Loan Portfolio
The following table presents our loan portfolio at amortized cost by category at each of the dates indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31,
2021
|
|
September 30,
2020 1
|
|
(dollars in thousands)
|
Construction and development
|
$
|
472,939
|
|
|
$
|
509,644
|
|
Owner-occupied CRE
|
1,381,693
|
|
|
1,417,394
|
|
Non-owner-occupied CRE
|
2,340,206
|
|
|
2,894,380
|
|
Multifamily residential real estate
|
619,353
|
|
|
533,983
|
|
Total commercial real estate
|
4,814,191
|
|
|
5,355,401
|
|
Agriculture
|
1,549,926
|
|
|
1,722,696
|
|
Commercial non-real estate
|
1,897,569
|
|
|
2,165,038
|
|
Residential real estate ³
|
660,450
|
|
|
730,812
|
|
Consumer and other ²
|
89,216
|
|
|
102,195
|
|
Total loans
|
9,011,352
|
|
|
10,076,142
|
|
Allowance for credit losses
|
(295,953)
|
|
|
(149,887)
|
|
Loans, net
|
$
|
8,715,399
|
|
|
$
|
9,926,255
|
|
1 As a part of the adoption of ASU 2016-13, Financial Instruments-Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments, and subsequent related ASUs, loan segments are presented based on amortized cost, which includes unpaid principal balance, unamortized discount on acquired loans, unearned net deferred fees and costs and loans in process. For additional information on September 30, 2020 loan segment balances, see Note 2.
|
2 Other loans primarily include consumer and commercial credit cards, customer deposit account overdrafts, and loans in process.
|
During the first six months of fiscal year 2021, total loans decreased by 10.6%, or $1.07 billion, compared to September 30, 2020. The net loan reduction was driven by sales of $232.3 million in hotel loans in fiscal year 2021, a net decrease of $160.5 million of PPP loans in the current period, a number of payoffs in nonaccrual and criticized loans, an increase in paydowns across the commercial, agriculture and consumer portfolios and an increase in commercial real estate loans refinanced in the secondary market.
The following table presents an analysis of the amortized cost of our loan portfolio at March 31, 2021, by borrower and collateral type and by each of the major geographic areas we use to manage our markets.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
South Dakota / Minnesota / North Dakota
|
Iowa /
Missouri
|
Nebraska / Kansas
|
Arizona
|
Colorado
|
Specialized Assets ¹
|
Corporate and Other ²
|
Total
|
%
|
|
(dollars in thousands)
|
Construction and development
|
$
|
38,343
|
|
$
|
58,012
|
|
$
|
105,061
|
|
$
|
121,794
|
|
$
|
117,603
|
|
$
|
34,849
|
|
$
|
(2,723)
|
|
$
|
472,939
|
|
5.2
|
%
|
Owner-occupied CRE
|
326,161
|
|
384,534
|
|
227,310
|
|
167,552
|
|
262,413
|
|
10,372
|
|
3,351
|
|
1,381,693
|
|
15.3
|
%
|
Non-owner-occupied CRE
|
463,913
|
|
622,840
|
|
364,561
|
|
270,027
|
|
380,367
|
|
238,533
|
|
(35)
|
|
2,340,206
|
|
26.0
|
%
|
Multifamily residential real estate
|
219,177
|
|
118,251
|
|
218,134
|
|
8,079
|
|
56,466
|
|
1,022
|
|
(1,776)
|
|
619,353
|
|
6.9
|
%
|
Total commercial real estate
|
1,047,594
|
|
1,183,637
|
|
915,066
|
|
567,452
|
|
816,849
|
|
284,776
|
|
(1,183)
|
|
4,814,191
|
|
53.4
|
%
|
Agriculture
|
375,018
|
|
273,188
|
|
100,931
|
|
617,248
|
|
109,752
|
|
61,864
|
|
11,925
|
|
1,549,926
|
|
17.2
|
%
|
Commercial non-real estate
|
271,423
|
|
577,205
|
|
481,367
|
|
124,634
|
|
127,301
|
|
32,741
|
|
282,898
|
|
1,897,569
|
|
21.1
|
%
|
Residential real estate ³
|
206,265
|
|
178,110
|
|
153,586
|
|
46,040
|
|
63,840
|
|
14,244
|
|
(1,635)
|
|
660,450
|
|
7.3
|
%
|
Consumer and other
|
12,388
|
|
20,555
|
|
20,640
|
|
362
|
|
1,428
|
|
7
|
|
33,836
|
|
89,216
|
|
1.0
|
%
|
Total
|
$
|
1,912,688
|
|
$
|
2,232,695
|
|
$
|
1,671,590
|
|
$
|
1,355,736
|
|
$
|
1,119,170
|
|
$
|
393,632
|
|
$
|
325,841
|
|
$
|
9,011,352
|
|
100.0
|
%
|
% by location
|
21.2
|
%
|
24.8
|
%
|
18.5
|
%
|
15.1
|
%
|
12.4
|
%
|
4.4
|
%
|
3.6
|
%
|
100.0
|
%
|
|
1 Balances in this column represent workout loans and certain other loans the Company placed with a central team for enhanced monitoring and potential exit.
|
2 Balances in this column represent commercial and consumer credit card loans, certain other loans managed by our staff, and fair value adjustments related to acquisitions and loans for which we have elected the fair value option, which could result in a negative carrying amount in the event of a net negative fair value adjustment.
|
The following table presents additional detail regarding our agriculture, CRE and residential real estate loans at March 31, 2021.
|
|
|
|
|
|
|
March 31, 2021
|
|
(dollars in thousands)
|
Construction and development
|
$
|
472,939
|
|
Owner-occupied CRE
|
1,381,693
|
Non-owner-occupied CRE
|
2,340,206
|
Multifamily residential real estate
|
619,353
|
Total commercial real estate
|
4,814,191
|
|
Agriculture real estate
|
733,751
|
|
Agriculture operating loans
|
816,175
|
Total agriculture
|
1,549,926
|
|
Commercial non-real estate
|
1,897,569
|
Home equity lines of credit
|
115,301
|
Closed end first lien
|
518,676
|
Closed end junior lien
|
26,473
|
Total residential real estate
|
660,450
|
Consumer and other
|
89,216
|
Total
|
$
|
9,011,352
|
|
Commercial Real Estate. CRE includes commercial and residential construction and development, owner-occupied CRE, non-owner-occupied CRE, and multi-family residential real estate. While CRE lending is a significant component of our overall loan portfolio, we are committed to managing our exposure to riskier construction and development lending specifically, and to CRE lending in general, by targeting relationships with sound management and financials, which are priced to reflect the amount of risk we accept as the lender.
Agriculture. Agriculture loans include farm operating loans and loans collateralized by farm land. According to the American Banker's Association, at December 31, 2020, we were ranked the seventh-largest farm lender bank in the United States measured by total dollar volume of farm loans. We consider agriculture lending one of our core lending areas. We target a portfolio composition for agriculture loans not to exceed 225% of total capital according to our Risk Appetite Statement approved by our Board of Directors. Within our agriculture portfolio, loans are diversified across a wide range of subsectors with the majority of the portfolio concentrated within various types of grain, livestock and dairy products, and across different geographical segments within our footprint. Over recent years, our borrowers have experienced volatile commodity prices, the adverse effects of tariffs imposed on the export of agricultural products, and the effects of waivers of the amount of ethanol to be blended into the country's gasoline production. While these events, the continuing impact of the COVID-19 pandemic or a further downturn in the agriculture economy, could directly and adversely affect our agricultural loan portfolio and indirectly and adversely impact other lending categories including commercial non-real estate, CRE, residential real estate and consumer, we believe there continues to typically be strong secondary sources of repayment for the agriculture loan portfolio.
Commercial Non-Real Estate. Commercial non-real estate, or business lending, represents one of our core competencies through providing a tailored range of integrated products and services, including lending, to small- and medium-enterprise customers. We offer a number of different products including working capital and other shorter-term lines of credit, fixed-rate loans and variable rate loans with interest rate swaps over a wide range of terms, and variable-rate loans with varying terms.
Residential Real Estate. Residential real estate lending reflects 1-to-4 family closed-end first-lien mortgages (primarily single-family long-term first mortgages resulting from acquisitions of other banks), closed-end junior-lien mortgages and HELOCs. A large percentage of our total single-family first mortgage originations are sold into the secondary market in order to meet our interest rate risk management objectives. Our closed-end first-lien mortgages include a small percentage of single-family first mortgages that we originate and do not subsequently sell into the secondary market, including some jumbo products, adjustable rate mortgages and rural home mortgages.
Consumer. Our consumer lending offering comprises a relatively small portion of our total loan portfolio, and predominantly reflects small-balance secured and unsecured products marketed by our branches. Other lending includes all other loan relationships that do not fit within the categories above, primarily consumer and commercial credit cards, customer deposit account overdrafts, and loans in process.
The following table presents the maturity distribution of our loan portfolio as of March 31, 2021. The maturity dates were determined based on the contractual maturity date of the loan.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
1 Year or Less
|
|
>1 Through 5 Years
|
|
>5 Years
|
|
Total
|
|
(dollars in thousands)
|
Maturity distribution:
|
|
|
|
|
|
|
|
Construction and development
|
$
|
219,083
|
|
|
$
|
187,643
|
|
|
$
|
66,213
|
|
|
$
|
472,939
|
|
Owner-occupied CRE
|
99,228
|
|
|
524,606
|
|
|
757,859
|
|
|
1,381,693
|
|
Non-owner-occupied CRE
|
237,135
|
|
|
912,434
|
|
|
1,190,637
|
|
|
2,340,206
|
|
Multifamily residential real estate
|
120,838
|
|
|
246,457
|
|
|
252,058
|
|
|
619,353
|
|
Total commercial real estate
|
676,284
|
|
|
1,871,140
|
|
|
2,266,767
|
|
|
4,814,191
|
|
Agriculture
|
714,009
|
|
|
514,544
|
|
|
321,373
|
|
|
1,549,926
|
|
Commercial non-real estate
|
573,098
|
|
|
989,844
|
|
|
334,627
|
|
|
1,897,569
|
|
Residential real estate
|
46,540
|
|
|
145,621
|
|
|
468,289
|
|
|
660,450
|
|
Consumer and other
|
2,021
|
|
|
73,652
|
|
|
13,543
|
|
|
89,216
|
|
Total
|
$
|
2,011,952
|
|
|
$
|
3,594,801
|
|
|
$
|
3,404,599
|
|
|
$
|
9,011,352
|
|
The following table presents the distribution, as of March 31, 2021, of our loans that were due after one year between fixed and variable interest rates.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
Fixed
|
|
Variable
|
|
Total
|
|
(dollars in thousands)
|
Maturity distribution:
|
|
|
|
|
|
Construction and development
|
$
|
40,739
|
|
|
$
|
213,117
|
|
|
$
|
253,856
|
|
Owner-occupied CRE
|
764,456
|
|
|
518,009
|
|
|
1,282,465
|
|
Non-owner-occupied CRE
|
1,000,372
|
|
|
1,102,699
|
|
|
2,103,071
|
|
Multifamily residential real estate
|
205,636
|
|
|
292,879
|
|
|
498,515
|
|
Total commercial real estate
|
2,011,203
|
|
|
2,126,704
|
|
|
4,137,907
|
|
Agriculture
|
619,960
|
|
|
215,957
|
|
|
835,917
|
|
Commercial non-real estate
|
619,811
|
|
|
704,660
|
|
|
1,324,471
|
|
Residential real estate
|
314,603
|
|
|
299,307
|
|
|
613,910
|
|
Consumer and other
|
35,496
|
|
|
51,699
|
|
|
87,195
|
|
Total
|
$
|
3,601,073
|
|
|
$
|
3,398,327
|
|
|
$
|
6,999,400
|
|
Other Repossessed Property
In the normal course of business, we obtain title to real estate and other assets when borrowers are unable to meet their contractual obligations and we initiate foreclosure proceedings, or via deed in lieu of foreclosure actions. Other repossessed property assets are considered nonperforming assets. When we obtain title to an asset, we evaluate how best to maintain and protect our interest in the property and seek to liquidate the asset at an acceptable price in a timely manner. Our total other repossessed property carrying value was $17.5 million as of March 31, 2021, a decrease of $2.5 million, or 12.5%, compared to September 30, 2020, due primarily to two large liquidations during the period.
The following table presents our other repossessed property balances for the period indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended March 31, 2021
|
|
Six Months Ended March 31, 2021
|
|
(dollars in thousands)
|
Balance, beginning of period
|
$
|
18,086
|
|
|
$
|
20,034
|
|
Additions to other repossessed property
|
878
|
|
|
878
|
|
Valuation adjustments and other
|
(465)
|
|
(473)
|
Sales
|
(970)
|
|
(2,910)
|
Balance, end of period
|
$
|
17,529
|
|
|
$
|
17,529
|
|
Asset Quality
We place an asset on nonaccrual status when management believes, after considering collection efforts and other factors, the borrower's condition is such that collection of interest is doubtful, which is generally 90 days past due. If a borrower has failed to comply with the original contractual terms, further action may be required, including a downgrade in the risk rating, movement to nonaccrual status, a charge-off or the establishment of an individual reserve. If there is a collateral shortfall, we generally work with the borrower for a principal reduction, pledge of additional collateral or guarantee. If these alternatives are not available, we engage in formal collection activities. Restructured loans for which we grant payment or significant interest rate concessions are placed on nonaccrual status until collectability improves and a satisfactory payment history is established, generally by the receipt of at least six consecutive payments.
The following table presents the dollar amount of nonaccrual loans, other repossessed property, restructured performing loans and accruing loans over 90 days past due, at the end of the dates indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31,
2021
|
|
September 30,
2020
|
|
(dollars in thousands)
|
Nonaccrual loans ¹
|
|
|
|
Construction and development
|
$
|
16,238
|
|
|
n/a ³
|
Owner-occupied CRE
|
16,238
|
|
|
n/a ³
|
Non-owner-occupied CRE
|
40,535
|
|
|
n/a ³
|
Multifamily residential real estate
|
1,520
|
|
|
n/a ³
|
Total commercial real estate
|
74,531
|
|
|
$
|
73,501
|
|
Agriculture
|
183,301
|
|
|
217,642
|
|
Commercial non-real estate
|
19,942
|
|
|
26,918
|
|
Residential real estate
|
6,713
|
|
|
6,811
|
|
Consumer and other
|
54
|
|
|
74
|
|
Total nonaccrual loans
|
284,541
|
|
|
324,946
|
|
Other repossessed property
|
17,529
|
|
|
20,034
|
|
Total nonperforming assets
|
302,070
|
|
|
344,980
|
|
Performing TDRs
|
29,914
|
|
|
35,205
|
|
Total nonperforming and restructured assets
|
$
|
331,984
|
|
|
$
|
380,185
|
|
Accruing loans 90 days or more past due
|
$
|
17
|
|
|
$
|
—
|
|
Nonperforming TDRs included in total nonaccrual loans
|
42,477
|
|
|
62,792
|
|
|
|
|
|
Percent of total assets
|
|
|
|
Total nonaccrual loans
|
2.19
|
%
|
|
2.58
|
%
|
Other repossessed property
|
0.13
|
%
|
|
0.16
|
%
|
Nonperforming assets ²
|
2.32
|
%
|
|
2.74
|
%
|
Nonperforming and restructured assets ²
|
2.55
|
%
|
|
3.02
|
%
|
1 Includes nonperforming restructured loans.
|
2 Includes nonaccrual loans, which includes nonperforming restructured loans.
|
3 Balance for this segment is included in total commercial real estate for September 30, 2020.
|
At March 31, 2021 and September 30, 2020, our nonperforming assets were 2.32% and 2.74%, respectively, of total assets. Nonaccrual loans were $284.5 million as of March 31, 2021, which represented a total decrease in nonaccrual loans of $40.4 million compared to September 30, 2020. The decrease resulted from a number of payoffs including $34.3 million of agriculture loans and $6.1 million of non-agriculture loans and no material downgrades.
We recognized approximately $4.3 million of interest income on loans that were on nonaccrual for the first six months of fiscal year 2021. We had average nonaccrual loans (calculated as a two-point average) of $304.7 million outstanding during the first six months of fiscal year 2021. Based on the average loan portfolio yield for these loans for the first six months of fiscal year 2021, we estimate that interest income would have been $6.9 million higher during this period had these loans been accruing.
The Company implemented a more granular risk rating methodology as of October 1, 2020. We consistently monitor all loans internally rated "special mention" or worse because that rating indicates we have identified some potential weakness emerging; but loans rated "special mention" will not necessarily become problem loans or become impaired. Aside from the loans rated "special mention", we do not believe as of March 31, 2021 that we have any potential problem loans that are not already identified as nonaccrual, past due or restructured as it is our policy to promptly reclassify loans as soon as we become aware of doubts as to the borrowers’ ability to meet repayment terms.
When we grant concessions to borrowers that we would not otherwise grant if not for the borrowers’ financial difficulties, such as reduced interest rates or extensions of loan periods, we consider these modifications TDRs.
The following table outlines total TDRs, split between performing and nonperforming loans, at each of the dates indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31,
2021
|
|
September 30,
2020
|
|
Performing TDRs
|
Nonperforming TDRs
|
Total
|
|
Performing TDRs
|
Nonperforming TDRs
|
Total
|
|
(dollars in thousands)
|
Construction and development
|
$
|
1,364
|
|
$
|
24
|
|
$
|
1,388
|
|
|
n/a ¹
|
n/a ¹
|
n/a ¹
|
Owner-occupied CRE
|
6,164
|
|
—
|
|
6,164
|
|
|
n/a ¹
|
n/a ¹
|
n/a ¹
|
Non-owner-occupied CRE
|
11,817
|
|
10,434
|
|
22,251
|
|
|
n/a ¹
|
n/a ¹
|
n/a ¹
|
Multifamily residential real estate
|
—
|
|
—
|
|
—
|
|
|
n/a ¹
|
n/a ¹
|
n/a ¹
|
Total commercial real estate
|
19,345
|
|
10,458
|
|
29,803
|
|
|
$
|
23,215
|
|
$
|
11,913
|
|
$
|
35,128
|
|
Agriculture
|
3,310
|
|
27,342
|
|
30,652
|
|
|
2,976
|
|
45,971
|
|
48,947
|
|
Commercial non-real estate
|
7,017
|
|
4,599
|
|
11,616
|
|
|
8,734
|
|
4,803
|
|
13,537
|
|
Residential real estate
|
242
|
|
56
|
|
298
|
|
|
277
|
|
74
|
|
351
|
|
Consumer and other
|
—
|
|
22
|
|
22
|
|
|
3
|
|
31
|
|
34
|
|
Total
|
$
|
29,914
|
|
$
|
42,477
|
|
$
|
72,391
|
|
|
$
|
35,205
|
|
$
|
62,792
|
|
$
|
97,997
|
|
1 Balance for this segment is included in total commercial real estate for September 30, 2020.
|
As of March 31, 2021, total performing TDRs decreased $5.3 million, or 15.0%, compared to September 30, 2020. Total nonperforming TDRs decreased $20.3 million, or 32.4%, compared to September 30, 2020 primarily due to several relationship payoffs in the agriculture portfolio during the period.
Allowance for Credit Losses
The Company adopted ASU 2016-13, Financial Instruments-Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments, and subsequent related ASUs, on October 1, 2020, which uses the current expected credit loss model ("CECL") to determine the allowance for credit losses based on an ongoing evaluation, driven primarily by monitoring changes in loan risk grades, delinquencies, and other credit risk indicators, which are inherently subjective. The measurement of expected credit losses under the CECL methodology is applicable to financial assets measured at amortized cost, including loan receivables and held-to-maturity debt securities. It also applies to off-balance sheet credit exposures not accounted for as insurance (loan commitments, standby letters of credit, financial guarantees, and other similar instruments) and the net investments in leases recognized by a lessor in accordance with Topic 842 on leases. The CECL methodology requires recognition of lifetime expected credit losses that takes into consideration all relevant information, including historical losses, current conditions and reasonable and supportable forecasts of future operating conditions.
Loans that do not share similar risk characteristics and are collateral dependent, primarily large loans on nonaccrual status and those which have undergone a TDR, are evaluated on an individual basis ("individual reserve"). The reserve related to these loans is calculated using the collateral available to repay the loan, most typically the liquidation value of the collateral (less selling costs, if applicable). The Company has chosen to continue to include small, less complex loans within the collective reserve for loans on nonaccrual or with TDR status.
Loans that are not reserved for on an individual basis are measured on a collective, or pooled basis ("collective reserve"). Loans are aggregated into pools based on similar risk characteristics including borrower type, collateral, type and expected credit loss patterns. The historical loss experience of the pool is generally the starting point for estimating expected credit losses under the collective reserve methodology. The historical loss experience rate of the loan pool is applied to each loan within the segment over the contractual life of each loan, adjusted for estimated prepayments. Management then determines an appropriate macroeconomic forecast based on the expectation of future conditions, including but not limited to the unemployment rate, which is the most significant factor, gross domestic product and corporate bond spreads, and applies the forecast to models which estimate the change in loss expectations relative to the historical loss rates. These models have been implemented in accordance with the Company's Model Risk Management Policy. Additionally, using its new risk rating system, the Company evaluates if the current credit quality of the portfolio materially differs from the one observed over the historical loss period and applies adjustments to the allowance accordingly. Qualitative adjustments may also be made to expected losses based on current and future conditions that may not be fully captured in the modeling components above, such as but not limited to industry, geographic and borrower concentrations, loans servicing practices and changes in underwriting criteria.
ASU 2016-13 requires institutions to establish a supportable forecast and reversion period for forecasted operating conditions. Management determined a two-year forecast period would capture the majority of the impact associated with current
economic conditions and is short enough to be supportable. Additionally, loss rate forecasts follow a straight-line reversion back to the historical loss rate over one year following the initial forecast period.
The following table presents an analysis of our allowance for credit losses, including provisions for credit losses, charge-offs and recoveries, for the periods indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
At and for the Six Months Ended March 31, 2021
|
|
At and for the Fiscal Year Ended September 30, 2020
|
|
(dollars in thousands)
|
Allowance for credit losses on loans:
|
|
|
|
Balance, beginning of period
|
$
|
149,887
|
|
|
$
|
70,774
|
|
Adoption of ASU 2016-13, as amended
|
177,289
|
|
|
—
|
|
Provision for credit losses ³
|
6,976
|
|
|
118,204
|
|
(Improvement) impairment of ASC 310-30 loans
|
—
|
|
|
188
|
|
Charge-offs:
|
|
|
|
Construction and development
|
(27)
|
|
|
n/a ⁴
|
Owner-occupied CRE
|
—
|
|
|
n/a ⁴
|
Non-owner-occupied CRE
|
(33,641)
|
|
|
n/a ⁴
|
Multifamily residential real estate
|
—
|
|
|
n/a ⁴
|
Total commercial real estate
|
(33,668)
|
|
|
(5,181)
|
|
Agriculture
|
(3,388)
|
|
|
(21,705)
|
|
Commercial non-real estate
|
(4,731)
|
|
|
(14,178)
|
|
Consumer
|
(299)
|
|
|
(615)
|
|
Consumer and other
|
(469)
|
|
|
(3,071)
|
|
Total charge-offs
|
(42,555)
|
|
|
(44,750)
|
|
Recoveries:
|
|
|
|
Construction and development
|
339
|
|
|
n/a ⁴
|
Owner-occupied CRE
|
1
|
|
|
n/a ⁴
|
Non-owner-occupied CRE
|
454
|
|
|
n/a ⁴
|
Multifamily residential real estate
|
—
|
|
|
n/a ⁴
|
Total commercial real estate
|
794
|
|
|
1,395
|
|
Agriculture
|
2,497
|
|
|
2,189
|
|
Commercial non-real estate
|
559
|
|
|
1,018
|
|
Residential real estate
|
219
|
|
|
453
|
|
Consumer and other
|
287
|
|
|
416
|
|
Total recoveries
|
4,356
|
|
|
5,471
|
|
Net loan charge-offs
|
(38,199)
|
|
|
(39,279)
|
|
Balance, end of period
|
$
|
295,953
|
|
|
$
|
149,887
|
|
|
|
|
|
Average total loans for the period ¹
|
$
|
9,582,838
|
|
|
$
|
9,908,495
|
|
Total loans at period end ¹
|
9,011,352
|
|
|
10,076,142
|
|
Ratios
|
|
|
|
Net charge-offs to average total loans ²
|
0.80
|
%
|
|
0.40
|
%
|
Allowance for credit losses on loans to:
|
|
|
|
Total loans
|
3.28
|
%
|
|
1.49
|
%
|
Nonaccruing loans
|
104.01
|
%
|
|
46.13
|
%
|
1 Loans are shown at amortized cost.
|
2 Annualized for partial-year periods.
|
3 For March 31, 2021, provision for credit losses in the consolidated statements of income includes $(0.1) million of (reversal of) provision for unfunded commitments reserve.
|
4 Balance for this segment is included in total commercial real estate for September 30, 2020.
|
In the first six months of fiscal year 2021, net charge-offs were $38.2 million, or 0.80%, of average total loans on an annualized basis, comprised of $42.6 million of charge-offs and $4.4 million of recoveries. The net charge-offs included $30.9 million of charge-offs related to the sales of certain hotel loans during the period. Excluding those, net charge-offs for the period were $7.3 million, or 0.15% of average total loans (annualized). For fiscal year 2020, net charge-offs were $39.3 million, or 0.40%, of average total loans.
At March 31, 2021, the allowance for credit losses on loans was 3.28% of our total loan portfolio, compared to 1.49% at September 30, 2020. The balance of the ACL increased to $296.0 million from $149.9 million over the same period due to the impact of CECL adoption on October 1, 2020, where we recognized a Day 1 increase in the ACL of $177.3 million, which resulted in a cumulative effect adjustment decrease of $132.9 million (after-tax) to retained earnings. The tax effect resulted in a $42.9 million increase in deferred tax assets. The increase in ACL related to the adoption of CECL was partially offset by the net impact from provisioning and charge-offs during the quarter.
Additionally, a portion of our loans which are carried at fair value, totaling $568.9 million at March 31, 2021 and $655.2 million at September 30, 2020, respectively, have no associated allowance for credit losses, but rather have a fair value adjustment related to credit risk included within their carrying value, thus driving the overall ratio of allowance for credit losses to total loans lower. The amount of fair value adjustment related to credit risk on these loans was $27.4 million and $30.5 million at March 31, 2021 and September 30, 2020, respectively, or 0.30% and 0.30% of total loans, respectively.
The following table presents management’s allocation of the allowance for credit losses on loans by loan category, in both dollars and percentage of our total allowance for credit losses on loans, to specific loans in those categories at the dates indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
Adjusted balance September 30, 2020 ¹
|
|
Amount
|
Percent
|
|
Amount
|
Percent
|
|
(dollars in thousands)
|
Allocation of allowance for credit losses on loans:
|
|
|
|
|
|
Construction and development
|
$
|
15,088
|
|
5.1
|
%
|
|
$
|
7,012
|
|
4.7
|
%
|
Owner-occupied CRE
|
24,611
|
|
8.3
|
%
|
|
$
|
20,530
|
|
13.7
|
%
|
Non-owner-occupied CRE
|
135,933
|
|
45.9
|
%
|
|
$
|
50,965
|
|
34.0
|
%
|
Multifamily residential real estate
|
11,855
|
|
4.0
|
%
|
|
$
|
6,726
|
|
4.5
|
%
|
Total commercial real estate
|
187,487
|
|
63.3
|
%
|
|
$
|
85,233
|
|
56.9
|
%
|
Agriculture
|
45,783
|
|
15.5
|
%
|
|
27,018
|
|
18.0
|
%
|
Commercial non-real estate
|
52,074
|
|
17.6
|
%
|
|
27,599
|
|
18.4
|
%
|
Residential real estate
|
8,903
|
|
3.0
|
%
|
|
7,465
|
|
5.0
|
%
|
Consumer and other
|
1,706
|
|
0.6
|
%
|
|
2,572
|
|
1.7
|
%
|
Total
|
$
|
295,953
|
|
100.0
|
%
|
|
$
|
149,887
|
|
100.0
|
%
|
1 At September 30, 2020, the allowance balances were reclassified to align with the eight loan portfolio pools established for adoption of CECL. For additional information, see Note 2.
|
Management will continue to evaluate the loan portfolio and assess economic conditions in order to determine future allowance levels and the amount of credit loss provisions. We review the appropriateness of our allowance for credit losses on a monthly basis. Management monitors closely all past due and restructured loans in assessing the appropriateness of its allowance for credit losses. In addition, we follow procedures for reviewing and grading all substantial commercial and agriculture relationships at least annually. Based predominantly upon the review and grading process, we determine the appropriate level of the allowance in response to our assessment of the probable risk of loss inherent in our loan portfolio. Management makes additional credit loss provisions when the results of our problem loan assessment methodology or overall allowance testing of appropriateness indicates additional provisions are required.
The review of problem loans is an ongoing process during which management may determine that additional charge-offs are required or additional loans should be placed on nonaccrual status. We have also recorded an unfunded lending reserve related commitments that represents our estimate of credit losses on the portion of lending commitments that borrowers have not advanced. The Company's change in unfunded commitments reserve from the incurred loss methodology to the current expected credit loss methodology was immaterial as of the date of adoption and therefore no provision was recognized. The balance of the unfunded lending-related commitments reserve was $2.3 million and $2.4 million at March 31, 2021 and September 30, 2020, respectively, and is recorded in accrued expenses and other liabilities in the consolidated balance sheet.
Investment Securities
The following table presents the amortized cost of each category of our investment portfolio at the dates indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31,
2021
|
|
September 30,
2020
|
|
(dollars in thousands)
|
U.S. Treasury securities
|
$
|
99,003
|
|
|
$
|
49,924
|
|
U.S. Agency securities
|
24,975
|
|
|
24,974
|
|
Mortgage-backed securities:
|
|
|
|
Government National Mortgage Association
|
364,551
|
|
|
485,689
|
|
Federal Home Loan Mortgage Corporation
|
1,006,771
|
|
|
578,650
|
|
Federal National Mortgage Association
|
475,493
|
|
|
287,842
|
|
Small Business Assistance Program
|
236,924
|
|
|
244,653
|
|
States and political subdivision securities
|
48,309
|
|
|
54,224
|
|
Other
|
1,006
|
|
|
1,006
|
|
Total
|
$
|
2,257,032
|
|
|
$
|
1,726,962
|
|
We generally invest excess deposits in high-quality, liquid investment securities including residential agency mortgage-backed securities and, to a lesser extent, U.S. Treasury securities, corporate debt securities and securities issued by U.S. states and political subdivisions. Our investment portfolio serves as a means to collateralize FHLB borrowings and public funds deposits, to earn net spread income on excess deposits, to maintain liquidity and to balance interest rate risk. Since September 30, 2020, the fair value of the portfolio has increased by $490.6 million, or 27.6%.
The following table presents the aggregate amortized cost of each investment category of the investment portfolio and the weighted average yield for each investment category for each maturity period held at March 31, 2021. Maturities of mortgage-backed securities may differ from contractual maturities because the mortgages underlying the securities may be called or prepaid without any penalties. The weighted-average yield ("WA Yield") on these assets is presented in the following table based on the contractual rate, as opposed to a tax equivalent yield concept.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
Due in one year
or less
|
|
Due after one year
through five years
|
|
Due after five years
through ten years
|
|
Due after
ten years
|
|
Mortgage-backed
securities
|
|
Securities without
contractual maturities
|
|
Total
|
|
Amount
|
WA Yield
|
|
Amount
|
WA Yield
|
|
Amount
|
WA Yield
|
|
Amount
|
WA Yield
|
|
Amount
|
WA Yield
|
|
Amount
|
WA Yield
|
|
Amount
|
WA Yield
|
|
(dollars in thousands)
|
U.S. Treasury securities
|
$
|
—
|
|
—
|
%
|
|
$
|
49,329
|
|
0.78
|
%
|
|
$
|
49,674
|
|
1.22
|
%
|
|
$
|
—
|
|
—
|
%
|
|
$
|
—
|
|
—
|
%
|
|
$
|
—
|
|
—
|
%
|
|
$
|
99,003
|
|
1.00
|
%
|
U.S. Agency securities
|
—
|
|
—
|
%
|
|
24,975
|
|
1.13
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
24,975
|
|
1.13
|
%
|
Mortgage-backed securities
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
2,083,739
|
|
1.63
|
%
|
|
—
|
|
—
|
%
|
|
2,083,739
|
|
1.63
|
%
|
States and political subdivision securities ¹ ²
|
17,923
|
|
1.74
|
%
|
|
23,081
|
|
1.85
|
%
|
|
7,305
|
|
2.17
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
48,309
|
|
1.86
|
%
|
Other
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
—
|
|
—
|
%
|
|
1,006
|
|
—
|
%
|
|
1,006
|
|
—
|
%
|
Total
|
$
|
17,923
|
|
1.74
|
%
|
|
$
|
97,385
|
|
1.12
|
%
|
|
$
|
56,979
|
|
1.34
|
%
|
|
$
|
—
|
|
—
|
%
|
|
$
|
2,083,739
|
|
1.63
|
%
|
|
$
|
1,006
|
|
—
|
%
|
|
$
|
2,257,032
|
|
1.60
|
%
|
1 Information related to obligations of state and political subdivisions is presented based upon yield to first optional call date if the security is purchased at a premium, yield to maturity if purchased at par or a discount.
|
2 Maturity calculations for obligations of state and political subdivisions are based on the first optional call date for securities with a fair value above par and contractual maturity for securities with a fair value equal to or below par.
|
Available for sale securities are stated at fair value. For available for sale debt securities in an unrealized loss position, management first evaluates whether (1) the Company has the intent to sell a security; or (2) it is more-likely-than-not that the Company will be required to sell the security before recovery of its amortized cost basis. If either criteria is met, the entire amount of unrealized loss is recognized in the consolidated income statement with a corresponding adjustment to the security's amortized cost basis.
If neither criteria is met, the Company evaluates whether the decline in fair value has resulted from credit losses or other factors. In making this assessment, management considers the extent to which fair value is less than amortized cost, any changes to the rating of the security by a rating agency, and adverse conditions specifically related to the security, among other factors. Furthermore, securities issued by the U.S. Government or a U.S. Government sponsored enterprise which carry the explicit or implicit guarantee of the U.S. Government are considered "risk-free" and therefore no credit losses are assumed on those securities. If the assessment indicates a credit loss exists, the amortized cost basis is compared to the present value of cash flows
expected to be collected from the security; if it is less than the amortized cost basis, a credit loss exists and an allowance for credit losses is recorded. Changes in the allowance for credit losses are recorded as a provision for (reversal of) credit losses in the consolidated income statement. If the assessment indicates a credit loss does not exist, the change in fair value is recorded as unrealized gains and losses, net of related taxes, and is included in stockholders’ equity as a component of accumulated other comprehensive income (loss).
Deposits
We obtain funds from depositors by offering consumer and business interest-bearing accounts and term time deposits. At March 31, 2021 and September 30, 2020, our total deposits were $11.56 billion and $11.01 billion, respectively, representing an increase of $555.3 million, or 5.0%, due to a $785.5 million increase in checking and savings deposits across both business and consumer accounts offset with a $138.8 million decrease in business and consumer time deposits and a $91.4 million decrease in public and brokered deposits.
The following table presents the balances and weighted average cost of our deposit portfolio at March 31, 2021 and September 30, 2020.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
September 30, 2020
|
|
Amount
|
Weighted Avg. Cost
|
|
Amount
|
Weighted Avg. Cost
|
|
(dollars in thousands)
|
Noninterest-bearing demand
|
$
|
2,845,309
|
|
—
|
%
|
|
$
|
2,586,743
|
|
—
|
%
|
Interest-bearing demand
|
7,797,041
|
|
0.21
|
%
|
|
7,139,058
|
|
0.26
|
%
|
Time deposits, greater than $250,000
|
226,179
|
|
0.73
|
%
|
|
352,913
|
|
1.12
|
%
|
Time deposits, less than or equal to $250,000
|
695,525
|
|
0.39
|
%
|
|
930,065
|
|
0.75
|
%
|
Total
|
$
|
11,564,054
|
|
0.18
|
%
|
|
$
|
11,008,779
|
|
0.27
|
%
|
At March 31, 2021 and September 30, 2020, we had $170.8 million and $329.0 million, respectively, in brokered deposits, a decrease of $158.2 million, or 48.1%.
Municipal public deposits constituted $1.31 billion and $1.25 billion of our deposit portfolio at March 31, 2021, and September 30, 2020, respectively, of which $945.7 million and $859.7 million, respectively, were required to be collateralized. Our top 10 depositors were responsible for 7.2% and 6.4% of our total deposits at March 31, 2021 and September 30, 2020, respectively.
The following table presents deposits by region.
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31,
2021
|
|
September 30,
2020
|
|
(dollars in thousands)
|
South Dakota / Minnesota / North Dakota
|
$
|
2,969,566
|
|
|
$
|
2,870,119
|
|
Iowa / Missouri
|
3,472,333
|
|
|
3,184,321
|
|
Nebraska / Kansas
|
2,990,155
|
|
|
2,833,921
|
|
Arizona
|
624,269
|
|
|
590,567
|
|
Colorado
|
1,372,320
|
|
|
1,300,351
|
|
Specialized Assets
|
13,112
|
|
|
—
|
|
Other
|
122,299
|
|
|
229,500
|
|
Total deposits
|
$
|
11,564,054
|
|
|
$
|
11,008,779
|
|
We fund a portion of our assets with time deposits that have balances greater than $250,000 and that have maturities generally in excess of six months. At March 31, 2021 and September 30, 2020, our time deposits greater than $250,000 totaled $226.2 million and $352.9 million, respectively. The following table presents the maturities of our time deposits greater than $250,000 and less than or equal to $250,000 in size at March 31, 2021.
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
Greater than $250,000
|
|
Less than or equal to $250,000
|
|
(dollars in thousands)
|
Remaining maturity:
|
|
|
|
Three months or less
|
$
|
83,657
|
|
|
$
|
211,759
|
|
Over three through six months
|
47,497
|
|
|
129,433
|
|
Over six through twelve months
|
59,983
|
|
|
230,289
|
|
Over twelve months
|
35,042
|
|
|
124,044
|
|
Total
|
$
|
226,179
|
|
|
$
|
695,525
|
|
Percent of total deposits
|
2.0
|
%
|
|
6.0
|
%
|
At March 31, 2021 and September 30, 2020, the average remaining maturity of all time deposits was approximately 9 and 8 months, respectively. The average time deposits amount per account was approximately $29,641 and $37,174 at March 31, 2021 and September 30, 2020, respectively.
Derivatives
Prior to 2017 we entered into fixed-rate loans having original maturities of 5 years or greater (typically between 5 and 15 years) with certain of our commercial and agri-business banking customers to assist them in facilitating their risk management strategies. We mitigated our interest rate risk associated with certain of these loans by entering into equal and offsetting fixed-to-floating interest rate swap agreements for these loans with swap counterparties. We elected to account for the loans at fair value under ASC 825, Fair Value Option. Changes in the fair value of these loans are recorded in earnings as a component of noninterest income in the relevant period. The related interest rate swaps are recognized as either assets or liabilities in our financial statements and any gains or losses on these swaps, both realized and unrealized, are recorded in earnings as a component of noninterest income. The interest rate swaps are fully effective from an interest rate risk perspective, as gains and losses on our swaps are directly offset by changes in fair value of the fair value option loans (i.e., swap interest rate risk adjustments are directly offset by associated loan interest rate risk adjustments). Consequently, any changes in noninterest income associated with changes in fair value resulting from interest rate movement, as opposed to changes in credit quality, on the loans are directly offset by equal and opposite unrealized charges to or reductions in noninterest income for the related interest rate swap. Any changes in the fair value of the loans related to credit quality and the derivative interest expense on derivatives are not offsetting amounts within noninterest income. To ensure the correlation of movements in fair value between the interest rate swap and the related loan, we pass on all economic costs associated with our interest rate swap activity resulting from loan customer prepayments (partial or full) to the customer.
In addition, we enter into interest rate derivative contracts to support the business needs of our customers. These interest rate swaps sales are used to enable customers to achieve a long-term fixed rate by selling the customer a long-term variable rate loan indexed to LIBOR plus a credit spread whereby the Bank enters into an interest rate swap with our customer where the customer pays a fixed rate of interest set at the time of origination on the interest rate swap and then the customer receives a floating rate equal to the rate paid on the loan, thus resulting in a fixed rate of interest over the life of the interest rate swap. We then enter into a mirrored interest rate swap with a swap dealer where we pay and receive the same fixed and floating rate as we pay and receive from the interest rate swap we have with our customer. As the interest paid and received by us on the two swaps net to zero, we are left with the variable rate of the long-term loan.
We enter into RPAs with some of our derivative counterparties to assume the credit exposure related to interest rate derivative contracts. Our loan customer enters into an interest rate swap directly with a derivative counterparty and we agree through an RPA to take on the counterparty's risk of loss on the interest rate swap due to a default by the customer. The notional amounts of RPAs sold were $81.7 million and $80.7 million as of March 31, 2021 and September 30, 2020, respectively. Assuming all underlying loan customers defaulted on their obligation to perform under the interest rate swap with a derivative counterparty, the exposure from these RPAs would be $0.2 million and nominal at March 31, 2021 and September 30, 2020, respectively, based on the fair value of the underlying swaps.
Short-Term Borrowings
Our primary sources of short-term borrowings include securities sold under repurchase agreements and certain FHLB advances maturing within 12 months. The following table presents certain information with respect to only our borrowings with original maturities less than 12 months at and for the periods noted.
|
|
|
|
|
|
|
|
|
|
|
|
|
At and for the Six Months Ended March 31, 2021
|
|
At and for the Fiscal Year Ended September 30, 2020
|
|
(dollars in thousands)
|
Short-term borrowings:
|
|
|
|
Securities sold under agreements to repurchase
|
$
|
63,153
|
|
|
$
|
65,506
|
|
|
|
|
|
Other short-term borrowings
|
—
|
|
|
75,000
|
|
Total short-term borrowings
|
$
|
63,153
|
|
|
$
|
140,506
|
|
|
|
|
|
Maximum amount outstanding at any month-end during the period
|
$
|
80,355
|
|
|
$
|
539,809
|
|
Average amount outstanding during the period
|
73,961
|
|
|
218,340
|
|
Weighted average rate for the period
|
0.09
|
%
|
|
0.75
|
%
|
Weighted average rate as of date indicated
|
0.08
|
%
|
|
0.09
|
%
|
Other Borrowings
In addition to the short-term borrowings above, we also had FHLB long-term borrowings of $120.0 million outstanding as of both March 31, 2021 and September 30, 2020.
We had outstanding $73.9 million and $73.8 million of junior subordinated debentures to affiliated trusts in connection with the issuance of trust preferred securities by such trusts as of March 31, 2021 and September 30, 2020, respectively. We are permitted under applicable laws and regulations to count these trust preferred securities as part of our Tier 1 capital.
We issued $35.0 million of fixed-to-floating rate subordinated notes that mature on August 15, 2025 through a private placement. The notes, whose eligibility as Tier 2 capital was reduced by 20% beginning in the quarter ended September 30, 2020, and whose eligibility will continue to reduce 20% on the anniversary date thereof each of the next four years, bear interest at a rate per annum equal to three-month LIBOR for the related interest period plus 3.150%, payable quarterly on each November 15, February 15, April 15 and August 15. During the second quarter of fiscal year 2021, we incurred $0.8 million in interest expense on all outstanding subordinated debentures and notes compared to $1.2 million in the same period in fiscal year 2020. During the first six months of fiscal year 2021, we incurred $1.6 million in interest expense on all outstanding subordinated debentures and notes compared to $2.5 million in the same period in fiscal year 2020.
Off-Balance Sheet Commitments, Commitments, Guarantees and Contractual Obligations
The following table summarizes the maturity of our contractual obligations and other commitments to make future payments at March 31, 2021. Customer deposit obligations categorized as "not determined" include noninterest-bearing demand accounts and interest-bearing demand accounts with no stated maturity date.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
Less Than 1 Year
|
|
1 to 2 Years
|
|
2 to 5 Years
|
|
>5 Years
|
|
Not Determined
|
|
Total
|
|
(dollars in thousands)
|
Contractual Obligations:
|
|
|
|
|
|
|
|
|
|
|
|
Customer deposits
|
$
|
734,379
|
|
|
$
|
104,034
|
|
|
$
|
53,524
|
|
|
$
|
1,528
|
|
|
$
|
10,670,589
|
|
|
$
|
11,564,054
|
|
Securities sold under agreement to repurchase
|
63,153
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
63,153
|
|
FHLB advances and other borrowings
|
—
|
|
|
30,000
|
|
|
90,000
|
|
|
—
|
|
|
—
|
|
|
120,000
|
|
Subordinated debentures
|
—
|
|
|
—
|
|
|
—
|
|
|
75,920
|
|
|
—
|
|
|
75,920
|
|
Subordinated notes payable
|
—
|
|
|
—
|
|
|
35,000
|
|
|
—
|
|
|
—
|
|
|
35,000
|
|
Accrued interest payable
|
2,369
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
2,369
|
|
Interest on FHLB advances
|
3,372
|
|
|
2,949
|
|
|
2,475
|
|
|
—
|
|
|
—
|
|
|
8,796
|
|
Interest on subordinated debentures
|
1,830
|
|
|
1,830
|
|
|
5,491
|
|
|
15,613
|
|
|
—
|
|
|
24,764
|
|
Interest on subordinated notes payable
|
1,172
|
|
|
1,172
|
|
|
2,783
|
|
|
—
|
|
|
—
|
|
|
5,127
|
|
Other Commitments:
|
|
|
|
|
|
|
|
|
|
|
|
Commitments to extend credit—non-credit card
|
$
|
1,425,139
|
|
|
$
|
180,667
|
|
|
$
|
265,763
|
|
|
$
|
175,903
|
|
|
$
|
—
|
|
|
$
|
2,047,472
|
|
Commitments to extend credit—credit card
|
128,718
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
128,718
|
|
Letters of credit
|
53,862
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
53,862
|
|
We rent certain premises and equipment under operating leases. See Note 8 to the consolidated financial statements for additional information on long-term lease arrangements.
Instruments with Off-Balance Sheet Risk
In the normal course of business, we enter into various transactions that are not included in our consolidated financial statements in accordance with GAAP. These transactions include commitments to extend credit to our customers and letters of credit. Commitments to extend credit are agreements to lend to a customer provided there is no violation of any condition established in the commitment. Since many of the commitments are expected to expire without being drawn upon, the total commitment amounts do not necessarily represent future cash requirements. Letters of credit are conditional commitments issued primarily to support or guarantee the performance of a customer’s obligations to a third party. The credit risk involved in issuing letters of credit is essentially the same as originating a loan to the customer. We manage the risks associated with these arrangements by evaluating each customer’s creditworthiness prior to issuance through a process similar to that used by us in deciding whether to extend credit to the customer.
The following table presents the total notional amounts of all commitments by us to extend credit and letters of credit as of the dates indicated.
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31,
2021
|
|
September 30,
2020
|
|
(dollars in thousands)
|
Commitments to extend credit
|
$
|
2,176,190
|
|
|
$
|
2,138,138
|
|
Letters of credit
|
53,862
|
|
65,707
|
Total
|
$
|
2,230,052
|
|
|
$
|
2,203,845
|
|
Liquidity
Liquidity refers to our ability to maintain resources that are adequate to fund operations and meet present and future financial obligations through either the sale or maturity of existing assets or by obtaining additional funding through liability management. We consider the effective and prudent management of liquidity to be fundamental to our health and strength. Our objective is to manage our cash flow and liquidity reserves so that they are adequate to fund our obligations and other commitments on a timely basis and at a reasonable cost.
Our liquidity risk is managed through a comprehensive framework of policies and limits overseen by our Bank’s asset and liability committee. We continuously monitor and make adjustments to our liquidity position by adjusting the balance between sources and uses of funds as we deem appropriate. Our primary measures of liquidity include monthly cash flow analyses under ordinary business activities and conditions and under situations simulating a severe run on our Bank. We also monitor our Bank’s deposit to loan ratio to ensure high quality funding is available to support our strategic lending growth objectives, and have internal management targets for the FDIC’s liquidity ratio, net short-term non-core funding dependence ratio and non-core liabilities to total assets ratio. The results of these measures and analyses are incorporated into our contingency funding plan, which provides the basis for the identification of our liquidity needs. We also acquire brokered deposits when the cost of funds is advantageous to other funding sources.
Great Western Bancorp, Inc. Our primary source of liquidity is cash obtained from dividends paid by our Bank. We primarily use our cash for the payment of dividends, when and if declared by our Board of Directors, and the payment of interest on our outstanding junior subordinated debentures and subordinated notes. We also use cash, as necessary, to satisfy the needs of our Bank through equity contributions and for acquisitions. At March 31, 2021, our holding company had $31.5 million of cash. During the second quarter of fiscal year 2021, we declared and paid a dividend of $0.01 per common share. The outstanding amount under our private placement subordinated capital notes was $35.0 million at March 31, 2021. Our management believes that the sources of available liquidity are adequate to meet all reasonably foreseeable short-term and intermediate-term demands. We may consider raising additional capital in public or private offerings of debt or equity securities. To this end, on June 1, 2020 we filed a shelf registration statement with the SEC registering an indeterminate amount of our common stock, debt securities and other securities which we may decide to issue in the future. The specific terms of any shares or other securities we choose to issue will be based on current market conditions and will be described in a supplement to the prospectus contained in the shelf registration statement.
Great Western Bank. Our Bank maintains sufficient liquidity by maintaining minimum levels of excess cash reserves (measured on a daily basis), a sufficient amount of unencumbered, highly liquid assets and access to contingent funding. At March 31, 2021, our Bank had cash of $1.38 billion (inclusive of $31.5 million of cash from our holding company) and $2.27 billion of highly-liquid securities held in our investment portfolio, of which $1.24 billion were pledged as collateral on public deposits, securities sold under agreements to repurchase, and for other purposes as required or permitted by law. The balance could be sold to meet liquidity requirements. Our Bank had $120.0 million in FHLB borrowings at March 31, 2021, with additional available lines of $1.82 billion. Our Bank also had an additional borrowing capacity of $939.4 million with the FRB Discount Window. Our Bank primarily uses liquidity to meet loan requests and commitments (including commitments under letters of credit), to accommodate outflows in deposits and to take advantage of interest rate market opportunities. At March 31, 2021, we had a total of $2.23 billion of outstanding exposure under commitments to extend credit and issued letters of credit. Our management believes that the sources of available liquidity are adequate to meet all our Bank’s reasonably foreseeable short-term and intermediate-term demands.
Capital
As a bank holding company, we must comply with the capital requirements established by the Federal Reserve, and our Bank must comply with the capital requirements established by the FDIC. The current risk-based guidelines applicable to us and our Bank are based on the Basel III framework, as implemented by the federal bank regulators.
The following table presents our regulatory capital ratios at March 31, 2021 and the standards for both well-capitalized depository institutions and minimum capital requirements. Our capital ratios exceeded applicable regulatory requirements as of that date.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2021
|
|
Actual
|
|
|
|
|
|
Capital Amount
|
Ratio
|
|
Minimum Capital Requirement Ratio ¹
|
|
Well Capitalized Ratio
|
|
(dollars in thousands)
|
Great Western Bancorp, Inc.
|
|
|
|
|
|
|
Tier 1 capital
|
$
|
1,281,944
|
|
13.5
|
%
|
|
6.0
|
%
|
|
N/A
|
Total capital
|
1,428,368
|
15.1
|
%
|
|
8.0
|
%
|
|
N/A
|
Tier 1 leverage
|
1,281,944
|
10.0
|
%
|
|
4.0
|
%
|
|
N/A
|
Common equity Tier 1 ²
|
1,208,045
|
12.8
|
%
|
|
4.5
|
%
|
|
N/A
|
Risk-weighted assets
|
9,461,990
|
|
|
|
|
|
Great Western Bank
|
|
|
|
|
|
|
Tier 1 capital
|
$
|
1,277,960
|
|
13.5
|
%
|
|
6.0
|
%
|
|
8.0
|
%
|
Total capital
|
1,396,359
|
14.8
|
%
|
|
8.0
|
%
|
|
10.0
|
%
|
Tier 1 leverage
|
1,277,960
|
|
10.0
|
%
|
|
4.0
|
%
|
|
5.0
|
%
|
Common equity Tier 1 ²
|
1,277,960
|
|
13.5
|
%
|
|
4.5
|
%
|
|
6.5
|
%
|
Risk-weighted assets
|
9,460,055
|
|
|
|
|
|
|
1 Does not include capital conservation buffer, which was 2.5% at March 31, 2021.
|
At March 31, 2021 and September 30, 2020, our Tier 1 capital included an aggregate of $73.9 million and $73.8 million, respectively, of trust preferred securities issued by our subsidiaries, net of fair value adjustment. At March 31, 2021, our Tier 2 capital included $118.4 million of the allowance for credit losses and $28.0 million of subordinated capital notes whose eligibility as Tier 2 capital was reduced by 20% beginning in the quarter ending September 2020. At September 30, 2020, our Tier 2 capital included $127.2 million of the allowance for credit losses and $28.0 million of subordinated capital notes. Our total risk-weighted assets were $9.46 billion at March 31, 2021.
Non-GAAP Financial Measures
We rely on certain non-GAAP financial measures in making financial and operational decisions about our business. We believe that each of the non-GAAP financial measures presented is helpful in highlighting trends in our business, financial condition and results of operations which might not otherwise be apparent when relying solely on our financial results calculated in accordance with GAAP. We disclose net interest income and related ratios and analysis on a taxable-equivalent basis, which may also be considered non-GAAP financial measures. We believe this presentation to be the preferred industry measurement of net interest income as it provides a relevant comparison of net interest income arising from taxable and tax-exempt sources. In addition, certain performance measures, including the efficiency ratio and net interest margin utilize net interest income on a taxable-equivalent basis.
In particular, we evaluate our profitability and performance based on our adjusted net income, adjusted earnings per common share, pre-provision pre-tax income ("PTPP"), tangible net income and return on average tangible common equity. Our adjusted net income and adjusted earnings per common share exclude the after-tax effect of items with a significant impact to net income that we do not believe to be recurring in nature, (e.g., one-time acquisition expenses as well as the second quarter of fiscal year 2020 COVID-19 impact on credit and other related charges and the impairment of goodwill and certain intangible assets). Our PTPP income excludes total provision for credit losses, credit gain/losses on loans held for investment measured at fair value and goodwill impairment. Our tangible net income and return on average tangible common equity exclude the effects of amortization expense relating to intangible assets and our acquisitions of other institutions. We believe these measures help highlight trends associated with our financial condition and results of operations by providing net income and return information excluding significant nonrecurring items (for adjusted net income and adjusted earnings per common share), measure our ability to generate capital by providing net income excluding credit losses (for PTPP income) and measure net income based on our cash payments and receipts during the applicable period (for tangible net income and return on average tangible common equity).
We also evaluate our profitability and performance based on our adjusted net interest income, adjusted net interest margin, adjusted interest income on loans and adjusted yield on loans. We adjust each of these four measures to include the derivative interest expense we use to manage interest rate risk on certain of our loans, which we believe economically offsets the interest income earned on the loans. Similarly, we evaluate our operational efficiency based on our efficiency ratio, which excludes the effect of amortization of core deposit and other intangibles (a non-cash expense item) and includes the tax benefit associated with our tax-advantaged loans.
We evaluate our financial condition based on the ratio of our tangible common equity to our tangible assets and the ratio of our tangible common equity to common shares outstanding. Our calculation of this ratio excludes the effect of our goodwill and other intangible assets. We believe this measure is helpful in highlighting the common equity component of our capital and because of its focus by federal bank regulators when reviewing the health and strength of financial institutions in recent years and when considering regulatory approvals for certain actions, including capital actions. We also believe the ratio of our tangible common equity to common shares outstanding is helpful in understanding our stockholders’ relative ownership position as we undertake various actions to issue and retire common shares outstanding.
Reconciliations for each of these non-GAAP financial measures to the closest GAAP financial measures are included in the following tables. Each of the non-GAAP financial measures presented should be considered in context with our GAAP financial results included in this filing.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
At or for the six months ended:
|
|
At or for the three months ended:
|
|
March 31,
2021
|
March 31,
2020
|
|
March 31,
2021
|
December 31,
2020
|
September 30,
2020
|
June 30,
2020
|
March 31,
2020
|
|
(Dollars in thousands except share and per share amounts)
|
Adjusted net income and adjusted earnings per common share:
|
|
|
|
|
|
|
|
|
Net income (loss) - GAAP
|
$
|
92,618
|
|
$
|
(697,344)
|
|
|
$
|
51,299
|
|
$
|
41,319
|
|
$
|
11,136
|
|
$
|
5,400
|
|
$
|
(740,618)
|
|
Add: COVID-19 related impairment of goodwill and certain intangible assets, net of tax
|
—
|
|
713,013
|
|
|
—
|
|
—
|
|
—
|
|
—
|
|
713,013
|
|
Add: COVID-19 impact on credit and other related charges, net of tax
|
—
|
|
56,685
|
|
|
—
|
|
—
|
|
—
|
|
—
|
|
56,685
|
|
Adjusted net income
|
$
|
92,618
|
|
$
|
72,354
|
|
|
$
|
51,299
|
|
$
|
41,319
|
|
$
|
11,136
|
|
$
|
5,400
|
|
$
|
29,080
|
|
|
|
|
|
|
|
|
|
|
Weighted average diluted common shares outstanding
|
55,351,871
|
|
56,141,816
|
|
|
55,456,399
|
|
55,247,343
|
|
55,164,548
|
|
55,145,619
|
|
55,906,002
|
|
Earnings per common share - diluted
|
$
|
1.68
|
|
$
|
(12.42)
|
|
|
$
|
0.93
|
|
$
|
0.75
|
|
$
|
0.20
|
|
$
|
0.10
|
|
$
|
(13.25)
|
|
Adjusted earnings per common share - diluted
|
$
|
1.68
|
|
$
|
1.29
|
|
|
$
|
0.93
|
|
$
|
0.75
|
|
$
|
0.20
|
|
$
|
0.10
|
|
$
|
0.52
|
|
|
|
|
|
|
|
|
|
|
Pre-tax pre-provision income ("PTPP"):
|
|
|
|
|
|
|
|
|
Income (loss) before income taxes - GAAP
|
$
|
118,668
|
|
$
|
(722,475)
|
|
|
$
|
65,960
|
|
$
|
52,708
|
|
$
|
10,279
|
|
$
|
5,878
|
|
$
|
(778,348)
|
|
Add: Provision for credit losses - GAAP
|
6,899
|
|
79,898
|
|
|
(5,000)
|
|
11,899
|
|
16,853
|
|
21,641
|
|
71,795
|
|
Add: Change in fair value of FVO loans and related derivatives - GAAP
|
1,630
|
|
12,657
|
|
|
(42)
|
|
1,672
|
|
24,648
|
|
25,001
|
|
10,533
|
|
Add: Goodwill impairment - GAAP
|
—
|
|
742,352
|
|
|
—
|
|
—
|
|
—
|
|
—
|
|
742,352
|
|
Pre-tax pre-provision income
|
$
|
127,197
|
|
$
|
112,432
|
|
|
$
|
60,918
|
|
$
|
66,279
|
|
$
|
51,780
|
|
$
|
52,520
|
|
$
|
46,332
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
At or for the six months ended:
|
|
At or for the three months ended:
|
|
March 31,
2021
|
March 31,
2020
|
|
March 31,
2021
|
December 31,
2020
|
September 30,
2020
|
June 30,
2020
|
March 31,
2020
|
|
(Dollars in thousands except share and per share amounts)
|
Tangible net income and return on average tangible common equity:
|
|
|
|
|
|
|
|
|
Net income (loss) - GAAP
|
$
|
92,618
|
|
$
|
(697,344)
|
|
|
$
|
51,299
|
|
$
|
41,319
|
|
$
|
11,136
|
|
$
|
5,400
|
|
$
|
(740,618)
|
|
Add: Amortization of intangible assets and COVID-19 related impairment of goodwill and certain intangible assets, net of tax
|
522
|
|
713,817
|
|
|
261
|
|
261
|
|
261
|
|
261
|
|
713,440
|
|
Tangible net income (loss)
|
$
|
93,140
|
|
$
|
16,473
|
|
|
$
|
51,560
|
|
$
|
41,580
|
|
$
|
11,397
|
|
$
|
5,661
|
|
$
|
(27,178)
|
|
|
|
|
|
|
|
|
|
|
Average common equity
|
$
|
1,065,732
|
|
$
|
1,913,277
|
|
|
$
|
1,049,388
|
|
$
|
1,082,077
|
|
$
|
1,174,996
|
|
$
|
1,163,724
|
|
$
|
1,918,035
|
|
Less: Average goodwill and other intangible assets
|
5,873
|
|
744,702
|
|
|
5,742
|
|
6,004
|
|
6,265
|
|
6,527
|
|
741,257
|
|
Average tangible common equity
|
$
|
1,059,859
|
|
$
|
1,168,575
|
|
|
$
|
1,043,646
|
|
$
|
1,076,073
|
|
$
|
1,168,731
|
|
$
|
1,157,197
|
|
$
|
1,176,778
|
|
|
|
|
|
|
|
|
|
|
Return on average common equity *
|
17.4
|
%
|
(72.9)
|
%
|
|
19.8
|
%
|
15.2
|
%
|
3.8
|
%
|
1.9
|
%
|
(155.3)
|
%
|
Return on average tangible common equity **
|
17.6
|
%
|
2.8
|
%
|
|
20.0
|
%
|
15.3
|
%
|
3.9
|
%
|
2.0
|
%
|
(9.3)
|
%
|
* Calculated as net income - GAAP divided by average common equity. Annualized for partial-year periods.
|
** Calculated as tangible net income divided by average tangible common equity. Annualized for partial-year periods.
|
|
|
|
|
|
|
|
|
|
Adjusted net interest income and adjusted net interest margin (fully-tax equivalent basis):
|
|
|
|
|
|
|
|
|
Net interest income - GAAP
|
$
|
210,778
|
|
$
|
207,156
|
|
|
$
|
102,870
|
|
$
|
107,908
|
|
$
|
106,018
|
|
$
|
106,251
|
|
$
|
101,983
|
|
Add: Tax equivalent adjustment
|
3,175
|
|
3,037
|
|
|
1,577
|
|
1,598
|
|
1,508
|
|
1,601
|
|
1,514
|
|
Net interest income (FTE)
|
213,953
|
|
210,193
|
|
|
104,447
|
|
109,506
|
|
107,526
|
|
107,852
|
|
103,497
|
|
Add: Derivative interest expense
|
(6,575)
|
|
(2,141)
|
|
|
(3,182)
|
|
(3,393)
|
|
(3,541)
|
|
(3,040)
|
|
(1,251)
|
|
Adjusted net interest income (FTE)
|
$
|
207,378
|
|
$
|
208,052
|
|
|
$
|
101,265
|
|
$
|
106,113
|
|
$
|
103,985
|
|
$
|
104,812
|
|
$
|
102,246
|
|
|
|
|
|
|
|
|
|
|
Average interest-earning assets
|
$
|
12,019,526
|
|
$
|
11,567,032
|
|
|
$
|
12,073,497
|
|
$
|
11,965,555
|
|
$
|
12,184,093
|
|
$
|
12,156,505
|
|
$
|
11,590,453
|
|
Net interest margin (FTE) *
|
3.57
|
%
|
3.63
|
%
|
|
3.51
|
%
|
3.63
|
%
|
3.51
|
%
|
3.57
|
%
|
3.59
|
%
|
Adjusted net interest margin (FTE) **
|
3.46
|
%
|
3.60
|
%
|
|
3.40
|
%
|
3.52
|
%
|
3.40
|
%
|
3.47
|
%
|
3.55
|
%
|
* Calculated as net interest income (FTE) divided by average interest earning assets. Annualized for partial-year periods.
|
** Calculated as adjusted net interest income (FTE) divided by average interest earning assets. Annualized for partial-year periods.
|
|
|
|
|
|
|
|
|
|
Adjusted net interest income and adjusted net interest margin (fully-tax equivalent basis):
|
|
|
|
|
|
|
|
|
Interest income - GAAP
|
$
|
207,597
|
|
$
|
229,679
|
|
|
$
|
100,274
|
|
$
|
107,323
|
|
$
|
106,305
|
|
$
|
107,725
|
|
$
|
111,970
|
|
Add: Tax equivalent adjustment
|
3,175
|
|
3,037
|
|
|
1,577
|
|
1,598
|
|
1,508
|
|
1,601
|
|
1,514
|
|
Interest income (FTE)
|
210,772
|
|
232,716
|
|
|
101,851
|
|
108,921
|
|
107,813
|
|
109,326
|
|
113,484
|
|
Add: Derivative interest expense
|
(6,575)
|
|
(2,141)
|
|
|
(3,182)
|
|
(3,393)
|
|
(3,541)
|
|
(3,040)
|
|
(1,251)
|
|
Adjusted interest income (FTE)
|
$
|
204,197
|
|
$
|
230,575
|
|
|
$
|
98,669
|
|
$
|
105,528
|
|
$
|
104,272
|
|
$
|
106,286
|
|
$
|
112,233
|
|
|
|
|
|
|
|
|
|
|
Average non-ASC310-30 loans
|
$
|
9,291,950
|
|
$
|
9,525,157
|
|
|
$
|
9,016,221
|
|
$
|
9,567,679
|
|
$
|
9,977,591
|
|
$
|
9,974,802
|
|
$
|
9,496,153
|
|
Yield (FTE) *
|
4.55
|
%
|
4.89
|
%
|
|
4.58
|
%
|
4.52
|
%
|
4.30
|
%
|
4.41
|
%
|
4.81
|
%
|
Adjusted yield (FTE) **
|
4.41
|
%
|
4.84
|
%
|
|
4.44
|
%
|
4.38
|
%
|
4.16
|
%
|
4.29
|
%
|
4.75
|
%
|
* Calculated as interest income (FTE) divided by average loans. Annualized for partial-year periods.
|
** Calculated as adjusted interest income (FTE) divided by average loans. Annualized for partial-year periods.
|
|
|
|
|
|
|
|
|
|
Efficiency ratio:
|
|
|
|
|
|
|
|
|
Total revenue - GAAP
|
$
|
242,119
|
|
$
|
222,806
|
|
|
$
|
120,063
|
|
$
|
122,056
|
|
$
|
102,068
|
|
$
|
94,568
|
|
$
|
101,900
|
|
Add: Tax equivalent adjustment
|
3,175
|
|
3,037
|
|
|
1,577
|
|
1,598
|
|
1,508
|
|
1,601
|
|
1,514
|
|
Total revenue (FTE)
|
$
|
245,294
|
|
$
|
225,843
|
|
|
$
|
121,640
|
|
$
|
123,654
|
|
$
|
103,576
|
|
$
|
96,169
|
|
$
|
103,414
|
|
|
|
|
|
|
|
|
|
|
Noninterest expense
|
$
|
116,552
|
|
$
|
865,383
|
|
|
$
|
59,103
|
|
$
|
57,449
|
|
$
|
74,936
|
|
$
|
67,049
|
|
$
|
808,453
|
|
Less: Amortization of intangible assets and COVID-19 related impairment of goodwill and certain intangible assets
|
522
|
|
743,206
|
|
|
261
|
|
261
|
|
261
|
|
278
|
|
742,779
|
|
Tangible noninterest expense
|
$
|
116,030
|
|
$
|
122,177
|
|
|
$
|
58,842
|
|
$
|
57,188
|
|
$
|
74,675
|
|
$
|
66,771
|
|
$
|
65,674
|
|
|
|
|
|
|
|
|
|
|
Efficiency ratio *
|
47.3
|
%
|
54.1
|
%
|
|
48.4
|
%
|
46.2
|
%
|
72.1
|
%
|
69.4
|
%
|
63.5
|
%
|
* Calculated as the ratio of tangible noninterest expense to total revenue (FTE).
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
At or for the six months ended:
|
|
At or for the three months ended:
|
|
March 31,
2021
|
March 31,
2020
|
|
March 31,
2021
|
December 31,
2020
|
September 30,
2020
|
June 30,
2020
|
March 31,
2020
|
|
(Dollars in thousands except share and per share amounts)
|
Tangible common equity and tangible common equity to tangible assets:
|
|
|
|
|
|
|
|
|
Total stockholders' equity
|
$
|
1,093,919
|
|
$
|
1,153,464
|
|
|
$
|
1,093,919
|
|
$
|
1,068,501
|
|
$
|
1,162,933
|
|
$
|
1,160,644
|
|
$
|
1,153,464
|
|
Less: Goodwill and other intangible assets
|
5,643
|
|
6,703
|
|
|
5,643
|
|
5,904
|
|
6,164
|
|
6,425
|
|
6,703
|
|
Tangible common equity
|
$
|
1,088,276
|
|
$
|
1,146,761
|
|
|
$
|
1,088,276
|
|
$
|
1,062,597
|
|
$
|
1,156,769
|
|
$
|
1,154,219
|
|
$
|
1,146,761
|
|
|
|
|
|
|
|
|
|
|
Total assets
|
$
|
13,013,739
|
|
$
|
12,387,808
|
|
|
$
|
13,013,739
|
|
$
|
12,814,383
|
|
$
|
12,604,439
|
|
$
|
12,934,328
|
|
$
|
12,387,808
|
|
Less: Goodwill and other intangible assets
|
5,643
|
|
6,703
|
|
|
5,643
|
|
5,904
|
|
6,164
|
|
6,425
|
|
6,703
|
|
Tangible assets
|
$
|
13,008,096
|
|
$
|
12,381,105
|
|
|
$
|
13,008,096
|
|
$
|
12,808,479
|
|
$
|
12,598,275
|
|
$
|
12,927,903
|
|
$
|
12,381,105
|
|
|
|
|
|
|
|
|
|
|
Tangible common equity to tangible assets
|
8.4
|
%
|
9.3
|
%
|
|
8.4
|
%
|
8.3
|
%
|
9.2
|
%
|
8.9
|
%
|
9.3
|
%
|
|
|
|
|
|
|
|
|
|
Tangible book value per share:
|
|
|
|
|
|
|
|
|
Total stockholders' equity
|
$
|
1,093,919
|
|
$
|
1,153,464
|
|
|
$
|
1,093,919
|
|
$
|
1,068,501
|
|
$
|
1,162,933
|
|
$
|
1,160,644
|
|
$
|
1,153,464
|
|
Less: Goodwill and other intangible assets
|
5,643
|
|
6,703
|
|
|
5,643
|
|
5,904
|
|
6,164
|
|
6,425
|
|
6,703
|
|
Tangible common equity
|
$
|
1,088,276
|
|
$
|
1,146,761
|
|
|
$
|
1,088,276
|
|
$
|
1,062,597
|
|
$
|
1,156,769
|
|
$
|
1,154,219
|
|
$
|
1,146,761
|
|
|
|
|
|
|
|
|
|
|
Common shares outstanding
|
55,111,403
|
|
55,013,928
|
|
|
55,111,403
|
|
55,105,105
|
|
55,014,189
|
|
55,014,047
|
|
55,013,928
|
|
Book value per share - GAAP
|
$
|
19.85
|
|
$
|
20.97
|
|
|
$
|
19.85
|
|
$
|
19.39
|
|
$
|
21.14
|
|
$
|
21.10
|
|
$
|
20.97
|
|
Tangible book value per share
|
$
|
19.75
|
|
$
|
20.84
|
|
|
$
|
19.75
|
|
$
|
19.28
|
|
$
|
21.03
|
|
$
|
20.98
|
|
$
|
20.84
|
|
Recent Accounting Pronouncements
See "Note 2. New Accounting Standards" in the accompanying "Notes to Consolidated Financial Statements (Unaudited)" included in this report for a discussion of new accounting pronouncements and their expected impact on our financial statements.
Impact of Inflation and Changing Prices
Our financial statements included in this report have been prepared in accordance with GAAP, which requires us to measure financial position and operating results primarily in terms of historic dollars. Changes in the relative value of money due to inflation or recession generally are not considered. The primary effect of inflation on our operations is reflected in increased operating costs. In our management’s opinion, changes in interest rates affect the financial condition of a financial institution to a far greater degree than changes in the inflation rate. While interest rates are greatly influenced by changes in the inflation rate, they do not necessarily change at the same rate or in the same magnitude as the inflation rate. Interest rates are highly sensitive to many factors that are beyond our control, including changes in the expected rate of inflation, the influence of general and local economic conditions and the monetary and fiscal policies of the United States government, its agencies and various other governmental regulatory authorities.
Critical Accounting Policies and the Impact of Accounting Estimates
See "Note 1. Nature of Operations and Summary of Significant Policies" in the accompanying "Notes to Consolidated Financial Statements (Unaudited)" included in this report for a discussion of changes to our securities, loans, allowance for credit losses, unfunded commitments and unfunded commitments reserve, and accrued interest receivable policies as a result of adopting ASU 2016-13, Financial Instruments-Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments, and subsequent related ASUs, in the current fiscal year. In the second quarter of fiscal year 2021, the Company purchased securities under agreements to resell which are collateralized by FHA/VA loans guaranteed by the U.S. government. See Note 1 for additional policy information. The remainder of our critical accounting policies and accounting estimates have had no material changes from those disclosed in our Annual Report on Form 10-K for the fiscal year ended September 30, 2020.