UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
| | [X] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
| | For the fiscal year ended December 31, 2012 |
| | [ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
| | For the transition period from _____________ to _____________ |
Commission File Number: 1-33682
FIRST ADVANTAGE BANCORP
(Exact name of registrant as specified in its charter)
Tennessee (State or other jurisdiction of incorporation or organization) | 26-0401680 (I.R.S. Employer Identification No.) |
1430 Madison Street, Clarksville, Tennessee (Address of principal executive offices) | 37040 (Zip Code) |
Registrant’s telephone number, including area code: (931) 552-6176
Securities registered pursuant to Section 12(b) of the Act:
| Title of each class | Name of each exchange on which registered |
| Common Stock, par value $0.01 per share | Nasdaq Stock Market, LLC |
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ___ No X
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ___ No X
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes X No ___
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web Site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes X No ___
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of the registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. [ ]
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or a smaller reporting company. See definition of “accelerated filer,” “large accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.
| (Check one): | Large accelerated filer [ ] | Accelerated filer [ ] |
| | Non-accelerated filer [ ] | Smaller reporting company [ X ] |
Indicate by check mark whether the registrant is a shell company (as defined by Rule 12b-2 of the Exchange Act). Yes ___ No X
As of June 30, 2012, the last business day of the registrant’s most recently completed second fiscal quarter, the aggregate market value of the shares of common stock held by non-affiliates, based upon the closing price per share of the registrant’s common stock on the Nasdaq Global Market, was approximately $40.17 million.
The number of shares outstanding of the registrant’s common stock as of March 8, 2013 was 4,318,497.
DOCUMENT INCORPORATED BY REFERENCE:
Portions of the Proxy Statement for the 2013 Annual Meeting of Shareholders of First Advantage Bancorp, to be held on May 15, 2013, are incorporated by reference in Part III of this Form 10-K.
INDEX
| | | Page |
| | Part I | |
| | | |
| Item 1. | Business | 1 |
| Item 1A. | Risk Factors | 18 |
| Item 1B. | Unresolved Staff Comments | 23 |
| Item 2. | Properties | 24 |
| Item 3. | Legal Proceedings | 25 |
| Item 4. | Mine Safety Disclosures | 25 |
| | Part II | |
| Item 5. | Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities | 25 |
| Item 6. | Selected Financial Data | 27 |
| Item 7. | Management’s Discussion and Analysis of Financial Condition and Results of Operations | 29 |
| Item 7A. | Quantitative and Qualitative Disclosures About Market Risk | 49 |
| Item 8. | Financial Statements and Supplementary Data | 51 |
| Item 9. | Changes in and Disagreements With Accountants on Accounting and Financial Disclosure | 51 |
| Item 9A. | Controls and Procedures | 51 |
| Item 9B. | Other Information | 51 |
| | Part III | |
| Item 10. | Directors, Executive Officers and Corporate Governance | 51 |
| Item 11. | Executive Compensation | 52 |
| Item 12. | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters | 52 |
| Item 13. | Certain Relationships and Related Transactions, and Director Independence | 53 |
| Item 14. | Principal Accounting Fees and Services | 53 |
| | Part IV | |
| Item 15. | Exhibits and Financial Statement Schedules | 53 |
| | | |
| | SIGNATURES | 54 |
This annual report contains forward-looking statements that are based on assumptions and may describe future plans, strategies and expectations of First Advantage Bancorp. These forward-looking statements are identified by use of the words “believe,” “expect,” “intend,” “anticipate,” “estimate,” “project” or similar expressions. First Advantage Bancorp’s ability to predict results or the actual effect of future plans or strategies is inherently uncertain. Factors which could have a material adverse effect on the operations of First Advantage Bancorp and its subsidiary include, but are not limited to, changes in interest rates, national and regional economic conditions, legislative and regulatory changes, monetary and fiscal policies of the U.S. government, including policies of the U.S. Treasury and the Federal Reserve Board, the quality and composition of the loan or investment portfolios, demand for loan products, deposit flows, competition, demand for financial services in First Advantage Bancorp’s market area, changes in real estate market values in First Advantage Bancorp’s market area, changes in relevant accounting principles and guidelines and inability of third party service providers to perform. Additional factors that may affect our results are discussed in Item 1A to this Annual Report on Form 10-K titled “Risk Factors” below.
These risks and uncertainties should be considered in evaluating forward-looking statements and undue reliance should not be placed on such statements. Except as required by applicable law or regulation, First Advantage Bancorp does not undertake, and specifically disclaims any obligation, to release publicly the result of any revisions that may be made to any forward-looking statements to reflect events or circumstances after the date of the statements or to reflect the occurrence of anticipated or unanticipated events.
Unless the context indicates otherwise, all references in this annual report to “Company,” “we,” “us” and “our” refer to First Advantage Bancorp and its subsidiary.
PART I
Item 1. BUSINESS
General
First Advantage Bancorp (the “Company”) is a Tennessee chartered company incorporated in June 2007 to serve as the holding company for First Advantage Bank (the “Bank”), a Tennessee-chartered commercial bank formerly known as First Federal Savings Bank. First Advantage Bancorp’s principal business activity is the ownership of the outstanding common stock of the Bank. First Advantage Bancorp uses the premises, equipment and other property of the Bank with the payment of appropriate rental fees, as required by applicable law and regulations, under the terms of an expense allocation agreement. Accordingly, the information set forth in this annual report, including the consolidated financial statements and related financial data contained herein, relates primarily to the Bank.
About First Advantage Bank
The Bank was originally founded in 1953 and headquartered in Clarksville, Tennessee. The Bank operates as a community-oriented financial institution offering traditional financial services to personal and business customers in the Bank’s primary market area. The Bank attracts deposits from the general public and uses those funds to originate one-to-four family mortgage loans, nonresidential real estate loans, construction loans (including speculative construction loans), commercial business loans and land loans, and, to a lesser extent, multi-family loans and consumer loans.
We have posted our Code of Ethics for directors, officers and employees, and the charters of the Audit Committee, Compensation Committee, and Nominating Committee of our board of directors on the Investor Relations section of our website at www.firstadvantagebanking.com. The Company’s and the Bank’s executive offices are located at 1430 Madison Street, Clarksville, Tennessee and our main telephone number is (931) 552-6176. Information on our website should not be considered a part of this annual report.
Bank Charter Conversion
On February 2, 2012, the Bank completed its conversion from a federally chartered savings bank to a Tennessee-chartered commercial bank. On that same date, the Company became a holding company regulated by the Board of Governors of the Federal Reserve System (the “Federal Reserve Board”). As a result of the charter conversion, the Bank is now regulated by the Tennessee Department of Financial Institutions (the “TDFI”) and the Federal Deposit Insurance Corporation (the “FDIC”). The Bank’s deposits continue to be insured by the FDIC. The charter conversion did not have any significant financial impact or affect the Company’s and the Bank’s current activities, and no changes to the directors or officers or employees of the Bank occurred as a result of the charter conversion.
Market Area
We consider Montgomery and Davidson Counties, Tennessee and the surrounding areas to be our primary market area. The top employers in this area are currently the services industry, medical facilities, education, wholesale/retail trade, manufacturing, and government, which are likely to continue to be supported by the projected growth in population and median household income.
The economy of Montgomery County is significantly influenced by Fort Campbell, a nearby U.S. Army installation, and Austin Peay University, one of the county’s top employers and one of the fastest growing universities in Tennessee, with an enrollment of approximately 10,500 students, and by the county’s proximity to Nashville, Tennessee. A growing number of young military retirees from Fort Campbell and the expanding Austin Peay State University community, as well as an increased number of commuters to the Nashville metropolitan area, have created a housing demand that currently supports lending activities in our Montgomery County market area.
Davidson County includes the city of Nashville, the second largest city in and state capitol of Tennessee. A varied employment base includes state and federal government, Vanderbilt University and fifteen other universities and colleges, Vanderbilt Medical Center, Hospital Corporation of America, and Dollar General, in addition to the music industry, tourism, and professional sports. This diversified economy supports our lending activities in the Davidson County market area.
Competition
We face significant competition for the attraction of deposits and origination of loans. Our most direct competition for deposits has historically come from the several financial institutions operating in our primary market area and from other financial service companies such as securities and mortgage brokerage firms, credit unions and insurance companies. We also face competition for investors’ funds from money market funds, mutual funds and other corporate and government securities. In addition, banks owned by large national and regional holding companies and other community-based banks also operate in our primary market area. Some of these institutions are larger than us and, therefore, may have greater resources.
Our competition for loans comes primarily from financial institutions in our primary market area and from other financial service providers, such as mortgage companies and mortgage brokers. Competition for loans also comes from the increasing number of non-depository financial service companies entering the mortgage market, such as credit unions, insurance companies, securities companies and specialty finance companies.
We expect competition to increase in the future as a result of legislative, regulatory and technological changes and the continuing trend of consolidation in the financial services industry. Technological advances, for example, have lowered barriers to entry, allowed banks to expand their geographic reach by providing services over the Internet, and made it possible for non-depository institutions to offer products and services that traditionally have been provided by banks. Changes in federal law now permit affiliation among banks, securities firms and insurance companies, which promotes a competitive environment in the financial services industry. Competition for deposits and the origination of loans could limit our growth in the future.
We believe we are not dependent upon any single industry or customer.
Lending Activities
The largest segment of our loan portfolio is real estate mortgage loans, primarily one-to-four family residential loans and nonresidential real estate loans. The other significant segments of our loan portfolio are construction loans, primarily one-to-four family construction loans (including speculative construction loans), multi-family loans, commercial business loans and land loans. To a lesser degree, we also originate consumer loans. We originate loans for investment purposes, although we generally sell a substantial majority of our one-to-four family residential loans into the secondary market with servicing released. See note 5 to the notes to the consolidated financial statements beginning on page F-1 of this annual report. We originate conforming permanent mortgage loans and sell a substantial majority of our one-to-four family residential loans into the secondary market with servicing released.
We intend to continue to emphasize residential and non-residential real estate lending while concentrating on ways to expand our consumer/retail banking capabilities and our commercial banking services with a focus on serving small businesses and emphasizing relationship banking in our primary market area.
One-to-Four Family Residential Loans. Our origination of residential mortgage loans enables borrowers to purchase or refinance existing homes located in Montgomery and Davidson Counties in Tennessee, and the surrounding areas.
Our residential lending policies and procedures conform to the secondary market guidelines as we generally sell qualifying fixed-rate loans into the secondary market. We generally offer fixed-rate mortgage loans with terms of 10 to 30 years. To a lesser extent, we also offer adjustable-rate mortgage loans. Borrower demand for adjustable-rate loans compared to fixed-rate loans is a function of the level of interest rates, the expectations of changes in the level of interest rates, and the difference between the interest rates and loan fees offered for fixed-rate mortgage loans as compared to an initially discounted interest rate and loan fees for multi-year adjustable-rate mortgages. The relative amount of fixed-rate mortgage loans and adjustable-rate mortgage loans that can be originated at any time is largely determined by the demand for each in a competitive environment. The loan fees, interest rates and other provisions of mortgage loans are determined by us based on our own pricing criteria and competitive market conditions.
Interest rates and payments on our adjustable-rate mortgage loans generally adjust annually after an initial fixed period that typically ranges from one to three years. Interest rates and payments on our adjustable-rate loans generally are adjusted to a rate typically equal to a percentage above the three or five year U.S. Treasury index or indexed to prime. The maximum amount by which the interest rate may be increased or decreased is generally two percentage points per adjustment period and the lifetime interest rate cap is generally six percentage points over the initial interest rate of the loan. We sell with servicing released a substantial majority of all one-to-four family loans we originate.
While one-to-four family residential real estate loans are normally originated with up to 30-year terms, such loans typically remain outstanding for substantially shorter periods because borrowers often prepay their loans in full either upon sale of the property pledged as security or upon refinancing the original loan. Therefore, average loan maturity is a function of, among other factors, the level of purchase and sale activity in the real estate market, prevailing interest rates and the interest rates payable on outstanding loans on a regular basis.
We do not offer loans with negative amortization and generally do not offer interest-only loans other than for revolving home equity lines of credit. We do not offer Alt-A, sub-prime or no documentation mortgage loans.
For the most part, we do not make conventional loans with loan-to-value ratios exceeding 95%. Loans with loan-to-value ratios in excess of 80% generally require private mortgage insurance. We generally require all properties securing mortgage loans to be appraised by a board-approved independent appraiser. We generally require title insurance on all first mortgage loans. Borrowers must obtain hazard insurance, and flood insurance is required for loans on properties located in a flood zone.
Nonresidential Real Estate Loans. We offer fixed- and adjustable-rate mortgage loans secured by nonresidential real estate. Our nonresidential real estate loans are generally secured by small to moderately-sized office, retail and industrial properties located in our primary market area and are typically made to small business owners and professionals such as developers, physicians, attorneys and accountants.
We originate a variety of fixed- and adjustable-rate nonresidential real estate loans, generally for terms of one to seven years and with payments based on an amortization schedule of 15 to 25 years. Our adjustable-rate loans generally adjust based on either the prime lending rate or the First Advantage Base Rate every three to five years. Loans are secured by first mortgages, generally are originated with a maximum loan-to-value ratio of 80% and generally require specified debt service coverage ratios depending on the characteristics of the project. Rates and other terms on such loans generally depend on our assessment of credit risk after considering such factors as the borrower’s financial condition and credit history, loan-to-value ratio, debt service coverage ratio and other factors.
At December 31, 2012, our largest nonresidential real estate loan had an outstanding balance of $6.3 million. This loan, which was originated in November 2012, is secured by various real estate and other collateral and was performing in accordance with its original terms at December 31, 2012.
Construction Loans. We originate construction loans for one-to-four family homes and commercial, multi-family and other nonresidential purposes. Interest rates on these loans are generally tied to the prime lending rate or the First Advantage Bank Base Rate. We generally may finance up to 75% to 80% of the appraised value of the completed property. We also offer construction loans for the financing of one-to-four family and multiple family homes, which may convert into permanent loans at the end of the construction period. We generally require a maximum loan-to-value ratio of 80% for construction loans on owner occupied homes. We generally disburse funds on a percentage-of-completion basis following an inspection by a third party inspector. At December 31, 2012, our largest non-speculative construction loan commitment was for $1.8 million, with an outstanding balance of $1.8 million. This loan commitment was originated in May 2011 and the loan is performing as agreed.
We also originate speculative construction loans to builders who have not identified a buyer for the completed property at the time of origination. In contrast to many markets across the country, the bank’s primary market area had no sharp price increases prior to the recession. Consequently, property values have remained relatively stable and speculative housing has continued to sell, although at a somewhat slower pace. The proximity of Fort Campbell, Kentucky continues to drive a large part of the speculative housing demand in the area. At December 31, 2012, we had approved commitments for speculative construction loans of $25.3 million, of which $17.8 million was outstanding. We require a maximum loan-to-value ratio of 80% for speculative construction loans. We believe we have implemented strict underwriting requirements for speculative construction loans to help ensure that loans are made to a limited group of reputable, financially sound builders and for feasible projects having an adequate demand to facilitate the sale of the properties within an acceptable period of time. Each month we monitor the total number of speculative units under construction, the number of units with each builder, and the number of units within each subdivision. At December 31, 2012, our largest aggregate speculative construction loan commitment to a single builder was for $2.0 million, of which $973,000 was outstanding. The loan was originated in August 2012 and is secured by a deed of trust on commercial property. At December 31, 2012, these loans were performing in accordance with their original terms.
Land Loans. We originate loans to developers for the purpose of developing vacant land in our primary market area, typically for residential subdivisions. Land loans are generally interest-only loans for a term of up to three years (one year to develop the property and approximately two years to liquidate the lots) with a minimum principal reduction required annually and with repayment in full resulting from the sale of the improved property. At December 31, 2012, our largest land loan had an outstanding balance of $3.9 million. This loan, which was originated November 2009 and is secured by approximately 457 acres, was performing in accordance with its original terms at December 31, 2012.
Multi-Family Real Estate Loans. We offer multi-family mortgage loans that are generally secured by apartment buildings in our primary market area. We originate a variety of fixed- and adjustable-rate multi-family real estate loans, generally for terms of one to seven years and with payments based on an amortization schedule of 15 to 25 years. Our adjustable-rate loans generally adjust based on the prime lending rate or the First Advantage Base Rate every three to five years. Loans are secured by first mortgages and generally are originated with a maximum loan-to-value ratio of 80% and generally require specified debt service coverage ratios depending on the characteristics of the project. Rates and other terms on such loans generally depend on our assessment of the credit risk after considering such factors as the borrower’s financial condition and credit history, loan-to-value ratio, debt service coverage ratio and other factors.
Consumer Loans. Although we offer a variety of consumer loans, our consumer loan portfolio consists primarily of home equity loans, both fixed-rate amortizing term loans and variable rate lines of credit. Consumer loans typically have shorter maturities and higher interest rates than traditional one-to-four family lending. When combined with a first mortgage loan, we will typically make home equity loans up to a loan-to-value ratio of 90%. The procedures for underwriting consumer loans include an assessment of the applicant’s payment history on other debts and ability to meet existing obligations and payments on the proposed loan. Although the applicant’s creditworthiness is a primary consideration, the underwriting process also includes a comparison of the value of the collateral, if any, to the proposed loan amount.
Commercial Business Loans. We typically offer commercial business loans to small businesses located in our primary market area. Commercial business loans are generally secured by equipment, inventory or accounts receivable of the borrower. Key loan terms vary depending on the collateral, the borrower’s financial condition, credit history and other relevant factors, and personal guarantees are typically required as part of the loan commitment.
Loan Underwriting Risks
Adjustable-Rate Loans. While we anticipate that adjustable-rate loans will better offset the adverse effects of an increase in interest rates as compared to fixed-rate mortgages, an increased monthly mortgage payment required of adjustable-rate loan borrowers in a rising interest rate environment could cause an increase in delinquencies and defaults. The marketability of the underlying property also may be adversely affected in a high interest rate environment. In addition, although adjustable-rate mortgage loans make our asset base more responsive to changes in interest rates, the extent of this interest sensitivity is limited by the annual and lifetime interest rate adjustment limits.
Multi-Family and Nonresidential Real Estate Loans. Loans secured by multi-family and nonresidential real estate generally have larger balances and involve a greater degree of risk than one-to-four family residential mortgage loans. Of primary concern in multi-family and nonresidential real estate lending is the borrower’s creditworthiness and the feasibility and cash flow potential of the project. Payments on loans secured by income properties often depend on successful operation and management of the properties. As a result, repayment of such loans may be subject, to a greater extent than residential real estate loans, to adverse conditions in the real estate market or the economy. To monitor cash flows on income properties, we require borrowers and loan guarantors, if any, to provide annual financial statements on multi-family and nonresidential real estate loans. In reaching a decision on whether to make a multi-family or nonresidential real estate loan, we consider and review a global cash flow analysis of the borrower and consider the net operating income of the property, the borrower’s expertise, credit history and profitability, and the value of the underlying property. An environmental survey or environmental risk insurance is obtained when the possibility exists that hazardous materials may have existed on the site, or the site may have been impacted by adjoining properties that handled hazardous materials.
Construction and Land Loans. Construction financing is generally considered to involve a higher degree of risk of loss than long-term financing on improved, occupied real estate. Risk of loss on a construction loan depends largely upon the accuracy of the initial estimate of the property’s value at completion of construction and the estimated cost of construction. During the construction phase, a number of factors could result in delays and cost overruns. If the estimate of construction costs proves to be inaccurate, we may be required to advance funds beyond the amount originally committed to permit completion of the building. If the estimate of value proves to be inaccurate, we may be confronted, at or before the maturity of the loan, with a building having a value which is insufficient to assure full repayment if liquidation is required. If we are forced to foreclose on a building before or at completion due to a default, there can be no assurance that we will be able to recover all of the unpaid balance of, and accrued interest on, the loan as well as related foreclosure and holding costs. In addition, speculative construction loans, which are loans made to home builders who, at the time of loan origination, have not yet secured an end buyer for the home under construction, typically carry higher risks than those associated with traditional construction loans. These increased risks arise because of the risk that there will be inadequate demand to ensure the sale of the property within an acceptable time. As a result, in addition to the risks associated with traditional construction loans, speculative construction loans carry the added risk that the builder will have to pay the property taxes and other carrying costs of the property until an end buyer is found. Land loans have substantially similar risks to speculative construction loans.
Consumer Loans. Consumer loans may entail greater risk than do residential mortgage loans, particularly in the case of consumer loans that are secured by assets that depreciate rapidly, such as motor vehicles. In such cases, repossessed collateral for a defaulted consumer loan may not provide an adequate source of repayment for the outstanding loan and a small remaining deficiency often does not warrant further substantial collection efforts against the borrower. Consumer loan collections depend on the borrower’s continuing financial stability and, therefore, are likely to be adversely affected by various factors, including job loss, divorce, illness or personal bankruptcy. Furthermore, the application of various federal and state laws, including federal and state bankruptcy and insolvency laws, may limit the amount that can be recovered on such loans.
Commercial Business Loans. Unlike residential mortgage loans, which generally are made on the basis of the borrower’s ability to make repayment from his or her employment income or other income, and which are secured by real property whose value tends to be more easily ascertainable, commercial business loans are of higher risk and typically are made on the basis of the borrower’s ability to make repayment from the cash flow of the borrower’s business. As a result, the availability of funds for the repayment of commercial business loans may depend substantially on the success of the business itself. Further, any collateral securing such loans may depreciate over time, may be difficult to appraise and may fluctuate in value.
Loan Approval Procedures and Authority. Our lending activities follow written, non-discriminatory underwriting standards and loan origination procedures established by our board of directors and management.
Loans to One Borrower. At December 31, 2012, our largest lending relationship and our largest outstanding loan balance to one borrower was $6.5 million, which was comprised of a developed subdivision, an adjacent tract for future development, a farm and a mortgage loan for a personal residence. These loans were performing according to their original terms at December 31, 2012.
Loan Commitments. We issue commitments for fixed- and adjustable-rate mortgage loans conditioned upon the occurrence of certain events. Commitments to originate mortgage loans are legally binding agreements to lend to our customers. Generally, our loan commitments expire after 30 to 45 days. See note 16 to the notes to the consolidated financial statements beginning on page F-1 of this annual report.
Investment Activities
We have legal authority to invest in various types of liquid assets, including U.S. Treasury obligations, securities of various government-sponsored agencies and of state and municipal governments, collateralized mortgage obligations and mortgage-backed securities. Within certain regulatory limits, we may also invest a portion of our assets in other permissible securities. As a member of the Federal Home Loan Bank of Cincinnati, we also are required to maintain an investment in Federal Home Loan Bank of Cincinnati stock.
At December 31, 2012, our investment portfolio consisted primarily of mortgage-backed securities, U.S. government and agency securities, including debt securities issued by government sponsored enterprises, municipal and other bonds, and collateralized mortgage obligations.
We invest in callable securities. Our callable securities, with a fair market value of $16.5 million at December 31, 2012, consist of U.S. government agency bonds and securities that are callable within one year, and state and political subdivision bonds that are callable beginning in periods ranging from two to ten years. We face reinvestment risk with callable securities, particularly during periods of falling market interest rates when issuers of callable securities tend to call or redeem their securities. Reinvestment risk is the risk that we may have to reinvest the proceeds from called securities at lower rates of return than the rates paid on the called securities.
Our investment objectives are to provide and maintain liquidity, to establish an acceptable level of interest rate and credit risk, and to provide an alternate source of low-risk investments at a favorable return when loan demand is weak. Management has the overall responsibility for the investment portfolio with board oversight, including approval of the investment policy. Our Chief Financial Officer and Chief Executive Officer are responsible for implementation of the investment policy and monitoring our investment performance. Our board of directors receives monthly reports on investment activity and, as part of the monthly financial report, is informed as to the mix of investments, yields by category of investment and the overall yield on the portfolio, as well as any gains or losses incurred during the prior month.
Deposit Activities and Other Sources of Funds
Deposits, borrowings, loan repayments, mortgage-backed security repayments and called investments are the major sources of our funds for lending and other investment purposes. Scheduled loan and mortgage-backed security repayments are a relatively stable source of funds, while deposit inflows and outflows and loan prepayments and security calls are significantly influenced by general interest rates and money market conditions.
Deposit Accounts. Substantially all of our depositors are residents of Tennessee. Deposits are attracted from within our primary market area through the offering of a broad selection of deposit instruments, including non-interest-bearing demand deposits (such as checking accounts), interest-bearing demand accounts (such as NOW and money market accounts), regular savings accounts and certificates of deposit. Deposit account terms vary according to the minimum balance required, the time periods the funds must remain on deposit and the interest rate, among other factors. In determining the terms of our deposit accounts, we consider the rates offered by our competition, our liquidity needs, profitability to us, matching deposit and loan products and customer preferences and concerns. We review our deposit mix and pricing weekly. Our deposit pricing strategy has typically been to offer competitive rates on all types of deposit products, and to regularly offer special rates in order to attract deposits of a specific type or term.
In addition to accounts for individuals, we also offer deposit accounts designed for the businesses operating in our primary market area. Our business banking deposit products include commercial checking accounts and money market accounts.
Borrowings. We use advances from the Federal Home Loan Bank of Cincinnati and Federal Reserve Bank through the Discount Window to supplement our investable funds. The Federal Home Loan Bank functions as a central reserve bank providing credit for member financial institutions. As a member, we are required to own capital stock in the Federal Home Loan Bank and are authorized to apply for advances on the security of such stock and certain of our mortgage loans, non-residential real estate loans and other assets (principally securities which are obligations of, or guaranteed by, the United States), provided certain standards related to creditworthiness have been met. Advances are made under several different programs, each having its own interest rate and range of maturities. Depending on the program, limitations on the amount of advances are based either on a fixed percentage of an institution’s net worth or on the Federal Home Loan Bank’s assessment of the institution’s creditworthiness.
Personnel
As of December 31, 2012, we had 94 full-time employees and 4 part-time employees, none of whom are represented by a collective bargaining unit. We believe that our relationship with our employees is good.
Subsidiaries
First Advantage Bank has one subsidiary, First Financial Mortgage Corp., which was inactive at December 31, 2012. On December 19, 2007, First Financial Mortgage Corp. conveyed its only remaining tangible asset, the Blue Hole Lodge, to First Advantage Bancorp for the sum of $200,000. Acquired in 2001 as a meeting and training center, the Blue Hole Lodge property consists of approximately five acres with an improved lodge building. Acquisition and improvement costs totaled approximately $1.3 million. As of December 31, 2012, the property had been written down to $200,000, which is the estimated fair value of the property and is carried in other assets in the consolidated balance sheet.
REGULATION AND SUPERVISION
General
The Bank is a Tennessee commercial bank and its deposit accounts are insured by the FDIC. The Bank is not a member of the Federal Reserve System. The Bank is subject to supervision, examination and regulation by the TDFI and the FDIC. The Bank is required to file regulatory reports concerning its activities and financial condition and is required to obtain regulatory approvals prior to entering into certain transactions, including mergers with, or acquisitions of, other depository institutions.
The system of regulation and supervision applicable to the Bank establishes a comprehensive framework for the operations of the Bank and is intended primarily for the protection of the FDIC and the depositors of the Bank. Changes in the regulatory framework could have a material effect on the Bank and its respective operations that in turn, could have a material adverse effect on the Company.
The Company registered with the Board of Governors of the Federal Reserve as a bank holding company under the Bank Holding Company Act of 1956. As a result, it is subject to supervisory regulation and examination by the Federal Reserve. The Gramm-Leach-Bliley Act, the Bank Holding Company Act, and other federal laws subject bank holding companies to particular restrictions on the types of activities in which they may engage, and to a range of supervisory requirements and activities, including regulatory enforcement actions for violations of laws and regulations.
Certain of the regulatory requirements that are applicable to First Advantage Bancorp and the Bank are described below. This description of statutes and regulations is not intended to be a complete explanation of such statutes and regulations and their effects on First Advantage Bancorp and the Bank and is qualified in its entirety by reference to the actual statutes and regulations.
The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010
On July 21, 2010, President Obama signed into law the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 ( the “Dodd-Frank Act”). The Dodd-Frank Act will continue to have a broad impact on the financial services industry as a result of the significant regulatory and compliance changes including, among other things, (i) enhanced resolution authority over troubled and failing banks and their holding companies; (ii) increased capital and liquidity requirements; (iii) increased regulatory examination fees; (iv) changes to assessments to be paid to the FDIC for federal deposit insurance; and (v) numerous other provisions designed to improve supervision and oversight of, and strengthening safety and soundness for, the financial services sector. Additionally, the Dodd-Frank Act establishes a new framework for systemic risk oversight within the financial system to be distributed among new and existing federal regulatory agencies, including the Financial Stability Oversight Council, the Federal Reserve, the Office of the Comptroller of the Currency, and the FDIC. A summary of certain provisions of the Dodd-Frank Act is set forth below, along with information set forth in applicable sections of this “Regulation and Supervision” section.
| · | Minimum Capital Requirements and Enhanced Supervision. On June 14, 2011, the federal banking agencies published a final rule regarding minimum leverage and risk-based capital requirements for banks and bank holding companies consistent with the requirements of Section 171 of the Dodd-Frank Act. The Dodd-Frank Act also increased regulatory oversight, supervision and examination of banks, bank holding companies and their respective subsidiaries by the appropriate regulatory agency. We may be subject to more stringent capital and liquidity requirements which would adversely affect our net income and future growth. |
| · | The Consumer Financial Protection Bureau (“Bureau”). The Dodd-Frank Act created the Bureau within the Federal Reserve. The Bureau is tasked with establishing and implementing rules and regulations under certain federal consumer protection laws with respect to the conduct of providers of certain consumer financial products and services. The Bureau has rulemaking authority over many of the statutes governing products and services offered to bank consumers. In addition, the Dodd-Frank Act permits states to adopt consumer protection laws and regulations that are more stringent than those regulations promulgated by the Bureau and state attorneys general are permitted to enforce consumer protection rules adopted by the Bureau against state-chartered institutions. Because this is an entirely new agency, the impact on us is largely uncertain. However, any new regulatory requirements or modified interpretations of existing regulations will affect our consumer business practices and operations potentially resulting in increased compliance costs. |
| · | Deposit Insurance. The Dodd-Frank Act makes permanent the $250,000 deposit insurance limit for insured deposits. The Dodd-Frank Act also required amendments to the Federal Deposit Insurance Act that revised the assessment base against which an insured depository institution’s deposit insurance premiums paid to the Deposit Insurance Fund (“DIF”) will be calculated. Under the amendments, which became effective on April 1, 2011, the assessment base will no longer be the institution’s deposit base, but rather its average consolidated total assets less its average tangible equity during the assessment period. Additionally, the Dodd-Frank Act made changes to the minimum designated reserve ratio of the DIF, increasing the minimum from 1.15 percent to 1.35 percent of the estimated amount of total insured deposits and eliminating the requirement that the FDIC pay dividends to depository institutions when the reserve ratio exceeds certain thresholds. In December 2010, the FDIC increased the designated reserve ratio to 2.0 percent. |
| · | Payment of Interest on Demand Deposits. On July 21, 2011, the Federal Reserve’s final rule repealing Regulation Q, Prohibition Against Payment of Interest on Demand Deposits, became effective. As a result, banks and thrifts are now permitted to offer interest-bearing demand deposit accounts to commercial customers, which were previously forbidden under Regulation Q. The repeal of Regulation Q may cause increased competition from other financial institutions for these deposits. If we decide to pay interest on demand accounts, we would expect our interest expense to increase. |
| · | Compensation Practices. The Dodd-Frank Act provided that the appropriate federal regulators must establish standards prohibiting as an unsafe and unsound practice any compensation plan of a bank holding company or other “covered financial institution” that provides an insider or other employee with “excessive compensation” or compensation that gives rise to excessive risk or could lead to a material financial loss to such firm. In June 2010, prior to the Dodd-Frank Act, the bank regulatory agencies promulgated the Interagency Guidance on Sound Incentive Compensation Policies, which requires that financial institutions establish metrics for measuring the impact of activities to achieve incentive compensation with the related risk to the financial institution of such behavior. |
Although a significant number of the rules and regulations mandated by the Dodd-Frank Act have been finalized, many of the new requirements called for have yet to be implemented and will likely be subject to implementing regulations over the course of several years. Given the uncertainty associated with the manner in which the provisions of the Dodd-Frank Act will be implemented by the various regulatory agencies, the full extent of the impact such requirements will have on financial institutions’ operations is unclear. The changes resulting from the Dodd-Frank Act may impact the profitability of our business activities, require changes to certain of our business practices, impose upon us more stringent capital, liquidity and leverage ratio requirements or otherwise adversely affect our business. These changes may also require us to invest significant management attention and resources to evaluate and make necessary changes in order to comply with new statutory and regulatory requirements.
The Dodd-Frank Act applies the same leverage and risk-based capital requirements that apply to insured depository institutions to most bank holding companies. On June 14, 2011, the federal banking agencies published a final rule regarding minimum leverage and risk-based capital requirements for banks and bank holding companies consistent with the requirements of Section 171 of the Dodd-Frank Act. For a more detailed description of the minimum capital requirements see applicable sections of this “Regulation and Supervision” section. The Dodd-Frank Act also increased regulatory oversight, supervision and examination of banks, bank holding companies and their respective subsidiaries by the appropriate regulatory agency. These requirements, and any other new regulations, could adversely affect our ability to pay dividends, or could require us to reduce business levels or to raise capital, including in ways that may adversely affect our results of operations or financial condition.
Bank Holding Company and Tennessee Commercial Bank Regulation
Permitted Activities.
The Gramm-Leach-Bliley Act modernized the U.S. banking system by: (i) allowing bank holding companies that qualify as “financial holding companies” to engage in a broad range of financial and related activities; (ii) allowing insurers and other financial service companies to acquire banks; (iii) removing restrictions that applied to bank holding company ownership of securities firms and mutual fund advisory companies; and (iv) establishing the overall regulatory scheme applicable to bank holding companies that also engage in insurance and securities operations. The general effect of the law was to establish a comprehensive framework to permit affiliations among commercial banks, insurance companies, securities firms, and other financial service providers. Activities that are financial in nature are broadly defined to include not only banking, insurance, and securities activities, but also merchant banking and additional activities that the Federal Reserve, in consultation with the Secretary of the Treasury, determines to be financial in nature, incidental to such financial activities, or complementary activities that do not pose a substantial risk to the safety and soundness of depository institutions or the financial system generally.
In contrast to financial holding companies, bank holding companies are limited to managing or controlling banks, furnishing services to or performing services for its subsidiaries, and engaging in other activities that the Federal Reserve determines by regulation or order to be so closely related to banking or managing or controlling banks as to be a proper incident thereto. In determining whether a particular activity is permissible, the Federal Reserve must consider whether the performance of such an activity reasonably can be expected to produce benefits to the public that outweigh possible adverse effects. Possible benefits include greater convenience, increased competition, and gains in efficiency. Possible adverse effects include undue concentration of resources, decreased or unfair competition, conflicts of interest, and unsound banking practices. Despite prior approval, the Federal Reserve may order a bank holding company or its subsidiaries to terminate any activity or to terminate ownership or control of any subsidiary when the Federal Reserve has reasonable cause to believe that a serious risk to the financial safety, soundness or stability of any bank subsidiary of that bank holding company may result from such an activity.
Changes in Control.
Subject to certain exceptions, the Bank Holding Company Act and the Change in Bank Control Act, together with the applicable regulations, promulgated thereunder, require Federal Reserve approval (or, depending on the circumstances, no notice of disapproval) prior to any person or company acquiring “control” of a bank or bank holding company. A conclusive presumption of control exists if an individual or company acquires the power, directly or indirectly, to direct the management or policies of an insured depository institution or to vote 25% or more of any class of voting securities of any insured depository institution. A rebuttable presumption of control exists if a person or company acquires 10% or more but less than 25% of any class of voting securities of an insured depository institution and either the institution has registered securities under Section 12 of the Securities Exchange Act of 1934 (the “Exchange Act”), or no other person will own a greater percentage of that class of voting securities immediately after the acquisition. The Company’s common stock is registered under Section 12 of the Exchange Act.
The Federal Reserve maintains a policy statement on minority equity investments in banks and bank holding companies, that generally permits investors to (i) acquire up to 33 percent of the total equity of a target bank or bank holding company, subject to certain conditions, including (but not limited to) that the investing firm does not acquire 15 percent or more of any class of voting securities, and (ii) designate at least one director, without triggering the various regulatory requirements associated with control.
As a bank holding company, we are required to obtain prior approval from the Federal Reserve before (i) acquiring all or substantially all of the assets of a bank or bank holding company, (ii) acquiring direct or indirect ownership or control of more than 5% of the outstanding voting stock of any bank or bank holding company (unless we own a majority of such bank’s voting shares), or (iii) merging or consolidating with any other bank or bank holding company. In determining whether to approve a proposed bank acquisition, federal bank regulators will consider, among other factors, the effect of the acquisition on competition, the public benefits expected to be received from the acquisition, the projected capital ratios and levels on a post-acquisition basis, and the acquiring institution’s record of addressing the credit needs of the communities it serves, including the needs of low and moderate income neighborhoods, consistent with the safe and sound operation of the bank, under the Community Reinvestment Act of 1977.
Capital; Dividends; Source of Strength.
The Federal Reserve imposes certain capital requirements on bank holding companies under the Bank Holding Company Act, including a minimum leverage ratio and a minimum ratio of “qualifying” capital to risk-weighted assets. These requirements are described below under “Capital Regulations.” Subject to its capital requirements and certain other restrictions, we are able to borrow money to make a capital contribution to the Bank, and such loans may be repaid from dividends paid from the Bank to us.
A substantial source of the Company’s income from which it can pay dividends is the receipt of dividends from the Bank. The availability of the Bank to pay dividends to the Company is limited by applicable Tennessee law, which provides that the Bank may not declare dividends in any calendar year that exceeds the total of its net income of that year combined with its retained net income of the preceding two years without the prior approval of the TDFI. It is also possible, depending upon the financial condition of the Bank, and other factors, that the applicable regulatory authorities could assert that payment of dividends or other payments is an unsafe or unsound practice. In the event that the Bank is unable to pay dividends to the Company, the Company may not be able to pay dividends on its common stock. See note 12 to the consolidated financial statements beginning on page F-1 of this annual report.
In accordance with Federal Reserve policy, which has been codified by the Dodd-Frank Act, we are expected to act as a source of financial strength to the Bank and to commit resources to support the Bank in circumstances in which we might not otherwise do so.
Insurance of Accounts and Other Assessments.
We pay our deposit insurance assessments to the Deposit Insurance Fund, which is determined through a risk-based assessment system. Our deposit accounts are currently insured by the Deposit Insurance Fund generally up to a maximum of $250,000 per separately insured depositor.
Under the FDIC’s previous risk-based assessment system, insured institutions were assigned to one of four risk categories based on supervisory evaluations, regulatory capital levels and certain other factors, with less risky institutions paying lower assessments. An institution’s assessment rate depended upon the category to which it is assigned and, effective April 1, 2009, assessment rates range from seven to 77.5 basis points. On February 7, 2011, the FDIC approved a final rule that implemented changes to the deposit insurance assessment system mandated by the Dodd-Frank Act. The final rule, which became effective on April 1, 2011, revised the base on which deposit insurance assessments are charged from one that is based on domestic deposits to one that is based on average consolidated total assets minus average tangible equity. Under the final rule, insured depository institutions are required to report the daily average consolidated total assets, using the regulatory accounting methodology established for reporting total assets. For purposes of the final rule, tangible equity is defined as Tier 1 capital.
On May 22, 2009, the FDIC imposed a special assessment of five basis points on each FDIC-insured depository institution’s assets, minus its Tier I capital, as of June 30, 2009. This special assessment was collected on September 30, 2009. Finally, on November 12, 2009, the FDIC adopted a new rule requiring insured institutions to prepay on December 30, 2009, estimated quarterly risk-based assessments for the fourth quarter of 2009 and for all of 2010, 2011, and 2012. We prepaid an assessment of $1.1 million, which incorporated a uniform 3.00 basis point increase effective January 1, 2011 and assumed 5% annual deposit growth.
In addition, all FDIC insured institutions are required to pay assessments to the FDIC at an annual rate of approximately one basis point of insured deposits to fund interest payments on bonds issued by the Financing Corporation, an agency of the federal government established to recapitalize the predecessor to the Savings Association Insurance Fund. These assessments will continue until the Financing Corporation bonds mature in 2017 through 2019.
Under the Federal Deposit Insurance Act (the “FDIA”), the FDIC may terminate deposit insurance upon a finding that the institution has engaged in unsafe and unsound practices, is in an unsafe or unsound condition to continue operations, or has violated any applicable law, regulation, rule, order or condition imposed by the FDIC.
Transactions With Affiliates.
Pursuant to Sections 23A and 23B of the Federal Reserve Act and Regulation W, the authority of the Bank to engage in transactions with related parties or “affiliates” or to make loans to insiders is limited. Loan transactions with an “affiliate” generally must be collateralized and certain transactions between the Bank and its “affiliates”, including the sale of assets, the payment of money or the provision of services, must be on terms and conditions that are substantially the same, or at least as favorable to the Bank, as those prevailing for comparable nonaffiliated transactions. In addition, the Bank generally may not purchase securities issued or underwritten by affiliates.
Loans to executive officers, directors or to any person who directly or indirectly, or acting through or in concert with one or more persons, owns, controls or has the power to vote more than 10% of any class of voting securities of a bank, which we refer to as “10% Shareholders”, or to any political or campaign committee the funds or services of which will benefit those executive officers, directors, or 10% Shareholders or which is controlled by those executive officers, directors or 10% Shareholders, are subject to Sections 22(g) and 22(h) of the Federal Reserve Act and their corresponding regulations (Regulation O) and Section 13(k) of the Exchange Act relating to the prohibition on personal loans to executives (which exempts financial institutions in compliance with the insider lending restrictions of Section 22(h) of the Federal Reserve Act). Among other things, these loans must be made on terms substantially the same as those prevailing on transactions made to unaffiliated individuals and certain extensions of credit to those persons must first be approved in advance by a disinterested majority of the entire board of directors. Section 22(h) of the Federal Reserve Act prohibits loans to any of those individuals where the aggregate amount exceeds an amount equal to 15% of an institution’s unimpaired capital and surplus plus an additional 10% of unimpaired capital and surplus in the case of loans that are fully secured by readily marketable collateral, or when the aggregate amount on all of the extensions of credit outstanding to all of these persons would exceed the Bank’s unimpaired capital and unimpaired surplus. Section 22(g) identifies limited circumstances in which the Bank is permitted to extend credit to executive officers.
Community Reinvestment Act.
The Community Reinvestment Act and its corresponding regulations are intended to encourage banks to help meet the credit needs of their service area, including low and moderate income neighborhoods, consistent with the safe and sound operations of the banks. These regulations provide for regulatory assessment of a bank’s record in meeting the credit needs of its service area. Federal banking agencies are required to make public a rating of a bank’s performance under the Community Reinvestment Act. The Federal Reserve considers a bank’s Community Reinvestment Act rating when the bank submits an application to establish banking centers, merge, or acquire the assets and assume the liabilities of another bank. In the case of a financial holding company, the Community Reinvestment Act performance record of all banks involved in the merger or acquisition are reviewed in connection with the filing of an application to acquire ownership or control of shares or assets of a bank or to merge with any other financial holding company. An unsatisfactory record can substantially delay or block the transaction. The Bank received a satisfactory rating on its most recent Community Reinvestment Act assessment.
Capital Regulations.
The Federal Reserve and FDIC have adopted risk-based capital adequacy guidelines for bank holding companies and state-chartered banks, respectively. The risk-based capital guidelines are designed to make regulatory capital requirements more sensitive to differences in risk profiles among banks and bank holding companies, to account for off-balance sheet exposure, to minimize disincentives for holding liquid assets, and to achieve greater consistency in evaluating the capital adequacy of major banks throughout the world. Under these guidelines, assets and off-balance sheet items are assigned to broad risk categories each with designated weights. The resulting capital ratios represent capital as a percentage of total risk-weighted assets and off-balance sheet items.
The current guidelines require all bank holding companies and state-chartered banks to maintain a minimum risk-based total capital ratio equal to 8%, of which at least 4% must be Tier I Capital. The remainder (“Tier II Capital”) may consist of (i) an allowance for loan losses of up to 1.25% of risk-weighted assets, (ii) excess of qualifying perpetual preferred stock, (iii) hybrid capital instruments, (iv) perpetual debt, (v) mandatory convertible securities, and (vi) subordinated debt and intermediate-term preferred stock up to 50% of Tier I Capital. Total capital is the sum of Tier I and Tier II Capital less reciprocal holdings of other banking organizations’ capital instruments, investments in unconsolidated subsidiaries and any other deductions as determined by the appropriate regulator (determined on a case by case basis or as a matter of policy after formal rule making).
In computing total risk-weighted assets, bank and financial holding company assets are given risk-weights of 0%, 20%, 50% and 100%. In addition, certain off-balance sheet items are given similar credit conversion factors to convert them to asset equivalent amounts to which an appropriate risk-weight will apply. Most loans will be assigned to the 100% risk category, except for performing first mortgage loans fully secured by 1- to 4-family and certain multi-family residential property, which carry a 50% risk rating. Most investment securities (including, primarily, general obligation claims on states or other political subdivisions of the United States) will be assigned to the 20% category, except for municipal or state revenue bonds, which have a 50% risk-weight, and direct obligations of the U.S. Treasury or obligations backed by the full faith and credit of the U.S. Government, which have a 0% risk-weight. In covering off-balance sheet items, direct credit substitutes, including general guarantees and standby letters of credit backing financial obligations, are given a 100% conversion factor. Transaction-related contingencies such as bid bonds, standby letters of credit backing non-financial obligations, and undrawn commitments (including commercial credit lines with an initial maturity of more than one year) have a 50% conversion factor. Short-term commercial letters of credit are converted at 20% and certain short-term unconditionally cancelable commitments have a 0% factor.
The federal bank regulatory authorities have also adopted regulations that supplement the risk-based guidelines. These regulations generally require banks and financial holding companies to maintain a minimum level of Tier I Capital to total assets less goodwill of 4% (the “leverage ratio”). The Federal Reserve permits a bank to maintain a minimum 3% leverage ratio if the bank achieves a 1 rating under the CAMELS rating system in its most recent examination, as long as the bank is not experiencing or anticipating significant growth. The CAMELS rating is a non-public system used by bank regulators to rate the strength and weaknesses of financial institutions. The CAMELS rating is comprised of six categories: capital adequacy, asset quality, management, earnings, liquidity, and sensitivity to market risk.
Banking organizations experiencing or anticipating significant growth, as well as those organizations which do not satisfy the criteria described above, will be required to maintain a minimum leverage ratio ranging generally from 4% to 5%. The bank regulators also continue to consider a “tangible Tier I leverage ratio” in evaluating proposals for expansion or new activities.
The tangible Tier I leverage ratio is the ratio of a banking organization’s Tier I Capital, less deductions for intangibles otherwise includable in Tier I Capital, to total tangible assets.
Federal law and regulations establish a capital-based regulatory scheme designed to promote early intervention for troubled banks and require the FDIC to choose the least expensive resolution of bank failures. The capital-based regulatory framework contains five categories of compliance with regulatory capital requirements, including “well capitalized,” “adequately capitalized,” “undercapitalized,” “significantly undercapitalized,” and “critically undercapitalized.” To qualify as a “well-capitalized” institution, a bank must have a leverage ratio of no less than 5%, a Tier I Capital ratio of no less than 6%, and a total risk-based capital ratio of no less than 10%, and the bank must not be under any order or directive from the appropriate regulatory agency to meet and maintain a specific capital level. Generally, a financial institution must be “well capitalized” before the Federal Reserve will approve an application by a bank holding company to acquire or merge with a bank or bank holding company.
Under the regulations, the applicable agency can treat an institution as if it were in the next lower category if the agency determines (after notice and an opportunity for hearing) that the institution is in an unsafe or unsound condition or is engaging in an unsafe or unsound practice. The degree of regulatory scrutiny of a financial institution will increase, and the permissible activities of the institution will decrease, as it moves downward through the capital categories. Institutions that fall into one of the three undercapitalized categories may be required to (i) submit a capital restoration plan; (ii) raise additional capital; (iii) restrict their growth, deposit interest rates, and other activities; (iv) improve their management; (v) eliminate management fees; or (vi) divest themselves of all or a part of their operations. Financial holding companies controlling financial institutions can be called upon to boost the institutions’ capital and to partially guarantee the institutions’ performance under their capital restoration plans.
It should be noted that the minimum ratios referred to above are merely guidelines and the bank regulators possess the discretionary authority to require higher capital ratios.
As of December 31, 2012, the Bank exceeded the requirements contained in the applicable regulations, policies and directives pertaining to capital adequacy to be classified as “well capitalized”, and are unaware of any material violation or alleged violation of these regulations, policies or directives. Rapid growth, poor loan portfolio performance, or poor earnings performance, or a combination of these factors, could change our capital position in a relatively short period of time, making additional capital infusions necessary.
Prompt Corrective Action.
Immediately upon becoming undercapitalized, a depository institution becomes subject to the provisions of Section 38 of the FDIA, which: (i) restrict payment of capital distributions and management fees; (ii) require that the appropriate federal banking agency monitor the condition of the institution and its efforts to restore its capital; (iii) require submission of a capital restoration plan; (iv) restrict the growth of the institution’s assets; and (v) require prior approval of certain expansion proposals. The appropriate federal banking agency for an undercapitalized institution also may take any number of discretionary supervisory actions if the agency determines that any of these actions is necessary to resolve the problems of the institution at the least possible long-term cost to the deposit insurance fund, subject in certain cases to specified procedures. These discretionary supervisory actions include: (i) requiring the institution to raise additional capital; (ii) restricting transactions with affiliates; (iii) requiring divestiture of the institution or the sale of the institution to a willing purchaser; and (iv) any other supervisory action that the agency deems appropriate. These and additional mandatory and permissive supervisory actions may be taken with respect to significantly undercapitalized and critically undercapitalized institutions.
Basel III.
On December 17, 2009, the Basel Committee proposed significant changes to bank capital and liquidity regulation, including revisions to the definitions of Tier 1 Capital and Tier II Capital applicable to Basel III.
The short-term and long-term impact of the new Basel III capital standards and the forthcoming new capital rules to be proposed for U.S. banks with assets of less than $50 billion is uncertain. As a result of the recent deterioration in the global credit markets and the potential impact of the implementation of Basel III, it is unclear what the short-term impact of the implementation of Basel III may be or what impact a pending alternative standardized approach to Basel III option for non-Basel III U.S. banks may have on the cost and availability of different types of credit and the potential compliance costs of implementing the new capital standards.
On September 12, 2010, the oversight body of the Basel Committee announced a package of reforms which would increase existing capital requirements substantially over a phase-in period. These capital reforms were endorsed by the G20 at the summit held in November 2010. On December 20, 2011, the Federal Reserve announced its intention to implement substantially all of the Basel III rules which would generally be applicable to institutions with greater than $50 billion in assets beginning January 1, 2013 and phasing in through January 2019. On November 9, 2012, U.S. regulators announced a delay in implementation, with no new effective date named.
Interstate Banking and Branching.
The Bank Holding Company Act was amended by the Interstate Banking Act. The Interstate Banking Act provides that adequately capitalized and managed financial and bank holding companies are permitted to acquire banks in any state.
State laws prohibiting interstate banking or discriminating against out-of-state banks are preempted. States are not permitted to enact laws opting out of this provision; however, states are allowed to adopt a minimum age restriction requiring that target banks located within the state be in existence for a period of years, up to a maximum of five years, before a bank may be subject to the Interstate Banking Act. The Interstate Banking Act, as amended by the Dodd-Frank Act, establishes deposit caps which prohibit acquisitions that result in the acquiring company controlling 30% or more of the deposits of insured banks and thrift institutions held in the state in which the target maintains a branch or 10% or more of the deposits nationwide. States have the authority to waive the 30% deposit cap. State-level deposit caps are not preempted as long as they do not discriminate against out-of-state companies, and the federal deposit caps apply only to initial entry acquisitions.
Under the Dodd-Frank Act, national banks and state banks are able to establish branches in any state if that state would permit the establishment of the branch by a state bank chartered in that state. Tennessee law permits a state bank to establish a branch of the bank anywhere in the state. Accordingly, under the Dodd-Frank Act, a bank with its headquarters outside the State of Tennessee may establish branches anywhere within Tennessee.
Anti-money Laundering.
The Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001 (“USA PATRIOT Act”), provides the federal government with additional powers to address terrorist threats through enhanced domestic security measures, expanded surveillance powers, increased information sharing and broadened anti-money laundering requirements. By way of amendments to the Bank Secrecy Act (“BSA”), the USA PATRIOT Act puts in place measures intended to encourage information sharing among bank regulatory and law enforcement agencies. In addition, certain provisions of the USA PATRIOT Act impose affirmative obligations on a broad range of financial institutions.
Among other requirements, the USA PATRIOT Act and the related Federal Reserve regulations require banks to establish anti-money laundering programs that include, at a minimum:
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| | • | internal policies, procedures and controls designed to implement and maintain the savings association’s compliance with all of the requirements of the USA PATRIOT Act, the BSA and related laws and regulations; |
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| | • | systems and procedures for monitoring and reporting of suspicious transactions and activities; |
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| | • | a designated compliance officer; |
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| | • | employee training; |
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| | • | an independent audit function to test the anti-money laundering program; |
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| | • | procedures to verify the identity of each customer upon the opening of accounts; and |
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| | • | heightened due diligence policies, procedures and controls applicable to certain foreign accounts and relationships. |
Additionally, the USA PATRIOT Act requires each financial institution to develop a customer identification program (“CIP”) as part of our anti-money laundering program. The key components of the CIP are identification, verification, government list comparison, notice and record retention. The purpose of the CIP is to enable the financial institution to determine the true identity and anticipated account activity of each customer. To make this determination, among other things, the financial institution must collect certain information from customers at the time they enter into the customer relationship with the financial institution. This information must be verified within a reasonable time through documentary and non-documentary methods. Furthermore, all customers must be screened against any CIP-related government lists of known or suspected terrorists. We and our affiliates have adopted policies, procedures and controls to comply with the BSA and the USA PATRIOT Act.
Regulatory Enforcement Authority.
Federal and state banking laws grant substantial enforcement powers to federal and state banking regulators. This enforcement authority includes, among other things, the ability to assess civil money penalties, to issue cease and desist or removal orders and to initiate injunctive actions against banking organizations and institution-affiliated parties. In general, these enforcement actions may be initiated for violations of laws and regulations and unsafe or unsound practices. Other actions or inactions may provide the basis for enforcement action, including misleading or untimely reports filed with regulatory authorities.
Federal Home Loan Bank System.
First Advantage Bank is a member of the FHLB of Cincinnati, which is one of 12 regional Federal Home Loan Banks. Each FHLB serves as a reserve or central bank for its members within its assigned region. It is funded primarily from funds deposited by member institutions and proceeds from the sale of consolidated obligations of the FHLB system. It makes loans to members (i.e. advances) in accordance with policies and procedures established by the board of trustees of the FHLB. As a member of the FHLB of Cincinnati, the Bank is required to own capital stock in the FHLB.
Privacy.
Under the Gramm-Leach-Bliley Act, federal banking regulators adopted rules limiting the ability of banks and other financial institutions to disclose nonpublic information about consumers to nonaffiliated third parties. The rules require disclosure of privacy policies to consumers and, in some circumstances, allow consumers to prevent disclosure of certain personal information to nonaffiliated third parties.
Consumer Laws and Regulations.
The Bank is also subject to other federal and state consumer laws and regulations that are designed to protect consumers in transactions with banks. While the list set forth below is not exhaustive, these laws and regulations include the Truth in Lending Act, the Truth in Savings Act, the Electronic Funds Transfer Act, the Expedited Funds Availability Act, the Check Clearing for the 21st Century Act, the Fair Credit Reporting Act, the Equal Credit Opportunity Act, the Fair Housing Act, the Home Mortgage Disclosure Act, the Fair and Accurate Transactions Act, the Mortgage Disclosure Improvement Act, and the Real Estate Settlement Procedures Act, among others. These laws and regulations mandate certain disclosure requirements and regulate the manner in which financial institutions must deal with customers when taking deposits or making loans to such customers. The Bank must comply with the applicable provisions of these consumer protection laws and regulations as part of its ongoing customer relations.
Future Legislative Developments.
Various legislative acts are from time to time introduced in Congress and the Tennessee legislature. This legislation may change banking statutes and the environment in which our banking subsidiary and we operate in substantial and unpredictable ways. We cannot determine the ultimate effect that potential legislation, if enacted, or implementing regulations with respect thereto, would have upon our financial condition or results of operations or that of our banking subsidiary.
Effect of Governmental Monetary Policies.
The commercial banking business in which First Advantage Bank engages is affected not only by general economic conditions, but also by the monetary policies of the Federal Reserve. Changes in the discount rate on member bank borrowing, availability of borrowing at the “discount window,” open market operations, the imposition of changes in reserve requirements against member banks’ deposits and assets of foreign banking centers and the imposition of and changes in reserve requirements against certain borrowings by banks and their affiliates are some of the instruments of monetary policy available to the Federal Reserve. These monetary policies are used in varying combinations to influence overall growth and distributions of bank loans, investments and deposits, and this use may affect interest rates charged on loans or paid on deposits. The monetary policies of the Federal Reserve have had a significant effect on the operating results of commercial banks and are expected to continue to do so in the future. The monetary policies of the Federal Reserve are influenced by various factors, including inflation, unemployment, and short-term and long-term changes in the international trade balance and in the fiscal policies of the U.S. Government. Future monetary policies and the effect of such policies on the future business and earnings of the Bank cannot be predicted.
Federal Securities Laws
First Advantage Bancorp’s common stock is registered with the Securities and Exchange Commission under the Securities Exchange Act of 1934. First Advantage Bancorp is subject to the information, proxy solicitation, insider trading restrictions and other requirements imposed under the Securities Exchange Act of 1934.
Federal Income Taxation
General. We report our income on a calendar year basis using the accrual method of accounting. The federal income tax laws apply to us in the same manner as other corporations with some exceptions, including particularly our reserve for bad debts discussed below. The following discussion of tax matters is intended only as a summary and does not purport to be a comprehensive description of the tax rules applicable to us. Our federal income tax returns have been either audited or closed under the statute of limitations through tax year 2006. For 2012, First Advantage Bancorp’s maximum federal income tax rate was 34.0%.
First Advantage Bancorp and the Bank have entered into a tax allocation agreement. Because First Advantage Bancorp owns 100% of the issued and outstanding capital stock of the Bank, First Advantage Bancorp and the Bank are members of an affiliated group within the meaning of Section 1504(a) of the Internal Revenue Code, of which group First Advantage Bancorp is the common parent corporation. As a result of this affiliation, the Bank is included in the filing of a consolidated federal income tax return with First Advantage Bancorp and the parties agree to compensate each other for their individual share of the consolidated tax liability and/or any tax benefits provided by them in the filing of the consolidated federal income tax return.
State Taxation
Tennessee. Tennessee imposes franchise and excise taxes. The franchise tax ($0.25 per $100) is applied either to apportioned net worth or the value of property owned and used in Tennessee, whichever is greater, as of the close of a company’s fiscal year. The excise tax (6.5%) is applied to net earnings derived from business transacted in Tennessee. Under Tennessee regulations, bad debt deductions are deductible from the excise tax. There have not been any audits of our state tax returns during the past five years.
Any cash dividends, in excess of a certain exempt amount, that would be paid with respect to First Advantage Bancorp common stock to a stockholder (including a partnership and certain other entities) who is a resident of Tennessee will be subject to the Tennessee income tax (6%). Any distribution by a corporation from earnings according to percentage ownership is considered a dividend, and the definition of a dividend for Tennessee income tax purposes may not be the same as the definition of a dividend for federal income tax purposes. A corporate distribution may be treated as a dividend for Tennessee tax purposes if it is paid from funds that exceed the corporation’s earned surplus and profits under certain circumstances.
Executive Officers of the Registrant
The following individuals serve as executive officers of the Company and the Bank:
| Name | | Position |
| Earl O. Bradley, III | | Chief Executive Officer |
| John T. Halliburton | | President |
| Gerald L. Cooksey, Jr. | | Chief Financial Officer, Chief Operations Officer and Corporate Secretary |
| Jon R. Clouser | | Chief Lending Officer – First Advantage Bank |
| Cindy D. Smith | | Chief Marketing and Delivery Channel Officer – First Advantage Bank |
| | | |
Below is information regarding our executive officers who are not also directors. Ages presented are as of December 31, 2012.
Gerald L. Cooksey, Jr. has served as Chief Operations Officer for First Advantage Bank since September 2012 and as the Chief Financial Officer and Corporate Secretary of the Company and the Bank since December 2012. Prior to joining the Bank, Mr. Cooksey served as Senior Vice President and Controller of First Security Group, Inc. and its subsidiary, FSGBank, N.A. (Chattanooga, Tennessee). From 2008 to 2011, he served as Senior Vice President and Chief Financial Officer of Clayton Bank and Trust (Knoxville, Tennessee). Age 47
Jon R. Clouser has served as the Chief Lending Officer of First Advantage Bank since March 2007. From March 2003 to March 2007, Mr. Clouser was an Executive Vice President of Cumberland Bank and Trust. Mr. Clouser also served as a Senior Vice President of Old National Bank (formerly Heritage Bank) from 1990 to March 2003. Age 59
Cindy D. Smith has served as Chief Marketing and Delivery Channel Officer of First Advantage Bank since September 2012 and prior to that served as Chief Operations Officer of First Advantage Bank from March 2011 until September 2012. Prior to that time, Ms. Smith had served as Vice President of the Bank since September 2010. Before joining First Advantage Bank, in September 2010, Ms. Smith was the Vice President of sales and marketing, mobile payments for Bling Nation located in Palo Alto, California. Age 49.
Item 1A. RISK FACTORS
An investment in the Company’s common stock is subject to risks inherent to the Company’s business. The material risks and uncertainties that management believes affect the Company are described below. Before making an investment decision, you should carefully consider the risks and uncertainties described below together with all of the other information included or incorporated by reference in this report. The risks and uncertainties described below are not the only ones facing the Company. Additional risks and uncertainties that management is not aware of or focused on or that management currently deems immaterial may also impair the Company’s business operations. This report is qualified in its entirety by these risk factors.
If any of the following risks actually occur, the Company’s financial condition and results of operations could be materially and adversely affected. If this were to happen, the market price of the Company’s common stock could decline significantly, and you could lose all or part of your investment.
Our business may be adversely affected by conditions in the financial markets and economic conditions generally.
From December 2007 through June 2009, the United States economy was in a recession. Business activity across a wide range of industries and regions in the United States was greatly reduced and local governments and many businesses are still experiencing serious difficulty due to lower consumer spending and decreased liquidity in the credit markets. Unemployment has continued to remain at high levels.
Market conditions also led to the failure or merger of several prominent financial institutions and numerous regional and community-based financial institutions. These failures, as well as projected future failures, have had a significant negative impact on the capitalization level of the deposit insurance fund of the FDIC, which, in turn, has led to a significant increase in deposit insurance premiums paid by financial institutions.
Our financial performance, in particular the ability of borrowers to pay interest on and repay principal of outstanding loans and the value of collateral securing those loans, as well as demand for loans and other products and services we offer, is highly dependent upon the business environment in the markets where we operate, the State of Tennessee and the United States as a whole.
Concerns about the European Union’s sovereign debt crisis have also caused uncertainty for financial markets globally. Such risks could indirectly affect us by affecting our customers with European businesses or assets denominated in the euro or companies in our market with European businesses or affiliates.
Overall, during 2012, the business environment has been adverse for many households and businesses in the United States and worldwide. While the business environment in Montgomery and Davidson counties in Tennessee, and the markets in which we operate have been less adverse than in the United States as a whole, there can be no assurances that a continued overall economic downturn could eventually have a negative effect in our market area. Such conditions could adversely affect the credit quality of our loans, results of operations and our financial condition.
If our allowance for loan losses is not sufficient to cover actual loan losses, our earnings could decrease.
In the event that our loan customers do not repay their loans according to the terms of the loans, and the collateral securing the repayment of these loans is insufficient, or a ready market is not available, to cover any remaining loan balance, we could experience significant loan losses, which could have a material adverse effect on our operating results. We make various assumptions and judgments about the collectability of our loan portfolio, including the creditworthiness of our borrowers and the value of the real estate and other assets, if any, serving as collateral for the repayment of our loans. In determining the amount of our allowance for loan losses, we rely on our loan quality reviews, our experience and our evaluation of economic conditions, among other factors. If our assumptions are incorrect, our allowance for loan losses may not be sufficient to cover probable losses inherent in our loan portfolio, which may require additions to our allowance. Although we are unaware of any specific problems with our loan portfolio that would require any increase in our allowance at the present time, our allowance for loan losses may need to be increased further in the future due to our emphasis on loan growth and on increasing our portfolio of commercial business and commercial real estate loans. Any material additions to our allowance for loan losses would materially decrease our net income.
In addition, our regulators periodically review our allowance for loan losses and may require us to increase our provisions for loan losses or recognize further loan charge-offs. Any increase in our allowance for loan losses or loan charge-offs as required by regulatory authorities could have a material adverse effect on our consolidated results of operations and financial condition.
Our concentrations in construction loans, including speculative construction loans, nonresidential real estate loans and land loans may expose us to increased credit risk.
Speculative construction loans are loans made to builders who have not identified a buyer for the completed property at the time of loan origination. Although our origination of these types of loans has slowed as the local economy has slowed, over time, we intend to continue to emphasize the origination of these loan types. These loan types expose a lender to greater risk of non-payment and loss than one-to-four family mortgage loans because the repayment of such loans often depends on the successful operation or sale of the property and the income stream of the borrowers and such loans typically involve larger balances to a single borrower or groups of related borrowers. In addition, many borrowers of these types of loans have more than one loan outstanding with us so an adverse development with respect to one loan or credit relationship can expose us to significantly greater risk of non-payment and loss. Furthermore, we may need to increase our allowance for loan losses through future charges to income as the portfolio of these types of loans grows, which would hurt our earnings. For more information about the credit risk we face, see Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations – Risk Management.”
Noncore funding represents a large component of our funding base.
In addition to the traditional core deposits, such as demand deposit accounts, interest checking, money market savings and certificates of deposits, we utilize several noncore funding sources, such as Federal Home Loan Bank of Cincinnati advances, the Federal Reserve Discount Window, federal funds purchased and other sources. We utilize these noncore funding sources to fund our ongoing operations and growth. The availability of these noncore funding sources are subject to broad economic conditions and, as such, the pricing on these sources may fluctuate significantly and/or be restricted at any point in time, thus impacting our net interest income, our immediate liquidity and/or our access to additional liquidity. Should the FHLB system deteriorate to the point of not being able to fund future advances to banks, including the Bank, this would place increased pressure on other wholesale funding sources.
Fluctuations in interest rates may hurt our earnings and asset value.
The Company’s earnings and cash flows are largely dependent upon its net interest income. Net interest income is the difference between interest income earned on interest-earning assets such as loans and securities and interest expense paid on interest-bearing liabilities such as deposits and borrowed funds. Interest rates are highly sensitive to many factors that are beyond the Company’s control, including general economic conditions and policies of various governmental and regulatory agencies and, in particular, the Board of Governors of the Federal Reserve System. Changes in monetary policy, including changes in interest rates, could influence not only the interest the Company receives on loans and securities and the amount of interest it pays on deposits and borrowings, but such changes could also affect (i) the Company’s ability to originate loans and obtain deposits, (ii) the fair value of the Company’s financial assets and liabilities, and (iii) the average duration of the Company’s mortgage-backed securities portfolio. If the interest rates paid on deposits and other borrowings increase at a faster rate than the interest rates received on loans and other investments, the Company’s net interest income, and therefore earnings, could be adversely affected. Earnings could also be adversely affected if the interest rates received on loans and other investments fall more quickly than the interest rates paid on deposits and other borrowings.
Although management believes it has implemented effective asset and liability management strategies to reduce the potential effects of changes in interest rates on the Company’s results of operations, any substantial, unexpected, prolonged change in market interest rates could have a material adverse effect on the Company’s financial condition and results of operations.
Our balance sheet leverage transactions are subject to reinvestment and interest rate risks.
We have entered into two balance sheet leverage transactions, utilizing structured repurchase agreements, which totaled $35 million. $25 million of the borrowings have call options ranging from two to three years after origination, with final maturities ranging from five to ten years if they are not called. Collateral for the borrowings consists of U. S. Agency pass-through Mortgage Backed Securities (the “Securities”). Borrowing rates as of the report date are substantially lower than when the leverage transaction was originated. If borrowing rates remain at or near current low levels for two to three years it is possible that the structured repurchase agreement borrowings will not be called and the bank will be paying above market rates for borrowings for an extended period of time. Additionally, the recent decrease in mortgage rates has increased the amount of mortgages being refinanced. Prepayment of the mortgages that are collateral for the securities used in the structured repurchase agreement could require us to substitute additional collateral if the minimum collateral level is not maintained. The Bank may not have suitable collateral in the portfolio to substitute at the time and would have to purchase additional securities at market prices. Additional purchases would likely be reinvested in much lower yielding investments. Both factors discussed here could contribute to a mismatch in terms of the effective duration of both the borrowings and the Securities and would negatively impact the anticipated spread on the leverage transaction.
We may be adversely affected by the soundness of other financial institutions.
Financial services institutions are interrelated as a result of trading, clearing, counterparty, or other relationships. The Company has exposure to many different industries and counterparties, and routinely executes transactions with counterparties in the financial services industry, including commercial banks, brokers and dealers, investment banks, and other institutional clients. Many of these transactions expose the Company to credit risk in the event of a default by a counterparty or client. In addition, the Company’s credit risk may be exacerbated when the collateral held by the Company cannot be realized upon or is liquidated at prices not sufficient to recover the full amount of the credit due to the Company. Any such losses could have a material adverse effect on the Company’s financial condition and results of operations.
New lines of business or new products and services may subject us to additional risks.
From time to time, the Company may implement new lines of business or offer new products and services within existing lines of business. There are substantial risks and uncertainties associated with these efforts, particularly in instances where the markets are not fully developed. In developing and marketing new lines of business and/or new products and services the Company may invest significant time and resources. Initial timetables for the introduction and development of new lines of business and/or new products or services may not be achieved and price and profitability targets may not prove feasible. External factors, such as compliance with regulations, competitive alternatives, and shifting market preferences, may also impact the successful implementation of a new line of business or a new product or service. Furthermore, any new line of business and/or new product or service could have a significant impact on the effectiveness of the Company’s system of internal controls. Failure to successfully manage these risks in the development and implementation of new lines of business or new products or services could have a material adverse effect on the Company’s business, results of operations and financial condition.
A further downturn in the local economy or a continued decline in real estate values could hurt our profits.
A large majority of our loans are secured by real estate in Montgomery and Davidson counties in Tennessee, and the surrounding areas. As a result of this concentration, a further downturn in the local economy could significantly increase nonperforming loans, which would hurt our profits. Historically, Fort Campbell, a nearby U.S. Army installation, has played a significant role in the economy of our primary market area. Future deployments would dampen economic activity. Furthermore, a continued decline in real estate values could lead to some of our mortgage loans becoming inadequately collateralized, which would expose us to greater risk of loss. Additionally, a decline in real estate values could hurt our portfolio of construction loans, nonresidential real estate loans, and land loans and could reduce our ability to originate such loans. For a discussion of our primary market area, see Item 1, “Business—Market Area.”
Strong competition within our primary market area could hurt our profits and slow growth.
We face intense competition both in making loans and attracting deposits. This competition has made it more difficult for us to make new loans and attract deposits. Price competition for loans and deposits might result in us earning less on our loans and paying more on our deposits, which would reduce net interest income. Competition also makes it more difficult to grow loans and deposits. Some of the institutions with which we compete have substantially greater resources and lending limits than we have and may offer services that we do not provide. We expect competition to increase in the future as a result of legislative, regulatory and technological changes and the continuing trend of consolidation in the financial services industry. Our profitability depends upon our continued ability to compete successfully in our primary market area. See Item 1, “Business—Market Area” and “Business—Competition” for more information about our primary market area and the competition we face.
We operate in a highly regulated environment and we may be adversely affected by changes in laws and regulations.
The Company and the Bank are subject to extensive regulation, supervision and examination by the Federal Reserve, the TDFI and the FDIC. Regulatory authorities have extensive discretion in their supervisory and enforcement activities, including the imposition of restrictions on our operations, the classification of our assets and determination of the level of our allowance for loan losses. Any change in such regulation and oversight, whether in the form of regulatory policy, regulations, legislation or supervisory action, may have a material impact on our operations.
Recently enacted regulatory reform may have a material impact on our operations
The Dodd-Frank Act, enacted in July 2010, instituted major changes to the banking and financial institutions regulatory regimes in light of the recent performance of and government intervention in the financial services sector. Other changes to statutes, regulations or regulatory policies, including changes in interpretation or implementation of statutes, regulations or policies, could affect the Company in substantial and unpredictable ways. Such changes could subject the Company to additional costs, limit the types of financial services and products the Company may offer and/or increase the ability of non-banks to offer competing financial services and products, among other things. Failure to comply with laws, regulations or policies could result in sanctions by regulatory agencies, civil money penalties and/or reputation damage, which could have a material adverse effect on the Company’s business, financial condition and results of operations. The full impact of the Dodd-Frank Act on our business and operations will not be known for years until regulations implementing the statute are written and adopted. However, the Dodd-Frank Act may have a material impact on our operations, particularly through increased regulatory burden and compliance costs.
Increased and/or special FDIC assessments will hurt our earnings.
The recent economic recession has caused a high level of bank failures, which has dramatically increased Federal Deposit Insurance Corporation resolution costs and led to a significant reduction in the balance of the Deposit Insurance Fund. As a result, the Federal Deposit Insurance Corporation has significantly increased the initial base assessment rates paid by financial institutions for deposit insurance. Increases in the base assessment rate have increased our deposit insurance costs and negatively impacted our earnings. In addition, in May 2009, the Federal Deposit Insurance Corporation imposed a special assessment on all insured institutions. Our special assessment, which was reflected in earnings for the quarter ended June 30, 2009, was $536,000. In lieu of imposing an additional special assessment, the Federal Deposit Insurance Corporation required all institutions to prepay their assessments for all of 2010, 2011 and 2012, which for us totaled $1.1 million. Additional increases in the base assessment rate or additional special assessments would negatively impact our earnings.
Our information systems may experience an interruption or breach in security.
The Company relies heavily on communications and information systems to conduct its business. Any failure, interruption or breach in security of these systems could result in failures or disruptions in the Company’s customer relationship management, general ledger, deposit, loan and other systems. While the Company has policies and procedures designed to prevent or limit the effect of the failure, interruption or security breach of its information systems, there can be no assurance that any such failures, interruptions or security breaches will not occur or, if they do occur, that they will be adequately addressed. The occurrence of any failures, interruptions or security breaches of the Company’s information systems could damage the Company’s reputation, result in a loss of customer business, subject the Company to additional regulatory scrutiny, or expose the Company to civil litigation and possible financial liability, any of which could have a material adverse effect on the Company’s financial condition and results of operations.
We continually encounter technological change.
The financial services industry is continually undergoing rapid technological change with frequent introductions of new technology-driven products and services. The effective use of technology increases efficiency and enables financial institutions to better serve customers and to reduce costs. The Company’s future success depends, in part, upon its ability to address the needs of its customers by using technology to provide products and services that will satisfy customer demands, as well as to create additional efficiencies in the Company’s operations. Many of the Company’s competitors have substantially greater resources to invest in technological improvements. The Company may not be able to effectively implement new technology-driven products and services or be successful in marketing these products and services to its customers. Failure to successfully keep pace with technological change affecting the financial services industry could have a material adverse impact on the Company’s business and, in turn, the Company’s financial condition and results of operations.
Our operations rely on certain external vendors.
The Company is reliant upon certain external vendors to provide products and services necessary to maintain day-to-day operations of the Company. Accordingly, the Company’s operations are exposed to risk that these vendors will not perform in accordance with the contracted arrangements under service level agreements. The failure of an external vendor to perform in accordance with the contracted arrangements under service level agreements could be disruptive to the Company’s operations, which could have a material adverse impact on the Company’s business and, in turn, the Company’s financial condition and results of operations.
Even though our common stock is currently traded on the Nasdaq Stock Market’s Global Market, it has less liquidity than many other stocks quoted on a national securities exchange.
The trading volume in our common stock on the Nasdaq Global Market has been relatively low when compared with larger companies listed on the Nasdaq Global Market or other stock exchanges. Because of this, it may be more difficult for shareholders to sell a substantial number of shares for the same price at which shareholders could sell a smaller number of shares.
We cannot predict the effect, if any, that future sales of our common stock in the market, or the availability of shares of common stock for sale in the market, will have on the market price of our common stock. We can give no assurance that sales of substantial amounts of common stock in the market, or the potential for large amounts of sales in the market, would not cause the price of our common stock to decline or impair our future ability to raise capital through sales of our common stock.
The market price of our common stock has fluctuated in the past, and may fluctuate in the future. These fluctuations may be unrelated to our performance. General market or industry price declines or overall market volatility in the future could adversely affect the price of our common stock, and the current market price may not be indicative of future market prices.
We may not continue to pay dividends on our common stock in the future.
Holders of First Advantage Bancorp common stock are only entitled to receive such dividends as its board of directors may declare out of funds legally available for such payments. Although First Advantage has established a pattern of declaring quarterly cash dividends on its common stock, it is not required to do so and may reduce or eliminate its common stock dividend in the future. This could adversely affect the market price of First Advantage Bancorp’s common stock. Also, First Advantage Bancorp is a bank holding company, and its ability to declare and pay dividends is dependent on certain federal regulatory considerations.
A substantial source of the Company’s income from which it can pay dividends is the receipt of dividends from the Bank. The availability of the Bank to pay dividends to the Company is limited by applicable Tennessee law, which provides that the Bank may not declare dividends in any calendar year that exceeds the total of its net income of that year combined with its retained net income of the preceding two years without the prior approval of the TDFI. It is also possible, depending upon the financial condition of the Bank, and other factors, that the applicable regulatory authorities could assert that payment of dividends or other payments is an unsafe or unsound practice. In the event that the Bank is unable to pay dividends to the Company, the Company may not be able to pay dividends on its common stock.
An investment in our common stock is not an insured deposit.
The Company’s common stock is not a bank deposit and, therefore, is not insured against loss by the FDIC, any other deposit insurance fund or by any other public or private entity. Investment in the Company’s common stock is inherently risky for the reasons described in this “Risk Factors” section and elsewhere in this report and is subject to the same market forces that affect the price of common stock in any company. As a result, if you acquire the Company’s common stock, you could lose some or all of your investment.
Financial services companies depend on the accuracy and completeness of information about customers and counterparties and material misrepresentations could negatively impact our financial condition and results of operations.
In deciding whether to extend credit or enter into other transactions, the Company may rely on information furnished by or on behalf of customers and counterparties, including financial statements, credit reports and other financial information. The Company may also rely on representations of those customers, counterparties or other third parties, such as independent auditors, as to the accuracy and completeness of that information. Reliance on inaccurate or misleading financial statements, credit reports or other financial information could have a material adverse impact on the Company’s business and, in turn, the Company’s financial condition and results of operations.
Consumers may decide not to use banks to complete their financial transactions.
Technology and other changes are allowing parties to complete financial transactions that historically have involved banks through alternative methods. For example, consumers can now maintain funds that would have historically been held as bank deposits in brokerage accounts or mutual funds. Consumers can also complete transactions such as paying bills and/or transferring funds directly without the assistance of banks. The process of eliminating banks as intermediaries, known as “disintermediation,” could result in the loss of fee income, as well as the loss of customer deposits and the related income generated from those deposits. The loss of these revenue streams and the lower cost deposits as a source of funds could have a material adverse effect on the Company’s financial condition and results of operations.
The recent repeal of federal prohibitions on payment of interest on demand deposits could increase our interest expense.
All federal prohibitions on the ability of financial institutions to pay interest on demand deposit accounts were repealed as part of the Dodd-Frank Act. As a result, beginning on July 21, 2011, financial institutions could commence offering interest on demand deposits to compete for clients. The Company does not yet know what interest rates other institutions may offer. The Company’s interest expense will increase and its net interest margin will decrease if it begins offering interest on demand deposits to attract additional customers or maintain current customers, which could have a material adverse effect on the Company’s business, financial condition and results of operations.
Item 1B. UNRESOLVED STAFF COMMENTS
None.
Item 2. PROPERTIES
We conduct our business through our main office and branch offices. The following table sets forth certain information relating to these facilities as of December 31, 2012.
Location | Year Opened | Approximate Square Footage | Status |
| | |
Main Office: 1430 Madison Street Clarksville, Tennessee 37040 | 2006 | 17,000 | Owned |
| | | | |
Branch Offices: Tradewinds Branch 1929 Madison Street Clarksville, Tennessee 37043 | 2007 | 2,300 | Owned |
| | | | |
St. Bethlehem Branch 2070 Wilma Rudolph Boulevard Clarksville, Tennessee 37043 | 2009 | 4,000 | Owned |
| | | | |
North Clarksville Branch 1800 Ft. Campbell Boulevard Clarksville, Tennessee 37042 | 1996 | 8,000 | Owned |
| | | | |
Riverbend Branch (1) 1265 Highway 48 Clarksville, Tennessee 37040 | 2009 | 2,100 | Leased |
| | | | |
Nashville Branch One American Center 3100 West End Avenue Suite 230 & Suite 250 Nashville, Tennessee 37203 | 2012 | 5,632 | Leased |
| | | | |
ATM Site 1193 & 1195 Ft. Campbell Boulevard Clarksville, Tennessee 37042 | 1984 | N/A | Owned |
| | | | |
Other Properties: Commercial Lot (2) Pleasant View, Tennessee 37040 | N/A | N/A | Owned |
| | | | |
Downtown (Drive-Thru Only) (2) 224 N. 2nd Street Clarksville, Tennessee 37042 | 1995 | 600 | Owned |
| | | | |
Blue Hole Lodge (3) 661 Dunbar Cave Road Clarksville, Tennessee 37043 | N/A | N/A | Owned |
Mortgage Office 933-F Tracy Lane Clarksville, TN 37040 | 2010 | 1,277 | Leased |
| | | | |
_________________________________________________________________
(1) The Riverbend Branch opened in March 2009. The premise is leased from a related party (a partnership whose partners include one director of the Company).
(2) Former branch office location.
| (3) | See Item 1, “Business—Subsidiaries” for more information about this property. |
Item 3. LEGAL PROCEEDINGS
Periodically, there have been various claims and lawsuits against us, such as claims to enforce liens, condemnation proceedings on properties in which we hold security interests, claims involving the making and servicing of real property loans and other issues incident to our business. We are not a party to any pending legal proceedings that we believe would have a material adverse effect on our financial condition, results of operations or cash flows.
Item 4. MINE SAFETY DISCLOSURES
None.
| Item 5. | MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES |
| | Market for Common Equity and Related Stockholder Matters |
The Company’s common stock is listed on the Nasdaq Global Market (“Nasdaq”) under the trading symbol “FABK.” The following table sets forth the high and low intra-day sales prices of First Advantage Bancorp’s common stock for each quarter of 2012 and 2011, as reported by Nasdaq, and the quarterly cash dividends paid per share.
| | | | | | | | | Cash | |
| | | | | | | | | Dividends | |
| 2012 | | High | | | Low | | | Paid | |
| | | | | | | | | | |
| First Quarter | | $ | 13.19 | | | $ | 12.61 | | | $ | 0.05 | |
| Second Quarter | | | 13.59 | | | | 12.93 | | | | 0.05 | |
| Third Quarter | | | 13.99 | | | | 12.76 | | | | 0.05 | |
| Fourth Quarter | | | 13.21 | | | | 12.53 | | | | 0.05 | |
| | | | | | | | | | | | | |
| | | | | | | | | | | Cash | |
| | | | | | | | | | | Dividends | |
| 2011 | | High | | | Low | | | Paid | |
| | | | | | | | | | | | | |
| First Quarter | | $ | 13.82 | | | $ | 12.00 | | | $ | 0.05 | |
| Second Quarter | | | 13.89 | | | | 12.17 | | | | 0.05 | |
| Third Quarter | | | 13.12 | | | | 11.96 | | | | 0.05 | |
| Fourth Quarter | | | 13.01 | | | | 12.55 | | | | 0.05 | |
| | | | | | | | | | | | | |
As of December 31, 2012, there were 4,319,585 shares of the Company’s common stock issued and 3,949,501 shares of the Company’s common stock outstanding. Such outstanding shares were held by approximately 564 holders of record as of December 31, 2012. The closing price per share of the Company’s common stock on December 31, 2012, the last trading day of the Company’s fiscal year, was $12.85.
Purchases of Equity Securities
The Company’s board of directors has authorized five stock repurchase programs. The stock repurchase programs allow the Company to proactively manage its capital position and return excess capital to shareholders. Under the first stock repurchase program, which was approved on December 17, 2008, the Company was authorized to repurchase up to 263,234 shares or 5.0%, of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. The first stock repurchase program was completed during the first quarter of 2010. On March 4, 2010, a second repurchase program was approved which authorized the repurchase of up to 252,319 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. The second stock repurchase program was completed during the third quarter of 2010. On June 9, 2010, a third repurchase program was approved which authorized the repurchase of up to 240,524 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. The third stock repurchase program was completed during the fourth quarter of 2011. On November 17, 2010, a fourth repurchase program was approved which authorized the repurchase of up to 231,624 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. On February 16, 2012, a fifth repurchase program was approved which authorized the repurchase of up to 220,706 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. There is no guarantee as to the exact number of shares to be repurchased by the Company.
The following table provides information with respect to purchases made by or on behalf of the Company or any “affiliated purchaser” (as defined in Rule 10b-18(a)(3) under the Securities Exchange Act of 1934), of the Company’s common stock during the fourth quarter of 2012.
Period | | Total Number of Shares Purchased | | | Average Price Paid Per Share | | | Total Number of Shares Purchased as Part of Publicly Announced Programs | | | Maximum Number of Shares That May Yet Be Purchased Under the Programs at the End of the Period | |
| October 1, 2012 to October 31, 2012 | | | - | | | $ | - | | | | - | | | | 235,923 | |
| November 1, 2012 to November 30, 2012 | | | - | | | | - | | | | - | | | | 235,923 | |
| December 1, 2012 to December 31, 2012 | | | - | | | | - | | | | - | | | | 235,923 | |
| Total | | | - | | | $ | - | | | | - | | | | 235,923 | |
| | | | | | | | | | | | | | | | | |
Item 6. SELECTED FINANCIAL DATA
| | | At December 31, | |
| | | 2012 | | | 2011 | | | 2010 | | | 2009 | | | 2008 | |
| | | (Dollars in thousands) | |
| Financial Condition Data: | | | | | | | | | | | | | | | |
| Total assets | | $ | 357,706 | | | $ | 366,149 | | | $ | 345,252 | | | $ | 344,224 | | | $ | 338,404 | |
| Cash and due from banks | | | 5,735 | | | | 7,651 | | | | 4,151 | | | | 9,204 | | | | 7,991 | |
| Interest-bearing demand deposits with banks | | | 11,905 | | | | 1,680 | | | | 1,387 | | | | 1,686 | | | | 4,243 | |
| Federal funds sold | | | 2,525 | | | | 1,425 | | | | 2,250 | | | | 975 | | | | 9 | |
| Available-for-sale securities, fair value | | | 54,667 | | | | 70,279 | | | | 74,214 | | | | 98,736 | | | | 129,076 | |
| Loans held for sale | | | 1,348 | | | | 5,509 | | | | 3,155 | | | | 2,265 | | | | 866 | |
| Loans, net | | | 265,161 | | | | 259,534 | | | | 238,346 | | | | 211,137 | | | | 176,412 | |
| Deposits | | | 250,451 | | | | 232,584 | | | | 219,504 | | | | 216,240 | | | | 186,807 | |
| Federal Home Loan Bank advances and borrowings at other banks | | | 38,000 | | | | 58,500 | | | | 48,000 | | | | 48,000 | | | | 73,550 | |
| Shareholders' equity | | | 66,528 | | | | 66,475 | | | | 66,727 | | | | 70,526 | | | | 70,261 | |
| | | | | | | | | | | | | | | | | | | | | |
| | | For the Year Ended December 31, | |
| | | | 2012 | | | | 2011 | | | | 2010 | | | | 2009 | | | | 2008 | |
| Operating Data: | | (Dollars in thousands) | |
| Interest and dividend income | | $ | 17,832 | | | $ | 17,655 | | | $ | 17,571 | | | $ | 17,232 | | | $ | 17,285 | |
| Interest expense | | | 3,223 | | | | 3,903 | | | | 4,999 | | | | 6,367 | | | | 6,602 | |
| Net interest income | | | 14,609 | | | | 13,752 | | | | 12,572 | | | | 10,865 | | | | 10,683 | |
| Provision (credit) for loan losses | | | 1,468 | | | | 967 | | | | 1,334 | | | | 868 | | | | 685 | |
| Net interest income after provision (credit) for loan losses | | | 13,141 | | | | 12,785 | | | | 11,238 | | | | 9,997 | | | | 9,998 | |
| Non-interest income (1) (2) | | | 3,583 | | | | 2,522 | | | | 2,738 | | | | 1,649 | | | | (13,796 | ) |
| Non-interest expense | | | 12,789 | | | | 12,286 | | | | 11,312 | | | | 11,151 | | | | 10,145 | |
| Income (loss) before provision (credit) for income taxes | | | 3,935 | | | | 3,021 | | | | 2,664 | | | | 495 | | | | (13,943 | ) |
| Provision (credit) for income taxes | | | 1,535 | | | | 1,121 | | | | 968 | | | | 135 | | | | (5,848 | ) |
| Net income (loss) | | $ | 2,400 | | | $ | 1,900 | | | $ | 1,696 | | | $ | 360 | | | $ | (8,095 | ) |
| | | | | | | | | | | | | | | | | | | | | |
| Basic earnings (loss) per common share | | $ | 0.61 | | | $ | 0.47 | | | $ | 0.40 | | | $ | 0.08 | | | $ | (1.73 | ) |
| Diluted earnings (loss) per common share | | $ | 0.57 | | | $ | 0.44 | | | $ | 0.39 | | | $ | 0.08 | | | $ | (1.73 | ) |
| | | | | | | | | | | | | | | | | | | | | |
______________
| (1) | In 2008, includes net loss on sale of securities of $2.7 million and other-than-temporary impairment charges of $13.6 million. |
| (2) | In 2009, includes other-than-temporary impairment charges of $1.1 million. |
| | | At or for the Year Ended December 31, | |
| Selected Financial Ratios and Other Data | | 2012 | | 2011 | | 2010 | | 2009 | | 2008 | |
| | | | | | | | | | | | |
| Performance Ratios: | | | | | | | | | | | |
| Return on average assets | | 0.67 | % | 0.55 | % | 0.49 | % | 0.10 | % | (2.60) | % |
| Return on average equity | | 3.61 | | 2.82 | | 2.48 | | 0.51 | | (10.65) | |
| Interest rate spread (1) | | 3.96 | | 3.79 | | 3.41 | | 2.86 | | 2.86 | |
| Net interest margin (2) | | 4.24 | | 4.15 | | 3.84 | | 3.37 | | 3.60 | |
| Other expenses to average assets | | 3.55 | | 3.54 | | 3.27 | | 3.24 | | 3.26 | |
| Dividend payout ratio (3) | | 35.09 | | 45.50 | | 51.30 | | 250.00 | | N/M | |
| Efficiency ratio (4) | | 70.30 | | 75.49 | | 73.89 | | 89.11 | | (325.89) | |
| Average interest-earning assets to average interest-bearing liabilities | | 1.30 | x | 1.31 | x | 1.28 | x | 1.26 | x | 1.33 | x |
| Average equity to average assets | | 18.49 | % | 19.41 | % | 19.82 | % | 20.38 | % | 24.41 | % |
| | | | | | | | | | | | |
| Capital Ratios (Bank only): | | | | | | | | | | | |
| Tangible capital | | 14.91 | % | 13.88 | % | 13.89 | % | 13.08 | % | 12.86 | % |
| Core capital | | 14.91 | | 13.88 | | 13.89 | | 13.08 | | 12.86 | |
| Total risk-based capital | | 21.11 | | 19.03 | | 19.24 | | 19.87 | | 22.49 | |
| | | | | | | | | | | | |
| Asset Quality Ratios: | | | | | | | | | | | |
| Allowance for loan losses as a percent of nonperforming loans | | 69.60 | % | 154.81 | % | 122.24 | % | 200.50 | % | 262.00 | % |
| Net charge-offs to average outstanding loans during the period | | 0.20 | | 0.12 | | 0.22 | | 0.12 | | 0.01 | |
| Non-performing loans as a percent of total loans | | 2.79 | | 1.08 | | 1.23 | | 0.66 | | 0.46 | |
| Non-performing assets as a percent of total assets | | 2.47 | | 1.16 | | 0.90 | | 0.50 | | 0.25 | |
| | | | | | | | | | | | |
| Other Data: | | | | | | | | | | | |
| Number of offices (5) | | 6 | | 5 | | 5 | | 5 | | 5 | |
| Number of deposit accounts | | 13,651 | | 13,406 | | 13,270 | | 12,872 | | 12,052 | |
| Number of loans | | 1,871 | | 1,857 | | 1,905 | | 1,823 | | 1,587 | |
| | | | | | | | | | | | |
| (1) | Represents the difference between the weighted average yield on average interest-earning assets and the weighted average cost on average interest-bearing liabilities. |
| (2) | Represents net interest income as a percent of average interest-earning assets. |
| (3) | Represents dividends declared per common share divided by diluted earnings per common share. |
| (4) | Represents other expenses divided by the sum of net interest income and other income. |
| (5) | For 2008 includes a limited service office with drive-thru and ATM services only. |
| Item 7. | MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS |
Forward-Looking Statements and Factors that Could Affect Future Results
Certain statements contained in this Annual Report on Form 10-K that are not statements of historical fact constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 (the “Act”), notwithstanding that such statements are not specifically identified as such. In addition, certain statements may be contained in the Company’s future filings with the SEC, in press releases, and in oral and written statements made by or with the approval of the Company that are not statements of historical fact and constitute forward-looking statements within the meaning of the Act. Examples of forward-looking statements include, but are not limited to: (i) projections of revenues, expenses, income or loss, earnings or loss per share, the payment or nonpayment of dividends, capital structure and other financial items; (ii) statements of plans, objectives and expectations of First Advantage Bancorp or its management or Board of Directors, including those relating to products or services; (iii) statements of future economic performance; and (iv) statements of assumptions underlying such statements. Words such as “believes”, “anticipates”, “expects”, “intends”, “targeted”, “continue”, “remain”, “will”, “should”, “may” and other similar expressions are intended to identify forward-looking statements but are not the exclusive means of identifying such statements.
Forward-looking statements involve risks and uncertainties that may cause actual results to differ materially from those in such statements. Factors that could cause actual results to differ from those discussed in the forward-looking statements include, but are not limited to:
· | Local, regional, national and international economic conditions and the impact they may have on the Company and its customers and the Company’s assessment of that impact. | | |
· | Volatility and disruption in national and international financial markets. | | | | |
· | Government intervention in the U.S. financial system. | | | | | | | | | |
· | Changes in the level of non-performing assets and charge-offs. | | | | | |
· | Changes in estimates of future reserve requirements based upon the periodic review thereof under relevant regulatory and accounting requirements. | | |
· | The effects of and changes in trade and monetary and fiscal policies and laws, including the interest rate policies of the Federal Reserve. | | |
· | Inflation, interest rate, securities market and monetary fluctuations. | | | | | | |
· | The effect of changes in laws and regulations (including laws and regulations concerning taxes, banking, securities and insurance) with which the Company and its subsidiaries must comply. | | |
· | Political instability. | | | | | | | | | | | | | |
· | Acts of God or of war or terrorism. | | | | | | | | | | | |
· | The timely development and acceptance of new products and services and perceived overall value of these products and services by users. | | |
· | Changes in consumer spending, borrowings and savings habits. | | | | | | | |
· | Changes in the financial performance and/or condition of the Company’s borrowers. | |
· | Technological changes. | | | | | | | | | | | | |
· | Acquisitions and integration of acquired businesses. | | | | | | | | | | |
· | The ability to increase market share and control expenses. | | | | | | | | |
· | Changes in the competitive environment among financial holding companies and other financial service providers. |
· | The effect of changes in accounting policies and practices, as may be adopted by the regulatory agencies, as well as the Public Company Accounting Oversight Board, the Financial Accounting Standards Board and other accounting standard setters. | | |
· | Changes in the Company’s organization, compensation and benefit plans. | | | |
· | The costs and effects of legal and regulatory developments including the resolution of legal proceedings or regulatory or other governmental inquiries and the results of regulatory examinations or reviews. | | |
Forward-looking statements speak only as of the date on which such statements are made. The Company undertakes no obligation to update any forward-looking statement to reflect events or circumstances after the date on which such statement is made, or to reflect the occurrence of unanticipated events.
Overview
The following discussion and analysis presents the more significant factors affecting the Company’s financial condition as of December 31, 2012 and 2011 and results of operations for each of the years in the two-year period ended December 31, 2012. This discussion and analysis should be read in conjunction with the Company’s consolidated financial statements, notes thereto and other financial information appearing elsewhere in this report.
Income. Our primary source of pre-tax income is net interest income. Net interest income is the difference between interest income, which is the income that we earn on our loans and investments, and interest expense, which is the interest that we pay on our deposits and borrowings. Other significant sources of pre-tax income are service charges (mostly from service charges on deposit accounts and loan servicing fees), fees from sale of mortgage loans originated for sale in the secondary market, and commissions on sales of securities and insurance products. We also recognize income and loss from the sale of securities.
Allowance for Loan Losses. The allowance for loan losses is a valuation allowance for probable losses inherent in the loan portfolio. We evaluate the need to establish allowances against losses on loans on a quarterly basis. When additional allowances are necessary, a provision for loan losses is charged to earnings.
Expenses. The non-interest expenses we incur in operating our business consist of salaries and employee benefits expenses, occupancy expenses, federal deposit insurance premiums, data processing expenses and other miscellaneous expenses.
Salaries and employee benefits consist primarily of: salaries and wages paid to our employees; payroll taxes; and expenses for health insurance, retirement plans and other employee benefits. We recognize additional annual employee compensation expenses related to the equity incentive plan which was approved by shareholders and adopted in 2008.
Occupancy expenses, which are the fixed and variable costs of buildings and equipment, consist primarily of depreciation charges, furniture and equipment expenses, maintenance, real estate taxes and costs of utilities. Depreciation of premises and equipment is computed using the straight-line method based on the useful lives of the related assets, which range from three to forty years.
Data processing expenses are the fees we pay to third parties for processing customer information, deposits and loans.
Federal deposit insurance premiums are payments we make to the Federal Deposit Insurance Corporation for insurance of our deposit accounts.
Other expenses include expenses for professional services, advertising, office supplies, postage, telephone, insurance, regulatory assessments and other miscellaneous operating expenses.
Critical Accounting Policies
The accounting and reporting policies followed by the Company conform, in all material respects, to accounting principles generally accepted in the United States and to general practices within the financial services industry. The preparation of financial statements in conformity with accounting principles generally accepted in the United States requires management to make estimates and assumptions that affect the amounts reported in the financial statements and accompanying notes. While the Company bases estimates on historical experience, current information and other factors deemed to be relevant, actual results could differ from those estimates.
The Company considers accounting estimates to be critical to reported financial results if (i) the accounting estimate requires management to make assumptions about matters that are highly uncertain and (ii) different estimates that management reasonably could have used for the accounting estimate in the current period, or changes in the accounting estimate that are reasonably likely to occur from period to period, could have a material impact on the Company’s financial statements.
Allowance for Loan Losses. The allowance for loan losses is the amount estimated by management as necessary to cover losses inherent in the loan portfolio at the balance sheet date. The allowance is established through the provision for loan losses, which is charged to income. Determining the amount of the allowance for loan losses necessarily involves a high degree of judgment. Among the material estimates required to establish the allowance are: loss exposure at default; the amount and timing of future cash flows on impacted loans; value of collateral; and determination of loss factors to be applied to the various elements of the portfolio. All of these estimates are susceptible to significant change. Management reviews the level of the allowance at least quarterly and establishes the provision for loan losses based upon an evaluation of the portfolio, past loss experience, current economic conditions and other factors related to the collectability of the loan portfolio. Although we believe that we use the best information available to establish the allowance for loan losses, future adjustments to the allowance may be necessary if economic or other conditions differ substantially from the assumptions used in making the evaluation. In addition, the TDFI and FDIC, as an integral part of their examination process, periodically reviews our allowance for loan losses and may require us to recognize adjustments to the allowance based on their judgments about information available to them at the time of an examination. A large loss could deplete the allowance and require increased provisions to replenish the allowance, which would adversely affect earnings. See note 5 to the consolidated financial statements beginning on page F-1 of this annual report.
Other-Than-Temporary Impairment. Management periodically evaluates the Company’s investment securities portfolio for other-than-temporary impairment. If a security is considered to be other-than-temporarily impaired, the related unrealized loss is charged to earnings, and a new cost basis is established. Factors considered include the reasons for the impairment, the severity and duration of the impairment, changes in value subsequent to period-end, and forecasted performance of the security issuer. Impairment is considered other-than-temporary unless the Company has both the intent and ability to hold the security until the fair value recovers and evidence supporting the recovery outweighs evidence to the contrary. However, for equity securities, which typically do not have a contractual maturity with a specified cash flow on which to rely, the ability to hold an equity security indefinitely, by itself, does not allow for avoidance of other-than-temporary impairment. Future changes in management’s assessment of other-than-temporary impairment on its securities could result in significant charges to earnings in future periods. See note 4 to the consolidated financial statements beginning on page F-1 of this annual report.
Balance Sheet Analysis
Loans. Our primary lending activity is the origination of loans secured by real estate. We originate one-to-four family mortgage loans, multi-family loans, nonresidential real estate loans, commercial business loans and construction loans. To a lesser extent, we originate land loans and consumer loans.
Nonresidential real estate loans were the largest segment of our loan portfolio as of December 31, 2012. These loans totaled $102.6 million, or 38.0% of total loans, at December 31, 2012. At December 31, 2011, these loans totaled $98.3 million, or 37.3% of total loans. The balance of nonresidential real estate loans increased during the year due to our emphasis on growing loans in this category, particularly with respect to small businesses.
At December 31, 2012, one-to-four family loans totaled $49.3 million, or 18.2% of total loans, compared to $44.8 million, or 17.0% of total loans at December 31, 2011. The balance of one-to-four family loans increased during the year primarily due to the migration of maturing one-to-four family constructions loans to permanent one-to-four family loans. Such loans were made in the usual course of business and on market terms, based on either original construction-to-permanent loan agreements with individuals or contractual curtailment terms with building contractors on speculative construction loans. The Bank also occasionally originates and retains one-to-four family loans for specific customers.
Our construction loan portfolio consists primarily of residential construction loans, including speculative residential construction loans. Construction loans totaled $34.1 million, or 12.6% of total loans, at December 31, 2012. At December 31, 2011, these loans totaled $27.7 million, or 10.5% of total loans.
Land loans totaled $28.1 million, or 10.4% of total loans, at December 31, 2012, compared to $25.4 million, or 9.6% of total loans at December 31, 2011. These loans are primarily secured by vacant land to be improved for residential development.
Multi-family real estate loans totaled $17.6 million, or 6.5% of total loans at December 31, 2012. At December 31, 2011, these loans totaled $16.7 million, or 6.3% of gross loans.
Consumer loans totaled $20.4 million, or 7.6% of total loans, at December 31, 2012 compared to $22.4 million, or 8.5% of gross loans at December 31, 2011.
Commercial business loans totaled $18.5 million, or 6.8% of total loans at December 31, 2012 compared to $28.5 million, or 10.8% of total loans at December 31, 2011.
The following table sets forth the composition of our loan portfolio at the dates indicated.
| | | At December 31, | |
| | | 2012 | | | 2011 | | | 2010 | |
| | | Amount | | | Percent | | | Amount | | | Percent | | | Amount | | | Percent | |
| | | (Dollars in thousands) | |
| Real estate loans: | | | | | | | | | | | | | | | | | | |
| Permanent loans: | | | | | | | | | | | | | | | | | | |
| One-to-four family | | $ | 49,290 | | | | 18.2 | % | | $ | 44,813 | | | | 17.0 | % | | $ | 43,695 | | | | 18.1 | % |
| Multi-family | | | 17,600 | | | | 6.5 | | | | 16,695 | | | | 6.3 | | | | 13,592 | | | | 5.6 | |
| Nonresidential | | | 102,581 | | | | 38.0 | | | | 98,278 | | | | 37.3 | | | | 77,089 | | | | 31.9 | |
| Construction loans: | | | | | | | | | | | | | | | | | | | | | | | | |
| One-to-four family | | | 20,920 | | | | 7.7 | | | | 18,618 | | | | 7.1 | | | | 20,373 | | | | 8.4 | |
| Multi-family | | | 2,828 | | | | 1.0 | | | | 2,357 | | | | 0.9 | | | | 357 | | | | 0.1 | |
| Nonresidential | | | 10,311 | | | | 3.8 | | | | 6,753 | | | | 2.6 | | | | 5,929 | | | | 2.5 | |
| Land loans | | | 28,070 | | | | 10.4 | | | | 25,409 | | | | 9.6 | | | | 26,394 | | | | 10.9 | |
| Total real estate loans | | | 231,600 | | | | 85.6 | | | | 212,923 | | | | 80.7 | | | | 187,429 | | | | 77.5 | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| Consumer: | | | | | | | | | | | | | | | | | | | | | | | | |
| Home equity loans and lines of credit | | | 18,678 | | | | 6.9 | | | | 19,722 | | | | 7.5 | | | | 18,761 | | | | 7.7 | |
| Auto loans | | | 452 | | | | 0.2 | | | | 429 | | | | 0.2 | | | | 639 | | | | 0.3 | |
| Deposit loans | | | 216 | | | | 0.1 | | | | 321 | | | | 0.1 | | | | 377 | | | | 0.2 | |
| Other | | | 1,069 | | | | 0.4 | | | | 1,905 | | | | 0.7 | | | | 2,240 | | | | 0.9 | |
| Total consumer loans | | | 20,415 | | | | 7.6 | | | | 22,377 | | | | 8.5 | | | | 22,017 | | | | 9.1 | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| Commercial loans | | | 18,454 | | | | 6.8 | | | | 28,462 | | | | 10.8 | | | | 32,460 | | | | 13.4 | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| Total loans | | | 270,469 | | | | 100.0 | % | | | 263,762 | | | | 100.0 | % | | | 241,906 | | | | 100.0 | % |
| Allowance for loan losses | | | (5,258 | ) | | | | | | | (4,316 | ) | | | | | | | (3,649 | ) | | | | |
| Net deferred loan (fees) costs | | | (50 | ) | | | | | | | 88 | | | | | | | | 89 | | | | | |
| Loans receivable, net | | $ | 265,161 | | | | | | | $ | 259,534 | | | | | | | $ | 238,346 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| | At December 31, |
| | | 2009 | | | 2008 | |
| | | Amount | | | Percent | | | Amount | | | Percent | |
| | | | | | | | | | | | | |
| Real estate loans: | | | | | | | | | | | | |
| Permanent loans: | | | | | | | | | | | | |
| One-to-four family | | $ | 44,582 | | | | 20.8 | % | | $ | 38,210 | | | | 21.4 | % |
| Multi-family | | | 13,695 | | | | 6.4 | | | | 10,816 | | | | 6.1 | |
| Nonresidential | | | 63,910 | | | | 29.9 | | | | 54,375 | | | | 30.4 | |
| Construction loans: | | | | | | | | | | | | | | | | |
| One-to-four family | | | 13,880 | | | | 6.5 | | | | 16,769 | | | | 9.4 | |
| Multi-family | | | 3,060 | | | | 1.4 | | | | 2,060 | | | | 1.1 | |
| Nonresidential | | | 9,941 | | | | 4.6 | | | | 5,410 | | | | 3.0 | |
| Land loans | | | 20,849 | | | | 9.7 | | | | 14,216 | | | | 8.0 | |
| Total real estate loans | | | 169,917 | | | | 79.3 | | | | 141,856 | | | | 79.4 | |
| | | | | | | | | | | | | | | | | |
| Consumer: | | | | | | | | | | | | | | | | |
| Home equity loans and lines of credit | | | 16,445 | | | | 7.7 | | | | 13,575 | | | | 7.6 | |
| Auto loans | | | 850 | | | | 0.4 | | | | 984 | | | | 0.6 | |
| Deposit loans | | | 257 | | | | 0.1 | | | | 255 | | | | 0.1 | |
| Other | | | 2,339 | | | | 1.1 | | | | 1,938 | | | | 1.1 | |
| Total consumer loans | | | 19,891 | | | | 9.3 | | | | 16,752 | | | | 9.4 | |
| | | | | | | | | | | | | | | | | |
| Commercial loans | | | 24,069 | | | | 11.4 | | | | 20,105 | | | | 11.2 | |
| | | | | | | | | | | | | | | | | |
| Total loans | | | 213,877 | | | | 100.0 | % | | | 178,713 | | | | 100.0 | % |
| Allowance for loan losses | | | (2,813 | ) | | | | | | | (2,175 | ) | | | | |
| Net deferred loan costs (fees) | | | 73 | | | | | | | | (126 | ) | | | | |
| Loans receivable, net | | $ | 211,137 | | | | | | | $ | 176,412 | | | | | |
| | | | | | | | | | | | | | | | | |
Loan Maturity
The following table sets forth certain information at December 31, 2012 regarding the dollar amount of loan principal repayments becoming due during the periods indicated. The table does not include any estimate of prepayments which may significantly shorten the average life of loans and may cause our actual repayment experience to differ from that shown below. Demand loans having no stated schedule of repayments and no stated maturity are reported as due in one year or less.
| | | At December 31, 2012 | |
| | | | | | Multi- | | | | | | | | | | | | | | | | |
| | | | | | Family and | | | | | | | | | | | | | | | | |
| | | | | | Nonresidential | | | | | | | | | | | | | | | | |
| | | One-to-Four | | Real Estate | | | | | | | | | | | | | | | Total | |
| | | Family | | | Loans | | | Construction | | Land | | | Consumer | | Commercial | | Loans | |
| | | (Dollars in thousands) | |
| Amounts due in: | | | | | | | | | | | | | | | | | | | | | |
| One year or less | | $ | 12,799 | | | $ | 39,184 | | | $ | 29,237 | | | $ | 14,569 | | | $ | 11,849 | | | $ | 10,561 | | | $ | 118,199 | |
| More than one year to three years | | | 5,706 | | | | 20,800 | | | | 214 | | | | 10,683 | | | | 1,076 | | | | 487 | | | | 38,966 | |
| More than three years to five years | | | 17,904 | | | | 42,999 | | | | 3,898 | | | | 2,522 | | | | 977 | | | | 3,022 | | | | 71,322 | |
| More than five years to fifteen years | | | 8,978 | | | | 17,198 | | | | 710 | | | | 296 | | | | 6,513 | | | | 4,384 | | | | 38,079 | |
| More than fifteen years | | | 3,903 | | | | - | | | | - | | | | - | | | | - | | | | - | | | | 3,903 | |
| Total | | $ | 49,290 | | | $ | 120,181 | | | $ | 34,059 | | | $ | 28,070 | | | $ | 20,415 | | | $ | 18,454 | | | $ | 270,469 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Fixed vs. Adjustable Rate Loans
The following table sets forth the dollar amount of all loans at December 31, 2012 that are due after December 31, 2013, and have either fixed interest rates or floating or adjustable interest rates. The amounts shown below exclude unearned loan origination fees.
| | | | | | Floating or | | | | |
| | | Fixed Rates | | | Adjustable Rates | | | Total | |
| | | (Dollars in thousands) | |
| One-to-four family | | $ | 31,159 | | | $ | 5,332 | | | $ | 36,491 | |
| Multi-family and nonresidential | | | 73,207 | | | | 7,790 | | | | 80,997 | |
| Construction | | | 4,822 | | | | - | | | | 4,822 | |
| Land | | | 2,528 | | | | 10,973 | | | | 13,501 | |
| Consumer | | | 2,241 | | | | 6,325 | | | | 8,566 | |
| Commercial | | | 7,482 | | | | 411 | | | | 7,893 | |
| Total | | $ | 121,439 | | | $ | 30,831 | | | $ | 152,270 | |
| | | | | | | | | | | | | |
Our adjustable-rate mortgage loans do not adjust downward below the initial discounted contract rate. When market interest rates rise the interest rates on these loans may increase based on the contract rate (the index plus the margin) exceeding the initial interest rate floor.
Securities. Our securities portfolio consists primarily of U.S. government callable federal agency bonds, U.S. government agency mortgage-backed securities, and obligations of states and political subdivisions with a relatively smaller investment in collateralized mortgage obligations and other securities. For the year ended December 31, 2012 the amortized cost of our securities decreased by $14.6 million, as excess funds were utilized to fund loan growth in lieu of investment funding.
Our callable securities, with a fair value of $16.5 million at December 31, 2012, consist of U.S. government agency bonds and securities that are callable within one year, state and political subdivisions bonds that are callable beginning in periods ranging from two to ten years, and corporate debt securities that are callable beginning in periods ranging from one to three years.
| | | 2012 | | | 2011 | | | 2010 | |
| | | Amortized Cost | | | Fair Value | | | Amortized Cost | | | Fair Value | | | Amortized Cost | | | Fair Value | |
| | | | | | | | | | | | | | | | | | | |
| | | (Dollars in thousands) | |
| U. S. Treasury | | $ | 4,651 | | | $ | 5,735 | | | $ | 4,692 | | | $ | 6,075 | | | $ | 4,730 | | | $ | 6,093 | |
| U. S. Government agencies | | | 6,988 | | | | 6,996 | | | | 8,000 | | | | 8,022 | | | | 7,999 | | | | 7,918 | |
| Mortgage-backed securities | | | 26,306 | | | | 28,192 | | | | 40,097 | | | | 42,896 | | | | 43,748 | | | | 46,349 | |
| Collateralized mortgage obligations | | | 2,304 | | | | 2,295 | | | | 2,611 | | | | 2,490 | | | | 3,993 | | | | 4,080 | |
| State and political subdivisions | | | 10,708 | | | | 11,449 | | | | 10,163 | | | | 10,619 | | | | 9,555 | | | | 9,717 | |
| Corporate debt securities | | | - | | | | - | | | | 2 | | | | 177 | | | | 18 | | | | 57 | |
| Total | | $ | 50,957 | | | $ | 54,667 | | | $ | 65,565 | | | $ | 70,279 | | | $ | 70,043 | | | $ | 74,214 | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
The following table sets forth the stated maturities and weighted average yields of our investment securities at December 31, 2012. Certain mortgage-backed securities have adjustable interest rates and will reprice annually within the various maturity ranges. These repricing schedules are not reflected in the table below.
| | | | | | | | | One Year to | | | Five Years to | | | More than | | | | | | | |
| | | One Year or Less | | | Five Years | | | Ten Years | | | Ten Years | | | Total | |
| | | | | | Weighted | | | | | | Weighted | | | | | | Weighted | | | | | | Weighted | | | | | | Weighted | |
| | | Carrying | | | Average | | | Carrying | | | Average | | | Carrying | | | Average | | | Carrying | | | Average | | | Carrying | | | Average | |
| | | Value | | | Yield | | | Value | | | Yield | | | Value | | | Yield | | | Value | | | Yield | | | Value | | | Yield | |
| | | (Dollars in thousands) | |
| U.S. Treasury | | $ | - | | | | - | % | | $ | 5,735 | | | | 8.01 | % | | $ | - | | | | - | % | | $ | - | | | | - | % | | $ | 5,735 | | | | 8.01 | % |
| U.S. government agencies | | | - | | | | - | | | | - | | | | - | | | | - | | | | - | | | | 6,996 | | | | 2.60 | | | | 6,996 | | | | 2.60 | |
| State and political subdivisions | | | - | | | | - | | | | 2,508 | | | | 3.89 | | | | 2,950 | | | | 3.58 | | | | 5,991 | | | | 3.64 | | | | 11,449 | | | | 3.68 | |
| Mortgage-backed securities | | | 2 | | | | 6.00 | | | | 127 | | | | 5.78 | | | | 169 | | | | 5.13 | | | | 27,894 | | | | 4.54 | | | | 28,192 | | | | 4.55 | |
| Collateralized mortgage obligations | | | - | | | | - | | | | - | | | | - | | | | - | | | | - | | | | 2,295 | | | | 2.78 | | | | 2,295 | | | | 2.78 | |
| Total | | $ | 2 | | | | 6.00 | % | | $ | 8,370 | | | | 6.74 | % | | $ | 3,119 | | | | 3.66 | % | | $ | 43,176 | | | | 4.01 | % | | $ | 54,667 | | | | 4.33 | % |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Deposits. Deposit accounts, primarily obtained from individuals and businesses within our local market area, are our primary source of funds for lending and investment. Our deposit accounts are comprised of non-interest-bearing accounts, interest-bearing savings accounts, checking accounts, money market accounts and certificates of deposit.
The following table sets forth the balances of our deposit products at the dates indicated.
| | | At December 31, | |
| | | 2012 | | | 2011 | | | 2010 | |
| | | (Dollars in thousands) | |
| Non-interest bearing checking accounts | | $ | 26,978 | | | $ | 28,062 | | | $ | 19,681 | |
| Interest bearing accounts: | | | | | | | | | | | | |
| Savings | | | 42,414 | | | | 44,003 | | | | 41,770 | |
| Checking | | | 61,900 | | | | 59,430 | | | | 58,753 | |
| Money market | | | 29,408 | | | | 30,927 | | | | 20,336 | |
| Certificates of deposit | | | 89,751 | | | | 70,162 | | | | 78,964 | |
| Total | | $ | 250,451 | | | $ | 232,584 | | | $ | 219,504 | |
| | | | | | | | | | | | | |
The following table indicates the amount of jumbo certificates of deposit by time remaining until maturity as of December 31, 2012. Jumbo certificates of deposit require minimum deposits of $100,000.
| Maturity Period | | Amount | |
| At December 31, 2012 | | (Dollars in thousands) | |
| Three months or less | | $ | 15,988 | |
| Over three through six months | | | 5,145 | |
| Over six through twelve months | | | 12,487 | |
| Over twelve months | | | 11,605 | |
| Total | | $ | 45,225 | |
| | | | | |
Borrowings.
Short term borrowings. Short-term borrowings consist of Federal Home Loan Bank (“FHLB”) overnight advances and federal funds purchased and securities sold under agreements to repurchase. Federal funds purchased are short-term borrowings that typically mature within one to ninety days and reprice daily. As of December 31, 2012 and 2011 the balances of short-term advances from FHLB were $-0- and $10,500, respectively. Securities sold under agreements to repurchase consist of customer funds that are invested overnight in investment securities. The following table shows the distribution of short-term borrowings, the weighted average interest rates thereon and the maximum month-end balance at the end of each of the last two years.
| FHLB Advances and other borrowings | | | | | | |
| (Dollars in thousands) | | | | | | |
| | | | | | | |
| FHLB Short Term Advances | | December 31, 2012 | | | December 31, 2011 | |
| Balance at Year End | | $ | - | | | $ | 10,500 | |
| Weighted Avg Rate at Year End | | | - | % | | | 0.049 | % |
| Average Balance During the Year | | | 1,260 | | | | 682 | |
| Weighted Avg Rate During the Year | | | 0.106 | % | | | 0.073 | % |
| Maximum month-end Balance | | | 5,500 | | | | 10,500 | |
| | | | | | | | | |
| Fed Funds Purchased | | | | | | | | |
| Balance at Year End | | $ | - | | | $ | - | |
| Weighted Avg Rate at Year End | | | - | | | | - | |
| Average Balance During the Year | | | 19 | | | | 66 | |
| Weighted Avg Rate During the Year | | | 1.27 | % | | | 1.27 | % |
| Maximum month-end Balance | | | - | | | | - | |
| | | | | | | | | |
| Securities Sold Under Agreements to Repurchase | | | | | | | | |
| Balance at Year End | | $ | 982 | | | $ | 4,176 | |
| Weighted Avg Rate at Year End | | | 0.25 | % | | | 0.74 | % |
| Average Balance During the Year | | | 6,859 | | | | 5,475 | |
| Weighted Avg Rate During the Year | | | 0.51 | % | | | 1.69 | % |
| Maximum month-end Balance | | | 13,227 | | | | 10,044 | |
| | | | | | | | | |
Federal Home Loan Bank Long Term Borrowings. The Bank had fixed rate putable advances maturing on January 14, 2015 in the amount of $13,000, putable on January 14, 2010 and quarterly thereafter, with a weighted average rate of 2.99%. Pursuant to collateral agreements with the FHLB, non-repurchase advances and other overnight facilities, which the Bank utilizes, are secured by qualifying first mortgage loans, commercial real estate, FHLB stock and interest-bearing demand deposits with the FHLB.
Structured Repurchase Agreements. In a leverage strategy, on April 30, 2008, the Bank entered into two balance sheet leverage transactions whereby it borrowed a total of $35,000 in multiple rate repurchase agreements with an initial average cost of 3.67% and invested the proceeds in U. S. Agency pass-through mortgage backed securities (the “Securities”), which were pledged as collateral. The Bank secured the borrowed funds by Securities valued at 116% of the outstanding principal balance of the borrowings. The borrowings have original maturity dates ranging from four to ten years, with a weighted average maturity of 3.3 years and certain borrowings have a call option starting with periods ranging from one to two years after origination and are continuously callable after the initial call date. During the loan term, any collateral that is subject to maturity or call is replaced with other U. S. Agency instruments approved by the lender.
A summary of the material terms of each agreement is set forth below.
| | | Outstanding at | |
| Term Repurchase Agreements: | | December 31, 2012 | |
| | | | |
| $10,000 Repurchase agreement - rate 3.28%, due April 30, 2018, callable after April 30, 2011 | | $ | 10,000 | |
| $5,000 Repurchase agreement - rate 2.96%, due April 30, 2018, callable after April 30, 2010 | | | 5,000 | |
$10,000 Repurchase agreement - rate 3.71%, due April 30, 2013, callable after April 30, 2011, with embedded interest cap | | | 10,000 | |
| $10,000 Repurchase agreement - rate 4.39%, due April 30, 2012 with embedded interest cap | | | - | |
| | | $ | 25,000 | |
| | | | | |
Results of Operations for the Years Ended December 31, 2012 and 2011
Overview.
Net income totaled $2.4 million for the year ended December 31, 2012 compared to net income of $1.9 million for the year ended December 31, 2011.
Net Interest Income.
Net interest income was $14.6 million for the year ended December 31, 2012 compared to $13.8 million for the year ended December 31, 2011. Total interest income of $17.8 million was recorded for the year ended December 31, 2012, as interest income on loans increased and interest income on securities and other interest income decreased. Interest income on loans increased by 4.6% to $15.2 million due to higher average balances while the average yield increased to 7.70% for year ended 2012. Interest income on investment securities decreased by 16.8% to $2.4 million, primarily due to a decrease of $5.9 million, or 8.4%, in average investment balances for the year ended December 31, 2012.
Total interest expense was $3.2 million for the year ended December 31, 2012 compared to $3.9 million for the year ended December 31, 2011. Average Federal Home Loan Bank advances and other borrowings increased by $343,000 and interest expense related to these borrowings decreased $40,000, or 8.7%, while the rate paid increased 48 basis points, for the year ended December 31, 2012. The cost of interest-bearing deposits decreased $345,000, or 16.1%, at December 31, 2012 as compared to December 31, 2011, as average balances of interest-bearing deposits increased $18.5 million to $218.1 million at December 31, 2012 as compared to December 31, 2011. Average long-term borrowings at other banks (which consist of borrowings related to the leverage transaction entered into in April of 2008) decreased 19.2% to $28.3 million, and interest expense decreased $295,000, or 22.6%, to $1.0 million for the year ended December 31, 2012 compared to the year ended December 31, 2011.
Average Balances and Yields.
The following table sets forth certain information relating to the Company’s average balance sheet and reflects the average yield on assets and cost of liabilities for the periods indicated and the average yields earned and rates paid. Such yields and costs are derived by dividing income or expense by the average balance of assets or liabilities, respectively, for the years ended December 31, 2012, 2011 and 2010. No tax equivalent adjustments have been made as the Company’s investment in tax exempt assets, during the periods presented, was considered immaterial. The table also presents information for the periods indicated with respect to the differences between the average yield earned on interest-earning assets and average rate paid on interest-bearing liabilities, or “interest rate spread,” which banks have traditionally used as an indicator of profitability. Another indicator of net interest income is “net interest margin,” which is its net interest income divided by the average balance of interest-earning assets. Non-accrual loans are included in average balances. Loan fees and late charges are included in interest income on loans and are not material.
| | | Year Ended December 31, |
| | | 2012 | | 2011 | | 2010 |
| | | | | | | | | | | | | | | | | | | |
| | | | | Interest | | | | | | Interest | | | | | | Interest | | |
| | | Average | | Income/ | | Yield/ | | Average | | Income/ | | Yield/ | | Average | | Income/ | | Yield/ |
| | | Balance | | Expense | | Cost | | Balance | | Expense | | Cost | | Balance | | Expense | | Cost |
| | | (Dollars in thousands) |
| Assets: | | | | | | | | | | | | | | | | | | |
| Interest-earning assets: | | | | | | | | | | | | | | | | | | |
| Interest-earning demand deposits | | $ 12,458 | | $ 29 | | 0.23% | | $ 12,542 | | $ 43 | | 0.34% | | $ 11,796 | | $ 44 | | 0.37% |
| Loans | | 263,256 | | 15,175 | | 5.76% | | 243,722 | | 14,505 | | 5.95% | | 229,437 | | 13,641 | | 5.95% |
| Investment securities | | 64,256 | | 2,418 | | 3.76% | | 70,165 | | 2,905 | | 4.14% | | 81,163 | | 3,659 | | 4.51% |
| Other interest-earning assets | | 4,926 | | 210 | | 4.26% | | 4,855 | | 202 | | 4.16% | | 5,148 | | 227 | | 4.41% |
| Total interest-earning assets | | 344,896 | | 17,832 | | 5.17% | | 331,284 | | 17,655 | | 5.33% | | 327,544 | | 17,571 | | 5.36% |
| Non-interest-earning assets | | 15,146 | | | | | | 15,820 | | | | | | 18,027 | | | | |
| Total assets | | $ 360,042 | | | | | | $ 347,104 | | | | | | $ 345,571 | | | | |
| | | | | | | | | | | | | | | | | | | |
| Liabilities and shareholders' equity: | | | | | | | | | | | | | | | | | | |
| Interest-bearing deposits | | $ 218,084 | | $ 1,792 | | 0.82% | | $ 199,566 | | $ 2,137 | | 1.07% | | $ 200,842 | | $ 3,192 | | 1.59% |
| FHLB advances and other borrowings | | 19,566 | | 422 | | 2.16% | | 19,223 | | 462 | | 2.40% | | 19,323 | | 500 | | 2.59% |
| Long-term borrowings at other banks | | 28,279 | | 1,009 | | 3.57% | | 35,000 | | 1,304 | | 3.73% | | 35,000 | | 1,307 | | 3.73% |
| Total interest-bearing liabilities | | 265,929 | | 3,223 | | 1.21% | | 253,789 | | 3,903 | | 1.54% | | 255,165 | | 4,999 | | 1.96% |
| Non-interest-bearing deposits | | 25,749 | | | | | | 23,104 | | | | | | 18,176 | | | | |
| Other noninterest-bearing liabilities | | 1,800 | | | | | | 2,829 | | | | | | 3,743 | | | | |
| Total liabilities | | 293,478 | | | | | | 279,722 | | | | | | 277,084 | | | | |
| Shareholders' equity | | 66,564 | | | | | | 67,382 | | | | | | 68,487 | | | | |
| Total liabilities and shareholders' equity | | $ 360,042 | | | | | | $ 347,104 | | | | | | $ 345,571 | | | | |
| Net interest income | | | | $ 14,609 | | | | | | $ 13,752 | | | | | | $ 12,572 | | |
| Net interest margin | | | | | | 4.24% | | | | | | 4.15% | | | | | | 3.84% |
| Interest rate spread | | | | | | 3.96% | | | | | | 3.79% | | | | | | 3.40% |
| Average interest-earning assets to | | | | | | | | | | | | | | | | | | |
| average interest-bearing liabilities | | | | | | 129.69% | | | | | | 130.54% | | | | | | 128.37% |
| | | | | | | | | | | | | | | | | | | |
Rate/Volume Analysis. The following table sets forth the effects of changing rates and volumes on our net interest income. The rate column shows the effects attributable to changes in rate (changes in rate multiplied by prior volume). The volume column shows the effects attributable to changes in volume (changes in volume multiplied by prior rate). The net column represents the sum of the prior columns. Changes attributable to changes in both rate and volume that cannot be segregated have been allocated proportionally between rate and volume.
| | | Year Ended December 31, 2012 compared to Year Ended December 31, 2011 | | | Year Ended December 31, 2011 compared to Year Ended December 31, 2010 | |
| | | Increase (Decrease) due to | | | Increase (Decrease)due to | |
| | | Volume | | | Rate | | | Net | | | Volume | | | Rate | | | Net | |
| | | (Dollars in thousands) | |
| Interest and dividend income: | | | | | | | | | | | | | | | | | | |
| Interest-earning demand deposits | | $ | - | | | $ | (14 | ) | | $ | (14 | ) | | $ | 3 | | | $ | (4 | ) | | $ | (1 | ) |
| Loans | | | 1,109 | | | | (439 | ) | | | 670 | | | | 841 | | | | 23 | | | | 864 | |
| Investment securities | | | (232 | ) | | | (255 | ) | | | (487 | ) | | | (469 | ) | | | (285 | ) | | | (754 | ) |
| Other interest-earning assets | | | 3 | | | | 5 | | | | 8 | | | | (12 | ) | | | (13 | ) | | | (25 | ) |
| Total earning assets | | $ | 880 | | | $ | (703 | ) | | $ | 177 | | | $ | 363 | | | $ | (279 | ) | | $ | 84 | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| Interest expense: | | | | | | | | | | | | | | | | | | | | | | | | |
| Interest bearing deposits | | $ | 231 | | | $ | (576 | ) | | $ | (345 | ) | | $ | (18 | ) | | $ | (1,037 | ) | | $ | (1,055 | ) |
| FHLB advances and other borrowings | | | 9 | | | | (49 | ) | | | (40 | ) | | | (3 | ) | | | (35 | ) | | | (38 | ) |
| Long-term borrowings at other banks | | | (241 | ) | | | (54 | ) | | | (295 | ) | | | 1 | | | | (4 | ) | | | (3 | ) |
| Total interest-bearing liabilities | | | (1 | ) | | | (679 | ) | | | (680 | ) | | | (20 | ) | | | (1,076 | ) | | | (1,096 | ) |
| Net increase (decrease) in interest income | | $ | 881 | | | $ | (24 | ) | | $ | 857 | | | $ | 383 | | | $ | 797 | | | $ | 1,180 | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Provision for Loan Losses.
The provision for loan losses was $1.5 million for the year ended December 31, 2012 compared to $967,000 for the year ended December 31, 2011. The increase in the provision in 2012 was primarily due to a specific loan whereby an updated appraisal was received on commercial property securing a loan that was deemed insufficient to cover the loan balance in the event the loan were to become collateral dependent. To date, the loan has performed as agreed, but nonetheless, a specific reserve was set aside in the amount of the appraised collateral shortfall. The Bank continues to closely monitor asset quality and believes that the allowance for loan losses at December 31, 2012 adequately reserved for any potential losses inherent in the loan portfolio at year-end.
An analysis of the changes in the allowance for loan losses is presented under “—Risk Management—Analysis and Determination of the Allowance for Loan Losses.”
Non-interest Income. The following table shows the components of non-interest income for the years ended December 31, 2012 and 2011.
| | | Year Ended December 31, | |
| | | 2012 | | | 2011 | | | % Change | |
| | | (Dollars in thousands) | |
| Non-interest Income | | | | | | | | | |
| Service charges on deposit accounts and other fees | | $ | 1,198 | | | $ | 1,267 | | | | (5.45) | % |
| Net gains on sales of mortgage loans held for sale | | | 1,040 | | | | 973 | | | | 6.89 | |
| Net realized gain on sales of available-for-sale securities | | | 478 | | | | 25 | | | | 1,812.00 | |
| Insurance and brokerage commissions | | | 189 | | | | 121 | | | | 56.20 | |
| Net realized gain on sales of other assets held-for-sale | | | 538 | | | | - | | | | - | |
| Other | | | 140 | | | | 136 | | | | 2.94 | |
| Total non-interest income | | $ | 3,583 | | | $ | 2,522 | | | | 42.07 | % |
Total non-interest income was $3.6 million for the year ended December 31, 2012, compared to total non-interest income of $2.5 million for the year ended December 31, 2011.
Comparative results for the twelve months ended December 31, 2012 versus the twelve months ended December 31, 2011 were primarily impacted by gains of $538,000 on the sale of real estate and gains of $478,000 on the sale of securities classified as available-for-sale during 2012. Additionally, the Company had an increase of 6.89% to $1.0 million in net gains on sales of mortgage loans held for sale and an increase of 56.20% in insurance and brokerage commissions as compared to the year ended 2011. These increases in noninterest income were partially offset by a decrease in service charges on deposit accounts and other fees of $69,000 during 2012 as compared to 2011.
Non-interest Expense. The following table shows the components of non-interest expense and the percentage changes for the years ended December 31, 2012 and 2011.
| | | Year Ended December 31, | |
| | | 2012 | | | 2011 | | | % Change | |
| | | (Dollars in thousands) | |
| Non-interest Expense | | | | | | | | | |
| Salaries and employee benefits | | $ | 6,698 | | | $ | 6,292 | | | | 6.45 | % |
| Net occupancy expense | | | 794 | | | | 703 | | | | 12.94 | |
| Equipment expense | | | 720 | | | | 722 | | | | (0.28 | ) |
| Data processing fees | | | 977 | | | | 960 | | | | 1.77 | |
| Professional fees | | | 891 | | | | 831 | | | | 7.22 | |
| Marketing expense | | | 383 | | | | 563 | | | | (31.97 | ) |
| Supplies and communication | | | 393 | | | | 341 | | | | 15.25 | |
| Loan collection and repossession expense | | | 167 | | | | 38 | | | | 339.47 | |
| Other | | | 1,766 | | | | 1,836 | | | | (3.81 | ) |
| Total non-interest expense | | $ | 12,789 | | | $ | 12,286 | | | | 4.09 | % |
| | | | | | | | | | | | | |
For the year ended December 31, 2012 non-interest expense increased $503,000, or 4.1% to $12.8 million compared to $12.3 million for the year ended December 31, 2011. The increase in non-interest expense in 2012 was primarily due to an increase of $406,000, or 6.5%, in salary and employee benefits expense for the year ended 2012 as compared to 2011 as well as an increase of $91,000, or 12.9%, in net occupancy expense for the year ended 2012 as compared to the year ended 2011. These increases were primarily due to increased staffing and occupancy expenses associated with the opening of the Bank’s Nashville office.
Professional fees increased $60,000 or 7.2% to $891,000 for the year ended December 31, 2012 compared to $831,000 at December 31, 2011. Marketing expense decreased $180,000, or 32.0%, to $383,000 at December 31, 2012 compared to $563,000 at December 31, 2011. Loan collection and repossessed asset expense increased to $129,000 for the year ended December 31, 2012 from $38,000 for the year ended December 31, 2011. Supplies and communication expense increased $52,000, or 15.2%, to $393,000 at December 31, 2012 as compared to the year ended December 31, 2011.
Provision for Income Taxes.
The provision for income taxes was $1.5 million for the year ended December 31, 2012 compared to a provision for income taxes of $1.1 million for the year ended December 31, 2011. The effective income tax rate differs from the federal statutory rate due primarily to state income taxes and exempt interest income.
Risk Management
Overview. Managing risk is an essential part of successfully managing a financial institution. Our most prominent risk exposures are credit risk, interest rate risk and market risk. Credit risk is the risk of not collecting the interest and/or the principal balance of a loan or investment when it is due. Interest rate risk is the potential reduction of interest income as a result of changes in interest rates. Market risk arises from fluctuations in interest rates that may result in changes in the values of financial instruments, such as available-for-sale securities, that are accounted for on a mark-to-market basis. Other risks that we face are operational risks, liquidity risks and reputation risk. Operational risks include risks related to fraud, regulatory compliance, processing errors, technology and disaster recovery. Liquidity risk is the possible inability to fund obligations to depositors, lenders or borrowers. Reputation risk is the risk that negative publicity or press, whether true or not, could cause a decline in our customer base or revenue.
Credit Risk Management. Our strategy for credit risk management focuses on having well-defined credit policies and uniform underwriting criteria and providing prompt attention to potential problem loans.
When a borrower fails to make a required loan payment, we take a number of steps to have the borrower cure the delinquency and restore the loan to current status. When the loan becomes 15 days past due, a late notice is sent to the borrower. When the loan becomes 30 days past due, a more formal letter is sent. Between 15 and 30 days past due, telephone calls are also made to the borrower. After 30 days, we regard the borrower as in default. At 60 days delinquent, the borrower may be sent a letter from our attorney and we may commence collection proceedings. If a foreclosure action is instituted and the loan is not brought current, paid in full, or refinanced before the foreclosure sale, the real property securing the loan is sold at foreclosure. When a consumer loan becomes 60 days past due, we institute collection proceedings and attempt to repossess any personal property that secures the loan. Management informs the board of directors monthly of the amount of loans delinquent more than 30 days, all loans in foreclosure and repossessed property that we own.
Nonperforming and Classified Assets.
We consider repossessed assets and loans that are 90 days or more past due to be nonperforming assets. Typically, loans are placed on nonaccrual status when they become 90 days delinquent at which time the accrual of interest ceases and the allowance for any uncollectible accrued interest is established and charged against operations. Typically, payments received on a nonaccrual loan are first applied to the outstanding principal balance. Real estate that we acquire as a result of foreclosure or by deed-in-lieu of foreclosure is classified as real estate owned until it is sold. When property is acquired it is recorded at fair market value less costs to sell at the date of foreclosure. Holding costs and declines in fair value after acquisition of the property result in charges against income. Interest accrued and unpaid at the time a loan is placed on nonaccrual status is charged against interest income. Subsequent interest payments are applied to the outstanding principal balance.
The following table provides information with respect to our nonperforming assets at the dates indicated.
| | | At December 31, | |
| | | 2012 | | | 2011 | | | 2010 | | | 2009 | | | 2008 | |
| | | (Dollars in thousands) | |
| Nonaccrual loans: | | | | | | | | | | | | | | | |
| One-to-four family | | $ | 720 | | | $ | 2,135 | | | $ | 1,266 | | | $ | 888 | | | $ | 641 | |
| Multifamily and nonresidential | | | 6,437 | | | | - | | | | 541 | | | | 432 | | | | - | |
| Construction | | | - | | | | - | | | | - | | | | - | | | | 165 | |
| Land | | | - | | | | - | | | | 541 | | | | - | | | | - | |
| Consumer | | | 75 | | | | 254 | | | | 240 | | | | 65 | | | | 10 | |
| Commercial | | | 319 | | | | 399 | | | | 397 | | | | 18 | | | | 14 | |
| Total | | | 7,551 | | | | 2,788 | | | | 2,985 | | | | 1,403 | | | | 830 | |
| | | | | | | | | | | | | | | | | | | | | |
| Accruing loans past due 90 days or more: | | | | | | | | | | | | | | | | | | | | |
| One-to-four family | | | - | | | | - | | | | - | | | | - | | | | - | |
| Multi-family and nonresidential | | | - | | | | - | | | | - | | | | - | | | | - | |
| Construction | | | - | | | | - | | | | - | | | | - | | | | - | |
| Land | | | - | | | | - | | | | - | | | | - | | | | - | |
| Consumer | | | - | | | | - | | | | - | | | | - | | | | - | |
| Commercial | | | - | | | | - | | | | - | | | | - | | | | - | |
| Total | | | - | | | | - | | | | - | | | | - | | | | - | |
| Total of nonaccrual and 90 days or more past due loans | | | 7,551 | | | | 2,788 | | | | 2,985 | | | | 1,403 | | | | 830 | |
| Real estate owned | | | 1,279 | | | | 1,391 | | | | 115 | | | | 301 | | | | - | |
| Other nonperforming assets | | | - | | | | - | | | | 16 | | | | - | | | | - | |
| Total nonperforming assets | | $ | 8,830 | | | $ | 4,179 | | | $ | 3,116 | | | $ | 1,704 | | | $ | 830 | |
| Total nonperforming loans to total loans | | | 2.79 | % | | | 1.06 | % | | | 1.23 | % | | | 0.66 | % | | | 0.46 | % |
| Total nonperforming loans to total assets | | | 2.11 | % | | | 0.76 | % | | | 0.86 | % | | | 0.41 | % | | | 0.25 | % |
| Total nonperforming assets to total assets | | | 2.47 | % | | | 1.14 | % | | | 0.90 | % | | | 0.50 | % | | | 0.25 | % |
| | | | | | | | | | | | | | | | | | | | | |
Non-performing assets totaled $8.8 million, or 2.47% of total assets, at December 31, 2012 compared to $4.2 million, or 1.14% of total assets, at December 31, 2011. At December 31, 2012, other real estate owned totaled $1.3 million compared to $1.4 million at December 31, 2011. At December 31, 2012, other real estate owned consisted primarily of three residential real estate properties and one commercial real estate property. One residential real estate property was foreclosed in late 2011 as a construction loan and required approximately $90,000 to complete and prepare for listing. At year-end 2012, all of the other real estate owned properties were listed for sale. There was an 11.2% increase in the level of classified assets from $11.5 million at December 31, 2011 to $12.8 million at December 31, 2012 primarily due to increased classified assets in the multi-family and nonresidential loan portfolios. The Bank continues to focus on working closely with customers in order to mitigate any loss exposure associated with the increase in the level of classified assets. Classified assets are primarily loans rated special mention, substandard, or doubtful in accordance with regulatory guidance. These assets warrant and receive increased management oversight and loan loss reserves have been established to account for the increased credit risk of these assets. Had non-accrual loans performed in accordance with their original contract terms, the Company would have recognized additional interest income, net of tax, of approximately $40,000 in 2012 and $68,000 in 2011.
The following tables set forth information about modifications which were considered troubled debt restructurings (“TDRs”) as of December 31, 2012 and December 31, 2011.
| Modifications | | | | | | | | | |
| As of December 31, 2012 | | | | | | | | | |
| (Dollars in thousands) | | | | | | | | | |
| | | Number of Contracts | | Pre-Modification Outstanding Recorded Investment | | Post-Modification Outstanding Recorded Investment | |
| Troubled debt restructurings | | | | | | | | | |
| One-to-four family | | | 1 | | | $ | 168 | | | $ | 160 | |
| Multi-family and nonresidential | | | 1 | | | | 3,103 | | | | 2,954 | |
| Commercial | | | 2 | | | | 127 | | | | 125 | |
| Total | | | 4 | | | $ | 3,398 | | | $ | 3,239 | |
| | | | | | | | | | | | | |
| | | | | | | | | | | | | |
| Troubled Debt Restructurings That Subsequently Defaulted | | Number of Contracts | | Pre-Modification Outstanding Recorded Investment | |
| Troubled debt restructurings | | | | | | | | | | | | |
| Commercial | | | 1 | | | $ | 67 | | | | | |
| | | | | | | | | | | | | |
| Modifications | | | | | | | | | |
| As of December 31, 2011 | | | | | | | | | |
| (Dollars in thousands) | | | | | | | | | |
| | | Number of Contracts | | Pre-Modification Outstanding Recorded Investment | | Post-Modification Outstanding Recorded Investment | |
| Troubled debt restructurings | | | | | | | | | |
| One-to-four family | | | 1 | | | $ | 168 | | | $ | 165 | |
| Consumer and other | | | 1 | | | | 40 | | | | 40 | |
| Commercial | | | 2 | | | | 237 | | | | 231 | |
| Total | | | 4 | | | $ | 445 | | | $ | 436 | |
| | | | | | | | | | | | | |
| | | | | | | | | | | | | |
| Troubled Debt Restructurings That Subsequently Defaulted | | Number of Contracts | | Pre-Modification Outstanding Recorded Investment | |
| Troubled debt restructurings | | | | | | | | | | | | |
| One-to-four family | | | 1 | | | $ | 168 | | | | | |
| | | | | | | | | | | | | |
Loans characterized as TDRs totaled $3.2 million at December 31, 2012, compared to $436 at December 31, 2011. The allowance allocated to TDRs, excluding specifically-impaired loans referred to above, totaled $0 at both December 31, 2012 and 2011. The TDR total at December 31, 2012 is comprised of two performing and two nonperforming loans. The significant increase in TDR loans occurred during the third quarter of 2012, when one non-residential commercial real estate loan totaling $3.1 million was restructured as a TDR and the Bank advanced additional funds to the borrowers in order to cover property taxes for the years 2010 and 2011. Additionally, during the third quarter, the Bank received an appraisal which indicated a shortfall in the value of the collateral by which this loan is secured, consequently a specific impairment of $888,000 was recorded. This loan continues to pay based on the contractual terms and is not past due. Management believes that the specific reserves carried at December 31, 2012 were adequate to cover potential future losses related to this relationship at that date. At December 31, 2012, one TDR consisted of a single family residential loan in the amount of $160,000. This loan was reported to be in foreclosure eligibility status at December 31, 2011; however, during the first quarter of 2012 the loan was brought current by the customer and foreclosure proceedings were ceased. Management continues to monitor the status of this loan. The remaining TDRs consist of two commercial loans which totaled $125,000 at December 31, 2012. One of these loans is paying in accordance with restructured terms. TDRs, like all other loans, are placed on nonaccrual status at management discretion or upon becoming ninety days past due.
Federal regulations require us to review and classify our assets on a regular basis. There are three classifications for problem assets: substandard, doubtful and loss. “Substandard assets” must have one or more defined weaknesses and are characterized by the distinct possibility that we will sustain some loss if the deficiencies are not corrected. “Doubtful assets” have the weaknesses of substandard assets with the additional characteristic that the weaknesses make collection or liquidation in full on the basis of currently existing facts, conditions and values questionable, and there is a high possibility of loss. An asset classified “loss” is considered uncollectible and of such little value that continuance as an asset of the institution is not warranted. The regulations also provide for a “special mention” category, described as assets which do not currently expose us to a sufficient degree of risk to warrant classification but do possess credit deficiencies or potential weaknesses deserving our close attention. When we classify an asset as substandard or doubtful we may establish a specific allowance for loan losses. If we classify an asset as loss, we charge off an amount equal to 100% of the portion of the asset classified loss.
The following table shows the aggregate amounts of our classified assets at the dates indicated.
| | | At December 31, | |
| | | 2012 | | | 2011 | |
| | | (Dollars in thousands) | |
| | | | | | | |
| Special mention assets | | $ | 3,163 | | | $ | 3,178 | |
| Substandard assets | | | 9,604 | | | | 8,096 | |
| Doubtful assets | | | - | | | | 211 | |
| Total classified assets | | $ | 12,767 | | | $ | 11,485 | |
| | | | | | | | | |
Classified assets increased to $12.8 million at December 31, 2012 as compared to $11.5 million at December 31, 2011, primarily related to increase in the multi-family and nonresidential loan portfolios. Classified assets include loans that are classified due to factors other than payment delinquencies, such as lack of current financial statements and other required documentation, insufficient cash flows or other deficiencies, and, therefore, are not included as non-performing assets. Other than as disclosed in the above tables, there are no other loans where management has serious doubts about the ability of the borrowers to comply with the present loan repayment terms.
Analysis and Determination of the Allowance for Loan Losses.
The allowance for loan losses is a valuation allowance for probable credit losses in the loan portfolio and represents management’s best estimate of known and inherent losses in the loan portfolio, based upon management’s evaluation of the portfolio’s collectability. We evaluate the need to establish allowances against losses on loans on a quarterly basis. When additional allowances are necessary, a provision for loan losses is charged to earnings. The recommendations for increases or decreases to the allowance are approved by the Asset Quality Review Committee and presented to the Board of Directors.
Our methodology for assessing the appropriateness of the allowance for loan losses consists of: (1) a specific allowance on identified problem loans; and (2) a general valuation allowance on the remainder of the loan portfolio. Management estimates a range of losses and then makes its best estimate of potential credit losses within that range. Although we determine the amount of each element of the allowance separately, the entire allowance for loan losses is available for the entire portfolio.
Specific Allowance Required for Identified Problem Loans. We establish an allowance on certain identified problem loans based on such factors as: (1) the strength of the customer’s personal or business cash flows; (2) the availability of other sources of repayment; (3) the amount due or past due; (4) the type and value of collateral; (5) the strength of our collateral position; and (6) the borrower’s effort to cure the delinquency.
General Valuation Allowance on the Remainder of the Loan Portfolio. We establish a general allowance for loans that are not currently classified in order to recognize the inherent losses associated with lending activities. This general valuation allowance is determined through two steps. First, we estimate potential losses on the portfolio by analyzing historical losses for each loan category. Second, we look at additional significant factors that, in management’s judgment, affect the collectability of the portfolio as of the evaluation date. These significant factors may include changes in lending policies and procedures; international, national, regional and local economic conditions; changes in the nature and volume of the portfolio; changes in the experience, ability and depth of lending management; changes in the volume of past dues, non-accruals and classified assets; changes in the quality of the loan review system; changes in the value of underlying collateral for collateral dependent loans; concentrations of credit, and other factors.
We also identify loans that may need to be charged-off as a loss by reviewing all delinquent loans, classified loans and other loans for which management may have concerns about collectability. For individually reviewed loans, the borrower’s inability to make payments under the terms of the loan or a shortfall in collateral value would result in our allocating a portion of the allowance to the loan that was impaired.
At December 31, 2012, our allowance for loan losses represented 1.9% of total gross loans and 69.6% of nonperforming loans. At December 31, 2011, our allowance for loan losses represented 1.6% of total gross loans and 154.8% of nonperforming loans. The allowance for loan losses increased $942,000 to $5.3 million at December 31, 2012 from $4.3 million at December 31, 2011 primarily due to a specific loan impairment of $888,000 as a result of an appraisal which indicated a shortfall in the collateral value by which this loan is secured.
The following table sets forth the breakdown of the allowance for loan losses by loan category at the dates indicated.
| | | At December 31, | |
| | | 2012 | | | 2011 | | | 2010 | |
| | | | | | | | | % of | | | | | | | | | % of | | | | | | | | | % of | |
| | | | | | % of | | | Loans in | | | | | | % of | | | Loans in | | | | | | % of | | | Loans in | |
| | | | | | Allowance | | | Category | | | | | | Allowance | | | Category | | | | | | Allowance | | | Category | |
| | | | | | to Total | | | to Total | | | | | | to Total | | | to Total | | | | | | to Total | | | to Total | |
| | | Amount | | | Allowance | | | Loans | | | Amount | | | Allowance | | | Loans | | | Amount | | | Allowance | | | Loans | |
| | | (Dollars in thousands) | |
| One-to-four family | | $ | 400 | | | | 7.6 | % | | | 18.2 | % | | $ | 476 | | | | 11.0 | % | | | 17.0 | % | | $ | 545 | | | | 14.9 | % | | | 18.1 | % |
| Multi-family and nonresidential | | | 2,852 | | | | 54.2 | | | | 44.5 | | | | 1,063 | | | | 24.6 | | | | 43.6 | | | | 1,061 | | | | 29.1 | | | | 37.5 | |
| Construction | | | 400 | | | | 7.6 | | | | 12.5 | | | | 400 | | | | 9.3 | | | | 10.5 | | | | 325 | | | | 8.9 | | | | 11.0 | |
| Land | | | 522 | | | | 9.9 | | | | 10.4 | | | | 614 | | | | 14.2 | | | | 9.6 | | | | 730 | | | | 20.0 | | | | 10.9 | |
| Consumer | | | 252 | | | | 4.8 | | | | 7.6 | | | | 296 | | | | 6.9 | | | | 8.5 | | | | 250 | | | | 6.9 | | | | 9.1 | |
| Commercial | | | 832 | | | | 15.9 | | | | 6.8 | | | | 1,467 | | | | 34.0 | | | | 10.8 | | | | 738 | | | | 20.2 | | | | 13.4 | |
| Total allowance for loan losses | | $ | 5,258 | | | | 100.0 | % | | | 100.0 | % | | $ | 4,316 | | | | 100.0 | % | | | 100.0 | % | | $ | 3,649 | | | | 100.0 | % | | | 100.0 | % |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | At December 31, | |
| | | 2009 | | | 2008 | |
| | | | | | | | | % of | | | | | | | | | % of | |
| | | | | | % of | | | Loans in | | | | | | % of | | | Loans in | |
| | | | | | Allowance | | | Category | | | | | | Allowance | | | Category | |
| | | | | | to Total | | | to Total | | | | | | to Total | | | to Total | |
| | | Amount | | | Allowance | | | Loans | | | Amount | | | Allowance | | | Loans | |
| | | (Dollars in thousands) | |
| One-to-four family | | $ | 280 | | | | 10.0 | % | | | 20.8 | % | | $ | 220 | | | | 10.1 | % | | | 21.4 | % |
| Multi-family and nonresidential | | | 1,125 | | | | 40.0 | | | | 36.3 | | | | 871 | | | | 40.1 | | | | 36.5 | |
| Construction | | | 160 | | | | 5.7 | | | | 12.5 | | | | 185 | | | | 8.5 | | | | 13.6 | |
| Land | | | 286 | | | | 10.2 | | | | 9.7 | | | | 39 | | | | 1.8 | | | | 8.0 | |
| Consumer | | | 200 | | | | 7.1 | | | | 9.3 | | | | 135 | | | | 6.2 | | | | 9.3 | |
| Commercial | | | 762 | | | | 27.1 | | | | 11.4 | | | | 725 | | | | 33.4 | | | | 11.2 | |
| Total allowance for loan losses | | $ | 2,813 | | | | 100.0 | % | | | 100.0 | % | | $ | 2,175 | | | | 100.0 | % | | | 100.0 | % |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Although we believe that we use the best information available to establish the allowance for loan losses, future adjustments to the allowance for loan losses may be necessary and our results of operations could be adversely affected if circumstances differ substantially from the assumptions used in making the determinations. Furthermore, while we believe we have established our allowance for loan losses in conformity with accepted accounting principles, there can be no assurance that our regulators, in reviewing our loan portfolio, will not require us to increase our allowance for loan losses. Our regulators may require us to increase our allowance for loan losses based on judgments different from ours. In addition, because future events affecting borrowers and collateral cannot be predicted with certainty, there can be no assurance that the existing allowance for loan losses is adequate or that increases will not be necessary should the quality of any loans deteriorate as a result of the factors discussed above. Any material increase in the allowance for loan losses may adversely affect our financial condition and results of operations.
Analysis of Loan Loss Experience.
The following table sets forth an analysis of the allowance for loan losses for the periods indicated.
| | | Year Ended December 31, | |
| | | 2012 | | | 2011 | | | 2010 | | | 2009 | | | 2008 | |
| | | (Dollars in thousands) | |
| Allowance for loan losses at beginning of period | | $ | 4,316 | | | $ | 3,649 | | | $ | 2,813 | | | $ | 2,175 | | | $ | 1,510 | |
| Provision (Credit) for loan losses | | | 1,469 | | | | 967 | | | | 1,334 | | | | 868 | | | | 685 | |
| Charge offs: | | | | | | | | | | | | | | | | | | | | |
| One-to-four family | | | 239 | | | | 18 | | | | 311 | | | | 44 | | | | 22 | |
| Multi-family and nonresidential | | | - | | | | 9 | | | | - | | | | - | | | | - | |
| Construction | | | 31 | | | | 32 | | | | - | | | | - | | | | - | |
| Land | | | - | | | | - | | | | - | | | | - | | | | - | |
| Consumer | | | 43 | | | | 45 | | | | 124 | | | | 68 | | | | 67 | |
| Commercial | | | 229 | | | | 236 | | | | 91 | | | | 150 | | | | - | |
| Total charge-offs | | | 542 | | | | 340 | | | | 526 | | | | 262 | | | | 89 | |
| Recoveries: | | | | | | | | | | | | | | | | | | | | |
| One-to-four family | | | - | | | | - | | | | 4 | | | | - | | | | 2 | |
| Multi-family and nonresidential | | | 6 | | | | - | | | | - | | | | - | | | | - | |
| Construction | | | - | | | | - | | | | - | | | | - | | | | - | |
| Land | | | - | | | | - | | | | - | | | | - | | | | - | |
| Consumer | | | 2 | | | | 8 | | | | 12 | | | | 13 | | | | 41 | |
| Commercial | | | 7 | | | | 32 | | | | 12 | | | | 19 | | | | 26 | |
| Total recoveries | | | 15 | | | | 40 | | | | 28 | | | | 32 | | | | 69 | |
| Net charge-offs | | | 527 | | | | 300 | | | | 498 | | | | 230 | | | | 20 | |
| Allowance for loan losses at end of period | | $ | 5,258 | | | $ | 4,316 | | | $ | 3,649 | | | $ | 2,813 | | | $ | 2,175 | |
| Allowance for loan losses to nonperforming loans | | | 69.63 | % | | | 154.81 | % | | | 122.20 | % | | | 200.50 | % | | | 262.00 | % |
Allowance for loan losses to total loans outstanding at the end of the period | | | 1.94 | % | | | 1.64 | % | | | 1.51 | % | | | 1.31 | % | | | 1.22 | % |
| Net charge-offs to average loans outstanding during the year | | | 0.20 | % | | | 0.12 | % | | | 0.22 | % | | | 0.12 | % | | | 0.01 | % |
| | | | | | | | | | | | | | | | | | | | | |
Capital and Liquidity.
Capital. At December 31, 2012 and December 31, 2011, shareholders’ equity totaled $66.5 million. In addition to net income of $2.4 million, other significant changes in shareholders’ equity during 2012 included $871,000 of dividends paid, and $607,000 related to our ESOP share release. The change in the accumulated other comprehensive income component of shareholders’ equity totaled a net, after-tax, unrealized loss of $473,000 at December 31, 2012 compared to a net, after-tax, unrealized gain of $189,000 at December 31, 2011. Under regulatory requirements, amounts reported as accumulated other comprehensive income/loss related to securities available for sale, defined benefit post-retirement benefit plans and effective cash flow hedges do not increase or reduce regulatory capital and are not included in the calculation of risk-based capital and leverage ratios. The Company paid quarterly cash dividends of $0.05 per common share during each of the four quarters of 2012. The dividend payout ratios, representing dividends per share divided by diluted earnings per share for the years ended December 31, 2012 and 2011 were 35.1% and 45.5%, respectively. The dividend payout is continually reviewed by management and the Board of Directors.
The Company’s board of directors has authorized five stock repurchase programs. The stock repurchase programs allow the Company to proactively manage its capital position and return excess capital to shareholders. Under the first stock repurchase program, which was approved on December 17, 2008, the Company was authorized to repurchase up to 263,234 shares or 5.0%, of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. The first stock repurchase program was completed during the first quarter of 2010. On March 4, 2010, a second repurchase program was approved which authorized the repurchase of up to 252,319 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. The second stock repurchase program was completed during the third quarter of 2010. On June 9, 2010, a third repurchase program was approved which authorized the repurchase of up to 240,524 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. The third quarter stock repurchase program was completed during the fourth quarter of 2011. On November 17, 2010, a fourth repurchase program was approved which authorized the repurchase of up to 231,624 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. On February 16, 2012, a fifth repurchase program was approved which authorized the repurchase of up to 220,706 or 5.0% of the Company’s issued common stock, through open market purchases or privately negotiated transactions, from time to time, depending on market conditions and other factors. There is no guarantee as to the exact number of shares to be repurchased by the Company. Also see Part II, Item 5 - Market For Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities, included elsewhere in this report.
Liquidity. Liquidity measures the ability to meet current and future cash flow needs as they become due. The liquidity of a financial institution reflects its ability to meet loan requests, to accommodate possible outflows in deposits and to take advantage of interest rate market opportunities. The ability of a financial institution to meet its current financial obligations is a function of its balance sheet structure, its ability to liquidate assets, and its access to alternative sources of funds. The Company seeks to ensure its funding needs are met by maintaining a level of liquid funds through asset/liability management.
Asset liquidity is provided by liquid assets which are readily marketable or pledgeable or which will mature in the near future. Liquid assets include cash, interest-bearing deposits in banks, securities available for sale, maturities and cash flow from securities held to maturity, and federal funds sold and resell agreements.
The Bank relies on deposits as its principal source of funds and, therefore, must be in a position to service depositors' needs as they arise. Fluctuations in the balances of a few large depositors may cause temporary increases and decreases in liquidity from time to time. We deal with such fluctuations by using existing liquidity sources.
Liquidity is the ability to meet current and future financial obligations of a short-term nature. The Bank’s primary sources of funds consist of deposit inflows, loan repayments, maturities and sales of investment securities and borrowings from the Federal Home Loan Bank of Cincinnati, Federal Reserve Bank, repurchase agreements and federal funds purchased. While maturities and scheduled amortization of loans and securities are predictable sources of funds, deposit flows and mortgage prepayments are greatly influenced by general interest rates, economic conditions and competition.
The Bank regularly adjusts our investments in liquid assets based upon our assessment of (1) expected loan demand, (2) expected deposit flows, (3) yields available on interest-earning deposits and securities and (4) the objectives of our asset/liability management policy.
The Company is a separate legal entity from the Bank and must provide for its own liquidity. In addition to its operating expenses, the Company, on a stand-alone basis, is responsible for paying any dividends declared to its shareholders. The Company also has repurchased shares of its common stock. The amount of dividends that the Bank may declare and pay to the Company is limited under applicable Tennessee law and the regulations of the TDFI. On a stand-alone basis, the Company had liquid assets of approximately $7.3 million at December 31, 2012.
Off Balance Sheet Arrangements, Commitments and Contractual Obligations.
Off-Balance Sheet Arrangements. In the normal course of operations, we engage in a variety of financial transactions that, in accordance with accepted accounting principles are not recorded in our financial statements. These transactions involve, to varying degrees, elements of credit, interest rate and liquidity risk. Such transactions are used primarily to manage customers’ requests for funding and take the form of loan commitments and lines of credit. For information about our loan commitments and unused lines of credit, see note 17 to the consolidated financial statements beginning on page F-1 of this annual report.
For the year ended December 31, 2012, we did not engage in any off-balance sheet transactions reasonably likely to have a material effect on our financial condition, results of operations or cash flows.
Commitments. At December 31, 2012, we had $1.9 million in loan commitments outstanding, $6.2 million in unused commercial lines of credit (including unadvanced portions of construction loans) and $3.0 million in unused open-end consumer lines of credit. Certificates of deposit due within one year of December 31, 2012 totaled $68.5 million, or 76.4% of certificates of deposit. We believe the large percentage of certificates of deposit that mature within one year reflects customers’ hesitancy to invest their funds for long periods due to the recent low interest rate environment and local competitive pressure. If these maturing deposits do not remain with us, we will be required to seek other sources of funds, including other certificates of deposit and borrowings. Depending on market conditions, we may be required to pay higher rates on such deposits or other borrowings than we currently pay on the certificates of deposit due on or before December 31, 2013. We believe, however, based on past experience that a significant portion of our certificates of deposit will remain with us. We have the ability to attract and retain deposits by adjusting the interest rates offered.
Contractual Obligations. The following table presents certain of our contractual obligations as of December 31, 2012.
| | | 0 – 1 | | | 1 – 3 | | | 3 – 5 | | | Over 5 | | | | |
| | | Year | | | Years | | | Years | | | Years | | | Total | |
| | | (Dollars in thousands) | |
| Deposits without stated maturity | | $ | 160,700 | | | $ | - | | | $ | - | | | $ | - | | | $ | 160,700 | |
| Certificates of deposit | | | 68,540 | | | | 20,083 | | | | 1,125 | | | | 3 | | | | 89,751 | |
| Operating leases | | | 28 | | | | 54 | | | | 49 | | | | - | | | | 131 | |
| Purchase obligations | | | 524 | | | | 474 | | | | 77 | | | | - | | | | 1,075 | |
| Long-term debt - Federal Home Loan Bank | | | - | | | | - | | | | 13,000 | | | | - | | | | 13,000 | |
| Long-term debt - other banks | | | 10,000 | | | | - | | | | - | | | | 15,000 | | | | 25,000 | |
| Total contractual obligations | | $ | 239,792 | | | $ | 20,611 | | | $ | 14,251 | | | $ | 15,003 | | | $ | 289,657 | |
| | | | | | | | | | | | | | | | | | | | | |
Regulatory Capital Management. The Bank is subject to various regulatory capital requirements administered by our regulators, including a risk-based capital measure. The risk-based capital guidelines include both a definition of capital and a framework for calculating risk-weighted assets by assigning balance sheet assets and off-balance sheet items to broad risk categories. At December 31, 2012 and 2011, we exceeded all of our regulatory capital requirements. We are considered “well capitalized” under regulatory guidelines. See Item 1, “Business—Regulation and Supervision,” and note 11 to the consolidated financial statements beginning on page F-1 of this annual report.
Impact of Recent Accounting Pronouncements
For a discussion of the impact of recent accounting pronouncements, see note 1 to the consolidated financial statements beginning on page F-1 of this annual report.
Effect of Inflation and Changing Prices
The consolidated financial statements and related financial data presented in this annual report have been prepared according to accepted accounting principles in the United States, which require the measurement of financial position and operating results in terms of historical dollars without considering the change in the relative purchasing power of money over time due to inflation. The primary impact of inflation on our operations is reflected in increased operating costs. Unlike most industrial companies, virtually all the assets and liabilities of a financial institution are monetary in nature. As a result, interest rates have a more significant impact on a financial institution’s performance than do general levels of inflation. Interest rates do not necessarily move in the same direction or to the same extent as the prices of goods and services.
Item 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
Interest Rate Risk Management
The Bank manages the interest rate sensitivity of interest-bearing liabilities and interest-earning assets in an effort to minimize the adverse effects of changes in the interest rate environment. Deposit accounts typically react more quickly to changes in market interest rates than loans because of the shorter maturities of deposits. As a result, sharp increases in interest rates may adversely affect earnings while decreases in interest rates may beneficially affect earnings. To reduce the potential volatility of earnings, the Bank has sought to improve the match between asset and liability maturities and rates, while maintaining an acceptable interest rate spread. The Bank’s strategy for managing interest rate risk emphasizes: adjusting the maturities of borrowings; adjusting loan terms and the mix of adjustable rate loans and fixed rate loans; adjusting the investment portfolio mix and duration and selling in the secondary market substantially all newly originated one-to-four family residential real estate loans. We currently do not participate in hedging programs, interest rate swaps or other activities involving the use of derivative financial instruments.
The Bank has an Asset/Liability Committee which includes members of management approved by the Board of Directors, to communicate, coordinate and control all aspects involving asset/liability management. The committee establishes and monitors the volume, maturities, pricing and mix of assets and funding sources with the objective of managing assets and funding sources to provide results that are consistent with liquidity, growth, risk limits and profitability goals.
The goal is to manage asset and liability positions to moderate the effects of interest rate fluctuations on net interest income and net income.
Net Portfolio Value Analysis
At December 31, 2012, the Bank used a net portfolio value analysis prepared by a third party consultant to review the level of the Bank’s interest rate risk. This analysis measures interest rate risk by capturing changes in the net portfolio value of the Bank’s cash flows from assets, liabilities and off-balance sheet items, based on a range of assumed changes in market interest rates. Net portfolio value represents the market value of portfolio equity and is equal to the market value of assets minus the market value of liabilities, with adjustments made for off-balance sheet items. These analyses assess risk of loss in market risk-sensitive instruments in the event of a sudden and sustained 100 to 300 basis point increase or 100 and 200 basis point decreases in market interest rates with no effect given to any steps that the Bank might take to counter the effect of that interest rate movement.
The following table, which is based on information that the Bank provided to the third party consultant, presents the change in the Bank’s net portfolio value at December 31, 2012 that would occur in the event of an immediate change in interest rates based on the Bank’s assumptions, with no effect given to any steps the Bank might take to counteract that change.
| | | | Net Portfolio Value | | | Net Portfolio Value as a % of | |
| | | | (Dollars in thousands | | | Portfolio Value of Assets | |
Basis Point (“bp”) Change in Rates | | | $ Amount | | | $ Change | | | % Change | | | NPV Ratio | | | Change | |
| | +300 | bp | | $ | 43,517 | | | $ | (8,470 | ) | | | (16 | ) % | | | 12.84 | % | | | (159 | ) bp |
| | +200 | bp | | | 46,418 | | | | (5,570 | ) | | | (11 | ) | | | 13.42 | | | | (101 | ) bp |
| | +100 | bp | | | 49,296 | | | | (2,692 | ) | | | (5 | ) | | | 13.96 | | | | (47 | ) bp |
| | 0 | bp | | | 51,987 | | | | - | | | | - | | | | 14.43 | | | | - | bp |
| | -100 | bp | | | 51,207 | | | | (781 | ) | | | (2 | ) | | | 14.13 | | | | (30 | ) bp |
| | -200 | bp | | | 53,203 | | | | 1,216 | | | | 2 | | | | 14.61 | | | | 17 | bp |
The third party consultant used various assumptions provided by the Bank in assessing interest rate risk. These assumptions relate to interest rates, loan repayment rates, deposit decay rates and the market values of certain assets under differing interest rate scenarios, among others. As with any method of measuring interest rate risk, certain shortcomings are inherent in the methods of analyses presented in the foregoing tables. For example, although certain assets and liabilities may have similar maturities or periods to repricing, they may react in different degrees to changes in market interest rates. Also, the interest rates on certain types of assets and liabilities may fluctuate in advance of changes in market interest rates, while interest rates on other types may lag behind changes in market rates. Additionally, certain assets, such as adjustable-rate mortgage loans, have features that restrict changes in interest rates on a short-term basis over the life of the asset. Further, if there is a change in interest rates, expected rates of prepayments on loans and early withdrawals from certificates could deviate significantly from those assumed in calculating the table. Prepayment rates can have a significant impact on interest income. Because of the large percentage of loans and mortgage-backed securities held by the Bank, rising or falling interest rates have a significant impact on the prepayment speeds of the Bank’s earning assets that in turn affect the rate sensitivity position. When interest rates rise, prepayments tend to slow. When interest rates fall, prepayments tend to rise. The Bank’s asset sensitivity would be reduced if repayments slow and vice versa. While we believe these assumptions to be reasonable, there can be no assurance that assumed prepayment rates will approximate actual future mortgage-backed security and loan repayment activity.
Item 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Information required by this item is included herein beginning on page F-1.
| Item 9. | CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE. |
| | Item 9A. CONTROLS AND PROCEDURES |
(a) Evaluation of disclosure controls and procedures. The Company's management, with the participation of the Chief Executive Officer and the Chief Financial Officer, conducted an evaluation of the effectiveness of the Company's disclosure controls and procedures (as defined in Rule 13a-15(e) under the Securities Exchange Act of 1934) as of December 31, 2012. Based on that evaluation, the Company's Chief Executive Officer and Chief Financial Officer have concluded that the Company's disclosure controls and procedures were effective as of December 31, 2012.
(b) Management's Report on Internal Control over Financial Reporting. The Company's management is responsible for establishing and maintaining adequate internal control over financial reporting (as defined in Rule 13a-15(f) under the Securities Exchange Act of 1934). The Company's management, with the participation of the Chief Executive Officer and the Chief Financial Officer, conducted an evaluation of the effectiveness, as of December 31, 2012, of the Company's internal control over financial reporting based on the framework in "Internal Control—Integrated Framework," issued by the Committee of Sponsoring Organizations of the Treadway Commission. Based on this evaluation, the Company's management concluded that the Company's internal control over financial reporting was effective as of December 31, 2012.
(c) Changes in Internal Control Over Financial Reporting. There were no changes in the Company's internal control over financial reporting that occurred during the fourth quarter of 2012 that have materially affected, or are reasonably likely to materially affect, the Company's internal control over financial reporting.
Item 9B. OTHER INFORMATION
Item 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
Board of Directors
For information relating to the directors of First Advantage Bancorp., the section captioned “Items to be Voted on by Stockholders—Item 1—Election of Directors” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders is incorporated herein by reference.
Executive Officers
For information relating to officers of First Advantage Bancorp, see Part I, Item 1, “Business—Executive Officers of the Registrant” of this Annual Report on Form 10-K.
Compliance with Section 16(a) of the Securities Exchange Act of 1934
For information regarding compliance with Section 16(a) of the Securities Exchange Act of 1934, the cover page to this Annual Report on Form 10-K and the section captioned “Other Information Relating to Directors and Executive Officers—Section 16(a) Beneficial Ownership Reporting Compliance” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders are incorporated herein by reference.
Disclosure of Code of Ethics
For information concerning First Advantage Bancorp’s Code of Ethics, the information contained under the section captioned “Corporate Governance—Code of Ethics and Business Conduct” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders is incorporated by reference. A copy of the Code of Ethics and Business Conduct is available to stockholders on the Company’s website at www.firstadvantagebanking.com.
Item 11. EXECUTIVE COMPENSATION
For information regarding executive compensation, the sections captioned “Executive Compensation” and “Director Compensation” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders are incorporated herein by reference.
| Item 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS |
(a) Security Ownership of Certain Beneficial Owners
Information required by this Item is incorporated herein by reference to the section captioned “Stock Ownership” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders.
(b) Security Ownership of Management
Information required by this Item is incorporated herein by reference to the section captioned “Stock Ownership” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders.
(c) Changes in Control
Management of the Company knows of no arrangements, including any pledge by any person or securities of the Company, the operation of which may at a subsequent date result in a change in control of the registrant.
(d) Equity Compensation Plan Information
| Plan Category | | Number of Shares to be Issued Upon Exercise of Outstanding Awards | | | Weighted-Average Exercise Price of Outstanding Awards | | | Number of Shares Available for Future Grants | |
| Plans approved by stockholders: | | | | | | | | | |
| 2008 Executive Incentive Plan - options | | | 410,239 | | | $ | 10.65 | | | | 60,950 | |
| 2008 Executive Incentive Plan - restricted stock | | | 31,263 | | | | - | | | | 37,768 | |
| Total plans approved by stockholders | | | 441,502 | | | $ | 10.65 | | | | 98,718 | |
| Total plans not approved by stockholders | | | - | | | | - | | | | - | |
| Total equity compensation plans | | | 441,502 | | | $ | 10.65 | | | | 98,718 | |
| See further discussion in note 14 of the Consolidated Financial Statements. | | | | | | | | | |
| | Item 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE |
Certain Relationships and Related Transactions
For information regarding certain relationships and related transactions, the section captioned “Other Information Relating to Directors and Executive Officers—Transactions with Related Persons” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders is incorporated herein by reference.
Corporate Governance
For information regarding director independence, the section captioned “Corporate Governance—Director Independence” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders is incorporated herein by reference.
| | Item 14. PRINCIPAL ACCOUNTING FEES AND SERVICES |
For information regarding the principal accountant fees and expenses, the section captioned “Items to Be Voted on By Stockholders—Item 2—Ratification of Independent Registered Public Accounting Firm” in the Company’s Proxy Statement for the 2013 Annual Meeting of Stockholders is incorporated herein by reference.
Item 15. EXHIBITS AND FINANCIAL STATEMENT SCHEDULES
| (1) | The financial statements required in response to this item are incorporated by reference from Item 8 of this Annual Report on Form 10-K. |
| (2) | All financial statement schedules are omitted because they are not required or applicable, or the required information is shown in the consolidated financial statements or the notes thereto. |
No. Description
3.1 Charter of First Advantage Bancorp (1)
3.2 Bylaws of First Advantage Bancorp (1)
4.1 Form of Stock Certificate of First Advantage Bancorp (1)
| | 10.1 | Employment Agreement by and between First Advantage Bancorp and Earl O. Bradley, III, dated November 29, 2007* (2) |
| | 10.2 | Employment Agreement by and between First Advantage Bank and Earl O. Bradley, III, dated November 29, 2007* (2) |
| | 10.3 | Employment Agreement by and between First Advantage Bancorp and John T. Halliburton, dated November 29, 2007* (2) |
| | 10.4 | Employment Agreement by and between First Advantage Bank and John T. Halliburton, dated November 29, 2007* (2) |
| | 10.8 | Employment Agreement by and between First Advantage Bank and Jon R. Clouser, dated November 29, 2007* (2) |
| | 10.9 | First Advantage Bancorp 2008 Equity Incentive Plan* (3) |
| | 11.1 | Statement re: computation of per share earnings (incorporated by reference to financial statements referenced in Item 8 of this Annual Report on Form 10-K). |
21.1 Subsidiaries
23.1 Consent of HORNE LLP
31.1 Rule 13a-14(a)/15d-14(a) Certificate of Chief Executive Officer
31.2 Rule 13a-14(a)/15d-14(a) Certificate of Chief Financial Officer
32.0 Section 1350 Certificate of Chief Executive Officer and Chief Financial Officer
| | 101.0 | The following materials from the Company’s Annual Report on Form 10-K for the year ended December 31, 2012, formatted in XBRL (Extenible Business Reporting Language): (i) the Condensed Consolidated Balance Sheets, (ii) the Condensed Consolidated Statements of Operations, (iii) the Condensed Consolidated Statements of Shareholders’ Equity, (iv) the Condensed Consolidated Statements of Cash Flows, and (iv) the Notes to Condensed Consolidated Financial Statements** |
_________________________________________________________________________
| | * | Management contract or compensatory plan, contract or arrangement |
| | (1) | Incorporated herein by reference to the exhibits to the Company’s Registration Statement on Form S-1 (File No. 333-144454), as amended, initially filed with the Securities and Exchange Commission on July 10, 2007. |
| | (2) | Incorporated herein by reference to the exhibits to the Company’s Current Report on Form 8-K filed with the Securities and Exchange Commission on December 3, 2007. |
| | (3) | Incorporated herein by reference to the appendix to the Company’s Definitive Proxy Statement filed with the Securities and Exchange Commission on May 5, 2008. |
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
| | |
| | FIRST ADVANTAGE BANCORP |
| | |
| | |
| Date: March 8, 2013 | By: /s/ Earl O. Bradley, III |
| | Earl O. Bradley, III |
| | Chief Executive Officer |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the dates indicated.
| Name | Title | Date |
| | | |
| /s/ Earl O. Bradley, III | Chief Executive Officer and Director | March 8, 2013 |
| Earl O. Bradley, III | (principal executive officer) | |
| | | |
| | | |
| /s/ Gerald L. Cooksey, Jr. | Chief Financial Officer and Secretary | March 8, 2013 |
| Gerald L. Cooksey, Jr. | (principal accounting and financial officer) | |
| | | |
| /s/ William G. Beach | Director | March 8, 2013 |
| William G. Beach | | |
| | | |
| /s/ Vernon M. Carrigan | Director | March 8, 2013 |
| Vernon M. Carrigan | | |
| | | |
| /s/ Robert E. Durrett, III | Director | March 8, 2013 |
| Robert E. Durrett, III | | |
| | | |
| /s/ John T. Halliburton | President and Director | March 8, 2013 |
| John T. Halliburton | | |
| | | |
| /s/ William Lawson Mabry | Director | March 8, 2013 |
| William Lawson Mabry | | |
| | | |
| /s/ William H. Orgain | Director | March 8, 2013 |
| William H. Orgain | | |
| | | |
| /s/ Michael E. Wallace | Director | March 8, 2013 |
| Michael E. Wallace | | |
| | | |
| /s/ David L. Watson | Director | March 8, 2013 |
| David L. Watson | | |
