Department of the Treasury

Office of the Comptroller of the 

Currency 

Congressional Budget

Justification and Annual 

Performance Plan and Report

FY 2021
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Table of Contents

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

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

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

1.1 – Resources 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 ........................................................................................ 13

A – Summary of Capital Investments....................................................................................... 13
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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, 2019, the OCC supervised 840 national bank charters, 57 federal branches

and agencies, and 303 federal savings associations. In total, the OCC supervises approximately 

$12.8 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. A stronger and more 

resilient banking system directly supports four out of five Department of the Treasury’s FY 

2018-2022 strategic goals: Boost U.S. Economic Growth; Promote Financial Stability; Enhance 

National Security; and Achieve Operational Excellence.

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. The 

OCC does not receive congressional appropriations to fund any portion of its operations.
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FY 2020 and 2021 Priorities

A major focus of the OCC’s supervisory, regulatory, and charter programs for FY 2020 and 

forward involve reviews of existing regulations to consider changes consistent with safety and 

soundness and fair treatment of bank customers, with the goal of enhanced regulatory 

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

The OCC is observing signs that credit risk is increasing because of accumulated risk in loan 

portfolios from successive years of incremental easing in underwriting, risk layering, 

concentrations, and rising potential impact from external factors. The potential impacts from 

external factors include responding to intense competition by easing underwriting or policy 

exceptions. Therefore, the OCC will continue to closely evaluate current underwriting standards 

by conducting targeted underwriting examinations and using the credit underwriting assessment 

tool. 

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 consumer protection laws and regulations. Priorities and activities will include 

supervisory reviews of cybersecurity and operational resiliency, commercial and retail credit 

underwriting practices and oversight and control functions, the impact of changing interest rate 

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

preparation for the phaseout of the London Interbank Offering Rate (LIBOR), technological 

innovation and, 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. 

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 appropriate enforcement actions and 

ensuring timely follow-up on needed corrective actions. An additional priority for the OCC 

involves the modernization of the Community Reinvestment Act to reflect the evolution of the 

banking industry and ensuring that its original intent to assess the degree which insured 

depository institutions are serving the credit needs of the communities in which they operate 

remains valid. 
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1.1 – Resources Detail Table

Dollars in Thousands

FY 2019 FY 2020 FY 2021 FY 2020 to FY 2021

Budgetary Resources Actual Estimate Estimate % Change

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

Revenue/Offsetting Collections 

Assessments 0 $1,121,808 0 $1,035,671 0 $1,035,671 NA 0%

Interest 0 $31,604 0 $26,447 0 $26,447 NA 0%

Other Income 0 $17,926 0 $13,000 0 $13,000 NA 0%

Unobligated Balances from Prior Years 0 $1,541,608 0 $1,659,677 0 $1,632,000 NA -2%

Total Revenue/Offsetting Collections 0 $2,712,946 0 $2,734,795 0 $2,707,118 NA -1%

Expenses/Obligations 

Supervise 3,289 $939,193 3,202 $984,401 3,202 $984,401 0.00% 0%

Regulate 327 $93,323 318 $97,815 318 $97,815 0.00% 0%

Charter 71 $20,212 69 $21,185 69 $21,185 0.00% 0%

Total Expenses/Obligations 3,687 $1,052,728 3,589 $1,103,401 3,589 $1,103,401 0.00% 0%

Net Results $1,660,218 $1,631,394 $1,603,717 0.00% -2%

Notes:

• 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, 2019, the net position of the OCC was $1.537 billion. 

• 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 2019 FY 2020 FY 2021

Object Classification

Actual 

Obligations

Estimated 

Obligations

Estimated

Obligations

11.1 - Full-time permanent 543,392 542,738 542,738 

11.3 - Other than full-time permanent 5,405 4,129 4,129 

11.5 - Other personnel compensation 2,551 2,204 2,204 

11.9 - Personnel Compensation (Total) 551,347 549,071 549,071 

12.0 - Personnel benefits 238,251 269,068 269,068 

13.0 - Benefits for former personnel 195 196 196 

Total Personnel and Compensation Benefits $789,792 $818,335 $818,335 

21.0 - Travel and transportation of persons 42,801 44,479 44,479 

22.0 - Transportation of things 1,211 795 795 

23.1 - Rental payments to GSA 55 56 56 

23.2 - Rental payments to others 64,423 66,863 66,863 

23.3 - Communication, utilities, and misc charges 14,933 17,412 17,412 

24.0 - Printing and reproduction 416 430 430 

25.1 - Advisory and assistance services 16,311 17,772 17,772 

25.2 - Other services 23,500 31,969 31,969 

25.3 - Other purchases of goods & serv frm Govt accounts 8,583 8,543 8,543 

25.4 - Operation and maintenance of facilities 4,731 5,578 5,578 

25.7 - Operation and maintenance of equip 58,490 64,109 64,109 

26.0 - Supplies and materials 4,364 5,936 5,936 

31.0 - Equipment 22,472 20,260 20,260 

32.0 - Land and structures 375 476 476 

42.0 - Insurance claims and indemnities 271 388 388 

Total Non-Personnel 262,936 285,066 285,066 

Total Budgetary Resources $1,052,728 $1,103,401 $1,103,401 

Full-time Equivalents (FTE) 3,687 3,589 3,589 

D – Appropriations Language and Explanation of Changes

The OCC receives no appropriations 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

For FY 2019 and FY 2020, the OCC’s bank supervision program specifically supports the 

following Department of the Treasury’s FY 2018 - 2022 strategic goals:

• Goal 1) Boost U.S. Economic Growth

o 1.2 – Strong Economic Fundamentals

• Goal 2) Promote Financial Stability

o 2.4 – Financial Sector Critical Infrastructure and Cybersecurity 

• Goal 3) Enhance National Security

o 3.1 – Strategic Threat Disruption

o 3.2 – AML/CFT Framework

• Goal 5) Achieve Operational Excellence

o 5.1 – Workforce Management

o 5.2 – Treasury Infrastructure

o 5.3 – Customer Value

As such, the OCC’s nationwide staff of bank examiners conducts on-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; 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 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

 Resource Level Actual Actual Actual Actual Actual Estimate Estimate 

Expenses/Obligations $873,414 $975,477 $993,680 $1,105,022 $939,193 $984,401 $984,401 

Budget Activity Total $873,414 $975,477 $993,680 $1,105,022 $939,193 $984,401 $984,401 

Full-time Equivalents (FTE) 3,337 3,441 3,498 3,434 3,289 3,202 3,202

The FY 2015 - FY 2019 columns represent realized resources for full-time equivalents, reimbursables, and user fees.

Performance Measure

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target 

Percentage of National Banks and 

Federal Savings Associations with 

Composite CAMELS Rating 1 or 2 91.0 93.0 94.0 96.0 96.0 90.0 90.0 90.0

Percentage of National Banks and 

Federal Savings Associations That 

Are Categorized As Well 

Capitalized 95.0 96.0 97.0 95.0 98.0 95.0 95.0 95.0

Percentage of National Banks and 

Federal Savings Associations With 

Consumer Compliance Rating of 1 

or 2 96.0 98.0 97.0 98.0 98.0 94.0 94.0 94.0

Rehabilitated National Banks and 

Federal Savings Associations As A 

Percentage Of Problem National 

Banks One Year Ago (CAMEL 3,4, 

or 5) 39.0 43.0 40.0 44.0 15.0 40.0 40.0 40.0

Total OCC Costs Relative To Every 

$100,000 in Bank and Federal 

Savings Associations Assets 

Regulated ($) 9.37 9.65 9.49 9.12 8.07 8.50 8.10 8.10

Supervise Budget and Performance

($984,401 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 FY 2019, the OCC took a number of enforcement actions, including 

imposition of Civil Money Penalties (CMPs) to address violations of the Bank Secrecy Act and 

Anti-Money Laundering requirements. 

Description of Performance:

Percentage of National Banks and Federal Savings Associations with Composite CAMELS 

Rating of 1 or 2:
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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. 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, 2019, 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 an earlier 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 thus the OCC would not take action to 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, 2019, 98 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 

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 
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the highest rating granted. The target for FY 2020 remains unchanged at 94 percent. As of 

September 30, 2019, 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 as a Percentage of Problem 

National Banks and Federal Savings Associations One Year Ago:

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

successful rehabilitation. As of September 30, 2019, 15 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. The target is 40 percent for FY 2019 and FY 2020. The 

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

low percentage is an indicator of a shrinking population base of problem banks. Two years ago, 

there were about 80 problem banks, last year 60 problem banks and currently less than 50 

problem banks.

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 earlier 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 2020 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, 2019, 

total OCC cost relative to every $100,000 in assets regulated was $8.07 compared to the FY 

2019 target of $8.50. 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.
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2.1.2 – Regulate Resources and Measures

Dollars in Thousands

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

 Resource Level Actual Actual Actual Actual Actual Estimate Estimate

Expenses/Obligations $103,574 $90,463 $92,151 $106,649 $93,323 $97,815 $97,815 

Budget Activity Total $103,574 $90,463 $92,151 $106,649 $93,323 $97,815 $97,815 

Full-time Equivalents (FTE) 396 319 324 331 327 318 318

The FY 2015 - FY 2019 columns represent realized resources for full-time equivalents, reimbursables, and user fees.

Regulate Budget and Performance

($97,815 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 a number of activities to reduce regulatory burden on and 

expand economic opportunity, including supporting responsible innovation by regulated 

institutions. OCC continued progress under the provisions of the Economic Growth, Regulatory 

Relief and Consumer Protection Act to reduce regulatory burden on community banks, including 

adopting a final rule to exclude community banks from the Volcker Rule. The agency also 

adopted a final rule to simplify capital calculations for community banks. The OCC also issued a 

final rule to provide more business flexibility to federal savings associations. 

To implement the Economic Growth, Regulatory Relief and Consumer Protection Act, the OCC 

expanded eligibility for streamlined regulatory reporting requirements for small institutions, 

issued a final rule to increase the threshold for residential real estate transactions requiring an 

appraisal, and expanded the number of institutions eligible for an extended 18-month 

examination cycle. The agency also issued proposed rules to update the calculation of derivative 

contract exposure amounts under the regulatory capital rules and to tailor the OCC’s stress 

testing rule. The OCC continued to seek input on and work collaboratively with the other federal 

banking agencies on amending the Community Reinvestment Act.
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OCC continued to support responsible industry innovation by offering a program of Office 

Hours and Listening Sessions, sponsored by its Office of Innovation, and proposed a voluntary 

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 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

 Resource Level Actual Actual Actual Actual Actual Estimated Estimated

Expenses/Obligations $18,922 $23,978 $24,426 $24,033 $20,212 $21,185 $21,185 

Budget Activity Total $18,922 $23,978 $24,426 $24,033 $20,212 $21,185 $21,185 

Full-time Equivalents (FTE) 72 85 86 75 71 69 69

The FY 2015 - FY 2019 columns represent realized resources for full-time equivalents, reimbursables, and user fees

Performance Measure

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target

Percentage of Licensing 

Applications and Notices 

Completed within Established 

Timeframes 97.0 98.0 96.0 97.0 99.0 95.0 95.0 95.0

Charter Budget and Performance

($21,185 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, 2019, the OCC completed 99 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 
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compliance matters, issuing updated procedures, and maintaining an emphasis on accessibility 

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

In FY 2019 and continuing into FY 2020, OCC began the Business Practice and Technology 

(BPAT) Initiative. BPAT is an enterprise effort to devise ways to better enable OCC to optimize 

enterprise services and our ability to proactively manage expectations with OCC customers. This 

proactive management of resources to optimize service delivery is core to achieving OCC’s 

strategy. When consistent, repeatable processes are in place across OCC, the agency can more 

easily consider opportunities to manage services more effectively with technology or to automate 

recurring processes. Such use of technology yields time back to the organization to dedicate to 

the most complex activities, seek improvements, or provide new services. 

In addition, to augment the economic and financial research function already performed by the 

OCC, the agency is undertaking a more formal strategic analysis and studies program in 

FY 2020. This function will be future looking in its outlook by conducting research and studies 

on items and issues having a potential impact on OCC operations and/ or the financial industry in 

the next five to ten years. 

Section III – Additional Information

A – Summary of Capital Investments

The OCC Chief, Information Officer’s (CIO) Vision 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 Vision is implemented through the budget formulation and the Capital Planning and 

Investment Control processes (transitioning to Technology Business Management). 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 that are not meeting stated performance goals. Performance metrics are linked to 

the delivery, alignment, and achievement of the OCC’s strategic program objectives to support 

evaluation of cost effectiveness for each investment. 

FY 2020 and 2021 Plans - The OCC has 4 major IT initiatives in FY 2020 and 2021: 

• Servers 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 manage capability to support enterprise requirements.

• 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 
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using two-factor authentication. This also includes messaging services supporting highlymobile bank examiners and the OCC staff. In FY 2020, the OCC will continue an on-going 

effort to upgrade the headquarters and field office phone systems and telecom infrastructure 

including LAN/WAN hardware and Voice Over Internet Protocol.

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

personal computer hardware and software operations and maintenance, asset management, 

and desktop engineering and image management. New computers and peripherals 

deployment to the workforce will be completed in FY 2020.

• 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 (ISCM) and 

Ongoing Authorization (OA). In FY 2020 the OCC will continue to deploy additional cloudbased services and to minimize our dependence on the OCC Data Center for critical network 

services and infrastructure services.

A summary of capital investment resources, including major information technology and nontechnology investments, can be viewed and downloaded at: 

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