EDWARDS LIFESCIENCES CORPORATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued) 2.
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) In May 2014, the FASB issued an update to the accounting guidance on revenue recognition.
The new guidance provides a comprehensive, principles-based approach to revenue recognition, and supersedes most previous revenue recognition guidance.
The core principle of the guidance is that an entity should recognize revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services.
The guidance also requires improved disclosures on the nature, amount, timing, and uncertainty of revenue that is recognized.
In August 2015, the FASB issued an update to the guidance to defer the effective date by one year, such that the new standard will be effective for annual reporting periods beginning after December 15, 2017 and interim periods therein.
The new guidance can be applied retrospectively to each prior reporting period presented, or retrospectively with the cumulative effect of the change recognized at the date of the initial application.
The Company is assessing all of the potential impacts of the revenue recognition guidance and has not yet selected an adoption method.
The Company will adopt the new guidance effective January 1, 2018.
Although the Company has not yet completed its assessment of the new revenue recognition guidance, the Company’s analysis of contracts related to the sale of its heart valve therapy products under the new revenue recognition guidance supports the recognition of revenue at a point-in-time, which is consistent with its current revenue recognition model.
Heart valve therapy sales accounted for approximately 80% of the Company’s sales for the year ended December 31, 2016.
The Company is currently assessing the potential impact of the guidance on contracts related to the sale of its critical care products, specifically sales outside of the United States.3.
INTELLECTUAL PROPERTY LITIGATION EXPENSES (INCOME), NET In May 2014, the Company entered into an agreement with Medtronic, Inc.  and its affiliates (‘‘Medtronic’’) to settle all outstanding patent litigation between the companies, including all cases related to transcatheter heart valves.
Pursuant to the agreement, all pending cases or appeals in courts and patent offices worldwide have been dismissed, and the parties will not litigate patent disputes with each other in the field of transcatheter valves for the eight-year term of the agreement.
Under the terms of a patent cross-license that is part of the agreement, Medtronic made a one-time, upfront payment to the Company for past damages in the amount of $750.0 million.
In addition, Medtronic will pay the Company quarterly license royalty payments through April 2022.
For sales in the United States, subject to certain conditions, the royalty payments will be based on a percentage of Medtronic’s sales of transcatheter aortic valves, with a minimum annual payment of $40.0 million and a maximum annual payment of $60.0 million.
A separate royalty payment will be calculated based on sales of Medtronic transcatheter aortic valves manufactured in the United States but sold elsewhere.
The Company accounted for the settlement agreement as a multiple-element arrangement and allocated the total consideration to the identifiable elements based upon their relative fair value.
The consideration assigned to each element was as follows (in millions):
## Table 0 ##
Noninterest Income The following table summarizes the components of noninterest income and the percent change from year to year:
## Table 1 ##
Client investment fees decreased in 2003 from 2002 and 2001.
We offer private label investment, sweep products, and asset management services to clients on which we earn fees on clients’ average balances, ranging from 10 to 100 basis points in 2003, 12.5 to 107 basis points in 2002, and 11 to 107 basis points in 2001.
At December 31, 2003, $9.3 billion in client funds were invested in these products, compared to $8.5 billion in 2002, and $9.3 billion in 2001.
Of these funds, $6.4 billion, $8.5 billion, and $6.4 billion were invested in mutual fund products as of December 31, 2003, 2002, and 2001, respectively.
Total invested client funds have increased between 2002 and 2003, however, the decrease in client investment fees from year to year was due to a shift in client investment mix.
The sustained low interest rate environment has caused lower priced investment products to become a more attractive investment strategy for many of our clients.
In the first quarter of 2003, we established a registered investment advisor (SVB Asset Management) to meet the demand for active management of client investment portfolios.
We expect this action will allow us to provide a more expansive and competitive array of investment products and service to our clients.
While the fees earned per dollar managed has been reduced, our strategy is to make up for the lower fees through greater volume.
At December 31, 2003, SVB Asset Management had $591.6 million of assets under management.
Deposit service charges have increased steadily from year to year, primarily due to increased client usage of our expanded and enhanced suite of fee-based cash management services.
Additionally, clients compensate us for depository services, either through earnings credits computed on their demand deposit balances, or through explicit payments recognized by us as deposit service charges income.
Earnings credits are calculated using client average daily deposit balances, less a reserve requirement and a discounted U. S.  Treasury bill interest rate.
Clients received lower earnings credits in 2003, as compared to the prior years due to lower market interest rates.
As such, our clients had fewer credits to offset deposit service charges.
Thus, we earned higher recognizable deposit service charges year over year.
Corporate finance fees increased slightly in 2003 from 2002.
Corporate finance fees totaled $12.1 million in 2002, a substantial increase from 2001.
In 2002, Alliant Partners, our investment-banking subsidiary, generated the entire balance of $12.1 million.
SVB Securities, Inc. , generated $1.1 million in corporate finance fees in 2001.
The increase in corporate finance fees from 2001 to 2002 was primarily due to the acquisition of Alliant on September 28, 2001, which increased our mergers and acquisitions advisory activity.
See “Item 8.
Consolidated Financial Statements and Supplementary Data—Note 2 to the Consolidated Financial Statements—Business Combinations.
” Alliant’s revenues are typically a function of the valuation of their clients’ mergers and acquisitions transactions.
In recent years, economic events have depressed valuations of high technology and life sciences corporations.
Thus, Alliant has not achieved its merger and acquisition revenue goals.
Consequently, we have incurred aggregate impairment of goodwill charges of $63.0 million in 2003, see the discussion under the heading “Noninterest Expense” contained later in this “Management Discussion and Analysis of Financial Condition and Results of Operations” section.
Table of Contents Other Liabilities A summary of other liabilities as of December 31, 2010 and 2009 is as follows:
## Table 2 ##
(1) See “Derivatives, Net” section above.
Accrued Compensation Accrued compensation includes amounts for vacation time, our Incentive Compensation Plan, Direct Drive Incentive Compensation Plan, Long-Term Cash Incentive Plan, Retention Program, Warrant Incentive Plan, ESOP and other compensation arrangements.
For a description of our variable compensation plans please refer to Note 16—“Employee Compensation and Benefit Plans” of the “Notes to the Consolidated Financial Statements” under Part II, Item 8 in this report.
Accrued compensation increased by $41.2 million in 2010 as a result of us exceeding our internal performance targets for 2010 as compared to our 2009 incentive compensation levels, which were at half of target levels as we did not achieve all of our internal performance targets for 2009.
Reserve for Unfunded Credit Commitments The level of reserve for unfunded credit commitments is determined following a methodology that parallels that used for the allowance for loan losses.
We recognized a provision for unfunded credit commitments of $4.1 million in 2010, compared to a reduction of provision of $1.4 million in 2009.
The provision in 2010 is a function of the increase in our total unfunded credit commitments balance, the composition of commitments and the application of the reserve methodology to our unfunded loan portfolio.
Total unfunded credit commitments balance increased to $6.3 billion as of December 31, 2010, compared to $5.3 billion as of December 31, 2009.
Noncontrolling Interests Noncontrolling interests totaled $473.9 million and $345.8 million at December 31, 2010 and 2009, respectively.
The increase of $128.1 million was primarily due to equity transactions, which included $95.1 million of contributed capital from investors in four of our managed funds of funds for investing in limited partnerships, as well as net income attributable to noncontrolling interests of $41.9 million in 2010, primarily from two of our managed funds of funds.
Capital Resources Our management seeks to maintain adequate capital to support anticipated asset growth, operating needs and unexpected credit risks, and to ensure that SVB Financial and the Bank are in compliance with all regulatory capital guidelines.
Our primary sources of new capital include retained earnings and proceeds from the sale and issuance of capital stock or other securities.
Our management engages, in consultation with our Finance Committee of the Board of Directors, in a regular capital planning process in an effort to make effective use of the capital available to us.
The capital plan considers capital needs for the foreseeable future and allocates capital to both existing and future business activities.
Expected future use or activities for which capital may be set aside include balance sheet growth and associated relative increases in market or credit exposure, investment activity, potential product and business expansions, acquisitions and strategic or infrastructure investments.
(1) See Note 7–“Investment Securities” of the “Notes to the Consolidated Financial Statements” under Part II, Item 8 in this report, for further disclosure related to non-marketable and other securities.
Subject to applicable regulatory requirements, including the Volcker Rule (See "Business - Supervision and Regulation" under Part I, Item 1 in this report), we make commitments to invest in venture capital and private equity funds, which in turn make investments generally in, or in some cases make loans to, privately-held companies .
Commitments to invest in these funds are generally made for a 10 -year period from the inception of the fund.
Although the limited partnership agreements governing these investments typically do not restrict the general partners from calling 100% of committed capital in one year, it is customary for these funds to generally call most of the capital commitments over 5 to 7 years; however in certain cases, the funds may not call 100% of committed capital over the life of the fund.
The actual timing of future cash requirements to fund these commitments is generally dependent upon the investment cycle, overall market conditions, and the nature and type of industry in which the privately held companies operate.
Liquidity The objective of liquidity management is to ensure that funds are available in a timely manner to meet our financial obligations, including, as necessary, paying creditors, meeting depositors’ needs, accommodating loan demand and growth, funding investments, repurchasing securities and other operating or capital needs, without incurring undue cost or risk, or causing a disruption to normal operating conditions.
We regularly assess the amount and likelihood of projected funding requirements through a review of factors such as historical deposit volatility and funding patterns, present and forecasted market and economic conditions, individual client funding needs, and existing and planned business activities.
Our Asset/Liability Committee (“ALCO”), which is a management committee, provides oversight to the liquidity management process and recommends policy guidelines for the approval of the Finance Committee of our Board of Directors, and courses of action to address our actual and projected liquidity needs.
Our deposit base is, and historically has been, our primary source of liquidity.
Our deposit levels and cost of deposits may fluctuate from time to time due to a variety of factors, including market conditions, prevailing interest rates, changes in client deposit behaviors, availability of insurance protection, and our offering of deposit products.
At December 31, 2014 , our period-end total deposit balances increased by $11.9 billion to $34.3 billion , compared to $22.5 billion at December 31, 2013 .
The overall increase in deposit balances was primarily due to the addition of new clients and increased fundraising activity by our private equity/venture capital clients.
Our liquidity requirements can also be met through the use of our portfolio of liquid assets.
Our definition of liquid assets includes cash and cash equivalents in excess of the minimum levels necessary to carry out normal business operations, short-term investment securities maturing within one year, available-for-sale securities eligible and available for financing or pledging purposes with a maturity in excess of one year and anticipated near-term cash flows from investments.
On a stand-alone basis, SVB Financial’s primary liquidity channels include dividends from the Bank, its portfolio of liquid assets, and its ability to raise debt and capital.
The ability of the Bank to pay dividends is subject to certain regulations described in “Business—Supervision and Regulation—Restriction on Dividends” under Part I, Item 1 in this report.
Consolidated Summary of Cash Flows Below is a summary of our average cash position and statement of cash flows for 2014 , 2013 and 2012 , respectively: (For further details, see our consolidated statements of cash flows under "Consolidated Financial Statements and Supplemental Data" under Part II, Item 8 in this report. )
## Table 3 ##
Average cash and cash equivalents increased by $1.1 billion to $2.7 billion in 2014 , compared to $1.6 billion for the comparable 2013 period.
The increase was primarily due to the strong growth in client deposit balances.

<table><tr><td>Past damages</td><td>$754.3</td></tr><tr><td>License agreement</td><td>238.0</td></tr><tr><td>Covenant not to sue</td><td>77.7</td></tr><tr><td>Total</td><td>$1,070.0</td></tr></table>
<table><tr><td> </td><td colspan="3">Years Ended December 31,</td><td colspan="2"> % Change</td></tr><tr><td> </td><td>2003</td><td>2002</td><td>2001</td><td> 2003 / 2002</td><td> 2002 / 2001</td></tr><tr><td> </td><td colspan="5"> (Dollars in thousands)</td></tr><tr><td>Client investment fees</td><td>$23,991</td><td>$30,671</td><td>$41,598</td><td>-21.8%</td><td>-26.3%</td></tr><tr><td>Deposit service charges</td><td>13,202</td><td>9,072</td><td>6,196</td><td>45.5</td><td>46.4</td></tr><tr><td>Corporate finance fees</td><td>13,149</td><td>12,110</td><td>2,911</td><td>8.6</td><td>316.0</td></tr><tr><td>Letter of credit and foreign exchange income</td><td>12,856</td><td>15,225</td><td>12,655</td><td>-15.6</td><td>20.3</td></tr><tr><td>Income from client warrants</td><td>7,528</td><td>1,661</td><td>8,500</td><td>353.2</td><td>-80.5</td></tr><tr><td>Credit card fees</td><td>3,431</td><td>955</td><td>625</td><td>259.3</td><td>52.8</td></tr><tr><td>Investment losses</td><td>-8,402</td><td>-9,825</td><td>-12,373</td><td>-14.5</td><td>-20.6</td></tr><tr><td>Other</td><td>9,305</td><td>7,989</td><td>10,721</td><td>16.5</td><td>-25.5</td></tr><tr><td>Total noninterest income</td><td>$75,060</td><td>$67,858</td><td>$70,833</td><td>10.6%</td><td>-4.2%</td></tr></table>
<table><tr><td></td><td colspan="3">Year ended December 31,</td></tr><tr><td> (Dollars in thousands)</td><td>2009</td><td>2008</td><td>2007</td></tr><tr><td>Average cash and due from banks</td><td>$238,911</td><td>$279,520</td><td>$275,907</td></tr><tr><td>Average federal funds sold, securities purchased under agreement to resell and other short-term investmentsecurities</td><td>3,333,182</td><td>507,365</td><td>357,673</td></tr><tr><td>Average cash and cash equivalents</td><td>$3,572,093</td><td>$786,885</td><td>$633,580</td></tr><tr><td>Percentage of total average assets</td><td>31.5%</td><td>10.6%</td><td>10.5%</td></tr><tr><td>Net cash provided by operating activities</td><td>$131,056</td><td>$165,715</td><td>$173,991</td></tr><tr><td>Net cash used for investing activities</td><td>-1,901,559</td><td>-1,596,183</td><td>-515,506</td></tr><tr><td>Net cash provided by financing activities</td><td>2,846,631</td><td>3,184,019</td><td>392,104</td></tr><tr><td>Net increase in cash and cash equivalents</td><td>$1,076,128</td><td>$1,753,551</td><td>$50,589</td></tr></table>
<table><tr><td></td><td colspan="3">Year ended December 31,</td></tr><tr><td>(Dollars in thousands)</td><td>2014</td><td>2013</td><td>2012</td></tr><tr><td>Average cash and cash equivalents</td><td>$2,697,926</td><td>$1,584,042</td><td>$1,494,961</td></tr><tr><td>Percentage of total average assets</td><td>8.2%</td><td>6.8%</td><td>7.0%</td></tr><tr><td>Net cash provided by operating activities</td><td>$255,517</td><td>$171,778</td><td>$196,108</td></tr><tr><td>Net cash used for investing activities</td><td>-12,233,931</td><td>-2,838,988</td><td>-2,886,368</td></tr><tr><td>Net cash provided by financing activities</td><td>12,250,649</td><td>3,197,006</td><td>2,584,295</td></tr><tr><td>Net increase (decrease) in cash and cash equivalents</td><td>$272,235</td><td>$529,796</td><td>$-105,965</td></tr></table>

Question: If Corporate finance fees develops with the same increasing rate in 2003, what will it reach in 2004? (in thousand)
Answer: 14277.14294