Department of Treasury

Office of the Comptroller of the 

Currency

Congressional Budget

Justification and Annual 

Performance Report and Plan

FY 2019 
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Table of Contents

Section I – Purpose........................................................................................................................ 3

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

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

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

1.3 – Operating Levels Table...................................................................................................... 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 Measure Table ....................................................................... 11

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

2.1.3 – Charter Budget and Performance Plan.......................................................................... 12

Charter....................................................................................................................................... 12

Section III – Additional Information ........................................................................................ 13

A – Summary of Capital Investments....................................................................................... 13
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Section I – 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. 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, 2017, the OCC supervised 944 national bank charters and 50 federal 

branches of foreign banks in the United States with total assets of approximately $11.3 trillion, 

and 353 federal savings associations with total assets of approximately $760 billion. In total, the 

OCC supervises approximately $12.1 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) The OCC 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. A stronger and more 

resilient banking system directly supports three of the Department of the Treasury’s (Treasury) 

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

Enhance National Security, and Goal 5) 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 2018 and 2019 Priorities

A major focus of the OCC’s supervisory, regulatory, and charter programs for FY 2018 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 building, including erosion in the underwriting 

standards for commercial, 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 

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, 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 revisiting the Community Reinvestment Act for the purpose of evaluating its 

modernization 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 – Resource Detail Table

Dollars in Thousands

Office of the Comptroller of the 

Currency FY 2017 FY 2018 FY 2019 FY 2018 to FY 2019

Budgetary Resources Actual Estimated Estimated $ Change % Change

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

Revenue/Offsetting Collections

Assessments 0 1,177,055 0 1,204,600 0 1,243,000 0 38,400 0.00% 3.19%

Interest 0 20,445 0 20,000 0 20,400 0 400 0.00% 2.00%

Other Income 0 18,416 0 16,200 0 16,500 0 300 0.00% 1.85%

Unobligated Balances from Prior 

Years 0 1,404,742 0 1,510,000 0 1,395,000 0 (115,000) 0.00% -7.62%

Total Revenue/Offsetting 

Collections 0 2,620,658 0 2,750,800 0 2,674,900 0 (75,900) .00 (2.76)%

Expenses/Obligations

Supervise 3,498 993,680 3,531 1,213,352 3,568 1,124,318 37 (89,034) 1.05% -7.34%

Regulate 324 92,151 327 112,523 331 104,266 4 (8,257) 1.22% -7.34%

Charter 86 24,426 87 29,825 88 27,637 1 (2,188) 1.15% -7.34%

Total Expenses/Obligations 3,908 1,110,257 3,945 1,355,700 3,987 1,256,221 42 (99,479) 1.06% -7.34%

Net Results 0 1,510,401 0 1,395,100 0 1,418,679 0 23,579 .00 1.69%

Notes:

 The FY 2018 estimated increase is attributable to an additional contribution payment to the Pentegra Defined Benefit Plan, a 

legacy retirement plan that covers staff inherited from the Office of Thrift Supervision.

 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, 2017, the net position of the OCC 

was $1.39 billion. Of this amount, the OCC set aside $179.7 million for ongoing operations. Since early 2017, the OCC has 

also maintained a contingency of $100 million within its net position to act as receiver of those national trust banks which are 

not FDIC-insured.

 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 – Operating Levels Table

Dollars in Thousands

Office of the Comptroller of the Currency FY 2017 FY 2018* FY 2019

Object Classification Actual Estimated Estimated

11.1 - Full-time permanent 538,012 577,328 607,139

11.3 - Other than full-time permanent 7,989 7,274 7,517

11.5 - Other personnel compensation 2,778 3,503 3,639

11.9 - Personnel Compensation (Total) 548,779 588,105 618,295

12.0 - Personnel benefits 239,280 433,629 301,485

13.0 - Benefits for former personnel 201 150 150

Total Personnel and Compensation Benefits $788,260 $1,021,884 $919,930

21.0 - Travel and transportation of persons 56,358 61,050 62,381

22.0 - Transportation of things 2,772 2,622 2,375

23.1 - Rental payments to GSA 57 58 58

23.2 - Rental payments to others 67,334 68,500 66,500

23.3 - Communication, utilities, and misc. charges 17,645 18,393 18,925

24.0 - Printing and reproduction 578 637 637

25.1 - Advisory and assistance services 34,720 30,817 31,607

25.2 - Other services 25,992 29,507 28,048

25.3 - Other purchases of goods & serv frm Govt accounts 9,708 9,640 9,552

25.4 - Operation and maintenance of facilities 6,388 7,410 8,138

25.7 - Operation and maintenance of equip 67,978 72,704 74,902

26.0 - Supplies and materials 7,067 8,168 7,973

31.0 – Equipment 25,241 23,415 24,297

32.0 - Land and structures 94 500 500

42.0 - Insurance claims and indemnities 65 395 398

Total Non-Personnel 321,997 333,816 336,291

Total Budgetary Resources $1,110,257 $1,355,700 $1,256,221

FTE 3,908 3,945 3,987

*The FY 2018 estimated increase is attributable to an additional contribution payment to the Pentegra Defined Benefit Plan, 

a legacy retirement plan that covers staff inherited from the Office of Thrift Supervision. 

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 2018 and FY 2019, 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.

Note that the OCC is in the process of formulating its FY 2019 – FY 2023 Strategic Plan. The 

OCC’s annual performance plan will be updated for FY 2019 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

Dollars in Thousands

Resource Level FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $873,942 $889,111 $873,414 $975,477 $993,680 $1,213,352 $1,124,318

Budget Activity Total $873,942 $889,111 $873,414 $975,477 $993,680 $1,213,352 $1,124,318

Measure FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019

Actual Actual Actual Actual Actual Target Target Target

Percent of National Banks and 

Federal Savings Associations with 

Composite CAMELS Rating 1 or 2

80.0 87.0 91.0 93.0 94.0 90.0 90.0 90.0

Percentage of National Banks and 

Federal Savings Associations That 

Are Categorized As Well 

Capitalized 

94.0 93.0 95.0 96.0 97.0 95.0 95.0 95.0

Percentage of National Banks and 

Federal Savings Associations With 

Consumer Compliance Rating of 1 

or 2

94.0 95.0 96.0 98.0 97.0 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)

34.0 39.0 39.0 43.0 40.0 40.0 40.0 40.0

Total OCC Costs Relative To 

Every $100,000 in Bank And 

Federal Savings Associations 

Assets Regulated ($)

9.99 9.75 9.37 9.65 9.49 10.16 10.00 10.00

Supervise Budget and Performance

($1,213,352,000 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 goals 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 customers and communities it serves, and 2) provide fair access to financial services and 

fair treatment of customers. Assessing 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. 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:
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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 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, 2017, 94 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, 

2017, 97 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 
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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 2018 and FY 2019 will 

currently remain unchanged at 94 percent. As of September 30, 2017, national banks and 

federal savings associations continue to show strong compliance with consumer protection 

regulations with 97 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, 2017, 40 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 2018 and FY 2019. 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 2018 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 national 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, 2017, total OCC cost relative to every $100,000 in assets regulated was $9.49

compared to the FY 2017 target of $10.16. 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.
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2.1.2 – Regulate Resources and Measure Table

Dollars in Thousands

Resource Level FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $111,783 $105,436 $103,574 $90,463 $92,151 $112,523 $104,266

Regulate Budget and Performance

($112,523,000 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: 

OCC undertook a number of activities in FY 2017 to reduce regulatory burden on and support 

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

Responsible Innovation. OCC, along with the other federal banking agencies and FFIEC, 

completed and issued its report to Congress under the Economic Growth and Regulatory 

Paperwork Reduction Act (EGRPRA). As included in the report, OCC proposed and finalized a 

number of rule changes to reduce regulatory burden. A new, streamlined Call Report for small 

financial institutions was finalized. Eligibility for the 18-month examination cycle was 

expanded to cover a larger population of regulated community bank institutions. OCC proposed 

increasing the threshold for commercial real estate transactions above which an appraisal is 

required. 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 stress test scenarios, third-party relationships, appraiser 

shortages, and the new 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

Resource Level FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $30,486 $19,262 $18,922 $23,978 $24,426 $29,825 $27,637

Budget Activity Total $30,486 $19,262 $18,922 $23,978 $24,426 $29,825 $27,637

Measure FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019

Actual Actual Actual Actual Actual Target Target Target

Percentage of Licensing Applications 

and Notices Completed within 

Established Timeframes

97.0 98.0 97.0 98.0 96.0 95.0 95.0 95.0

Charter

($29,825,000 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, 2017, the OCC completed 96 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 2018 and 2019 Plans: The OCC has 4 major IT initiatives in FY 2018 and 2019: 

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. 

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 2018, 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. 

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 new Federal and Treasury requirements, the OCC is transitioning the Agency's 

systems and applications into Information System Continuous Monitoring (ISCM) and Ongoing 

Authorization (OA). This effort will define OCC's strategy and implementation plan for 

transitioning to ISCM/OA, to include establishing governance framework, completing 

assessment & authorizations, pilot transitions and the deployment of required tools. In FY 2018, 

the Enterprise Disaster Recovery (eDR) facility will be brought online to provide highly reliable, 

secure, expandable, and cost-effective eDR solution for OCC’s critical business systems.

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.