Office of the Comptroller of the 

Currency

Congressional Budget 

Justification 

and 

Annual Performance 

Report and Plan

FY 2018 
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Table of Contents

Section 1 – Purpose ....................................................................................................................... 3

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

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

1.1 – Resource Detail Table........................................................................................................ 4

1.3 – Operating Levels Table...................................................................................................... 5

D – Appropriations Language and Explanation of Changes ...................................................... 5

E – Legislative Proposals............................................................................................................ 5

Section II – Annual Performance Plan and Report................................................................... 6

A Strategic Alignment ................................................................................................................ 6

B – Budget and Performance by Budget Activity ...................................................................... 7

2.1.1 Supervise Resources and Measures Table ......................................................................... 7

Supervise Budget and Performance ............................................................................................ 7

2.1.2 – Regulate Resources and Measure Table ....................................................................... 10

Regulate Budget and Performance............................................................................................ 10

2.1.3 – Charter Budget and Performance Plan.......................................................................... 11

Charter....................................................................................................................................... 11

Section III – Additional Information ........................................................................................ 12

A – Summary of Capital Investments....................................................................................... 12
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Section 1 – Purpose

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. 

As of March 31, 2017, the OCC supervised 973 national bank charters and 48 federal branches 

of foreign banks in the United States with total assets of approximately $11.0 trillion, and 373

federal savings associations with total assets of approximately $738 billion. In total, the OCC 

supervises approximately $11.7 trillion in financial institution assets.

Goals

The OCC has established three goals outlined in its strategic plan that help support a strong 

economy for the American public: 1) A vibrant and diverse system of national banks and federal 

savings associations that supports a robust U.S. economy; 2) “One OCC” focused on 

collaboration, innovation, coordination, and process efficiency; 3) An OCC that is firmly 

positioned to continue to operate independently and effectively into the future. 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. 

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 2017 and 2018 Priorities

A major focus of the OCC’s supervisory, regulatory, and administrative programs for FY 2017

will 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 building, including erosion in the underwriting 

standards for commercial real estate, and auto lending. 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 be working to 

complete the implementation of recommended actions arising out of the Large and Midsize 

Supervision Peer Review project and will also continue efforts to implement its strategic 

initiatives to make the OCC a stronger and more effective organization. 

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 related to corporate governance and oversight, credit underwriting, 

compliance, cyber threats, operational risk, BSA/AML, and fair access. Examiners will work to 

resolve problem national banks’ and federal savings associations’ 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.

1.1 – Resource Detail Table

Dollars in Thousands

Office of the Comptroller of the 

Currency FY 2016 FY 2017 FY 2018 FY 2017 to FY 2018

Budgetary Resources Actual Estimated Estimated $ Change % Change

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

Revenue/Offsetting Collections

Assessments 1,135,000 1,087,000 1,182,000 95,000 8.74%

Interest 18,000 23,000 23,000 0 0.00%

Other Income 17,000 23,000 23,000 0 0.00%

Unobligated Balances from 

Prior Years 1,302,000 1,400,000 1,351,000 (49,000) -3.50%

Total Revenue/Offsetting 

Collections 0 2,472,000 2,533,000 2,579,000 46,000 -1.82%

Expenses/Obligations

Supervise 3,441 975,477 3,525 1,057,980 3,617 1,099,477 92 41,497 2.61% 3.92%

Regulate 319 90,463 326 98,114 335 101,963 9 3,849 2.76% 3.92%

Charter 85 23,978 87 26,006 89 27,026 2 1,020 2.30% 3.92%

Total Expenses/Obligations 3,845 1,089,918 3,938 1,182,100 4,041 1,228,466 103 46,366 2.62% 3.92%

Net Results 

0

 1,382,082 01,350,900 0 1,350,534 0 (366) .00 -0.03%
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1.3 – Operating Levels Table

Dollars in Thousands

Office of the Comptroller of the Currency FY 2016 FY 2017 FY 2018

Object Classification Actual Estimated Estimated

11.1 - Full-time permanent 524,417 561,585 601,926

11.3 - Other than full-time permanent 7,772 7,615 8,624

11.5 - Other personnel compensation 2,628 3,365 3,585

11.9 - Personnel Compensation (Total) 534,817 572,565 614,135

12.0 - Personnel benefits 250,661 276,567 297,994

Total Personnel and Compensation Benefits $785,478 $849,132 $912,130

21.0 - Travel and transportation of persons 56,382 61,792 63,473

22.0 - Transportation of things 2,726 2,809 2,715

23.2 - Rental payments to others 63,735 66,072 64,663

23.3 - Communication, utilities, and misc charges 15,188 17,837 18,067

24.0 - Printing and reproduction 619 734 734

25.1 - Advisory and assistance services 29,009 26,250 23,086

25.2 - Other services 21,220 22,388 21,264

25.3 - Other purchases of goods & serv frm Govt accounts 13,777 14,236 13,959

25.4 - Operation and maintenance of facilities 6,926 5,730 5,814

25.7 - Operation and maintenance of equip 56,682 68,833 65,887

26.0 - Supplies and materials 6,436 8,070 8,474

31.0 - Equipment 24,682 27,688 26,869

32.0 - Land and structures 1,171 10,076 875

42.0 - Insurance claims and indemnities 5,887 395 398

Total Non-Personnel 304,440 332,968 316,336

Total Budgetary Resources $1,089,918 $1,182,100 $1,228,466

FTE 3,845 3,938 4,041

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

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 (CMP); and

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

decisions governing investments, lending, and other practices.

Given that Treasury is developing the FY 2018-2022 strategic plan, the OCC’s annual 

performance plan will be updated in the FY 2019 budget to reflect any new and relevant 

priorities.
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B – Budget and Performance by Budget Activity

2.1.1 Supervise Resources and Measures Table

Dollars in Thousands

Supervise Budget Activity

Resource Level FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $924,417 $873,942 $889,111 $873,414 $975,477 $1,057,980 $1,099,477

Budget Activity Total $924,417 $873,942 $889,111 $873,414 $975,477 $1,057,980 $1,099,477

Measure FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2012 -

Actual Actual Actual Actual Actual Target Target Target FY 2016

Trend

Percentage of National 

Banks and Federal 

Savings Associations That 

Are Categorized As Well 

Capitalized 

92.0 94.0 93.0 95.0 96.0 95.0 95.0 95.0

Percentage of National 

Banks and Federal 

Savings Associations With 

Consumer Compliance 

Rating of 1 or 2

93.0 94.0 95.0 96.0 98.0 94.0 90.0 90.0

Percentage of National 

Banks and Federal

Savings Associations with 

Composite CAMELS 

Rating 1 or 2

76.0 80.0 87.0 91.0 93.0 90.0 90.0 90.0

Rehabilitated National 

Banks And Federal 

Savings Associations As A 

Percentage Of Problem 

National Banks One Year 

Ago (CAMEL 3,4, or 5)

27.0 34.0 39.0 39.0 43.0 40.0 40.0 40.0

Total OCC Costs Relative 

To Every $100,000 in 

Bank And Federal Savings 

Associations Assets 

Regulated ($)

10.51 9.99 9.75 9.37 9.65 10.2 10.2 10.2

Key: DISC - Discontinued; B – Baseline

Supervise Budget and Performance 

($1,057,980,000 from reimbursable resources):

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 core activities to 1) ensure that each 

national bank and federal savings association is operating in a safe and sound manner and is 

complying with applicable laws, rules, and regulations relative to the financial institution and the 
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customers and communities it serves, and 2) provide fair access to financial services and fair 

treatment of customers. The OCC has terminated several mortgage servicing-related consent 

orders, involving Civil Money Penalties, and took enforcement actions to address unfair billing 

practices, unsafe and unsound sales practices, violations of the Service Members Civil Relief 

Act, and violations of the Bank Secrecy Act.

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. 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 has 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, 2016, 93 percent of 

national banks and federal savings associations earned the top two composite CAMELS ratings. 

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

corrective action. The OCC, consistent with Treasury’s goal of repairing and reforming the 

financial system and supporting the recovery of the housing market, 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 has 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 goal since FY 2009. As of September 30, 2016, 96 percent of 

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

the 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 

the highest rating granted. The target for FY 2016 and FY 2017 will currently remain unchanged 

at 94 percent. As of September 30, 2016, 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, 2016, 43 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. This is aligns with the target of 40 percent for FY 2016. 

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 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 2016 and beyond. 

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

Assets Regulated:

Beginning in FY 2006, the OCC implemented a performance measure that reflects the efficiency 

of its operations while meeting the increasing supervisory demands of a growing and more 

complex federal banking system. 

The OCC costs are those reported as total program costs on the annual audited Statement of Net 

Cost. 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, 2016, total OCC 

cost relative to every $100,000 in assets regulated was $9.65 compared to the FY 2016 target of 
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$10.26. 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.

2.1.2 – Regulate Resources and Measure Table

Dollars in Thousands

Regulate Budget Activity

Resource Level FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $125,416 $111,783 $105,436 $103,574 $90,463 $98,114 $101,963

Budget Activity Total $125,416 $111,783 $105,436 $103,574 $90,463 $98,114 $101,963

Regulate Budget and Performance

($98,114,000 from reimbursable resources):

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: 

OCC undertook a number of activities in FY 2016 to reduce regulatory burden on and support 

responsible innovation by regulated institutions. The agency issued a Framework for Responsible 

Innovation and sponsored a forum on the topic. OCC completed its schedule of Economic 

Growth and Regulatory Paperwork Reduction Act outreach meetings, and proposed a number of 

rule changes to reduce regulatory burden. The 18-month examination cycle was expanded to 

cover a larger population of regulated institutions. The agency completed a Framework for 

Receivership of Uninsured Federally Chartered National Banks, and completed a number of 

rules and guidance issuances, covering such topics as swaps margin, bank reserve ratios, bank 

stress test scenarios, large bank recovery plans, and an accounting standard on financial 

instrument credit losses. The OCC continued to support operations of the Financial Stability 

Oversight Council, and participate in the Federal Financial Institutions Examination Council and 

other national and international financial service regulation and policy bodies. 
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2.1.3 – Charter Budget and Performance Plan

Dollars in Thousands

Charter Budget Activity

Resource Level FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $27,338 $30,486 $19,262 $18,922 $23,978 $26,006 $27,026

Budget Activity Total $27,338 $30,486 $19,262 $18,922 $23,978 $26,006 $27,026

Measure FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2012 -

Actual Actual Actual Actual Actual Target Target Target FY 2016

Trend

Percentage of Licensing 

Applications and Notices 

Completed within 

Established Timeframes

98.0 97.0 98.0 97.0 98.0 95.0 95.0 95.0

Key: DISC - Discontinued; B - Baseline

Charter

($26,006,000 from reimbursable resources): 

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 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 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, 2016, 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, coordination between charter and supervisory staff on safety and soundness and 

compliance matters, issuance of 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.
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Section III – Additional Information

A – Summary of Capital Investments

The OCC’s IT strategic plan 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 IT strategic plan 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 IT strategy ensures adequate funding and staff resources to address IT 

investment priorities, and considers risk mitigation strategies for IT investments that are not 

meeting stated cost, time, and performance goals. Performance metrics are linked to the 

delivery, alignment, and achievement of the OCC’s strategic program objectives. Cost 

effectiveness for each investment is evaluated through regular benchmarking studies, featuring 

peer group organizations. Key metrics used to evaluate infrastructure include availability, 

reliability, utilization, defects, and customer satisfaction.

FY 2017 and 2018 Plans 

The OCC has 4 major IT initiatives in FY 2017 and 2018:

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

Maintenance. The infrastructure staff continues to build out additional capacity at the colocation facility to support the server technology refresh, business resiliency, and increases in 

enterprise storage capacity. In addition, a managed Enterprise Disaster Recovery (eDR) contract 

has been awarded to implement a proven, highly reliable, secure, expandable, and cost-effective 

eDR solution for OCC’s critical business systems.

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 staff. In FY 2017, the OCC will continue an on-going effort to upgrade 

the headquarters and field office phone systems and telecom infrastructure including LAN/WAN

hardware, Video Tele-Conferencing 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 will be deployed 

to the workforce in FY 2017. 

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

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

has awarded a Cyber Security Defense Center (CDC) contract that provides 24 x 7 computerincident response support, along with monitoring of security appliances and applications. 

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

http://www.treasury.gov/about/budget-performance/Pages/summary-of-capital-investments.aspx

This website also contains a digital copy of this document.