transactions and introduce new financial products and services. Delays in providing 

prompt decisions on applications and notices can deprive a national bank or federal savings 

association of a competitive or business opportunity, create business uncertainties, or diminish 

financial results. Time frames have been established for completing each type of application and 

notice. As of September 30, 2020, the OCC completed 98 percent of national bank and federal 

savings association applications and notices within the required time frame, above the target of 

95 percent. The OCC will continue to meet its Charter Program goals by providing staff 

training, coordinating efforts between charter and supervisory staff on safety and soundness and 

compliance matters, issuing updated procedures, and maintaining an emphasis on accessibility 
OCC - 13 

and early consultation with national bank and federal savings association organizers and others 

proposing national bank and federal savings association structure changes. 

C – Changes in Performance Measures 

OCC has no changes in performance measures. 

D – Evidence-Building Activity 

The table below describes the OCC’s major evidence-building activities and corresponding 

resources. Additionally, refer to the Executive Summary for a discussion of Treasury-wide 

evidence-building functions. 

Type of Evidence 

Building Activity 

Major Activities and 

Planned Projects

Resource Types Use 

Evaluation 

Collection and 

analysis of data to 

assess effectiveness 

and efficiency of 

programs, policies, or 

procedures

Estimated share of all 

Evidence-Building 

Activities: 

 20 %

Major activities: 

 OCC Strategic 

Operating Plan 

FTE Series 0301, 

0343, 0570, 0110, 

2210 

☒ For internal policy 

decision-making 

☒ During internal strategic 

management processes 

☐ By external partners 

(government) 

☐ By external partners 

(non-government) 

☐ By unaffiliated external 

researchers 

☐ Other (describe) 

FY 2021 and FY 2022 

projects: 

 Enterprise Workforce 

Planning

Research 

Modeling or other 

systematic use of data 

to explore emerging 

issues or potential 

scenarios to generate 

new knowledge

Estimated share of all 

Evidence-Building 

Activities: 

 60 %

Major activities: 

 Economic and financial 

research functions 

 Issuance of interpretive 

letters that provide legal 

certainty for 

cryptocurrency 

activities 

FTE Series 0110, 

0343, 0301, 2210 

☒ For internal policy 

decision-making 

☒ During internal strategic 

management processes 

☐ By external partners 

(government) 

☒ By external partners 

(non-government) 

☐ By unaffiliated external 

researchers 

☐ Other (describe)

FY 2021 and FY 2022 

projects: 

 Economics to establish 

policy research 

workgroups in 

numerous areas with 

both internal and 

external SMEs 

 Technology 

Modernization 

 Single Supervisory 

Platform Project 

 Enterprise Data 

Governance 
OCC - 14 

Type of Evidence 

Building Activity 

Major Activities and 

Planned Projects

Resource Types Use 

Analysis 

Routine and frequent 

use of data that 

produces insights for 

decision making and 

program management

Estimated share of all 

Evidence-Building 

Activities: 

 15 %

Major activities: 

 Performance 

Measurement 

 Financial sector and 

policy analysis 

 Strategic analysis 

FTE Series 0301, 

0343, 0570, 0110 

☒ For internal policy 

decision-making 

☒ During internal strategic 

management processes 

☐ By external partners 

(government) 

☐ By external partners 

(non-government) 

☐ By unaffiliated external 

researchers 

☐ Other (describe) 

FY 2021 and FY 2022 

projects: 

 None 

Statistics 

Collection, 

compilation, and 

processing of data for 

describing or 

estimating 

characteristics or 

insights concerning 

groups

Estimated share of all 

Evidence-Building 

Activities: 

 5 %

Major activities: 

 None 

FTE Series 1160 ☒ For internal policy 

decision-making 

☒ During internal strategic 

management processes 

☐ By external partners 

(government) 

☐ By external partners 

(non-government) 

☐ By unaffiliated external 

researchers 

☐ Other (describe) 

FY 2021 and FY 2022 

projects: 

 None 

Section III – Additional Information 

A – Summary of Capital Investments 

Modernizing the OCC’s approach to bank supervision through standardizing data and 

information, reducing duplication of effort, and leveraging technology is an agency priority. A 

single supervisory platform will provide data, information, and analytics to OCC staff to assist in 

making better decisions, in near real time, to support the agency’s mission. 

The OCC Chief, Information Officer’s (CIO) strategy aligns information technology initiatives 

and investments to the OCC’s core mission, including the development of new or enhanced 

applications and services and the disposition of redundant or “end-of-lifecycle” applications, 

capabilities, and services. 

The CIO strategy is implemented through the budget formulation and the Capital Planning and 

Investment Control processes. These processes ensure that all IT investments are aligned with 

the OCC’s mission, goals, objectives, and target enterprise architecture before a project is 

funded. The OCC ensures funding and staff resources to address IT investment priorities and 

considers risk mitigation strategies for IT investments to ensure that they are meeting stated 

performance goals. Performance metrics are linked to the delivery, alignment, and achievement 
OCC - 15 

of the OCC’s strategic program objectives to support evaluation of cost effectiveness for each 

investment. 

FY 2021 and 2022 Plans - The OCC has 4 major IT initiatives in FY 2021 and 2022: 

 Server Support Services (SSS) - The SSS supports the OCC’s server Operations and 

Maintenance, including refreshes of End-of-Life hardware. The infrastructure staff continues 

to build out additional capacity and support server technology refresh, business resiliency, 

and enterprise storage capacity. 

 Telecommunications Services and Support (TSS) - TSS includes telecommunications Wide 

Area Network (WAN) and Local Area Network (LAN) infrastructure. Remote access to the 

OCC systems is facilitated via a virtual private network, dial-in, and cellular wireless access 

using two-factor authentication. This also includes messaging services supporting highly 

mobile bank examiners and the OCC workforce. In FY 2021, the OCC will continue to 

refresh telecommunication infrastructure to increase capacity, maximize uptime, and ensure 

maintenance and security are maintained. 

 End User Services and Support (EUSS) - EUSS includes help desk/customer service support, 

computer hardware and software operations and maintenance, mobile devices, printers, asset 

management, and desktop engineering and image management. In FY 2021, OCC will 

refresh mobile devices and begin the planning for the next computer refresh. 

 Cyber Security (CS) – CS includes technologies, processes and practices aligned to protect 

networks, computers, programs and data from attack, damage, or unauthorized access. In 

alignment with Federal and Treasury requirements, the OCC has transitioned the Agency's 

systems and applications into Information System Continuous Monitoring and Ongoing 

Authorization. In FY 2021, the OCC will continue to deploy additional cloud-based services 

to minimize dependence on the OCC Data Center for critical network security and 

infrastructure services. 

 

A summary of capital investments, including major information technology and non-technology 

investments, can be accessed at: 

https://www.treasury.gov/about/budget-performance/Pages/summary-of-capitalinvestments.aspx.