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Operating Efficiently and Effectively

This year, the agency focused on generating value to banks through improving the agency’s efficiency and effectiveness. To provide a road map for achieving its mission, the agency published a new strategic plan for the next five years that integrated the agency’s existing priority to operate more efficiently and effectively into its goals and objectives.

Promoting Efficient and Effective Operations

In line with the priority to operate more efficiently and effectively in 2018, the Office of the Comptroller of the Currency (OCC) has instituted supervisory and internal operating efficiencies.

Operating Efficiencies

  • Re-baselined its budget, reducing planned fiscal year 2018 expenses by 6 percent after a thorough review of expected expenses.
  • Reprioritized and reformed work to accomplish the mission while planning to hire fewer people.
  • Reduced travel expenses by 9 percent through improved use of technology and by conducting portions of examination work offsite where it made sense.
  • Identified opportunities to terminate or reduce space in leased offices that are underutilized or no longer needed.
  • Realigned the agency’s strategic management with its finances, establishing monthly financial reviews and conducting financial reviews of reserves needed for uninsured OCC-supervised institutions.
  • Reduced reliance on paper in favor of electronic coordination, which sped the OCC’s decision-making process and eliminated administrative burden on staff.
  • Improved the decision-making approval framework, allowing more resources to be committed to executing decisions rather than coordinating their approval.
  • Piloted a nontraditional approach to talent acquisition recruiting efforts.
  • Installed innovative security technology solutions necessary to enhance cybersecurity capabilities and comply with the Office of Management and Budget and U.S. Department of Homeland Security mandates for continuous monitoring.
  • Implemented an innovative, agile acquisitions process for information technology contracts.
  • Devised a virtual conference to meet the agency’s compliance training requirements, leveraging existing technology to save on travel expenses.
  • Launched an online financial institution search tool streamlining how employees and constituents obtain public information about OCC-supervised banks.

Supervisory Efficiencies

  • Progressed on implementing the agency’s geographic resource allocation process to allocate available examiner resources more effectively across the lines of business based on examination activity.
  • Initiated an effort to integrate technology that supports the agency’s supervisory approach.
  • Increased resources committed to supervising large, complex institutions.
  • Improved how supervision staff access confidential supervisory information.
  • Leveraged technology to enhance supervision and reduce burden on regulated institutions.
  • Developed an end-to-end enterprise-wide solution for the OCC to manage and resolve bank whistleblower referrals.

Empowering Employees

The OCC’s leadership empowered staff to apply judgment, critical thinking, and effective decision-making skills at every level. Through ongoing dialogue during 2018, the OCC fostered employee engagement and affirmed its commitment to organizational goals and values. The OCC participated in the annual Federal Employee Viewpoint Survey and placed 51st out of 339 agency subcomponents in the 2017 Best Places to Work in the federal government rankings, released in December 2017. The ranking puts the OCC in the top quartile of agency subcomponents.

The OCC also promoted empowerment through training. In 2018, the OCC’s Leadership Institute created a micro-learning program called the Continuous Leadership Experience. The program received industry recognition in April 2018 from the Training Officers Consortium, which selected the OCC to receive its 2018 Distinguished Service Award.


2018 Distinguished Service Award

David Parks, Leadership and Career Development Specialist; Jo Anne Smith, Director of Leadership and Career Development; and Melissa DuRoss, the Leadership and Career Development Specialist who manages the program were on hand to receive the 2018 Distinguished Service Award for Innovation from the Training Officers Consortium for the OCC’s Continuous Leadership Experience program.

Strategic Plan

This year, the OCC published its strategic plan for fiscal years 2019–2023. The strategic plan describes the OCC’s goals, objectives, and strategies. In the plan, the OCC updated its vision statement to reflect its status as the preeminent prudential supervisor that

  • adds value through proactive and risk-based supervision;
  • is sought after as a source of knowledge and expertise; and
  • promotes a vibrant and diverse banking system that benefits consumers, communities, businesses, and the U.S. economy.

The OCC also updated its strategic goals to reflect the current operating environment. These goals will ensure the OCC

  • fosters a safe, sound, and fair federal banking system that is a source of economic strength and opportunity that meets the evolving needs of consumers, businesses, and communities.
  • engages, prepares, and empowers its employees to meet the mission.
  • operates efficiently and effectively.

Figure 1: Strategic Goals

Strategic Goals

To meet these goals over the next five years, the OCC will work toward achieving specific objectives to enhance the effectiveness and efficiency of OCC operations and aim to enable the agency to deliver the greatest possible value for every assessment dollar collected.

Performance Measures and Results

As the new strategic plan formed, the agency finalized its fulfillment of The OCC’s Strategic Plan: Fiscal Years 2015–2019. Reflecting the goals of that plan, the OCC’s 2018 performance measures, workload indicators, customer service standards, and results are presented in table 1. These measures, indicators, and standards are comparable to those described in the Government Performance and Results Act Modernization Act.1

Table 1: Performance Measures, Workload Indicators, Customer Service Standards, and Results (PDF)


1See Pub. L. 111-352.