EXHIBIT 99.1



RISK FACTORS



The following summarizes risks which management believes are specific to the Companys business. These should not be viewed as including all risks to
the Company.



Pending acquisition of First Financial
Bancorp.



On September 7, 2004, the Company signed a
Definitive Merger agreement to acquire First Financial Bancorp and its wholly-owned subsidiary Bank of Lodi. Management anticipates that the transaction will close during the fourth quarter of 2004 and the Bank of Lodi will be merged with and into
the Companys wholly-owned subsidiary Placer Sierra Bank prior to December 31, 2004. The merger of Bank of Lodi with and into Placer Sierra Bank is expected to generate expense reductions of between approximately 35% and 45% of First Financial
Bancorps pre-acquisition total non-interest expense run rate. The expense reductions are intended to be achieved by eliminating redundant staff and duplicative operations, technology, and outside services, consolidation of facilities and
through realization of limited additional purchasing efficiencies. The Company may fail to realize some or all of these anticipated cost savings, and the time frame to achieve such cost savings may be longer than anticipated.



Changes in economic conditions could hurt our business materially.



Our business is directly affected by factors such as
economic, political and market conditions, broad trends in industry and finance, legislative and regulatory changes, changes in government monetary and fiscal policies and inflation, all of which are beyond our control. We are particularly affected
by economic conditions in the State of California. Deterioration in economic conditions could result in the following consequences, any of which could have a material adverse effect on our business, financial condition, results of operations and
cash flows:



| |  | problem assets and foreclosures may increase,
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| |  | demand for our products and services may decline,
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| |  | low cost or non-interest bearing deposits may decrease, and
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| |  | collateral for loans made by us, especially real estate, may decline in value, in turn reducing customers borrowing power, and reducing the value of assets and collateral
associated with our existing loans.
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In view of
the concentration of our operations and the collateral securing our loan portfolio in both Northern and Southern California, we may be particularly susceptible to the adverse effects of any of these consequences, any of which could have a material
adverse effect on our business, financial condition, results of operations and cash flows.



Our growth and expansion, including our recent acquisition of Southland and Bank of Orange County, and pending acquisition of First Financial Bancorp and Bank of Lodi may strain our ability to manage our operations
and our financial resources.



Our financial performance
and profitability depend on our ability to execute our corporate growth strategy. In addition to seeking deposit and loan and lease growth in our existing markets, we intend to pursue expansion opportunities through strategically placed new
branches, by acquiring community banks in identified strategic markets, or by acquiring branch locations that we find attractive. Continued growth, however, may present operating and other problems that could adversely affect our business, financial
condition, results of operations and cash flows. Accordingly, there can be no assurance that we will be able to execute our growth strategy or maintain the level of profitability that we have recently experienced.



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Our growth may place a strain on our administrative, operational and financial resources and increase
demands on our systems and controls. We plan to pursue opportunities to expand our business through internally generated growth and acquisitions. We anticipate that our business growth may require continued enhancements to and expansion of our
operating and financial systems and controls and may strain or significantly challenge them. The process of consolidating the businesses and implementing the strategic integration of any acquired businesses, including Southland and Bank of Orange
County and First Financial Bancorp and Bank of Lodi, with our existing business may take a significant amount of time. It may also place additional strain on our resources and could subject us to additional expenses. We cannot assure you that we
will be able to integrate these businesses successfully or in a timely manner. In addition, we cannot assure you that our existing operating and financial control systems and infrastructure will be adequate to maintain and effectively monitor future
growth.



Our continued growth may also increase our need for
qualified personnel. We cannot assure you that we will be successful in attracting, integrating and retaining such personnel. The following risks, associated with our growth, could have a material adverse effect on our business, financial condition,
results of operations and cash flows:



| |  | our inability to continue to upgrade or maintain effective operating and financial control systems,
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| |  | our inability to recruit and hire necessary personnel or to successfully integrate new personnel into our operations,
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| |  | our inability to integrate successfully the operations of acquired businesses, including Southland and Bank of Orange County and First Financial Bancorp and Bank of Lodi
successfully or to manage our growth effectively, or
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| |  | our inability to respond promptly or adequately to the emergence of unexpected expansion difficulties.
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We face risks associated with acquisitions, including the Southland and Bank of Orange County and First Financial Bancorp
and Bank of Lodi mergers, relating to difficulties in integrating combined operations, potential disruption of operations and related negative impact on earnings, and incurrence of substantial expenses.



Growth through acquisitions represents a component of our business strategy
and we have recently pursued this element of our business strategy through the Southland and Bank of Orange County and First Financial Bancorp and Bank of Lodi mergers. We expect to continue to seek to acquire banks and branches in strategic
markets. The Southland and Bank of Orange County and First Financial Bancorp and Bank of Lodi mergers are, and any future acquisitions will be, accompanied by the risks commonly encountered in acquisitions. These risks include, among other things:



| |  | the difficulty of integrating the operations and personnel of acquired banks and branches,
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| |  | the potential disruption of our ongoing business,
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| |  | the inability of our management to maximize our financial and strategic position by the successful implementation of uniform product offerings and the incorporation of uniform
technology into our product offerings and control systems, and
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| |  | the inability to maintain uniform standards, controls, procedures and policies and the impairment of relationships with employees and customers as a result of changes in management.
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We cannot assure you that we will be successful
in overcoming these risks or any other problems encountered in connection with acquisitions. We cannot assure you that our integration of acquired banks or branches operations will be successfully accomplished. Our inability to improve
the operating performance of acquired banks and branches or to integrate successfully their operations could have a material adverse effect on our business, financial condition, results of operations and cash flows. In addition, as we proceed with
acquisitions in which the consideration consists of cash, a substantial portion of our available cash will be used to consummate the acquisitions.



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The purchase price of banks or branches that might be attractive acquisition candidates for us may
significantly exceed the fair values of their net assets. As a result, material goodwill and other intangible assets would be required to be recorded. In connection with acquisitions, we could incur substantial expenses, including the expenses of
integrating the business of the acquired bank or branch with our existing business.



We expect that competition for appropriate candidates may be significant. We may compete with other banks or financial service companies with similar acquisition strategies, many of which may be larger or have greater
financial and other resources than we have. We cannot assure you that we will be able to successfully identify and acquire suitable banks or branches on acceptable terms and conditions.



We are dependent on key personnel and the loss of one or more of those key personnel may materially and adversely affect
our prospects.



Competition for qualified employees and
personnel in the banking industry is intense and there are a limited number of qualified persons with knowledge of and experience in the California community banking industry. The process of recruiting personnel with the combination of skills and
attributes required to carry out our strategies is often lengthy. Our success depends to a significant degree upon our ability to attract and retain qualified management, loan origination, administrative, marketing and technical personnel and upon
the continued contributions of our management and personnel. In particular, as Placer Sierra Bank has transitioned its business and balance sheet from that of a traditional savings and loan association to that of a community-focused commercial bank,
our success has been and continues to be highly dependent upon the abilities of our senior executive management, including Ronald W. Bachli and David E. Hooston, who have expertise and experience in the community banking area, as well as Randall E.
Reynoso, James A. Sundquist, Robert H. Muttera, K. Lynn Matsuda, Kevin Barri and Ken Johnson, among others. In addition, we rely on Robert C. Campbell, Jr. to continue to head the banks Bank of Orange County Division. We believe this
management team, comprised principally of California natives or long-time residents who have worked together in the banking industry for a number of years, is integral to implementing our business plan. The loss of the services of any one of them
could have a material adverse effect on our business, financial condition, results of operations and cash flows.



Our business is subject to interest rate risk and variations in interest rates may negatively affect our financial performance.



Changes in the interest rate environment may reduce our profits. A
substantial portion of our income is derived from the differential or spread between the interest earned on loans, securities and other interest-earning assets, and interest paid on deposits, borrowings and other interest-bearing
liabilities. Because of the differences in the maturities and repricing characteristics of our interest-earning assets and interest-bearing liabilities, changes in interest rates do not produce equivalent changes in interest income earned on
interest-earning assets and interest paid on interest-bearing liabilities. Accordingly, fluctuations in interest rates could adversely affect our interest rate spread and, in turn, our profitability. In addition, loan volumes are affected by market
interest rates on loans; rising interest rates generally are associated with a lower volume of loan originations while lower interest rates are usually associated with higher loan originations. Conversely, in rising interest rate environments, loan
repayment rates will decline and in falling interest rate environments, loan repayment rates will increase. Although we experienced one of our most successful periods of generating new loans and leases and new loan commitments since the beginning of
2003, the continuation of historically low interest rate levels continue to cause borrower refinancing of commercial real estate and one to four single family residence loans. We cannot assure you that we can minimize our interest rate risk. In
addition, an increase in the general level of interest rates may adversely affect the ability of certain borrowers to pay the interest on and principal of their obligations. Interest rates also affect how much money we can lend. When interest rates
rise, the cost of borrowing increases. Accordingly, changes in levels of market interest rates could materially and adversely affect our net interest spread, asset quality, loan origination volume, business, financial condition, results of
operations and cash flows.



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The types of loans in our portfolio have a higher degree of risk and a downturn in our real estate
markets could hurt our business.



A downturn in our real
estate markets could hurt our business because many of our loans are secured by real estate. Real estate values and real estate markets are generally affected by changes in national, regional or local economic conditions, fluctuations in interest
rates and the availability of loans to potential purchasers, changes in tax laws and other governmental statutes, regulations and policies and acts of nature. If real estate prices decline, the value of real estate collateral securing our loans
could be reduced. Our ability to recover on defaulted loans by foreclosing and selling the real estate collateral would then be diminished and we would be more likely to suffer losses on defaulted loans. The median sales price of a single family
home in California is projected to increase 13% in 2004, while sales for 2004 are projected to fall 4.5% compared to 2003. The rise in price is attributed to an increase in demand for homes, coupled with a shortage of supply of new homes across the
state. If there is a significant decline in real estate values, especially in California, the collateral for our loans will provide less security. Real estate values could be affected by, among other things, earthquakes and national disasters
particular to California. Any such downturn could have a material adverse effect on our business, financial condition, results of operations and cash flows.



If we cannot attract deposits, our growth may be inhibited.



We plan to increase significantly the level of our assets, including our loan portfolio. Our ability to increase our assets
depends in large part on our ability to attract additional deposits at competitive rates. We intend to seek additional deposits by offering deposit products that are competitive with those offered by other financial institutions in our markets and
by establishing personal relationships with our customers. We cannot assure you that these efforts will be successful. Our inability to attract additional deposits at competitive rates could have a material adverse effect on our business, financial
condition, results of operations and cash flows.



Our
allowance for loan and lease losses may not be adequate to cover actual losses.



A significant source of risk arises from the possibility that losses could be sustained because borrowers, guarantors, and related parties may fail to perform in accordance with the terms of their loans and leases.
The underwriting and credit monitoring policies and procedures that we have adopted to address this risk may not prevent unexpected losses that could have a material adverse effect on our business, financial condition, results of operations and cash
flows. Unexpected losses may arise from a wide variety of specific or systemic factors, many of which are beyond our ability to predict, influence, or control.



Like all financial institutions, we maintain an allowance for loan and lease losses to provide for loan and lease defaults and non-performance. Our
allowance for loan and lease losses may not be adequate to cover actual loan and lease losses, and future provisions for loan and lease losses could materially and adversely affect our business, financial condition, results of operations and cash
flows. The allowance for loan and lease losses reflects our estimate of the probable losses in our loan and lease portfolio at the relevant balance sheet date. Our allowance for loan and lease losses is based on prior experience, as well as an
evaluation of the known risks in the current portfolio, composition and growth of the loan and lease portfolio and economic factors. The determination of an appropriate level of loan and lease loss allowance is an inherently difficult process and is
based on numerous assumptions. The amount of future losses is susceptible to changes in economic, operating and other conditions, including changes in interest rates, that may be beyond our control and these losses may exceed current estimates.
Federal regulatory agencies, as an integral part of their examination process, review our loans and leases and allowance for loan and lease losses. While we believe that our allowance for loan and lease losses is adequate to cover current losses, we
cannot assure you that we will not increase the allowance for loan and lease losses further or that regulators will not require us to increase this allowance. Either of these occurrences could materially adversely affect our business, financial
condition, results of operations and cash flows.



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We rely on communications, information, operating and financial control systems technology from
third-party service providers, and we may suffer an interruption in or break of those systems that may result in lost business and we may not be able to obtain substitute providers on terms that are as favorable if our relationships with our
existing service providers are interrupted.



We rely
heavily on third-party service providers for much of our communications, information, operating and financial control systems technology, including customer relationship management, general ledger, deposit, servicing and loan origination systems.
Any failure or interruption or breach in security of these systems could result in failures or interruptions in our customer relationship management, general ledger, deposit, servicing and/or loan origination systems. We cannot assure you that such
failures or interruptions will not occur or, if they do occur, that they will be adequately addressed by us or the third parties on which we rely. The occurrence of any failures or interruptions could have a material adverse effect on our business,
financial condition, results of operations and cash flows. If any of our third-party service providers experience financial, operational or technological difficulties, or if there is any other disruption in our relationships with them, we may be
required to locate alternative sources of such services, and we cannot assure you that we could negotiate terms that are as favorable to us, or could obtain services with similar functionality as found in our existing systems without the need to
expend substantial resources, if at all. Any of these circumstances could have a material adverse effect on our business, financial condition, results of operations and cash flows.



We face strong competition from financial service companies and other companies that offer banking services which could
hurt our business.



We conduct our banking operations
exclusively in California. Increased competition in our markets may result in reduced loans and deposits. Ultimately, we may not be able to compete successfully against current and future competitors. Many competitors offer the banking services that
we offer in our service areas. These competitors include national banks, regional banks and other community banks. We also face competition from many other types of financial institutions, including savings and loan associations, finance companies,
brokerage firms, insurance companies, credit unions, mortgage banks and other financial intermediaries. In particular, our competitors include several major financial companies whose greater resources may afford them a marketplace advantage by
enabling them to maintain numerous locations and mount extensive promotional and advertising campaigns. Additionally, banks and other financial institutions with larger capitalization and financial intermediaries not subject to bank regulatory
restrictions may have larger lending limits which would allow them to serve the credit needs of larger customers. Areas of competition include interest rates for loans and deposits, efforts to obtain loan and deposit customers and a range in quality
of products and services provided, including new technology-driven products and services. Technological innovation continues to contribute to greater competition in domestic and international financial services markets as technological advances
enable more companies to provide financial services. We also face competition from out-of-state financial intermediaries that have opened loan production offices or that solicit deposits in our market areas. If we are unable to attract and retain
banking customers, we may be unable to continue our loan growth and level of deposits and our business, financial condition, results of operations and cash flows may be adversely affected.