FDIC Quarterly

Quarterly Banking Profile:

Third Quarter 2015

Financial Performance and 

Management Structure of 

Small, Closely Held Banks

2015, Volume 9, Number 4
Chairman Martin J. Gruenberg

Director, Division of Insurance Diane Ellis

and Research

Executive Editor Richard A. Brown

Managing Editors Matthew Green

Jack Reidhill

Philip A. Shively

Editors Clayton Boyce

Peggi Gill

Frank Solomon

Kathy Zeidler

Publication Manager Lynne Montgomery

Media Inquiries (202) 898-6993

The FDIC Quarterly is published by the Division of Insurance and Research of the Federal Deposit 

Insurance Corporation and contains a comprehensive summary of the most current financial results 

for the banking industry. Feature articles appearing in the FDIC Quarterly range from timely analysis 

of economic and banking trends at the national and regional level that may affect the risk exposure of 

FDIC-insured institutions to research on issues affecting the banking system and the development of 

regulatory policy.

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2015, Volume 9, Number 4

FDIC Quarterly

The views expressed are those of the authors and do not necessarily reflect official positions of the Federal Deposit Insurance

Corporation. Some of the information used in the preparation of this publication was obtained from publicly available sources 

that are considered reliable. However, the use of this information does not constitute an endorsement of its accuracy by the 

Federal Deposit Insurance Corporation. Articles may be reprinted or abstracted if the publication and author(s) are credited. 

Please provide the FDIC’s Division of Insurance and Research with a copy of any publications containing reprinted material.

Quarterly Banking Profile: Third Quarter 2015

FDIC-insured institutions reported aggregate net income of $40.4 billion in the third quarter of 2015, up 

$1.9 billion (5.1 percent) from a year earlier. The increase in earnings was mainly attributable to a $3.2 

billion decline in noninterest expenses, as itemized litigation expenses at large banks were $2.7 billion 

lower than a year ago. Of the 6,270 insured institutions reporting third quarter financial results, more 

than half (58.9 percent) reported year-over-year growth in quarterly earnings. The proportion of banks 

that were unprofitable during the third quarter fell to 5 percent, down from 6.6 percent a year earlier and 

the lowest since the first quarter of 2005. See page 1.

Community Bank Performance

Community banks—which represent 93 percent of insured institutions—reported net income of $5.2 

billion in the third quarter, up $363.4 million (7.5 percent) from one year earlier. The increase was 

driven by higher net interest income and noninterest income, and lower provision expense. The 

12-month growth rate in loan balances at community banks was 8.5 percent, almost twice the rate of 

noncommunity banks. Asset quality indicators continued to improve, and community banks accounted 

for 44 percent of small loans to businesses. See page 15.

Insurance Fund Indicators

Insured deposits increased by 1.1 percent in the third quarter of 2015. The DIF reserve ratio rose to 

1.09 percent on September 30, 2015, up from 1.06 percent at June 30, 2015, and 0.88 percent at 

September 30, 2014. One FDIC-insured institution failed during the quarter. See page 23.

Featured Article:

Financial Performance and Management Structure of 

Small, Closely Held Banks

Closely held banks may face operational challenges in raising external capital and recruiting future 

managers, especially in rural areas. At the same time, closely held banks may have certain operational 

advantages, including the ability to focus on long-term goals and to minimize principal-agent problems 

that may arise from the separation of ownership and operational control. This paper compares the performance of closely and widely held banks as identified in a survey of FDIC bank examiners and finds that 

closely held banks do not appear, on net, to be underperforming widely held banks in recent years. 

Closely held banks where the day-to-day manager is a member of the ownership group seem to outperform 

banks with a hired manager. The survey of bank examiners in three FDIC supervisory Regions was used to 

identify the ownership and management structure of more than 1,350 community banks. The survey 

results suggest that almost 75 percent of community banks in these Regions can be regarded as closely 

held, typically on the basis of family or community ties. See page 38.
FDIC Quarterly 1 2015, Volume 9, No. 4

Quarterly Banking Profile Third Quarter 2015

Earnings Rise, Profitability Remains Flat

Reductions in expenses for litigation reserves 

outweighed weakness in net operating revenue at large 

banks as third quarter net income for FDIC-insured 

institutions totaled $40.4 billion. This represents 

an increase of $1.9 billion (5.1 percent) from the 

$38.4 billion reported in third quarter 2014. Well over 

half of all banks, or 58.9 percent, reported higher quarterly earnings than the year-ago quarter. The proportion of banks that were unprofitable fell to 5 percent, 

compared with 6.6 percent in third quarter 2014. The 

average return on assets was essentially unchanged at 

1.02 percent, versus 1.01 percent the year before.

Revenues Increase at Most Banks

Net operating revenue—the sum of net interest income 

and total noninterest income—was only $488 million 

(0.3 percent) higher than in third quarter 2014. Net 

interest income was $1.8 billion (1.7 percent) above 

the year-ago level, while noninterest income was 

$1.3 billion (2 percent) lower. The year-over-year 

decline in quarterly noninterest income reflects lower 

income from asset servicing, reduced gains from loan 

sales, and lower trading income. These weaknesses were 

most evident among the largest banks. Three of the four 

largest banks reported year-over-year declines in net 

operating revenue totaling $3.3 billion (6.3 percent). 

However, for the industry as a whole, more than two 

out of every three institutions (68.8 percent) reported 

increased net operating revenue, and the median 

growth rate was 3.6 percent. 

■ Quarterly Income of $40.4 Billion Is 5 Percent Higher Than the 

Year-Ago Quarter

■ Lower Noninterest Expenses Are Key to Higher Industry Earnings

■ Industry Revenue Is Largely Unchanged From the Year Before

■ 12-Month Loan Growth Rate Rises to 5.9 Percent

INSURED INSTITUTION PERFORMANCE

Quarterly Net Income

All FDIC-Insured Institutions

Source: FDIC.

Billions of Dollars

-$20

-$10

$0

$10

$20

$30

$40

$50

1234 1 2 34123 41234 1 23412 3412 3

Securities and Other Gains/Losses, Net

Net Operating Income

-6.1

-12.6

2009 2010

2.1

-1.7

17.4

20.9

23.821.4

28.7

2011

28.5

35.2

25.3

34.8

2012

34.5

37.5

34.4

2013

40.338.236.1

39.837.3

2014

40.138.436.5

2015

39.8

43.0

40.4

Chart 1 Chart 2

Unprotable Institutions and Institutions

With Increased Earnings

Percentage of All FDIC-Insured Institutions

Source: FDIC.

0

10

20

30

40

50

60

70

80

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Percentage of Institutions With Year-Over-Year

Quarterly Income Growth

Percentage of Institutions With Quarterly Losses
FDIC Quarterly 2 2015, Volume 9, No. 4

Expenses Improve at Large Banks

Total noninterest expense was $3.2 billion (2.9 percent) 

less than third quarter 2014, although fewer than one in 

three banks (31.4 percent) reported reduced expenses. 

Itemized litigation expenses at a few large banks were 

$2.7 billion lower, and charges for goodwill impairment 

declined by $578 million (45.4 percent). Expenses 

for salaries and employee benefits fell by $199 million 

(0.4 percent), as insured institutions reported 10,178 

fewer employees than in the year-ago quarter.

Margins Remain Near Historic Low

The industry posted an average net interest margin 

(NIM) of 3.08 percent, below the 3.15 percent average 

in third quarter 2014. However, this is the second 

quarter in a row that the industry NIM has been 

above the 30-year low of 3.02 percent reached in first 

quarter 2015. 

Loss Provisions Continue to Trend Up

For a fifth consecutive quarter, loan-loss provisions 

were higher than a year ago. Banks set aside $8.5 billion 

in the third quarter to cover loan losses, which was 

$1.3 billion (17.9 percent) more than in third quarter 2014. Slightly more than one-third of all banks, 

or 34.3 percent, reported year-over-year increases in 

loss provisions.

Loan Losses Decline Further

Loan losses were lower than third quarter 2014. Net 

charge-offs (NCOs) totaled $8.7 billion in the third 

quarter, down $569 million (6.2 percent) compared 

with the year earlier. This is the 21st consecutive quarter in which NCOs have registered a year-over-year 

decline. The quarterly NCO rate fell to 0.4 percent 

from 0.45 percent in third quarter 2014. This is the 

lowest quarterly NCO rate for the industry since third 

quarter 2006. NCOs were lower in most major loan 

categories. One exception was loans to commercial and 

industrial (C&I) borrowers, where NCOs increased by 

$231 million (25.3 percent). 

Noncurrent Balances Improve Across Most 

Loan Categories

The amount of loans that were noncurrent (90 days or 

more past due or in nonaccrual status) fell for the 22nd 

quarter in a row. Between the end of June and the end 

of September, noncurrent loan balances declined by 

$5.5 billion (3.8 percent). However, noncurrent C&I 

loans increased for a third consecutive quarter, rising 

by $1.5 billion (13.8 percent). The average noncurrent 

loan rate declined from 1.69 percent to 1.61 percent 

during the quarter, and is now at the lowest level since 

year-end 2007.

Chart 4

Noncurrent Loan Rate and Quarterly Net Charge-Off Rate

All FDIC-Insured Institutions

Percent

Source: FDIC.

0

1

2

3

4

5

6

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Noncurrent Loan Rate

Quarterly Net Charge-Off Rate

Chart 3

Quarterly Net Operating Revenue

All FDIC-Insured Institutions

Billions of Dollars

Source: FDIC.

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Quarterly Noninterest Income

Quarterly Net Interest Income
FDIC Quarterly 3 2015, Volume 9, No. 4

Quarterly Banking Profile

Banks Increase Reserves for Commercial Loans

Banks reduced their loan-loss reserves for the 21st 

consecutive quarter, as NCOs of $8.7 billion exceeded 

the $8.5 billion in provisions that banks added to 

reserves. Aggregate loan-loss reserves declined by 

$1.1 billion (0.9 percent) during the three months 

ended September 30. The industry’s ratio of reserves 

to total loans and leases declined from 1.4 percent 

to 1.37 percent. This is the lowest level for this ratio 

since the end of 2007. The coverage ratio of reserves to 

noncurrent loans rose for a 12th consecutive quarter, 

from 82.7 percent at the end of June to 85.2 percent 

at the end of September, as the decline in noncurrent 

loan balances outweighed the reduction in reserves. 

Institutions with more than $1 billion in assets, which 

report disaggregated reserves, increased their reserves 

for non-real estate commercial loans by $989 million 

(3.4 percent), even as they reduced their total reserves 

by $819 million (0.8 percent).

Retained Earnings Bolster Equity Growth

Total equity capital increased by $21.5 billion 

(1.2 percent) in the third quarter, as retained earnings 

contributed $14.7 billion to capital growth. Accumulated other comprehensive income increased by 

$4.8 billion. Banks declared $25.6 billion in dividends 

in the quarter, only $44 million (0.2 percent) more 

than in third quarter 2014. At the end of the quarter, 

98.8 percent of all insured institutions, representing 

99.9 percent of total industry assets, met or exceeded 

the highest capital requirements as defined for Prompt 

Corrective Action purposes.

Commercial Real Estate Loans Lead Asset Growth

Total assets increased by only $46.5 billion 

(0.3 percent) during the quarter as banks reduced their 

inventories of cash and balances due from depository institutions by $56.4 billion (3.1 percent). Loans 

and leases increased by $95.3 billion (1.1 percent), 

led by nonfarm nonresidential real estate loans (up 

$23.8 billion, 2 percent), multifamily residential real 

estate loans (up $13.9 billion, 4.4 percent), credit card 

balances (up $13.6 billion, 1.9 percent), auto loans (up 

$10.8 billion, 2.7 percent), and real estate construction 

and development loans (up $10.3 billion, 4 percent). 

Loans to small businesses and farms rose by $1.6 billion 

(0.2 percent). Banks increased their investment securities by $25.9 billion (0.8 percent), with most of the 

growth consisting of an increase in mortgage-backed 

securities (up $31.2 billion, 1.7 percent).

Chart 5

Capital Ratios

All FDIC-Insured Institutions

Percent

Source: FDIC.

0

2

4

6

8

10

12

14

16

18

2007 2008 2009 2010 2011 2012 2013 2014 2015

Total Risk-Based Capital Ratio

Tier 1 Risk-Based Capital Ratio

Equity to Assets Ratio

Core Capital (Leverage) Ratio

Chart 6

Quarterly Change in Loan Balances

All FDIC-Insured Institutions Billions of Dollars

146

196

108

6643

189

237

203

61

28

-6

-116 -109

-210

-133-107

-7

-126

67

24

134

-63

102

65

118

-37

74 7091

38

178

51

149

53

185

95

-140

221*

-14

-$250

-$200

-$150

-$100

-$50

$0

$50

$100

$150

$200

$250

$300

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Source: FDIC.

* FASB Statements 166 and 167 resulted in the consolidation of large amounts of securitized 

loan balances back onto banks’ balance sheets in the first quarter of 2010. Although the 

total amount consolidated cannot be precisely quantified, the industry would have reported

a decline in loan balances for the quarter absent this change in accounting standards. 

-109

146
FDIC Quarterly 4 2015, Volume 9, No. 4

Retail Deposits Fund Balance Sheet Growth

Total deposits increased by $58 billion (0.5 percent) 

during the quarter, with foreign office deposits falling 

by $4.7 billion (0.3 percent) and deposits in domestic 

offices rising by $62.7 billion (0.6 percent). Most of 

the deposit growth consisted of smaller-denomination 

deposits. Estimated insured deposits increased by 

$69.1 billion (1.1 percent). Banks reduced their 

nondeposit liabilities by $32.8 billion as borrowings 

from Federal Home Loan Banks fell by $18.3 billion 

(3.9 percent) and securities sold under repurchase 

agreements declined by $17.7 billion (6.3 percent).

New Charter Is Only Second Start-Up in 

Almost Five Years

The number of FDIC-insured commercial banks and 

savings institutions filing quarterly financial results 

declined from 6,348 to 6,270 during the third quarter. 

Merger transactions absorbed 72 institutions; there was 

one insured institution failure, and one new charter was 

added. This is only the second new charter (excluding 

charters created to absorb failed banks) of an FDICinsured institution since December 2010. During the 

quarter, the number of full-time equivalent employees 

at FDIC-insured institutions declined from 2,042,405 to 

2,038,462. The number of banks on the FDIC’s “Problem List” declined from 228 to 203, and total assets of 

“problem” banks fell from $56.5 billion to $51.1 billion.

Author: Ross Waldrop, Senior Banking Analyst

Division of Insurance and Research

(202) 898-3951

Chart 7

Quarterly Change in Asset Funding

All FDIC-Insured Institutions Billions of Dollars

-$500

-$400

-$300

-$200

-$100

$0

$100

$200

$300

$400

$500

2007 2008 2009 2010 2011 2012 2013 2014 2015

Equity Capital

Nondeposit Liabilities

Deposits

Source: FDIC.

Chart 8

Number and Assets of Banks on the “Problem List”

Assets (Billions of Dollars)

Source: FDIC.

Number 

0 

100 

200 

300 

400 

500 

600 

700 

800 

900 

1,000

$0

$50

$100

$150

$200

$250

$300

$350

$400

$450

$500

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 

Number of Problem Banks

Problem Bank Assets

203

51
FDIC Quarterly 5 2015, Volume 9, No. 4

Quarterly Banking Profile

TABLE I-A. Selected Indicators, All FDIC-Insured Institutions* 2015** 2014** 2014 2013 2012 2011 2010

Return on assets (%)������������������������������������������������������������������������������������������������������ 1.05 1.03 1.01 1.07 1.00 0.

Return on equity (%)������������������������������������������������������������������������������������������������������� 9.33 9.17 9.01 9.54 8.90 7.

Core capital (leverage) ratio (%) ������������������������������������������������������������������������������������ 9.61 9.51 9.45 9.40 9.15 9.

Noncurrent assets plus other real estate owned to assets (%) ������������������������������������ 0.99 1.29 1.20 1.63 2.20 2.

Net charge-offs to loans (%) ������������������������������������������������������������������������������������������ 0.42 0.49 0.49 0.69 1.10 1.

Asset growth rate (%) ����������������������������������������������������������������������������������������������������� 2.94 5.10 5.59 1.94 4.02 4.

Net interest margin (%)��������������������������������������������������������������������������������������������������� 3.05 3.15 3.14 3.26 3.42 3.

Net operating income growth (%)����������������������������������������������������������������������������������� 5.88 2.07 -0.73 12.83 17.76 43.60 

Number of institutions reporting������������������������������������������������������������������������������������� 6,270 6,589 6,509 6,812 7,083 7,357 7,658

Commercial banks��������������������������������������������������������������������������������������������������� 5,410 5,670 5,607 5,847 6,072 6,275 6,519

Savings institutions ������������������������������������������������������������������������������������������������� 860 919 902 965 1,011 1,082 1,139

Percentage of unprofitable institutions (%)�������������������������������������������������������������������� 4.78 6.60 6.28 8.15 11.00 16.2

Number of problem institutions �������������������������������������������������������������������������������������� 203 329 291 467 651 813 884

Assets of problem institutions (in billions) ��������������������������������������������������������������������� $51 $102 $87 $153 $233 $319 $390

Number of failed institutions������������������������������������������������������������������������������������������� 6 14 18 24 51 92 157

Number of assisted institutions�������������������������������������������������������������������������������������� 0 0 0 0 0 0 0

* Excludes insured branches of foreign banks (IBAs)

** Through September 30, ratios annualized where appropriate. Asset growth rates are for 12 months ending september 3

TABLE II-A. Aggregate Condition and Income Data, All FDIC-Insured Institutions

(dollar figures in millions)  3rd Quarter

2015

2nd Quarter

2015

3rd Quarter

2014

%Change 

14Q3-15Q3

Number of institutions reporting������������������������������������������������������������������������������������� 6,270 6,348 6,589 -4.

Total employees (full-time equivalent)��������������������������������������������������������������������������� 2,038,462 2,042,405 2,048,640 -0.

CONDITION DATA

Total assets��������������������������������������������������������������������������������������������������������������������� $15,800,219 $15,753,685 $15,348,842 2.

Loans secured by real estate���������������������������������������������������������������������������������� 4,307,188 4,261,412 4,136,131 4.

 1-4 Family residential mortgages �������������������������������������������������������������������� 1,887,013 1,880,064 1,838,276 2.

 Nonfarm nonresidential������������������������������������������������������������������������������������ 1,199,543 1,175,789 1,133,409 5.

 Construction and development 266,088 255,774 230,477 15.

 Home equity lines��������������������������������������������������������������������������������������������� 471,539 477,910 496,130 -5.

Commercial & industrial loans �������������������������������������������������������������������������������� 1,802,149 1,798,015 1,672,435 7.

Loans to individuals������������������������������������������������������������������������������������������������� 1,453,749 1,422,688 1,382,419 5.

 Credit cards ������������������������������������������������������������������������������������������������������ 714,790 701,190 683,022 4.

Farm loans��������������������������������������������������������������������������������������������������������������� 79,159 76,344 72,926 8.

Other loans & leases����������������������������������������������������������������������������������������������� 1,001,990 990,420 898,107 11.

Less: Unearned income ������������������������������������������������������������������������������������������ 1,942 1,925 1,922 1.

Total loans & leases ������������������������������������������������������������������������������������������������ 8,642,292 8,546,955 8,160,096 5.

Less: Reserve for losses����������������������������������������������������������������������������������������� 118,558 119,646 125,254 -5.

Net loans and leases����������������������������������������������������������������������������������������������� 8,523,734 8,427,309 8,034,841 6.

Securities����������������������������������������������������������������������������������������������������������������� 3,303,921 3,278,029 3,166,081 4.

Other real estate owned������������������������������������������������������������������������������������������ 16,118 17,515 24,891 -35.

Goodwill and other intangibles ������������������������������������������������������������������������������� 356,949 359,993 363,934 -1.

All other assets�������������������������������������������������������������������������������������������������������� 3,599,496 3,670,840 3,759,095 -4.

Total liabilities and capital ���������������������������������������������������������������������������������������������� 15,800,219 15,753,685 15,348,842 2.

Deposits������������������������������������������������������������������������������������������������������������������� 11,990,437 11,932,441 11,596,585 3.

 Domestic office deposits���������������������������������������������������������������������������������� 10,649,105 10,586,399 10,172,707 4.

 Foreign office deposits������������������������������������������������������������������������������������� 1,341,332 1,346,042 1,423,878 -5.

Other borrowed funds ��������������������������������������������������������������������������������������������� 1,382,904 1,430,708 1,393,698 -0.

Subordinated debt��������������������������������������������������������������������������������������������������� 92,163 92,571 97,389 -5.

All other liabilities ���������������������������������������������������������������������������������������������������� 537,619 522,235 534,340 0.

Total equity capital (includes minority interests)���������������������������������������������������� 1,797,096 1,775,730 1,726,830 4.

 Bank equity capital������������������������������������������������������������������������������������������� 1,790,375 1,768,861 1,718,404 4.

Loans and leases 30-89 days past due������������������������������������������������������������������������� 61,158 59,144 66,207 -7.

Noncurrent loans and leases ����������������������������������������������������������������������������������������� 139,170 144,702 171,923 -19.

Restructured loans and leases �������������������������������������������������������������������������������������� 74,153 76,828 89,190 -16.

Mortgage-backed securities ������������������������������������������������������������������������������������������ 1,818,696 1,787,500 1,718,461 5.

Earning assets���������������������������������������������������������������������������������������������������������������� 14,169,513 14,110,622 13,695,294 3.

FHLB Advances�������������������������������������������������������������������������������������������������������������� 455,477 473,738 443,157 2.

Unused loan commitments��������������������������������������������������������������������������������������������� 6,802,991 6,680,672 6,435,142 5.

Trust assets��������������������������������������������������������������������������������������������������������������������� 16,865,318 17,780,968 18,187,509 -7.

Assets securitized and sold ������������������������������������������������������������������������������������������� 846,683 873,089 967,831 -12.

Notional amount of derivatives��������������������������������������������������������������������������������������� 194,663,554 201,004,777 243,042,211 -19.

INCOME DATA

First Three 

Quarters 2015

First Three 

Quarters 2014 %Change

3rd Quarter 

2015

3rd Quarter 

2014

%Change 

14Q3-15Q3

Total interest income ������������������������������������������������������������������� $356,366 $351,521 1.4 $120,289 $118,779 1

Total interest expense ����������������������������������������������������������������� 34,684 35,654 -2.7 11,545 11,840 -2

Net interest income �������������������������������������������������������������� 321,683 315,867 1.8 108,744 106,940 1

Provision for loan and lease losses �������������������������������������������� 24,958 21,554 15.8 8,501 7,210 17

Total noninterest income������������������������������������������������������������� 190,567 188,064 1.3 63,255 64,571 -2

Total noninterest expense ����������������������������������������������������������� 312,520 315,187 -0.9 105,558 108,761 -3

Securities gains (losses)������������������������������������������������������������� 2,895 2,347 23.3 838 755 11

Applicable income taxes ������������������������������������������������������������� 54,356 53,299 2.0 18,278 17,661 3

Extraordinary gains, net�������������������������������������������������������������� 49 -116 N/M -34 -112 N/M

Total net income (includes minority interests)��������������������� 123,360 116,121 6.2 40,466 38,522 5

 Bank net income������������������������������������������������������������ 122,952 115,639 6.3 40,356 38,411 5

Net charge-offs���������������������������������������������������������������������������� 26,555 29,670 -10.5 8,675 9,244 -6

Cash dividends ���������������������������������������������������������������������������� 77,187 67,323 14.7 25,643 25,599 0

Retained earnings ����������������������������������������������������������������������� 45,766 48,316 -5.3 14,713 12,812 14

Net operating income����������������������������������������������������������� 121,294 114,558 5.9 39,932 38,076 4

N/M - Not Meaningful
FDIC Quarterly 6 2015, Volume 9, No. 4

TABLE III-A. Third Quarter 2015, All FDIC-Insured Institutions

Asset Concentration Groups*

THIRD QUARTER

(The way it is...)

All Insured 

Institutions

Credit 

Card 

Banks

International 

Banks

Agricultural 

Banks

Commercial 

Lenders

Mortgage 

Lenders

Consumer 

Lenders

Other 

Specialized 

<$1 Billion

All Other 

<$1 Billion

All Other 

>$1 Billion

Number of institutions reporting����������������������� 6,270 14 4 1,494 3,124 515 57 337 663 62

Commercial banks������������������������������������� 5,410 12 4 1,477 2,812 123 43 300 584 55

Savings institutions ����������������������������������� 860 2 0 17 312 392 14 37 79 7

Total assets (in billions)������������������������������������ $15,800.2 $519.6 $3,836.6 $274.8 $5,508.6 $416.3 $184.5 $54.8 $118.

Commercial banks������������������������������������� 14,726.6 411.5 3,836.6 269.1 5,120.2 145.0 93.4 48.8 101

Savings institutions ����������������������������������� 1,073.6 108.0 0.0 5.7 388.4 271.3 91.1 6.1 

Total deposits (in billions)��������������������������������� 11,990.4 296.7 2,701.6 225.2 4,285.2 317.3 154.3 43.7 99

Commercial banks������������������������������������� 11,163.0 218.2 2,701.6 222.0 4,001.7 117.7 77.8 39.6 85

Savings institutions ����������������������������������� 827.4 78.5 0.0 3.2 283.5 199.6 76.5 4.1 

Bank net income (in millions) ��������������������������� 40,356 3,647 8,114 252 13,550 599 490 349 224 13,132

Commercial banks������������������������������������� 37,568 2,677 8,114 217 12,717 450 264 157 197 12,775

Savings institutions ����������������������������������� 2,788 970 0 34 833 149 225 192 27 356

Performance Ratios (annualized, %)

Yield on earning assets������������������������������������ 3.40 10.65 2.59 4.17 3.66 3.18 4.16 3.02

Cost of funding earning assets ������������������������ 0.33 0.96 0.29 0.46 0.38 0.63 0.45 0.35

Net interest margin������������������������������������ 3.08 9.70 2.29 3.71 3.28 2.55 3.71 2.66

Noninterest income to assets��������������������������� 1.61 4.39 1.78 0.67 1.28 0.53 1.38 6.93

Noninterest expense to assets������������������������� 2.68 6.44 2.52 3.43 2.71 2.18 2.77 5.81

Loan and lease loss provision to assets���������� 0.22 2.41 0.12 0.10 0.14 -0.02 0.47 0.03

Net operating income to assets ����������������������� 1.01 2.83 0.83 0.35 0.99 0.54 1.07 2.53

Pretax return on assets ������������������������������������ 1.49 4.50 1.16 0.61 1.40 0.82 1.69 3.56

Return on assets����������������������������������������������� 1.02 2.83 0.84 0.37 0.99 0.57 1.08 2.55

Return on equity ����������������������������������������������� 9.09 19.11 8.50 3.19 8.44 4.93 10.52 16.65

Net charge-offs to loans and leases���������������� 0.40 2.61 0.49 0.08 0.20 0.12 0.58 0.19

Loan and lease loss provision to 

net charge-offs���������������������������������������������� 98.00 120.42 68.83 199.68 98.90 -26.37 109.22 54.53 10

Efficiency ratio �������������������������������������������������� 60.16 47.27 65.81 60.57 63.21 73.85 55.51 61.93 7

% of unprofitable institutions���������������������������� 5.02 0.00 0.00 2.41 5.06 9.51 7.02 9.79

% of institutions with earnings gains���������������� 58.93 50.00 75.00 57.30 62.32 54.95 56.14 48.96 5

Structural Changes

New reporters�������������������������������������������� 1 0 0 0 0 0 0 1 0 0

Institutions absorbed by mergers ������������� 72 0 1 8 57 2 2 0 1 1

Failed institutions �������������������������������������� 1 0 0 0 1 0 0 0 0 0

PRIOR THIRD QUARTERS

(The way it was...)

Return on assets (%)��������������������������������2014 1.01 3.10 0.79 1.28 0.95 0.83 1.18 2.12

��������������������������������������2012 1.06 3.19 0.98 1.36 0.92 0.75 1.67 1.42

��������������������������������������2010 0.72 2.04 0.63 1.08 0.35 0.70 1.52 1.94

Net charge-offs to loans & leases (%) �����2014 0.45 2.62 0.68 0.09 0.25 0.15 0.57 0.30

��������������������������������������2012 1.18 3.53 1.74 0.23 0.74 0.76 1.26 0.42

��������������������������������������2010 2.38 8.94 2.05 0.58 1.96 1.33 1.97 0.98

* See Table V-A (page 10) for explanations

Note: Blue font identifies data that are also presented in the prior quarters’ data at the bottom of the table
FDIC Quarterly 7 2015, Volume 9, No. 4

Quarterly Banking Profile

TABLE III-A. Third Quarter 2015, All FDIC-Insured Institutions 

Asset Size Distribution Geographic Regions*

THIRD QUARTER

(The way it is...)

All Insured 

Institutions

Less Than 

$100 

Million

$100 

Million to 

$1 Billion

$1 Billion 

to 

$10 Billion

Greater 

Than 

$10 Billion New York Atlanta Chicago

Kansas 

City Dallas

San 

Francisco

Number of institutions reporting����������������������������� 6,270 1,752 3,812 596 110 780 778 1,351 1,559 1,319 483

Commercial banks������������������������������������������� 5,410 1,542 3,289 486 93 403 705 1,129 1,497 1,236 440

Savings institutions ����������������������������������������� 860 210 523 110 17 377 73 222 62 83 43

Total assets (in billions)������������������������������������������ $15,800.2 $102.7 $1,194.8 $1,642.8 $12,859.9 $3,018.8 $3,323.9 $3,531.9 $3,436.7 $940

Commercial banks������������������������������������������� 14,726.6 90.9 1,009.4 1,358.5 12,267.8 2,571.6 3,250.7 3,421.6 3,382.0 83

Savings institutions ����������������������������������������� 1,073.6 11.8 185.4 284.3 592.1 447.2 73.3 110.3 54.7 

Total deposits (in billions)��������������������������������������� 11,990.4 85.8 991.7 1,296.0 9,616.9 2,246.7 2,594.6 2,539.4 2,606.2 77

Commercial banks������������������������������������������� 11,163.0 76.6 845.4 1,083.5 9,157.5 1,920.4 2,536.5 2,459.1 2,564.5 

Savings institutions ����������������������������������������� 827.4 9.1 146.4 212.5 459.4 326.3 58.2 80.3 41.8

Bank net income (in millions) ��������������������������������� 40,356 249 3,115 4,426 32,566 6,743 8,424 8,141 9,919 2,654 4,475

Commercial banks������������������������������������������� 37,568 216 2,653 3,826 30,872 6,033 8,548 7,775 9,810 2,311 3,091

Savings institutions ����������������������������������������� 2,788 32 461 600 1,694 710 -124 367 109 343 1,383

Performance Ratios (annualized, %)

Yield on earning assets������������������������������������������ 3.40 4.16 4.18 4.18 3.22 3.42 3.51 2.66 3.6

Cost of funding earning assets ������������������������������ 0.33 0.44 0.46 0.40 0.30 0.43 0.28 0.25 0.3

Net interest margin������������������������������������������ 3.08 3.72 3.72 3.78 2.92 2.99 3.24 2.42 3.2

Noninterest income to assets��������������������������������� 1.61 1.23 1.18 1.19 1.70 1.44 1.53 1.84 1.4

Noninterest expense to assets������������������������������� 2.68 3.46 3.21 2.91 2.60 2.56 2.71 2.69 2.4

Loan and lease loss provision to assets���������������� 0.22 0.09 0.10 0.20 0.23 0.25 0.25 0.06 0.2

Net operating income to assets ����������������������������� 1.01 0.95 1.03 1.08 1.00 0.89 0.98 0.92 1.1

Pretax return on assets ������������������������������������������ 1.49 1.11 1.34 1.56 1.50 1.30 1.50 1.25 1.7

Return on assets����������������������������������������������������� 1.02 0.97 1.05 1.09 1.02 0.89 1.02 0.92 1.1

Return on equity ����������������������������������������������������� 9.09 7.63 9.29 9.16 9.08 7.51 8.22 8.98 11.27

Net charge-offs to loans and leases���������������������� 0.40 0.16 0.15 0.22 0.47 0.43 0.44 0.27 0.4

Loan and lease loss provision to 

net charge-offs���������������������������������������������������� 98.00 97.34 102.48 130.95 95.21 109.15 97.98 46.05 95.67 11

Efficiency ratio �������������������������������������������������������� 60.16 74.49 69.11 61.76 58.93 61.33 60.59 66.87 55.00 

% of unprofitable institutions���������������������������������� 5.02 9.87 3.38 1.68 2.73 7.18 8.10 5.48 3.0

% of institutions with earnings gains���������������������� 58.93 53.08 60.18 68.29 58.18 58.46 60.93 58.77 58.50 

Structural Changes

New reporters�������������������������������������������������� 1 1 0 0 0 1 0 0 0 0 0

Institutions absorbed by mergers ������������������� 72 26 38 5 3 6 7 18 13 19 9

Failed institutions �������������������������������������������� 1 1 0 0 0 0 0 0 0 1 0

PRIOR THIRD QUARTERS

(The way it was...)

Return on assets (%)��������������������������������������2014 1.01 0.88 1.04 1.11 0.99 0.87 0.89 0.82 1.1

��������������������������������������������2012 1.06 0.79 0.87 1.02 1.09 1.02 0.72 0.95 1.2

��������������������������������������������2010 0.72 0.39 0.34 0.27 0.83 0.77 0.58 0.61 0.9

Net charge-offs to loans & leases (%) �����������2014 0.45 0.22 0.18 0.24 0.53 0.68 0.35 0.32 0.5

��������������������������������������������2012 1.18 0.38 0.58 0.79 1.33 1.15 1.33 1.04 1.5

��������������������������������������������2010 2.38 0.87 1.16 1.74 2.70 3.05 2.31 1.94 2.7

* See Table V-A (page 11) for explanations

Note: Blue font identifies data that are also presented in the prior quarters’ data at the bottom of the table
FDIC Quarterly 8 2015, Volume 9, No. 4

TABLE IV-A. First Three Quarters 2015, All FDIC-Insured Institutions

Asset Concentration Groups*

FIRST THREE QUARTERS

(The way it is...)

All Insured 

Institutions

Credit 

Card 

Banks

International 

Banks

Agricultural 

Banks

Commercial 

Lenders

Mortgage 

Lenders

Consumer 

Lenders

Other 

Specialized 

<$1 Billion

All Other 

<$1 Billion

All Other 

>$1 Billion

Number of institutions reporting����������������������� 6,270 14 4 1,494 3,124 515 57 337 663 62

Commercial banks������������������������������������� 5,410 12 4 1,477 2,812 123 43 300 584 55

Savings institutions ����������������������������������� 860 2 0 17 312 392 14 37 79 7

Total assets (in billions)������������������������������������ $15,800.2 $519.6 $3,836.6 $274.8 $5,508.6 $416.3 $184.5 $54.8 $118.

Commercial banks������������������������������������� 14,726.6 411.5 3,836.6 269.1 5,120.2 145.0 93.4 48.8 101

Savings institutions ����������������������������������� 1,073.6 108.0 0.0 5.7 388.4 271.3 91.1 6.1 

Total deposits (in billions)��������������������������������� 11,990.4 296.7 2,701.6 225.2 4,285.2 317.3 154.3 43.7 99

Commercial banks������������������������������������� 11,163.0 218.2 2,701.6 222.0 4,001.7 117.7 77.8 39.6 85

Savings institutions ����������������������������������� 827.4 78.5 0.0 3.2 283.5 199.6 76.5 4.1 

Bank net income (in millions) ��������������������������� 122,952 10,933 26,132 1,864 39,669 2,331 1,517 1,060 443 39,004

Commercial banks������������������������������������� 114,077 8,112 26,132 1,784 37,052 1,301 868 484 372 37,972

Savings institutions ����������������������������������� 8,875 2,821 0 80 2,617 1,030 648 576 71 1,032

Performance Ratios (annualized, %)

Yield on earning assets������������������������������������ 3.38 10.46 2.55 4.08 3.65 3.20 4.06 3.00

Cost of funding earning assets ������������������������ 0.33 0.92 0.30 0.45 0.38 0.66 0.45 0.36

Net interest margin������������������������������������ 3.05 9.54 2.25 3.62 3.27 2.54 3.61 2.65

Noninterest income to assets��������������������������� 1.62 4.48 1.83 0.66 1.28 0.77 1.40 6.78

Noninterest expense to assets������������������������� 2.66 6.40 2.44 2.81 2.74 2.14 2.66 5.60

Loan and lease loss provision to assets���������� 0.21 2.36 0.14 0.11 0.13 0.01 0.45 0.03

Net operating income to assets ����������������������� 1.03 2.91 0.87 0.89 0.98 0.69 1.11 2.54

Pretax return on assets ������������������������������������ 1.51 4.54 1.24 1.13 1.37 1.09 1.76 3.62

Return on assets����������������������������������������������� 1.05 2.91 0.88 0.91 0.99 0.74 1.12 2.59

Return on equity ����������������������������������������������� 9.33 19.39 9.18 7.93 8.37 6.42 11.11 17.02

Net charge-offs to loans and leases���������������� 0.42 2.72 0.56 0.08 0.19 0.13 0.58 0.18

Loan and lease loss provision to 

net charge-offs���������������������������������������������� 93.98 111.89 72.32 215.05 101.91 15.35 105.75 68.26 8

Efficiency ratio �������������������������������������������������� 59.99 47.35 63.45 61.72 63.86 67.11 54.08 60.87 7

% of unprofitable institutions���������������������������� 4.78 0.00 0.00 2.28 5.22 8.74 5.26 6.82

% of institutions with earnings gains���������������� 63.37 71.43 75.00 63.32 67.48 53.59 59.65 49.55 5

Condition Ratios (%)

Earning assets to total assets �������������������������� 89.68 92.43 86.76 93.12 90.40 94.72 95.55 91.40 9

Loss allowance to:

Loans and leases �������������������������������������� 1.37 3.25 1.62 1.40 1.21 1.03 1.10 1.73

Noncurrent loans and leases �������������������� 85.19 301.00 85.79 159.49 107.04 38.38 85.61 103.65 9

Noncurrent assets plus

other real estate owned to assets ���������������� 0.99 0.83 0.71 0.75 0.96 1.95 1.00 0.71

Equity capital ratio�������������������������������������������� 11.33 14.83 9.98 11.48 11.81 11.63 10.22 15.49 1

Core capital (leverage) ratio ���������������������������� 9.61 12.42 8.67 10.69 10.05 11.22 10.23 14.64 

Common equity tier 1 capital ratio ������������������ 12.73 12.91 12.83 14.47 12.21 22.17 13.41 32.83 2

Tier 1 risk-based capital ratio��������������������������� 12.82 13.03 12.86 14.48 12.35 22.23 13.64 32.89 2

Total risk-based capital ratio ���������������������������� 14.32 15.49 14.27 15.58 13.83 23.11 14.49 33.79 2

Net loans and leases to deposits��������������������� 71.09 130.55 49.28 79.50 86.85 81.44 87.32 33.48 6

Net loans to total assets ���������������������������������� 53.95 74.56 34.70 65.14 67.56 62.07 73.02 26.67 5

Domestic deposits to total assets �������������������� 67.40 56.67 44.98 81.94 76.83 76.21 83.62 79.65 8

Structural Changes

New reporters�������������������������������������������� 1 0 0 0 0 0 0 1 0 0

Institutions absorbed by mergers ������������� 224 0 1 31 166 6 2 1 14 3

Failed institutions �������������������������������������� 6 0 0 0 5 0 0 0 1 0

PRIOR THREE QUARTERS

(The way it was...)

Number of institutions ������������������������������2014 6,589 16 3 1,501 3,284 570 50 371 729 65

��������������������������������������2012 7,181 17 5 1,539 3,576 706 53 397 818 70

��������������������������������������2010 7,761 22 5 1,583 4,172 725 81 320 789 64

Total assets (in billions)����������������������������2014 $15,348.8 $605.5 $3,690.9 $254.1 $5,186.4 $435.5 $167.5 $60.4 $128.

��������������������������������������2012 14,222.9 580.5 3,774.3 223.9 4,125.0 821.8 116.9 63.4 142

��������������������������������������2010 13,372.7 695.1 3,278.1 194.0 4,442.5 789.5 102.9 44.5 131

Return on assets (%)��������������������������������2014 1.03 3.20 0.81 1.20 0.97 0.86 1.10 2.08

��������������������������������������2012 1.02 3.14 0.83 1.30 0.91 0.82 1.62 1.25

��������������������������������������2010 0.64 1.47 0.79 1.03 0.28 0.70 1.42 1.58

Net charge-offs to loans & leases (%) �����2014 0.49 2.86 0.73 0.09 0.26 0.19 0.62 0.24

��������������������������������������2012 1.14 3.81 1.53 0.22 0.75 0.78 1.44 0.33

��������������������������������������2010 2.63 11.94 2.27 0.53 1.89 1.22 2.20 0.81

Noncurrent assets plus 

OREO to assets (%)������������������������������2014 1.29 0.82 0.90 0.88 1.30 2.27 1.10 0.75

��������������������������������������2012 2.36 1.10 1.47 1.26 2.51 2.26 1.45 1.10

��������������������������������������2010 3.24 1.97 2.36 1.70 3.84 3.13 1.05 1.06

Equity capital ratio (%)������������������������������2014 11.20 14.90 9.50 11.40 11.97 12.03 9.96 14.30 1

��������������������������������������2012 11.39 14.82 9.17 11.68 11.87 10.83 9.96 15.04 1

��������������������������������������2010 11.18 14.62 9.06 11.40 11.38 10.11 10.59 17.17 1

* See Table V-A (page 10) for explanations

Note: Blue font identifies data that are also presented in the prior quarters’ data at the bottom of the table
FDIC Quarterly 9 2015, Volume 9, No. 4

Quarterly Banking Profile

TABLE IV-A. First Three Quarters 2015, All FDIC-Insured Institutions 

Asset Size Distribution Geographic Regions*

FIRST THREE QUARTERS

(The way it is...)

All Insured 

Institutions

Less Than 

$100 

Million

$100 

Million to 

$1 Billion

$1 Billion 

to 

$10 Billion

Greater 

Than 

$10 Billion New York Atlanta Chicago

Kansas 

City Dallas

San 

Francisco

Number of institutions reporting����������������������������� 6,270 1,752 3,812 596 110 780 778 1,351 1,559 1,319 483

Commercial banks������������������������������������������� 5,410 1,542 3,289 486 93 403 705 1,129 1,497 1,236 440

Savings institutions ����������������������������������������� 860 210 523 110 17 377 73 222 62 83 43

Total assets (in billions)������������������������������������������ $15,800.2 $102.7 $1,194.8 $1,642.8 $12,859.9 $3,018.8 $3,323.9 $3,531.9 $3,436.7 $940

Commercial banks������������������������������������������� 14,726.6 90.9 1,009.4 1,358.5 12,267.8 2,571.6 3,250.7 3,421.6 3,382.0 83

Savings institutions ����������������������������������������� 1,073.6 11.8 185.4 284.3 592.1 447.2 73.3 110.3 54.7 

Total deposits (in billions)��������������������������������������� 11,990.4 85.8 991.7 1,296.0 9,616.9 2,246.7 2,594.6 2,539.4 2,606.2 77

Commercial banks������������������������������������������� 11,163.0 76.6 845.4 1,083.5 9,157.5 1,920.4 2,536.5 2,459.1 2,564.5 

Savings institutions ����������������������������������������� 827.4 9.1 146.4 212.5 459.4 326.3 58.2 80.3 41.8

Bank net income (in millions) ��������������������������������� 122,952 693 8,918 13,760 99,581 20,134 25,367 25,262 30,258 7,702 14,229

Commercial banks������������������������������������������� 114,077 623 7,563 11,892 93,999 17,926 25,148 24,161 29,964 6,645 10,234

Savings institutions ����������������������������������������� 8,875 70 1,355 1,868 5,582 2,208 219 1,101 295 1,057 3,996

Performance Ratios (annualized, %)

Yield on earning assets������������������������������������������ 3.38 4.08 4.13 4.14 3.21 3.39 3.56 2.62 3.6

Cost of funding earning assets ������������������������������ 0.33 0.44 0.46 0.40 0.31 0.42 0.28 0.25 0.3

Net interest margin������������������������������������������ 3.05 3.64 3.67 3.74 2.90 2.97 3.28 2.36 3.2

Noninterest income to assets��������������������������������� 1.62 1.18 1.17 1.21 1.72 1.44 1.54 1.86 1.4

Noninterest expense to assets������������������������������� 2.66 3.44 3.19 2.92 2.57 2.58 2.73 2.60 2.4

Loan and lease loss provision to assets���������������� 0.21 0.08 0.10 0.18 0.23 0.26 0.26 0.09 0.2

Net operating income to assets ����������������������������� 1.03 0.87 0.98 1.14 1.03 0.89 1.00 0.94 1.1

Pretax return on assets ������������������������������������������ 1.51 1.04 1.30 1.57 1.52 1.27 1.51 1.30 1.7

Return on assets����������������������������������������������������� 1.05 0.90 1.01 1.15 1.04 0.90 1.03 0.94 1.1

Return on equity ����������������������������������������������������� 9.33 7.14 8.99 9.70 9.33 7.59 8.32 9.37 11.52 

Net charge-offs to loans and leases���������������������� 0.42 0.15 0.13 0.21 0.49 0.46 0.48 0.26 0.5

Loan and lease loss provision to 

net charge-offs���������������������������������������������������� 93.98 98.83 115.39 129.82 90.76 105.40 91.87 71.68 82.09 12

Efficiency ratio �������������������������������������������������������� 59.99 75.40 69.76 62.11 58.63 62.14 60.47 64.87 55.07 

% of unprofitable institutions���������������������������������� 4.78 9.70 3.20 1.01 1.82 6.67 8.23 4.89 2.5

% of institutions with earnings gains���������������������� 63.37 56.68 64.69 75.17 60.00 59.87 61.83 63.95 66.13 

Condition Ratios (%)

Earning assets to total assets ��������������������������������� 89.68 91.96 92.74 92.10 89.07 89.18 88.97 88.86 89.47 

Loss allowance to:

Loans and leases ��������������������������������������������� 1.37 1.48 1.38 1.27 1.39 1.31 1.40 1.41 1.4

Noncurrent loans and leases ��������������������������� 85.19 109.46 118.15 113.34 79.36 102.76 77.62 78.68 68.94 9

Noncurrent assets plus

other real estate owned to assets ����������������������� 0.99 1.30 1.20 0.99 0.97 0.76 1.19 0.96 1.2

Equity capital ratio��������������������������������������������������� 11.33 12.84 11.35 11.92 11.24 11.99 12.44 10.35 10.28 

Core capital (leverage) ratio ����������������������������������� 9.61 12.43 10.95 10.61 9.33 9.72 9.71 9.12 9.05 

Common equity tier 1 capital ratio ������������������������� 12.73 20.02 15.48 13.78 12.29 12.94 12.60 12.54 11.78 

Tier 1 risk-based capital ratio���������������������������������� 12.82 20.09 15.54 13.84 12.39 13.13 12.71 12.59 11.78 

Total risk-based capital ratio ����������������������������������� 14.32 21.20 16.67 14.89 13.98 14.71 14.26 13.77 13.72 

Net loans and leases to deposits���������������������������� 71.09 69.31 78.60 86.04 68.31 71.54 73.93 66.09 68.35 

Net loans to total assets ����������������������������������������� 53.95 57.88 65.24 67.88 51.09 53.25 57.71 47.51 51.83 

Domestic deposits to total assets ��������������������������� 67.40 83.51 82.99 78.54 64.40 66.53 75.24 61.97 57.00 

Structural Changes

New reporters�������������������������������������������������� 1 1 0 0 0 1 0 0 0 0 0

Institutions absorbed by mergers ������������������� 224 78 126 17 3 22 25 49 42 60 26

Failed institutions �������������������������������������������� 6 4 1 1 0 1 2 2 0 1 0

PRIOR THREE QUARTERS

(The way it was...)

Number of institutions ������������������������������������2014 6,589 1,940 3,966 575 108 816 823 1,427 1,614 1,387 522

��������������������������������������������2012 7,181 2,287 4,235 551 108 891 918 1,529 1,738 1,513 592

��������������������������������������������2010 7,761 2,682 4,414 556 109 961 1,041 1,609 1,841 1,637 672

Total assets (in billions)����������������������������������2014 $15,348.8 $114.2 $1,227.5 $1,531.4 $12,475.8 $3,045.1 $3,134.2 $3,503.2 $3,363.6 $884

��������������������������������������������2012 14,222.9 132.4 1,278.3 1,424.4 11,387.8 2,927.6 2,942.9 3,230.9 3,059.1 84

��������������������������������������������2010 13,372.7 151.1 1,315.7 1,400.5 10,505.3 2,724.5 2,957.1 2,948.0 1,649.5 78

Return on assets (%)��������������������������������������2014 1.03 0.84 0.99 1.08 1.03 0.94 0.89 0.89 1.1

��������������������������������������������2012 1.02 0.72 0.84 1.18 1.02 0.94 0.76 0.91 1.1

��������������������������������������������2010 0.64 0.40 0.37 0.27 0.73 0.72 0.36 0.62 0.7

Net charge-offs to loans & leases (%) �����������2014 0.49 0.21 0.20 0.28 0.57 0.73 0.40 0.35 0.6

��������������������������������������������2012 1.14 0.39 0.60 0.75 1.29 1.26 1.23 0.93 1.4

��������������������������������������������2010 2.63 0.73 1.02 1.71 3.07 3.77 2.51 2.04 3.0

Noncurrent assets plus 

OREO to assets (%)������������������������������������2014 1.29 1.56 1.53 1.50 1.24 0.92 1.71 1.19 1.6

��������������������������������������������2012 2.36 2.20 2.61 2.70 2.30 1.53 3.66 2.13 2.5

��������������������������������������������2010 3.24 2.42 3.42 3.70 3.17 2.18 4.04 3.06 4.5

Equity capital ratio (%)������������������������������������2014 11.20 12.35 11.19 11.98 11.09 12.02 12.11 9.92 10.30 

��������������������������������������������2012 11.39 12.13 11.10 11.88 11.35 12.38 12.31 9.19 11.04 

��������������������������������������������2010 11.18 12.18 10.36 11.22 11.26 12.48 11.55 9.06 11.55 

* See Table V-A (page 11) for explanations

Note: Blue font identifies data that are also presented in the prior quarters’ data at the bottom of the table
FDIC Quarterly 10 2015, Volume 9, No. 4

TABLE V-A. Loan Performance, All FDIC-Insured Institutions

Asset Concentration Groups*

September 30, 2015 All Insured 

Institutions

Credit 

Card 

Banks

International 

Banks

Agricultural 

Banks

Commercial 

Lenders

Mortgage 

Lenders

Consumer 

Lenders

Other 

Specialized 

<$1 Billion

All Other 

<$1 

Billion

All Other 

>$1 

Billion

Percent of Loans 30-89 Days Past Due

All loans secured by real estate ��������������������������������������� 0.84 0.24 1.19 0.59 0.51 0.93 0.64 1.39

Construction and development��������������������������������� 0.39 0.00 1.54 0.85 0.35 0.53 0.62 0.90

Nonfarm nonresidential��������������������������������������������� 0.29 0.00 0.26 0.49 0.29 0.31 1.21 0.93

Multifamily residential real estate ����������������������������� 0.13 0.00 0.03 0.25 0.14 0.17 0.72 0.01

Home equity loans����������������������������������������������������� 0.65 0.00 0.96 0.45 0.49 0.63 0.48 0.61

Other 1-4 family residential��������������������������������������� 1.47 0.25 1.79 1.13 0.94 1.04 0.61 1.97

Commercial and industrial loans ������������������������������������� 0.23 0.82 0.19 0.73 0.24 0.46 0.11 1.12

Loans to individuals���������������������������������������������������������� 1.28 1.28 1.27 1.40 1.07 0.95 0.76 1.97

Credit card loans ������������������������������������������������������� 1.19 1.28 1.15 0.93 1.19 1.53 0.72 2.17

Other loans to individuals ����������������������������������������� 1.36 1.23 1.47 1.44 1.05 0.88 0.77 1.93

All other loans and leases (including farm) ��������������������� 0.21 0.00 0.34 0.40 0.18 0.24 0.12 0.45

Total loans and leases������������������������������������������������������ 0.71 1.24 0.80 0.59 0.47 0.89 0.67 1.37

Percent of Loans Noncurrent**

All real estate loans ���������������������������������������������������������� 2.62 0.35 4.06 1.00 1.45 2.89 3.36 1.93

Construction and development.................................. 1.29 

Nonfarm nonresidential��������������������������������������������� 0.96 0.00 0.69 1.26 0.89 1.53 7.82 2.22

Multifamily residential real estate ����������������������������� 0.33 0.00 0.23 0.70 0.34 0.75 2.62 0.82

Home equity loans����������������������������������������������������� 2.62 0.00 4.38 0.63 1.30 1.97 2.55 0.74

Other 1-4 family residential��������������������������������������� 4.41 0.37 6.04 1.04 2.53 3.18 2.96 1.70

Commercial and industrial loans ������������������������������������� 0.69 0.62 0.77 1.23 0.71 0.89 0.26 1.54

Loans to individuals���������������������������������������������������������� 0.80 1.13 0.98 0.55 0.68 0.49 0.57 0.74

Credit card loans ������������������������������������������������������� 1.07 1.15 1.01 0.29 1.06 1.07 1.13 0.89

Other loans to individuals ����������������������������������������� 0.53 0.59 0.94 0.57 0.63 0.42 0.41 0.72

All other loans and leases (including farm) ��������������������� 0.22 0.00 0.15 0.47 0.27 0.14 3.18 0.28

Total loans and leases������������������������������������������������������ 1.61 1.08 1.89 0.88 1.13 2.68 1.28 1.66

Percent of Loans Charged-Off (net, YTD)

All real estate loans ���������������������������������������������������������� 0.13 0.21 0.21 0.02 0.09 0.11 0.20 0.08

Construction and development��������������������������������� -0.05 0.00 -0.04 -0.17 -0.05 0.00 0.31 -0.05 -

Nonfarm nonresidential��������������������������������������������� 0.06 0.00 0.01 0.00 0.08 0.03 0.08 0.10

Multifamily residential real estate ����������������������������� 0.00 0.00 0.00 0.02 0.00 0.01 0.01 0.24

Home equity loans����������������������������������������������������� 0.40 0.00 0.48 0.08 0.26 0.27 0.50 0.15

Other 1-4 family residential��������������������������������������� 0.14 0.22 0.21 0.07 0.12 0.11 0.12 0.09

Commercial and industrial loans ������������������������������������� 0.22 2.07 0.21 0.23 0.20 0.22 0.07 0.09

Loans to individuals���������������������������������������������������������� 1.77 2.80 2.32 0.34 0.84 1.07 0.78 0.57

Credit card loans ������������������������������������������������������� 2.91 2.87 3.15 1.03 3.37 6.20 2.17 1.62

Other loans to individuals ����������������������������������������� 0.65 1.33 0.95 0.29 0.48 0.47 0.39 0.37

All other loans and leases (including farm) ��������������������� 0.10 0.00 0.04 0.00 0.19 0.08 0.03 0.75

Total loans and leases������������������������������������������������������ 0.42 2.72 0.56 0.08 0.19 0.13 0.58 0.18

Loans Outstanding (in billions)

All real estate loans ���������������������������������������������������������� $4,307.2 $0.3 $506.4 $108.8 $2,286.1 $238.5 $30.0 $10.6 $49.

Construction and development��������������������������������� 266.1 0.0 8.6 6.2 197.0 4.8 0.5 0.

Nonfarm nonresidential��������������������������������������������� 1199.5 0.0 36.2 29.8 866.4 18.6 2.5 3.5 

Multifamily residential real estate ����������������������������� 329.1 0.0 60.5 3.4 217.9 6.2 0.3 0.

Home equity loans����������������������������������������������������� 471.5 0.0 70.7 2.4 212.8 11.5 5.9 0.4

Other 1-4 family residential��������������������������������������� 1887.0 0.3 278.0 27.3 754.8 196.7 20.6 5.1 

Commercial and industrial loans ������������������������������������� 1802.1 34.1 279.6 21.6 891.4 6.4 7.3 1.8

Loans to individuals���������������������������������������������������������� 1453.7 365.6 245.4 6.7 302.8 5.9 93.1 1.6

Credit card loans ������������������������������������������������������� 714.8 349.0 152.4 0.5 37.1 0.6 19.9 0.3

Other loans to individuals ����������������������������������������� 739.0 16.6 93.0 6.2 265.7 5.3 73.3 1.4

All other loans and leases (including farm) ��������������������� 1081.1 0.4 322.5 44.5 288.1 10.3 5.9 0.8

Total loans and leases (plus unearned income)�������������� 8644.2 400.4 1353.9 181.6 3768.3 261.1 136.3 14.9 6

Memo: Other Real Estate Owned (in millions)

All other real estate owned����������������������������������������������� 16,118.3 0.1 823.3 460.4 10,239.6 1,045.5 105.0 134.1 417

Construction and development��������������������������������� 5,207.0 0.0 1.3 183.2 4,101.3 129.1 17.7 53.9 1

Nonfarm nonresidential��������������������������������������������� 3,965.0 0.0 54.0 142.9 2,981.1 59.1 24.4 43.2 1

Multifamily residential real estate ����������������������������� 278.2 0.0 2.0 17.2 225.8 4.3 0.5 2.

1-4 family residential ������������������������������������������������� 4,906.7 0.1 416.0 79.0 2,615.2 332.1 57.1 30.1 141

Farmland�������������������������������������������������������������������� 226.3 0.0 0.0 38.1 161.3 1.3 0.0 3.

GNMA properties������������������������������������������������������� 1,510.1 0.0 327.0 0.0 154.8 519.7 5.4 0.2

* Asset Concentration Group Definitions (Groups are hierarchical and mutually exclusive):

Credit-card Lenders - Institutions whose credit-card loans plus securitized receivables exceed 50 percent of total assets plus securitized receivables

International Banks - Banks with assets greater than $10 billion and more than 25 percent of total assets in foreign offices

Agricultural Banks - Banks whose agricultural production loans plus real estate loans secured by farmland exceed 25 percent of the total loans and leases

Commercial Lenders - Institutions whose commercial and industrial loans, plus real estate construction and development loans, plus loans secured by commercial real estate properties 

exceed 25 percent of total assets

Mortgage Lenders - Institutions whose residential mortgage loans, plus mortgage-backed securities, exceed 50 percent of total assets

Consumer Lenders - Institutions whose residential mortgage loans, plus credit-card loans, plus other loans to individuals, exceed 50 percent of total assets

Other Specialized < $1 Billion - Institutions with assets less than $1 billion, whose loans and leases are less than 40 percent of total assets

All Other < $1 billion - Institutions with assets less than $1 billion that do not meet any of the definitions above, they have significant lending activity with no identified asset concentrations

All Other > $1 billion - Institutions with assets greater than $1 billion that do not meet any of the definitions above, they have significant lending activity with no identified asset 

concentrations

** Noncurrent loan rates represent the percentage of loans in each category that are past due 90 days or more or that are in nonaccrual status
FDIC Quarterly 11 2015, Volume 9, No. 4

Quarterly Banking Profile

TABLE V-A. Loan Performance, All FDIC-Insured Institutions

Asset Size Distribution Geographic Regions*

September 30, 2015 All Insured 

Institutions

Less Than 

$100 

Million

$100 

Million to 

$1 Billion

$1 Billion 

to 

$10 Billion

Greater 

Than 

$10 Billion New York Atlanta Chicago

Kansas 

City Dallas

San 

Francisco

Percent of Loans 30-89 Days Past Due 

All loans secured by real estate ������������������������������ 0.84 1.20 0.62 0.41 1.00 0.55 1.08 0.88 1.1

Construction and development������������������������ 0.39 0.69 0.56 0.37 0.34 0.49 0.38 0.41 0.2

Nonfarm nonresidential������������������������������������ 0.29 0.99 0.43 0.28 0.24 0.32 0.26 0.36 0.2

Multifamily residential real estate �������������������� 0.13 0.54 0.31 0.11 0.11 0.14 0.16 0.08 0.2

Home equity loans�������������������������������������������� 0.65 0.81 0.49 0.43 0.69 0.48 0.79 0.73 0.6

Other 1-4 family residential������������������������������ 1.47 1.70 0.96 0.67 1.70 0.89 1.86 1.40 1.9

Commercial and industrial loans ���������������������������� 0.23 1.11 0.59 0.39 0.18 0.25 0.16 0.24 0.1

Loans to individuals������������������������������������������������� 1.28 1.78 1.48 1.44 1.26 1.08 1.68 1.12 1.2

Credit card loans ���������������������������������������������� 1.19 3.80 1.86 1.98 1.16 0.95 1.34 1.00 1.2

Other loans to individuals �������������������������������� 1.36 1.75 1.45 1.19 1.37 1.31 2.04 1.16 1.3

All other loans and leases (including farm) ������������ 0.21 0.53 0.33 0.21 0.20 0.07 0.12 0.49 0.1

Total loans and leases��������������������������������������������� 0.71 1.14 0.64 0.47 0.75 0.54 0.87 0.71 0.8

Percent of Loans Noncurrent** 

All real estate loans ������������������������������������������������� 2.62 1.48 1.24 1.17 3.34 1.78 3.26 3.01 3.8

Construction and development������������������������ 1.29 2.01 1.99 1.26 1.03 1.46 1.90 1.13 1.0

Nonfarm nonresidential������������������������������������ 0.96 1.83 1.20 0.94 0.86 1.13 0.93 1.05 0.9

Multifamily residential real estate �������������������� 0.33 0.48 0.77 0.33 0.26 0.27 0.24 0.40 0.3

Home equity loans�������������������������������������������� 2.62 0.63 0.70 0.80 2.98 2.21 3.15 2.68 3.0

Other 1-4 family residential������������������������������ 4.41 1.56 1.33 1.73 5.44 2.74 5.23 4.86 6.4

Commercial and industrial loans ���������������������������� 0.69 1.74 1.21 1.08 0.60 0.67 0.61 0.63 0.7

Loans to individuals������������������������������������������������� 0.80 0.83 0.84 0.84 0.79 0.86 0.82 0.74 0.7

Credit card loans ���������������������������������������������� 1.07 1.47 1.40 1.77 1.05 0.94 1.12 0.92 1.0

Other loans to individuals �������������������������������� 0.53 0.82 0.80 0.40 0.53 0.72 0.51 0.67 0.4

All other loans and leases (including farm) ������������ 0.22 0.62 0.41 1.00 0.16 0.40 0.14 0.17 0.2

Total loans and leases��������������������������������������������� 1.61 1.36 1.17 1.12 1.75 1.27 1.81 1.79 2.1

Percent of Loans Charged-Off (net, YTD) 

All real estate loans ������������������������������������������������� 0.13 0.10 0.08 0.07 0.15 0.11 0.19 0.12 0.1

Construction and development������������������������ -0.05 0.03 0.05 -0.05 -0.09 0.05 0.10 -0.13 -0.24 

Nonfarm nonresidential������������������������������������ 0.06 0.14 0.07 0.11 0.04 0.10 0.05 0.04 -0.0

Multifamily residential real estate �������������������� 0.00 0.17 0.04 0.00 -0.01 0.00 0.01 0.01 -0.03 

Home equity loans�������������������������������������������� 0.40 0.04 0.11 0.15 0.45 0.26 0.53 0.36 0.5

Other 1-4 family residential������������������������������ 0.14 0.11 0.11 0.08 0.16 0.11 0.19 0.14 0.1

Commercial and industrial loans ���������������������������� 0.22 0.31 0.25 0.19 0.23 0.17 0.18 0.21 0.2

Loans to individuals������������������������������������������������� 1.77 0.53 0.72 1.58 1.81 1.94 1.81 1.07 2.2

Credit card loans ���������������������������������������������� 2.91 7.04 4.48 3.54 2.88 2.63 2.87 2.84 3.2

Other loans to individuals �������������������������������� 0.65 0.44 0.43 0.66 0.66 0.72 0.69 0.50 0.9

All other loans and leases (including farm) ������������ 0.10 0.00 0.16 0.15 0.10 0.11 0.06 0.15 0.0

Total loans and leases��������������������������������������������� 0.42 0.15 0.13 0.21 0.49 0.46 0.48 0.26 0.5

Loans Outstanding (in billions) 

All real estate loans ������������������������������������������������� $4,307.2 $41.2 $606.0 $808.2 $2,851.8 $876.3 $890.5 $870.4 $842.1 $3

Construction and development������������������������ 266.1 2.4 53.9 71.7 138.1 48.2 55.9 43.3 40.

Nonfarm nonresidential������������������������������������ 1199.5 10.5 231.3 327.3 630.4 274.0 247.7 186.8 173.5 

Multifamily residential real estate �������������������� 329.1 1.1 32.1 76.4 219.4 118.0 40.9 86.7 28.

Home equity loans�������������������������������������������� 471.5 1.0 26.4 48.5 395.7 88.5 123.6 118.2 93.

Other 1-4 family residential������������������������������ 1887.0 18.8 217.4 265.3 1385.5 343.4 411.2 413.2 415.4 

Commercial and industrial loans ���������������������������� 1802.1 7.1 101.7 179.6 1513.8 276.0 452.8 368.1 368.1 

Loans to individuals������������������������������������������������� 1453.7 3.8 33.0 83.9 1333.0 303.5 370.5 210.8 294.2

Credit card loans ���������������������������������������������� 714.8 0.1 2.3 26.8 685.6 192.0 188.8 51.4 163.4

Other loans to individuals �������������������������������� 739.0 3.8 30.7 57.1 647.4 111.5 181.7 159.3 130.8

All other loans and leases (including farm) ������������ 1081.1 8.2 50.1 58.3 964.6 173.4 231.9 253.1 303.

Total loans and leases (plus unearned income)����� 8644.2 60.4 790.7 1129.9 6663.2 1629.2 1945.8 1702.3 1808.0 

Memo: Other Real Estate Owned (in millions) 

All other real estate owned�������������������������������������� 16,118.3 516.3 5,015.8 3,524.9 7,061.2 2,223.7 4,230.8 3,231.5 3,161.5 2,19

Construction and development������������������������ 5,207.0 185.6 2,338.9 1,472.1 1,210.4 450.4 1,526.8 759.8 1,087.6 

Nonfarm nonresidential������������������������������������ 3,965.0 163.7 1,574.8 1,065.2 1,161.2 579.1 827.3 868.3 710.6 

Multifamily residential real estate �������������������� 278.2 22.6 106.5 73.7 75.5 91.4 34.8 53.9 42.

1-4 family residential ���������������������������������������� 4,906.7 135.1 878.9 811.8 3,080.8 1,055.0 1,224.1 1,125.4 755.9 

Farmland����������������������������������������������������������� 226.3 9.1 115.2 79.2 22.8 18.7 53.8 42.4 31.

GNMA properties���������������������������������������������� 1,510.1 0.3 1.5 22.9 1,485.5 29.1 563.9 381.6 508.

* Regions:

New York - Connecticut, Delaware, District of Columbia, Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Puerto Rico, Rhode Island, Vermont, 

U.S. Virgin Islan

Atlanta - Alabama, Florida, Georgia, North Carolina, South Carolina, Virginia, West Virginia

Chicago - Illinois, Indiana, Kentucky, Michigan, Ohio, Wisconsin

Kansas City - Iowa, Kansas, Minnesota, Missouri, Nebraska, North Dakota, South Dakota

Dallas - Arkansas, Colorado, Louisiana, Mississippi, New Mexico, Oklahoma, Tennessee, Texas

San Francisco - Alaska, Arizona, California, Hawaii, Idaho, Montana, Nevada, Oregon, Pacific Islands, Utah, Washington, Wyoming

** Noncurrent loan rates represent the percentage of loans in each category that are past due 90 days or more or that are in nonaccrual status
FDIC Quarterly 12 2015, Volume 9, No. 4

Table VI-A. Derivatives, All FDIC-Insured Call Report Filers

Asset Size Distribution

(dollar figures in millions;

notional amounts unless otherwise indicated)

3rd 

Quarter 

2015

2nd

Quarter 

2015

1st

Quarter 

2015

4th 

Quarter 

2014

3rd 

Quarter 

2014

% Change 

14Q3-

15Q3

Less 

Than $100 

Million

$100 

Million to 

$1 Billion

$1 Billion 

to $10 

Billion

Greater 

Than 

$10 Billion

ALL DERIVATIVE HOLDERS 

Number of institutions reporting derivatives����������������� 1,413 1,429 1,434 1,400 1,392 1.5 70 833 407 10

Total assets of institutions reporting derivatives ���������� $14,228,410 $14,195,802 $14,161,464 $13,921,828 $13,713,845 3.8 $5,144 $349,947 $1,239,207 $12,634,11

Total deposits of institutions reporting derivatives������� 10,732,972 10,704,380 10,664,980 10,461,458 10,291,809 4.3 4,278 288,196 987,104 9,453,39

Total derivatives������������������������������������������������������������� 194,663,554 201,004,777 205,900,727 221,952,961 243,042,211 -19.9 362 21,257 98,749 194,543,18

Derivative Contracts by Underlying Risk Exposure 

Interest rate�������������������������������������������������������������������� 147,846,233 153,754,334 157,728,028 174,010,311 190,996,275 -22.6 362 21,209 92,485 147,732,17

Foreign exchange*��������������������������������������������������������� 34,636,877 34,969,999 35,563,105 34,745,833 37,993,284 -8.8 0 0 5,243 34,631,63

Equity ����������������������������������������������������������������������������� 2,589,507 2,363,902 2,359,532 2,536,871 2,317,271 11.7 0 30 304 2,589,17

Commodity & other (excluding credit derivatives)�������� 1,393,268 1,428,824 1,233,520 1,210,879 1,327,011 5.0 0 8 120 1,393,14

Credit������������������������������������������������������������������������������ 8,197,668 8,487,718 9,016,543 9,449,068 10,408,370 -21.2 0 10 596 8,197,06

Total�������������������������������������������������������������������������������� 194,663,554 201,004,777 205,900,727 221,952,961 243,042,211 -19.9 362 21,257 98,749 194,543,18

Derivative Contracts by Transaction Type 

Swaps ���������������������������������������������������������������������������� 112,697,606 117,508,966 117,711,335 135,169,550 148,331,152 -24.0 48 7,489 59,577 112,630,49

Futures & forwards �������������������������������������������������������� 38,988,101 40,352,331 44,537,485 43,368,437 45,058,920 -13.5 78 6,922 19,507 38,961,59

Purchased options��������������������������������������������������������� 16,477,230 15,936,785 16,070,746 16,388,881 18,040,949 -8.7 27 800 4,636 16,471,76

Written options��������������������������������������������������������������� 15,840,244 15,628,814 15,784,253 16,014,343 17,609,844 -10.0 209 6,036 14,349 15,819,64

Total�������������������������������������������������������������������������������� 184,003,181 189,426,895 194,103,819 210,941,211 229,040,866 -19.7 362 21,247 98,071 183,883,50

Fair Value of Derivative Contracts 

Interest rate contracts���������������������������������������������������� 76,694 71,659 68,541 60,023 65,131 17.8 -1 52 -278 76,92

Foreign exchange contracts������������������������������������������ -15,284 -19,614 -10,042 -4,845 13,334 N/M 0 0 16 -15,299

Equity contracts������������������������������������������������������������� 7,880 2,695 335 3,769 -657 N/M 0 0 0 7,881

Commodity & other (excluding credit derivatives)�������� -6,952 -3,488 -5,755 -3,376 219 N/M 0 0 2 -6,953

Credit derivatives as guarantor������������������������������������� 1,891 35,840 54,676 47,533 67,082 -97.2 0 -1 -1 1,89

Credit derivatives as beneficiary����������������������������������� 2,441 -34,672 -53,203 -36,630 -62,731 N/M 0 0 -25 2,466

Derivative Contracts by Maturity** 

Interest rate contracts ����������������������������� < 1 year 62,273,980 63,464,805 68,441,241 71,808,688 79,984,774 -22.1 87 6,868 18,166 62,248,85

 ������������������������������������������ 1-5 years 55,134,239 54,758,959 54,762,265 33,727,025 40,334,338 36.7 23 3,015 25,390 55,105,81

 ������������������������������������������ > 5 years 36,553,709 35,837,361 35,099,032 22,213,590 22,393,371 63.2 36 4,708 29,992 36,518,97

Foreign exchange and gold contracts ���� < 1 year 25,206,275 25,075,066 25,506,806 22,145,398 22,877,893 10.2 0 0 3,907 25,202,36

 ������������������������������������������ 1-5 years 3,672,989 3,859,497 3,917,108 2,586,643 2,459,545 49.3 0 0 127 3,672,86

 ������������������������������������������ > 5 years 1,500,445 1,612,940 1,612,457 969,047 1,021,332 46.9 0 0 0 1,500,44

Equity contracts��������������������������������������� < 1 year 1,667,034 1,567,482 1,471,237 996,137 763,470 118.3 0 4 32 1,666,99

 ������������������������������������������ 1-5 years 670,068 579,705 518,723 351,854 323,010 107.4 0 10 81 669,97

 ������������������������������������������ > 5 years 183,539 162,800 167,889 100,903 77,484 136.9 0 0 32 183,50

 Commodity & other contracts (including credit 

derivatives, excluding gold contracts) ���� < 1 year 2,567,847 2,358,147 5,553,640 1,298,825 1,407,104 82.5 0 3 48 2,567,79

 ������������������������������������������ 1-5 years 5,812,508 5,329,031 5,890,994 3,623,142 4,045,843 43.7 0 5 35 5,812,46

 ������������������������������������������ > 5 years 756,438 428,122 600,004 289,055 321,390 135.4 0 0 25 756,41

Risk-Based Capital: Credit Equivalent Amount 

Total current exposure to tier 1 capital (%)������������������� 34.3 31.6 39.8 28.8 26.0 0.1 0.4

Total potential future exposure to tier 1 capital (%)������ 50.3 54.9 50.3 48.6 53.2 0.7 0.3

Total exposure (credit equivalent amount) 

to tier 1 capital (%) ����������������������������������������������������� 84.6 86.4 90.1 77.4 79.2 0.8 0.7

Credit losses on derivatives***���������������������������������� 72.0 61.0 69.0 91.0 83.0 -13.3 0.0 0.

HELD FOR TRADING 

Number of institutions reporting derivatives����������������� 247 251 250 247 244 1.2 7 83 92 6

Total assets of institutions reporting derivatives ���������� 11,385,441 11,368,900 11,442,012 11,274,435 11,015,085 3.4 497 37,635 307,794 11,039,51

Total deposits of institutions reporting derivatives������� 8,554,842 8,548,960 8,585,796 8,457,075 8,262,859 3.5 415 31,472 244,342 8,278,61

Derivative Contracts by Underlying Risk Exposure 

Interest rate�������������������������������������������������������������������� 145,317,817 150,988,408 154,706,680 170,761,929 188,011,288 -22.7 27 1,776 21,415 145,294,59

Foreign exchange���������������������������������������������������������� 31,764,787 31,318,657 32,197,481 32,536,107 33,675,874 -5.7 0 0 3,853 31,760,93

Equity ����������������������������������������������������������������������������� 2,566,962 2,344,517 2,340,858 2,519,511 2,300,741 11.6 0 0 0 2,566,96

Commodity & other�������������������������������������������������������� 1,390,888 1,426,415 1,227,079 1,205,276 1,320,794 5.3 0 0 28 1,390,85

Total�������������������������������������������������������������������������������� 181,040,454 186,077,996 190,472,098 207,022,823 225,308,697 -19.6 27 1,776 25,296 181,013,35

Trading Revenues: Cash & Derivative Instruments 

Interest rate�������������������������������������������������������������������� 2,581 3,404 957 658 -826 N/M 0 0 6 2,575

Foreign exchange���������������������������������������������������������� 1,931 854 4,702 2,902 4,830 -60.0 0 0 4 1,92

Equity ����������������������������������������������������������������������������� 50 584 791 643 652 -92.3 0 0 0 5

Commodity & other (including credit derivatives) �������� 758 660 1,211 255 946 -19.9 0 0 -2 76

Total trading revenues��������������������������������������������������� 5,319 5,502 7,662 4,458 5,602 -5.1 0 0 9 5,31

Share of Revenue 

Trading revenues to gross revenues (%) ���������������������� 4.4 4.5 6.4 3.8 4.7 0.0 0.

Trading revenues to net operating revenues (%)���������� 19.9 19.0 29.4 19.6 23.6 0.0 0.7

HELD FOR PURPOSES OTHER THAN TRADING 

Number of institutions reporting derivatives����������������� 1,299 1,307 1,308 1,277 1,272 2.1 64 767 370 9

Total assets of institutions reporting derivatives ���������� 13,938,048 13,891,982 13,844,232 13,613,678 13,421,601 3.8 4,731 322,666 1,145,571 12,465,08

Total deposits of institutions reporting derivatives������� 10,499,959 10,461,534 10,410,932 10,218,508 10,062,067 4.4 3,937 265,232 912,675 9,318,11

Derivative Contracts by Underlying 

Risk Exposure 

Interest rate�������������������������������������������������������������������� 2,528,416 2,765,926 3,021,347 3,248,382 2,984,988 -15.3 335 19,433 71,070 2,437,57

Foreign exchange���������������������������������������������������������� 409,385 561,179 585,259 647,043 724,435 -43.5 0 0 1,308 408,07

Equity ����������������������������������������������������������������������������� 22,545 19,385 18,674 17,361 16,530 36.4 0 30 304 22,21

Commodity & other�������������������������������������������������������� 2,381 2,409 6,441 5,602 6,216 -61.7 0 8 92 2,28

Total notional amount ���������������������������������������������������� 2,962,726 3,348,899 3,631,721 3,918,388 3,732,169 -20.6 335 19,471 72,774 2,870,14

All line items are reported on a quarterly basis. N/M - Not Meaningf

* Include spot foreign exchange contracts. All other references to foreign exchange contracts in which notional values or fair values are reported exclude spot foreign exchange contract

** Derivative contracts subject to the risk-based capital requirements for derivatives

*** The reporting of credit losses on derivatives is applicable to all banks filing the FFIEC 031 report form and to those banks filing the FFIEC 041 report form that have $300 million or more 

in total assets
FDIC Quarterly 13 2015, Volume 9, No. 4

Quarterly Banking Profile

TABLE VII-A. Servicing, Securitization, and Asset Sales Activities (All FDIC-Insured Call Report Filers)

Asset Size Distribution

(dollar figures in millions)

3rd 

Quarter 

2015

2nd 

Quarter

2015

1st 

Quarter

2015

4th 

Quarter

2014

3rd 

Quarter

2014

% Change 

14Q3-

15Q3

Less Than 

$100 

Million

$100 

Million to 

$1 Billion

$1 Billion 

to $10 

Billion

Greater 

Than $10 

Billion

Assets Securitized and Sold with Servicing Retained or with 

Recourse or Other Seller-Provided Credit Enhancements 

Number of institutions reporting securitization activities ����������������������������������������� 74 74 72 78 74 0.0 0 21 16 3

Outstanding Principal Balance by Asset Type 

1-4 family residential loans�������������������������������������������������������������������������������� $734,582 $753,697 $821,870 $847,508 $845,279 -13.1 $0 $2,076 $11,837 $720,67

Home equity loans��������������������������������������������������������������������������������������������� 31 33 35 36 38 -18.4 0 0 0 3

Credit card receivables�������������������������������������������������������������������������������������� 14,187 17,766 17,817 18,499 16,782 -15.5 0 0 0 14,18

Auto loans ���������������������������������������������������������������������������������������������������������� 6,221 5,660 3,740 3,951 4,198 48.2 0 0 1,977 4,24

Other consumer loans ��������������������������������������������������������������������������������������� 5,370 6,534 5,966 6,191 6,425 -16.4 0 617 0 4,75

Commercial and industrial loans����������������������������������������������������������������������� 14 14 13 11 10 40.0 0 8 5 

All other loans, leases, and other assets���������������������������������������������������������� 86,277 89,384 94,400 96,257 95,099 -9.3 0 106 8,448 77,72

Total securitized and sold������������������������������������������������������������������������������������������ 846,683 873,089 943,841 972,452 967,831 -12.5 0 2,806 22,267 821,61

Maximum Credit Exposure by Asset Type 

1-4 family residential loans�������������������������������������������������������������������������������� 2,933 3,101 3,117 2,918 2,806 4.5 0 4 0 2,92

Home equity loans��������������������������������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

Credit card receivables�������������������������������������������������������������������������������������� 1,187 1,470 1,531 1,529 1,418 -16.3 0 0 0 1,18

Auto loans ���������������������������������������������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

Other consumer loans ��������������������������������������������������������������������������������������� 89 187 211 194 188 -52.7 0 0 0 8

Commercial and industrial loans����������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

All other loans, leases, and other assets���������������������������������������������������������� 1,319 1,084 1,405 1,369 1,129 16.8 0 0 0 1,31

Total credit exposure ������������������������������������������������������������������������������������������������� 5,528 5,842 6,264 6,011 5,541 -0.2 0 4 0 5,52

Total unused liquidity commitments provided to institution's own securitizations ��� 37 38 0 17 17 117.6 0 0 0 3

Securitized Loans, Leases, and Other Assets 30-89 Days Past Due (%) 

1-4 family residential loans�������������������������������������������������������������������������������� 3.8 3.4 3.1 3.9 3.9 0.0 1.

Home equity loans��������������������������������������������������������������������������������������������� 5.9 5.3 5.2 7.5 8.0 0.0 0.

Credit card receivables�������������������������������������������������������������������������������������� 0.4 0.4 0.4 0.7 0.8 0.0 0.

Auto loans ���������������������������������������������������������������������������������������������������������� 1.1 0.9 0.9 0.9 0.7 0.0 0.

Other consumer loans ��������������������������������������������������������������������������������������� 3.8 4.0 4.6 4.9 4.8 0.0 0.

Commercial and industrial loans����������������������������������������������������������������������� 0.0 1.2 0.0 0.0 0.0 0.0 0.

All other loans, leases, and other assets���������������������������������������������������������� 0.3 0.3 0.4 0.3 0.6 0.0 0.

Total loans, leases, and other assets ����������������������������������������������������������������������� 3.3 3.0 2.8 3.5 3.5 0.0 1.

Securitized Loans, Leases, and Other Assets 90 Days or More Past Due (%) 

1-4 family residential loans�������������������������������������������������������������������������������� 2.1 2.1 2.0 2.2 2.2 0.0 1.

Home equity loans��������������������������������������������������������������������������������������������� 47.4 46.5 44.7 43.3 42.0 0.0 0.0

Credit card receivables�������������������������������������������������������������������������������������� 0.3 0.3 0.3 0.5 0.5 0.0 0.

Auto loans ���������������������������������������������������������������������������������������������������������� 0.2 0.1 0.1 0.1 0.1 0.0 0.

Other consumer loans ��������������������������������������������������������������������������������������� 3.9 4.3 5.1 5.3 5.2 0.0 0.

Commercial and industrial loans����������������������������������������������������������������������� 1.2 1.8 1.8 2.4 3.0 0.0 2.

All other loans, leases, and other assets���������������������������������������������������������� 1.2 1.4 1.4 3.3 6.5 0.0 8.

Total loans, leases, and other assets ����������������������������������������������������������������������� 2.0 2.0 2.0 2.3 2.6 0.0 1.

Securitized Loans, Leases, and Other Assets Charged-off 

(net, YTD, annualized, %) 

1-4 family residential loans�������������������������������������������������������������������������������� 0.3 0.2 0.1 0.4 0.3 0.0 0.

Home equity loans��������������������������������������������������������������������������������������������� 3.2 1.8 0.7 1.0 0.1 0.0 0.

Credit card receivables�������������������������������������������������������������������������������������� 1.4 0.8 0.4 1.7 1.5 0.0 0.

Auto loans ���������������������������������������������������������������������������������������������������������� 0.2 0.1 0.1 0.2 0.1 0.0 0.

Other consumer loans ��������������������������������������������������������������������������������������� 0.5 0.3 0.2 0.8 0.6 0.0 0.

Commercial and industrial loans����������������������������������������������������������������������� 0.0 0.0 0.0 0.0 0.0 0.0 0.

All other loans, leases, and other assets���������������������������������������������������������� 0.5 0.3 0.1 0.9 0.6 0.0 0.

Total loans, leases, and other assets ����������������������������������������������������������������������� 0.3 0.2 0.1 0.4 0.3 0.0 0.

Seller's Interests in Institution's Own Securitizations - Carried as Loans 

Home equity loans��������������������������������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

Credit card receivables�������������������������������������������������������������������������������������� 13,248 10,380 9,983 12,247 12,198 8.6 0 0 0 13,24

Commercial and industrial loans����������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

Seller's Interests in Institution's Own Securitizations - Carried as Securities 

Home equity loans��������������������������������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

Credit card receivables�������������������������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

Commercial and industrial loans����������������������������������������������������������������������� 0 0 0 0 0 0.0 0 0 0 

Assets Sold with Recourse and Not Securitized 

Number of institutions reporting asset sales������������������������������������������������������������ 1,098 1,107 1,097 1,103 1,105 -0.6 127 737 181 5

Outstanding Principal Balance by Asset Type 

1-4 family residential loans�������������������������������������������������������������������������������� 39,027 38,997 38,864 40,547 40,838 -4.4 1,516 14,803 10,355 12,35

Home equity, credit card receivables, auto, and other consumer loans ��������� 721 750 694 712 709 1.7 0 8 28 68

Commercial and industrial loans����������������������������������������������������������������������� 217 80 83 91 52 317.3 0 16 68 13

All other loans, leases, and other assets���������������������������������������������������������� 72,204 74,994 71,382 69,560 66,271 9.0 0 116 1,183 70,90

Total sold and not securitized������������������������������������������������������������������������������������ 112,168 114,821 111,023 110,909 107,869 4.0 1,517 14,942 11,634 84,07

Maximum Credit Exposure by Asset Type 

1-4 family residential loans�������������������������������������������������������������������������������� 10,495 10,441 10,051 9,737 9,850 6.5 112 2,717 3,793 3,87

Home equity, credit card receivables, auto, and other consumer loans ��������� 140 144 137 137 140 0.0 0 8 3 12

Commercial and industrial loans����������������������������������������������������������������������� 154 16 19 27 23 569.6 0 16 5 13

All other loans, leases, and other assets���������������������������������������������������������� 19,659 19,656 18,624 17,954 17,233 14.1 0 15 69 19,57

Total credit exposure ������������������������������������������������������������������������������������������������� 30,448 30,257 28,831 27,855 27,246 11.8 113 2,756 3,870 23,70

Support for Securitization Facilities Sponsored by Other Institutions 

Number of institutions reporting securitization facilities sponsored by others ������� 110 110 117 125 132 -16.7 9 59 23 1

Total credit exposure ������������������������������������������������������������������������������������������������� 42,211 44,649 44,981 44,248 41,590 1.5 7 152 371 41,68

Total unused liquidity commitments ������������������������������������������������������������������������� 884 2,005 887 1,150 918 -3.7 0 0 0 88

Other

Assets serviced for others*��������������������������������������������������������������������������������������� 0 0 0 4,360,921 4,412,785 -100.0 0 0 0 

Asset-backed commercial paper conduits 

Credit exposure to conduits sponsored by institutions and others������������������ 12,020 12,284 11,736 11,981 10,189 18.0 4 1 0 12,01

Unused liquidity commitments to conduits sponsored by institutions 

 and others������������������������������������������������������������������������������������������������������� 27,631 27,902 28,878 28,924 27,948 -1.1 0 0 882 26,74

Net servicing income (for the quarter)���������������������������������������������������������������������� 1,043 4,548 1,600 1,197 2,886 -63.9 8 199 100 73

Net securitization income (for the quarter)��������������������������������������������������������������� 348 325 298 340 385 -9.6 0 11 7 32

Total credit exposure to Tier 1 capital (%)** ������������������������������������������������������������� 5.3 5.5 5.5 5.5 5.3 0.9 2.

* The amount of financial assets serviced for others, other than closed-end 1-4 family residential mortgages, is reported when these assets are greater than $10 million

** Total credit exposure includes the sum of the three line items titled “Total credit exposure” reported above
FDIC Quarterly 15 2015, Volume 9, No. 4

Quarterly Banking Profile

COMMUNITY BANK PERFORMANCE

Contributors to the Year-Over-Year Change in Income

FDIC-Insured Community Banks

Billions of Dollars Positive Factor

Negative Factor

Net

Income

Net

Interest

Income

Loan Loss

Provisions

Noninterest

Income

Noninterest

Expense

Realized

Gains on

Securities

Income

Taxes

Source: FDIC. 

-$0.5

$0.0

$0.5

$1.0

$1.5

$0.36 $1.06 -$0.01 $0.50 $0.98 -$0.01 $0.23

+8% +6% -2% +11% +7% -7% +17%

Chart 1 Chart 2

Net Interest Margin

Percent

Source: FDIC.

3.65 3.62 

3.15 

3.08 

3.0

3.5

4.0

2007 2008 2009 2010 2011 2012 2013 2014 2015 

Community Banks 

All Insured Institutions 

Earnings of $5.2 Billion Increased From the 

Previous Year

Improved net interest income and noninterest income, 

coupled with lower loan-loss provisions, lifted earnings at 5,812 community banks (up $363.4 million, 

or 7.5 percent) from third quarter 2014. Almost 

60 percent of community banks reported higher yearover-year earnings. The pretax return on assets was 

1.31 percent, up 7 basis points from the 2014 quarter 

but 21 basis points below that of noncommunity banks. 

The percent of unprofitable community banks in the 

third quarter totaled 5.2 percent, the lowest since 

second quarter 1998.

Net Interest Margin Declined Despite an Increase in 

Net Interest Income

Net operating revenue totaled $22.4 billion during 

third quarter 2015, up $1.6 billion (7.5 percent) 

from the year before. Higher net interest income (up 

$1.1 billion, or 6.5 percent) and noninterest income 

(up $495.8 million, or 11.1 percent) contributed to 

the improvement in net operating revenue. Almost 

70 percent of community banks reported higher net 

interest income than in third quarter 2014. Average 

net interest margin (NIM) was 3.62 percent, down 

3 basis points from a year earlier, as average asset yields 

declined more rapidly than average funding costs. 

NIM at community banks was 63 basis points above 

the average for noncommunity banks. More than half 

(54.1 percent) of the year-over-year increase in noninterest income among community banks was from higher 

loan sales revenue (up $268 million, or 31 percent).

Community banks are identified based on criteria defined in the FDIC’s Community Banking Study. When comparing 

community bank performance across quarters, prior-quarter dollar amounts are based on community banks designated 

in the current quarter, adjusted for mergers. In contrast, prior-quarter performance ratios are based on community banks 

designated during the prior quarter.

■ Earnings Improved Almost 8 Percent From Third Quarter 2014

■ Net Interest Income and Noninterest Income Increased From the 

Year Before

■ Loan and Lease Balances Increased, Outpacing Growth at 

Noncommunity Banks

■ Asset Quality Indicators Continued to Improve
FDIC Quarterly 16 2015, Volume 9, No. 4

Long-Term Assets Remained Elevated at 

Community Banks

Long-term assets at community banks represented 

33.9 percent of total assets in the current quarter, down 

from 34.3 percent in third quarter 2014.1 Despite being 

below the peak of 34.5 percent in second quarter 2014, 

long-term assets at community banks continue to exceed 

the 26.1 percent held by the banking industry and 

the 25 percent for noncommunity banks. For the past 

12 of 16 consecutive quarters, community banks have 

increased their holdings of long-term assets. Meanwhile, 

long-term funding has not grown at the same pace. This 

imbalance may lead to an increase in interest rate risk.

Noninterest Expense Rose From 

Third Quarter 2014

With 68 percent of community banks increasing their 

noninterest expense from third quarter 2014, noninterest expense of $15.1 billion grew $978.9 million 

(6.9 percent). While noninterest expense increased 

at community banks, it was down $3.2 billion 

(3.4 percent) for noncommunity banks. The annual 

increase in noninterest expense for community banks 

was led by higher salary and employee benefits (up 

$629 million, or 8.1 percent). Full-time employees 

increased by 10,846 (2.5 percent) from third quarter 2014 to 439,171. Average assets per employee at 

community banks totaled $4.8 million in the latest 

quarter, up from $4.6 million in third quarter 2014.

1

 Long-term assets are loans and debt securities with remaining 

maturities or repricing intervals of over five years.

All Major Loan Categories Increased From the 

Previous Quarter and the Year Before

Total assets at community banks increased by 

$27.8 billion (1.3 percent) from second quarter 2015, 

as loan and lease balances grew by $26.7 billion 

(1.9 percent). Almost three out of every four community banks (71 percent) increased their loan and lease 

balances from the previous quarter, as did all major 

loan categories. Close to 74 percent of the quarterly 

increase was driven by nonfarm nonresidential loans (up 

$9.4 billion, or 2.3 percent), 1-to-4 family residential 

mortgages (up $3.5 billion, or 1 percent), multifamily 

residential mortgages (up $3.5 billion, or 4.2 percent), 

and construction and development loans (up $3.4 billion, 

or 3.9 percent). The year-over-year increase in loan and 

lease balances was $111.1 billion (8.5 percent). Almost 

half (47 percent) of the yearly increase in loan and lease 

balances was led by nonfarm nonresidential loans (up 

$31.3 billion, or 8.2 percent) and 1-to-4 family residential mortgages (up $21.2 billion, or 6 percent). Community banks continued to expand their 12-month growth 

rate in loan and lease balances at almost twice the rate of 

noncommunity banks (5.4 percent).

Community Banks Expanded Small Loans to Businesses

Community banks reported $299.2 billion in small 

loans to businesses during the third quarter, up 

$2.5 billion (0.8 percent) from the second quarter.2

The quarterly growth in these loans at community 

2

 Small loans to businesses consist of loans to commercial borrowers 

up to $1 million and farm loans up to $500,000.

Change in Loan Balances and Unused Commitments

FDIC-Insured Community Banks

Source: FDIC. 

Billions of Dollars

Loan Balances

Unused

Commitments

31.3 

15.0 

21.2 

10.8 

4.5 

2.0 3.2 

13.8 

7.7 

9.4 

2.0 

3.5 3.4 1.7 0.8 1.0 

3.7 3.7 

Change 3Q 2015 vs. 3Q 2014 

Change 3Q 2015 vs. 2Q 2015 

Nonfarm

Nonresidential

RE

C&I

Loans

1-to-4

Family

Residential

RE

C&D

Loans

Agricultural

Production

Loans

Loans to

Individuals

Home

Equity

CRE & C&D C&I

Loans

Chart 3 Chart 4

Noncurrent Loan Rates for FDIC-Insured Community Banks

Percent of Loan Portfolio Noncurrent

Source: FDIC.

0

2

4

6

8

10

12

14

16

2007 2008 2009 2010 2011 2012 2013 2014 2015

C&D Loans

Nonfarm Nonresidential RE

1-to-4 Family RE

C&I Loans 

Home Equity 

Credit Cards
FDIC Quarterly 17 2015, Volume 9, No. 4

Quarterly Banking Profile

banks outperformed that of noncommunity banks 

(down $876.2 million, or 0.2 percent). While close to 

60 percent of the quarterly increase was led by agricultural production loans (up $1.5 billion, or 5.3 percent), 

commercial and industrial loans declined (down 

$202.5 million, or 0.2 percent). The yearly increase 

in small loans to businesses at community banks (up 

$9.5 billion, or 3.3 percent) surpassed that of noncommunity banks (up $2.4 billion, or 0.7 percent). The 

12-month increase at community banks was led by 

commercial and industrial loans (up $4 billion, or 

4.6 percent), and nonfarm nonresidential loans (up 

$2.8 billion, or 1.9 percent). Community banks continued to hold 44 percent of all small loans to businesses.

Noncurrent Rate Declined for 22 Consecutive Quarters

With nearly 60 percent of community banks reducing their noncurrent loan and lease balances from 

the year-ago quarter, the noncurrent loan and lease 

balance declined $3.1 billion (15.7 percent) from third 

quarter 2014 to $16.5 billion. During third quarter 

2015, the noncurrent rate was 1.17 percent, down 

7 basis points from the previous quarter and 33 basis 

points from third quarter 2014. The noncurrent rate 

was 53 basis points below the 1.7 percent at noncommunity banks. All major loan categories at community 

banks, except for commercial and industrial loans, had 

lower noncurrent rates from the previous quarter. After 

declining for 21 consecutive quarters, the noncurrent 

rate for commercial and industrial loans (1.09 percent) 

increased 6 basis points from second quarter 2015. The 

quarterly net charge-off rate was 0.14 percent, down 

3 basis points from third quarter 2014. All major loan 

categories, except for commercial and industrial loans 

(up 4 basis points), had a decline in the net charge-off 

rate from the year before.

One Community Bank Failed in the Third Quarter

The number of FDIC-insured community banks totaled 

5,812 at the end of third quarter 2015, down 69 banks 

from the previous quarter. One community bank failed 

during the quarter. One new community bank charter 

was added during the same period.

Author: Benjamin Tikvina, Financial Analyst

Division of Insurance and Research

(202) 898-6578
FDIC Quarterly 18 2015, Volume 9, No. 4

TABLE I-B. Selected Indicators, FDIC-Insured Community Banks

2015* 2014* 2014 2013 2012 2011 2010

Return on assets (%)������������������������������������������������������������������������������������������������������ 0.99 0.92 0.93 0.90 0.83 0.

Return on equity (%)������������������������������������������������������������������������������������������������������� 8.88 8.44 8.46 8.28 7.68 5.

Core capital (leverage) ratio (%) ������������������������������������������������������������������������������������ 10.72 10.60 10.57 10.43 10.18 9.

Noncurrent assets plus other real estate owned to assets (%) ������������������������������������ 1.14 1.46 1.34 1.73 2.26 2.

Net charge-offs to loans (%) ������������������������������������������������������������������������������������������ 0.13 0.20 0.21 0.32 0.58 0.

Asset growth rate (%) ����������������������������������������������������������������������������������������������������� 3.15 1.22 2.31 0.33 2.25 1.6

Net interest margin (%)��������������������������������������������������������������������������������������������������� 3.58 3.61 3.61 3.59 3.67 3.

Net operating income growth (%)����������������������������������������������������������������������������������� 10.29 1.04 4.92 14.61 56.25 207.82

Number of institutions reporting������������������������������������������������������������������������������������� 5,812 6,107 6,037 6,306 6,541 6,798 7,014

Percentage of unprofitable institutions (%)�������������������������������������������������������������������� 5.04 6.80 6.44 8.40 11.15 16.3

* Through September 30, ratios annualized where appropriate. Asset growth rates are for 12 months ending June 3

TABLE II-B. Aggregate Condition and Income Data, FDIC-Insured Community Banks

(dollar figures in millions)  3rd Quarter

2015

2nd Quarter

2015

3rd Quarter

2014

%Change 

3Q14-3Q15

Number of institutions reporting������������������������������������������������������������������������������������� 5,812 5,881 6,107 -4.

Total employees (full-time equivalent)��������������������������������������������������������������������������� 439,171 442,060 445,091 -1.

CONDITION DATA

Total assets��������������������������������������������������������������������������������������������������������������������� $2,095,679 $2,085,054 $2,031,679 3.

Loans secured by real estate���������������������������������������������������������������������������������� 1,076,041 1,064,892 1,017,259 5.

 1-4 Family residential mortgages �������������������������������������������������������������������� 373,813 373,660 355,439 5.

 Nonfarm nonresidential������������������������������������������������������������������������������������ 411,999 407,547 396,537 3.

 Construction and development������������������������������������������������������������������������ 90,288 87,874 82,912 8.

 Home equity lines��������������������������������������������������������������������������������������������� 50,092 50,049 49,206 1.

Commercial & industrial loans �������������������������������������������������������������������������������� 192,959 193,551 186,293 3.

Loans to individuals������������������������������������������������������������������������������������������������� 59,947 60,284 58,280 2.

 Credit cards ������������������������������������������������������������������������������������������������������ 2,191 2,152 1,790 22.

Farm loans��������������������������������������������������������������������������������������������������������������� 50,561 48,759 46,074 9.

Other loans & leases����������������������������������������������������������������������������������������������� 35,488 35,023 29,466 20.

Less: Unearned income ������������������������������������������������������������������������������������������ 589 568 573 2.

Total loans & leases ������������������������������������������������������������������������������������������������ 1,414,406 1,401,942 1,336,799 5.

Less: Reserve for losses����������������������������������������������������������������������������������������� 18,660 18,812 19,458 -4.

Net loans and leases����������������������������������������������������������������������������������������������� 1,395,746 1,383,130 1,317,341 6.

Securities����������������������������������������������������������������������������������������������������������������� 438,119 443,577 452,580 -3.

Other real estate owned������������������������������������������������������������������������������������������ 7,237 7,746 9,450 -23.

Goodwill and other intangibles ������������������������������������������������������������������������������� 13,735 13,597 12,561 9.

All other assets�������������������������������������������������������������������������������������������������������� 240,842 237,004 239,746 0.

Total liabilities and capital ���������������������������������������������������������������������������������������������� 2,095,679 2,085,054 2,031,679 3.

Deposits������������������������������������������������������������������������������������������������������������������� 1,717,385 1,708,626 1,672,408 2.

 Domestic office deposits���������������������������������������������������������������������������������� 1,717,000 1,708,188 1,672,191 2.

 Foreign office deposits������������������������������������������������������������������������������������� 385 438 217 77.

 Brokered deposits �������������������������������������������������������������������������������������������� 70,040 67,309 59,462 17.

Estimated insured deposits������������������������������������������������������������������������������������� 1,304,485 1,308,563 1,300,115 0.

Other borrowed funds ��������������������������������������������������������������������������������������������� 125,039 127,407 117,209 6.

Subordinated debt��������������������������������������������������������������������������������������������������� 455 524 400 13.

All other liabilities ���������������������������������������������������������������������������������������������������� 16,794 15,633 15,628 7.

Total equity capital (includes minority interests)���������������������������������������������������� 236,006 232,865 226,035 4.

 Bank equity capital������������������������������������������������������������������������������������������� 235,886 232,746 225,881 4.

Loans and leases 30-89 days past due������������������������������������������������������������������������� 8,203 8,188 9,025 -9.

Noncurrent loans and leases ����������������������������������������������������������������������������������������� 16,528 17,328 20,004 -17.

Restructured loans and leases �������������������������������������������������������������������������������������� 9,695 9,961 11,346 -14.

Mortgage-backed securities ������������������������������������������������������������������������������������������ 184,588 189,057 197,961 -6.

Earning assets���������������������������������������������������������������������������������������������������������������� 1,945,663 1,933,577 1,879,887 3.

FHLB Advances�������������������������������������������������������������������������������������������������������������� 93,861 95,914 85,855 9.

Unused loan commitments��������������������������������������������������������������������������������������������� 286,501 282,020 248,643 15.

Trust assets��������������������������������������������������������������������������������������������������������������������� 242,405 247,787 238,809 1.

Assets securitized and sold ������������������������������������������������������������������������������������������� 16,035 14,575 18,907 -15.

Notional amount of derivatives��������������������������������������������������������������������������������������� 53,177 58,202 43,485 22.

INCOME DATA

First Three 

Quarters 2015

First Three 

Quarters 2014 %Change

3rd Quarter 

2015

3rd Quarter 

2014

%Change 

3Q14-3Q15

Total interest income ������������������������������������������������������������������� $57,455 $56,664 1.4 $19,660 $19,311 1

Total interest expense ����������������������������������������������������������������� 6,528 6,820 -4.3 2,208 2,274 -2

Net interest income �������������������������������������������������������������� 50,926 49,844 2.2 17,452 17,037 2

Provision for loan and lease losses �������������������������������������������� 1,683 1,889 -10.9 560 574 -2

Total noninterest income������������������������������������������������������������� 14,623 13,219 10.6 4,955 4,536 9

Total noninterest expense����������������������������������������������������������� 44,593 43,773 1.9 15,145 14,820 2

Securities gains (losses)������������������������������������������������������������� 453 390 16.4 100 110 -9

Applicable income taxes ������������������������������������������������������������� 4,481 3,980 12.6 1,593 1,394 14

Extraordinary gains, net�������������������������������������������������������������� 26 2 1,357.5 1 -6 N/

Total net income (includes minority interests)��������������������� 15,271 13,812 10.6 5,209 4,890 6

 Bank net income������������������������������������������������������������ 15,248 13,795 10.5 5,202 4,882 6

Net charge-offs���������������������������������������������������������������������������� 1,297 1,907 -32.0 477 554 -14

Cash dividends ���������������������������������������������������������������������������� 6,861 6,192 10.8 2,183 1,943 12

Retained earnings ����������������������������������������������������������������������� 8,387 7,603 10.3 3,019 2,940 2

Net operating income����������������������������������������������������������� 14,893 13,504 10.3 5,134 4,807 6

N/M - Not Meaningful
FDIC Quarterly 19 2015, Volume 9, No. 4

Quarterly Banking Profile

TABLE II-B. Aggregate Condition and Income Data, FDIC-Insured Community Banks

Prior Periods Adjusted for Mergers

(dollar figures in millions)  3rd Quarter

2015

2nd Quarter

2015

3rd Quarter

2014

%Change 

3Q14-3Q15

Number of institutions reporting������������������������������������������������������������������������������������� 5,812 5,811 5,811 0.

Total employees (full-time equivalent)��������������������������������������������������������������������������� 439,171 439,337 434,526 1.

CONDITION DATA

Total assets��������������������������������������������������������������������������������������������������������������������� $2,095,679 $2,067,837 $1,983,966 5.

Loans secured by real estate���������������������������������������������������������������������������������� 1,076,041 1,054,150 991,454 8.

 1-4 Family residential mortgages �������������������������������������������������������������������� 373,813 370,268 352,602 6.

 Nonfarm nonresidential������������������������������������������������������������������������������������ 411,999 402,600 380,691 8.

 Construction and development������������������������������������������������������������������������ 90,288 86,883 79,511 13.

 Home equity lines��������������������������������������������������������������������������������������������� 50,092 49,120 46,861 6.

Commercial & industrial loans �������������������������������������������������������������������������������� 192,959 190,924 177,992 8.

Loans to individuals������������������������������������������������������������������������������������������������� 59,947 59,118 57,952 3.

 Credit cards ������������������������������������������������������������������������������������������������������ 2,191 2,182 2,213 -1.

Farm loans��������������������������������������������������������������������������������������������������������������� 50,561 48,843 46,013 9.

Other loans & leases����������������������������������������������������������������������������������������������� 35,488 35,192 30,464 16.

Less: Unearned income ������������������������������������������������������������������������������������������ 589 568 555 6.

Total loans & leases ������������������������������������������������������������������������������������������������ 1,414,406 1,387,660 1,303,320 8.

Less: Reserve for losses����������������������������������������������������������������������������������������� 18,660 18,675 18,939 -1.

Net loans and leases����������������������������������������������������������������������������������������������� 1,395,746 1,368,985 1,284,381 8.

Securities����������������������������������������������������������������������������������������������������������������� 438,119 442,211 444,498 -1.

Other real estate owned������������������������������������������������������������������������������������������ 7,237 7,672 9,288 -22.

Goodwill and other intangibles ������������������������������������������������������������������������������� 13,735 13,452 11,806 16.

All other assets�������������������������������������������������������������������������������������������������������� 240,842 235,517 233,992 2.

Total liabilities and capital ���������������������������������������������������������������������������������������������� 2,095,679 2,067,837 1,983,966 5.

Deposits������������������������������������������������������������������������������������������������������������������� 1,717,385 1,695,089 1,628,961 5.

 Domestic office deposits���������������������������������������������������������������������������������� 1,717,000 1,694,664 1,628,577 5.

 Foreign office deposits������������������������������������������������������������������������������������� 385 425 385 0.

 Brokered deposits �������������������������������������������������������������������������������������������� 70,040 66,790 60,231 16.

Estimated insured deposits������������������������������������������������������������������������������������� 1,304,485 1,300,322 1,269,746 2.

Other borrowed funds ��������������������������������������������������������������������������������������������� 125,039 125,828 118,713 5.

Subordinated debt��������������������������������������������������������������������������������������������������� 455 455 451 0.

All other liabilities ���������������������������������������������������������������������������������������������������� 16,794 15,472 15,116 11.

Total equity capital (includes minority interests)���������������������������������������������������� 236,006 230,992 220,725 6.

 Bank equity capital������������������������������������������������������������������������������������������� 235,886 230,874 220,603 6.

Loans and leases 30-89 days past due������������������������������������������������������������������������� 8,203 8,180 9,006 -8.

Noncurrent loans and leases ����������������������������������������������������������������������������������������� 16,528 17,189 19,604 -15.

Restructured loans and leases �������������������������������������������������������������������������������������� 9,695 9,845 11,223 -13.

Mortgage-backed securities ������������������������������������������������������������������������������������������ 184,588 188,052 194,050 -4.

Earning assets���������������������������������������������������������������������������������������������������������������� 1,945,663 1,917,421 1,836,654 5.

FHLB Advances�������������������������������������������������������������������������������������������������������������� 93,861 94,424 87,617 7.

Unused loan commitments��������������������������������������������������������������������������������������������� 286,501 278,574 256,473 11.

Trust assets��������������������������������������������������������������������������������������������������������������������� 242,405 249,519 233,594 3.

Assets securitized and sold ������������������������������������������������������������������������������������������� 16,035 14,575 13,056 22.

Notional amount of derivatives��������������������������������������������������������������������������������������� 53,177 55,437 40,433 31.

INCOME DATA

First Three 

Quarters 2015

First Three 

Quarters 2014 %Change

3rd Quarter 

2015

3rd Quarter 

2014

%Change 

3Q14-3Q15

Total interest income ������������������������������������������������������������������� $57,455 $54,502 5.4 $19,660 $18,599 5

Total interest expense ����������������������������������������������������������������� 6,528 6,604 -1.1 2,208 2,207 0

Net interest income �������������������������������������������������������������� 50,926 47,898 6.3 17,452 16,392 6

Provision for loan and lease losses �������������������������������������������� 1,683 1,713 -1.7 560 574 -2

Total noninterest income������������������������������������������������������������� 14,623 12,834 13.9 4,955 4,460 11

Total noninterest expense ����������������������������������������������������������� 44,593 41,852 6.5 15,145 14,166 6

Securities gains (losses)������������������������������������������������������������� 453 394 15.0 100 108 -7

Applicable income taxes ������������������������������������������������������������� 4,481 3,848 16.5 1,593 1,366 16

Extraordinary gains, net�������������������������������������������������������������� 26 2 1,357.5 1 -6 N/

Total net income (includes minority interests)��������������������� 15,271 13,716 11.3 5,209 4,846 7

 Bank net income������������������������������������������������������������ 15,248 13,698 11.3 5,202 4,839 7

Net charge-offs���������������������������������������������������������������������������� 1,297 1,770 -26.7 477 567 -15

Cash dividends ���������������������������������������������������������������������������� 6,861 6,176 11.1 2,183 1,925 13

Retained earnings ����������������������������������������������������������������������� 8,387 7,523 11.5 3,019 2,914 3

Net operating income����������������������������������������������������������� 14,893 13,405 11.1 5,134 4,765 7

N/M - Not Meaningful
FDIC Quarterly 20 2015, Volume 9, No. 4

TABLE III-B. Aggregate Condition and Income Data by Geographic Region, FDIC-Insured Community Banks

Third Quarter 2015

(dollar figures in millions)

Geographic Regions*

All Community Banks New York Atlanta Chicago Kansas City Dallas San Francisco

Number of institutions reporting����������������������������������� 5,812 684 715 1,282 1,502 1,244 385

Total employees (full-time equivalent)������������������������� 439,171 87,774 55,854 92,541 70,811 95,510 36,681

CONDITION DATA

Total assets������������������������������������������������������������������� $2,095,679 $544,584 $245,743 $387,310 $325,354 $404,953 $187,734

Loans secured by real estate�������������������������������� 1,076,041 320,965 134,618 194,799 146,927 185,067 93,665

 1-4 Family residential mortgages ������������������ 373,813 126,660 43,875 71,222 48,088 61,617 22,351

 Nonfarm nonresidential���������������������������������� 411,999 113,134 57,668 70,840 48,484 74,803 47,070

 Construction and development���������������������� 90,288 17,206 15,084 11,966 11,772 26,287 7,973

 Home equity lines������������������������������������������� 50,092 16,834 7,669 11,637 4,573 4,338 5,041

Commercial & industrial loans ������������������������������ 192,959 46,302 18,716 36,229 31,803 41,247 18,662

Loans to individuals����������������������������������������������� 59,947 12,758 6,580 12,115 9,792 13,693 5,009

 Credit cards ���������������������������������������������������� 2,191 463 132 434 474 306 382

Farm loans������������������������������������������������������������� 50,561 527 1,307 7,799 28,054 10,051 2,823

Other loans & leases��������������������������������������������� 35,488 10,894 2,732 6,319 5,308 7,037 3,197

Less: Unearned income ���������������������������������������� 589 164 98 63 35 124 106

Total loans & leases ���������������������������������������������� 1,414,406 391,283 163,855 257,197 221,849 256,972 123,251

Less: Reserve for losses��������������������������������������� 18,660 4,465 2,291 3,593 3,074 3,419 1,818

Net loans and leases��������������������������������������������� 1,395,746 386,818 161,563 253,605 218,775 253,553 121,432

Securities��������������������������������������������������������������� 438,119 99,775 48,542 85,322 69,787 97,472 37,222

Other real estate owned���������������������������������������� 7,237 1,011 1,886 1,503 1,091 1,337 409

Goodwill and other intangibles ����������������������������� 13,735 4,481 1,262 2,219 1,720 2,578 1,474

All other assets������������������������������������������������������ 240,842 52,499 32,489 44,661 33,982 50,014 27,197

Total liabilities and capital �������������������������������������������� 2,095,679 544,584 245,743 387,310 325,354 404,953 187,734

Deposits����������������������������������������������������������������� 1,717,385 432,440 204,256 319,969 264,723 339,867 156,130

 Domestic office deposits�������������������������������� 1,717,000 432,139 204,246 319,952 264,723 339,867 156,073

 Foreign office deposits����������������������������������� 385 301 9 17 0 0 58

 Brokered deposits ������������������������������������������ 70,040 24,806 7,213 11,706 10,413 9,927 5,975

 Estimated insured deposits ��������������������������� 1,304,485 317,952 157,091 257,242 210,747 251,760 109,692

Other borrowed funds ������������������������������������������� 125,039 44,851 11,990 20,445 22,322 17,694 7,737

Subordinated debt������������������������������������������������� 455 309 23 50 4 6 66

All other liabilities �������������������������������������������������� 16,794 5,615 1,841 2,909 2,038 2,701 1,691

Total equity capital (includes minority interests)�� 236,006 61,370 27,634 43,938 36,268 44,686 22,110

 Bank equity capital����������������������������������������� 235,886 61,317 27,616 43,917 36,267 44,661 22,109

Loans and leases 30-89 days past due����������������������� 8,203 2,262 1,124 1,508 1,112 1,749 448

Noncurrent loans and leases ��������������������������������������� 16,528 5,699 2,381 3,147 1,704 2,664 934

Restructured loans and leases ������������������������������������ 9,695 2,662 1,530 2,552 1,066 1,109 777

Mortgage-backed securities ���������������������������������������� 184,588 55,176 20,495 32,881 22,130 36,180 17,726

Earning assets�������������������������������������������������������������� 1,945,663 508,167 225,669 359,082 303,233 374,525 174,988

FHLB Advances������������������������������������������������������������ 93,861 35,897 9,372 14,315 16,076 13,705 4,495

Unused loan commitments������������������������������������������� 286,501 68,982 29,546 49,809 44,239 48,538 45,386

Trust assets������������������������������������������������������������������� 242,405 51,903 9,431 64,601 66,243 39,456 10,770

Assets securitized and sold ����������������������������������������� 16,035 3,877 535 6,132 816 618 4,057

Notional amount of derivatives������������������������������������� 53,177 18,841 6,276 8,910 7,601 7,410 4,139

INCOME DATA

Total interest income ���������������������������������������������������� $19,660 $4,898 $2,378 $3,546 $3,104 $3,969 $1,765

Total interest expense �������������������������������������������������� 2,208 703 270 391 351 364 131

Net interest income ����������������������������������������������� 17,452 4,195 2,108 3,155 2,753 3,606 1,634

Provision for loan and lease losses ����������������������������� 560 212 50 47 89 137 25

Total noninterest income���������������������������������������������� 4,955 940 566 1,242 737 965 505

Total noninterest expense �������������������������������������������� 15,145 3,483 1,995 3,006 2,235 3,040 1,386

Securities gains (losses)���������������������������������������������� 100 41 12 17 11 13 5

Applicable income taxes ���������������������������������������������� 1,593 477 181 316 198 207 213

Extraordinary gains, net����������������������������������������������� 1 0 -1 1 0 0 1

Total net income (includes minority interests)������ 5,209 1,004 459 1,047 979 1,200 521

 Bank net income��������������������������������������������� 5,202 1,002 458 1,045 979 1,198 521

Net charge-offs������������������������������������������������������������� 477 136 60 113 56 100 11

Cash dividends ������������������������������������������������������������� 2,183 219 141 557 493 558 215

Retained earnings �������������������������������������������������������� 3,019 783 316 488 486 640 305

Net operating income�������������������������������������������� 5,134 977 452 1,031 969 1,188 516

* See Table V-A (page 11) for explanations
FDIC Quarterly 21 2015, Volume 9, No. 4

Quarterly Banking Profile

Table IV-B. Third Quarter 2015, FDIC-Insured Community Banks

All Community Banks Third Quarter 2015, Geographic Regions*

 3rd Quarter 

2015

2nd Quarter 

2015 New York Atlanta Chicago Kansas City Dallas San Francisco

Performance ratios (annualized, %)

Yield on earning assets�������������������������������������������������� 4.08 4.03 3.90 4.24 3.98 4.12 4

Cost of funding earning assets �������������������������������������� 0.46 0.46 0.56 0.48 0.44 0.47 0

Net interest margin�������������������������������������������������� 3.62 3.57 3.34 3.76 3.54 3.65 3

Noninterest income to assets����������������������������������������� 0.95 0.98 0.70 0.93 1.29 0.91 0

Noninterest expense to assets��������������������������������������� 2.91 2.92 2.58 3.26 3.13 2.76 3

Loan and lease loss provision to assets������������������������ 0.11 0.11 0.16 0.08 0.05 0.11 0

Net operating income to assets ������������������������������������� 0.99 1.00 0.72 0.74 1.07 1.20 1

Pretax return on assets �������������������������������������������������� 1.31 1.29 1.10 1.04 1.42 1.45 1

Return on assets������������������������������������������������������������� 1.00 1.02 0.74 0.75 1.09 1.21 1

Return on equity ������������������������������������������������������������� 8.93 9.10 6.61 6.70 9.62 10.93 10

Net charge-offs to loans and leases������������������������������ 0.14 0.14 0.14 0.15 0.18 0.10 0

Loan and lease loss provision to net charge-offs���������� 117.58 120.28 155.80 82.84 41.13 159.46 137.4

Efficiency ratio ���������������������������������������������������������������� 67.24 67.66 67.44 74.16 68.06 63.65 66.

Net interest income to operating revenue���������������������� 77.88 77.10 81.70 78.82 71.75 78.89 78.

% of unprofitable institutions������������������������������������������ 5.16 5.99 7.46 8.67 5.54 3.06 3

% of institutions with earnings gains������������������������������ 58.48 58.51 57.31 59.58 58.35 58.39 57.

Table V-B. First Three Quarters 2015, FDIC-Insured Community Banks

All Community Banks First Three Quarters 2015, Geographic Regions*

First Three 

Quarters 2015

First Three 

Quarters 2014 New York Atlanta Chicago Kansas City Dallas San Francisco

Performance ratios (%)

Yield on earning assets�������������������������������������������������� 4.03 4.11 3.87 4.21 3.95 4.05 4

Cost of funding earning assets �������������������������������������� 0.46 0.49 0.56 0.48 0.44 0.47 0

Net interest margin�������������������������������������������������� 3.58 3.61 3.31 3.72 3.51 3.58 3

Noninterest income to assets����������������������������������������� 0.95 0.88 0.70 0.92 1.29 0.91 0

Noninterest expense to assets��������������������������������������� 2.90 2.93 2.61 3.22 3.08 2.76 2

Loan and lease loss provision to assets������������������������ 0.11 0.13 0.16 0.09 0.07 0.10 0

Net operating income to assets ������������������������������������� 0.97 0.90 0.69 0.77 1.09 1.16 1

Pretax return on assets �������������������������������������������������� 1.28 1.19 1.07 1.06 1.42 1.41 1

Return on assets������������������������������������������������������������� 0.99 0.92 0.72 0.80 1.11 1.18 1

Return on equity ������������������������������������������������������������� 8.88 8.44 6.44 7.15 9.89 10.72 10

Net charge-offs to loans and leases������������������������������ 0.13 0.20 0.16 0.15 0.15 0.08 0

Loan and lease loss provision to net charge-offs���������� 129.76 99.07 143.34 89.16 73.59 189.85 153.5

Efficiency ratio ���������������������������������������������������������������� 67.68 69.08 68.58 73.96 67.41 64.62 66.

Net interest income to operating revenue���������������������� 77.69 79.04 81.42 78.73 71.57 78.57 79.

% of unprofitable institutions������������������������������������������ 5.04 6.80 7.46 8.95 4.99 2.60 3

% of institutions with earnings gains������������������������������ 63.04 60.26 59.50 60.28 64.04 65.78 60.

* See Table V-A (page 11) for explanations
FDIC Quarterly 22 2015, Volume 9, No. 4

Table VI-B. Loan Performance, FDIC-Insured Community Banks

September 30, 2015

Geographic Regions*

All Community Banks New York Atlanta Chicago Kansas City Dallas San Francisco

Percent of Loans 30-89 Days Past Due

All loans secured by real estate ������������������������������������������� 0.55 0.51 0.67 0.61 0.48 0.

Construction and development������������������������������������� 0.49 0.43 0.75 0.40 0.47 0.

Nonfarm nonresidential������������������������������������������������� 0.37 0.35 0.43 0.40 0.39 0.

Multifamily residential real estate ��������������������������������� 0.17 0.14 0.21 0.26 0.27 0.

Home equity loans��������������������������������������������������������� 0.44 0.49 0.52 0.44 0.35 0.

Other 1-4 family residential������������������������������������������� 0.89 0.79 1.05 1.02 0.73 1.

Commercial and industrial loans ����������������������������������������� 0.51 0.47 0.57 0.41 0.58 0.

Loans to individuals�������������������������������������������������������������� 1.70 2.97 1.68 1.01 1.03 1.

Credit card loans ����������������������������������������������������������� 1.85 2.43 1.44 1.31 3.05 1.

Other loans to individuals ��������������������������������������������� 1.70 2.99 1.68 1.00 0.93 1.

All other loans and leases (including farm) ������������������������� 0.34 0.34 0.21 0.32 0.35 0.

Total loans and leases���������������������������������������������������������� 0.58 0.58 0.69 0.59 0.50 0.

Percent of Loans Noncurrent**

All loans secured by real estate ������������������������������������������� 1.22 1.44 1.54 1.37 0.81 1.

Construction and development������������������������������������� 1.76 1.76 3.16 1.95 1.59 1.

Nonfarm nonresidential������������������������������������������������� 1.10 1.25 1.34 1.27 0.93 0.

Multifamily residential real estate ��������������������������������� 0.44 0.22 0.71 0.89 0.45 0.

Home equity loans��������������������������������������������������������� 0.78 0.93 0.73 0.85 0.39 0.

Other 1-4 family residential������������������������������������������� 1.53 2.01 1.49 1.65 0.81 1.

Commercial and industrial loans ����������������������������������������� 1.09 1.07 1.15 1.03 1.01 1.

Loans to individuals�������������������������������������������������������������� 0.71 0.81 1.04 0.47 0.45 1.

Credit card loans ����������������������������������������������������������� 0.98 1.34 0.59 0.88 1.25 0.

Other loans to individuals ��������������������������������������������� 0.70 0.79 1.05 0.45 0.41 1.

All other loans and leases (including farm) ������������������������� 0.96 4.30 0.58 0.36 0.43 0.

Total loans and leases���������������������������������������������������������� 1.17 1.46 1.45 1.22 0.77 1.

Percent of Loans Charged-Off (net, YTD)

All loans secured by real estate ������������������������������������������� 0.08 0.11 0.11 0.11 0.03 0.0

Construction and development������������������������������������� 0.04 0.18 0.16 0.03 -0.20 0.0

Nonfarm nonresidential������������������������������������������������� 0.07 0.15 0.09 0.08 0.06 0.0

Multifamily residential real estate ��������������������������������� 0.02 0.02 0.07 0.03 0.01 0.0

Home equity loans��������������������������������������������������������� 0.12 0.15 0.12 0.20 0.06 0.0

Other 1-4 family residential������������������������������������������� 0.10 0.10 0.11 0.17 0.06 0.0

Commercial and industrial loans ����������������������������������������� 0.22 0.24 0.21 0.25 0.16 0.

Loans to individuals�������������������������������������������������������������� 0.74 0.93 0.71 0.55 0.68 0.

Credit card loans ����������������������������������������������������������� 4.15 4.09 1.33 3.49 9.62 1.

Other loans to individuals ��������������������������������������������� 0.61 0.81 0.69 0.43 0.24 0.

All other loans and leases (including farm) ������������������������� 0.13 0.15 0.21 0.16 0.05 0.

Total loans and leases���������������������������������������������������������� 0.13 0.16 0.15 0.15 0.08 0.

Loans Outstanding (in billions)

All loans secured by real estate ������������������������������������������� $1,076.0 $321.0 $134.6 $194.8 $146.9 $185.

Construction and development������������������������������������� 90.3 17.2 15.1 12.0 11.8 2

Nonfarm nonresidential������������������������������������������������� 412.0 113.1 57.7 70.8 48.5 74

Multifamily residential real estate ��������������������������������� 87.6 45.2 6.2 14.2 7.3 

Home equity loans��������������������������������������������������������� 50.1 16.8 7.7 11.6 4.6 

Other 1-4 family residential������������������������������������������� 373.8 126.7 43.9 71.2 48.1 61

Commercial and industrial loans ����������������������������������������� 193.0 46.3 18.7 36.2 31.8 41

Loans to individuals�������������������������������������������������������������� 59.9 12.8 6.6 12.1 9.8 1

Credit card loans ����������������������������������������������������������� 2.2 0.5 0.1 0.4 0.5 

Other loans to individuals ��������������������������������������������� 57.8 12.3 6.4 11.7 9.3 1

All other loans and leases (including farm) ������������������������� 86.0 11.4 4.0 14.1 33.4 1

Total loans and leases���������������������������������������������������������� 1,415.0 391.4 164.0 257.3 221.9 257.

Memo: Unfunded Commitments (in millions)

Total Unfunded Commitments ��������������������������������������������� 286,501 68,982 29,546 49,809 44,239 48,538 45,386

Construction and development: 1-4 family residential �� 22,486 4,671 3,891 2,502 2,735 6,356 2,330

Construction and development: CRE and other ����������� 51,846 15,658 7,282 7,535 5,712 11,466 4,193

Commercial and industrial �������������������������������������������� 89,301 21,510 8,297 18,561 14,677 16,414 9,841

* See Table V-A (page 11) for explanations

** Noncurrent loan rates represent the percentage of loans in each category that are past due 90 days or more or that are in nonaccrual status
FDIC Quarterly 23 2015, Volume 9, No. 4

Quarterly Banking Profile

Total assets of the 6,270 FDIC-insured institutions 

increased by 0.3 percent ($46.5 billion) during the 

third quarter of 2015. Total deposits increased by 

0.5 percent ($58.0 billion), domestic office deposits 

increased by 0.6 percent ($62.7 billion), and foreign 

office deposits decreased by 0.3 percent ($4.7 billion). 

Domestic interest-bearing deposits increased by 

1.1 percent ($85.4 billion), and noninterest-bearing 

deposits decreased by 0.8 percent ($22.7 billion). For 

the 12 months ending September 30, total domestic 

deposits grew by 4.7 percent ($476.4 billion), with 

interest-bearing deposits increasing by 4.4 percent 

($321.7 billion) and noninterest-bearing deposits 

rising by 5.5 percent ($154.7 billion).1 Other borrowed 

money increased by 6.0 percent, securities sold under 

agreements to repurchase declined by 9.9 percent, and 

foreign office deposits declined by 5.8 percent over the 

same 12-month period.2

Total estimated insured deposits increased by 

1.1 percent in the third quarter of 2015.3 For institutions existing at the start and the end of the most 

recent quarter, insured deposits increased during the 

quarter at 2,929 institutions (47 percent), decreased 

at 3,318 institutions (53 percent), and remained 

unchanged at 29 institutions. Estimated insured deposits increased by 4.5 percent over the 12 months ending 

September 30, 2015. 

1

 Throughout the insurance fund discussion, FDIC-insured institutions 

include insured commercial banks and savings associations and, 

except where noted, exclude insured branches of foreign banks. 

2

 Other borrowed money includes FHLB advances, term federal funds, 

mortgage indebtedness, and other borrowings.

3

 Figures for estimated insured deposits in this discussion include 

insured branches of foreign banks, in addition to insured commercial 

banks and savings institutions.

The DIF increased by $2.5 billion during the third 

quarter of 2015 to $70.1 billion (unaudited). Assessment income of $2.2 billion and a negative provision 

for insurance losses of $578 million were the main 

drivers behind the fund balance increase. Interest on 

investments, unrealized gains on available for sale securities, and other miscellaneous income added another 

$188 million to the fund. Third quarter operating 

expenses reduced the fund balance by $410 million. 

For the first nine months of 2015, six insured institutions failed, with combined assets of $6.4 billion, at a 

current estimated cost to the DIF of $0.8 billion. In 

2011, as part of the FDIC’s long-term fund management plan, the FDIC Board of Directors adopted a 

lower rate schedule for regular risk-based assessments 

that will go into effect the quarter after the DIF reserve 

ratio first meets or exceeds 1.15 percent.4 The DIF’s 

reserve ratio was 1.09 percent on September 30, up 

from 1.06 percent at June 30, 2015, and 0.88 percent 

four quarters ago.

Effective April 1, 2011, the deposit insurance assessment base changed to average consolidated total assets 

minus average tangible equity.5 Revisions to insurance 

assessment rates and risk-based pricing rules for large 

banks (banks with assets greater than $10 billion) also 

became effective on that date.6 Table 1 shows the distribution of the assessment base as of September 30, by 

institution asset size category.

4

 Adoption of Federal Deposit Insurance Corporation Restoration Plan, 

75 Fed. Reg. 66293 (Oct. 27, 2010).

5

 There is an additional adjustment to the assessment base for 

banker’s banks and custodial banks, as permitted under Dodd-Frank.

6

 The Fourth Quarter 2010 Quarterly Banking Profile includes a more 

detailed explanation of these changes.

■ DIF Reserve Ratio Rises 3 Basis Points to 1.09 Percent

■ Insured Deposits Increase by 1.1 Percent

■ One Institution Failed During Third Quarter

INSURANCE FUND INDICATORS
FDIC Quarterly 24 2015, Volume 9, No. 4

Dodd-Frank requires that, for at least five years, the 

FDIC must make available to the public the reserve 

ratio and the DRR using both estimated insured deposits and the new assessment base. As of September 

30, 2015, the FDIC reserve ratio would have been 

0.51 percent using the new assessment base (compared 

to 1.09 percent using estimated insured deposits), 

and the 2 percent DRR using estimated insured 

deposits would have been 0.94 percent using the new 

assessment base. 

Author: Kevin Brown, Senior Financial Analyst

Division of Insurance and Research

(202) 898-6817

Table 1

Distribution of the Assessment Base for FDIC-Insured Institutions* 

by Asset Size

Data as of September 30, 2015

Asset Size

Number of 

Institutions

Percent of 

Total Institutions

Assessment Base** 

($ Bil.)

Percent of 

Base

Less Than $1 Billion 5,564 88.7 $1,147.2 8.4

$1 - $10 Billion 596 9.5 1,457.7 10.7

$10 - $50 Billion 72 1.1 1,430.3 10.5

$50 - $100 Billion 14 0.2 913.8 6.7

Over $100 Billion 24 0.4 8,674.0 63.7

Total 6,270 100.0 13,623.0 100.0

* Excludes insured U.S. branches of foreign banks.

** Average consolidated total assets minus average tangible equity, with adjustments for banker’s banks and custodial banks.
FDIC Quarterly 25 2015, Volume 9, No. 4

Quarterly Banking Profile

DIF Reserve Ratios

Percent of Insured Deposits

0.35

0.45

0.60 0.64 0.68

0.79 0.80 0.84 0.88

1.01 1.03 1.06 1.09

9/12 12/12 3/13 6/13 9/13 12/13 3/14 6/14 9/14 12/14 3/15 6/15 9/15

Table I-C. Insurance Fund Balances and Selected Indicators

(dollar figures in millions)

Deposit Insurance Fund*

3rd 

Quarter 

2015

2nd 

Quarter 

2015

1st 

Quarter 

2015

4th 

Quarter 

2014

3rd 

Quarter 

2014

2nd 

Quarter 

2014

1st 

Quarter 

2014

4th 

Quarter 

2013

3rd 

Quarter 

2013

2nd 

Quarter 

2013

1st 

Quarter 

2013

4th 

Quarter 

2012

3rd 

Quarter 

2012

Beginning Fund Balance ... $67,589 $65,296 $62,780 $54,320 $51,059 $48,893 $47,191 $40,758 $37,871 $35,742 $32,958 $25,224 $22,693

Changes in Fund Balance:

Assessments earned .......... 2,170 2,328 2,189 2,030 2,009 2,224 2,393 2,224 2,339 2,526 2,645 2,937 2,833

Interest earned on 

investment securities ...... 122 113 60 70 80 87 45 23 34 54 -9 66 -8

Realized gain on sale of

investments...................... 0 0 0 0 0 0 0 302 156 0 0 0 0

Operating expenses ........... 410 434 396 408 406 428 422 436 298 439 436 469 442

Provision for insurance 

losses .............................. -578 -317 -426 -6,787 -1,663 -204 348 -4,588 -539 -33 -499 -3,344 -84

All other income, 

net of expenses ............... 2 3 6 -43 6 6 9 9 46 51 55 1,878 57

Unrealized gain/(loss) on 

available-for-sale 

securities ......................... 64 -34 231 24 -91 73 25 -277 71 -96 30 -22 7

Total fund balance change ... 2,526 2,293 2,516 8,460 3,261 2,166 1,702 6,433 2,887 2,129 2,784 7,734 2,531

Ending Fund Balance ....... 70,115 67,589 65,296 62,780 54,320 51,059 48,893 47,191 40,758 37,871 35,742 32,958 25,224

Percent change from 

 four quarters earlier ....... 29.08 32.37 33.55 33.03 33.27 34.82 36.79 43.19 61.58 66.88 133.73 

Reserve Ratio (%) ............. 1.09 1.06 1.03 1.01 0.88 0.84 0.80 0.79 0.68 0.64 0

Estimated Insured 

Deposits** .......................... 6,420,010 6,350,086 6,343,610 6,211,168 6,141,707 6,109,681 6,120,778 6,010,853 5,967,558 5,951,124 5,999,614 7,405,043 7,248,466

Percent change from 

 four quarters earlier ....... 4.53 3.93 3.64 3.33 2.92 2.66 2.02 -18.83 -17.67 -15.96 -14

Domestic Deposits ........... 10,695,512 10,629,336 10,616,332 10,408,065 10,213,080 10,099,337 9,962,453 9,825,399 9,631,580 9,424,503 9,454,658 9,474,585 9,084,803

Percent change from 

 four quarters earlier ....... 4.72 5.25 6.56 5.93 6.04 7.16 5.37 3.70 6.02 5.45 6

Assessment Base*** ........ 13,671,780 13,604,417 13,526,397 13,338,064 13,107,460 12,905,563 12,797,323 12,743,995 12,527,654 12,485,955 12,433,502 12,435,091 12,276,302

Percent change from 

 four quarters earlier ....... 4.31 5.42 2.42 4.66 4.63 3.36 2.93 2.48 2.05 2.68 2

Number of Institutions 

Reporting ....................... 6,279 6,357 6,428 6,518 6,598 6,665 6,739 6,821 6,900 6,949 7,028 7,092 7,190

Deposit Insurance Fund Balance 

and Insured Deposits

($ Millions)

DIF 

Balance

DIF-Insured 

Deposits

9/12 $25,224 $7,248,466

12/12 32,958 7,405,043

3/13 35,742 5,999,614

6/13 37,871 5,951,124

9/13 40,758 5,967,558

12/13 47,191 6,010,853

3/14 48,893 6,120,778

6/14 51,059 6,109,681

9/14 54,320 6,141,707

12/14 62,780 6,211,168

3/15 65,296 6,343,610

6/15 67,589 6,350,086

9/15 70,115 6,420,010

Table II-C. Problem Institutions and Failed Institutions

(dollar figures in millions) 2015  2014** ** 2014 2013 2012 2011 2010

Problem Institutions

Number of institutions ���������������������������������������������������������������������� 203 329 291 467 651 813 884

Total assets��������������������������������������������������������������������������������������� $51,068 $102,256 $86,712 $152,687 $232,701 $319,432 $390,017

Failed Institutions

Number of institutions ���������������������������������������������������������������������� 6 14 18 24 51 92 157

Total assets*****������������������������������������������������������������������������������� $6,421 $1,816 $2,914 $6,044 $11,617 $34,923 $92,085

* Quarterly financial statement results are unaudited

** Beginning in the third quarter of 2009, estimates of insured deposits are based on a $250,000 general coverage limit. The Dodd-Frank Wall Street Reform and Consumer Protection Ac

 (Dodd-Frank) temporarily provided unlimited coverage for noninterest-bearing transaction accounts for two years beginning December 31, 2010, and ending December 31, 2012

*** Average consolidated total assets minus tangible equity, with adjustments for banker’s banks and custodial banks

  Through September 30

** *** Total assets are based on final Call Reports submitted by failed institutions
FDIC Quarterly 26 2015, Volume 9, No. 4

Table III-C. Estimated FDIC-Insured Deposits by Type of Institution

(dollar figures in millions) 

September 30, 2015

Number of 

Institutions

Total 

Assets

Domestic 

Deposits*

Est. Insured 

Deposits

Commercial Banks and Savings Institutions

FDIC-Insured Commercial Banks ����������������������������������������������� 5,410 $14,726,590 $9,821,750 $5,713,221

 FDIC-Supervised ������������������������������������������������������������������� 3,588 2,369,036 1,853,152 1,335,207

 OCC-Supervised�������������������������������������������������������������������� 1,015 10,102,573 6,444,181 3,603,766

 Federal Reserve-Supervised������������������������������������������������� 807 2,254,981 1,524,417 774,248

FDIC-Insured Savings Institutions ���������������������������������������������� 860 1,073,629 827,354 677,021

 OCC-Supervised Savings Institutions ����������������������������������� 416 687,967 536,968 446,605

 FDIC-Supervised Savings Institutions����������������������������������� 407 362,195 272,157 215,557

 Federal Reserve-Supervised������������������������������������������������� 37 23,467 18,229 14,858

Total Commercial Banks and Savings Institutions ���������������������� 6,270 15,800,219 10,649,105 6,390,242

Other FDIC-Insured Institutions

U.S. Branches of Foreign Banks ������������������������������������������������� 9 98,665 46,408 29,7

Total FDIC-Insured Institutions���������������������������������������������������� . 6,279 15,898,884 10,695,512 6,420,0

* Excludes $1.4 trillion in foreign office deposits, which are not FDIC insure

Table IV-C. Distribution of Institutions and Assessment Base by Assessment Rate Range

Quarter Ending June 30, 2015 (dollar figures in billions)

Annual Rate in Basis Points

Number of 

Institutions

Percent of Total 

Institutions

Amount of 

Assessment Base*

Percent of Total 

Assessment Base

2.50-5.00 1,601 25.18 $2,086.3 

5.01-7.50 3,107 48.88 10,020.4 

7.51-10.00 972 15.29 1,025.3

10.01-15.00 425 6.69 371.1

15.01-20.00 23 0.36 41.9

 20.01-25.00 191 3.00 52.1

 25.01-30.00 1 0.02 0.0

 30.01-35.00 37 0.58 7.3

greater than 35.00 0 0.00 0.0 

* Beginning in the second quarter of 2011, the assessment base was changed to average consolidated total assets minus tangible equity, as 

required by the Dodd-Frank Act
FDIC Quarterly 27 2015, Volume 9, No. 4

Quarterly Banking Profile

The fourth step includes organizations that operate within a 

limited geographic scope. This limitation of scope is used as a 

proxy measure for a bank’s relationship approach to banking. 

Banks that operate within a limited market area have more 

ease in managing relationships at a personal level. Under this 

step, four criteria are applied to each banking organization. 

They include both a minimum and maximum number of total 

banking offices, a maximum level of deposits for any one 

office, and location-based criteria. The limits on the number 

of and deposits per office are gradually adjusted upward over 

time. For banking offices, banks must have more than one 

office, and the maximum number of offices starts at 40 in 1985 

and reaches 75 in 2010. The maximum level of deposits for 

any one office is $1.25 billion in deposits in 1985 and $5 billion in deposits in 2010. The remaining geographic limitations 

are also based on maximums for the number of states (fixed at 

3) and large metropolitan areas (fixed at 2) in which the organization maintains offices. Branch office data are based on the 

most recent data from the annual June 30 Summary of Deposits 

Survey that are available at the time of publication.

Finally, the definition establishes an asset-size limit, also 

adjusted upward over time from $250 million in 1985 to 

$1 billion in 2010, below which the limits on banking activities and geographic scope are waived. This final step acknowledges the fact that most of those small banks that are not 

excluded as specialty banks meet the requirements for banking activities and geographic limits in any event.

Summary of FDIC Research Definition of Community 

Banking Organizations

Community banks are designated at the level of the banking.

(All charters under designated holding companies are considered community banking charters.)

Exclude: Any organization with:

— No loans or no core deposits

— Foreign Assets ≥ 10% of total assets

— More than 50% of assets in certain specialty banks, 

including:

• credit card specialists

• consumer nonbank banks1

• industrial loan companies

• trust companies

• bankers’ banks

Include: All remaining banking organizations with:

— Total assets < indexed size threshold 

2

— Total assets ≥ indexed size threshold, where:

• Loan to assets > 33%

• Core deposits to assets > 50%

• More than 1 office but no more than the indexed 

maximum number of offices.3

1

 Consumer nonbank banks are financial institutions with limited charters that can make commercial loans or take deposits, but not both.

2

 Asset size threshold indexed to equal $250 million in 1985 and 

$1 billion in 2010.

3

 Maximum number of offices indexed to equal 40 in 1985 and 75 

in 2010.

Notes to Users

This publication contains financial data and other information for depository institutions insured by the Federal Deposit 

Insurance Corporation (FDIC). These notes are an integral 

part of this publication and provide information regarding 

the comparability of source data and reporting differences 

over time.

Tables I-A through VIII-A.

The information presented in Tables I-A through V-A of 

the FDIC Quarterly Banking Profile is aggregated for all FDICinsured institutions, both commercial banks and savings institutions. Tables VI-A (Derivatives) and VII-A (Servicing, 

Securitization, and Asset Sales Activities) aggregate information only for insured commercial banks and state-chartered 

savings banks that file quarterly Call Reports. Table VIII-A 

(Trust Services) aggregates Trust asset and income information collected annually from all FDIC-insured institutions. 

Some tables are arrayed by groups of FDIC-insured institutions based on predominant types of asset concentration, 

while other tables aggregate institutions by asset size and 

geographic region. Quarterly and full-year data are provided 

for selected indicators, including aggregate condition and 

income data, performance ratios, condition ratios, and structural changes, as well as past due, noncurrent, and charge-off 

information for loans outstanding and other assets.

Tables I-B through VI-B.

The information presented in Tables I-B through VI-B is 

aggregated for all FDIC-insured commercial banks and savings 

institutions meeting the criteria for community banks that 

were developed for the FDIC’s Community Banking Study, 

published in December, 2012: http://fdic.gov/regulations/

resources/cbi/report/cbi-full.pdf.

The determination of which insured institutions are considered community banks is based on five steps.

The first step in defining a community bank is to aggregate 

all charter-level data reported under each holding company 

into a single banking organization. This aggregation applies 

both to balance-sheet measures and the number and location of banking offices. Under the FDIC definition, if the 

banking organization is designated as a community bank, 

every charter reporting under that organization is also considered a community bank when working with data at the 

charter level.

The second step is to exclude any banking organization 

where more than 50 percent of total assets are held in certain 

specialty banking charters, including: credit card specialists, 

consumer nonbank banks, industrial loan companies, trust companies, bankers’ banks, and banks holding 10 percent or more 

of total assets in foreign offices.

Once the specialty organizations are removed, the third step 

involves including organizations that engage in basic banking 

activities as measured by the total loans-to-assets ratio (greater than 33 percent) and the ratio of core deposits to assets 

(greater than 50 percent). Core deposits are defined as nonbrokered deposits in domestic offices. Analysis of the underlying data shows that these thresholds establish meaningful 

levels of basic lending and deposit gathering and still allow 

for a degree of diversity in how individual banks construct 

their balance sheets.
FDIC Quarterly 28 2015, Volume 9, No. 4

bilities, and income and expenses of group members. Unless 

indicated otherwise, growth rates are not adjusted for mergers or other changes in the composition of the community 

bank subgroup.

All data are collected and presented based on the location of 

each reporting institution’s main office. Reported data may 

include assets and liabilities located outside of the reporting 

institution’s home state. In addition, institutions may relocate 

across state lines or change their charters, resulting in an 

inter-regional or inter-industry migration, e.g., institutions 

can move their home offices between regions, and savings 

institutions can convert to commercial banks or commercial 

banks may convert to savings institutions.

ACCOUNTING CHANGES

Debt Issuance Costs

In April 2015, the Financial Accounting Standards Board 

(FASB) issued Accounting Standards Update (ASU) No. 

2015-03, “Simplifying the Presentation of Debt Issuance 

Costs.” This ASU requires debt issuance costs associated with 

a recognized debt liability to be presented as a direct deduction from the face amount of the related debt liability, similar 

to debt discounts. The ASU is limited to the presentation of 

debt issuance costs; therefore, the recognition and measurement guidance for such costs is unaffected. At present, 

Accounting Standards Codification (ASC) Subtopic 835-30, 

Interest—Imputation of Interest, requires debt issuance costs 

to be reported on the balance sheet as an asset (i.e., a deferred 

charge). For Call Report purposes, the costs of issuing debt 

currently are reported, net of accumulated amortization, in 

“Other assets.”

For institutions that are public business entities, as defined 

under U.S. generally accepted accounting principles 

(GAAP), ASU 2015-03 is effective for fiscal years, and interim periods within those fiscal years, beginning after December 

15, 2015. For example, institutions with a calendar year fiscal 

year that are public business entities must apply the ASU in 

their Call Reports beginning March 31, 2016. For institutions 

that are not public business entities (i.e., that are private 

companies), the ASU is effective for fiscal years beginning 

after December 15, 2015, and interim periods within fiscal 

years beginning after December 15, 2016. Thus, institutions 

with a calendar year fiscal year that are private companies 

must apply the ASU in their December 31, 2016, and subsequent quarterly Call Reports. Early adoption of the guidance 

in ASU 2015-03 is permitted.

Extraordinary Items

In January 2015, the FASB issued ASU No. 2015-01, 

“Simplifying Income Statement Presentation by Eliminating 

the Concept of Extraordinary Items.” This ASU eliminates 

from U.S. GAAP the concept of extraordinary items. At 

present, ASC Subtopic 225-20, Income Statement – 

Extraordinary and Unusual Items (formerly Accounting 

Principles Board Opinion No. 30, “Reporting the Results of 

Operations”), requires an entity to separately classify, present, 

and disclose extraordinary events and transactions. An event 

or transaction is presumed to be an ordinary and usual activity of the reporting entity unless evidence clearly supports its 

classification as an extraordinary item. If an event or transaction currently meets the criteria for extraordinary classification, an institution must segregate the extraordinary item 

• Number of large MSAs with offices ≤ 2

• Number of states with offices ≤ 3

• No single office with deposits > indexed maximum 

branch deposit size.4

Tables I-C through IV-C.

A separate set of tables (Tables I-C through IV-C) provides 

comparative quarterly data related to the Deposit Insurance 

Fund (DIF), problem institutions, failed/assisted institutions, 

estimated FDIC-insured deposits, as well as assessment rate 

information. Depository institutions that are not insured by the 

FDIC through the DIF are not included in the FDIC Quarterly 

Banking Profile. U.S. branches of institutions headquartered in 

foreign countries and non-deposit trust companies are not 

included unless otherwise indicated. Efforts are made to obtain 

financial reports for all active institutions. However, in some 

cases, final financial reports are not available for institutions 

that have closed or converted their charters.

DATA SOURCES

The financial information appearing in this publication is 

obtained primarily from the Federal Financial Institutions 

Examination Council (FFIEC) Consolidated Reports of 

Condition and Income (Call Reports) and the OTS Thrift 

Financial Reports submitted by all FDIC-insured depository 

institutions. (TFR filers began filing Call Reports effective 

with the quarter ending March 31, 2012.) This information is 

stored on and retrieved from the FDIC’s Research 

Information System (RIS) database.

COMPUTATION METHODOLOGY

Parent institutions are required to file consolidated reports, 

while their subsidiary financial institutions are still required 

to file separate reports. Data from subsidiary institution 

reports are included in the Quarterly Banking Profile tables, 

which can lead to double-counting. No adjustments are made 

for any double-counting of subsidiary data. Additionally, 

certain adjustments are made to the OTS Thrift Financial 

Reports to provide closer conformance with the reporting and 

accounting requirements of the FFIEC Call Reports. (TFR 

filers began filing Call Reports effective with the quarter 

ending March 31, 2012.)

All condition and performance ratios represent weighted 

averages, i.e., the sum of the individual numerator values 

divided by the sum of individual denominator values. All 

asset and liability figures used in calculating performance 

ratios represent average amounts for the period (beginningof-period amount plus end-of-period amount plus any interim periods, divided by the total number of periods). For 

“pooling-of-interest” mergers, the assets of the acquired 

institution(s) are included in average assets since the yearto-date income includes the results of all merged institutions. 

No adjustments are made for “purchase accounting” mergers. 

Growth rates represent the percentage change over a 

12-month period in totals for institutions in the base period 

to totals for institutions in the current period. For the community bank subgroup, growth rates will reflect changes over 

time in the number and identities of institutions designated 

as community banks, as well as changes in the assets and lia4

 Maximum branch deposit size indexed to equal $1.25 billion in 1985 

and $5 billion in 2010.
FDIC Quarterly 29 2015, Volume 9, No. 4

Quarterly Banking Profile

Intangibles–Goodwill and Other (formerly FASB Statement 

No. 142, “Goodwill and Other Intangible Assets”).

A private company that elects the accounting alternative in 

ASU 2014-18 also must adopt the private company goodwill 

accounting alternative described in ASU 2014-02, 

“Accounting for Goodwill.” However, a private company that 

elects the goodwill accounting alternative in ASU 2014-02 is 

not required to adopt the accounting alternative for identifiable intangible assets in ASU 2014-18.

A private company’s decision to adopt ASU 2014-18 must be 

made upon the occurrence of the first business combination 

(or other transaction within the scope of the ASU) in fiscal 

years beginning after December 15, 2015. The effective date 

of the private company’s decision to adopt the accounting 

alternative for identifiable intangible assets depends on the 

timing of that first transaction.

If the first transaction occurs in the private company’s first 

fiscal year beginning after December 15, 2015, the adoption 

will be effective for that fiscal year’s annual financial reporting period and all interim and annual periods thereafter. If 

the first transaction occurs in a fiscal year beginning after 

December 15, 2016, the adoption will be effective in the 

interim period that includes the date of the transaction and 

subsequent interim and annual periods thereafter.

Early application of the intangibles accounting alternative is 

permitted for any annual or interim period for which a private 

company’s financial statements have not yet been made available for issuance. Customer-related intangible assets and noncompetition agreements that exist as of the beginning of the 

period of adoption should continue to be accounted for separately from goodwill, i.e., such existing intangible assets 

should not be combined with goodwill.

A bank or savings association that meets the private company 

definition in U.S. GAAP is permitted, but not required, to 

adopt ASU 2014-18 for Call Report purposes and may choose 

to early adopt the ASU, provided it also adopts the private 

company goodwill accounting alternative. If a private institution issues U.S. GAAP financial statements and adopts ASU 

2014-18, it should apply the ASU’s intangible asset accounting alternative in its Call Report in a manner consistent with 

its reporting of intangible assets in its financial statements.

For additional information on the private company 

accounting alternative for identifiable intangible assets, 

institutions should refer to ASU 2014-18, which is available 

at http://www.fasb.org/jsp/FASB/Page/SectionPage&cid=

1176156316498.

Private Company Accounting Alternatives, Including Accounting 

for Goodwill

In May 2012, the Financial Accounting Foundation, the 

independent private sector organization responsible for the 

oversight of the FASB, approved the establishment of the 

Private Company Council (PCC) to improve the process of 

setting accounting standards for private companies. The PCC 

is charged with working jointly with the FASB to determine 

whether and in what circumstances to provide alternative 

recognition, measurement, disclosure, display, effective date, 

and transition guidance for private companies reporting under 

U.S. GAAP. Alternative guidance for private companies may 

include modifications or exceptions to otherwise applicable 

existing U.S. GAAP standards. The banking agencies have 

from the results of its ordinary operations and report the 

extraordinary item in its income statement as “Extraordinary 

items and other adjustments, net of income taxes.” 

ASU 2015-01 is effective for fiscal years, and interim periods 

within those fiscal years, beginning after December 15, 2015. 

Thus, for example, institutions with a calendar year fiscal 

year must begin to apply the ASU in their Call Reports for 

March 31, 2016. Early adoption of ASU 2015-01 is permitted 

provided that the guidance is applied from the beginning of 

the fiscal year of adoption. For Call Report purposes, an institution with a calendar year fiscal year must apply the ASU 

prospectively, that is, in general, to events or transactions 

occurring after the date of adoption. However, an institution 

with a fiscal year other than a calendar year may elect to 

apply ASU 2015-01 prospectively or, alternatively, it may 

elect to apply the ASU retrospectively to all prior calendar 

quarters included in the institution’s year-to-date Call Report 

income statement that includes the beginning of the fiscal 

year of adoption. 

After an institution adopts ASU 2015-01, any event or transaction that would have met the criteria for extraordinary classification before the adoption of the ASU should be reported in 

“Other noninterest income,” or “Other noninterest expense,” 

as appropriate, unless the event or transaction would otherwise 

be reportable in the income statement. In addition, consistent 

with ASU 2015-01, the agencies plan to remove reference to 

the term “extraordinary items” from the income in 2016. 

For additional information, institutions should refer to ASU 

2015-01, which is available at http://www.fasb.org/jsp/FASB/

Page/SectionPage&cid=1176156316498. 

Accounting by Private Companies for Identifiable Intangible Assets 

in a Business Combination

In December 2014, the FASB issued ASU No. 2014-18, 

“Accounting for Identifiable Intangible Assets in a Business 

Combination,” which is a consensus of the Private Company 

Council (PCC). This ASU provides an accounting alternative that permits a private company, as defined in U.S. 

GAAP (and discussed in a later section of these Supplemental Instructions), to simplify the accounting for certain 

intangible assets. The accounting alternative applies when a 

private company is required to recognize or otherwise consider the fair value of intangible assets as a result of certain 

transactions, including when applying the acquisition method 

to a business combination under ASC Topic 805, Business 

Combinations (formerly FASB Statement No. 141 (revised 

2007), “Business Combinations”).

Under ASU 2014-18, a private company that elects the 

accounting alternative should no longer recognize separately 

from goodwill:

•Customer-related intangible assets unless they are capabl

of being sold or licensed independently from the other 

assets of a business, and

• Noncompetition agreements.

However, because mortgage servicing rights and core deposit 

intangibles are regarded as capable of being sold or licensed 

independently, a private company that elects this accounting 

alternative must recognize these intangible assets separately 

from goodwill, initially measure them at fair value, and subsequently measure them in accordance with ASC Topic 350, 
FDIC Quarterly 30 2015, Volume 9, No. 4

concluded that a bank or savings association that is a private 

company, as defined in U.S. GAAP (as discussed in the next 

section of these Supplemental Instructions), is permitted to 

use private company accounting alternatives issued by the 

FASB when preparing its Call Reports, except as provided in 

12 U.S.C. 1831n(a) as described in the following sentence. If 

the agencies determine that a particular accounting principle 

within U.S. GAAP, including a private company accounting 

alternative, is inconsistent with the statutorily specified supervisory objectives, the agencies may prescribe an accounting 

principle for regulatory reporting purposes that is no less 

stringent than U.S. GAAP. In such a situation, an institution 

would not be permitted to use that particular private company accounting alternative or other accounting principle within U.S. GAAP for Call Report purposes. The agencies would 

provide appropriate notice if they were to disallow any 

accounting alternative under the statutory process.

On January 16, 2014, the FASB issued ASU No. 2014-02, 

“Accounting for Goodwill,” which is a consensus of the PCC. 

This ASU generally permits a private company to elect to 

amortize goodwill on a straight-line basis over a period of ten 

years (or less than ten years if more appropriate) and apply a 

simplified impairment model to goodwill. In addition, if a private company chooses to adopt the ASU’s goodwill accounting alternative, the ASU requires the private company to 

make an accounting policy election to test goodwill for 

impairment at either the entity level or the reporting unit 

level. Goodwill must be tested for impairment when a triggering event occurs that indicates that the fair value of an entity 

(or a reporting unit) may be below its carrying amount. In 

contrast, U.S. GAAP does not otherwise permit goodwill to 

be amortized, instead requiring goodwill to be tested for 

impairment at the reporting unit level annually and between 

annual tests in certain circumstances. The ASU’s goodwill 

accounting alternative, if elected by a private company, is 

effective prospectively for new goodwill recognized in annual 

periods beginning after December 15, 2014, and in interim 

periods within annual periods beginning after December 15, 

2015. Goodwill existing as of the beginning of the period of 

adoption is to be amortized prospectively over ten years (or 

less than ten years if more appropriate). The ASU states that 

early application of the goodwill accounting alternative is 

permitted for any annual or interim period for which a private 

company’s financial statements have not yet been made available for issuance.

A bank or savings association that meets the private company 

definition in ASU 2014-02 is permitted, but not required, to 

adopt this ASU for Call Report purposes and may choose to 

early adopt the ASU. If a private institution issues U.S. 

GAAP financial statements and adopts the ASU, it should 

apply the ASU’s goodwill accounting alternative in its Call 

Report in a manner consistent with its reporting of goodwill 

in its financial statements. Thus, for example, a private institution with a calendar year fiscal year that chooses to adopt 

ASU 2014-02 must apply the ASU’s provisions in its 

December 31, 2015, and subsequent quarterly Call Reports 

unless early application of the ASU is elected. For example, if 

a private institution with a calendar year fiscal year chooses 

to early adopt ASU 2014-02 for third quarter 2015 financial 

reporting purposes, the institution may implement the provisions of the ASU in its Call Report for September 30, 2015. 

This would require the private institution to report in its 

third quarter 2015 Call Report nine months amortization of 

goodwill existing as of January 1, 2015, and the amortization 

of any new goodwill recognized in the first nine months of 

2015. Goodwill amortization expense should be reported 

unless the amortization is associated with a discontinued 

operation, in which case the goodwill amortization should be 

included within the results of discontinued operations and 

reported as “Extraordinary items and other adjustments, net 

of income taxes.”

For additional information on the private company accounting alternative for goodwill, institutions should refer to ASU 

2014-02, which is available at http://www.fasb.org/jsp/FASB/

Page/SectionPage&cid=1176156316498.

Definitions of Private Company and Public Business Entity

According to ASU No. 2014-02, “Accounting for Goodwill,” 

a private company is a business entity that is not a public 

business entity. ASU No. 2013-12, “Definition of a Public 

Business Entity,” which was issued in December 2013, added 

this term to the Master Glossary in the Accounting Standards 

Codification. This ASU states that a business entity, such as 

a bank or savings association, that meets any one of five criteria set forth in the ASU is a public business entity for reporting purposes under U.S. GAAP, including for Call Report 

purposes. An institution that is a public business entity is not 

permitted to apply the private company goodwill accounting 

alternative discussed in the preceding section when preparing 

its Call Report.

For additional information on the definition of a public 

business entity, institutions should refer to ASU 2013-12, 

which is available at http://www.fasb.org/jsp/FASB/Page/

SectionPage&cid=1176156316498.

Reporting Certain Government-Guaranteed Mortgage Loans 

Upon Foreclosure

In August 2014, the FASB issued Accounting Standards 

Update (ASU) No. 2014-14, “Classification of Certain 

Government-Guaranteed Mortgage Loans Upon Foreclosure,” to address diversity in practice for how governmentguaranteed mortgage loans are recorded upon foreclosure. 

The ASU updates guidance contained in ASC Subtopic 310-

40, Receivables—Troubled Debt Restructurings by Creditors 

(formerly FASB Statement No. 15, “Accounting by Debtors 

and Creditors for Troubled Debt Restructurings,” as amended), because U.S. GAAP previously did not provide specific 

guidance on how to categorize or measure foreclosed mortgage loans that are government guaranteed.

This guidance is applicable to fully and partially governmentguaranteed mortgage loans. Upon foreclosure, the separate 

other receivable should be measured based on the amount of 

the loan balance (principal and interest) expected to be 

recovered from the guarantor. This other receivable should be 

reported in “All other assets.” Any interest income earned on 

the other receivable would be reported in “Other interest 

income.” Other real estate owned would not be recognized by 

the institution.

For institutions that are public business entities, as defined 

under U.S. GAAP, ASU 2014-14 is effective for fiscal years, 

and interim periods within those fiscal years, beginning after 

December 15, 2014. For example, institutions with a calendar 

year fiscal year that are public business entities must apply the 

ASU in their Call Reports beginning March 31, 2015. 
FDIC Quarterly 31 2015, Volume 9, No. 4

Quarterly Banking Profile

public business entities must apply the ASU in their Call 

Reports beginning March 31, 2015. However, institutions 

that are not public business entities are not required to apply 

the guidance in ASU 2014-04 until annual periods beginning 

after December 15, 2014, and interim periods within annual 

periods beginning after December 15, 2015. Thus, institutions with a calendar year fiscal year that are not public business entities must apply the ASU in their December 31, 

2015, and subsequent quarterly Call Reports. Earlier adoption 

of the guidance in ASU 2014-04 is permitted. Entities can 

elect to apply the ASU on either a modified retrospective 

transition basis or a prospective transition basis. Applying the 

ASU on a prospective transition basis should be less complex 

for institutions than applying the ASU on a modified retrospective transition basis. Under the prospective transition 

method, an institution should apply the new guidance to all 

instances where it receives physical possession of residential 

real estate property collateralizing consumer mortgage loans 

that occur after the date of adoption of the ASU. Under the 

modified retrospective transition method, an institution 

should apply a cumulative-effect adjustment to residential 

consumer mortgage loans and OREO existing as of the beginning of the annual period for which the ASU is effective. As 

a result of adopting the ASU on a modified retrospective 

basis, assets reclassified from OREO to loans should be measured at the carrying value of the real estate at the date of 

adoption while assets reclassified from loans to OREO should 

be measured at the lower of the net amount of the loan 

receivable or the OREO property’s fair value less costs to sell 

at the time of adoption.

For additional information, institutions should refer to ASU 

2014-04, which is available at http://www.fasb.org/jsp/FASB/

Page/SectionPage&cid=1176156316498.

True-Up Liability Under an FDIC Loss-Sharing Agreement

An insured depository institution that acquires a failed 

insured institution may enter into a loss-sharing agreement 

with the FDIC under which the FDIC agrees to absorb a 

portion of the losses on a specified pool of the failed institution’s assets during a specified time period. The acquiring 

institution typically records an indemnification asset representing its right to receive payments from the FDIC for losses 

during the specified time period on assets covered under the 

loss-sharing agreement.

Since 2009, most loss-sharing agreements have included a 

true-up provision that may require the acquiring institution 

to reimburse the FDIC if cumulative losses in the acquired 

loss-share portfolio are less than the amount of losses claimed 

by the institution throughout the loss-sharing period. 

Typically, a true-up liability may result because the recovery 

period on the loss-share assets (e.g., eight years) is longer 

than the period during which the FDIC agrees to reimburse 

the acquiring institution for losses on the loss-share portfolio 

(e.g., five years).

Consistent with U.S. GAAP and bank guidance for 

“Offsetting,” institutions are permitted to offset assets and 

liabilities recognized in the Report of Condition when a 

“right of setoff” exists. Under ASC Subtopic 210-20, Balance 

Sheet—Offsetting (formerly FASB Interpretation No. 39, 

“Offsetting of Amounts Related to Certain Contracts”), in 

general, a right of setoff exists when a reporting institution 

and another party each owes the other determinable 

However, institutions that are not public business entities 

(i.e., that are private companies) are not required to apply the 

guidance in ASU 2014-14 until annual periods ending after 

December 15, 2015, and interim periods beginning 

after December 15, 2015. Thus, institutions with a calendar 

year fiscal year that are private companies must apply the 

ASU in their December 31, 2015, and subsequent quarterly 

Call Reports. Earlier adoption of the guidance in ASU 2014-

14 is permitted if the institution has already adopted the 

amendments in ASU No. 2014-04, “Reclassification of 

Residential Real Estate Collateralized Consumer Mortgage 

Loans Upon Foreclosure.” Entities can elect to apply ASU 

2014-14 on either a modified retrospective transition basis or 

a prospective transition basis. For additional information, 

institutions should refer to ASU 2014-14, which is available 

at http://www.fasb.org/jsp/FASB/Page/SectionPage&cid=

1176156316498.

Reclassification of Residential Real Estate Collateralized Consumer 

Mortgage Loans Upon Foreclosure

In January 2014, the FASB issued Accounting Standards 

Update (ASU) No. 2014-04, “Reclassification of Residential 

Real Estate Collateralized Consumer Mortgage Loans upon 

Foreclosure,” to address diversity in practice for when certain 

loan receivables should be derecognized and the real estate 

collateral recognized. The ASU updated guidance contained 

in Accounting Standards Codification Subtopic 310-40, 

Receivables–Troubled Debt Restructurings by Creditors (formerly FASB Statement No.15, “Accounting by Debtors and 

Creditors for Troubled Debt Restructurings,” as amended).

Under prior accounting guidance, all loan receivables were 

reclassified to other real estate owned (OREO) when the 

institution, as creditor, obtained physical possession of the 

property, regardless of whether formal foreclosure proceedings 

had taken place. The new ASU clarifies when a creditor is 

considered to have received physical possession (resulting 

from an in-substance repossession or foreclosure) of residential real estate collateralizing a consumer mortgage loan. 

Under the new guidance, physical possession for these residential real estate properties is considered to have occurred 

and a loan receivable would be reclassified to OREO 

only upon:

•The institution obtaining legal title upon completion of 

foreclosure even if the borrower has redemption rights that 

provide the borrower with a legal right for a period of time 

after foreclosure to reclaim the property by paying certain 

amounts specified by law, or

•The completion of a deed in lieu of foreclosure or simila

legal agreement under which the borrower conveys all 

interest in the residential real estate property to the institution to satisfy the loan.

Loans secured by real estate other than consumer mortgage 

loans collateralized by residential real estate should continue 

to be reclassified to OREO when the institution has received 

physical possession of a borrower’s real estate, regardless of 

whether formal foreclosure proceedings take place.

For institutions that are public business entities, as defined 

under U.S. generally accepted accounting principles, ASU 

2014-04 is effective for fiscal years, and interim periods within those fiscal years, beginning after December 15, 2014. For 

example, institutions with a calendar year fiscal year that are 
FDIC Quarterly 32 2015, Volume 9, No. 4

impairment tests performed for fiscal years beginning after 

December 15, 2011 (i.e., for annual or interim tests performed 

on or after January 1, 2012, for institutions with a calendar 

year fiscal year). Early adoption of the ASU was permitted. 

Under ASU 2011-08, an institution has the option of first 

assessing qualitative factors to determine whether it is necessary to perform the two-step quantitative goodwill impairment test described in ASC Topic 350. If, after considering 

all relevant events and circumstances, an institution determines it is unlikely (that is, a likelihood of 50 percent or less) 

that the fair value of a reporting unit is less than its carrying 

amount (including goodwill), then the institution does not 

need to perform the two-step goodwill impairment test. If the 

institution instead concludes that the opposite is true (that is, 

it is likely that the fair value of a reporting unit is less than its 

carrying amount), then it is required to perform the first step 

and, if necessary, the second step of the two-step goodwill 

impairment test. Under ASU 2011-08, an institution may 

choose to bypass the qualitative assessment for any reporting 

unit in any period and proceed directly to performing the first 

step of the two-step goodwill impairment test.

Troubled Debt Restructurings and Current Market Interest Rates – 

Many institutions are restructuring or modifying the terms of 

loans to provide payment relief for those borrowers who have 

suffered deterioration in their financial condition. Such loan 

restructurings may include, but are not limited to, reductions 

in principal or accrued interest, reductions in interest rates, 

and extensions of the maturity date. Modifications may be 

executed at the original contractual interest rate on the loan, 

a current market interest rate, or a below-market interest rate. 

Many of these loan modifications meet the definition of a 

troubled debt restructuring (TDR).

The TDR accounting and reporting standards are set forth 

in ASC Subtopic 310-40, Receivables – Troubled Debt 

Restructurings by Creditors (formerly FASB Statement 

No. 15, “Accounting by Debtors and Creditors for Troubled 

Debt Restructurings,” as amended). This guidance specifies 

that a restructuring of a debt constitutes a TDR if, at the date 

of restructuring, the creditor for economic or legal reasons 

related to a debtor’s financial difficulties grants a concession 

to the debtor that it would not otherwise consider.

In the Call Report, until a loan that is a TDR is paid in full 

or otherwise settled, sold, or charged off, it must be reported 

in the appropriate loan category, as well as identified as a performing TDR loan, if it is in compliance with its modified 

terms. If a TDR is not in compliance with its modified terms, 

it is reported as a past-due and nonaccrual loan in the appropriate loan category, as well as distinguished from other past 

due and nonaccrual loans. To be considered in compliance 

with its modified terms, a loan that is a TDR must not be in 

nonaccrual status and must be current or less than 30 days 

past due on its contractual principal and interest payments 

under the modified repayment terms. A loan restructured in a 

TDR is an impaired loan. Thus, all TDRs must be measured 

for impairment in accordance with ASC Subtopic 310-10, 

Receivables – Overall (formerly FASB Statement No. 114, 

“Accounting by Creditors for Impairment of a Loan,” as 

amended), and the Call Report Glossary entry for “Loan 

Impairment.” Consistent with ASC Subtopic 310-10, TDRs 

may be aggregated and measured for impairment with other 

impaired loans that share common risk characteristics by 

using historical statistics, such as average recovery period and 

amounts, the reporting institution has the right to set off the 

amounts each party owes and also intends to set off, and the 

right of setoff is enforceable at law. Because the conditions 

for the existence of a right of offset in ASC Subtopic 210-20 

normally would not be met with respect to an indemnification asset and a true-up liability under a loss-sharing agreement with the FDIC, this asset and liability should not be 

netted for Call Report purposes. Therefore, institutions 

should report the indemnification asset gross (i.e., without 

regard to any true-up liability) in Other Assets, and any trueup liability in Other Liabilities.

In addition, an institution should not continue to report 

assets covered by loss-sharing agreements after the expiration 

of the loss-sharing period even if the terms of the loss-sharing 

agreement require reimbursements from the institution to the 

FDIC for certain amounts during the recovery period.

Indemnification Assets and Accounting Standards Update No. 2012-

06 – In October 2012, the FASB issued Accounting Standards 

Update (ASU) No. 2012-06, “Subsequent Accounting for an 

Indemnification Asset Recognized at the Acquisition Date as 

a Result of a Government-Assisted Acquisition of a Financial 

Institution,” to address the subsequent measurement of an 

indemnification asset recognized in an acquisition of a financial institution that includes an FDIC loss-sharing agreement. 

This ASU amends ASC Topic 805, Business Combinations 

(formerly FASB Statement No. 141 (revised 2007), “Business 

Combinations”), which includes guidance applicable to FDICassisted acquisitions of failed institutions.

Under the ASU, when an institution experiences a change in 

the cash flows expected to be collected on an FDIC losssharing indemnification asset because of a change in the cash 

flows expected to be collected on the assets covered by the 

loss-sharing agreement, the institution should account for the 

change in the measurement of the indemnification asset on 

the same basis as the change in the assets subject to indemnification. Any amortization of changes in the value of the 

indemnification asset should be limited to the lesser of the 

term of the indemnification agreement and the remaining life 

of the indemnified assets.

The ASU is effective for fiscal years, and interim periods within those fiscal years, beginning on or after December 15, 2012. 

For institutions with a calendar year fiscal year, the ASU takes 

effect January 1, 2013. Early adoption of the ASU is permitted. 

The ASU’s provisions should be applied prospectively to any 

new indemnification assets acquired after the date of adoption 

and to indemnification assets existing as of the date of adoption arising from an FDIC-assisted acquisition of a financial 

institution. Institutions with indemnification assets arising 

from FDIC loss-sharing agreements are expected to adopt ASU 

2012-06 for Call Report purposes in accordance with the effective date of this standard. For additional information, refer to 

ASU 2012-06, available at http://www.fasb.org/jsp/FASB/

Page/SectionPage&cid=1176156316498.

Goodwill Impairment Testing – In September 2011, the FASB 

issued Accounting Standards Update (ASU) No. 2011-08, 

“Testing Goodwill for Impairment,” to address concerns about 

the cost and complexity of the existing goodwill impairment 

test in ASC Topic 350, Intangibles-Goodwill and Other 

(formerly FASB Statement No. 142, “Goodwill and Other 

Intangible Assets”). The ASU’s amendments to ASC 

Topic 350 are effective for annual and interim goodwill 
FDIC Quarterly 33 2015, Volume 9, No. 4

Quarterly Banking Profile

ASC Topics 860 & 810 (formerly FASB Statements 166 & 167) – 

In June 2009, the FASB issued Statement No. 166, 

Accounting for Transfers of Financial Assets (FAS 166), 

and Statement No. 167, Amendments to FASB Interpretation No. 46(R) (FAS 167), which change the way entities 

account for securitizations and special purpose entities—

refer to previously published Quarterly Banking Profile notes: 

https://www5.fdic.gov/qbp/2014dec/qbpnot.html.

Accounting Standards Codification – refer to previously published Quarterly Banking Profile notes:

http://www5.fdic.gov/qbp/2011sep/qbpnot.html.

DEFINITIONS (in alphabetical order)

All other assets – total cash, balances due from depository 

institutions, premises, fixed assets, direct investments in real 

estate, investment in unconsolidated subsidiaries, customers’ 

liability on acceptances outstanding, assets held in trading 

accounts, federal funds sold, securities purchased with agreements to resell, fair market value of derivatives, prepaid 

deposit insurance assessments, and other assets.

All other liabilities – bank’s liability on acceptances, limited-life 

preferred stock, allowance for estimated off-balance-sheet credit losses, fair market value of derivatives, and other liabilities.

Assessment base – effective April 1, 2011, the deposit insurance assessment base has changed to “average consolidated 

total assets minus average tangible equity” with an additional 

adjustment to the assessment base for banker’s banks and custodial banks, as permitted under Dodd-Frank. Previously the 

assessment base was “assessable deposits” and consisted of DIF 

deposits (deposits insured by the FDIC Deposit Insurance 

Fund) in banks’ domestic offices with certain adjustments.

Assets securitized and sold – total outstanding principal balance 

of assets securitized and sold with servicing retained or other 

seller-provided credit enhancements.

Capital Purchase Program (CPP) – as announced in October 

2008 under the TARP, the Treasury Department purchase of 

noncumulative perpetual preferred stock and related warrants 

that is treated as Tier 1 capital for regulatory capital purposes 

is included in “Total equity capital.” Such warrants to purchase common stock or noncumulative preferred stock issued 

by publicly-traded banks are reflected as well in “Surplus.” 

Warrants to purchase common stock or noncumulative preferred stock of not-publicly-traded bank stock are classified in 

a bank’s balance sheet as “Other liabilities.”

Common equity tier 1 capital ratio – ratio of common equity 

tier 1 capital to risk-weighted assets. Common equity tier 1 

capital includes common stock instruments and related surplus, retained earnings, accumulated other comprehensive 

income (AOCI), and limited amounts of common equity tier 

1 minority interest, minus applicable regulatory adjustments 

and deductions. Items that are fully deducted from common 

equity tier 1 capital include goodwill, other intangible assets 

(excluding mortgage servicing assets) and certain deferred tax 

assets; items that are subject to limits in common equity tier 1 

capital include mortgage servicing assets, eligible deferred tax 

assets, and certain significant investments.

Construction and development loans – includes loans for all 

property types under construction, as well as loans for land 

acquisition and development.

average amount recovered, along with a composite effective 

interest rate. The outcome of such an aggregation approach 

must be consistent with the impairment measurement methods prescribed in ASC Subtopic 310-10 and Call Report 

instructions for loans that are “individually” considered 

impaired instead of the measurement method prescribed in 

ASC Subtopic 450-20, Contingencies – Loss Contingencies 

(formerly FASB Statement No. 5, “Accounting for Contingencies”) for loans not individually considered impaired that 

are collectively evaluated for impairment. When a loan not 

previously considered individually impaired is restructured 

and determined to be a TDR, absent a partial charge-off, it 

generally is not appropriate for the impairment estimate on 

the loan to decline as a result of the change from the impairment measurement method prescribed in ASC Subtopic 450-

20 to the methods prescribed in ASC Subtopic 310-10.

Troubled Debt Restructurings and Accounting Standards Update 

No. 2011-02 – In April 2011, the FASB issued Accounting 

Standards Update (ASU) No. 2011-02, “A Creditor’s 

Determination of Whether a Restructuring Is a Troubled 

Debt Restructuring,” to provide additional guidance to help 

creditors determine whether a concession has been granted to 

a borrower and whether a borrower is experiencing financial 

difficulties. The guidance is also intended to reduce diversity 

in practice in identifying and reporting TDRs. This ASU was 

effective for public companies for interim and annual periods 

beginning on or after June 15, 2011, and should have been 

applied retrospectively to the beginning of the annual period 

of adoption for purposes of identifying TDRs. The measurement of impairment for any newly identified TDRs resulting 

from retrospective application should have been applied prospectively in the first interim or annual period beginning on 

or after June 15, 2011. (For most public institutions, the 

ASU takes effect July 1, 2011, but retrospective application 

begins as of January 1, 2011.) Nonpublic companies should 

apply the new guidance for annual periods ending after 

December 15, 2012, including interim periods within those 

annual periods. (For most nonpublic institutions, the ASU 

took effect January 1, 2012.) Early adoption of the ASU was 

permitted for both public and nonpublic entities. Nonpublic 

entities that adopt early are subject to a retrospective identification requirement. For additional information, refer to 

ASU 2011-02, available at http://www.fasb.org/jsp/FASB/

Page/SectionPage&cid=1176156316498.

Accounting for Loan Participations – Amended ASC Topic 860 

(formerly FAS 166) modified the criteria that must be met 

in order for a transfer of a portion of a financial asset, such 

as a loan participation, to qualify for sale accounting – refer 

to previously published Quarterly Banking Profile notes: 

http://www5.fdic.gov/qbp/2011mar/qbpnot.html.

Other-Than-Temporary Impairment – When the fair value of an 

investment in an individual available-for-sale or held-tomaturity security is less than its cost basis, the impairment is 

either temporary or other-than-temporary. The amount of the 

total other-than-temporary impairment related to credit loss 

must be recognized in earnings, but the amount of total 

impairment related to other factors must be recognized in 

other comprehensive income, net of applicable taxes. To 

determine whether the impairment is other-than-temporary, 

an institution must apply the applicable accounting guidance 

– refer to previously published Quarterly Banking Profile notes: 

http://www5.fdic.gov/qbp/2011mar/qbpnot.html.
FDIC Quarterly 34 2015, Volume 9, No. 4

Domestic deposits to total assets – total domestic office deposits 

as a percent of total assets on a consolidated basis.

Earning assets – all loans and other investments that earn 

interest or dividend income.

Efficiency ratio – Noninterest expense less amortization of 

intangible assets as a percent of net interest income plus noninterest income. This ratio measures the proportion of net 

operating revenues that are absorbed by overhead expenses, 

so that a lower value indicates greater efficiency.

Estimated insured deposits – in general, insured deposits are 

total domestic deposits minus estimated uninsured deposits. 

Beginning March 31, 2008, for institutions that file Call 

Reports, insured deposits are total assessable deposits minus 

estimated uninsured deposits. Beginning September 30, 2009, 

insured deposits include deposits in accounts of $100,000 to 

$250,000 that are covered by a temporary increase in the 

FDIC’s standard maximum deposit insurance amount 

(SMDIA). The Dodd-Frank Wall Street Reform and 

Consumer Protection Act enacted on July 21, 2010, made 

permanent the standard maximum deposit insurance amount 

(SMDIA) of $250,000. Also, the Dodd-Frank Act amended 

the Federal Deposit Insurance Act to include noninterestbearing transaction accounts as a new temporary deposit 

insurance account category. All funds held in noninterestbearing transaction accounts were fully insured, without limit, 

from December 31, 2010, through December 31, 2012.

Failed/assisted institutions – an institution fails when regulators 

take control of the institution, placing the assets and liabilities into a bridge bank, conservatorship, receivership, or 

another healthy institution. This action may require the 

FDIC to provide funds to cover losses. An institution is 

defined as “assisted” when the institution remains open and 

receives assistance in order to continue operating.

Fair Value – the valuation of various assets and liabilities on 

the balance sheet—including trading assets and liabilities, 

available-for-sale securities, loans held for sale, assets and 

liabilities accounted for under the fair value option, and foreclosed assets—involves the use of fair values. During periods 

of market stress, the fair values of some financial instruments 

and nonfinancial assets may decline.

FHLB advances – all borrowings by FDIC insured institutions 

from the Federal Home Loan Bank System (FHLB), as 

reported by Call Report filers, and by TFR filers prior to 

March 31, 2012.

Goodwill and other intangibles – intangible assets include 

servicing rights, purchased credit card relationships, and other 

identifiable intangible assets. Goodwill is the excess of the 

purchase price over the fair market value of the net assets 

acquired, less subsequent impairment adjustments. Other 

intangible assets are recorded at fair value, less subsequent 

quarterly amortization and impairment adjustments.

Loans secured by real estate – includes home equity loans, 

junior liens secured by 1-4 family residential properties, and 

all other loans secured by real estate.

Loans to individuals – includes outstanding credit card balances 

and other secured and unsecured consumer loans.

Long-term assets (5+ years) – loans and debt securities with 

remaining maturities or repricing intervals of over five years.

Core capital – common equity capital plus noncumulative perpetual preferred stock plus minority interest in consolidated 

subsidiaries, less goodwill and other ineligible intangible 

assets. The amount of eligible intangibles (including servicing 

rights) included in core capital is limited in accordance with 

supervisory capital regulations.

Cost of funding earning assets – total interest expense paid on 

deposits and other borrowed money as a percentage of average 

earning assets.

Credit enhancements – techniques whereby a company attempts 

to reduce the credit risk of its obligations. Credit enhancement may be provided by a third party (external credit 

enhancement) or by the originator (internal credit enhancement), and more than one type of enhancement may be 

associated with a given issuance.

Deposit Insurance Fund (DIF) – the Bank (BIF) and Savings 

Association (SAIF) Insurance Funds were merged in 2006 by 

the Federal Deposit Insurance Reform Act to form the DIF.

Derivatives notional amount – the notional, or contractual, 

amounts of derivatives represent the level of involvement in 

the types of derivatives transactions and are not a quantification of market risk or credit risk. Notional amounts represent 

the amounts used to calculate contractual cash flows to be 

exchanged.

Derivatives credit equivalent amount – the fair value of the 

derivative plus an additional amount for potential future 

credit exposure based on the notional amount, the remaining 

maturity and type of the contract.

Derivatives transaction types:

Futures and forward contracts – contracts in which the 

buyer agrees to purchase and the seller agrees to sell, at a 

specified future date, a specific quantity of an underlying 

variable or index at a specified price or yield. These contracts exist for a variety of variables or indices, (traditional 

agricultural or physical commodities, as well as currencies 

and interest rates). Futures contracts are standardized and 

are traded on organized exchanges which set limits on 

counterparty credit exposure. Forward contracts do not 

have standardized terms and are traded over the counter.

Option contracts – contracts in which the buyer acquires the 

right to buy from or sell to another party some specified 

amount of an underlying variable or index at a stated price 

(strike price) during a period or on a specified future date, 

in return for compensation (such as a fee or premium). 

The seller is obligated to purchase or sell the variable or 

index at the discretion of the buyer of the contract.

Swaps – obligations between two parties to exchange a 

series of cash flows at periodic intervals (settlement dates), 

for a specified period. The cash flows of a swap are either 

fixed, or determined for each settlement date by multiplying the quantity (notional principal) of the underlying 

variable or index by specified reference rates or prices. 

Except for currency swaps, the notional principal is used 

to calculate each payment but is not exchanged.

Derivatives underlying risk exposure – the potential exposure 

characterized by the level of banks’ concentration in particular underlying instruments, in general. Exposure can result 

from market risk, credit risk, and operational risk, as well as, 

interest rate risk.
FDIC Quarterly 35 2015, Volume 9, No. 4

Quarterly Banking Profile

continued financial viability. Depending upon the degree of 

risk and supervisory concern, they are rated either a “4” or 

“5.” The number and assets of “problem” institutions are 

based on FDIC composite ratings. Prior to March 31, 2008, 

for institutions whose primary federal regulator was the OTS, 

the OTS composite rating was used.

Recourse – an arrangement in which a bank retains, in form 

or in substance, any credit risk directly or indirectly associated with an asset it has sold (in accordance with generally 

accepted accounting principles) that exceeds a pro rata share 

of the bank’s claim on the asset. If a bank has no claim on an 

asset it has sold, then the retention of any credit risk is 

recourse.

Reserves for losses – the allowance for loan and lease losses on 

a consolidated basis.

Restructured loans and leases – loan and lease financing receivables with terms restructured from the original contract. 

Excludes restructured loans and leases that are not in compliance with the modified terms.

Retained earnings – net income less cash dividends on common and preferred stock for the reporting period.

Return on assets – bank net income (including gains or losses 

on securities and extraordinary items) as a percentage of average total (consolidated) assets. The basic yardstick of bank 

profitability.

Return on equity – bank net income (including gains or losses 

on securities and extraordinary items) as a percentage of average total equity capital.

Risk-based capital groups – definitions:

Capital Ratios Used to Determine Capital Evaluations for 

Assessment Purposes, Effective January 1, 2015*

Capital 

Evaluations

Total RiskBased 

Capital Ratio

Tier 1 

Risk-Based 

Capital Ratio

Common 

Equity Tier 1 

Capital Ratio

Leverage 

Ratio

Well 

Capitalized

≥10% ≥8% ≥6.5% ≥5%

Adequately 

Capitalized**

≥8% ≥6% ≥4.5% ≥4%

UndercapitalizedDoes not qualify as either Well Capitalized or 

Adequately Capitalized

* Effective January 1, 2018, the supplemental leverage ratio will be added to capital evaluations for deposit insurance assessment purposes. 

**An institution is Adequately Capitalized if it is not Well Capitalized, but satisfies each of 

the listed capital ratio standards for Adequately Capitalized.

Risk Categories and Assessment Rate Schedule – The current risk 

categories became effective January 1, 2007. Capital ratios 

and supervisory ratings distinguish one risk category from 

another. Effective April 1, 2011, risk categories for large institutions (generally those with at least $10 billion in assets) 

were eliminated. The following table shows the relationship 

of risk categories (I, II, III, IV) for small institutions to capital 

and supervisory groups as well as the initial base assessment 

rates (in basis points) for each risk category. Supervisory 

Group A generally includes institutions with CAMELS composite ratings of 1 or 2; Supervisory Group B generally 

includes institutions with a CAMELS composite rating of 3; 

and Supervisory Group C generally includes institutions with 

Maximum credit exposure – the maximum contractual credit 

exposure remaining under recourse arrangements and other 

seller-provided credit enhancements provided by the reporting bank to securitizations.

Mortgage-backed securities – certificates of participation in 

pools of residential mortgages and collateralized mortgage 

obligations issued or guaranteed by government-sponsored or 

private enterprises. Also, see “Securities,” below.

Net charge-offs – total loans and leases charged off (removed 

from balance sheet because of uncollectibility), less amounts 

recovered on loans and leases previously charged off.

Net interest margin – the difference between interest and dividends earned on interest-bearing assets and interest paid to 

depositors and other creditors, expressed as a percentage of 

average earning assets. No adjustments are made for interest 

income that is tax exempt.

Net loans to total assets – loans and lease financing receivables, net of unearned income, allowance and reserves, as a 

percent of total assets on a consolidated basis.

Net operating income – income excluding discretionary transactions such as gains (or losses) on the sale of investment securities and extraordinary items. Income taxes subtracted from 

operating income have been adjusted to exclude the portion 

applicable to securities gains (or losses).

Noncurrent assets – the sum of loans, leases, debt securities, 

and other assets that are 90 days or more past due, or in nonaccrual status.

Noncurrent loans & leases – the sum of loans and leases 90 days 

or more past due, and loans and leases in nonaccrual status.

Number of institutions reporting – the number of institutions 

that actually filed a financial report.

New reporters – insured institutions filing quarterly financial 

reports for the first time.

Other borrowed funds – federal funds purchased, securities sold 

with agreements to repurchase, demand notes issued to the 

U.S. Treasury, FHLB advances, other borrowed money, mortgage indebtedness, obligations under capitalized leases and 

trading liabilities, less revaluation losses on assets held in 

trading accounts.

Other real estate owned – primarily foreclosed property. Direct 

and indirect investments in real estate ventures are excluded. 

The amount is reflected net of valuation allowances. For 

institutions that file a Thrift Financial Report (TFR), the 

valuation allowance subtracted also includes allowances for 

other repossessed assets. Also, for TFR filers the components 

of other real estate owned are reported gross of valuation 

allowances. (TFR filers began filing Call Reports effective 

with the quarter ending March 31, 2012.)

Percent of institutions with earnings gains – the percent of institutions that increased their net income (or decreased their 

losses) compared to the same period a year earlier.

“Problem” institutions – federal regulators assign a composite 

rating to each financial institution, based upon an evaluation 

of financial and operational criteria. The rating is based on a 

scale of 1 to 5 in ascending order of supervisory concern. 

“Problem” institutions are those institutions with financial, 

operational, or managerial weaknesses that threaten their 
FDIC Quarterly 36 2015, Volume 9, No. 4

Adjustment), minimum and maximum total base assessment 

rates for each risk category are as follows:

Total Base Assessment Rates*

Risk 

Category 

I

Risk 

Category 

II

Risk 

Category 

III

Risk 

Category 

IV

Large and 

Highly 

Complex 

Institutions

Initial base 

assessment rate 5–9 14 23 35 5–35

Unsecured debt 

adjustment -4.5–0 -5–0 -5–0 -5–0 -5–0

Brokered deposit 

adjustment — 0–10 0–10 0–10 0–10

Total Base 

Assessment rate 2.5–9 9–24 18–33 30–45 2.5–45

* All amounts for all categories are in basis points annually. Total base rates that are 

not the minimum or maximum rate will vary between these rates. Total base assessment rates do not include the depository institution debt adjustment.

Beginning in 2007, each institution is assigned a risk-based 

rate for a quarterly assessment period near the end of the 

quarter following the assessment period. Payment is generally 

due on the 30th day of the last month of the quarter following the assessment period. Supervisory rating changes are 

effective for assessment purposes as of the examination transmittal date.

Special Assessment – On May 22, 2009, the FDIC board 

approved a final rule that imposed a 5 basis point special 

assessment as of June 30, 2009. The special assessment was 

levied on each insured depository institution’s assets minus 

its Tier 1 capital as reported in its report of condition as of 

June 30, 2009. The special assessment was collected 

September 30, 2009, at the same time that the risk-based 

assessment for the second quarter of 2009 was collected. 

The special assessment for any institution was capped at 

10 basis points of the institution’s assessment base for the 

second quarter of 2009 risk-based assessment.

Prepaid Deposit Insurance Assessments – In November 2009, 

the FDIC Board of Directors adopted a final rule requiring 

insured depository institutions (except those that are 

exempted) to prepay their quarterly risk-based deposit 

insurance assessments for the fourth quarter of 2009, and 

for all of 2010, 2011, and 2012, on December 30, 2009. 

For regulatory capital purposes, an institution may assign a 

zero-percent risk weight to the amount of its prepaid 

deposit assessment asset. As required by the FDIC’s regulation establishing the prepaid deposit insurance assessment 

program, this program ended with the final application of 

prepaid assessments to the quarterly deposit insurance 

assessments payable March 29, 2013. The FDIC issued 

refunds of any unused prepaid deposit insurance assessments on June 28, 2013.

Risk-weighted assets – assets adjusted for risk-based capital 

definitions which include on-balance-sheet as well as offbalance-sheet items multiplied by risk-weights that range 

from zero to 200 percent. A conversion factor is used to assign 

a balance sheet equivalent amount for selected off-balancesheet accounts.

Securities – excludes securities held in trading accounts. 

Banks’ securities portfolios consist of securities designated as 

“held-to-maturity,” which are reported at amortized cost 

CAMELS composite ratings of 4 or 5. For purposes of riskbased assessment capital groups, undercapitalized includes 

institutions that are significantly or critically 

undercapitalized.

Capital Category

Supervisory Group

A B C

1. Well Capitalized I

5–9 bps II

14 bps

III

23 bps 2. Adequately Capitalized II

14 bps

3. Undercapitalized III

23 bps

IV

35 bps

Effective April 1, 2011, the initial base assessment rates are 5 

to 35 basis points. An institution’s total assessment rate may 

be less than or greater than its initial base assessment rate as a 

result of additional risk adjustments.

The base assessment rates for small institutions in Risk 

Category I are based on a combination of financial ratios and 

CAMELS component ratings (the financial ratios method).

As required by Dodd-Frank, the calculation of risk-based 

assessment rates for large institutions no longer relies on longterm debt issuer ratings. Rates for large institutions are based 

on CAMELS ratings and certain forward-looking financial 

measures combined into two scorecards—one for most large 

institutions and another for the remaining very large institutions that are structurally and operationally complex or that 

pose unique challenges and risks in case of failure (highly 

complex institutions). In general, a highly complex institution is an institution (other than a credit card bank) with 

more than $500 billion in total assets that is controlled by a 

parent or intermediate parent company with more than 

$500 billion in total assets or a processing bank or trust company with total fiduciary assets of $500 billion or more. The 

FDIC retains its ability to take additional information into 

account to make a limited adjustment to an institution’s total 

score (the large bank adjustment), which will be used to 

determine an institution’s initial base assessment rate.

Effective April 1, 2011, the three possible adjustments to 

an institution’s initial base assessment rate are as follows: 

(1) Unsecured Debt Adjustment: An institution’s rate may 

decrease by up to 5 basis points for unsecured debt. The unsecured debt adjustment cannot exceed the lesser of 5 basis 

points or 50 percent of an institution’s initial base assessment 

rate (IBAR). Thus, for example, an institution with an IBAR 

of 5 basis points would have a maximum unsecured debt 

adjustment of 2.5 basis points and could not have a total base 

assessment rate lower than 2.5 basis points. (2) Depository 

Institution Debt Adjustment: For institutions that hold longterm unsecured debt issued by another insured depository 

institution, a 50 basis point charge is applied to the amount 

of such debt held in excess of 3 percent of an institution’s 

Tier 1 capital. (3) Brokered Deposit Adjustment: Rates for 

small institutions that are not in Risk Category I and for large 

institutions that are not well capitalized or do not have a 

composite CAMELS rating of 1 or 2 may increase (not to 

exceed 10 basis points) if their brokered deposits exceed 

10 percent of domestic deposits. After applying all possible 

adjustments (excluding the Depository Institution Debt 
FDIC Quarterly 37 2015, Volume 9, No. 4

Quarterly Banking Profile

and debentures.” For regulatory capital purposes, the 

debentures are eligible for inclusion in an institution’s Tier 2 

capital in accordance with their primary federal regulator’s 

capital standards. To participate in the SBLF Program, an 

institution with outstanding securities issued to the Treasury 

Department under the Capital Purchase Program (CPP) was 

required to refinance or repay in full the CPP securities at the 

time of the SBLF funding. Any outstanding warrants that an 

institution issued to the Treasury Department under the CPP 

remain outstanding after the refinancing of the CPP stock 

through the SBLF Program unless the institution chooses to 

repurchase them.

Subchapter S corporation – a Subchapter S corporation is treated as a pass-through entity, similar to a partnership, for federal income tax purposes. It is generally not subject to any 

federal income taxes at the corporate level. This can have the 

effect of reducing institutions’ reported taxes and increasing 

their after-tax earnings.

Trust assets – market value, or other reasonably available 

value of fiduciary and related assets, to include marketable 

securities, and other financial and physical assets. Common 

physical assets held in fiduciary accounts include real estate, 

equipment, collectibles, and household goods. Such fiduciary 

assets are not included in the assets of the financial 

institution.

Unearned income & contra accounts – unearned income for Call 

Report filers only.

Unused loan commitments – includes credit card lines, home 

equity lines, commitments to make loans for construction, 

loans secured by commercial real estate, and unused commitments to originate or purchase loans. (Excluded are commitments after June 2003 for originated mortgage loans held for 

sale, which are accounted for as derivatives on the balance 

sheet.)

Yield on earning assets – total interest, dividend, and fee 

income earned on loans and investments as a percentage of 

average earning assets.

(book value), and securities designated as “available-for-sale,” 

reported at fair (market) value.

Securities gains (losses) – realized gains (losses) on held-tomaturity and available-for-sale securities, before adjustments 

for income taxes. Thrift Financial Report (TFR) filers also 

include gains (losses) on the sales of assets held for sale. 

(TFR filers began filing Call Reports effective with the quarter ending March 31, 2012.)

Seller’s interest in institution’s own securitizations – the reporting 

bank’s ownership interest in loans and other assets that have 

been securitized, except an interest that is a form of recourse 

or other seller-provided credit enhancement. Seller’s interests 

differ from the securities issued to investors by the securitization structure. The principal amount of a seller’s interest is 

generally equal to the total principal amount of the pool of 

assets included in the securitization structure less the principal amount of those assets attributable to investors, i.e., in the 

form of securities issued to investors.

Small Business Lending Fund – The Small Business Lending 

Fund (SBLF) was enacted into law in September 2010 as part 

of the Small Business Jobs Act of 2010 to encourage lending 

to small businesses by providing capital to qualified 

community institutions with assets of less than $10 billion. 

The SBLF Program is administered by the U.S. Treasury 

Department (http://www.treasury.gov/resource-center/

sb-programs/Pages/Small-Business-Lending-Fund.aspx).

Under the SBLF Program, the Treasury Department 

purchased noncumulative perpetual preferred stock from 

qualifying depository institutions and holding companies 

(other than Subchapter S and mutual institutions). When 

this stock has been issued by a depository institution, it is 

reported as “Perpetual preferred stock and related surplus.” For 

regulatory capital purposes, this noncumulative perpetual 

preferred stock qualifies as a component of Tier 1 capital. 

Qualifying Subchapter S corporations and mutual institutions 

issue unsecured subordinated debentures to the Treasury 

Department through the SBLF. Depository institutions that 

issued these debentures report them as “Subordinated notes 
FDIC Quarterly 38 2015, Volume 9, No. 4

control over the bank. Subchapter S status, however, is 

only a rough proxy for being closely held.

Additional information on organizational form is available in confidential supervisory data. A 1995 study by 

researchers at the Federal Reserve Bank of Kansas City 

and the Office of the Comptroller of the Currency 

used supervisory data to identify closely held banks as 

those where supervisory reports indicated that there 

was a “principal shareholder” who owned more than 

10 percent of voting shares.6 The study found evidence 

that efficient banks tend to have a principal shareholder, managers who hold an ownership stake in the 

bank, or owners who were actively involved in the 

day-to-day management of the bank. The 10 percent 

ownership stake, however, is a blunt measure of the 

ownership structure of a bank. The limited availability 

of more nuanced data on ownership and related agency 

issues has impeded research in this area.

This paper revisits the issue of organizational structure 

using new data from an April 2015 survey of FDIC 

examiners in three supervisory Regions. The examiners answered questions about ownership structure, 

overlap of ownership and management, and management succession at FDIC-supervised banks that were 

examined in 2014 and first quarter 2015. The survey 

was designed to limit the demands on participating 

examiners and eliminate any reporting burden for 

bankers. Although it did not employ a random sample 

of all FDIC-insured banks, the survey provides a fairly 

detailed look at the organizational attributes of more 

than 1,350 FDIC-supervised, state-chartered community banks that operate in the FDIC Kansas City, 

Dallas, or Chicago Regions.

The survey allows us to identify closely held banks 

among these community banks. Additionally, it 

provides information on the overlap of ownership and 

management, and preparedness for management succession, at these banks. By merging the survey results with 

Call Report data, we find that closely held banks have 

not underperformed widely held banks over the past six 

years. In fact, closely held banks in which the manager 

is a member of the ownership group, or is another 

insider, outperform both closely held banks with no 

overlap between ownership and management and 

widely held banks.

6

 Spong, Sullivan, and DeYoung (1995).

Introduction

It is widely recognized that community banks embody 

unique characteristics that distinguish them from other 

banks.1 Community banks are generally smaller in asset 

size than other banks. They tend to focus on traditional 

banking activities, making and holding loans, and funding themselves with core deposits. They hold relatively 

large amounts of equity capital relative to assets. Because 

they do business in a relatively limited geographic area, 

community banks are able to make operational decisions 

locally, frequently based on tacit, personal knowledge 

of their customers and market area, as opposed to relying primarily on models and standardized data. As a 

result, a defining characteristic commonly attributed 

to community banks is that of relationship lending, as 

opposed to a more impersonal, transactional banking 

model. A recent study has incorporated a number of 

these attributes into a community bank definition that 

can be applied consistently over the past 31 years.2

Less extensively studied are the organizational characteristics of community banks, including management and ownership structure. As of December 2014, 

93.2 percent of FDIC-insured community banks 

were organized as stock charters, and the remaining 

6.8 percent were organized as mutuals, where depositors own the bank.3

 As of year-end 2014, 35 percent 

of community banks as defined by the FDIC were 

organized under Subchapter S, which allows banks 

with limited ownership to decrease taxes on earnings.4

Only 7 percent of banks that did not meet the FDIC 

community bank definition were organized under 

Subchapter S.5 This broad measure confirms the general 

understanding that community banks are much more 

likely than noncommunity banks to be “closely held,” 

or controlled by an ownership group with relatively few, 

closely allied members who effectively exercise strategic 

1

 For example, see Hein, Koch, and MacDonald (2005).

2

 FDIC (2012).

3

 Approximately 2 percent of stock banks are owned by mutual bank 

holding companies, so that they are, in effect, mutually owned banks.

4

 Under Subchapter C status, earnings are taxed at the corporate level 

and again at the shareholder level. Subchapter S eliminates the corporate taxation of earnings, reducing the tax burden to shareholders. 

There are several conditions—including having 100 or fewer owners—

that a firm must meet to receive Subchapter S status. See 26 U.S.C. 

§ 1361 for the restrictions on Subchapter S firms.

5

 See FDIC (2012) for the FDIC definition of community bank, which 

presents a functional definition, rather than a fixed-asset-size 

definition.

Financial Performance and Management 

Structure of Small, Closely Held Banks
FDIC Quarterly 39 2015, Volume 9, No. 4

Financial Performance and Management Structure of Small, Closely Held Banks

Concentrated Ownership. One reason a closely held 

ownership structure may be an operational advantage is 

that insider shareholders are likely to view their stake as 

a major, long-term investment rather than as one stock 

in a portfolio. As a result, the owners of a closely held 

bank can be expected to take a longer, more strategic 

perspective than the owners of a bank that must meet 

an earnings target every quarter. To the extent that this 

strategic focus translates into more profitable operational decisions, it could enhance the financial performance of the institution over time. This effect might 

be especially pronounced in the case of family-owned 

banks, for which the planning horizon could span more 

than one generation.8

A second potential advantage of closely held ownership 

is the ability of the bank to address the principal-agent 

problem that can arise between owners and managers. 

A principal-agent problem occurs when the owner 

(principal) of a firm delegates responsibility to the 

manager (agent), but the two do not share the same 

goals.9 Divergence between the goals of owners and 

managers may cause firms to underperform if the manager’s choices do not maximize the value of the firm.

Bank owners can solve this problem by monitoring and 

supervising the manager, but these actions are costly 

in both time and money. In the case of a closely held 

bank, however, owners may have a greater incentive 

to invest in monitoring managers because more of the 

benefits of monitoring accrue to insider owners, rather 

than to external shareholders. Owners of the closely 

held bank are then better equipped to address principalagent problems that may arise from the separation of 

ownership and control.

On the other hand, a bank with a closely held ownership structure may pursue goals other than strict profit 

maximization, so it may be less efficient than a widely 

held bank. In some cases, these goals may reflect a decision to incur noninterest expenses for the benefit of the 

owners, managers, or other affiliated stakeholders to the 

detriment of current earnings (generally referred to as 

expense preference behavior).10 This is not to say that the 

owners’ goals are inconsistent with the long-term interests of the bank, or the mission of a community bank. 

8

 Anderson and Reeb (2003) show that family-owned nonfinancial 

businesses outperform non-family-owned businesses among a sample 

of S&P 500 companies.

9

 For a theoretical discussion of agency problems, see Jensen and 

Meckling (1976).

10 See Edwards (1977). 

In the next section, we briefly discuss what economic 

theory has to say about how ownership structure and 

the overlap between ownership and management might 

affect financial performance. Then we describe the 

survey of FDIC examiners, and compare closely and 

widely held banks as identified in the survey. The final 

section summarizes our findings and suggests areas for 

future research.

Economic Theory: Ownership, Management, and 

Bank Efficiency

Closely held banks frequently differ from widely held 

banks in two important dimensions. The first is the 

degree of concentration of ownership. By definition, 

ownership is more concentrated in a closely held bank 

than in a widely held bank. One individual may own 

the majority of the closely held bank, or ownership may 

be shared among a group affiliated by family or community ties.

Second, concentrated ownership may have implications 

for the management structure of the bank. In a closely 

held bank, day-to-day operational control of the bank 

may reside with a manager who is either a member of 

the ownership group or can otherwise be considered an 

ownership insider.7 In other cases, the bank may be run 

by a hired manager who otherwise has no affiliation 

with the ownership group. Both the concentration of 

ownership and the degree of overlap between ownership 

and control present potential advantages and disadvantages in terms of efficiency (Table 1).

7

 Although it is possible that the manager of a widely held bank can 

also hold an ownership stake or be considered an ownership insider, 

the fact that ownership is not concentrated in a single group limits the 

degree to which ownership and control can overlap at widely held 

banks.

Table 1

How Might Closely Held Ownership 

Influence Operational Efficiency?

Pros Cons

Closely held banks may be 

less beholden to short-term 

earnings pressures.

Closely held banks invest 

more in monitoring managers because they capture 

most of the returns to 

monitoring.

Closely held banks may 

have more trouble raising 

external capital to make 

investments.

Closely held banks may 

pursue goals other than 

profit maximization.

Source: Review of literature on pages 39 and 40.
FDIC Quarterly 40 2015, Volume 9, No. 4

pool from which to recruit qualified managers. When 

the ownership group comprises individuals with close 

family or community ties, those ties may also limit the 

pool of managerial candidates. Even if the owners of 

the closely held bank solve the principal-agent problem 

by finding a qualified manager in the ownership group, 

the bank may face the problem once again when that 

manager retires and the owners must find a qualified 

successor. Additionally, if the retiring manager wants to 

sell a substantial stake in the bank, the bank must also 

find a new owner as well as a new manager.

Results of the FDIC Examiner Survey

A lack of publicly available data has limited the ability to study how ownership structure and managerial 

control affect efficiency and profitability at community 

banks. Most research on bank ownership focuses on 

large banks that are required to file public disclosures. 

For smaller banks without these disclosure requirements, 

researchers have used confidential supervisory data. 

These supervisory data provide some information on the 

ownership structure of community banks, but only about 

the existence of a “principal shareholder.” These data do 

not address the overlap of ownership and management.

This study avoids some of these limitations by using 

the results of a survey of FDIC bank examiners in the 

Chicago, Dallas, and Kansas City supervisory Regions, 

which encompass 21 states (Figure 1). Responses were 

obtained for every bank that had been examined in 

2014 and first quarter 2015. For each bank, the examiners answered a series of simple questions about the 

structure of bank ownership, the overlap between 

ownership and management, and how the bank was 

positioned for management succession. The survey 

responses include more than 1,400 FDIC-supervised 

banks, which represent about 50 percent of all FDICsupervised banks in these Regions. We limit our analysis to the 97 percent of banks covered by the survey 

that meet the FDIC definition of a community bank, 

which leaves us with 1,357 community banks.

The survey is a snapshot of bank ownership of a subset 

of community banks at the end of 2014. The responses 

are not a random sample of community banks nationwide, nor in these three Regions. The survey responses 

cover half of the FDIC-supervised community banks in 

the three Regions, and 33 percent of all FDIC-insured 

community banks. However, the strengths of the survey 

approach include the large number of community banks 

within these Regions, the ability to directly access the 

For example, bank owners may choose to support the 

credit needs of local businesses during difficult times, 

or to invest in the local community through sponsorships or community events. In either case, closely held 

ownership may allow owners to achieve some of their 

financial and strategic goals through means other than 

maximizing profits in the short run.

A second potential disadvantage to closely held ownership is that it may be more difficult for the bank to raise 

capital to make investments that improve the profitability of the bank. Banks raise capital using retained 

earnings or by issuing new ownership shares. Issuing 

shares to new shareholders will dilute the stake of 

the current owners in the bank, so closely held banks 

may be less willing to do this. Closely held banks may 

instead raise new capital from existing owners as “external capital,” and so the amount of capital they can 

raise may be limited. This could prevent the bank from 

making a profitable investment, such as expanding or 

making an acquisition.

Overlap of Ownership and Control. The degree of 

overlap between ownership and managerial control 

can also be an operational advantage or disadvantage 

for a bank (Table 2). Widely held banks, by definition, 

have a substantial separation between ownership and 

control, so they are inherently subject to inefficiencies 

arising from principal-agent problems and must implement potentially costly measures to overcome them. 

In contrast, when the principal owner or an ownership 

group insider exerts day-to-day managerial control over 

a bank, the agency problem is minimized. The manager 

can be expected to act in the interests of the owners 

because the manager is an owner.

The potential downside of significant overlap between 

ownership and control is the limited size of the talent 

Table 2

How Might Overlap of Ownership and Control 

Influence Efficiency?

Pros Cons

The incentives of owners 

and managers are wellaligned and geared toward 

maximizing the long-term 

value of the bank.

Succession planning may 

be more difficult because 

the bank faces a limited 

talent pool.

Succession can involve 

transferring both ownership 

and control, often at the 

same time.

Source: Review of literature on pages 39 and 40.
FDIC Quarterly 41 2015, Volume 9, No. 4

Financial Performance and Management Structure of Small, Closely Held Banks

stake that individually or collectively exerts a deciding influence over the governance of the institution” 

(Table 3). The vast majority of these closely held banks 

are controlled by groups with family or community ties 

(Table 4). In almost all of the closely held community 

banks, members of the primary ownership group are 

directors of the banks.

In a majority of closely held community banks, there 

is also significant overlap between the primary ownership group and the key officer, defined by the survey as 

the person “who effectively runs the bank on a day-today basis, regardless of his/her title.” In 48 percent of 

closely held community banks, the key officer can be 

considered a member of the primary ownership group 

(Table 5). In an additional 10 percent of closely held 

banks, the key officer can be considered an ownership 

group insider, even though he or she is not a primary 

owner. Taken together, these results imply that in 

just under 60 percent of closely held, FDIC-supervised 

community banks covered by the survey, overlap 

between ownership and management helped to limit 

the potential for principal-agent problems that could 

impair operational efficiency.

The survey also included questions on succession 

planning, as this is widely regarded as an important 

recent experience of FDIC examiners, and the fact that 

bank owners or managers are not required to respond to 

survey questions.

The survey results show that among FDIC-supervised 

community banks in the three Regions, closely held 

banks are the norm rather than the exception. Examiners characterized 75 percent of community banks in the 

survey as having an identifiable primary owner, defined 

as “a person or group with a substantial ownership 

Figure 1

Surveyed Banks Represent About Half of all FDIC-Supervised Community Banks

in the Chicago, Dallas, and Kansas City FDIC Regions

Source: April 2015 FDIC Examiner Survey. Community banks are as defined by the FDIC Community Banking Study (2012).

Note: Data are as of December 2014.

34

48% 118

49%

95

53% 42

61%

108

47%

90

44%

26

59%

57

52%

34

58%

72

59%

67

54%

43

46% 33

46%

179

56%

22

47%

63

47%

70

39%

27

53%

16

55%

50

45%

111

49%

Chicago 459 54%

Dallas 393 52%

Kansas City 505 46%

Total 1,357 50%

Number of

Community Banks

FDIC Region Surveyed

Share of 

FDIC-Supervised

Community Banks 

Table 3

Closely Held Banks Make Up Three-Quarters 

of FDIC-Supervised Community Banks 

in Three Regions

Region

Survey 

Responses

Identifiable 

Primary 

Owner Closely Held

Chicago 459 288 63%

Kansas City 505 424 84%

Dallas 393 301 77%

Total 1,357 1,013 75%

Source: April 2015 FDIC Examiner Survey.

Survey Question 1: In your judgment, is there an identifiable primary owner or ownership 

group for this bank? The primary owner or ownership group of the bank is a person or 

group with a substantial ownership stake that individually or collectively exerts a deciding 

influence over the governance of the institution.
FDIC Quarterly 42 2015, Volume 9, No. 4

significant challenge for both closely and widely held 

community banks.

Characteristics, Financial Performance, and 

Capital Formation

Merging the survey data with financial data from bank 

Call Reports permits further analysis of closely and 

widely held community banks. In this section we assess 

the effects of ownership structure and managerial control 

of surveyed banks on their size and geographic characteristics, financial performance, and ability to raise capital.

Characteristics: Among community banks in our 

survey, closely held banks tend to be smaller and 

more rural and agricultural, and have older charters 

than widely held banks. As discussed at the outset, we 

hold certain expectations on how closely held banks 

might compare to widely held banks in our survey, and 

these expectations are generally met (Table 7). For 

example, closely held banks are generally smaller than 

widely held banks; closely held banks had average total 

assets of $264 million at year-end 2014, compared with 

$334 million for widely held banks.

Closely held community banks are also more concentrated in rural areas than widely held banks and are 

more likely to be headquartered in depopulating 

operational concern for community banks.11 Among 

the closely held banks, 50 percent have not identified 

a potential successor for the key officer, compared with 

54 percent of widely held banks (Table 6). In addition, 

38 percent of the closely held banks were not deemed 

to be “well-positioned to recruit qualified management talent from outside the bank,” compared with 

31 percent of widely held banks. Overall, the survey 

results indicate that succession planning remains a 

11 Stewart (2013) discusses the importance of succession planning, 

especially following the financial crisis.

Table 4

Most Closely Held Community Banks Are Built Around Family or Community Ties

Region

Survey Responses 

Indicating Closely Held 

Bank

Ownership Group 

Has Family Ties

Ownership Group 

Has Ties to Community

Members of 

Ownership Group 

Sit on Board

Chicago 288 84% 84% 94%

Kansas City 424 90% 83% 96%

Dallas 301 77% 89% 94%

Total 1,013 85% 85% 95%

Source: April 2015 FDIC Examiner Survey.

Table 5

Ownership and Control Overlap at Most Closely Held Community Banks

Region

Survey Responses 

Indicating Closely Held 

Bank

Key Officer Is Also 

a Member of the Primary 

Ownership Group

Key Officer Is Not a 

Member of Primary 

Ownership Group, but 

Can Be Considered 

an Insider

Total: 

Key Officer Closely 

Affiliated With 

Ownership Group

Chicago 288 44% 7% 51%

Kansas City 424 51% 6% 58%

Dallas 301 45% 17% 62%

Total 1,013 48% 10% 57%

Source: April 2015 FDIC Examiner Survey.

Table 6

Management Succession Is an Issue for Many 

Closely Held and Widely Held Community Banks

Region

Survey 

Responses

Bank Has 

Identified 

a Viable 

Successor

Bank Is WellPositioned to 

Recruit 

Qualified 

Management 

From Outside

Chicago 288 41% 56%

Kansas City 424 57% 67%

Dallas 301 50% 62%

Total Closely Held 1,013 50% 62%

Total Widely Held 344 46% 69%

Source: April 2015 FDIC Examiner Survey.
FDIC Quarterly 43 2015, Volume 9, No. 4

Financial Performance and Management Structure of Small, Closely Held Banks

Finally, closely held community banks in the survey 

tended to have older charters than did widely held 

banks. Both types of institutions have a substantial 

proportion of charters that are more than 100 years 

old—43 percent for closely held community banks and 

38 percent for widely held community banks. Widely 

held banks, however, are more than three times more 

likely (24 percent) than closely held banks (7 percent) 

to have a charter 15 years old or younger.

Financial performance: Among community banks in 

our survey, closely held banks generally outperformed 

widely held banks in recent years when they had an 

overlap with management. Based on our prior discussion of the economic theory on ownership, management, and bank efficiency, we wanted to understand 

how ownership structure and the overlap of ownership 

and control affect financial performance. To capture 

these differences, we segmented the banks into three 

groups: closely held banks where the key officer is also 

a member of the primary ownership group (denoted as 

“Overlap” in Charts 1 and 2, Tables 2 and 5, and in 

Table A1 in the Appendix); closely held banks where 

counties. Thirty-six percent of closely held community 

banks were headquartered in rural counties, compared 

with 21 percent of widely held institutions. Twentyfour percent of the surveyed closely held community 

banks were headquartered in depopulating rural counties, compared with only 10 percent of widely held 

banks. Banks headquartered in depopulating areas face 

challenges of declining customer bases and, in some 

instances, difficulty in attracting qualified management.12

Closely held community banks in the survey were also 

nearly twice as likely as widely held banks to specialize in agricultural lending.13 These characteristics are 

consistent with the higher propensity of closely held 

banks to be headquartered in rural counties. By contrast, 

the widely held community banks in the survey, which 

were more heavily concentrated in metropolitan or 

micropolitan counties, were more likely to specialize in 

mortgage lending or multiple lending areas.

12 Anderlik and Cofer (2014).

13 Lending specialty definitions are from Chapter 5 of FDIC (2012).

Table 7

Closely Held and Widely Held Community Banks Differ on Many Characteristics

Characteristic Closely Held Banks Widely Held Banks

Assets

Average Asset Size $264 million $334 million

Average Equity Capital as Percentage of Assets 10.7% 11.0%

Geography

Headquartered in Metropolitan Countya 46% 57%

Headquartered in Micropolitan County 18% 22%

Headquartered in Rural County 36% 21%

Headquartered in Depopulating Rural Countyb 24% 10%

Lending Specialty

Agricultural Lending Specialtyc 25% 13%

Commercial and Industrial Lending Specialty 2% 1%

Commercial Real Estate Lending Specialty 20% 23%

Mortgage Lending Specialty 7% 18%

Multiple Lending Specialties 12% 19%

No Lending Specialty (Diversified) 32% 24%

Other Consumer Lending Specialty 1% 1%

Age

Charter 15 Years Old or Younger 7% 24%

Charter Older Than 100 Years 43% 38%

Source: FDIC Data and April 2015 Examiner Survey.

Notes: All figures are as of December 2014.

a. This study follows the designations established by the U.S. Office of Management and Budget for each of the 3,221 U.S. counties and county equivalents as either metropolitan 

(1,236 counties that are economically linked to 1 of the 388 U.S. Metropolitan Statistical Areas), micropolitan (646 counties centered on an urban core with a population of between 10,000 

and 50,000 people), or rural (counties not located in metropolitan or micropolitan areas).

b. “Depopulating Rural County” refers to a county that lost population between the 1980 census and 2010 census. See Anderlik and Cofer (2014).

c. Community bank lending specialty groups as defined by Chapter 5 of the FDIC Community Banking Study (2012).
FDIC Quarterly 44 2015, Volume 9, No. 4

of closely held banks that have no overlap, as well as 

those of widely held banks (Chart 2).

Looking at the components of the efficiency ratio, 

closely held banks with overlap of management and 

ownership reported higher salary expense as a percentage of average assets in each of the past six years. 

Higher levels of noninterest income and much higher 

loan yields, however, more than made up for the salary 

expense disadvantage.

Because closely held banks and widely held banks differ 

in many characteristics, it is important to attempt to 

hold these other characteristics constant when comparing performance across these groups. Accordingly, we 

the manager is an outsider (“No Overlap”); and widely 

held banks, where by definition there is no primary 

ownership group.

The first comparison we made is of the pretax return on 

assets. The left side of Chart 1 compares pretax return 

on assets for closely held and widely held community 

banks in our survey from 2009 to 2014 and shows that 

the closely held banks consistently outperformed widely 

held banks over this period. When we split closely held 

banks into those that have ownership–management 

overlap and those that do not (right side of Chart 1), 

however, we found that the closely held banks where 

ownership and management overlap clearly outperformed both widely held banks and the closely held 

banks where ownership and management did not overlap. The average annual performance advantage for 

closely held community banks with management overlap was 21 basis points higher compared with closely 

held banks with no overlap, and 30 basis points higher 

compared with widely held community banks. Although 

these gaps appear to have narrowed over the past three 

years, they were still more than 20 basis points in 2014.

Another comparison that focuses more squarely on 

operational efficiency involves the efficiency ratio, or 

the ratio of noninterest expenses to net operating 

revenue. This measure represents the expense incurred 

by the bank to generate $1 of revenue. Similar to the 

profitability comparisons, over the most recent six-year 

period, closely held community banks in our survey 

that have overlap between ownership and management 

consistently reported efficiency ratios better than those 

Closely Held Community Banks Where Ownership and Managerial Control Overlap

Have Consistently Reported Higher Protability

Pretax Return on Assets

Percentage

Widely Held

Closely Held – Overlap

Closely Held – No Overlap

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

1.2%

1.4%

2009 2010 2011 2012 2013 2014

Widely Held

Closely Held

Source: FDIC Analysis of Call Report data on 1,357 FDIC-supervised community banks headquartered in the FDIC Kansas City, Dallas, and Chicago Regions that were identified in the April 2015 

FDIC Examiner Survey as closely held or widely held.

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

1.2%

1.4%

2009 2010 2011 2012 2013 2014

Chart 1

Closely Held Community Banks Where Ownership and

Managerial Control Overlap Have Consistently

Reported Higher Protability

Efficiency Ratio of Community Banks by Ownership Type

Widely Held

Closely Held – Overlap

Closely Held – No Overlap

62%

64%

66%

68%

70%

72%

2009 2010 2011 2012 2013 2014

Efficiency Ratio = Noninterest Expenses

Net Interest Income + Noninterest Income

Source: FDIC Analysis of Call Report data on 1,357 FDIC-supervised community banks 

headquartered in the FDIC Kansas City, Dallas, and Chicago Regions that were identified 

in the April 2015 FDIC Examiner Survey as closely held or widely held.

Chart 2
FDIC Quarterly 45 2015, Volume 9, No. 4

Financial Performance and Management Structure of Small, Closely Held Banks

study period.14 In all but one of the six years studied, 

widely held community banks raised external capital 

more frequently than closely held banks, and the gap 

was widest in 2014 (Chart 4). It is important to note 

here that external capital may also include capital from 

existing owners or insiders and, for community banks, 

is more likely to take place through a private placement 

than through a market offering. On balance, although 

the closely held banks in our sample relied more heavily 

on retained earnings to increase their capital, and also 

raised external capital less frequently than widely held 

banks, there is little evidence that closely held community banks were at a decided disadvantage in terms of 

access to external capital.

Summary and Conclusions

Community banks have been defined in a number of 

studies as being generally small institutions that rely on 

core deposit funding and operate as relationship lenders within a limited geographic area. Less attention has 

been paid in the literature to the ownership structure 

of community banks and how it relates to day-to-day 

operational control and to long-term management 

succession.

14 Our time period includes three years in which the federal government 

recapitalized banks through the Troubled Asset Relief Program (TARP) 

and the Small Business Lending Fund (SBLF). These programs were 

more heavily used by widely held banks than by closely held banks. 

TARP was used in 2009 and 2010, and in those years, 36 percent of 

widely held banks surveyed that raised capital and 21 percent of 

closely held banks surveyed that raised capital received TARP funds. 

In 2011, the year the SBLF disbursed funds, 31 percent of widely held 

banks surveyed that raised capital received SBLF funds, compared to 

24 percent for closely held banks surveyed that raised capital.

performed multiple regression analysis of the performance of the surveyed banks during the five years from 

2010 to 2014 to determine the relative contribution of 

the different characteristics to financial performance. 

The appendix presents the results of the analysis. After 

controlling for the other differences between the banks, 

we find that being closely held has not had a statistically 

significant effect on financial performance. Having overlap between owner and management, however, has had 

a significant, positive effect on financial performance. 

This effect provides evidence that some of the benefit 

of a closely held organizational structure is the opportunity to resolve principal-agent problems by aligning the 

interests of managers with the interests of owners.

Capital formation: Among community banks in our 

survey, closely held banks raise external capital less 

often than their widely held peers, but they do not 

appear to be disadvantaged in their access to capital 

sources. One potential concern about the closely held 

organizational structure is whether it limits the bank’s 

access to external sources of capital, thereby limiting 

the ability to respond to adverse shocks or to pursue 

strategic opportunities. As expected, the closely held 

banks surveyed have tended to rely more heavily on 

retained earnings to increase equity capital and to raise 

less capital from external sources than do widely held 

banks (Chart 3). Between 2009 and 2014, the closely 

held banks obtained 60 percent of gross additions 

to capital via retained earnings, compared with just 

48 percent for the widely held community banks.

Moreover, we find that the widely held community 

banks surveyed raised capital from external sources 

somewhat more often than closely held banks over the 

Closely Held Community Banks Rely More on

Retained Earnings as a Source of Capital

48%

60%

52%

40%

0% 20% 40% 60% 80% 100%

Widely 

Held

Closely

Held

Retained Earnings External Capital

Percentage of Gross Capital Raised by Source, 2009 to 2014

Source: FDIC Analysis of Call Report data on 1,357 FDIC-supervised community banks 

headquartered in the FDIC Kansas City, Dallas, and Chicago Regions that were identified in 

the April 2015 FDIC Examiner Survey as closely held or widely held.

Note: Excludes institutions in first year of existence.

Chart 3

There Is Little Evidence That Closely Held

Community Banks Were at a Decided Disadvantage

in Access to Capital

23.5

15.2

11.3

9.9 9.3

12.2

19.3

14.6

11.9

8.1 7.9

6.5

0

5

10

15

20

25

2009 2010 2011 2012 2013 2014

Widely Held

Closely Held

Source: FDIC Analysis of Call Report data on 1,357 FDIC-supervised community banks 

headquartered in the FDIC Kansas City, Dallas, and Chicago Regions that were identified 

in the April 2015 FDIC Examiner Survey as closely held or widely held.

Note: Excludes institutions in first year of existence. 

Percentage of Surveyed Community Banks Raising Capital, 2009 to 2014

Chart 4
FDIC Quarterly 46 2015, Volume 9, No. 4

These favorable comparisons between closely held and 

widely held community banks suggest that the closely 

held organizational form is by no means an impediment to performance, and may well be one of the 

keys to the success of closely held banks. Closely held 

community banks in which ownership and management largely overlap appear to exhibit advantages over 

other community banks even after accounting for other 

factors that affect performance. Nonetheless, this recipe 

for success—relying on managers who are insiders to the 

ownership group—may prove difficult for these institutions to replicate going forward as they address the 

issue of management succession. Additional research 

would be useful to better understand how community 

banks address management succession, and how their 

approach to this issue can affect their financial performance and their ability to remain independent.

Authors: John M. Anderlik, Assistant Director

Division of Insurance and Research

Richard A. Brown, Associate Director

Division of Insurance and Research

Kathryn L. Fritzdixon, Financial Economist

Division of Insurance and Research

We thank Richard Cofer, Martin Cooper, Chasity Dschaak, 

Jessica Kaemingk, James LaPierre, and Rich Speigle for their 

valuable contributions in helping to design and execute the 

examiner survey. We thank Clayton Boyce and Eric 

Breitenstein for a wide range of analytical and editorial 

assistance. Any remaining errors are the responsibility of 

the authors.

References

Anderlik, John, and Richard Cofer. 2014. Long-Term 

Trends in Rural Depopulation and Their Implications for 

Community Banks. FDIC Quarterly 8, no. 2:44–59.

Anderson, Ronald, and David Reeb. 2003. Founding-Family 

Ownership and Firm Performance: Evidence from the S&P 

500. Journal of Finance 58, no. 3:1301–28.

Edwards, Franklin R. 1977. Managerial Objectives in 

Regulated Industries: Expense-Preference Behavior in 

Banking. Journal of Political Economy 85, no. 1:147–61.

Federal Deposit Insurance Corporation (FDIC). 2012. FDIC 

Community Banking Study. FDIC.

Hein, Scott, Timothy Koch, and Scott MacDonald. 2005. On 

the Uniqueness of Community Banks. Federal Reserve Bank 

of Atlanta Economic Review First Quarter:15–36.

Jensen, Michael, and William Meckling. 1976. Theory of the 

Firm: Managerial Behavior, Agency Costs and Ownership 

Structure. Journal of Financial Economics 3, no. 4:305–60.

Spong, Kenneth, Richard Sullivan, and Robert DeYoung. 

1995. What Makes a Bank Efficient? A Look at Financial 

This paper addresses the relative lack of data describing these attributes by introducing new survey data 

collected from FDIC examiners of community banks 

headquartered in 21 states in the central FDIC supervisory Regions of the United States. We find that threequarters of FDIC-supervised community banks in these 

Regions are defined by a closely held organizational form, 

where a primary ownership group exerts a deciding influence over the governance of the institution. The vast 

majority of these closely held institutions are owned by 

groups that share family or community ties, and a majority of them also exhibit a substantial overlap between the 

ownership group and the key officer who effectively runs 

the bank. Both closely held and widely held community 

banks in the survey appear to face significant challenges 

when it comes to management succession, with only 

half of closely held banks reportedly having identified a 

successor to the key officer at the time of the survey.

Economic theory suggests that the closely held organizational form and overlap between ownership and 

management may each offer potential advantages 

and disadvantages for community bank performance. 

Managers of closely held banks may benefit from the 

ability to make decisions according to a longer time 

horizon than widely held banks, and their owners 

may be able to capture more of the returns than can 

be earned by monitoring the performance of bank 

managers. Closely held community banks may choose 

to pursue goals other than strict profit maximization, 

however, and may have limited access to external 

capital. Although closely held banks may be able to 

resolve agency conflicts with managers by recruiting 

those managers from within the ranks of ownership, 

this solution constrains the size of the talent pool. Even 

when a closely held bank successfully aligns the longterm interests of owners and managers, it must do so all 

over again when it searches for qualified successors to 

its current management team.

Comparisons of financial performance and efficiency 

indicate that the closely held community banks surveyed 

consistently outperformed widely held community banks 

in recent years. The highest performance has been found 

among closely held community banks where there is 

substantial overlap between ownership and management, and therefore the potential for agency conflicts 

is minimized. Although closely held banks surveyed 

relied more on retained earnings to raise capital than 

did widely held banks, and raised external capital less 

frequently, there is little evidence that closely held 

community banks were at a decided disadvantage to 

widely held banks in terms of access to external capital.
FDIC Quarterly 47 2015, Volume 9, No. 4

Financial Performance and Management Structure of Small, Closely Held Banks

Characteristics and Bank Management and Ownership 

Structure. Financial Industry Perspectives December:1–19.

Stewart, Jackie. 2013. Community Banks Are Falling Behind 

in Succession Planning. American Banker, March 26. 

http://www.americanbanker.com/issues/178_59/communitybanks-are-falling-behind-in-succession-planning-1057825-1.

html. Accessed December 2, 2015.

Appendix: 

Regression Analysis of Pretax Return on Assets

Closely and widely held community banks differ in 

several characteristics that affect financial performance. 

To ensure that our comparisons are not simply based 

on these other characteristics, we perform multiple 

regression analysis of pretax return on assets comparing 

whether a bank is closely held, whether it has overlap 

of ownership and control, and a number of control 

characteristics. Regression analysis allows us to compare 

the performance of closely and widely held banks that 

are otherwise similar.

Our regression takes the form of

ROAit = β0 + β1CloselyHeldi + β2Overlapi + 

β3 Ageit + β4 Assetsit + β5 Metroi + β6BusinessLineit + 

β7 MarketPower + γ  State + δ Year + εit,

where ROAit is pretax return on assets; Closely Held is 

an indicator variable equal to one if the bank is closely 

held and zero otherwise; Overlap is an indicator variable equal to one if there is overlap between ownership 

and management; Age is the age of the bank; Assets

is the size of the bank measured in total assets; Metro

is a set of indicator variables for whether the bank is 

headquartered in a county in a metropolitan statistical area, micropolitan statistical area, or rural area; and 

BusinessLine is a set of indicator variables for the bank’s 

business line. The panel regressions also include state 

and year fixed effects. Standard errors are clustered at 

the state level.

The results of the regressions are presented in Table A1. 

The data are from the December Call Report for each 

surveyed community bank for the years 2010 through 

2014. The data show that closely held banks, on average, have not underperformed widely held banks, even 

when controlling for other bank characteristics that 

affect profitability. The coefficient on being closely held 

is small and statistically insignificant. Once we control 

for the other differences between closely and widely 

held banks, there does not appear to be a difference 

in their financial performance. The coefficient on the 

overlap between ownership and management, however, 

is positive and statistically significant, which suggests 

that having an owner serve as day-to-day manager of 

the bank is an effective way to mitigate the principalagent problem in closely held banks.

Table A1

Regression Analysis Shows Closely Held 

Community Banks With Overlap of 

Managers and Owners Outperform 

Other Community Banks

Pretax Return on 

Assets

Mean Pretax Return on Assets 0.083

Closely Held = 1 –0.0234

(0.0690)

Overlap = 1 0.117**

(0.0427)

Age 0.000125

(0.0011)

Total Assets ($ million) 0.314***

(0.0401)

Headquarters in Metropolitan Area –0.260***

(0.0518)

Headquarters in Micropolitan Area 0.00821

(0.0767)

Market Power 0.0000516**

(0.0000)

Agricultural Specialization 0.409***

(0.1190)

Commercial and Industrial 

Specialization

0.172

(0.1970)

Commercial Real Estate Specialization –0.046

(0.1030)

Mortgage Specialization 0.200*

(0.1110)

Multispecialty 0.082

(0.0917)

No Specialty 1.039***

(0.3270)

State Fixed Effects Yes

Year Fixed Effects Yes

Observations 6,784

Adjusted R-Squared 0.131

Source: FDIC Data and April 2015 Examiner Survey.

Notes: This table presents regression results for pretax return on assets on whether the 

bank is closely held, whether there is overlap in management and ownership, and a set of 

controls. Standard errors, clustered at the state level, are in parentheses below the 

coefficients.

* p < 0.10

** p < 0.05

*** p < 0.01.