Item 1. Business
General
First Northwest Bancorp, a Washington corporation, is a bank holding company and a financial holding company and is engaged in banking activities through its wholly owned subsidiary, First Fed Bank, as well as certain non-banking financial activities. Non-financial investments include a controlling interest in Quin Ventures, Inc. and several limited partnership investments, including a 33% interest in The Meriwether Group, LLC.
At December 31, 2022, the Company had total assets of $2.04 billion, net loans of $1.53 billion, total deposits of $1.56 billion, and total shareholders' equity of $158.3 million. The Company's business activities are generally focused on passive investment activities and oversight of the activities of First Fed Bank. The Company has entered into partnerships to strategically invest in financial technology-related businesses, which may result in the development of additional investment opportunities. Aside from these investments, the information set forth in this report, including consolidated financial statements and related data, relates primarily to First Fed.
First Northwest is subject to regulation by the Board of Governors of the Federal Reserve System ("Federal Reserve"). A financial holding company is a bank holding company that is permitted to engage in specified types of non-banking financial services. First Fed is examined and regulated by the Washington State Department of Financial Institutions, Division of Banks ("DFI") and by the Federal Deposit Insurance Corporation ("FDIC"). First Fed is required to have certain reserves set by the Federal Reserve and is a member of the Federal Home Loan Bank of Des Moines ("FHLB"), which is one of the 11 regional banks in the Federal Home Loan Bank System ("FHLB System").
First Fed Bank is a community-oriented financial institution founded in 1923 in Port Angeles, Washington. We have 16 locations including 12 full-service branches and four business centers in Clallam, Jefferson, King, Kitsap, and Whatcom counties. First Fed’s business and operating strategy is focused on building sustainable earnings by delivering a fully array of financial products and services for individuals, small business, and commercial customers. Lending activities include the origination of first lien one- to four-family mortgage loans, commercial and multi-family real estate loans, residential and commercial construction and land loans, commercial business loans, Small Business Administration ("SBA") loans, and consumer loans, consisting primarily of home equity loans and lines of credit. Over the last five years, we have significantly increased the origination of commercial real estate, multi-family real estate, construction, and commercial business loans, and have increased our consumer loan portfolio through our manufactured home and auto loan purchase programs. We offer traditional consumer and business deposit products, including transaction accounts, savings and money market accounts and certificates of deposit for individuals and businesses. Deposits are our primary source of funding for our lending and investing activities. Additionally, First Fed has started building strategic partnerships with financial technology (“fintech”) companies to develop and deploy digitally focused financial solutions to meet customers’ needs on a broader scale.
Quin Ventures, Inc. was a fintech joint venture between First Northwest and Peace of Mind, Inc. ("POM") formed in April 2021 to focus on financial wellness and lifestyle protection products for consumers nationwide. In December 2022, in connection with termination of the joint venture agreement, Quin Ventures sold substantially all of its assets, including intellectual property, to Quil Ventures, Inc. (“Quil”). Quil was created by the founders of POM, in partnership with a third-party financing source, to pursue a new business model with another sponsor bank. As part of the transaction, First Northwest received a 5% ownership stake in Quil. First Northwest retains a 50% equity interest in Quin Ventures and will receive a portion of Quil’s monthly subscription fee income, the value of which is reflected as a commitment receivable under "Other Assets." The fair value of the Quil ownership stake and the commitment receivable were evaluated by a third party with extensive experience in valuing bank assets and liabilities.
First Northwest's limited partnership investments include Canapi Ventures Fund, LP; BankTech Ventures, LP; and JAM FINTOP Blockchain, LP. These limited partnerships invest in fintech-related businesses with a focus on developing digital solutions applicable to the banking industry. In 2022, First Northwest acquired a 33% interest in The Meriwether Group, LLC, a boutique investment bank and consulting firm focusing on providing entrepreneurs with resources to help them succeed. Also in 2022, the Company acquired a 25% equity interest in Meriwether Group Capital, LLC, which provides financial advice for borrowers and capital for the Meriwether Group Capital Hero Fund LP ("Hero Fund"). The Meriwether Group, LLC, also holds a 20% interest in Meriwether Group Capital, LLC. In addition, First Northwest invested in the Hero Fund, a private commercial lender focused on lower-middle market businesses, primarily in the Pacific Northwest.
The executive office of the Company is located at 105 West 8th Street, Port Angeles, Washington 98362, and its telephone number is (360) 457-0461.
Market Area
We operate through twelve full-service branch offices and four business centers located in Washington State. We have five branches in Clallam County, one in Jefferson County, one in King County, two in Kitsap County, and three in Whatcom County. We have two business centers located in Clallam County, one in King County and one in Whatcom County. All population and income data below is derived from the U.S. Census Bureau website.
Clallam County has a population of approximately 78,209 and estimated median family income of $60,044. The economic base in Clallam County is dependent on government, healthcare, education, tourism, marine services, forest products, agriculture, and technology industries. The primary employers in Clallam County include the Olympic Medical Center, Peninsula College, the Port Angeles School District, Clallam County government, Jamestown S'Klallam Tribe, Clallam Bay Corrections Center, and the Westport Shipyard. According to the U.S. Bureau of Labor Statistics, the unemployment rate for Clallam County was 6.1% at December 31, 2022, compared to 4.5% at December 31, 2021. By comparison, the unemployment rate for the state of Washington was 4.0%, and the national average was 3.5% at December 31, 2022.
Jefferson County has a population of approximately 33,605 and estimated median family income of $59,968. The economic base in Jefferson County is dependent on government, healthcare, education, tourism, arts and culture, maritime and boat building, and small-scale manufacturing. The primary employers in Jefferson County include Port Townsend Paper, Jefferson Healthcare, Port Townsend School District, the Port Authority of Port Townsend and related marine trade, Amazon, and the Jefferson County government. According to the U.S. Bureau of Labor Statistics, the unemployment rate for Jefferson County was 5.4% at December 31, 2022, compared to 4.1% at December 31, 2021.
Kitsap County has a population of approximately 274,314 and estimated median family income of $84,600. The economic base of Kitsap County is largely supported by the United States Navy through personnel stationed at Kitsap Naval Base along with other employers supporting the military. Private industries that support the economic base are healthcare, retail and tourism. Other primary employers in Kitsap County include the Department of Defense, Amazon, Walmart, St. Michael Medical Center, Catholic Health Initiatives, and Port Madison Enterprises, which owns and operates the Clearwater Casino and Resort, gas stations and other retail operations. According to the U.S. Bureau of Labor Statistics, the unemployment rate for Kitsap County was 4.3% at December 31, 2022, compared to 3.3% at December 31, 2021.
Whatcom County has a population of approximately 228,831 and estimated median family income of $70,011. The economic base of Whatcom County is largely supported by healthcare, education and crude oil refinery industries. There is some niche manufacturing and a large variety of other small businesses that create a well-rounded economy with a close proximity to the Canadian border bringing in shoppers seeking retail products and services. The primary employers in Whatcom County include PeaceHealth Medical Center, Western Washington University, Bellingham School District, Avamere Living, and BP Cherry Point Refinery. According to the U.S. Bureau of Labor Statistics, the unemployment rate for Whatcom County was 5.0% at December 31, 2022, compared to 4.0% at December 31, 2021.
King County, which includes the City of Seattle, has a population of approximately 2.3 million and estimated median family income of $106,326. The economic base of King County is largely supported by technology, services, and manufacturing industries. The primary employers in King County include Microsoft, Amazon, Boeing, University of Washington, Starbucks, Salesforce, and the King County government. According to the U.S. Bureau of Labor Statistics, the unemployment rate for King County was 2.8% at December 31, 2022, compared to 3.2% at December 31, 2021.
As a part of our business plan, we intend to extend our traditional and digital operations throughout the Puget Sound Region and beyond. This region dominates the economy of the Pacific Northwest and is broadly defined as the area surrounding the Puget Sound that extends into the northwestern section of the state of Washington. The population of this additional region (beyond our current market area) is approximately 2.3 million, or 29.5% of the state's population. The market area is a mix of urban, suburban and rural areas, with the Seattle metropolitan area as a well-developed urban center. The region extends from Whatcom County in the north on the Canadian border to Thurston and Pierce counties to the south. Other key metropolitan areas within the Puget Sound region include Bellingham (Whatcom County), Mount Vernon (Skagit County), Everett (Snohomish County), Tacoma (Pierce County) and Olympia (Thurston County).
Key employment sectors include aerospace, military, information technology, biotechnology, education, logistics, international trade, and tourism. The region is well known for the long-term presence of The Boeing Company and Microsoft, two major industry leaders, and since the turn of the century, Amazon.com. The military presence includes a number of large installations serving the U.S. Air Force, Army and Navy. Given the employment profile and the presence of the University of Washington and other universities, the region's workforce is highly educated. Washington's geographic proximity to the Pacific Rim along with a deep-water port makes it a center for international trade, which contributes significantly to the regional economy. The local ports make Washington the ninth largest exporting state in the nation. The top five trading partners with Washington include China, Canada, Japan, South Korea and Mexico. Tourism has also developed into a major industry, due to the scenic beauty, temperate climate, and incredible food and culture. The maritime industry, supported by the trade and fishing industries, is also an important employment sector.
For a discussion regarding the competition in our primary market area, see "Competition."
Lending Activities
General. First Fed’s principal lending activities are concentrated in real estate secured loans with first lien one- to four-family mortgage, commercial, and multi-family loans. First Fed also makes construction and land loans (including lot loans and multi-family acquisition-renovation loans), commercial business loans, and consumer loans, consisting primarily of home-equity loans and lines of credit. The Bank also purchases automobile and manufactured home loans.
Loan Portfolio Analysis
The following table represents information concerning the composition of our loan portfolio, excluding loans held for sale, by the type of loan at the dates indicated:
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
|
Amount |
|
|
Percent |
|
|
Amount |
|
|
Percent |
|
|
|
(Dollars in thousands) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Real estate: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
343,825 |
|
|
|
22.4 |
% |
|
$ |
294,965 |
|
|
|
21.7 |
% |
Multi-family |
|
|
253,551 |
|
|
|
16.5 |
|
|
|
172,409 |
|
|
|
12.7 |
|
Commercial real estate |
|
|
390,246 |
|
|
|
25.5 |
|
|
|
363,299 |
|
|
|
26.8 |
|
Construction and land |
|
|
194,646 |
|
|
|
12.7 |
|
|
|
224,709 |
|
|
|
16.5 |
|
Total real estate loans |
|
|
1,182,268 |
|
|
|
77.1 |
|
|
|
1,055,382 |
|
|
|
77.7 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Consumer: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
52,322 |
|
|
|
3.4 |
|
|
|
39,172 |
|
|
|
2.9 |
|
Auto and other consumer |
|
|
222,794 |
|
|
|
14.5 |
|
|
|
182,769 |
|
|
|
13.5 |
|
Total consumer loans |
|
|
275,116 |
|
|
|
17.9 |
|
|
|
221,941 |
|
|
|
16.4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial business loans |
|
|
76,996 |
|
|
|
5.0 |
|
|
|
79,838 |
|
|
|
5.9 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total loans |
|
|
1,534,380 |
|
|
|
100.0 |
% |
|
|
1,357,161 |
|
|
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Less: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net deferred loan fees |
|
|
2,786 |
|
|
|
|
|
|
|
4,772 |
|
|
|
|
|
Premium on purchased loans, net |
|
|
(15,957 |
) |
|
|
|
|
|
|
(12,995 |
) |
|
|
|
|
Allowance for loan losses |
|
|
16,116 |
|
|
|
|
|
|
|
15,124 |
|
|
|
|
|
Total loans, net |
|
$ |
1,531,435 |
|
|
|
|
|
|
$ |
1,350,260 |
|
|
|
|
|
Fixed-Rate and Adjustable-Rate Loans
The following table shows the composition of our loan portfolio, excluding loans held for sale, in dollar amounts and in percentages by fixed rates and adjustable rates at the dates indicated:
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
|
Amount |
|
|
Percent |
|
|
Amount |
|
|
Percent |
|
|
|
(Dollars in thousands) |
|
Fixed-rate loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Real estate: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
253,351 |
|
|
|
16.5 |
% |
|
$ |
203,746 |
|
|
|
15.0 |
% |
Multi-family |
|
|
100,189 |
|
|
|
6.5 |
|
|
|
65,331 |
|
|
|
4.8 |
|
Commercial real estate |
|
|
148,607 |
|
|
|
9.7 |
|
|
|
127,522 |
|
|
|
9.4 |
|
Construction and land |
|
|
103,259 |
|
|
|
6.7 |
|
|
|
73,104 |
|
|
|
5.4 |
|
Total real estate loans |
|
|
605,406 |
|
|
|
39.4 |
|
|
|
469,703 |
|
|
|
34.6 |
|
Consumer: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
23,613 |
|
|
|
1.5 |
|
|
|
18,910 |
|
|
|
1.4 |
|
Auto and other consumer |
|
|
222,457 |
|
|
|
14.5 |
|
|
|
182,412 |
|
|
|
13.4 |
|
Total consumer loans |
|
|
246,070 |
|
|
|
16.0 |
|
|
|
201,322 |
|
|
|
14.8 |
|
Commercial business loans |
|
|
23,918 |
|
|
|
1.6 |
|
|
|
52,406 |
|
|
|
3.9 |
|
Total fixed-rate loans |
|
|
875,394 |
|
|
|
57.0 |
|
|
|
723,431 |
|
|
|
53.3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjustable-rate loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Real estate: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
|
90,474 |
|
|
|
5.9 |
|
|
|
91,219 |
|
|
|
6.7 |
|
Multi-family |
|
|
153,362 |
|
|
|
10.0 |
|
|
|
107,078 |
|
|
|
7.9 |
|
Commercial real estate |
|
|
241,639 |
|
|
|
15.7 |
|
|
|
235,777 |
|
|
|
17.4 |
|
Construction and land |
|
|
91,387 |
|
|
|
6.0 |
|
|
|
151,605 |
|
|
|
11.2 |
|
Total real estate loans |
|
|
576,862 |
|
|
|
37.6 |
|
|
|
585,679 |
|
|
|
43.2 |
|
Consumer: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
28,709 |
|
|
|
1.9 |
|
|
|
20,262 |
|
|
|
1.5 |
|
Auto and other consumer |
|
|
337 |
|
|
|
— |
|
|
|
357 |
|
|
|
— |
|
Total consumer loans |
|
|
29,046 |
|
|
|
1.9 |
|
|
|
20,619 |
|
|
|
1.5 |
|
Commercial business loans |
|
|
53,078 |
|
|
|
3.5 |
|
|
|
27,432 |
|
|
|
2.0 |
|
Total adjustable-rate loans |
|
|
658,986 |
|
|
|
43.0 |
|
|
|
633,730 |
|
|
|
46.7 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total loans |
|
|
1,534,380 |
|
|
|
100.0 |
% |
|
|
1,357,161 |
|
|
|
100.0 |
% |
Less: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net deferred loan fees |
|
|
2,786 |
|
|
|
|
|
|
|
4,772 |
|
|
|
|
|
Premium on purchased loans, net |
|
|
(15,957 |
) |
|
|
|
|
|
|
(12,995 |
) |
|
|
|
|
Allowance for loan losses |
|
|
16,116 |
|
|
|
|
|
|
|
15,124 |
|
|
|
|
|
Total loans, net |
|
$ |
1,531,435 |
|
|
|
|
|
|
$ |
1,350,260 |
|
|
|
|
|
Loan Maturity
The following table illustrates the contractual maturity of our loan portfolio at December 31, 2022. Mortgages that have adjustable or renegotiable interest rates are shown as maturing in the period during which the contract is due. The total amount of loans due after December 31, 2023, that have fixed interest rates is $871.9 million, while the total amount of loans due after such date that have adjustable interest rates is $606.9 million. The table does not reflect the effects of unpredictable principal prepayments.
|
|
Within One Year (1) |
|
|
After One Year Through Three Years |
|
|
After Three Years Through Five Years |
|
|
After Five Years Through Fifteen Years |
|
|
Beyond Fifteen Years |
|
|
Total |
|
|
|
Amount |
|
|
Weighted Average Rate |
|
|
Amount |
|
|
Weighted Average Rate |
|
|
Amount |
|
|
Weighted Average Rate |
|
|
Amount |
|
|
Weighted Average Rate |
|
|
Amount |
|
|
Weighted Average Rate |
|
|
Amount |
|
|
Weighted Average Rate |
|
|
|
(Dollars in thousands) |
|
Real estate: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
5 |
|
|
|
2.70 |
% |
|
$ |
399 |
|
|
|
3.94 |
% |
|
$ |
4,186 |
|
|
|
3.48 |
% |
|
$ |
37,209 |
|
|
|
3.89 |
% |
|
$ |
302,026 |
|
|
|
3.76 |
% |
|
$ |
343,825 |
|
|
|
3.77 |
% |
Multi-family |
|
|
43 |
|
|
|
3.75 |
|
|
|
36,001 |
|
|
|
3.84 |
|
|
|
47,120 |
|
|
|
4.12 |
|
|
|
155,753 |
|
|
|
4.36 |
|
|
|
14,634 |
|
|
|
5.20 |
|
|
|
253,551 |
|
|
|
4.29 |
|
Commercial real estate |
|
|
6,453 |
|
|
|
6.51 |
|
|
|
28,029 |
|
|
|
6.31 |
|
|
|
71,624 |
|
|
|
4.62 |
|
|
|
282,959 |
|
|
|
5.11 |
|
|
|
1,181 |
|
|
|
6.91 |
|
|
|
390,246 |
|
|
|
5.14 |
|
Construction and land |
|
|
39,635 |
|
|
|
8.97 |
|
|
|
22,555 |
|
|
|
4.53 |
|
|
|
29,573 |
|
|
|
4.49 |
|
|
|
48,920 |
|
|
|
5.60 |
|
|
|
53,963 |
|
|
|
3.84 |
|
|
|
194,646 |
|
|
|
5.51 |
|
Consumer: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
107 |
|
|
|
6.31 |
|
|
|
53 |
|
|
|
4.32 |
|
|
|
374 |
|
|
|
7.67 |
|
|
|
28,505 |
|
|
|
4.75 |
|
|
|
23,283 |
|
|
|
7.53 |
|
|
|
52,322 |
|
|
|
6.01 |
|
Auto and other consumer |
|
|
729 |
|
|
|
9.92 |
|
|
|
8,249 |
|
|
|
11.34 |
|
|
|
16,547 |
|
|
|
15.47 |
|
|
|
120,507 |
|
|
|
6.76 |
|
|
|
76,762 |
|
|
|
5.87 |
|
|
|
222,794 |
|
|
|
7.28 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial business loans |
|
|
8,568 |
|
|
|
8.47 |
|
|
|
20,601 |
|
|
|
8.18 |
|
|
|
12,724 |
|
|
|
7.51 |
|
|
|
35,103 |
|
|
|
6.38 |
|
|
|
— |
|
|
|
— |
|
|
|
76,996 |
|
|
|
7.19 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total loans |
|
$ |
55,540 |
|
|
|
8.61 |
% |
|
$ |
115,887 |
|
|
|
5.73 |
% |
|
$ |
182,148 |
|
|
|
5.63 |
% |
|
$ |
708,956 |
|
|
|
5.25 |
% |
|
$ |
471,849 |
|
|
|
4.35 |
% |
|
$ |
1,534,380 |
|
|
|
5.17 |
% |
_______________
(1) Includes demand loans, loans having no stated maturity, and overdraft loans.
Geographic Distribution of our Loans
The following table shows at December 31, 2022, the geographic distribution of our loan portfolio in dollar amounts and percentages.
|
|
North Olympic Peninsula (1) |
|
|
Puget Sound Region (2) |
|
|
Other Washington |
|
|
Total in Washington State |
|
|
All Other States (3) |
|
|
Total |
|
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
|
(Dollars in thousands) |
|
Real estate loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
112,943 |
|
|
|
32.8 |
% |
|
$ |
200,972 |
|
|
|
58.5 |
% |
|
$ |
5,966 |
|
|
|
1.7 |
% |
|
$ |
319,881 |
|
|
|
93.0 |
% |
|
$ |
23,944 |
|
|
|
7.0 |
% |
|
$ |
343,825 |
|
|
|
22.4 |
% |
Multi-family |
|
|
6,218 |
|
|
|
2.5 |
|
|
|
198,740 |
|
|
|
78.3 |
|
|
|
35,473 |
|
|
|
14.0 |
|
|
|
240,431 |
|
|
|
94.8 |
|
|
|
13,120 |
|
|
|
5.2 |
|
|
|
253,551 |
|
|
|
16.5 |
|
Commercial real estate |
|
|
77,337 |
|
|
|
19.8 |
|
|
|
275,948 |
|
|
|
70.8 |
|
|
|
24,757 |
|
|
|
6.3 |
|
|
|
378,042 |
|
|
|
96.9 |
|
|
|
12,204 |
|
|
|
3.1 |
|
|
|
390,246 |
|
|
|
25.5 |
|
Construction and land |
|
|
23,198 |
|
|
|
11.9 |
|
|
|
158,304 |
|
|
|
81.4 |
|
|
|
10,338 |
|
|
|
5.3 |
|
|
|
191,840 |
|
|
|
98.6 |
|
|
|
2,806 |
|
|
|
1.4 |
|
|
|
194,646 |
|
|
|
12.7 |
|
Total real estate loans |
|
|
219,696 |
|
|
|
18.6 |
|
|
|
833,964 |
|
|
|
70.5 |
|
|
|
76,534 |
|
|
|
6.5 |
|
|
|
1,130,194 |
|
|
|
95.6 |
|
|
|
52,074 |
|
|
|
4.4 |
|
|
|
1,182,268 |
|
|
|
77.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Consumer loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
35,139 |
|
|
|
67.2 |
|
|
|
16,035 |
|
|
|
30.6 |
|
|
|
1,148 |
|
|
|
2.2 |
|
|
|
52,322 |
|
|
|
100.0 |
|
|
|
— |
|
|
|
— |
|
|
|
52,322 |
|
|
|
3.4 |
|
Auto and other consumer |
|
|
6,844 |
|
|
|
3.1 |
|
|
|
9,621 |
|
|
|
4.3 |
|
|
|
2,215 |
|
|
|
1.0 |
|
|
|
18,680 |
|
|
|
8.4 |
|
|
|
204,114 |
|
|
|
91.6 |
|
|
|
222,794 |
|
|
|
14.5 |
|
Total consumer loans |
|
|
41,983 |
|
|
|
15.3 |
|
|
|
25,656 |
|
|
|
9.3 |
|
|
|
3,363 |
|
|
|
1.2 |
|
|
|
71,002 |
|
|
|
25.8 |
|
|
|
204,114 |
|
|
|
74.2 |
|
|
|
275,116 |
|
|
|
17.9 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial business loans |
|
|
23,295 |
|
|
|
30.2 |
|
|
|
23,230 |
|
|
|
30.2 |
|
|
|
4,092 |
|
|
|
5.3 |
|
|
|
50,617 |
|
|
|
65.7 |
|
|
|
26,379 |
|
|
|
34.3 |
|
|
|
76,996 |
|
|
|
5.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total loans |
|
$ |
284,974 |
|
|
|
18.6 |
% |
|
$ |
882,850 |
|
|
|
57.5 |
% |
|
$ |
83,989 |
|
|
|
5.5 |
% |
|
$ |
1,251,813 |
|
|
|
81.6 |
% |
|
$ |
282,567 |
|
|
|
18.4 |
% |
|
$ |
1,534,380 |
|
|
|
100.0 |
% |
____________
(1) Includes Clallam and Jefferson counties.
(2) Includes Kitsap, Mason, Thurston, Pierce, King, Snohomish, Skagit, Whatcom, and Island counties.
(3) Includes loans located primarily in California, Oregon, and Florida.
One- to Four-Family Real Estate Lending. At December 31, 2022, one- to four-family residential mortgage loans (excluding loans held for sale) totaled $343.8 million, or 22.4%, of our total loan portfolio, including $23.9 million, or 7.0%, of loans secured by properties outside the state of Washington, primarily purchased loans in the state of California. We originate both fixed and adjustable-rate residential loans, which can be sold in the secondary market or retained in our portfolio, and supplement those originations with loan purchases from time to time, depending on our balance sheet objectives. Residential loans are underwritten to either secondary market standards for sale or to internal underwriting standards, which may not meet Federal Home Loan Mortgage Corporation ("Freddie Mac") or Federal National Mortgage Association ("Fannie Mae") eligibility requirements.
Fixed-rate residential mortgages are offered with repayment terms between 10 and 30 years, priced from Freddie Mac posted daily pricing indications adjusted for economic and competitive considerations. Adjustable-rate residential mortgage products with similar amortization terms are also offered, with an interest rate that is typically fixed for an initial period ranging from one to seven years with annual adjustments thereafter. Future interest rate adjustments include periodic caps of no more than 2% and lifetime caps of 5% to 6% above the initial interest rate, with no borrower prepayment restrictions.
Adjustable-rate mortgage loans could increase credit risk when interest rates rise. An increase to the borrower's loan payment may affect the borrower's ability to repay and could increase the probability of default. To mitigate this risk to both the borrower and First Fed, adjustable-rate loans contain both periodic and lifetime interest rate caps, limiting the amount of payment changes. In addition, depending on market conditions, we may underwrite the borrower at a higher interest rate and payment amount than the initial rate. At December 31, 2022, the average interest rate on our adjustable-rate mortgage loans was approximately 367 basis points under the fully indexed rate. As of December 31, 2022, we had $90.5 million, or 26.3%, of adjustable-rate residential mortgage loans in our residential loan portfolio.
The underwriting process considers a variety of factors including credit history, debt to income ratios, property type, loan to value ratio, and occupancy. For loans with over 80% loan to value ratios, we typically require private mortgage insurance, which reduces our exposure to loss in the event of a loan default. Credit risk is also mitigated by obtaining title insurance, hazard insurance, and flood insurance. Residential mortgage loans which require appraisals are appraised by independent fee-based appraisers.
In connection with rules and regulations issued by the Consumer Financial Protection Bureau ("CFPB"), we are required to make a reasonable, good-faith determination before or when we consummate a mortgage loan that the borrower has a reasonable ability to repay the loan, and in some cases involving qualified mortgages, we are presumed to have complied with this requirement. We believe that mortgage loans originated by the bank meet these standards.
First Fed does not actively engage in subprime mortgage lending, either through advertising, marketing, underwriting and/or risk selection, and has no established program to originate or purchase subprime mortgage loans.
Commercial and Multi-Family Real Estate Lending. At December 31, 2022, $390.3 million, or 25.5%, and $253.6 million, or 16.5%, of our total loan portfolio was secured by commercial and multi-family real estate property, respectively. At December 31, 2022, we have identified $102.0 million, or 15.9%, of our commercial and multi-family real estate portfolio as owner-occupied commercial real estate and $541.8 million, or 84.1%, is secured by income producing, or non-owner-occupied, commercial and multi-family real estate. Over 95% of our commercial real estate and multi-family loans are secured by properties located in the state of Washington.
Commercial and multi-family real estate loans are generally priced at a higher rate of interest than one- to four-family residential loans, to compensate for the greater risk associated with higher loan balances and the complexity of underwriting and monitoring these loans. Repayment on loans secured by commercial or multi-family properties is dependent on successful management by the property owner to create sufficient net operating income to meet debt service requirements. Changes in economic and real estate market conditions can affect net operating income, capitalization rates, and ultimately the valuation and marketability of the collateral. As a result, we analyze market data including vacancy rates, absorption percentages, leasing rates, and competing projects under development. Interest rate, occupancy and capitalization rate stress testing are required as part of our underwriting analysis. If the borrower is a corporation, we generally require and obtain personal guarantees from principals, which include underwriting of their personal financial statements, tax returns, cash flows and individual credit reports, to provide us with additional support and a secondary source for repayment of the debt.
We offer both fixed- and adjustable-rate loans on commercial and multi-family real estate, which may include balloon payments. As of December 31, 2022, we had $241.6 million in adjustable-rate commercial real estate loans and $153.4 million in adjustable-rate multi-family loans. Commercial and multi-family real estate loans with adjustable rates generally adjust after an initial period of three to five years and have maturity dates of three to ten years. Amortization terms are generally limited to terms up to 25 years on commercial real estate loans and up to 30 years on multi-family loans. Adjustable-rate multi-family residential and commercial real estate loans are generally priced to market indices with appropriate margins, which may include The Wall Street Journal prime rate, the U.S. Constant Maturity Treasury Rate, or a similar term FHLB borrowing rate. Adjustable-rate loans could increase credit risk when interest rates rise. An increase to the borrower's loan payment may affect the borrower's ability to repay and could increase the probability of default. To mitigate this risk to both the borrower and First Fed, adjustable-rate loans may contain both periodic and lifetime interest rate caps, limiting the amount of payment changes.
During 2019, the Bank moved away from the London Interbank Offered Rate ("LIBOR") as a market index in anticipation of its complete sunset in 2023 and in order to mitigate the transition of existing loans tied to LIBOR to the Term Secured Overnight Financing Rate ("TSOFR") index. We currently utilize LIBOR on Main Street Lending contracts and floating rate adjustable-rate conversion ("ARC") loans originated in prior years; however, these contracts stipulate that we can use a different index upon the sunset of LIBOR. Of the adjustable-rate commercial and multi-family real estate loans, 67.69% are subject to a floor rate and the weighted average floor rate on these loans was 3.56% at December 31, 2022. Of the adjustable-rate commercial loans, 100.00% are subject to a ceiling rate and the weighted average ceiling rate on those loans was 16.37% at December 31, 2022.
The maximum loan to value ratio for commercial and multi-family real estate loans is typically limited to 75% of an appraiser opinion of market value. The minimum debt service coverage ratio is 1.25 for non-owner-occupied and owner-occupied properties. We require independent appraisals or evaluations on all loans secured by commercial or multi-family real estate from an approved appraisers list.
Once commercial real estate or multi-family loans are originated, we review most relationships at least annually to assure the borrower continues to meet certain loan requirements as set forth at origination, which may include an annual inspection of the property. The scope of the review is based on relationship size, with those $1.5 million or greater subject to a full credit review at least annually, which includes detailed financial and cash flow analysis, property inspection, covenant compliance and annual risk rating certification. Relationships $750,000 or greater are subject to brief financial and cash flow analysis, covenant compliance and annual risk rating certification. While we cannot prevent loans from becoming delinquent, we believe our monitoring and formal review processes provide us with the opportunity to better identify problem loans in a timely manner and to work with the borrower prior to the loan becoming delinquent.
The following table provides information on multi-family and commercial real estate loans by type at the dates indicated:
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
Amount |
|
|
Percent |
|
|
Amount |
|
|
Percent |
|
|
Amount |
|
|
Percent |
|
|
|
(Dollars in thousands) |
|
Non-owner occupied |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Multi-family |
|
$ |
253,551 |
|
|
|
39.4 |
% |
|
$ |
172,409 |
|
|
|
32.2 |
% |
|
$ |
158,964 |
|
|
|
34.6 |
% |
Office building |
|
|
60,541 |
|
|
|
9.4 |
|
|
|
63,209 |
|
|
|
11.8 |
|
|
|
58,715 |
|
|
|
12.8 |
|
Retail |
|
|
56,701 |
|
|
|
8.8 |
|
|
|
47,710 |
|
|
|
8.9 |
|
|
|
45,645 |
|
|
|
9.9 |
|
Hospitality |
|
|
48,387 |
|
|
|
7.5 |
|
|
|
44,385 |
|
|
|
8.3 |
|
|
|
50,243 |
|
|
|
10.9 |
|
Condominium |
|
|
22,846 |
|
|
|
3.5 |
|
|
|
19,781 |
|
|
|
3.7 |
|
|
|
3,923 |
|
|
|
0.9 |
|
Mixed use |
|
|
19,022 |
|
|
|
3.0 |
|
|
|
20,938 |
|
|
|
3.9 |
|
|
|
19,920 |
|
|
|
4.3 |
|
Health care |
|
|
12,208 |
|
|
|
1.9 |
|
|
|
8,374 |
|
|
|
1.6 |
|
|
|
16,365 |
|
|
|
3.6 |
|
Warehouse |
|
|
8,954 |
|
|
|
1.4 |
|
|
|
15,374 |
|
|
|
2.8 |
|
|
|
7,193 |
|
|
|
1.5 |
|
Self-storage |
|
|
5,997 |
|
|
|
0.9 |
|
|
|
13,246 |
|
|
|
2.5 |
|
|
|
12,290 |
|
|
|
2.7 |
|
Vehicle dealership |
|
|
1,114 |
|
|
|
0.2 |
|
|
|
1,152 |
|
|
|
0.2 |
|
|
|
1,169 |
|
|
|
0.2 |
|
Other non-owner occupied |
|
|
52,434 |
|
|
|
8.1 |
|
|
|
38,705 |
|
|
|
7.2 |
|
|
|
21,198 |
|
|
|
4.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total non-owner occupied |
|
|
541,755 |
|
|
|
84.1 |
|
|
|
445,283 |
|
|
|
83.1 |
|
|
|
395,625 |
|
|
|
86.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owner occupied |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Health care |
|
|
23,547 |
|
|
|
3.7 |
|
|
|
24,123 |
|
|
|
4.5 |
|
|
|
21,595 |
|
|
|
4.7 |
|
Office building |
|
|
21,365 |
|
|
|
3.3 |
|
|
|
20,769 |
|
|
|
3.9 |
|
|
|
10,455 |
|
|
|
2.3 |
|
Warehouse |
|
|
19,434 |
|
|
|
3.0 |
|
|
|
16,266 |
|
|
|
3.0 |
|
|
|
4,444 |
|
|
|
1.0 |
|
Retail |
|
|
11,031 |
|
|
|
1.7 |
|
|
|
8,777 |
|
|
|
1.6 |
|
|
|
7,713 |
|
|
|
1.7 |
|
Vehicle dealership |
|
|
8,820 |
|
|
|
1.4 |
|
|
|
4,289 |
|
|
|
0.8 |
|
|
|
6,716 |
|
|
|
1.5 |
|
Mixed use |
|
|
4,412 |
|
|
|
0.7 |
|
|
|
4,458 |
|
|
|
0.8 |
|
|
|
4,487 |
|
|
|
1.0 |
|
Hospitality |
|
|
1,011 |
|
|
|
0.2 |
|
|
|
374 |
|
|
|
0.1 |
|
|
|
346 |
|
|
|
0.1 |
|
Condominium |
|
|
938 |
|
|
|
0.1 |
|
|
|
372 |
|
|
|
0.1 |
|
|
|
376 |
|
|
|
0.1 |
|
Manufacturing |
|
|
80 |
|
|
|
— |
|
|
|
1,987 |
|
|
|
0.4 |
|
|
|
2,103 |
|
|
|
0.5 |
|
Other owner-occupied |
|
|
11,404 |
|
|
|
1.8 |
|
|
|
9,010 |
|
|
|
1.7 |
|
|
|
5,181 |
|
|
|
1.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total owner occupied |
|
|
102,042 |
|
|
|
15.9 |
|
|
|
90,425 |
|
|
|
16.9 |
|
|
|
63,416 |
|
|
|
14.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Summary by type |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Multi-family |
|
|
253,551 |
|
|
|
39.4 |
|
|
|
172,409 |
|
|
|
32.2 |
|
|
|
158,964 |
|
|
|
34.6 |
|
Office building |
|
|
81,906 |
|
|
|
12.7 |
|
|
|
83,978 |
|
|
|
15.7 |
|
|
|
69,170 |
|
|
|
15.1 |
|
Retail |
|
|
67,732 |
|
|
|
10.5 |
|
|
|
56,487 |
|
|
|
10.5 |
|
|
|
53,358 |
|
|
|
11.6 |
|
Hospitality |
|
|
49,398 |
|
|
|
7.7 |
|
|
|
44,759 |
|
|
|
8.4 |
|
|
|
50,589 |
|
|
|
11.0 |
|
Health care |
|
|
35,755 |
|
|
|
5.6 |
|
|
|
32,497 |
|
|
|
6.1 |
|
|
|
37,960 |
|
|
|
8.3 |
|
Warehouse |
|
|
28,388 |
|
|
|
4.4 |
|
|
|
31,640 |
|
|
|
5.8 |
|
|
|
11,637 |
|
|
|
2.5 |
|
Condominium |
|
|
23,784 |
|
|
|
3.6 |
|
|
|
20,153 |
|
|
|
3.8 |
|
|
|
4,299 |
|
|
|
1.0 |
|
Mixed use |
|
|
23,434 |
|
|
|
3.7 |
|
|
|
25,396 |
|
|
|
4.7 |
|
|
|
24,407 |
|
|
|
5.3 |
|
Vehicle dealership |
|
|
9,934 |
|
|
|
1.6 |
|
|
|
5,441 |
|
|
|
1.0 |
|
|
|
7,885 |
|
|
|
1.7 |
|
Self-storage |
|
|
5,997 |
|
|
|
0.9 |
|
|
|
13,246 |
|
|
|
2.5 |
|
|
|
12,290 |
|
|
|
2.7 |
|
Manufacturing |
|
|
80 |
|
|
|
— |
|
|
|
1,987 |
|
|
|
0.4 |
|
|
|
2,103 |
|
|
|
0.5 |
|
Other non-owner occupied |
|
|
52,434 |
|
|
|
8.1 |
|
|
|
38,705 |
|
|
|
7.2 |
|
|
|
21,198 |
|
|
|
4.6 |
|
Other owner-occupied |
|
|
11,404 |
|
|
|
1.8 |
|
|
|
9,010 |
|
|
|
1.7 |
|
|
|
5,181 |
|
|
|
1.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total multi-family and commercial real estate |
|
$ |
643,797 |
|
|
|
100.0 |
% |
|
$ |
535,708 |
|
|
|
100.0 |
% |
|
$ |
459,041 |
|
|
|
100.0 |
% |
If we foreclose on a commercial or multi-family real estate loan, the marketing and liquidation period can be a lengthy process with substantial holding costs. Vacancies, deferred maintenance, repairs and market factors can result in losses during the time it takes to stabilize a property. Depending on the individual circumstances, initial charge-offs and subsequent losses relating to multi-family and commercial loans can be substantial and unpredictable.
The average outstanding loan in our commercial real estate portfolio, including multi-family loans, was $1.5 million as of December 31, 2022. We generally target individual commercial and multi-family real estate loans between $1.0 million and $10.0 million to small and mid-size owners and investors in our market areas as well as other parts of Washington. We will also make commercial and multi-family real estate loans in other states if we have a pre-existing relationship with the borrower.
Our three largest commercial and multi-family borrowing relationships, including current loan balances and unused commitments, at December 31, 2022 consisted of a $21.3 million relationship secured by commercial real estate and business assets in King County, Washington; a $17.7 million relationship secured by multi-family residential and multi-family construction in Benton, Pierce, and Spokane Counties; and a $17.6 million relationship secured by commercial real estate in Kitsap, King and Thurston Counties.
Construction and Land Lending. Our construction and land loans totaled $194.7 million, or 12.7% of the total loan portfolio at December 31, 2022 and the undisbursed portion of construction loans in process totaled $120.7 million.
First Fed offers an "all-in-one" residential custom construction loan product, which upon completion of construction will be held in our loan portfolio. We also originate construction loans for certain commercial real estate projects. These projects include, but are not limited to, subdivisions, multi-family, retail, office, warehouse, hotel, and office buildings. We also offer commercial acquisition-renovation loans that have a small construction component combined with a traditional real estate loan. Underwriting criteria on construction loans include, but are not limited to, minimum debt service coverage requirements of 1.25x or better, loan to value limitations, pre-leasing requirements, construction cost over-run contingency reserves, interest and absorption period reserves, occupancy, capitalization rates and interest rate stress testing, as well as other underwriting criteria. Underwriting criteria on commercial acquisition-renovation loans during the interest-only period include, but are not limited to, loan to value limitations and debt service coverage requirements of 1.00x or better, based on in-place rents and amortization of full commitment. These loans begin amortizing once renovations have been completed.
Construction loan applications generally require architectural and working plans, a material specifications list, a detailed cost breakdown and a construction contract. Construction loan advances are based on progress payments for "work in place" based on detailed line-item construction budgets. Independent construction inspectors are used to evaluate the construction draw request relative to the progress. Our construction administrator reviews all construction projects, inspection reports, and construction loan advance requests to ensure they are appropriate and in compliance with all loan conditions. Other risk management tools include title insurance, date down endorsements or periodic lien inspections prior to the payment of construction loan advances. In some cases, general contractors may be required to provide sub-contractor lien releases for any work performed prior to the filing of our deed of trust or prior to each construction loan advance.
Custom and speculative construction valuations are based on the assumption that the project will be built in accordance with plans and specifications submitted to us at the time of the loan application. The appraiser takes into consideration the proposed design and market appeal of the improvements, based on current market conditions and demand for homes, although the improvements may not be completed for twelve months or longer, depending on the complexity of the plans and specifications and market conditions.
Land acquisition, development and construction loans are available to local contractors and developers for the purpose of holding and/or developing residential building sites and homes when market conditions warrant such activity. Land acquisition loans are secured by a first lien on the property and are generally limited to 65% of the acquisition price or the appraised value, whichever is less. Development land loans are generally limited to 75% of the discounted appraised value based on the projected lot sale absorption rate and associated carry and liquidation costs of the developed lots and homes. Underwriting criteria for acquisition and development loans include evidence of preliminary plat approval, and a review of compliance with state and Federal environmental protection and disclosure laws, engineering plans, detailed cost breakdowns and marketing plans. Other risk management tools include acquisition of title insurance and review of feasibility and market absorption reports. These loans have been limited to projects within the state of Washington.
At December 31, 2022, the average construction commitment for single-family residential construction was $872,000, $3.1 million for multi-family construction, $2.4 million for acquisition-renovation loans, and $1.9 million for commercial real estate construction. The largest construction commitments for multi-family, acquisition-renovation, and commercial real estate were $13.9 million, $14.3 million, and $14.3 million, respectively, at December 31, 2022.
Substantially all of our adjustable-rate land acquisition, development and construction lending have rates of interest based on The Wall Street Journal prime rate. During the term of construction, the accumulated interest on the loan is either added to the principal of the loan through an interest reserve or billed monthly, as is the case for acquisition and development loans. When original interest reserves set up at origination are exhausted, no additional reserves are permitted unless the loan is re-analyzed and it is determined that the additional reserves are appropriate.
The success of land acquisition, development and construction lending is dependent upon completion of the project and the sale or leasing of the property for repayment of the loan. Because of the uncertainties inherent in the estimates related to construction costs, the market value of the completed project, the demand for the property at completion, market conditions, the rates of interest paid, and other factors, actual results are difficult to predict and variations from expectations can have a significant adverse effect on a borrower's ability to repay loans and the value and marketability of the underlying collateral. In addition, because an incomplete construction project is difficult to sell in the event of default, we may be required to advance additional funds and/or contract with another builder in order to complete construction. There is a risk that we may not fully recover unpaid loan funds and associated construction and liquidation costs under these circumstances. Speculative construction loans carry additional risk associated with identifying an end-purchaser for the finished project. In 2020, we implemented an extension fee policy to entice commercial borrowers to finish projects on time, which we believe mitigates risk and enhances the return on these loans.
We also originate individual lot loans, which are secured by a first lien on the property, for borrowers who are planning to build on the lot within the next five years. Generally, these loans have a maximum loan to value ratio of 75% for improved lands (legal access, water and power). The interest rate on these loans is fixed with a 20-year amortization and a five-year term.
At the dates indicated, the composition of our construction and land portfolio was as follows:
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(In thousands) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
$ |
58,739 |
|
|
$ |
39,733 |
|
|
$ |
24,029 |
|
Multi-family residential |
|
|
77,026 |
|
|
|
89,655 |
|
|
|
34,513 |
|
Commercial acquisition-renovation |
|
|
19,323 |
|
|
|
51,099 |
|
|
|
39,346 |
|
Commercial real estate |
|
|
27,716 |
|
|
|
35,671 |
|
|
|
16,918 |
|
Land |
|
|
11,842 |
|
|
|
8,551 |
|
|
|
8,821 |
|
Total construction and land |
|
$ |
194,646 |
|
|
$ |
224,709 |
|
|
$ |
123,627 |
|
Our construction and land loans are geographically disbursed primarily throughout the state of Washington and, as a result, these loans are susceptible to risks that may be different depending on the location of the project. We manage our construction lending by utilizing a licensed third-party vendor to assist us in monitoring our higher-risk construction projects while lower-risk projects are monitored by internal staff.
The following tables show our construction commitments by type and geographic concentration at the dates indicated:
December 31, 2022 |
|
Olympic Peninsula |
|
|
Puget Sound Region |
|
|
Other Washington |
|
|
Oregon |
|
|
Idaho |
|
|
Total |
|
|
|
(In thousands) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Construction Commitment |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
$ |
39,031 |
|
|
$ |
75,745 |
|
|
$ |
12,015 |
|
|
$ |
— |
|
|
$ |
— |
|
|
$ |
126,791 |
|
Multi-family residential |
|
|
— |
|
|
|
102,429 |
|
|
|
9,296 |
|
|
|
415 |
|
|
|
3,592 |
|
|
|
115,732 |
|
Commercial acquisition-renovation |
|
|
1,636 |
|
|
|
18,625 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
20,261 |
|
Commercial real estate |
|
|
349 |
|
|
|
39,845 |
|
|
|
— |
|
|
|
540 |
|
|
|
— |
|
|
|
40,734 |
|
Total commitment |
|
$ |
41,016 |
|
|
$ |
236,644 |
|
|
$ |
21,311 |
|
|
$ |
955 |
|
|
$ |
3,592 |
|
|
$ |
303,518 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Construction Funds Disbursed |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
$ |
17,557 |
|
|
$ |
36,902 |
|
|
$ |
4,280 |
|
|
$ |
— |
|
|
$ |
— |
|
|
$ |
58,739 |
|
Multi-family residential |
|
|
— |
|
|
|
68,936 |
|
|
|
5,296 |
|
|
|
42 |
|
|
|
2,752 |
|
|
|
77,026 |
|
Commercial acquisition-renovation |
|
|
1,636 |
|
|
|
17,687 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
19,323 |
|
Commercial real estate |
|
|
212 |
|
|
|
27,492 |
|
|
|
— |
|
|
|
12 |
|
|
|
— |
|
|
|
27,716 |
|
Total disbursed |
|
$ |
19,405 |
|
|
$ |
151,017 |
|
|
$ |
9,576 |
|
|
$ |
54 |
|
|
$ |
2,752 |
|
|
$ |
182,804 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Undisbursed Commitment |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
$ |
21,474 |
|
|
$ |
38,843 |
|
|
$ |
7,735 |
|
|
$ |
— |
|
|
$ |
— |
|
|
$ |
68,052 |
|
Multi-family residential |
|
|
— |
|
|
|
33,493 |
|
|
|
4,000 |
|
|
|
373 |
|
|
|
840 |
|
|
|
38,706 |
|
Commercial acquisition-renovation |
|
|
— |
|
|
|
938 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
938 |
|
Commercial real estate |
|
|
137 |
|
|
|
12,353 |
|
|
|
— |
|
|
|
528 |
|
|
|
— |
|
|
|
13,018 |
|
Total undisbursed |
|
$ |
21,611 |
|
|
$ |
85,627 |
|
|
$ |
11,735 |
|
|
$ |
901 |
|
|
$ |
840 |
|
|
$ |
120,714 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Land Funds Disbursed |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
|
3,552 |
|
|
|
3,370 |
|
|
|
419 |
|
|
|
— |
|
|
|
— |
|
|
$ |
7,341 |
|
Commercial real estate |
|
|
372 |
|
|
|
4,129 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
4,501 |
|
Total disbursed for land |
|
$ |
3,924 |
|
|
$ |
7,499 |
|
|
$ |
419 |
|
|
$ |
— |
|
|
$ |
— |
|
|
$ |
11,842 |
|
December 31, 2021 |
|
Olympic Peninsula |
|
|
Puget Sound Region |
|
|
Other Washington |
|
|
Oregon |
|
|
Total |
|
|
|
(In thousands) |
|
Construction Commitment |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
$ |
32,785 |
|
|
$ |
57,050 |
|
|
$ |
4,430 |
|
|
$ |
— |
|
|
$ |
94,265 |
|
Multi-family residential |
|
|
— |
|
|
|
182,151 |
|
|
|
4,095 |
|
|
|
8,435 |
|
|
|
194,681 |
|
Commercial acquisition-renovation |
|
|
2,938 |
|
|
|
36,536 |
|
|
|
16,638 |
|
|
|
— |
|
|
|
56,112 |
|
Commercial real estate |
|
|
12,489 |
|
|
|
50,372 |
|
|
|
2,535 |
|
|
|
— |
|
|
|
65,396 |
|
Total commitment |
|
$ |
48,212 |
|
|
$ |
326,109 |
|
|
$ |
27,698 |
|
|
$ |
8,435 |
|
|
$ |
410,454 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Construction Funds Disbursed |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
$ |
10,242 |
|
|
$ |
28,929 |
|
|
$ |
562 |
|
|
$ |
— |
|
|
$ |
39,733 |
|
Multi-family residential |
|
|
— |
|
|
|
79,707 |
|
|
|
2,414 |
|
|
|
7,534 |
|
|
|
89,655 |
|
Commercial acquisition-renovation |
|
|
2,449 |
|
|
|
32,789 |
|
|
|
15,861 |
|
|
|
— |
|
|
|
51,099 |
|
Commercial real estate |
|
|
3,486 |
|
|
|
29,484 |
|
|
|
2,701 |
|
|
|
— |
|
|
|
35,671 |
|
Total disbursed |
|
$ |
16,177 |
|
|
$ |
170,909 |
|
|
$ |
21,538 |
|
|
$ |
7,534 |
|
|
$ |
216,158 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Undisbursed Commitment |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
$ |
22,543 |
|
|
$ |
28,121 |
|
|
$ |
3,868 |
|
|
$ |
— |
|
|
$ |
54,532 |
|
Multi-family residential |
|
|
— |
|
|
|
102,444 |
|
|
|
1,681 |
|
|
|
901 |
|
|
|
105,026 |
|
Commercial acquisition-renovation |
|
|
489 |
|
|
|
3,747 |
|
|
|
777 |
|
|
|
— |
|
|
|
5,013 |
|
Commercial real estate |
|
|
9,003 |
|
|
|
20,888 |
|
|
|
(166 |
) |
|
|
— |
|
|
|
29,725 |
|
Total undisbursed |
|
$ |
32,035 |
|
|
$ |
155,200 |
|
|
$ |
6,160 |
|
|
$ |
901 |
|
|
$ |
194,296 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Land Funds Disbursed |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family residential |
|
|
3,502 |
|
|
|
3,556 |
|
|
|
191 |
|
|
|
— |
|
|
$ |
7,249 |
|
Commercial real estate |
|
|
— |
|
|
|
1,302 |
|
|
|
— |
|
|
|
— |
|
|
|
1,302 |
|
Total disbursed for land |
|
$ |
3,502 |
|
|
$ |
4,858 |
|
|
$ |
191 |
|
|
$ |
— |
|
|
$ |
8,551 |
|
Consumer Lending. We offer consumer loans, including home equity loans, home equity lines of credit and personal lines of credit. At December 31, 2022, home equity loans and lines of credit totaled $52.3 million, or 3.4%, of the loan portfolio. Our interest rates on home equity loans are priced for risk based on credit score, loan to value and overall capacity of the applicant. Home equity loans are made for the improvement of residential properties and other consumer needs. Some of these loans are secured by first liens; however, the majority of these loans are secured by a second deed of trust on the residential property. Fixed rate, fully amortizing home equity loans in first lien position are available with repayment periods ranging from 5 to 20 years. We also offer, to borrowers who qualify, a ten-year home equity line of credit with an option for a discounted initial fixed interest rate for the first year with the interest rate adjusting monthly thereafter based on a margin over the prime rate; payments are interest-only during the ten-year draw period. The balance and rate are fixed after that period and the principal amortized over the remaining fifteen-year period of the loan. Options for equity loans on non-owner occupied properties are offered under more conservative requirements. Additionally, terms are available under a bridge loan product consisting of a short-term equity loan used to facilitate the acquisition of a separate residential property. Home equity fixed and line of credit products in second lien positions behind a non-First Fed mortgage have a maximum loan amount of $250,000. Home equity loans and lines of credit have greater risk than one- to four-family residential mortgage loans because they are secured by mortgages subordinated to the existing first mortgage on the property. We may or may not have private mortgage insurance coverage.
At December 31, 2022, auto loans totaled $130.9 million, of which $122.8 million were purchased and $4.8 million were originated through indirect dealer programs described below; the remaining $3.3 million were originated through our branches. Auto loans may have a maximum term of up to 180 months depending on the age and condition of the vehicle and strength of the borrower. Loan rates for auto lending, as well as all other consumer loans, are priced based on the specific loan type and the risks involved. Indirect lending sources are used to purchase auto loans. In-house and direct lending sources have been used to originate auto loans in prior years.
We purchase auto loans through a partnership with a loan originator that operates in all 50 states, underwriting and funding loans for classic (25 years or older) and collector (premium price with limited production) vehicles. These loans typically range from $10,000 to over $600,000 with terms that range from 84 to 180 months and generally require down payments of 10% to 20%. We receive loan pools each week with complete packages that we are able to underwrite to determine whether to purchase or pass on all loans submitted. These loans present unique risks with the collateral being located across the country; however, our loan originator mitigates risk of loss by providing an option to facilitate the collection efforts should repossession become necessary, for which we would incur a cost if we did it ourselves. Historically, losses on these types of loans have been less than 1% and First Fed experienced a loss rate of 0.06% for each of the years ended December 31, 2022 and 2021.
Indirect auto loans were originated with auto dealerships located throughout our market areas through a third-party service provider that also facilitated a portion of the underwriting and origination of these loans based on our underwriting and pricing criteria. During 2020, we ended our relationship with that service provider, effectively eliminating new production. We may, however, work directly with local auto dealerships in the future. Indirect auto loan customers receive a fixed rate loan in an amount and at an interest rate that is based on review of their FICO credit score, age of the vehicle, and loan term. Our underwriting and pricing criteria for indirect auto loans focuses primarily on the ability of the borrower to repay the loan rather than the value of the underlying collateral. The loan term on indirect auto loans averages 70 months, which is comparable to national auto industry data.
We began purchasing manufactured home loans during 2020 through a partnership with a loan originator that underwrites and funds these loans. At December 31, 2022, $78.3 million of manufactured home loans was included in consumer loans. These loans range from $18,000 to $335,000 with terms that range from 120 to 360 months. We receive loan pools with complete packages that we underwrite to determine whether to purchase or pass on some, or all, of the loans submitted. The seller retains the servicing on these loans. The collateral may include both real estate and personal property depending on whether or not the title to the subject property has been eliminated. A reserve account equal to approximately 8% of the unpaid balance serves as a credit enhancement to help protect against charge offs and prepaid loans. The loan originator has had an average loss rate of 0.6% since 2007 for this program and First Fed has not experienced any loss on these loans to-date.
Consumer loans represent additional risks because of the mobility and rapidly depreciating nature of consumer assets in contrast to real estate-based collateral. If a borrower defaults, repossession and liquidation of the collateral may not provide sufficient proceeds to satisfy the outstanding loan balance. Other factors that may account for potential loan losses on consumer loans include deferred maintenance and damages. While subsequent legal actions and judgments against borrowers in default may be appropriate, such collection efforts and costs may not always be warranted and are evaluated on a case-by-case basis. Consumer loan collections are dependent on the borrower’s continuing financial stability and federal and state laws, including federal and state bankruptcy and insolvency laws, which may limit the amount that can be recovered on these loans.
Commercial Business Lending. As of December 31, 2022, commercial business loans totaled $77.0 million, or 5.0% of our loan portfolio.
During the years ended December 31, 2021 and 2020, we provided assistance to many small businesses through the SBA's Paycheck Protection Program ("SBA PPP"). This program provided small businesses with funds to pay up to eight weeks of payroll costs including benefits. A portion of the funds could also be used to pay interest on mortgages, rent, and utilities. On June 5, 2020, the Paycheck Protection Program Flexibility Act ("PPPFA") was enacted. Main provisions of the PPPFA extended the repayment period from two to five years, extended the covered expense period from eight to 24 weeks, and lowered the percent of forgiveness amount required to be used for eligible payroll costs to 60%. The PPPFA also extended the repayment start date until after the SBA finalized the application process for loan forgiveness.
We processed $32.2 million of loans for 515 customers through the SBA PPP program as of December 31, 2020, the average loan amount approved was approximately $63,000. We processed an additional $35.0 million of loans for 427 customers during the second round of SBA PPP funding with an average loan amount of $82,000. Payments by borrowers on these loans begin six months after the note date, and interest, at 1%, continued to accrue during the six-month deferment. Loans can be forgiven in whole or part (up to full principal and any accrued interest). We received $1.8 million and $1.4 million of fee income for loans originated in 2021 and 2020, respectively, which is accreted into income over the life of the loan. The remaining fee balance is taken into income when the loan pays off. We recognized deferred fee income, net of deferred costs, of $377,000 and $1.7 million for the years ended December 31, 2022 and 2021, respectively, through SBA PPP loan accretion and payoff activity. The remaining net deferred fee balance at December 31, 2022, was $13,000. We partnered with a third-party financial technology provider to assist our borrowers with the loan forgiveness application process. SBA PPP loan balances totaling $99,000 were included in commercial business loans at December 31, 2022.
The remaining balance of commercial business loans includes lines of credit, term loans, and letters of credit used for general business purposes, including seasonal and permanent working capital, equipment financing, and general investments. These loans are typically secured by business assets, and loan terms vary from one to seven years with floating rates indexed to similar FHLB advance rates, The Wall Street Journal prime rate, LIBOR or other indices. These loans typically have shorter maturity terms and higher interest spreads than real estate loans but generally involve more credit risk because of the type and nature of the collateral. Our commercial business lending underwriting includes an analysis of the borrower’s financial condition, past, present and future cash flows, and the collateral pledged as security. We generally obtain personal guarantees on our commercial business loans. We focus our commercial lending activities on small-to-medium sized, privately held companies with local or regional businesses that operate in our market area.
Commercial business loans are originated based on the cash flow of the borrowing entity, which may be unpredictable due to normal business cycles, industry changes, and economic and political conditions. Secondary and tertiary sources of repayment are guarantor cash flows and collateral liquidation. Most often, collateral for commercial business loans consists of real estate, accounts receivable, inventory, or equipment. Collateral may fluctuate in value, which can reduce liquidation proceeds, and our ability to collect on accounts receivable or other third-party payments can affect the amount of losses we incur in the event of default. Similar to commercial and multi-family real estate loans, commercial business relationships of $1.5 million or greater are subject to a formal review of the entire lending relationship at least annually.
Included in total commercial business loans is $7.0 million of loans originated by First Northwest. These loans may contain clauses which allow for a portion of the debt to be converted into securities, mezzanine debt or other non-standard terms.
Loan Origination and Underwriting. Our loans are obtained from a variety of sources, including existing or walk-in customers, business development, referrals, and advertising, among others. All of our consumer loan products, including residential mortgage loans and secured and unsecured consumer loans, are processed through our centralized processing and underwriting center. Commercial business loans, including commercial and multi-family real estate loans, are originated by our relationship managers ("RMs") and underwritten centrally with credit presentations submitted for approval to the appropriate individuals and committee(s) with lending authority designated by the Board of Directors (the "Board").
Lending Authority. Through its current policy, the Board delegates lending authority to the Bank’s management and staff and to the Senior Loan Committee ("SLC"). Overdrafts and small business express loans require one signature. The Chief Banking Officer ("CBO") and the Chief Operating Officer ("COO") have the authority to approve overdrafts up to $100,000; the Chief Credit Officer ("CCO"), Chief Financial Officer ("CFO"), and Chief Executive Officer ("CEO") have the authority to approve overdrafts up to $250,000; and certain other staff and management have authority to approve overdrafts ranging from $5,000 to $50,000. Our small business express loans, which are commercial business loans of $100,000 or less, are approved by the CCO or designated personnel and management. In addition, the CCO may approve Automated Clearing House and Remote Deposit Capture transactions in any amount and has the authority to approve most modifications and extensions of credit in any amount for terms of less than one year.
Mortgage loan underwriters have approval authority up to $667,000. The Director of Mortgage and Consumer Credit has approval authority of $1.0 million, and the CCO has approval authority of $2.0 million. Mortgage loans over $2.0 million are approved by the SLC.
For commercial loans, the CCO has approval authority of $10.0 million based on aggregate credit exposure, and other personnel have approval authority ranging from $500,000 to $4.0 million. Commercial loan relationships over $10.0 million are approved by the SLC.
The Director of Mortgage and Consumer Credit has approval authority for consumer loans up to $1.0 million and certain named individuals have authority ranging from $150,000 to $500,000. Additionally, we have assigned authority to approve indirect auto loans and wholesale partnerships meeting our underwriting and pricing criteria to our third-party service providers.
The SLC (on a monthly basis) and the Board Loan Committee ("BLC") (on a quarterly basis) review loan portfolio quality, credit concentrations, production, and industry trends and provide directional oversight over our lending policies. The BLC also reviews, on a quarterly basis, policy exceptions, and related risk concerns. Additionally, all loan approval policies are reviewed no less than annually.
Washington law provides for loans to one borrower restrictions, which restricts total loans and extensions of credit by a bank to 20% of its unimpaired capital and surplus, which was $46.3 million at December 31, 2022. First Fed, however, restricts its loans to one borrower to no more than 60% of the Bank's lending limit, which is adjusted quarterly and was $34.7 million at December 31, 2022, unless specifically approved by the SLC as an exception to policy. The following table provides a summary of our five largest relationships at December 31, 2022.
Total Commitment |
|
|
Number of Loans in Relationship |
|
|
Primary Collateral Type |
(In thousands) |
|
|
|
|
|
|
$17,232 |
|
|
4 |
|
|
Multi-family Real Estate |
15,839 |
|
|
6 |
|
|
Multi-family Real Estate |
15,689 |
|
|
2 |
|
|
Commercial Real Estate |
15,420 |
|
|
1 |
|
|
Multi-family Real Estate |
15,248 |
|
|
7 |
|
|
Multi-family Real Estate |
Loan Originations, Servicing, Purchases and Sales. We originate mortgage, consumer, multi-family and commercial real estate, and commercial business loans for our portfolio utilizing fixed- and adjustable-rate loan terms. We also purchase whole and participation loans on a servicing retained or released basis. During the years ended December 31, 2022, 2021, and 2020, our total loan originations were $548.3 million, $780.5 million, and $871.3 million, respectively.
During the years ended December 31, 2022, 2021, and 2020, we purchased $96.1 million, $115.5 million, and $88.3 million of loans, respectively. During the last year, the majority of purchases consisted of auto loans purchased through our partnership with an originator specializing in classic and collector vehicles and manufactured home loans purchased through our partnership with an originator specializing in that type of lending. A secondary source of purchased loans were commercial real estate loans and participations, whereby we receive a portion of a loan originated by another lender who retains the servicing and customer relationship and may, depending on the terms of the agreement, retain a portion of the interest as a servicing fee. Loan pools purchased prior to 2018 consisted mainly of loans exceeding conforming loan limits, or "jumbo loans," secured by single family residential properties located in the states of Washington and California. Purchased loans, loan pools, and participations are underwritten by our credit administration department and approved by the appropriate loan committee(s) prior to purchase, according to our lending authority guidelines. We may pay a purchase premium or receive a purchase discount on fully originated loans that we purchase. Premiums and discounts are capitalized at the time of purchase and amortized over the remaining contractual life of the loan. We had $16.0 million, $13.0 million, and $6.1 million of net premiums paid on purchased loans at December 31, 2022, 2021, and 2020.
The Olympic Peninsula region, which includes a substantial concentration of our depositors, has experienced limited population growth, and the region's unemployment rate is higher than both the state and national unemployment rates. As a result, it has been part of our strategy to originate and purchase loans outside of these areas in the counties surrounding the Puget Sound and elsewhere. As part of that, we may purchase loans with different credit and underwriting criteria than those we originate organically.
We sell residential first mortgage loans in the secondary market. The majority of residential mortgages we originate are fixed rate, which we may sell to the secondary market to manage our interest rate risk and improve noninterest income. During the years ended December 31, 2022, 2021, and 2020, we sold $26.1 million, $113.0 million, and $184.4 million of residential mortgage loans, respectively. Our secondary market relationship for residential loans is with Freddie Mac and other select third-party purchasers, which provides us greater flexibility in choosing the best pricing, whether we are selling on a servicing retained or released basis.
At December 31, 2022, we were servicing $418.8 million of loans for others. We earned sold loan servicing income of $972,000, $1.0 million, and $424,000 for the years ended December 31, 2022, 2021, and 2020, respectively. Servicing rights for these loans had a fair value of $3.9 million at December 31, 2022. See Note 6 of the Notes to Consolidated Financial Statements included in Item 8, "Financial Statements and Supplementary Data," of this Form 10-K.
In general, loans are sold on a non-recourse basis to third-party purchasers, subject to a provision for repurchase in the event of a breach of representation, warranty or covenant made at the time of sale. During fiscal 2008, we sold loans with "life of the loan" recourse provisions to Freddie Mac, and beginning in May 2013, Freddie Mac has required loans guaranteed by the United States Department of Agriculture to be sold with "life of the loan" recourse provisions as well. These recourse provisions require us to repurchase the loan upon default. The balance of loans serviced for others with life of the loan recourse provisions was $1.9 million at December 31, 2022. There were no loans repurchased during the years ended December 31, 2022, 2021, and 2020.
We may solicit one or more financial institutions to take a portion of a commercial real estate loan in order to manage risk, concentrations, or to generate income through gain on sale or servicing fees. In that case, a participation agreement outlines the indirect relationship between the Bank and the participant with regard to borrower access, loan servicing, loan documentation, and other matters. The participant's involvement is typically limited, and the participation interest is generally sold without recourse. We typically retain an ownership interest in the loan as well as the loan servicing rights in order to maintain our direct relationship with the borrower and better manage our credit risk. During the year ended December 31, 2022, we sold $6.0 million in commercial business loans, $3.1 million in commercial construction loans, and $750,000 in commercial real estate loan participations, retaining both the servicing and a portion of the loan balances. During the year ended December 31, 2021, we sold $43.5 million in multi-family real estate loans, retaining only the servicing, and $4.3 million in commercial construction loans, retaining both the servicing and a portion of the loan balances.
In 2021, we expanded our relationship with the SBA to include additional products. The SBA loans generally carry a government guarantee ranging from 75%-90% of the loan balance. The Bank sells the guaranteed portion and holds the remaining unguaranteed portion of the note. The Bank retains the servicing on these loans. We sold $5.7 million and $4.1 million of SBA participations during the years ended December 31, 2022 and 2021, respectively.
Gains, losses and transfer fees on sales of one- to four-family and commercial real estate loans are recognized at the time of the sale. Our net gain on sale of residential real estate, commercial real estate, and SBA loans was $824,000, $5.3 million, and $6.4 million for the years ended December 31, 2022, 2021, and 2020, respectively.
The following table shows our loan origination, sale and repayment activities for the periods indicated:
|
|
Year Ended December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(In thousands) |
|
Originations by type: |
|
|
|
|
|
|
|
|
|
|
|
|
Fixed-rate: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
68,799 |
|
|
$ |
167,712 |
|
|
$ |
247,802 |
|
Multi-family |
|
|
29,638 |
|
|
|
62,044 |
|
|
|
42,663 |
|
Commercial real estate |
|
|
38,988 |
|
|
|
66,182 |
|
|
|
55,641 |
|
Construction and land |
|
|
76,736 |
|
|
|
127,440 |
|
|
|
59,623 |
|
Home equity |
|
|
8,768 |
|
|
|
6,613 |
|
|
|
5,994 |
|
Auto and other consumer |
|
|
3,606 |
|
|
|
10,525 |
|
|
|
2,970 |
|
Commercial business |
|
|
9,957 |
|
|
|
39,331 |
|
|
|
43,964 |
|
Total fixed-rate |
|
|
236,492 |
|
|
|
479,847 |
|
|
|
458,657 |
|
Adjustable-rate: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
|
24,645 |
|
|
|
19,600 |
|
|
|
25,606 |
|
Multi-family |
|
|
67,637 |
|
|
|
48,492 |
|
|
|
50,749 |
|
Commercial real estate |
|
|
65,469 |
|
|
|
69,776 |
|
|
|
34,472 |
|
Construction and land |
|
|
61,953 |
|
|
|
111,554 |
|
|
|
185,686 |
|
Home equity |
|
|
32,956 |
|
|
|
30,012 |
|
|
|
13,183 |
|
Auto and other consumer |
|
|
62 |
|
|
|
12 |
|
|
|
— |
|
Commercial business |
|
|
59,043 |
|
|
|
21,172 |
|
|
|
102,988 |
|
Total adjustable-rate |
|
|
311,765 |
|
|
|
300,618 |
|
|
|
412,684 |
|
Total loans originated |
|
|
548,257 |
|
|
|
780,465 |
|
|
|
871,341 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Purchases by type: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
|
779 |
|
|
|
1,440 |
|
|
|
28,652 |
|
Multi-family |
|
|
— |
|
|
|
1,014 |
|
|
|
2,000 |
|
Commercial business |
|
|
6,364 |
|
|
|
— |
|
|
|
— |
|
Construction and land |
|
|
— |
|
|
|
4,134 |
|
|
|
— |
|
Auto |
|
|
61,930 |
|
|
|
64,644 |
|
|
|
37,626 |
|
Manufactured homes |
|
|
26,989 |
|
|
|
44,230 |
|
|
|
20,003 |
|
Total loans purchased |
|
|
96,062 |
|
|
|
115,462 |
|
|
|
88,281 |
|
Sales and Repayments: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family sold |
|
|
26,088 |
|
|
|
113,031 |
|
|
|
184,356 |
|
Multi-family sold |
|
|
— |
|
|
|
43,491 |
|
|
|
— |
|
Commercial real estate sold |
|
|
750 |
|
|
|
1,837 |
|
|
|
— |
|
Construction sold |
|
|
3,144 |
|
|
|
4,340 |
|
|
|
— |
|
Commercial business sold |
|
|
11,670 |
|
|
|
2,267 |
|
|
|
— |
|
Total loans sold |
|
|
41,652 |
|
|
|
164,966 |
|
|
|
184,356 |
|
Total principal repayments, charge-offs and transfers to real estate owned and repossessed assets |
|
|
425,448 |
|
|
|
527,833 |
|
|
|
504,990 |
|
Total reductions |
|
|
467,100 |
|
|
|
692,799 |
|
|
|
689,346 |
|
Net loan activity |
|
$ |
177,219 |
|
|
$ |
203,128 |
|
|
$ |
270,276 |
|
Loan Origination and Other Fees. Loan origination fees paid by borrowers generally are based on a percentage of the principal amount of the loan. Accounting standards require that certain fees received, net of certain origination costs, be deferred and amortized over the contractual life of the loan. Net deferred fees or costs associated with loans that are prepaid or sold are recognized as income or expense at the time of prepayment or sale. We had $2.8 million, $4.8 million, and $4.3 million of net deferred loan fees at December 31, 2022, 2021, and 2020, respectively. Included in these totals at December 31, 2022, 2021, and 2020, was $13,000, $390,000, and $492,000, respectively, of PPP loan fees. In addition, we receive fees for loan commitments, late payments and miscellaneous services.
Asset Quality
Management of asset quality includes loan performance monitoring and reporting as well as utilization of both internal and independent third-party loan reviews. The primary objective of our loan review process is to measure borrower performance and assess risk for the purpose of identifying loan weakness in order to minimize loan loss exposure. From the time of origination through final repayment, all loans are assigned a risk rating based on pre-determined criteria. The risk rating is monitored annually for most loans and may change during the life of the loan as appropriate.
Loan reviews vary by loan type and complexity. Some loans may warrant detailed individual review, while other loans may have less risk based upon size, or be of a homogeneous nature, such as consumer loans and loans secured by residential real estate. Homogeneous loans may be reviewed based on indicators such as delinquency or credit rating. In cases of significant concern, re-evaluation of the loan and associated risks are documented by completing a loan risk assessment and action plan.
The following table shows our delinquent loans by type of loan and number of days delinquent as of December 31, 2022.
|
|
Loans Delinquent For: |
|
|
|
60-89 Days |
|
|
90 Days and Over |
|
|
Total Loans Delinquent 60 Days or More |
|
|
|
Number |
|
|
Amount |
|
|
Percent of Loan Category |
|
|
Number |
|
|
Amount |
|
|
Percent of Loan Category |
|
|
Number |
|
|
Amount |
|
|
Percent of Loan Category |
|
|
|
(Dollars in thousands) |
|
Real estate loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
|
2 |
|
|
$ |
155 |
|
|
|
— |
% |
|
|
3 |
|
|
$ |
652 |
|
|
|
0.2 |
% |
|
|
5 |
|
|
$ |
807 |
|
|
|
0.2 |
% |
Construction and land |
|
|
1 |
|
|
|
19 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
1 |
|
|
|
19 |
|
|
|
— |
|
Total real estate loans |
|
|
3 |
|
|
|
174 |
|
|
|
— |
|
|
|
3 |
|
|
|
652 |
|
|
|
0.1 |
|
|
|
6 |
|
|
|
826 |
|
|
|
0.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Consumer loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
1 |
|
|
|
— |
|
|
|
— |
|
|
|
1 |
|
|
|
11 |
|
|
|
— |
|
|
|
2 |
|
|
|
11 |
|
|
|
— |
|
Auto and other consumer |
|
|
14 |
|
|
|
697 |
|
|
|
0.3 |
|
|
|
2 |
|
|
|
554 |
|
|
|
0.2 |
|
|
|
16 |
|
|
|
1,251 |
|
|
|
0.6 |
|
Total consumer loans |
|
|
15 |
|
|
|
697 |
|
|
|
0.3 |
|
|
|
3 |
|
|
|
565 |
|
|
|
0.2 |
|
|
|
18 |
|
|
|
1,262 |
|
|
|
0.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total loans |
|
|
18 |
|
|
$ |
871 |
|
|
|
0.1 |
% |
|
|
6 |
|
|
$ |
1,217 |
|
|
|
0.1 |
% |
|
|
24 |
|
|
$ |
2,088 |
|
|
|
0.1 |
% |
Nonperforming Assets. Nonperforming assets include nonperforming loans, real estate owned, and other repossessed assets. Troubled debt restructurings ("TDR") include nonperforming and performing loans that have been restructured. Nonperforming assets as a percent of total assets were 0.1% at each of December 31, 2022, 2021, and 2020. At each of the dates indicated in the following table, there were no loans delinquent more than 90 days that were accruing interest.
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(Dollars in thousands) |
|
Nonaccrual loans: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
957 |
|
|
$ |
494 |
|
|
$ |
912 |
|
Multi-family |
|
|
— |
|
|
|
— |
|
|
|
284 |
|
Commercial real estate |
|
|
51 |
|
|
|
71 |
|
|
|
157 |
|
Construction and land |
|
|
16 |
|
|
|
22 |
|
|
|
26 |
|
Total real estate loans |
|
|
1,024 |
|
|
|
587 |
|
|
|
1,379 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
194 |
|
|
|
282 |
|
|
|
73 |
|
Auto and other consumer |
|
|
572 |
|
|
|
512 |
|
|
|
821 |
|
Total consumer loans |
|
|
766 |
|
|
|
794 |
|
|
|
894 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total nonaccrual loans |
|
|
1,790 |
|
|
|
1,381 |
|
|
|
2,273 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Repossessed personal property |
|
|
— |
|
|
|
— |
|
|
|
2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total nonperforming assets |
|
$ |
1,790 |
|
|
$ |
1,381 |
|
|
$ |
2,275 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TDR loans: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
1,726 |
|
|
$ |
1,792 |
|
|
$ |
2,162 |
|
Home equity |
|
|
27 |
|
|
|
51 |
|
|
|
62 |
|
Total restructured loans |
|
$ |
1,753 |
|
|
$ |
1,843 |
|
|
$ |
2,224 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Nonaccrual and 90 days or more past due loans as a percentage of total loans |
|
|
0.1 |
% |
|
|
0.1 |
% |
|
|
0.2 |
% |
Nonperforming TDR loans included in total nonaccrual loans and total restructured loans above |
|
$ |
29 |
|
|
$ |
29 |
|
|
$ |
108 |
|
For the years ended December 31, 2022, 2021, and 2020, gross interest income which would have been recorded had the nonaccrual loans been current in accordance with their original terms amounted to $699,000, $679,000, and $686,000, respectively. The amount that was included in interest income on a cash basis on nonaccrual loans was $28,000, $48,000, and $85,000 for the years ended December 31, 2022, 2021, and 2020, respectively.
Other Loans of Concern. In addition to nonperforming assets set forth in the table above, as of December 31, 2022, there were 20 loans totaling $36.4 million that continue to accrue interest but for which management has concerns about the ability of these borrowers to comply with loan repayment terms. These loans are classified as special mention or substandard and have been considered in management's determination of our allowance for loan losses.
Real Estate Owned and Repossessed Property. Real property we acquire through collection and foreclosure efforts is classified as real estate owned. These properties are recorded at the lower of cost, which is the unpaid principal balance of the related loan, or the fair market value of the property less selling costs. Real estate owned properties are generally listed with a real estate broker, included in the multiple listing service, and actively marketed. Other repossessed property, including automobiles, is also recorded at the lower of cost or fair market value less selling costs. As of December 31, 2022, we had no repossessed real or personal property owned.
Restructured Loans. According to United States Generally Accepted Accounting Principles ("GAAP"), we are required to account for certain loan modifications or restructurings as a TDR. In general, the modification or restructuring of a debt is considered a TDR if we, for economic or legal reasons related to a borrower’s financial difficulties, grant a concession to the borrower under more favorable terms and conditions than we would grant to an ordinary bank customer under the normal course of business.
We engage in other general loan restructures and modifications not considered as TDR loans, which may include lowering interest rates, extending the maturity date, deferring or re-amortizing monthly payments or other concessions, provided that such concessions are not below market rates or considered material and outside of the terms and conditions granted to other borrowers in the ordinary course of business. These general loan restructures and modifications are made on a case-by-case basis.
Adversely classified loans that are subsequently modified and placed in nonaccrual status are generally not returned to accrual status until a period of at least six months with consecutive satisfactory payment performance has occurred, and a return to accrual status is further supported by current financial information and analysis which demonstrates a particular borrower has the financial capacity to meet future debt service requirements.
As of December 31, 2022, we had loans with an aggregate principal balance of $1.8 million that were identified as TDR loans, of which all but $29,000 were performing in accordance with their revised payment terms and on accrual status. Included in the allowance for loan losses at December 31, 2022, was a reserve of $18,000 related to TDR loans. Nonaccrual TDR loans are classified as substandard while accruing TDR loans may be classified at any level in our loan grading system depending upon verified repayment sources, collateral values and repayment history.
Classified Assets. Federal regulations provide for the classification of lower quality loans and other assets as substandard, doubtful or loss. An asset is considered substandard when material conditions are identified which raise issues about the financial capacity, collateral or other conditions which may compromise the borrower’s ability to satisfactorily perform under the terms of the loan. Substandard assets include those characterized by the distinct possibility that we will sustain some loss if the deficiencies are not corrected. Assets classified as doubtful have all the weaknesses inherent in those classified as substandard with the added characteristic that the weaknesses present make near term collection or liquidation highly questionable and improbable. Assets classified as loss are those considered uncollectible or of no material value. Assets that do not currently expose us to sufficient risk to warrant classification as substandard or doubtful but possess identified weaknesses are classified by us as either watch or special mention assets. Our credit administration department, management, and the Board review the analysis and approve the specific loan loss allowance for these loans.
General reserve loan loss allowances represent loss allowances which have been established to recognize the inherent risk associated with lending activities, but which, unlike specific allowances on impaired loans, have not been specifically allocated to particular problem assets. When an institution identifies a problem asset as an unavoidable and imminent loss, it is required to partially or fully charge-off such assets in the period in which they are deemed uncollectible. Our determination as to the classification of our assets and the amount of our valuation allowances is subject to review by the DFI and the FDIC, who can order specific charge-offs or the establishment of additional loan loss allowances.
We review, at least quarterly, the problem assets in our portfolio to determine whether any assets require reclassification. Based on our review, as of December 31, 2022, 2021, and 2020, we had classified loans of $16.9 million, $12.6 million, and $7.5 million, respectively. We had no other classified assets at these dates. In addition, we had $20.8 million, $12.3 million and $24.0 million of special mention loans at December 31, 2022, 2021, and 2020, respectively.
Classified loans, consisting solely of substandard loans, were as follows at the dates indicated:
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(In thousands) |
|
Real estate loans: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
1,497 |
|
|
$ |
764 |
|
|
$ |
1,771 |
|
Multi-family |
|
|
— |
|
|
|
— |
|
|
|
284 |
|
Commercial real estate |
|
|
1,134 |
|
|
|
10,948 |
|
|
|
4,155 |
|
Construction and land |
|
|
14,002 |
|
|
|
22 |
|
|
|
64 |
|
Total real estate loans |
|
|
16,633 |
|
|
|
11,734 |
|
|
|
6,274 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Consumer loans: |
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
194 |
|
|
|
350 |
|
|
|
154 |
|
Auto and other consumer |
|
|
91 |
|
|
|
513 |
|
|
|
868 |
|
Total consumer loans |
|
|
285 |
|
|
|
863 |
|
|
|
1,022 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial business loans |
|
|
— |
|
|
|
— |
|
|
|
232 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total loans |
|
$ |
16,918 |
|
|
$ |
12,597 |
|
|
$ |
7,528 |
|
The following table shows at December 31, 2022, the geographic distribution of our classified loans in dollar amounts and percentages.
|
|
North Olympic Peninsula (1) |
|
|
Puget Sound Region (2) |
|
|
Total in Washington State |
|
|
All Other States |
|
|
Total |
|
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
Amount |
|
|
% of Total in Category |
|
|
|
(Dollars in thousands) |
|
Real estate loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
597 |
|
|
|
0.5 |
% |
|
$ |
900 |
|
|
|
0.4 |
% |
|
$ |
1,497 |
|
|
|
0.5 |
% |
|
$ |
— |
|
|
|
— |
% |
|
$ |
1,497 |
|
|
|
0.4 |
% |
Commercial real estate |
|
|
51 |
|
|
|
0.1 |
|
|
|
1,083 |
|
|
|
0.4 |
|
|
|
1,134 |
|
|
|
0.3 |
|
|
|
— |
|
|
|
— |
|
|
|
1,134 |
|
|
|
0.3 |
|
Construction and land |
|
|
16 |
|
|
|
0.1 |
|
|
|
13,986 |
|
|
|
8.8 |
|
|
|
14,002 |
|
|
|
7.3 |
|
|
|
— |
|
|
|
— |
|
|
|
14,002 |
|
|
|
7.2 |
|
Total real estate loans |
|
|
664 |
|
|
|
0.3 |
|
|
|
15,969 |
|
|
|
1.9 |
|
|
|
16,633 |
|
|
|
1.5 |
|
|
|
— |
|
|
|
— |
|
|
|
16,633 |
|
|
|
1.4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Consumer loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home equity |
|
|
194 |
|
|
|
0.6 |
|
|
|
— |
|
|
|
— |
|
|
|
194 |
|
|
|
0.4 |
|
|
|
— |
|
|
|
— |
|
|
|
194 |
|
|
|
0.4 |
|
Auto and other consumer |
|
|
— |
|
|
|
— |
|
|
|
17 |
|
|
|
0.2 |
|
|
|
17 |
|
|
|
0.1 |
|
|
|
74 |
|
|
|
— |
|
|
|
91 |
|
|
|
— |
|
Total consumer loans |
|
|
194 |
|
|
|
0.5 |
|
|
|
17 |
|
|
|
0.1 |
|
|
|
211 |
|
|
|
0.3 |
|
|
|
74 |
|
|
|
— |
|
|
|
285 |
|
|
|
0.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total loans |
|
$ |
858 |
|
|
|
0.3 |
% |
|
$ |
15,986 |
|
|
|
1.8 |
% |
|
$ |
16,844 |
|
|
|
1.3 |
% |
|
$ |
74 |
|
|
|
— |
% |
|
$ |
16,918 |
|
|
|
1.1 |
% |
(1) Includes Clallam and Jefferson counties.
(2) Includes Kitsap, Mason, Thurston, Pierce, King, Snohomish, Skagit, Whatcom, and Island counties.
Allowance for Loan Losses. The allowance for loan losses was $16.1 million, or 1.05% of total loans, at December 31, 2022, compared to $15.1 million, or 1.11%, at December 31, 2021. On a quarterly basis, management prepares a report of the allowance for loan losses and establishes the provision for credit losses based on its analysis of the risk composition of our loan portfolio, delinquency levels, loss experience, economic conditions, seasoning of the loan portfolios, and other factors related to the collectability of the loan portfolio.
Quantitative analysis is necessary to calculate accounting estimates for loan loss reserves, and we also recognize that qualitative factors such as economic, market, industry and political changes can adversely affect loan quality. These qualitative factors are updated and approved by management on a quarterly basis. Each quarter, a report on the allowance for loan losses, including the application and discussion of quantitative and qualitative factors established during the quarter, is reviewed by the Board's loan committee and presented for approval to the full Board. The allowance is increased or decreased by the provision for or recapture of loan losses, which is charged or credited against current period operating results, and decreased by the amount of actual loan charge-offs, net of recoveries, and improvements in asset quality.
Our methodology for analyzing the allowance for loan losses consists of two components: general and specific allowances. The formula for the general loan loss reserve allowance is determined by applying an estimated quantified loss percentage, as well as qualitative factors, to various groups of loans. We use a three-year loss history including loss percentages based on various historical measures such as the amount and type of classified loans, past due ratios, loss experience, and economic conditions, which could affect the collectability of the respective loan types. Qualitative factors and adjustments to the loan loss reserve calculations are largely subjective but also include objective variables such as unemployment rates, falling or rising real estate values, real estate and retail sales, demographics and other known significant economic indicators. A general allowance is then established, based upon the analysis of the above conditions, to recognize the inherent risk associated with the entire loan portfolio. A specific allowance is established when management believes a borrower’s financial and/or collateral condition has materially deteriorated to a point of impairment, and loss is highly probable for that specific loan.
We define a loan as being impaired when, based on current information and events, it is probable we will be unable to collect amounts due under the contractual terms of the loan agreement. Large groups of smaller balance homogeneous loans, such as residential mortgage loans and consumer loans, are grouped together for impairment analysis and reserve calculation. All other loans are evaluated for impairment on an individual basis. In the process of identifying loans as impaired, management takes into consideration factors which include payment history, collateral value, financial condition of the borrower, and the probability of collecting scheduled payments in the future. Minor payment delays and insignificant payment shortfalls typically do not result in a loan being classified as impaired. The significance of payment delays and shortfalls is considered by management on a case-by-case basis, after taking into consideration the totality of circumstances surrounding the loans and borrowers, including payment history and amounts of any payment shortfall, length and reason for delay, and likelihood of return to stable performance. As of December 31, 2022, we had impaired loans of $3.0 million, compared to $3.2 million at December 31, 2021.
In determining specific reserves for those loans evaluated for impairment on an individual basis, management utilizes the valuation shown in the most recent appraisal of the collateral and may adjust that valuation as additional information becomes available. Generally, appraisals or evaluations are updated subsequent to the time of origination, whenever management identifies a loan as impaired or potentially being impaired. Events which may trigger an updated appraisal or evaluation include, but are not limited to, borrower delinquency, material technical defaults, annual review of borrower’s financial condition, property tax and/or assessment delinquency, deferred maintenance or other information known or discovered by us.
Impaired collateral dependent loans require a current valuation and analysis to determine the net value of the collateral for loan loss reserve purposes. Our policy is to update these values every 12 months if the loan and collateral remains impaired, except for smaller balance, homogeneous loans, which are applied a reserve according to their risk weighting and loan class. Certain types of collateral, depending on market conditions, may require more frequent appraisals, updates or evaluations. When the results of the impairment analysis indicate a potential loss, the loan is classified as substandard and is analyzed to determine if a specific reserve amount is to be established or adjusted to reflect any further deterioration in the value of the collateral that may occur prior to liquidation or reinstatement. The impairment analysis takes into consideration the primary, secondary, and tertiary sources of repayment and whether impairment is likely to be temporary in nature or liquidation is anticipated.
Management believes that our allowance for loan losses as of December 31, 2022, is adequate to absorb the known and inherent risks of loss in the loan portfolio at that date. While management believes the estimates and assumptions used in its determination of the adequacy of the allowance are reasonable, there can be no assurance that such estimates and assumptions will not be proven incorrect in the future, or that the actual amount of future provisions will not exceed the amount of past provisions or that any increased provision that may be required will not adversely impact our financial condition and results of operations. In addition, the determination of the amount of our allowance for loan losses is subject to review by bank regulators, as part of the routine examination process, which may result in the establishment of additional reserves based upon their evaluation of information available to them at the time of their examination.
The following table summarizes the distribution of our allowance for loan losses at the dates indicated.
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
Amount |
|
|
Percent of loans in each category to total |
|
|
Amount |
|
|
Percent of loans in each category to total |
|
|
Amount |
|
|
Percent of loans in each category to total |
|
|
|
(Dollars in thousands) |
|
Allocated at end of period to: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
$ |
3,343 |
|
|
|
22.4 |
% |
|
$ |
3,184 |
|
|
|
21.7 |
% |
|
$ |
3,469 |
|
|
|
26.8 |
% |
Multi-family |
|
|
2,468 |
|
|
|
16.5 |
|
|
|
1,816 |
|
|
|
12.7 |
|
|
|
1,764 |
|
|
|
14.1 |
|
Commercial real estate |
|
|
4,217 |
|
|
|
25.5 |
|
|
|
3,996 |
|
|
|
26.8 |
|
|
|
3,420 |
|
|
|
25.7 |
|
Construction and land |
|
|
2,344 |
|
|
|
12.7 |
|
|
|
2,672 |
|
|
|
16.5 |
|
|
|
1,461 |
|
|
|
10.7 |
|
Home equity |
|
|
549 |
|
|
|
3.4 |
|
|
|
407 |
|
|
|
2.9 |
|
|
|
368 |
|
|
|
2.9 |
|
Auto and other consumer |
|
|
2,024 |
|
|
|
14.5 |
|
|
|
2,221 |
|
|
|
13.5 |
|
|
|
2,642 |
|
|
|
11.1 |
|
Commercial business |
|
|
786 |
|
|
|
5.0 |
|
|
|
470 |
|
|
|
5.9 |
|
|
|
429 |
|
|
|
8.7 |
|
Unallocated |
|
|
385 |
|
|
|
— |
|
|
|
358 |
|
|
|
— |
|
|
|
294 |
|
|
|
— |
|
Total |
|
$ |
16,116 |
|
|
|
100.0 |
% |
|
$ |
15,124 |
|
|
|
100.0 |
% |
|
$ |
13,847 |
|
|
|
100.0 |
% |
The following table sets forth an analysis of our allowance for loan losses:
|
|
Year Ended December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(Dollars in thousands) |
|
Allowance at beginning of period |
|
$ |
15,124 |
|
|
$ |
13,847 |
|
|
$ |
9,628 |
|
Charge-offs: |
|
|
|
|
|
|
|
|
|
|
|
|
Construction and land |
|
|
— |
|
|
|
— |
|
|
|
(5 |
) |
Home equity |
|
|
— |
|
|
|
(12 |
) |
|
|
— |
|
Auto and other consumer |
|
|
(1,025 |
) |
|
|
(865 |
) |
|
|
(992 |
) |
Total charge-offs |
|
|
(1,025 |
) |
|
|
(877 |
) |
|
|
(997 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Recoveries: |
|
|
|
|
|
|
|
|
|
|
|
|
One- to four-family |
|
|
114 |
|
|
|
6 |
|
|
|
58 |
|
Construction and land |
|
|
2 |
|
|
|
8 |
|
|
|
5 |
|
Home equity |
|
|
30 |
|
|
|
76 |
|
|
|
13 |
|
Auto and other consumer |
|
|
194 |
|
|
|
714 |
|
|
|
94 |
|
Commercial business |
|
|
142 |
|
|
|
— |
|
|
|
— |
|
Total recoveries |
|
|
482 |
|
|
|
804 |
|
|
|
170 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net (charge-offs) recoveries |
|
|
(543 |
) |
|
|
(73 |
) |
|
|
(827 |
) |
Provision for loan losses |
|
|
1,535 |
|
|
|
1,350 |
|
|
|
5,046 |
|
Balance at end of period |
|
$ |
16,116 |
|
|
$ |
15,124 |
|
|
$ |
13,847 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net (charge-offs) recoveries as a percentage of average loans outstanding |
|
|
— |
% |
|
|
— |
% |
|
|
(0.1 |
)% |
|
|
|
|
|
|
|
|
|
|
|
|
|
Net (charge-offs) recoveries as a percentage of average nonperforming assets |
|
|
(34.2 |
)% |
|
|
(4.0 |
)% |
|
|
(39.1 |
)% |
|
|
|
|
|
|
|
|
|
|
|
|
|
Allowance as a percentage of nonperforming loans |
|
|
900.3 |
% |
|
|
1095.1 |
% |
|
|
609.2 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
Allowance as a percentage of total loans |
|
|
1.05 |
% |
|
|
1.11 |
% |
|
|
1.20 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
Average loans receivable, net |
|
$ |
1,448,777 |
|
|
$ |
1,239,919 |
|
|
$ |
970,039 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average total loans |
|
$ |
1,453,156 |
|
|
$ |
1,249,605 |
|
|
$ |
978,799 |
|
Investment Activities
General. Under Washington law, commercial banks are permitted, subject to certain limitations, to invest in various types of liquid assets, including U.S. Treasury obligations, securities of various federal agencies, certain certificates of deposit of insured banks and savings institutions, banker’s acceptances, repurchase agreements, federal funds, commercial paper, investment grade corporate debt, investment grade commercial and residential mortgage-related securities, and obligations of states and their political subdivisions.
Our Treasurer, under the direction of the CFO, has the responsibility for the management of our investment portfolio. Various factors are considered when making investment decisions, including the marketability, maturity and tax consequences of the proposed investment. The maturity structure of investments will be affected by various market conditions, including the current and anticipated slope of the yield curve, the level of interest rates, the trend of deposit inflows, and the anticipated demand for funds from deposit withdrawals and loan originations and purchases.
The general objective of our investment portfolio is to provide liquidity, generate earnings, and manage risk, including credit, reinvestment, liquidity and interest rate risk.
Securities. Total investment securities decreased $17.6 million, or 5.1%, to $326.6 million at December 31, 2022, from $344.2 million at December 31, 2021, mainly as a result of changes in market value, sales and principal payments partially offset by purchases.
The issuers of mortgage-backed agency securities ("MBS") held in our portfolio, which include Fannie Mae, Freddie Mac, and Government National Mortgage Association ("Ginnie Mae"), and certain issuers of agency bonds held in our portfolio, which include FHLB and Fannie Mae, guarantee the timely principal and interest payments in the event of default. Municipal bonds consist of a mix of taxable and non-taxable revenue and general obligation bonds issued by various local and state government entities that use their revenue-generating and taxing authority as a source of repayment of their debt. Our municipal bonds are considered investment grade, and we monitor their credit quality on an ongoing basis.
Non-agency MBS securities have no guarantees in the event of default and therefore warrant continued monitoring for credit quality. Our non-agency MBS securities consist of fixed and variable rate mortgages issued by various corporations, which we believe have sufficient subordination to mitigate the risk of loss on these investments, and certain corporate debt securities. Monitoring of these securities may include, but is not limited to, reviewing credit quality standards such as delinquency, subordination, and credit ratings. Our rated non-agency and corporate debt securities are considered investment grade and non-rated securities are subject to regular internal review to ensure they meet the Company's investment criteria.
During the fourth quarter of 2019, the Bank marked its held to maturity investments as available for sale in order to provide greater flexibility to manage changes in the investment portfolio. Management does not intend to place securities into a held-to-maturity portfolio in the foreseeable future.
As a member of the FHLB, we had an average balance of $8.5 million in stock of the FHLB for the twelve months ended December 31, 2022. We received $502,000, $190,000, and $255,000 in dividends from the FHLB during the years ended December 31, 2022, 2021, and 2020, respectively.
The table below sets forth information regarding the composition of our securities portfolio and other investments at the dates indicated. At December 31, 2022, our securities portfolio contained securities issued by the United States Government and its agencies as well as securities issued by Capital Funding Mortgage Trust ("CFGMS") which had an aggregate book value in excess of 10% of our equity capital. The book value and fair market value of CFGMS securities were $30.2 million and $29.6 million, respectively, at December 31, 2022, and are included in non-agency issued mortgage-backed securities below.
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
Book Value |
|
|
Fair Value |
|
|
Book Value |
|
|
Fair Value |
|
|
Book Value |
|
|
Fair Value |
|
|
|
(In thousands) |
|
Securities available for sale: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Municipal bonds |
|
$ |
119,990 |
|
|
$ |
98,050 |
|
|
$ |
110,497 |
|
|
$ |
113,364 |
|
|
$ |
122,667 |
|
|
$ |
127,862 |
|
U.S. Treasury notes |
|
|
2,469 |
|
|
|
2,364 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
International agency issued bonds (Agency bonds) |
|
|
1,955 |
|
|
|
1,702 |
|
|
|
1,947 |
|
|
|
1,920 |
|
|
|
— |
|
|
|
— |
|
U.S. government agency issued asset-backed securities (ABS agency) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
62,934 |
|
|
|
63,820 |
|
Corporate issued asset-backed securities (ABS corporate) |
|
|
— |
|
|
|
— |
|
|
|
14,556 |
|
|
|
14,489 |
|
|
|
29,661 |
|
|
|
29,280 |
|
Corporate issued debt securities (Corporate debt) |
|
|
60,700 |
|
|
|
55,499 |
|
|
|
58,906 |
|
|
|
59,789 |
|
|
|
35,408 |
|
|
|
35,510 |
|
U.S. Small Business Administration securities (SBA) |
|
|
— |
|
|
|
— |
|
|
|
14,404 |
|
|
|
14,680 |
|
|
|
18,420 |
|
|
|
18,564 |
|
Mortgage-backed: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
U.S. government agency issued mortgage-backed securities (MBS agency) |
|
|
88,930 |
|
|
|
75,648 |
|
|
|
80,877 |
|
|
|
79,962 |
|
|
|
61,859 |
|
|
|
62,683 |
|
Non-agency issued mortgage-backed securities (MBS non-agency) |
|
|
101,139 |
|
|
|
93,306 |
|
|
|
60,317 |
|
|
|
60,008 |
|
|
|
26,458 |
|
|
|
26,577 |
|
Total available for sale |
|
|
375,183 |
|
|
|
326,569 |
|
|
|
341,504 |
|
|
|
344,212 |
|
|
|
357,407 |
|
|
|
364,296 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
FHLB stock |
|
|
11,681 |
|
|
|
11,681 |
|
|
|
5,196 |
|
|
|
5,196 |
|
|
|
5,977 |
|
|
|
5,977 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total securities |
|
$ |
386,864 |
|
|
$ |
338,250 |
|
|
$ |
346,700 |
|
|
$ |
349,408 |
|
|
$ |
363,384 |
|
|
$ |
370,273 |
|
Maturity of Securities. The composition and contractual maturities of our investment portfolio at December 31, 2022 and December 31, 2021, excluding FHLB stock, are indicated in the following table. The yields on municipal bonds have not been computed on a tax equivalent basis.
|
|
December 31, 2022 |
|
|
|
1 year or less |
|
|
Over 1 year to 5 years |
|
|
Over 5 to 10 years |
|
|
Over 10 years |
|
|
Total Securities |
|
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Fair Value |
|
|
|
(Dollars in thousands) |
|
Securities available for sale: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Municipal bonds |
|
$ |
— |
|
|
|
— |
% |
|
$ |
300 |
|
|
|
4.25 |
% |
|
$ |
20,487 |
|
|
|
2.73 |
% |
|
$ |
99,203 |
|
|
|
2.47 |
% |
|
$ |
119,990 |
|
|
|
2.51 |
% |
|
$ |
98,050 |
|
U.S. Treasury notes |
|
|
— |
|
|
|
— |
|
|
|
2,469 |
|
|
|
2.34 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
2,469 |
|
|
|
2.34 |
|
|
|
2,364 |
|
Agency bonds |
|
|
— |
|
|
|
— |
|
|
|
1,955 |
|
|
|
1.22 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
1,955 |
|
|
|
1.22 |
|
|
|
1,702 |
|
Corporate debt |
|
|
— |
|
|
|
— |
|
|
|
15,976 |
|
|
|
3.67 |
|
|
|
43,724 |
|
|
|
4.78 |
|
|
|
1,000 |
|
|
|
4.13 |
|
|
|
60,700 |
|
|
|
4.48 |
|
|
|
55,499 |
|
Mortgage-backed: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MBS agency |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
7,913 |
|
|
|
2.12 |
|
|
|
81,017 |
|
|
|
2.32 |
|
|
|
88,930 |
|
|
|
2.30 |
|
|
|
75,648 |
|
MBS non-agency |
|
|
13,762 |
|
|
|
6.61 |
|
|
|
28,890 |
|
|
|
4.08 |
|
|
|
5,523 |
|
|
|
4.40 |
|
|
|
52,964 |
|
|
|
3.54 |
|
|
|
101,139 |
|
|
|
4.16 |
|
|
|
93,306 |
|
Total securities available for sale |
|
$ |
13,762 |
|
|
|
6.61 |
% |
|
$ |
49,590 |
|
|
|
3.75 |
% |
|
$ |
77,647 |
|
|
|
3.94 |
% |
|
$ |
234,184 |
|
|
|
2.66 |
% |
|
$ |
375,183 |
|
|
|
3.22 |
% |
|
$ |
326,569 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31, 2021 |
|
|
|
1 year or less |
|
|
Over 1 year to 5 years |
|
|
Over 5 to 10 years |
|
|
Over 10 years |
|
|
Total Securities |
|
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Amortized Cost |
|
|
Weighted Average Yield |
|
|
Fair Value |
|
|
|
(Dollars in thousands) |
|
Securities available for sale: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Municipal bonds |
|
$ |
— |
|
|
|
— |
% |
|
$ |
300 |
|
|
|
4.25 |
% |
|
$ |
10,658 |
|
|
|
2.39 |
% |
|
$ |
99,539 |
|
|
|
2.46 |
% |
|
$ |
110,497 |
|
|
|
2.46 |
% |
|
$ |
113,364 |
|
Agency bonds |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
1,947 |
|
|
|
1.22 |
|
|
|
— |
|
|
|
— |
|
|
|
1,947 |
|
|
|
1.22 |
|
|
|
1,920 |
|
ABS corporate |
|
|
— |
|
|
|
— |
|
|
|
4,022 |
|
|
|
1.78 |
|
|
|
2,014 |
|
|
|
2.35 |
|
|
|
8,520 |
|
|
|
1.81 |
|
|
|
14,556 |
|
|
|
1.87 |
|
|
|
14,489 |
|
Corporate debt |
|
|
— |
|
|
|
— |
|
|
|
2,000 |
|
|
|
5.50 |
|
|
|
55,906 |
|
|
|
3.91 |
|
|
|
1,000 |
|
|
|
4.13 |
|
|
|
58,906 |
|
|
|
3.97 |
|
|
|
59,789 |
|
SBA |
|
|
— |
|
|
|
— |
|
|
|
69 |
|
|
|
0.78 |
|
|
|
9,154 |
|
|
|
2.53 |
|
|
|
5,181 |
|
|
|
2.26 |
|
|
|
14,404 |
|
|
|
2.42 |
|
|
|
14,680 |
|
Mortgage-backed: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MBS agency |
|
|
1 |
|
|
|
1.12 |
|
|
|
1 |
|
|
|
0.71 |
|
|
|
6,460 |
|
|
|
1.50 |
|
|
|
74,415 |
|
|
|
1.70 |
|
|
|
80,877 |
|
|
|
1.68 |
|
|
|
79,962 |
|
MBS non-agency |
|
|
7,826 |
|
|
|
3.95 |
|
|
|
24,346 |
|
|
|
4.00 |
|
|
|
2,006 |
|
|
|
1.32 |
|
|
|
26,139 |
|
|
|
2.29 |
|
|
|
60,317 |
|
|
|
3.16 |
|
|
|
60,008 |
|
Total securities available for sale |
|
$ |
7,827 |
|
|
|
3.95 |
% |
|
$ |
30,738 |
|
|
|
3.80 |
% |
|
$ |
88,145 |
|
|
|
3.25 |
% |
|
$ |
214,794 |
|
|
|
2.15 |
% |
|
$ |
341,504 |
|
|
|
2.63 |
% |
|
$ |
344,212 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The Company may hold certain investment securities in an unrealized loss position that are not considered other than temporarily impaired ("OTTI"). At December 31, 2022, of the 185 investment securities held, there were 182 investment securities with $48.6 million of unrealized losses and a fair value of approximately $323.8 million. At December 31, 2021, of the 164 investment securities held, there were 76 investment securities with $2.5 million of unrealized losses and a fair value of approximately $156.4 million. We had no OTTI on investment securities at either December 31, 2022 or December 31, 2021. Management believes that the unrealized losses on investment securities relate principally to general changes in interest rates and market liquidity that have occurred since the initial purchase, and not to changes in credit quality. These unrecognized losses or gains will continue to vary with general interest rate fluctuations in the future. Certain investments in a loss position are guaranteed by government entities or government sponsored entities. The Company does not intend to sell the securities in an unrealized loss position and believes it is not likely it will be required to sell these investments prior to a market price recovery or maturity.
Deposit Activities and Other Sources of Funds
General. Deposits, borrowings and loan and investment cash flows are the major sources of our funds for lending, investment, and general business purposes. Scheduled loan and investment repayments are a relatively stable source of funds, while deposit inflows and outflows and loan prepayments are influenced significantly by general interest rates and other market conditions. Borrowings from the FHLB and subordinated debt are used to supplement the availability of funds from other sources and as a source of term funds to assist in the management of interest rate risk.
Our deposit composition consists of interest and noninterest-bearing checking, savings, money market accounts, and certificates of deposit. We rely on marketing activities, digital channels, branch facilities, mail and contact center services, relationship management, word of mouth referrals, and a broad range of deposit products and payment services to attract and retain customer deposits.
Deposits. Deposits are attracted from within our market area through the offering of a broad selection of deposit instruments, including checking accounts, money market deposit accounts, savings accounts and certificates of deposit with a variety of rates. Deposit account terms vary according to the minimum balance required, the time periods the funds must remain on deposit, and the interest rate, among other factors. In determining the terms of our deposit accounts, we consider the development of long-term profitable customer relationships, current market interest rates, current maturity structure and deposit mix, our customer preferences, and the profitability of acquiring customer deposits compared to alternative sources.
Deposit Activity. The following table sets forth activity in our total deposit balance for the periods indicated.
|
|
Year Ended December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(Dollars in thousands) |
|
|
|
|
|
Beginning balance |
|
$ |
1,580,580 |
|
|
$ |
1,333,517 |
|
|
$ |
1,001,645 |
|
Net deposits |
|
|
(21,523 |
) |
|
|
243,667 |
|
|
|
325,209 |
|
Interest credited |
|
|
5,198 |
|
|
|
3,396 |
|
|
|
6,663 |
|
Ending balance |
|
$ |
1,564,255 |
|
|
$ |
1,580,580 |
|
|
$ |
1,333,517 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net (decrease) increase |
|
$ |
(16,325 |
) |
|
$ |
247,063 |
|
|
$ |
331,872 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent (decrease) increase |
|
|
(1.0 |
)% |
|
|
18.5 |
% |
|
|
33.1 |
% |
Types of Deposits. The following table sets forth the dollar amount of deposits in the various types of deposits programs we offered at the dates indicated.
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
Amount |
|
|
Percent of Total |
|
|
Amount |
|
|
Percent of Total |
|
|
Amount |
|
|
Percent of Total |
|
|
|
(Dollars in thousands) |
|
|
|
|
|
|
|
|
|
Transactions and Savings Deposits: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest-bearing transaction |
|
$ |
193,558 |
|
|
|
12.4 |
% |
|
$ |
196,970 |
|
|
|
12.5 |
% |
|
$ |
156,241 |
|
|
|
11.7 |
% |
Noninterest-bearing transaction |
|
|
315,083 |
|
|
|
20.1 |
|
|
|
343,932 |
|
|
|
21.8 |
|
|
|
274,930 |
|
|
|
20.6 |
|
Savings accounts |
|
|
200,920 |
|
|
|
12.8 |
|
|
|
194,620 |
|
|
|
12.3 |
|
|
|
164,434 |
|
|
|
12.3 |
|
Money market accounts |
|
|
473,009 |
|
|
|
30.3 |
|
|
|
597,815 |
|
|
|
37.8 |
|
|
|
429,143 |
|
|
|
32.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total transaction and savings deposits |
|
|
1,182,570 |
|
|
|
75.6 |
|
|
|
1,333,337 |
|
|
|
84.4 |
|
|
|
1,024,748 |
|
|
|
76.8 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Certificates: (1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
0.00 – 0.99% |
|
|
113,662 |
|
|
|
7.3 |
|
|
|
191,536 |
|
|
|
12.1 |
|
|
|
194,565 |
|
|
|
14.6 |
|
1.00 – 1.99% |
|
|
44,200 |
|
|
|
2.8 |
|
|
|
40,228 |
|
|
|
2.5 |
|
|
|
63,503 |
|
|
|
4.8 |
|
2.00 – 2.99% |
|
|
86,191 |
|
|
|
5.5 |
|
|
|
15,479 |
|
|
|
1.0 |
|
|
|
49,405 |
|
|
|
3.7 |
|
3.00 – 3.99% |
|
|
99,009 |
|
|
|
6.3 |
|
|
|
— |
|
|
|
— |
|
|
|
1,296 |
|
|
|
0.1 |
|
4.00 – 4.99% |
|
|
38,623 |
|
|
|
2.5 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total certificates |
|
|
381,685 |
|
|
|
24.4 |
|
|
|
247,243 |
|
|
|
15.6 |
|
|
|
308,769 |
|
|
|
23.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total deposits |
|
$ |
1,564,255 |
|
|
|
100.0 |
% |
|
$ |
1,580,580 |
|
|
|
100.0 |
% |
|
$ |
1,333,517 |
|
|
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Brokered certificates of deposit included in certificates |
|
$ |
133,861 |
|
|
|
|
|
|
$ |
65,734 |
|
|
|
|
|
|
$ |
89,560 |
|
|
|
|
|
Deposit Flow. The following table sets forth the balances of deposits in the various types of deposit programs offered by First Fed at the dates indicated.
|
|
December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
Amount |
|
|
Percent of Total |
|
|
Increase/ (Decrease) |
|
|
Amount |
|
|
Percent of Total |
|
|
Increase/ (Decrease) |
|
|
Amount |
|
|
Percent of Total |
|
|
Increase/ (Decrease) |
|
|
|
(Dollars in thousands) |
|
Savings accounts |
|
$ |
200,920 |
|
|
|
12.8 |
% |
|
$ |
6,300 |
|
|
$ |
194,620 |
|
|
|
12.3 |
% |
|
$ |
30,186 |
|
|
$ |
164,434 |
|
|
|
12.3 |
% |
|
$ |
(4,549 |
) |
Transaction accounts |
|
|
508,641 |
|
|
|
32.5 |
|
|
|
(32,261 |
) |
|
|
540,902 |
|
|
|
34.2 |
|
|
|
109,731 |
|
|
|
431,171 |
|
|
|
32.3 |
|
|
|
154,675 |
|
Money-market accounts |
|
|
473,009 |
|
|
|
30.2 |
|
|
|
(124,806 |
) |
|
|
597,815 |
|
|
|
37.8 |
|
|
|
168,672 |
|
|
|
429,143 |
|
|
|
32.2 |
|
|
|
181,057 |
|
Fixed-rate certificates which mature in the year ending: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Within 1 year |
|
|
262,189 |
|
|
|
16.8 |
|
|
|
108,717 |
|
|
|
153,472 |
|
|
|
9.7 |
|
|
|
(32,332 |
) |
|
|
185,804 |
|
|
|
13.9 |
|
|
|
(55,323 |
) |
After 1 year but within 2 years |
|
|
106,999 |
|
|
|
6.8 |
|
|
|
34,409 |
|
|
|
72,590 |
|
|
|
4.6 |
|
|
|
(35,532 |
) |
|
|
108,122 |
|
|
|
8.1 |
|
|
|
65,848 |
|
After 2 years but within 5 years |
|
|
12,497 |
|
|
|
0.8 |
|
|
|
(8,684 |
) |
|
|
21,181 |
|
|
|
1.3 |
|
|
|
6,338 |
|
|
|
14,843 |
|
|
|
1.1 |
|
|
|
(9,836 |
) |
Total |
|
$ |
1,564,255 |
|
|
|
100.0 |
% |
|
$ |
(16,325 |
) |
|
$ |
1,580,580 |
|
|
|
100.0 |
% |
|
$ |
247,063 |
|
|
$ |
1,333,517 |
|
|
|
100.0 |
% |
|
$ |
331,872 |
|
Deposit Maturities. The following table sets forth the rate and maturity information of our time deposit certificates at December 31, 2022.
|
|
0.00- 0.99 |
% |
|
1.00- 1.99 |
% |
|
2.00- 2.99 |
% |
|
3.00- 3.99 |
% |
|
4.00- 4.99 |
% |
|
Total |
|
|
Percent of Total |
|
|
|
(Dollars in thousands) |
|
Certificate accounts maturing in quarter ending: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
March 31, 2023 |
|
$ |
24,216 |
|
|
$ |
2,714 |
|
|
$ |
8,156 |
|
|
$ |
32,500 |
|
|
$ |
2,095 |
|
|
$ |
69,681 |
|
|
|
18.3 |
% |
June 30, 2023 |
|
|
16,109 |
|
|
|
2,392 |
|
|
|
17,143 |
|
|
|
23,350 |
|
|
|
15,006 |
|
|
|
74,000 |
|
|
|
19.4 |
|
September 30, 2023 |
|
|
25,694 |
|
|
|
10,997 |
|
|
|
21,771 |
|
|
|
— |
|
|
|
8,005 |
|
|
|
66,467 |
|
|
|
17.4 |
|
December 31, 2023 |
|
|
14,496 |
|
|
|
2,539 |
|
|
|
24,167 |
|
|
|
9,663 |
|
|
|
1,176 |
|
|
|
52,041 |
|
|
|
13.6 |
|
March 31, 2024 |
|
|
3,629 |
|
|
|
232 |
|
|
|
1,951 |
|
|
|
15,925 |
|
|
|
2,011 |
|
|
|
23,748 |
|
|
|
6.2 |
|
June 30, 2024 |
|
|
5,452 |
|
|
|
— |
|
|
|
2,136 |
|
|
|
— |
|
|
|
2,191 |
|
|
|
9,779 |
|
|
|
2.6 |
|
September 30, 2024 |
|
|
1,456 |
|
|
|
237 |
|
|
|
2,652 |
|
|
|
— |
|
|
|
2,011 |
|
|
|
6,356 |
|
|
|
1.7 |
|
December 31, 2024 |
|
|
5,833 |
|
|
|
4,689 |
|
|
|
2,446 |
|
|
|
14,754 |
|
|
|
2,362 |
|
|
|
30,084 |
|
|
|
7.8 |
|
March 31, 2025 |
|
|
1,176 |
|
|
|
11,524 |
|
|
|
5,497 |
|
|
|
2,389 |
|
|
|
3,766 |
|
|
|
24,352 |
|
|
|
6.4 |
|
June 30, 2025 |
|
|
798 |
|
|
|
724 |
|
|
|
146 |
|
|
|
428 |
|
|
|
— |
|
|
|
2,096 |
|
|
|
0.5 |
|
September 30, 2025 |
|
|
5,756 |
|
|
|
286 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
6,042 |
|
|
|
1.6 |
|
December 31, 2025 |
|
|
3,935 |
|
|
|
607 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
4,542 |
|
|
|
1.2 |
|
Thereafter |
|
|
5,112 |
|
|
|
7,259 |
|
|
|
126 |
|
|
|
— |
|
|
|
— |
|
|
|
12,497 |
|
|
|
3.3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
$ |
113,662 |
|
|
$ |
44,200 |
|
|
$ |
86,191 |
|
|
$ |
99,009 |
|
|
$ |
38,623 |
|
|
$ |
381,685 |
|
|
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent of total |
|
|
29.8 |
% |
|
|
11.6 |
% |
|
|
22.6 |
% |
|
|
25.9 |
% |
|
|
10.1 |
% |
|
|
100.0 |
% |
|
|
|
|
Jumbo Certificates. The following table indicates the amount of our jumbo certificates of deposit by time remaining until maturity as of December 31, 2022. Jumbo certificates of deposit are certificates in amounts of $100,000 or more.
|
|
Maturity |
|
|
|
3 Months or Less |
|
|
Over 3 to 6 Months |
|
|
Over 6 to 12 Months |
|
|
Over 12 Months |
|
|
Total |
|
|
|
(In thousands) |
|
Certificates of deposit less than $100,000 |
|
$ |
48,056 |
|
|
$ |
49,098 |
|
|
$ |
56,599 |
|
|
$ |
44,781 |
|
|
$ |
198,534 |
|
Certificates of deposit of $100,000 or more |
|
|
21,625 |
|
|
|
24,902 |
|
|
|
61,909 |
|
|
|
74,715 |
|
|
|
183,151 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total certificates |
|
$ |
69,681 |
|
|
$ |
74,000 |
|
|
$ |
118,508 |
|
|
$ |
119,496 |
|
|
$ |
381,685 |
|
The Federal Reserve requires First Fed to maintain reserves on transaction accounts or non-personal time deposits. These reserves may be in the form of cash or noninterest-bearing deposits with the Federal Reserve Bank of San Francisco. Negotiable order of withdrawal accounts and other types of accounts that permit payments or transfers to third parties fall within the definition of transaction accounts and are subject to the reserve requirements, as are any non-personal time deposits at a commercial bank. As of December 31, 2022, our deposit with the Federal Reserve Bank of San Francisco and vault cash exceeded our reserve requirements.
Borrowings. We use advances from the FHLB, including short-term overnight, short-term advances with initial maturities of less than one year, and longer-term advances maturing in one year or more, to supplement our supply of lendable funds, to meet ongoing liquidity needs, and to mitigate interest rate risk. As a member of the FHLB, we are required to own capital stock in the FHLB and are authorized to apply for advances on the security of that stock and certain pledged assets including mortgage loans and investment securities. Advances are made under various terms pursuant to several different credit programs, each with its own interest rate and range of maturities. Depending on the program, limitations on the amount of advances are based on the financial condition of the member institution and the adequacy of collateral pledged to secure the credit. We maintain a committed credit facility with the FHLB, and at December 31, 2022, had pledged loan and security collateral to support a borrowing capacity of $533.4 million. In addition, we have a letter of credit established in conjunction with assuming the Bellevue branch lease liability. At December 31, 2022, outstanding advances from the FHLB totaled $234.0 million and the letter of credit balance was $772,000, leaving a remaining borrowing capacity of $298.6 million.
First Fed also established a borrowing arrangement to use the Federal Reserve Board of San Francisco's ("FRB") discount window. At December 31, 2022, we had pledged securities as collateral to support a borrowing capacity of $8.6 million. No funds have been borrowed on this arrangement to date.
On March 25, 2021, the Company completed a private placement of $40.0 million of 3.75% fixed-to-floating rate subordinated notes due 2031 (the “Notes”) to certain qualified institutional buyers and institutional accredited investors. The net proceeds to the Company from the sale of the Notes were approximately $39.3 million after deducting placement agent fees and other offering expenses. The Notes have been structured to qualify as Tier 2 capital for the Company for regulatory capital purposes. The Company intends to use the net proceeds of the offering for general corporate purposes and provided $20.0 million to the Bank as Tier 1 capital.
On May 20, 2022, First Northwest entered into a borrowing arrangement with NexBank for a $20.0 million revolving line of credit. Borrowings under the arrangement with NexBank are secured by a blanket lien on First Northwest's personal property assets (with certain exclusions), including all the outstanding shares of First Fed, cash, loans receivable, and limited partnership investments. The line of credit matures on May 19, 2023, with the option for two 364-day extensions.
The following tables set forth information regarding our borrowings at the end of and during the periods indicated. The tables include both long- and short-term borrowings.
|
|
Year Ended December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(Dollars in thousands) |
|
Maximum balance: |
|
|
|
|
|
|
|
|
|
|
|
|
FHLB long-term advances |
|
$ |
80,000 |
|
|
$ |
80,000 |
|
|
$ |
55,000 |
|
FHLB short-term advances |
|
|
42,500 |
|
|
|
— |
|
|
|
— |
|
FHLB overnight borrowings |
|
|
206,000 |
|
|
|
40,000 |
|
|
|
100,021 |
|
Line of credit |
|
|
12,000 |
|
|
|
— |
|
|
|
— |
|
Subordinated debt, net |
|
|
39,358 |
|
|
|
39,310 |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average balances: |
|
|
|
|
|
|
|
|
|
|
|
|
FHLB long-term advances |
|
$ |
80,000 |
|
|
$ |
52,500 |
|
|
$ |
50,000 |
|
FHLB short-term advances |
|
|
15,208 |
|
|
|
— |
|
|
|
— |
|
FHLB overnight borrowings |
|
|
90,983 |
|
|
|
5,207 |
|
|
|
54,548 |
|
Line of credit |
|
|
5,770 |
|
|
|
— |
|
|
|
— |
|
Subordinated debt, net |
|
|
39,312 |
|
|
|
30,370 |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average interest rate: |
|
|
|
|
|
|
|
|
|
|
|
|
FHLB long-term advances |
|
|
1.52 |
% |
|
|
1.46 |
% |
|
|
1.75 |
% |
FHLB short-term advances |
|
|
1.82 |
|
|
|
— |
|
|
|
— |
|
FHLB overnight borrowings |
|
|
2.83 |
|
|
|
0.30 |
|
|
|
0.60 |
|
Line of credit |
|
|
6.76 |
|
|
|
— |
|
|
|
— |
|
Subordinated debt, net |
|
|
4.01 |
|
|
|
3.96 |
|
|
|
— |
|
|
|
Year Ended December 31, |
|
|
|
2022 |
|
|
2021 |
|
|
2020 |
|
|
|
(Dollars in thousands) |
|
Balance outstanding at end of period: |
|
|
|
|
|
|
|
|
|
|
|
|
FHLB long-term advances |
|
$ |
80,000 |
|
|
$ |
80,000 |
|
|
$ |
50,000 |
|
FHLB short-term advances |
|
|
10,000 |
|
|
|
— |
|
|
|
— |
|
FHLB overnight borrowings |
|
|
144,000 |
|
|
|
— |
|
|
|
59,977 |
|
Line of credit |
|
|
12,000 |
|
|
|
— |
|
|
|
— |
|
Subordinated debt, net |
|
|
39,358 |
|
|
|
39,280 |
|
|
|
— |
|
Total borrowings |
|
$ |
285,358 |
|
|
$ |
119,280 |
|
|
$ |
109,977 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average interest rate at end of period: |
|
|
|
|
|
|
|
|
|
|
|
|
FHLB long-term advances |
|
|
1.52 |
% |
|
|
1.52 |
% |
|
|
1.53 |
% |
FHLB short-term advances |
|
|
2.12 |
|
|
|
— |
|
|
|
— |
|
FHLB overnight borrowings |
|
|
4.30 |
|
|
|
0.31 |
|
|
|
0.32 |
|
Line of credit |
|
|
8.00 |
|
|
|
— |
|
|
|
— |
|
Subordinated debt, net |
|
|
4.01 |
|
|
|
3.06 |
|
|
|
— |
|
Subsidiary and Other Activities
First Fed has one active subsidiary in order to participate in historic tax credit transactions. Makers Square Master Tenant, LLC was formed in February 2021 in partnership with the Fort Worden Foundation. A former subsidiary, 202 Master Tenant, LLC, was formed in August 2016 in partnership with the Peninsula College Foundation and ended in April 2022. These entities meet the criteria for reporting under the equity method of accounting.
In December 2019, the Company entered into a limited partnership with Canapi Ventures Fund, LP ("Canapi Ventures") to strategically invest in fintech-related businesses. The Company is dedicated to the discovery of, and investment in, those fintech-related companies that we expect may also contribute to the evolution of digital solutions applicable to the banking industry. This commitment to Canapi Ventures will be for up to ten years, with cash installments totaling up to $3.0 million to be paid into the partnership over a period not to exceed the first five years, beginning in 2020. As of December 31, 2022, $2.2 million had been contributed to this partnership. The recorded investment was $3.1 million at December 31, 2022.
In April 2021, First Northwest, the Bank, POM, and Quin Ventures became parties to a joint venture agreement. First Northwest extended $8.0 million to Quin Ventures under a capital financing agreement and related promissory note and issued 29,719 shares of the Company's common stock to POM with a value of $500,000. Quin Ventures was in a research and development phase during 2021. In early 2022, an initial product was rolled out that attracted significant initial customer interest but had lower than expected customer retention as well as higher than anticipated expenses. In the second half of 2022, another investor showed interest in the joint venture. In December 2022, Quin Ventures sold substantially all of its assets to Quil, at which time POM returned the 29,719 shares previously issued and the joint venture agreement was terminated. First Northwest continues to maintain a controlling interest in Quin Ventures.
In September 2021, the Company entered into a limited partnership with BankTech Ventures, LP ("BankTech") to strategically invest in fintech-related businesses. The commitment to BankTech will be for up to ten years, with cash installments totaling up to $1.0 million to be paid into the partnership over a period not to exceed the first five years, beginning in 2021. As of December 31, 2022, $220,000 had been contributed to this partnership. The recorded investment was $194,000 at December 31, 2022.
In December 2021, the Company entered into a limited partnership with JAM FINTOP Blockchain, LP to strategically invest in fintech-related businesses. This commitment will be for up to ten years, with cash installments totaling up to $1.0 million to be paid into the partnership over a period not to exceed the first five years, beginning in 2022. As of December 31, 2022, $150,000 had been contributed to this partnership. The recorded investment was $152,000 at December 31, 2022.
In February 2022, the Bank invested in a Small Business Investment Company through Canapi Ventures. This commitment will be for up to ten years with two possible one-year extensions, with cash installments totaling up to $2.0 million to be paid into the company over the commitment period, beginning in 2022. As of December 31, 2022, $137,000 has been contributed to this fund. The recorded investment was $127,000 at December 31, 2022.
In April 2022, First Northwest invested $3.0 million in Meriwether Group Capital Hero Fund LP, a private commercial lender focused on lower-middle market businesses, primarily in the Pacific Northwest. A second $3.0 million investment was made in May 2022, bringing the Company's total investment in the Hero Fund to $6.0 million.
In April 2022, First Northwest made an initial investment for a 5% interest in Meriwether Group Capital, LLC, which provides financial advice for borrowers and capital for the Hero Fund. In October 2022, the Company completed an additional purchase and holds a 25% equity interest valued at $150,000 at December 31, 2022. The Meriwether Group, LLC also holds a 20% interest in Meriwether Group Capital, LLC.
In June 2022, First Northwest made an initial investment for a 5% interest in The Meriwether Group, LLC, a modern-day merchant bank focusing on providing entrepreneurs with resources to help them succeed. In September 2022, the Company completed an additional purchase and holds a 33% interest valued at $2.8 million at December 31, 2022. First Northwest issued 115,777 shares of stock with a value of $1.9 million to the existing partners as consideration in the acquisition transaction.
In 2023 and beyond, the Company may explore additional opportunities to expand its fintech capabilities that will advance its competitive position.
Competition
We face competition in originating loans from other banks, credit unions, life insurance companies, mortgage bankers, public and private capital markets, and digital lenders. In general, the primary factors in competing for loans are interest rates and rate adjustment provisions, loan maturities, loan fees, and the quality of service. We offer competitive terms and conditions and compete by delivering high-quality, personal service to our customers. Competition for loans is also strong due to the number and variety of institutions competing in our market areas. For instance, competition for loans is particularly intense in the larger markets in the Puget Sound area, such as Seattle, Washington.
Competition for deposits is primarily from other banks, credit unions, mutual funds, and other alternative investment vehicles such as securities firms, insurance companies, etc., which may be offered locally or via the internet. We expect continued competition from such financial institutions and investment vehicles in the foreseeable future, including competition from digital banking competitors, challenger banks, and "Fintech" companies that rely on technology to provide financial services. We compete for these deposits by offering excellent service and a variety of deposit accounts at competitive rates and through our branch network. We also compete for deposits by offering a variety of financial services, including online and mobile banking capabilities. Based on the most recent branch data provided by the FDIC, as of June 30, 2022, First Fed’s share of bank, savings bank and savings and loan association deposits in Clallam and Jefferson counties was 40.1% and 23.0%, respectively, and was less than 4% in Whatcom, Kitsap and King counties.
Employees and Human Capital Resources
At December 31, 2022, we had 285 full-time equivalent employees. At that date, the average tenure of all of our full-time employees was approximately 4.9 years while the average tenure of our executive officers was approximately 4.0 years. None of our employees are represented by collective bargaining agreements. We believe our employee relations to be excellent.
Our Board of Directors guides the implementation of our corporate mission, vision, and values as an important element of risk oversight because our people are integral to the success of our corporate strategy. Our Board holds senior management accountable for embodying, maintaining, and communicating our culture to employees. In that regard, our corporate mission, vision, and values are designed to promote commitment to making the lives of all those around us better and to uphold that principle in everything we do. That commitment has been a central pillar in our approach to our employees and the communities we have proudly served for nearly 100 years. Our culture is designed to adhere to the timeless values of optimism, respect, initiative, growth, and ownership. In keeping with that culture, we strive to be a force for good in everyday life and expect our employees to treat each other and our customers with the highest level of care and respect, going out of their way to do the right thing. We dedicate resources to promote a safe and inclusive workplace; attract, develop, and retain talented, diverse employees; promote a culture of integrity, caring, and excellence; and reward and recognize employees for both the results they deliver and, just as importantly, how they deliver them. We also seek to design fulfilling careers, with competitive compensation and benefits with a positive work-life balance. We dedicate resources to fostering professional and personal growth with continuing education, on-the-job training, and development programs. This devotion to our people has earned us recognition on Forbes magazine's Best-in-State Bank list in 2021.
Our employees are the cornerstone of our success as an organization. We are committed to attracting, retaining, and promoting highly qualified individuals from a diverse array of backgrounds. We believe employing a diverse workforce enhances our ability to serve our customers and our communities. We have established a voluntary, employee-led and -staffed Empathy and Inclusion team that is committed to promoting a diverse, equitable, and inclusive work environment for all employees. We seek to better understand the financial needs of our prospective and current customers by promoting and fostering a workforce that reflects the communities we serve, along with providing relevant financial service products. As we move forward, we will continue to grow our diversity, equity, and inclusion efforts in a manner consistent with our company vision: to create well-being and prosperity for our employees, customers, and communities.
Information About Our Executive Officers
The following is a description of the principal occupation and employment of the executive officers of the Company and the Bank as of December 31, 2022:
Matthew P. Deines, age 49, became President and Chief Executive Officer ("CEO") and Director of First Fed on August 1, 2019, and was elected President, CEO, and director of the Company on December 5, 2019. In over 18 years of banking, he has experience in a variety of areas, including strategic planning and acquisitions, investor relations, financial reporting, and fintech, as well as operations, information technology, payments, internal controls and board governance. Mr. Deines served as Executive Vice President and Chief Financial Officer ("CFO") of Liberty Bay Bank from November 2018 until May 2019. Prior to that, he began work at Sound Community Bank as its CFO in February 2002 and was promoted to Executive Vice President in January 2005. In 2008, Mr. Deines also became Executive Vice President, CFO, and Corporate Secretary of Sound Financial Bancorp, Inc. ("SFBC"). He held these roles at Sound Community Bank and SFBC until March 2018. In 2000, he received his Washington Certified Public Accountant certificate, currently inactive, while working for O'Rourke, Sacher & Moulton, LLP. Mr. Deines serves as a Director for the Washington Bankers Association ("WBA") and has been a conference speaker and instructor for the WBA. He is actively involved with several non-profit organizations.
Geri Bullard, age 57, is Executive Vice President and Chief Financial Officer of First Fed, a position she has held since March 2020. Ms. Bullard joined First Fed as Senior Vice President and Treasurer in January 2020. Prior to joining First Fed, Ms. Bullard served as Controller and Chief Financial Officer at Salal Credit Union, located in Seattle, from August 2018 to January 2020; Chief Financial Officer of First Sound Bank, also in Seattle, from February 2017 to August 2018; and Controller at Sound Community Bank from October 2015 to February 2017. Ms. Bullard also served as a bank examiner for the State of Idaho. Ms. Bullard holds a Bachelor of Science degree from Humboldt State University, is a graduate of the Pacific Coast Banking School at the University of Washington, and is a licensed CPA.
Christopher W. Neros, age 53, is Executive Vice President and Chief Lending Officer of First Fed, a position he has held since April 2022. Mr. Neros has over 27 years of banking experience with experience in lending, commercial banking, and retail banking. Prior to joining First Fed, he served as a lender, commercial banking leader and Executive at Peoples Bank from May 2006 to April 2022. He holds a Bachelor of Business Administration in Marketing from the University of Alaska Anchorage, a Master of Business Administration from Regis University, and is a graduate of the Pacific Coast Banking School at the University of Washington.
Christopher J. Riffle, age 47, is Executive Vice President and Chief Operating Officer (COO), Chief Digital Officer (CDO) and General Counsel of the Company and First Fed. Mr. Riffle has held the COO position since October 2018, the CDO position since January 2022, and has served as General Counsel since September 2017. Prior to joining First Fed, Mr. Riffle was a partner at the Platt Irwin Law Firm in Port Angeles, Washington, where he managed a civil legal practice representing clients in a variety of contexts. Mr. Riffle was at Platt Irwin Law Firm from 2008 to 2017 and served as outside general counsel for First Fed starting in 2009.
Terry Anderson, age 54, is Executive Vice President and Chief Credit Officer of First Fed, a position he has held since 2018. Mr. Anderson has more than two decades of management experience in credit administration, sales, commercial banking and strategic planning. He most recently served as Executive Vice President and Chief Credit Officer for South Sound Bank for more than six years and has previously worked in a variety of positions with West Coast Bank, US Bank, and Bank of America.
Derek J. Brown, age 52, is Executive Vice President and Chief Human Resources and Marketing Officer of First Fed, a position he has held since March 2020. Mr. Brown served as a Senior Vice President and Chief Human Resources and Marketing Officer for First Fed from January 2018 to March 2020, and Senior Vice President and Director of Human Resources from October 2015 to January 2018. Prior to joining First Fed, he served as a Human Resources and business leader at Citibank and held Human Resources leadership roles within the financial, professional services, and healthcare industries. He holds a Bachelor of Science degree in Management and Human Resources from Utah State University, a Master of Business Administration from Weber State University, and is a graduate of the Pacific Coast Banking School at the University of Washington.
How We Are Regulated
First Northwest Bancorp and First Fed are subject to federal, state, and local laws that may change from time to time. This section provides a general overview of the federal and state regulatory framework applicable to First Northwest Bancorp and First Fed. The descriptions of laws and regulations included herein do not purport to be complete and are qualified in their entirety by reference to the actual laws and regulations.
These statutes and regulations, as well as related policies, continue to be subject to change by Congress, state legislatures, and federal and state regulators. Changes in statutes, regulations, or regulatory policies applicable to First Northwest Bancorp and First Fed (including their interpretation or implementation) cannot be predicted and could have a material effect on First Northwest Bancorp’s and First Fed’s business and operations. Numerous changes to the statutes, regulations, and regulatory policies applicable to First Northwest Bancorp and First Fed have been made or proposed in recent years. Any such legislation or regulatory changes in the future by the FDIC, DFI, Federal Reserve or the CFPB could adversely affect our operations and financial condition.
Regulation of First Fed Bank
General. First Fed, as a state-chartered commercial bank, is subject to applicable provisions of Washington law and to regulations and examinations of the DFI. It also is subject to examination and regulation by the FDIC, which insures the deposits of First Fed to the maximum extent permitted by law. During these state or federal regulatory examinations, the examiners may, among other things, require First Fed to provide for higher general or specific loan loss reserves, which can impact our capital and earnings. This regulation of First Fed is intended for the protection of depositors and the deposit insurance fund ("DIF") of the FDIC and not for the purpose of protecting the shareholder(s) of First Fed or First Northwest Bancorp. First Fed is required to maintain minimum levels of regulatory capital and is subject to some limitations on the payment of dividends to First Northwest Bancorp. See "– Capital Requirements" and "– Dividends."
Federal and State Enforcement Authority and Actions. As part of its supervisory authority over Washington-chartered commercial banks, the DFI may initiate enforcement proceedings to obtain a cease-and-desist order against an institution believed to have engaged in unsafe and unsound practices or to have violated a law, regulation, or other regulatory limit, including a written agreement. The FDIC also has the authority to initiate enforcement actions against insured institutions for similar reasons and may terminate the deposit insurance of such an institution if the FDIC determines that the institution has engaged in unsafe or unsound practices or is in an unsafe or unsound condition. Both agencies may utilize less formal supervisory tools to address their concerns about the condition, operations, or compliance status of a commercial bank.
Regulation by the Washington Department of Financial Institutions. State laws and regulations govern First Fed's ability to take deposits and pay interest, to make loans on or invest in residential and other real estate, to make consumer loans, to invest in securities, to offer various banking services to its customers, and to establish branch offices. As a state-chartered commercial bank, First Fed must pay semi-annual assessments, examination costs and certain other charges to the DFI.
Washington law generally provides the same powers for Washington commercial banks as federally and other-state chartered banks and savings institutions with branches in Washington, subject to the approval of the DFI. Washington commercial banks are permitted to charge the maximum interest rates on loans and other extensions of credit to Washington residents which are allowable for a national bank in another state if higher than Washington limits. In addition, the DFI may approve applications by Washington commercial banks to engage in an otherwise unauthorized activity if the DFI determines that the activity is closely related to banking and First Fed is otherwise qualified under the statute. This additional authority, however, is subject to review and approval by the FDIC if the activity is not permissible for national banks.
Regulation of Management. Federal law (1) sets forth circumstances under which officers or directors of a bank may be removed by the bank's federal supervisory agency; (2) as discussed below, places restraints on lending by a bank to its executive officers, directors, principal shareholders, and their related interests; and (3) generally prohibits management personnel of a bank from serving as directors or in other management positions of another financial institution whose assets exceed a specified amount or which has an office within a specified geographic area.
Insider Credit Transactions. Banks are subject to certain restrictions on extensions of credit to executive officers, directors, principal shareholders, and their related interests. These extensions of credit (1) must be made on substantially the same terms (including interest rates and collateral) and follow credit underwriting procedures that are at least as stringent as those prevailing at the time for comparable transactions with persons not related to the lending bank; and (2) must not involve more than the normal risk of repayment or present other unfavorable features. Banks are also subject to certain lending limits and restrictions on overdrafts to insiders. A violation of these restrictions may result in the assessment of substantial civil monetary penalties, regulatory enforcement actions, and other regulatory sanctions. The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (the "Dodd-Frank Act") and federal regulations place additional restrictions on loans to insiders and generally prohibit loans to senior officers other than for certain specified purposes.
Insurance of Accounts and Regulation by the FDIC. The DIF of the FDIC insures deposit accounts in First Fed up to $250,000 per separately insured depositor. As insurer, the FDIC imposes deposit insurance premiums and is authorized to conduct examinations of, and to require reporting by, FDIC-insured institutions. Our deposit insurance premiums for the year ended December 31, 2022, were $888,000. No institution may pay a dividend to its parent holding company if it is in default on its federal deposit insurance assessment.
The FDIC determines the amount of insurance premiums based on each financial institution's deposit base and the applicable assessment rate. The assessment rate for small institutions (those with less than $10 billion in assets) is based on an institution’s weighted average CAMELS component ratings and certain financial ratios. Currently, assessment rates range from 3 to 16 basis points for institutions with CAMELS composite ratings of 1 or 2, 6 to 30 basis points for those with a CAMELS composite score of 3, and 16 to 30 basis points for those with CAMELS composite scores of 4 or 5, subject to certain adjustments.
The FDIC has authority to increase assessment rates and in October 2022 adopted a Final Rule, applicable to all insured depository institutions, increasing assessment rate schedules uniformly by two basis points beginning with the first quarterly assessment period of 2023. Increases to insurance assessments have an adverse effect on the operating expenses and results of operations of First Fed. The FDIC communicated that the new assessment rate schedules will remain in effect unless and until the reserve ratio meets or exceeds two percent. Progressively lower assessment rates can be expected when the reserve ratio reaches two percent. Management cannot predict what assessment rates will be in the future.
Insurance of deposits may be terminated by the FDIC upon a finding that an institution has engaged in unsafe or unsound practices, is in an unsafe or unsound condition to continue operations or has violated any applicable law, regulation, rule, order or condition imposed by the FDIC. The FDIC may also prohibit any insured institution from engaging in any activity determined by regulation or order to pose a serious risk to the DIF. We do not currently know of any practice, condition, or violation that may lead to termination of our deposit insurance.
Prompt Corrective Action. Federal statutes establish a supervisory framework, designed to place restrictions on an insured depository institution if its capital levels begin to show signs of weakness, based on five capital categories: "well capitalized," "adequately capitalized," "undercapitalized," "significantly undercapitalized" and "critically undercapitalized." An institution’s category depends upon where its capital levels are in relation to relevant capital measures, which include risk-based capital measures, Tier 1 and common equity Tier 1 capital measures, a leverage ratio capital measure, and certain other factors. The federal banking agencies have adopted regulations that implement this statutory framework.
Under these regulations, an institution is treated as well capitalized if it has a ratio of total capital to risk-weighted assets of 10.0% or more (the total risk-based capital ratio); a ratio of common equity Tier 1 capital to risk-weighted assets (the Tier 1 risk-based capital ratio) of 8.0% or more; a ratio of Tier 1 common equity capital to risk-weighted assets of 6.5% or more (the common equity Tier 1 capital ratio); a ratio of Tier 1 capital to average consolidated assets (the leverage ratio) of 5.0% or more; and the institution is not subject to a federal order, agreement, or directive to meet a specific capital level. An institution is considered adequately capitalized if it is not well capitalized but it has a total risk-based capital ratio of 8.0% or more; a Tier 1 risk-based capital ratio of 6.0% or more; a common equity Tier 1 capital ratio of 4.5% or more; and a leverage ratio of 4.0% or more. The classifications for "undercapitalized," "significantly undercapitalized" and "critically undercapitalized" institutions are also set forth in the regulations. An institution that is not well capitalized is subject to certain restrictions on brokered deposits, including restrictions on the rates it can offer on its deposits generally. Any institution which is neither well capitalized nor adequately capitalized is considered undercapitalized. Further, an institution may be downgraded to a category lower than indicated by its capital ratios if it is determined to be in an unsafe or unsound condition, or if the institution receives an unsatisfactory examination rating.
Undercapitalized institutions are subject to certain prompt corrective action requirements, regulatory controls, and restrictions which become more extensive as an institution becomes more severely undercapitalized. Failure by First Fed to comply with applicable capital requirements would, if not remedied, result in restrictions on its activities and lead to enforcement actions, including, but not limited to, the issuance of a capital directive to ensure the maintenance of required capital levels and, ultimately, the appointment of the FDIC as receiver or conservator. Banking regulators will take prompt corrective action with respect to depository institutions that do not meet minimum capital requirements. Additionally, approval of any regulatory application filed for their review may be dependent on compliance with capital requirements. At December 31, 2022, First Fed was categorized as "well capitalized" under the regulatory capital requirements described below. For additional information, see Note 11 of the Notes to Consolidated Financial Statements included in Item 8, "Financial Statements and Supplementary Data," of this Form 10-K.
Capital Requirements. Federal regulations require insured depository institutions and bank holding companies (including financial holding companies) to meet several minimum capital standards. The minimum capital level requirements applicable to First Northwest Bancorp and First Fed are: (i) a common equity Tier 1 ("CET1") capital to risk-based assets ratio of 4.5%; (ii) a Tier 1 capital to risk-based assets ratio of 6%; (iii) a total capital to risk-based assets ratio of 8%; and (iv) a Tier 1 capital to total assets leverage ratio of 4%.
In addition to the minimum risk-based capital ratios, the capital regulations require a capital conservation buffer, designed to absorb losses during periods of economic stress, consisting of additional CET1 capital of more than 2.5% of risk-weighted assets above the required minimum risk-based ratios in order to avoid limitations on paying dividends, engaging in share repurchases, and paying discretionary bonuses.
As of December 31, 2022, First Northwest Bancorp and First Fed each met the requirements to be "well capitalized" and met the capital conservation buffer requirement. Management monitors the capital levels of First Northwest Bancorp and First Fed to provide for current and future business opportunities and to meet regulatory guidelines for "well capitalized" institutions. For additional information regarding First Northwest Bancorp’s and First Fed’s required and actual capital levels at December 31, 2022, see Note 11 of the Notes to Consolidated Financial Statements included in Item 8, "Financial Statements and Supplementary Data," of this Form 10-K.
The Federal Reserve and the FDIC have authority to establish individual minimum capital requirements in appropriate cases upon a determination that an institution’s capital level is or may become inadequate considering particular risks or circumstances. Management believes that, under the current regulations, First Northwest Bancorp and First Fed will continue to meet their minimum capital requirements in the foreseeable future.
Standards for Safety and Soundness. The federal banking regulatory agencies have prescribed, by regulation, guidelines for all insured depository institutions relating to internal controls, information systems and internal audit systems; loan documentation; credit underwriting; interest rate risk exposure; asset growth; asset quality; earnings; and compensation, fees, and benefits. The guidelines set forth the safety and soundness standards that the federal banking agencies use to identify and address problems at insured depository institutions before capital becomes impaired. Each insured depository institution must implement a comprehensive written information security program that includes administrative, technical, and physical safeguards appropriate to the institution’s size and complexity and the nature and scope of its activities. The information security program must be designed to ensure the security and confidentiality of customer information, protect against any unanticipated threats or hazards to the security or integrity of such information, protect against unauthorized access to or use of such information that could result in substantial harm or inconvenience to any customer, and ensure the proper disposal of customer and consumer information. Each insured depository institution must also develop and implement a risk-based response program to address incidents of unauthorized access to customer information in customer information systems. If the FDIC determines that an institution fails to meet any of these guidelines, it may require an institution to submit to the FDIC an acceptable plan to achieve compliance. First Fed has established comprehensive policies and risk management procedures to ensure the safety and soundness of First Fed.
Federal Home Loan Bank System. First Fed is a member of the FHLB of Des Moines. As a member, First Fed is required to purchase and maintain stock in the FHLB. At December 31, 2022, First Fed held $11.7 million in FHLB stock, which was in compliance with this requirement. Each FHLB serves as a reserve or central bank for its members within its assigned region, and it is funded primarily from proceeds derived from the sale of consolidated obligations of the Federal Home Loan Bank System. Each FHLB makes loans or advances to members in accordance with policies and procedures, established by its Board of Directors, subject to the oversight of the Federal Housing Finance Agency. All advances from the FHLB are required to be fully secured by sufficient collateral as determined by the FHLB, and all long-term advances are required to provide funds for residential home financing. At December 31, 2022, First Fed had $234.0 million of outstanding advances from the FHLB of Des Moines. See Item 1, "Business – Deposit Activities and Other Sources of Funds – Borrowings."
The FHLBs continue to contribute to low- and moderately-priced housing programs through direct loans or interest subsidies on advances targeted for community investment and low- and moderate-income housing projects. These contributions have adversely affected the level of FHLB dividends paid and could continue to do so in the future. These contributions could also have an adverse effect on the value of FHLB stock in the future. A reduction in value of First Fed's FHLB of Des Moines stock may result in a corresponding reduction in its capital.
Activities and Investments of Insured State-Chartered Financial Institutions. Federal law generally limits the activities and equity investments of FDIC insured, state-chartered banks to those that are permissible for national banks. An insured state bank is not prohibited from, among other things, (1) acquiring or retaining a majority interest in a subsidiary, (2) investing as a limited partner in a partnership, the sole purpose of which is direct or indirect investment in the acquisition, rehabilitation, or new construction of a qualified housing project, provided that such limited partnership investments may not exceed 2% of the bank’s total assets, (3) acquiring up to 10% of the voting stock of a company that solely provides or reinsures directors’ and officers’ liability insurance coverage or bankers’ blanket bond group insurance coverage for insured depository institutions, and (4) acquiring or retaining the voting shares of a depository institution if certain requirements are met.
Dividends. Dividends from First Fed, which are subject to regulation and limitation, constitute a major source of funds for dividends paid by First Northwest Bancorp to shareholders. As a general rule, regulatory authorities may prohibit banks and financial holding companies from paying dividends in a manner that would constitute an unsafe or unsound banking practice. For example, regulators have stated that paying dividends that deplete an institution's capital base to an inadequate level would be an unsafe and unsound banking practice and that an institution should generally pay dividends only out of current operating earnings. In addition, a bank may not pay cash dividends if that payment could reduce the amount of its capital below the minimum applicable regulatory capital requirements. According to Washington law, First Fed may not declare or pay a cash dividend on its capital stock if it would cause its net worth to be reduced below (1) the amount required for liquidation accounts or (2) the net worth requirements, if any, imposed by the Director of the DFI. Dividends on First Fed’s capital stock may not be paid in an aggregate amount greater than the aggregate retained earnings of First Fed without the approval of the Director of the DFI.
Affiliate Transactions. Federal laws strictly limit the ability of banks to engage in certain transactions with their affiliates, including their financial holding companies. The Dodd-Frank Act further extended the definition of an "affiliate" and treats credit exposure arising from derivative transactions, securities lending, and borrowing transactions as covered transactions under the regulations. Transactions deemed to be a "covered transaction" under Section 23A of the Federal Reserve Act and between a subsidiary bank and its parent company or the nonbank subsidiaries of the bank holding company are limited to 10% of the bank subsidiary’s capital and surplus and, with respect to the parent company and all such nonbank subsidiaries, to an aggregate of 20% of the bank subsidiary’s capital and surplus. Further, covered transactions that are loans and extensions of credit generally are required to be secured by eligible collateral in specified amounts. Federal law also requires that covered transactions and certain other transactions listed in Section 23B of the Federal Reserve Act between a bank and its affiliates be on terms as favorable to the bank as transactions with non-affiliates.
Community Reinvestment Act. First Fed is subject to the provisions of the Community Reinvestment Act of 1977 (the "CRA"). Under the CRA, federal bank regulators assess a bank’s performance under the CRA in meeting the credit needs of the communities serviced by the bank, including low-and moderate -income neighborhoods. The regulatory agency’s assessment of a bank’s record is made available to the public. Further, a bank’s CRA performance rating must be considered in connection with a bank’s application, among other things, to establish a new branch office that will accept deposits; to relocate an existing office; or to merge or consolidate with, or acquire the assets or assume the liabilities of, a federally regulated financial institution. In some cases, a bank's failure to comply with the CRA, or CRA protests filed by interested parties during applicable comment periods, can result in the denial or delay of such transactions. First Fed received a "satisfactory" rating during its most recent CRA examination. In May 2022, federal bank regulators released a notice of proposed rulemaking to “strengthen and modernize” CRA regulations and related regulatory framework. Future changes in the evaluation process or requirements under CRA could impact the Bank’s rating.
Commercial Real Estate Ratios. The federal banking regulators issued guidance reminding financial institutions to reexamine the existing regulations regarding concentrations in commercial real estate lending, including acquisition, development and construction lending. The purpose of the guidance is to guide banks in developing risk management practices and capital levels commensurate with the level and nature of real estate concentrations. The banking regulators are directed to examine each bank’s exposure to commercial real estate loans that are dependent on cash flow from the real estate held as collateral and to focus their supervisory resources on institutions that may have significant commercial real estate loan concentration risk. The guidance provides that the strength of an institution’s lending and risk management practices with respect to such concentrations will be considered in evaluating capital adequacy and does not specifically limit a bank’s commercial real estate lending to a specified concentration level.
Privacy Standards. The Gramm-Leach-Bliley Financial Services Modernization Act of 1999 (GLBA) modernized the financial services industry by establishing a comprehensive framework to permit affiliations among commercial banks, insurance companies, securities firms and other financial service providers. First Fed is subject to FDIC regulations implementing the privacy protection provisions of the GLBA. These regulations require First Fed to disclose its privacy policy, including informing consumers of its information sharing practices and informing consumers of their rights to opt out of certain practices.
Environmental Issues Associated with Real Estate Lending. The Comprehensive Environmental Response, Compensation and Liability Act ("CERCLA") is a federal statute that generally imposes strict liability on all prior and present "owners and operators" of sites containing hazardous waste. However, the term "owner and operator" excludes a person whose ownership is limited to protecting its security interest in the site. Since the enactment of the CERCLA, this "secured creditor exemption" has been the subject of judicial interpretations which have left open the possibility that lenders could be liable for cleanup costs on contaminated property that they hold as collateral for a loan. To the extent that legal uncertainty exists in this area, all creditors, including First Fed, that have made loans secured by properties with potentially hazardous waste contamination (such as petroleum contamination) could be subject to liability for cleanup costs that often substantially exceed the value of the collateral property.
Federal Reserve System. The Federal Reserve Board requires that all depository institutions maintain reserves on transaction accounts or non-personal time deposits. These reserves may be in the form of cash or noninterest-bearing deposits with the regional Federal Reserve Bank. Negotiable order of withdrawal (NOW) accounts and other types of accounts that permit payments or transfers to third parties fall within the definition of transaction accounts and are subject to the reserve requirements, as are any non-personal time deposits at a commercial bank. In response to the COVID-19 pandemic, the Federal Reserve reduced the reserve requirement ratios to zero percent effective on March 26, 2020, to support lending to households and businesses. As of December 31, 2022, First Fed was in compliance with the reserve requirements in place at that time.
Anti-Money Laundering and Anti-Terrorism. The Bank Secrecy Act ("BSA") requires all financial institutions to establish a risk-based system of internal controls reasonably designed to prevent money laundering and the financing of terrorism. The BSA also sets forth various recordkeeping and reporting requirements (such as reporting suspicious activities that might signal criminal activity) and certain due diligence and "know your customer" documentation requirements.
The Anti-Money Laundering Act of 2020 (“AMLA”), which amends the BSA, was enacted in January 2021. The AMLA is intended to be a comprehensive reform and modernization to U.S. bank secrecy and anti-money laundering laws. Among other things, it codifies a risk-based approach to anti-money laundering compliance for financial institutions; requires the U.S. Department of the Treasury to promulgate priorities for anti-money laundering and countering the financing of terrorism policy; requires the development of standards for testing technology and internal processes for BSA compliance; expands enforcement- and investigation-related authority, including increasing available sanctions for certain BSA violations; and expands BSA whistleblower incentives and protections. Many of the statutory provisions in the AMLA will require additional rulemakings, reports and other measures, and the impact of the AMLA will depend on, among other things, rulemaking and implementation guidance. In June 2021, the Financial Crimes Enforcement Network, a bureau of the U.S. Department of the Treasury, issued the priorities for anti-money laundering and countering the financing of terrorism policy required under the AMLA. The priorities include corruption, cybercrime, terrorist financing, fraud, transnational crime, drug trafficking, human trafficking and proliferation financing.
The Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001 ("Patriot Act"), intended to combat terrorism, was renewed with certain amendments in 2006. In relevant part, the Patriot Act (1) prohibits banks from providing correspondent accounts directly to foreign shell banks; (2) imposes due diligence requirements on banks opening or holding accounts for foreign financial institutions or wealthy foreign individuals; (3) requires financial institutions to establish an anti-money laundering compliance program; and (4) eliminates civil liability for persons who file suspicious activity reports. The Patriot Act also includes provisions providing the government with power to investigate terrorism, including expanded government access to bank account records.
Regulators are directed to consider a bank holding company’s and a bank’s effectiveness in combating money laundering when reviewing and ruling on applications under the BHCA and the Bank Merger Act. First Northwest Bancorp and First Fed have established comprehensive compliance programs designed to comply with the requirements of the BSA and Patriot Act.
Other Consumer Protection Laws and Regulations. The Dodd-Frank Act, among other things, established the CFPB as an independent bureau of the Federal Reserve Board. The CFPB assumed responsibility for the implementation of the federal financial consumer protection and fair lending laws and regulations and has authority to impose new requirements. First Fed is subject to consumer protection regulations issued by the CFPB, but as a smaller financial institution, it is generally subject to supervision and enforcement by the FDIC and the DFI with respect to our compliance with consumer financial protection laws and CFPB regulations. The CFPB has issued and continues to issue numerous regulations under which we may incur additional expense in connection with our ongoing compliance obligations. Significant recent CFPB developments that may affect operations and compliance costs include:
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Positions taken by the CFPB on fair lending, most recently expanding its supervisory approach to prevent discrimination by using the unfairness standard under the unfair, deceptive, or abuse acts or practices framework in the Dodd-Frank Act in addition to the historical reliance on regulatory requirements under the Equal Credit Opportunity Act (“ECOA”) and the Fair Housing Act (“FHA”); |
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The CFPB's Final Rule amending Regulation C, which implements the Home Mortgage Disclosure Act, requiring most lenders to report expanded information in order for the CFPB to more effectively monitor fair lending concerns and other information shortcomings identified by the CFPB; |
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Positions taken by the CFPB regarding the Electronic Fund Transfer Act and Federal Reserve Regulation E, which require companies to obtain consumer authorizations before automatically debiting a consumer’s account for pre-authorized electronic funds transfers; |
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Efforts focused on enforcing certain compliance obligations the CFPB deems a priority, such as automobile and student loan servicing (including certain forbearance requirements related to the COVID-19 pandemic), debt collection, collateral repossession, mortgage origination and servicing, remittances, and fair lending, among others; and |
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Positions and focused efforts on enforcing compliance obligations related to deposit account fees, including overdraft, non-sufficient funds, and returned deposit fees. |
First Fed is subject to a broad array of federal and state consumer protection laws and regulations that govern almost every aspect of its business relationships with consumers. While the list set forth below is not exhaustive, some of these laws and regulations include the Truth-in-Lending Act, the Truth in Savings Act, the Electronic Fund Transfer Act, the Expedited Funds Availability Act, the Equal Credit Opportunity Act, the Fair Housing Act, the Real Estate Settlement Procedures Act, the Home Mortgage Disclosure Act, the Fair Credit Reporting Act, the Fair Debt Collection Practices Act, the Right to Financial Privacy Act, the Home Ownership and Equity Protection Act, the Consumer Leasing Act, the Fair Credit Billing Act, the Homeowners Protection Act, the Check Clearing for the 21st Century Act, laws governing flood insurance, laws governing consumer protections in connection with the sale of insurance, federal and state laws prohibiting unfair and deceptive business practices, and various regulations that implement some or all of the foregoing. These laws and regulations mandate certain disclosure requirements and regulate the way financial institutions must deal with customers when taking deposits, making loans, collecting loans, and providing other services. In recent years, examination and enforcement by federal and state banking agencies for compliance with consumer protection laws and regulations have increased and become more intense. Failure to comply with these laws and regulations can subject First Fed to various penalties including, but not limited to, enforcement actions, injunctions, fines, civil liability, criminal penalties, punitive damages, and the loss of certain contractual rights. First Fed has established a comprehensive compliance system to ensure consumer protection.
Regulation and Supervision of First Northwest Bancorp
General. First Northwest Bancorp is a financial holding company (a type of bank holding company) registered with the Federal Reserve and the sole shareholder of First Fed. Bank holding companies and financial holding companies are subject to comprehensive regulation by the Federal Reserve under the Bank Holding Company Act of 1956, as amended ("BHCA"), and the regulations promulgated thereunder. This regulation and oversight is generally intended to ensure that First Northwest Bancorp limits its activities to those allowed by law and that it operates in a safe and sound manner without endangering the financial health of First Fed. During 2022, First Northwest elected to be treated as a financial holding company, allowing the Company to engage in non-banking activities that are financial in nature or incidental to financial activities.
As a bank holding company, First Northwest Bancorp is required to file semi-annual and annual reports with the Federal Reserve and any additional information required by the Federal Reserve and is subject to regular examinations by the Federal Reserve. The Federal Reserve also has extensive enforcement authority over bank holding companies, including the ability to assess civil money penalties, to issue cease and desist or removal orders and to require that a bank holding company divest subsidiaries (including its bank subsidiaries). In general, enforcement actions may be initiated for violations of law and regulations and/or for unsafe or unsound practices.
The Bank Holding Company Act. Under the BHCA, First Northwest Bancorp is supervised by the Federal Reserve. The Federal Reserve has a policy that a bank holding company is required to serve as a source of financial and managerial strength to its subsidiary banks and may not conduct its operations in an unsafe or unsound manner. In addition, the Dodd-Frank Act and earlier Federal Reserve policy provide that a bank holding company should serve as a source of strength to its subsidiary banks by being prepared to use available resources to provide adequate capital funds to its subsidiary banks during periods of financial stress or adversity (including at times when a bank holding company may not be in a financial position to provide such resources or when it may not be in the bank holding company’s or its shareholders' best interests to do so), and should maintain the financial flexibility and capital raising capacity to obtain additional resources for assisting its subsidiary banks. Any capital loans a bank holding company makes to its bank subsidiaries are subordinate to deposits and to certain other indebtedness of the bank subsidiaries. A bank holding company's failure to meet its obligation to serve as a source of strength to its subsidiary banks will generally be considered by the Federal Reserve to be an unsafe and unsound banking practice or a violation of the Federal Reserve's regulations, or both.
Under the BHCA, the Federal Reserve may approve the ownership of shares by a bank holding company in any company the activities of which the Federal Reserve has determined to be so closely related to the business of banking or managing or controlling banks as to be a proper incident thereto. These activities generally include, among others, operating a savings institution, mortgage company, finance company, credit card company, or factoring company; performing certain data processing operations; providing certain investment and financial advice; underwriting and acting as an insurance agent for certain types of credit-related insurance; leasing property on a full-payout, non-operating basis; selling money orders, travelers' checks, and U.S. Savings Bonds; real estate and personal property appraising; providing tax planning and preparation services; and, subject to certain limitations, providing securities brokerage services for customers.
Acquisitions. The BHCA prohibits a bank holding company, with certain exceptions, from acquiring ownership or control of more than 5% of the voting shares of any company that is not a bank or bank holding company and from engaging in activities other than those of banking, managing or controlling banks, or providing services for its subsidiaries. A bank holding company that meets certain supervisory and financial standards and elects to be designated as a financial holding company may also engage in certain securities, insurance and merchant banking activities, and other activities determined to be financial in nature or incidental to financial activities.
Regulatory Capital Requirements. The Federal Reserve has adopted capital rules pursuant to which it assesses the adequacy of capital in examining and supervising a bank holding company and in analyzing applications under the BHCA. These rules apply on a consolidated basis to bank holding companies with $3.0 billion or more in assets, or with fewer assets but certain risky activities, and on a bank-only basis to other companies. When applicable, the bank holding company capital adequacy and conservation buffer rules are the same as those imposed by the FDIC. For additional information, see the section above entitled "- Regulation of First Fed Bank - Capital Regulation" and Note 11 of the Notes to Consolidated Financial Statements included in Item 8, "Financial Statements and Supplementary Data," of this Form 10-K.
Interstate Banking. The Dodd-Frank Act eliminated interstate branching restrictions that were implemented as part of the Riegle-Neal Interstate Banking and Branching Efficiency Act of 1994 ("Interstate Act") and removed many restrictions on de novo interstate branching by state and federally chartered banks. The Federal Reserve may approve an application of a bank holding company to acquire control of, or acquire all or substantially all of the assets of, a bank located in a state other than the bank holding company's home state, without regard to whether the transaction is prohibited by the laws of any state.
The Federal Reserve may not approve the acquisition of a bank that has not been in existence for the minimum time period of five years, or longer if specified by the law of the host state. In addition, the Federal Reserve generally may not approve an application for an interstate merger transaction if the applicant controls or would control more than 10% of the insured deposits in the United States or 30% or more of the deposits in the target bank's home state or in any state in which the target bank maintains a branch. Federal law does not affect the authority of states to limit the percentage of total insured deposits in the state that may be held or controlled by a bank holding company to the extent such limitation does not discriminate against out-of-state banks or bank holding companies. Individual states may also waive the 30% state-wide concentration limit contained in the federal law. Banks may establish de novo branches in any state, subject to regulatory approval.
The federal banking agencies are authorized to approve interstate merger transactions without regard to whether the transaction is prohibited by the law of any state, unless the home state of one of the banks adopted a law prior to June 1, 1997, which applies equally to all out-of-state banks and expressly prohibits merger transactions involving out-of-state banks. Interstate acquisitions of branches are permitted only if the law of the state in which the branch is located permits such acquisitions. Interstate mergers and branch acquisitions are also subject to the nationwide and statewide insured deposit concentration amounts described above. Federal bank regulations prohibit banks from using their interstate branches primarily for deposit production, and federal bank regulatory agencies have implemented a loan-to-deposit ratio screen to ensure compliance with this prohibition.
Interchange Fees. Under the Durbin Amendment to the Dodd-Frank Act, the Federal Reserve adopted rules establishing standards for assessing whether the interchange fees that may be charged with respect to certain electronic transactions are "reasonable and proportional" to the costs incurred by issuers for processing such transactions. Notably, the Federal Reserve's rules set a maximum permissible interchange fee, among other requirements. As of December 31, 2022, First Northwest Bancorp and First Fed qualified for the small issuer exemption from the Federal Reserve’s interchange fee cap, which applies to any debit card issuer that has total consolidated assets of less than $10 billion as of the end of the previous calendar year.
Restrictions on Dividends. First Northwest Bancorp's ability to declare and pay dividends is subject to the Federal Reserve limits and Washington law, and it may depend on its ability to receive dividends from First Fed, as discussed above.
The Federal Reserve has issued a policy statement on the payment of cash dividends by bank holding companies. In particular, the policy limits the payment of a cash dividend by a bank holding company if the holding company's net income for the past year is not sufficient to cover both the cash dividend and a rate of earnings retention that is consistent with capital needs, asset quality, and overall financial condition. A bank holding company that does not meet any applicable capital standard would not be able to pay any cash dividends under this policy. A bank holding company not subject to consolidated capital requirements is expected not to pay dividends unless its debt-to-equity ratio is less than 1:1, and it meets certain additional criteria. The Federal Reserve also has indicated that it would be inappropriate for a company experiencing serious financial problems to borrow funds to pay dividends. The capital conservation buffer requirements may limit First Northwest Bancorp's ability to pay dividends.
Except for a company that meets the well-capitalized standard for bank holding companies, is well managed, and is not subject to any unresolved supervisory issues, a bank holding company is required to give the Federal Reserve prior written notice of any purchase or redemption of its outstanding equity securities if the gross consideration for the purchase or redemption, when combined with the net consideration paid for all such purchases or redemptions during the preceding 12 months, is equal to 10.0% or more of the company's consolidated net worth. The Federal Reserve may disapprove such a purchase or redemption if it determines that the proposal would constitute an unsafe or unsound practice or would violate any law, regulation or regulatory order, condition, or written agreement.
Under Washington corporate law, First Northwest Bancorp generally may not pay dividends if after that payment it would not be able to pay its liabilities as they become due in the usual course of business, or its total assets would be less than the sum of its total liabilities. These various laws and regulatory policies may affect First Northwest Bancorp’s ability to pay dividends or otherwise engage in capital distributions.
Tying Arrangements. First Northwest Bancorp and First Fed are prohibited from engaging in certain tie-in arrangements in connection with any extension of credit, sale or lease of property, or furnishing of services. For example, with certain exceptions, neither First Northwest Bancorp nor First Fed may condition an extension of credit to a customer on either (1) a requirement that the customer obtain additional services provided by First Northwest Bancorp or First Fed; or (2) an agreement by the customer to refrain from obtaining other services from a competitor.
The Dodd-Frank Act. The Dodd-Frank Act was signed into law in July 2010 and imposes restrictions and an expanded framework of regulatory oversight for financial institutions, including depository institutions, and required new capital regulations that are discussed above under "- Regulation of First Fed - Capital Regulations." In addition, among other changes, the Dodd-Frank Act requires public companies, like First Northwest Bancorp, to (i) provide their shareholders with a non-binding vote (a) at least once every three years on the compensation paid to executive officers and (b) at least once every six years on whether they should have a "say on pay" vote every one, two, or three years; (ii) have a separate, non-binding shareholder vote regarding golden parachutes for named executive officers when a shareholder vote takes place on mergers, acquisitions, dispositions, or other transactions that would trigger the parachute payments; and (iii) provide disclosure in annual proxy materials concerning the relationship between the executive compensation paid and the financial performance of the issuer.
In August 2015, the Securities and Exchange Commission ("SEC") adopted a rule mandated by the Dodd-Frank Act that requires a public company to disclose the ratio of the Chief Executive Officer's annual total compensation to the median annual total compensation of all other employees. The rule is intended to provide shareholders with information that they can use to evaluate a Chief Executive Officer’s compensation.
Federal Securities Law. The stock of First Northwest Bancorp is registered with the SEC under the Securities Exchange Act of 1934, as amended (the "Exchange Act"). As a result, First Northwest Bancorp is subject to the information, proxy solicitation, insider trading restrictions, and other requirements under the Exchange Act.
First Northwest Bancorp stock held by persons who are affiliates of First Northwest Bancorp may not be resold without registration unless sold in accordance with certain resale restrictions. Affiliates are generally considered to be officers, directors and principal shareholders. If First Northwest Bancorp meets specified current public information requirements, each affiliate of First Northwest Bancorp will be able to sell in the public market, without registration, a limited number of shares in any three-month period.
The SEC has adopted regulations and policies under the Sarbanes-Oxley Act of 2002 that apply to First Northwest Bancorp as a registered company under the Exchange Act. The stated goals of these Sarbanes-Oxley requirements are to increase corporate responsibility, provide for enhanced penalties for accounting and auditing improprieties at publicly traded companies and to protect investors by improving the accuracy and reliability of corporate disclosures pursuant to the securities laws. The SEC and Sarbanes-Oxley-related regulations and policies include very specific additional disclosure requirements and new corporate governance rules. The Sarbanes-Oxley Act represents significant federal involvement in matters traditionally left to state regulatory systems, such as the regulation of the accounting profession, and to state corporate law, such as the relationship between a board of directors and management and between a board of directors and its committees.
Recent and Proposed Legislation. The economic and political environment of the past several years has led to a number of proposed legislative, governmental, and regulatory initiatives that may significantly impact the banking industry. Other regulatory initiatives by federal and state agencies may also significantly impact First Northwest Bancorp's and First Fed’s business. First Northwest Bancorp and First Fed cannot predict whether these or any other proposals will be enacted or the ultimate impact of any such initiatives on its operations, competitive situation, financial conditions, or results of operations. Recent history has demonstrated that new legislation or changes to existing laws or regulations typically result in a greater compliance burden (and therefore increase the general costs of doing business), and the current administration under President Biden has indicated a general intent to regulate the financial services industry more strictly than the administration of his predecessor.
Effects of Federal Government Monetary Policy. First Northwest Bancorp’s earnings and growth are affected not only by general economic conditions, but also by the fiscal and monetary policies of the federal government, particularly the Federal Reserve. The Federal Reserve implements national monetary policy to promote maximum employment, stable prices, and moderate long-term interest rates. Through its open market operations in U.S. government securities, control of the discount rate applicable to borrowings, establishment of reserve requirements against certain deposits, and control of the interest rate applicable to excess reserve balances and reverse repurchase agreements, the Federal Reserve influences the availability and cost of money and credit and, ultimately, a range of economic variables including employment, output, and the prices of goods and services. Recently, the Federal Reserve shifted its focus from economic growth to addressing continued concerns with inflation. During 2022, the Federal Reserve increased the federal funds rate seven times, an increase of 425 basis points for the year, and communicated that it anticipates ongoing increases. Changes in monetary policy, including increases in the federal funds rate, can affect net interest income and margin, overall profitability, and shareholders' equity. The nature and impact of future changes in monetary policies and their impact on First Northwest Bancorp and First Fed cannot be predicted with certainty.
Cybersecurity. In February 2018, the SEC published interpretive guidance to assist public companies in preparing disclosures about cybersecurity risks and incidents. These SEC guidelines, and any other regulatory guidance, are in addition to notification and disclosure requirements under state and federal banking law and regulations.
The federal banking regulators regularly issue new guidance and standards, and update existing guidance and standards, intended to enhance cyber risk management among financial institutions. Financial institutions are expected to comply with such guidance and standards and to accordingly develop appropriate security controls and risk management processes. If First Fed fails to observe such regulatory guidance or standards, it could be subject to various regulatory sanctions, including financial penalties.
In November 2021, the federal banking agencies adopted a Final Rule, with compliance required by May 1, 2022, establishing new notification requirements for banking organizations. The new rule requires banks to notify their primary banking regulator within 36 hours of determining that a “computer-security incident” rising to the level of a "notification incident" has occurred. A "notification incident" is one that materially affects or is reasonably likely to affect, the viability of the banking operations and resulting in material loss or potential impact to the stability of the United States.
State regulators have also been increasingly active in implementing privacy and cybersecurity standards and regulations. Recently, several states have adopted regulations requiring certain financial institutions to implement cybersecurity programs and many states, including Washington, have also recently implemented or modified their data breach notification, information security and data privacy requirements. We expect this trend of state-level activity in those areas to continue, and are continually monitoring developments in the states in which our customers are located.
Risks and exposures related to cybersecurity attacks, including litigation and enforcement risks, are expected to be elevated for the foreseeable future due to the rapidly evolving nature and sophistication of these threats, as well as the expanding use of internet banking, mobile banking and other technology-based products and services by us and our customers. Cybersecurity concerns are further heightened by Russia's current invasion of Ukraine.
Environmental, Social and Governance. Bank regulatory agencies and the SEC have shown increasing interest in environmental, social and internal governance matters (often referred to as “ESG”) and have stated their intent to heighten regulatory oversight of companies’ efforts to address the effect of ESG issues on their businesses. First Northwest Bancorp and First Fed are committed to considering ESG factors, which we recognize are key drivers of long-term business growth, in the development of our business strategies. We believe our commitment to good corporate citizenship and the achievement of ESG policy goals enhances our ability to pursue business opportunities, manage risk across our business, and uphold our values by addressing the environmental and social challenges faced by the communities we serve. Our Board oversees our ESG activities, including our ESG strategies, compliance, and goals. Additionally, our Nominating and Corporate Governance Committee oversees our policies and operational controls for environmental, health, safety and social risks. The Nominating and Corporate Governance Committee meets regularly to set ESG goals for the Company, as well as to monitor progress and results.
Taxation
Federal Taxation
General. First Northwest Bancorp and First Fed are subject to federal income taxation in the same general manner as other corporations, with some exceptions discussed below. The following discussion of federal taxation is intended only to summarize certain pertinent federal income tax matters and is not a comprehensive description of the tax rules applicable to First Northwest Bancorp or First Fed. First Fed is no longer subject to U.S. federal income tax examinations by tax authorities for years ended before December 31, 2018. See Note 9 of the Notes to Consolidated Financial Statements included in Item 8, "Financial Statements and Supplementary Data," of this Form 10-K.
First Northwest Bancorp will file a consolidated federal income tax return with First Fed. Accordingly, any cash distributions made by First Northwest Bancorp to its shareholders would be considered taxable dividends and not as a non-taxable return of capital to shareholders for federal and state tax purposes.
Method of Accounting. For federal income tax purposes, First Fed currently reports its income and expenses on the accrual method of accounting. Federal income tax returns are filed using a December 31 year end.
Corporate Dividends-Received Deduction. First Northwest Bancorp may eliminate from its income dividends received from First Fed as a wholly owned subsidiary of First Northwest Bancorp if it elects to file a consolidated return with First Fed. The corporate dividends-received deduction is 100%, or 65%, in the case of dividends received from corporations with which a corporate recipient does not file a consolidated tax return, depending on the level of stock ownership of the payor of the dividend. Corporations that own less than 20% of the stock of a corporation distributing a dividend may deduct 50% of dividends received or accrued on their behalf.
Washington Taxation
The Company and First Fed are subject to a business and occupation tax imposed under Washington law at the rate of 1.75% of gross receipts. Interest received on loans secured by mortgages or deeds of trust on residential properties and certain investment securities are exempt from this tax.
Item 1A. Risk Factors.
Economy and Our Markets
Adverse economic conditions in market areas we serve could adversely impact our earnings and could increase the credit risk associated with our loan portfolio.
A significant portion of our loans are to businesses and individuals in the state of Washington. An economic decline affecting our region could have a material adverse effect on our business, financial condition, results of operations, and prospects. Weakness in the global economy has adversely affected many businesses operating in our markets that are dependent on international trade. Deterioration in the national economy as a result of continued inflation, the rising interest rate environment, and recurring supply chain issues may also have an adverse effect on the region.
Any future deterioration in economic conditions in the market areas we serve, in particular the North Olympic Peninsula and Puget Sound area of Washington State, could result in the following consequences, any of which could have a materially adverse impact on our business, financial condition and results of operations:
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loan delinquencies, problem assets and foreclosures may increase; |
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demand for our products and services may decline, possibly resulting in a decrease in our total loans or assets; |
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loan collateral may decline in value, exposing us to increased risk of loss on existing loans and reducing customers’ borrowing power; |
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the net worth and liquidity of loan guarantors may decline, impairing their ability to honor commitments to us; and |
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the amount of our deposits may decrease and the composition of our deposits may be adversely affected. |
A decline in local economic conditions may have a greater effect on our earnings and capital than on the earnings and capital of larger financial institutions whose real estate loan portfolios are geographically diverse. If we are required to liquidate a significant amount of collateral during a period of reduced real estate values, our financial condition and profitability could be adversely affected. Adverse changes in the regional and general economy could reduce our growth rate, impair our ability to collect loans, and generally have a negative effect on our financial condition and results of operations.
Public health crises, geopolitical developments, acts of terrorism, natural disasters, climate change and other external factors could harm our business.
Public health crises, domestic or geopolitical crises, such as the current invasion of Ukraine by Russia, political instability or civil unrest, terrorism, human error or other events outside of our control, could cause disruptions to our business or the United States' economy, resulting in potentially adverse operating results. Natural disasters may disrupt our operations, result in damage to our properties, reduce or destroy the value of the collateral for our loans and negatively affect the economies in which we operate. Climate change may worsen the severity and impact of future natural disasters and other extreme weather-related events that could cause disruption to our business and operations. Chronic results of climate change such as shifting weather patterns could also cause disruption to the business and operations of our customers, with potentially negative effects on our loan portfolio and growth opportunities. A significant natural disaster, such as a tsunami, earthquake, fire or flood, where we or our customers live and do business, could have a material adverse impact on our local market areas and our ability to conduct business, especially if our insurance coverage is insufficient to compensate for losses that may occur. The effects of any of the foregoing factors could have a material adverse effect on our business, operations and financial condition.
Conditions in the financial markets may limit our access to additional funding to meet our liquidity needs, which could adversely affect our earnings and capital levels.
Liquidity is essential to our business. We rely on a variety of sources in order to meet our potential liquidity demands. We require enough liquidity to meet customer loan requests, customer deposit maturities and withdrawals, payments on our debt obligations as they come due and other cash commitments under both normal operating conditions and other unpredictable circumstances, including events causing industry or general financial market stress. A tightening of the credit markets and the inability to obtain adequate funding may negatively affect our liquidity, asset growth and, consequently, our earnings capability and capital levels. In addition to any deposit growth, and the sale of loans or investment securities, maturity of investment securities and loan payments, we rely from time to time on advances from the FHLB and certain other wholesale funding sources to meet liquidity demands. Our liquidity position could be significantly constrained if we were unable to access funds from the FHLB or other wholesale funding sources.
Factors that could detrimentally impact our access to liquidity sources include actions by the FRB, a decrease in the level of our business activity as a result of a downturn in the markets in which our loans are concentrated, negative operating results, or adverse regulatory action against us. Our ability to borrow could also be impaired by factors that are not specific to us, such as consumer and business behavior utilizing funds on deposit to pay down higher cost debt or to seek higher yielding investments, a disruption in the financial markets or negative views and expectations about the prospects for the financial services industry or deterioration in credit markets. Any decline in available funding could adversely impact our ability to originate loans, invest in securities, meet our expenses, or fulfill obligations such as repaying our borrowings or meeting deposit withdrawal demands, any of which could, in turn, have a material adverse effect on our business, financial condition and results of operations.
Additionally, collateralized public funds are bank deposits of state and local municipalities. These deposits are required to be secured by certain investment grade securities or other collateral to ensure repayment, which on the one hand tends to reduce our contingent liquidity risk by making these funds somewhat less credit sensitive, but on the other hand reduces standby liquidity by restricting the potential liquidity of the pledged collateral. Although these funds historically have been a relatively stable source of funds for us, availability depends on the individual municipality's fiscal policies and cash flow needs.
The continued economic effects of the COVID-19 pandemic could adversely impact our financial results and those of our customers.
The COVID-19 pandemic and related government actions caused significant economic turmoil in the U.S. and around the world, resulting in a slow-down in economic activity, increased unemployment levels and disruptions in global supply chains and financial markets. The long-term economic effects of the COVID-19 pandemic are difficult to predict due to the ongoing dynamic nature of COVID-19 variants, the possibility of a similar health crisis and potential for additional government action. Management is confronted with a significant and unfamiliar degree of uncertainty in estimating the impact of the pandemic on credit quality, revenues and asset values.
Although the Company estimates loan losses related to the pandemic as part of its evaluation of the allowance for loan losses, such estimates involve significant judgment and are made in the context of substantial uncertainty as to the long-term impact of the pandemic on the credit quality of our loan portfolio. Consistent with guidance provided by banking regulators, we modified loans by providing various loan payment deferral options to our borrowers affected by the COVID-19 pandemic. Notwithstanding these modifications, not every borrower may be able to recover and make full payments on their loans. Any increases in the allowance for credit losses will result in a decrease in net income and may have a material negative effect on our financial condition and results of operations.
Although the U.S. and global economies have started recovering as governments lift or reduce health-related restrictions and as demand for goods and services increases, some adverse consequences including labor shortages, disruptions of global supply chains, and increasing inflation, continue to negatively impact the international, national, and local economies. As a result, our business may be materially and adversely affected. To the extent the effects of the COVID-19 pandemic adversely impact our business, financial condition, liquidity or results of operations, it may also have the effect of heightening many of the other risks described in this section.
Credit and Asset Quality
Our increased emphasis on commercial real estate lending subjects us to various risks that could adversely impact our results of operations and financial condition.
We have increased the amount of our commercial real estate and multi-family loans to $643.8 million, or 42.0% of our total loan portfolio, at December 31, 2022, from $535.7 million, or 39.5%, of our total loan portfolio at December 31, 2021. We intend to continue to increase, subject to market demand, our origination and purchase of commercial real estate loans. As an institution’s concentration in commercial real estate lending increases, it becomes subject to more scrutiny under the FDIC's policies for management of its commercial real estate loan portfolio.
Our increased focus on this type of lending has increased our risk profile. Commercial real estate loans are intended to enhance the average yield of our earning assets; however, they do involve a different level of risk compared to one- to four-family loans. The repayment of commercial real estate loans typically depends on the successful operation and income stream of the borrowers’ operating business, or their ability to lease the commercial property at sufficient rates. The value of the commercial real estate securing the loan as collateral is a secondary source of repayment in case of default, which can be significantly affected by economic conditions. Recently, federal banking regulators highlighted the increased risk associated with commercial real estate loans as a result of the stress COVID-19 created for some industries, and the higher vulnerability of these credits to pressure from the current rising interest rate environment and overall inflationary pressures in the economy. These loans also involve larger balances to a single borrower or groups of related borrowers. Some of our commercial borrowers have more than one loan outstanding with us. Consequently, an adverse development with respect to one loan or one credit relationship can expose us to a significantly greater risk of loss compared to an adverse development on a single one- to four-family residential mortgage loan.
Since commercial real estate loans generally have large balances, deterioration in the quality of commercial loans may result in the need to significantly increase our provision for loan losses and charge-offs will likely be larger on a per loan basis compared to consumer loans. As a result, deterioration of this portfolio could have a materially adverse effect on our future earnings. Collateral evaluation and financial statement analysis for commercial loans also requires a more detailed review at origination and on an ongoing basis. Finally, if we foreclose on a commercial real estate loan, our holding period for the collateral is typically longer than for a one- to four-family residence because the market for most types of commercial real estate is not readily liquid, resulting in less opportunity to mitigate credit risk by selling part or all of our interest in these assets. At December 31, 2022, we had $51,000 of nonperforming commercial real estate loans and $0 of nonperforming multi-family loans in our portfolio.
The significant growth in our loan portfolio and expansion into new markets may increase our credit risk.
Since the completion of our initial public offering in January 2015, we have grown substantially in terms of total assets, total loans, total deposits, employees, and locations, expanding our business activities throughout the Puget Sound region. Our commercial loan portfolio, which includes loans for commercial and multi-family real estate as well as other business loans, has increased to $720.8 million, or 47.0% of total loans, at December 31, 2022, from $615.6 million, or 45.4% of total loans, at December 31, 2021. One- to four-family loans have increased to $343.8 million, or 22.4% of total loans, at December 31, 2022, from $295.0 million, or 21.7% of total loans, at December 31, 2021. Total consumer loans have increased to $275.1 million, or 17.9% of total loans, at December 31, 2022, from $221.9 million, or 16.4% of total loans, at December 31, 2021. Rapidly growing loan portfolios are, by their nature, less seasoned and our experience with these loans may not provide us with a significant payment history pattern. Rapid growth combined with the geographic expansion of our lending area may make estimating loan loss allowances more difficult and more susceptible to changes in estimates, and to losses exceeding estimates, than our more seasoned portfolio of loans in our traditional lending area. As a result, it is difficult to predict the future performance of these parts of our loan portfolio. These loans may develop delinquency or charge-off levels above our historical experience, which could adversely affect our future performance.
We plan to continue both strategic and opportunistic growth, understanding that we may see a slowing of growth as we mature and manage capital down to more efficient levels. Continued growth can present substantial demands on management personnel, line employees, and other aspects of our operations, especially if our growth occurs rapidly. We may face difficulties in managing that growth effectively, which could damage our reputation, limit our growth, and negatively affect our operating results. Also see "Our expansion strategy will cause our expenses to increase and may negatively affect our earnings."
We have a concentration of large loans outstanding to a limited number of borrowers that increases our risk of loss.
First Fed has extended significant amounts of credit to certain borrowers, largely in connection with high-end residential real estate and commercial and multi-family real estate loans. At December 31, 2022, the aggregate amount of loans, including unused commitments, to First Fed's five largest borrowers (including related entities) amounted to approximately $79.4 million. Outstanding loan balances for the ten largest borrowing relationships at December 31, 2022, totaled $151.9 million, or 9.9% of total loans. Although none of the loans to First Fed's 20 largest borrowers were nonperforming loans as of December 31, 2022, concentration of credit to a limited number of borrowers increases the risk in First Fed's loan portfolio. If one or more of these borrowers is not able to service the contractual repayment, the potential loss to First Fed is more likely to have a material adverse impact on our business, financial condition and results of operations.
Our construction and land loans are based upon estimates of costs and the value of the completed project.
During the year ended December 31, 2022, our construction and land loans decreased $30.1 million, or 13.4%, to $194.7 million, or 12.7%, of the total loan portfolio at December 31, 2022 and consisted of properties secured by one- to four-family residential of $58.7 million, multi-family of $77.0 million, commercial acquisition-renovation of $19.3 million, commercial real estate of $27.7 million, and land of $11.8 million. Land loans include raw land and land acquisition and development loans.
Construction and land development lending generally involves additional risks when compared with permanent residential lending because funds are advanced upon estimates of costs in relation to values associated with the completed project that will produce a future value at completion. Because of the uncertainties inherent in estimating construction costs, the market value of the completed project, the effects of governmental regulation on real property, and changes in demand, it is relatively difficult to evaluate accurately the total funds required to complete a project and the completed project loan-to-value ratio, which may cause actual results to vary significantly from those estimated. For these reasons, this type of lending also typically involves higher loan principal amounts and is often concentrated with a small number of builders.
A downturn in housing, or the real estate market, could increase loan delinquencies, defaults and foreclosures, and significantly impair the value of our collateral and our ability to sell the collateral upon foreclosure. Some of our builders have more than one loan outstanding with us, and an adverse development with respect to one loan or one credit relationship may expose us to a significantly greater risk of loss.
In addition, during the term of most of our construction loans, no payment from the borrower is required since the accumulated interest is added to the principal of the loan through an interest reserve. As a result, these loans often involve the disbursement of funds with repayment substantially dependent on the successful outcome of the project and the ability of the borrower to sell or lease the property or obtain permanent take-out financing, rather than the ability of the borrower or guarantor to repay principal and interest. If our appraisal of the value of a completed project proves to be overstated, we may have inadequate security for the repayment of the loan upon completion of construction of the project and may incur a loss. Because construction loans require active monitoring of the building process, including cost comparisons and on-site inspections, these loans are more difficult and costly to monitor. Increases in market rates of interest may have a more pronounced effect on construction loans by rapidly increasing the end-purchasers' borrowing costs, thereby reducing the overall demand for the project. Properties under construction are often difficult to sell and typically must be completed in order to be successfully sold, which also complicates the process of working out problem construction loans. This may require us to advance additional funds and/or contract with another builder to complete construction and assume the market risk of selling the project at a future market price, which may or may not enable us to fully recover unpaid loan funds and associated construction and liquidation costs.
Our business may be adversely affected by credit risk associated with residential real estate.
At December 31, 2022, $396.2 million, or 25.8% of our total loan portfolio, consisted of one- to four-family mortgage loans and home equity loans secured by residential properties. Lending on residential property is sensitive to regional and local economic conditions that significantly impact the ability of borrowers to meet their loan payment obligations, making loss levels difficult to predict. Declines in residential real estate values securing these types of loans may increase the level of borrower defaults and losses above the recent charge-off experience on these loans. Jumbo one- to four-family residential loans that do not conform to secondary market mortgage requirements for our market areas would not be immediately saleable to Freddie Mac or other investors and may expose us to increased risk because of their larger balances. Further, a significant amount of our home equity lines of credit consist of loans in a subordinate lien position to a first lienholder.
For home equity lines secured by a second mortgage, it is unlikely that we will be successful in recovering all or a portion of our loan balances in the event of default unless we repay the first mortgage loan and such repayment and the costs associated with a foreclosure are justified by the value of the property. For these reasons we may experience higher rates of delinquencies, default and losses on loans secured by junior liens.
Repayment of our commercial business loans is often dependent on the cash flows of the borrower, which may be unpredictable, and the collateral securing these loans may fluctuate in value.
At December 31, 2022, we had $77.0 million, or 5.0% of total loans, in commercial business loans. Commercial business lending involves risks that are different from those associated with residential and commercial real estate lending. Real estate lending is generally considered to be collateral-based lending with loan amounts based on the value of the collateral and predetermined loan to collateral ratios; liquidation of the underlying real estate collateral is the primary source of repayment in the event of borrower default. Our commercial business loans are primarily supported by the cash flow of the borrower and secondarily by the underlying collateral provided by the borrower. The borrowers' cash flows may be unpredictable, and the collateral securing these loans may fluctuate in value. Although commercial business loans are often collateralized by equipment, inventory, accounts receivable, or other business assets, the liquidation of collateral in the event of default is often an insufficient source of repayment. Factors affecting the value of this type of collateral include uncollectable accounts receivable and obsolete or limited use inventory, among others.
Our allowance for loan losses may prove to be insufficient to absorb losses in our loan portfolio.
We make various assumptions and judgments about the collectability of our loan portfolio, including the creditworthiness of our borrowers and the value of the real estate and other assets serving as collateral for the repayment of many of our loans. In determining the allowance for loan losses, we review our loan portfolios, loss and delinquency trends, and economic conditions. If our assumptions are incorrect, our allowance for loan losses may not be sufficient to cover incurred losses, resulting in additions to our allowance for loan losses through the provision for losses on loans which is charged against income.
Additionally, pursuant to our growth strategy, management recognizes that significant new loan growth, new loan products, new market areas, and the refinancing of existing loans, resulting in portfolios composed of unseasoned loans that may not perform in a historical or projected manner, may increase the risk that our allowance may be insufficient to absorb losses without significant additional provisions. Significant provisions to our allowance could materially decrease our net income. In addition, bank regulatory agencies periodically review our allowance for loan losses and may require an increase in the provision for possible loan losses or the recognition of further loan charge-offs, based on judgments different than those of management.
In addition, if charge-offs in future periods exceed the allowance for loan losses, we will need additional provisions to replenish the allowance for loan losses. Any additional provisions will result in a decrease in net income, and possibly capital, and may have a material adverse effect on our financial condition and results of operations.
In addition, the Financial Accounting Standards Board ("FASB") adopted Accounting Standard Update ("ASU") 2016-13 which became effective on January 1, 2023. This standard, referred to as Current Expected Credit Loss ("CECL"), will require financial institutions to determine periodic estimates of lifetime expected credit losses on loans, and recognize the expected credit losses as allowances for credit losses. In March 2022, FASB amended ASU 2016-13 related to CECL implementation and guidance on Troubled Debt Restructurings ("TDRs") and vintage disclosures. These updates will change the current method of providing allowances for credit losses that are probable, which may require us to increase our allowance for loan losses, and may greatly increase the types of data we would need to collect and review to determine the appropriate level of the allowance for credit losses. For more information on this ASU, see Note 1 of the Notes to Consolidated Financial Statements - Recently Issued Accounting Pronouncements contained in Item 8 of this report.
If our nonperforming assets increase, our earnings will be adversely affected.
At December 31, 2022, our nonperforming assets, which consist of nonaccrual loans, real estate owned and repossessed assets, were $1.8 million, or 0.1% of total assets. Our nonperforming assets adversely affect our net income in various ways.
If additional borrowers become delinquent and do not pay their loans and we are unable to successfully manage our nonperforming assets, our losses and troubled assets could increase significantly, which could have a material adverse effect on our financial condition and results of operations.
Our securities portfolio may be negatively impacted by fluctuations in market value and interest rates.
Factors beyond our control can significantly influence the fair value of securities in our portfolio and can cause potential adverse changes to the fair value of these securities. These factors include, but are not limited to, ratings agency actions, defaults or other adverse events affecting the issuer or the underlying collateral, if any, of the security, changes in market interest rates, and continued instability in the capital markets. Additionally, financial markets may be adversely affected by the current or anticipated impact of military conflict, including the current invasion by Russia of Ukraine, terrorism, or other geopolitical events. These factors, among others, could cause other-than-temporary-impairment ("OTTI"), realized and/or unrealized losses in future periods, and declines in other comprehensive income, which could materially affect our business, financial condition, and results of operations. Determining OTTI requires complex, subjective judgments about the future financial performance and liquidity of the security's issuer and underlying collateral, if any, to assess the probability of receiving all contractual principal and interest payments due, and these estimates may differ significantly from actual future performance of the security.
If our real estate owned is not properly valued or declines further in value, our earnings could be reduced.
We obtain updated valuations in the form of appraisals and tax assessed values when a loan has been foreclosed and the property taken in as real estate owned and at certain other times during the asset’s holding period. Our net book value of the loan at the time of foreclosure and thereafter is compared to the updated market value of the foreclosed property less estimated selling costs (fair value). A charge-off is recorded for any excess in the asset’s net book value over its fair value. If our valuation process is incorrect, or if property values decline, the fair value of our real estate owned may not be sufficient to recover our carrying value in such assets, resulting in the need for additional charge-offs. In addition, bank regulators periodically review our real estate owned and may require us to recognize further charge-offs. Significant charge-offs to our real estate owned could have a material adverse effect on our financial condition and results of operations.
We operate in a highly competitive industry.
We face substantial competition in all areas of our operations from a variety of different competitors, many of which are larger and may have more financial resources. These competitors primarily include national, regional and digital banks within the various markets in which we operate. We also face competition from many other types of financial institutions, including savings and loans, credit unions, mortgage banking finance companies, brokerage firms, insurance companies and other financial intermediaries. The financial services industry could become even more competitive as a result of legislative, regulatory and technological changes and continued consolidation. Also, technology has lowered barriers to entry and made it possible for nonbanks to offer products and services traditionally provided by banks, such as automatic transfer and automatic payment systems. Competitors in these nonbank sectors may have fewer regulatory constraints, as well as lower cost structures. Additionally, due to their size, many competitors may be able to achieve economies of scale and, as a result, may offer a broader range of products and services as well as better pricing for those products and services than we can.
Failure to perform in any of these areas could significantly weaken our competitive position, which could adversely affect our growth and profitability and result in a material adverse effect on our financial condition and results of operations.
We are subject to certain risks in connection with our use of networks and technology systems.
Our security measures may not be sufficient to mitigate the risk of a cyber-attack. Communications and information systems are essential to the conduct of our business, as we use such systems to manage our customer relationships, our general ledger and virtually all other aspects of our business. Our operations rely on the secure processing, storage, and transmission of confidential and other information in our computer systems and networks. Although we take protective measures and endeavor to modify them as circumstances warrant, the security of our computer systems, software, and networks may be vulnerable to breaches, unauthorized access, misuse, computer viruses, or other malicious code and cyber-attacks that could have a security impact. If one or more of these events occur, this could jeopardize our or our customers’ confidential and other information processed and stored in, and transmitted through, our computer systems and networks, or otherwise cause interruptions or malfunctions in our operations or the operations of our customers or counterparties. We may be required to expend significant additional resources to modify our protective measures or to investigate and remediate vulnerabilities or other exposures, and we may be subject to litigation and financial losses that are either not insured against or not fully covered through any insurance maintained by us. We could also suffer significant reputational damage.
We support the ability of our customers to transact business through multiple automated methods. As such, we may be susceptible to fraud performed through these technologies.
Security breaches in our internet banking activities could further expose us to possible liability and damage our reputation. Any compromise of our security also could deter customers from using our internet banking services that involve the transmission of confidential information. We rely on standard internet security systems to provide the security and authentication necessary to effect secure transmission of data. These precautions may not protect our systems from compromises or breaches of our security measures, which could result in significant legal liability, heightened regulatory scrutiny or fines, violations of consumer protection and privacy laws, and significant damage to our reputation and our business.
Our security measures may not protect us from systems failures or interruptions. While we have established policies and procedures to prevent or limit the impact of systems failures and interruptions, there can be no assurance that such events will not occur or that they will be adequately addressed if they do. In addition, we outsource certain aspects of our data processing and other operational functions to certain third-party providers. If our third-party providers encounter difficulties, or if we have difficulty in communicating with them, our ability to adequately process and account for transactions could be affected, and our business operations could be adversely impacted. Threats to information security also exist in the processing of customer and consumer information through various other vendors and their personnel.
The occurrence of any failures or interruptions may require us to identify alternative sources of such services, and we cannot assure that we would be able to negotiate terms that are as favorable to us or obtain services with similar functionality as found in our existing systems without the need to expend substantial resources, if at all. Further, the occurrence of any systems failure or interruption could damage our reputation and result in a loss of customers and business, could subject us to additional regulatory scrutiny, or could expose us to legal liability. Any of these occurrences could have a material adverse effect on our financial condition and results of operations.
Interest Rates, Operations and Risk Management
We are subject to interest rate risk.
Our earnings and cash flows are largely dependent on our net interest income. Interest rates are highly sensitive to many factors beyond our control, including general economic conditions and policies of various governmental and regulatory agencies, particularly the Federal Reserve. While the federal funds target rate remained at or near historical lows during 2020 and 2021 as part of the fiscal response to the COVID-19 pandemic, the Federal Reserve increased the federal funds target rate seven times in 2022 for a total annual increase of 425 basis points. Furthermore, the Federal Reserve has communicated that it anticipates ongoing increases until inflationary pressures subside. When the Federal Reserve Board increases the Fed Funds rate, overall interest rates will likely rise, which may negatively impact housing markets by reducing refinancing activity and new home purchases. A rising interest rate environment may also adversely affect the U.S. economy and, as a result, our business as a whole.
Further changes in monetary policy, including changes in interest rates, could influence not only the interest we receive on loans and investments and the amount of interest we pay on deposits and borrowings, but these changes could also affect (i) our ability to originate and/or sell mortgage and SBA loans (ii) the fair value of our financial assets and liabilities, which could negatively impact shareholders' equity, and our ability to realize gains from sales of such assets; (iii) our ability to obtain and retain deposits in competition with other available investment alternatives; (iv) the ability of our borrowers to repay adjustable or variable rate loans; and (v) the average duration of our mortgage-backed securities portfolio and other interest-earning assets. If the interest rates paid on deposits and other borrowings increase at a faster rate than the interest rates received on loans and other investments, our net interest income, and therefore earnings, could be adversely affected. Earnings could also be adversely affected if the interest rates received on loans and other investments fall more quickly than the interest rates paid on deposits and other borrowings.
Additional changes in interest rates could also have a negative impact on our results of operations by reducing the ability of borrowers to repay their current loan obligations or by reducing our margins and profitability. Our net interest margin is the net interest income divided by average interest-earning assets. Further changes in interest rates-up or down-could adversely affect our net interest margin and, as a result, our net interest income. Although the yield we earn on our assets and our funding costs tend to move in the same direction in response to changes in interest rates, one can rise or fall faster than the other, causing our net interest margin to expand or contract. Our liabilities tend to be shorter in duration than our assets, so they may adjust faster in response to changes in interest rates. As a result, when interest rates rise, our funding costs may rise faster than the yield we earn on our assets, causing our net interest margin to contract until the yields on interest-earning assets catch up. Changes in the slope of the "yield curve", or the spread between short-term and long-term interest rates, could also reduce our net interest margin. Normally, the yield curve is upward sloping, meaning short-term rates are lower than long-term rates. Because our liabilities tend to be shorter in duration than our assets, when the yield curve flattens or even inverts, as at the end of 2022, we could experience pressure on our net interest margin as our cost of funds increases relative to the yield we can earn on our assets.
A sustained increase in market interest rates could adversely affect our earnings. As a result of the exceptionally low interest rate environment for the past few years, an increasing percentage of our deposits have been composed of deposits bearing no or a relatively low rate of interest and having a shorter duration than our assets. We would incur a higher cost of funds to retain these deposits in this rising interest rate environment. If the interest rates paid on deposits and other borrowings increase at a faster rate than the interest rates received on loans and other investments, our net interest income, and therefore earnings, would be adversely affected.
Changes in interest rates also affect the value of our interest-earning assets, including our securities portfolio. Generally, the fair value of fixed-rate securities fluctuates inversely with changes in interest rates. Unrealized gains and losses on securities available for sale are reported as a separate component of equity, net of tax. Decreases in the fair value of securities available for sale resulting from increases in interest rates could have an adverse effect on our shareholders’ equity.
Although management believes it has implemented effective asset and liability management strategies to reduce the potential effects of changes in interest rates on our results of operations, any substantial, unexpected or prolonged change in market interest rates could have a material adverse effect on our financial condition and results of operations. Also, our interest rate risk modeling techniques and assumptions likely will not fully predict or capture the impact of actual interest rate changes on our balance sheet. See Item 7. "Management’s Discussion and Analysis of Financial Condition and Results of Operations – Asset and Liability Management and Market Risk," of this Form 10-K for additional information.
Changes in the method of determining the LIBOR or other reference rates may adversely impact the value of loans receivable and other financial instruments we hold that are linked to LIBOR or other reference rates in ways that are difficult to predict and could adversely impact our financial condition or results of operations.
In July 2017, the United Kingdom Financial Conduct Authority announced the potential replacement of the London Interbank Offered Rate ("LIBOR") at the end of 2021. LIBOR is used extensively in the U.S. and globally as a "benchmark" or "reference rate" for various commercial and financial contracts. In response, the Alternative Reference Rates Committee (“ARRC”), made up of financial and capital market institutions, was convened to address the replacement of LIBOR in the U.S. The ARRC identified a potential successor to LIBOR in the Term Secured Overnight Financing Rate (“TSOFR”) and has crafted a plan to facilitate the transition. Our subordinated debt issued in March 2021 provides for application the TSOFR rate to determine the interest that will be payable on the Notes beginning in March 2026. In March 2022, the Adjustable Interest Rate (LIBOR) Act (the “LIBOR Act”) was enacted, providing that LIBOR-based contracts that lack practicable replacement benchmarks will automatically transition to the applicable reference rates recommended by the Federal Reserve. In December 2022, the Federal Reserve issued a Final Rule establishing benchmark replacements based on TSOFR. However, the ICE Benchmark Administration (“IBA”), the authorized and regulated administrator of LIBOR, expects to continue publishing some LIBOR tenors until June 2023 and may be compelled to continue publishing other tenors under a different methodology after the Financial Conduct Authority (“FCA”) completes a consultation and makes a final determination on the matter (expected in 2023).
Despite the progress made through the LIBOR Act and the Federal Reserve's Final Rule, it is impossible to predict the effect of any such alternatives on the value of LIBOR-based securities, variable rate loans, and other securities or financial arrangements. The transition to a new reference rate requires changes to contracts, risk and pricing models, valuation tools, systems, product design and hedging strategies. It is not currently possible to determine whether, or to what extent, the replacement of LIBOR will impact the value of any loans and other financial obligations or extensions of credit we hold or that are due to us, that are linked to LIBOR or other reference rates, or whether, or to what extent, such changes may impact our financial condition or results of operations.
Decreased volumes and lower gains on sales of loans could adversely impact our noninterest income.
We originate and sell one- to four-family mortgage loans. Our mortgage banking income is a significant portion of our noninterest income. We generate gains on the sale of one- to four-family mortgage loans pursuant to programs currently offered by Freddie Mac and other secondary market investors. Any future changes in their purchase programs, our eligibility to participate in such programs, the criteria for loans to be accepted or laws that significantly affect the activity of such entities could, in turn, materially adversely affect our results of operations.
Further, in a rising or higher interest rate environment, our originations of mortgage loans may decrease, resulting in fewer loans that are available to be sold to investors. This would result in a decrease in mortgage banking revenues and a corresponding decrease in noninterest income. In addition, our results of operations are affected by the amount of noninterest expense associated with mortgage banking activities, such as salaries and employee benefits, occupancy, equipment and data processing expense and other operating costs. During periods of reduced loan demand, our results of operations may be adversely affected to the extent that we are unable to reduce expenses commensurate with the decline in loan originations. In addition, although we sell loans into the secondary market without recourse, we are required to give customary representations and warranties about the loans to the buyers. If we breach those representations and warranties, the buyers may require us to repurchase the loans and we may incur a loss on the repurchase.
A portion of our loan portfolio is serviced by third parties, which may limit our ability to foreclose on or repossess such loans.
At December 31, 2022, $83.4 million of our consumer, $25.3 million of our one- to four-family, and $18.1 million of our commercial real estate loan portfolios were serviced by third parties. When a loan goes into default, it is the responsibility of the third-party servicer to enforce the borrower’s obligation to repay the outstanding indebtedness. We are reliant on the servicer to bring the loan current, enter into a satisfactory loan modification or foreclose on the property on behalf of First Fed. We must comply with any loan modification entered into by the servicer even if we would not otherwise agree to the modified terms, which may result in a reduction in our interest income due to the loan modification. Delays in foreclosing on property, whether caused by restrictions under state or federal law or the failure of a third-party servicer to timely pursue foreclosure action, may increase our potential loss on such property, due to factors such as lack of maintenance, unpaid property taxes and adverse changes in market conditions. These delays may adversely affect our ability to limit our credit losses.
Regulatory Matters
Our lending limit may restrict our growth.
Washington law provides that Washington chartered commercial banks are subject to loans-to-one-borrower restrictions, which generally restrict total loans and extensions of credit by a bank to 20% of its unimpaired capital and surplus. As a result, under Washington law, First Fed would be limited to loans to one borrower of $46.3 million at December 31, 2022. Under its current policy, First Fed has elected to restrict its loans to one borrower to no more than 60% of the Bank's lending limit, which is adjusted quarterly and was $34.7 million at December 31, 2022, unless specifically approved by the Senior Loan Committee as an exception to policy. This amount is significantly less than that of many of our competitors and may discourage potential commercial borrowers who have credit needs in excess of our loans to one borrower lending limit from doing business with us. Our loans to one borrower restriction also impacts the efficiency of our commercial lending operation because it lowers our average loan size, which means we have to generate a higher number of transactions to achieve the same portfolio volume. We can accommodate larger loans by selling participations in those loans to other financial partners, but this strategy is not the most efficient or always available. We may not be able to attract or maintain clients seeking larger loans or may not be able to sell participations in these loans on terms we consider favorable.
We operate in a highly regulated environment and may be adversely affected by changes in laws and regulations.
We are subject to extensive examination, supervision and comprehensive regulation by the Federal Reserve, the FDIC as insurer of our deposits, and by the DFI. First Northwest Bancorp is subject to regulation and supervision by the Federal Reserve (as a financial holding company) and regulation by the State of Washington (as a Washington corporation). The Bank is subject to regulation and supervision by the FDIC and the DFI. Such regulation and supervision govern the activities in which we may engage, primarily for the protection of depositors and the Deposit Insurance Fund. These regulatory authorities have extensive discretion in connection with their supervisory and enforcement activities, including the ability to impose restrictions on an institution’s operations, require additional capital, reclassify assets, determine the adequacy of an institution’s allowance for loan losses and determine the level of deposit insurance premiums assessed. Any future changes to the laws, rules and regulations applicable to us could make compliance more difficult and expensive, or otherwise adversely affect our business, financial condition or prospects.
We are also subject to tax, accounting, securities, insurance, monetary laws and regulations, rules, standards, policies, and interpretations that control the methods by which financial institutions conduct business. These may change significantly over time, which could materially impact our business and have a significant adverse effect on our cost of regulatory compliance and results of operations. Further, changes in accounting standards and their interpretation may materially impact how we report, potentially retroactively, our financial condition and results of operations.
Changes in federal policy and at regulatory agencies are expected to occur over time through policy and personnel changes, which could lead to changes involving the level of oversight and focus on the financial services industry. The nature, timing, and economic and political effects of potential changes to the current legal and regulatory framework affecting financial institutions remain highly uncertain. If changes to laws, rules and/or regulations applicable to us are made, such changes could offset the otherwise anticipated increase in operating and compliance costs (included in noninterest expense); however, no assurance can be given as to whether such changes will occur or what may result from such changes.
The CFPB, which was created under the Dodd-Frank Act, has issued, and continues to issue, rules related to consumer protection, including The Truth in Lending Act and the Real Estate Settlement Procedures Act Integrated Disclosure (TRID), which combines certain disclosures that consumers receive in connection with applying for and closing a mortgage loan. These CFPB rules, including rules generally prohibiting creditors from extending mortgage loans without regard for the consumer's ability to repay, may adversely affect the volume of mortgage loans that we underwrite and subject us to increased potential liabilities related to such residential loan origination activities. The CFPB has adopted a number of additional requirements and issued additional guidance, including with respect to indirect auto lending, appraisals, escrow accounts and servicing, each of which may entail increased compliance costs.
General Risk Factors
We are dependent on key personnel and the loss of one or more of those key persons may materially and adversely affect our prospects.
We rely heavily on the efforts and abilities of our executive officers, and certain other key management personnel, which make up our management team. The loss of the services of any of our current management team could have a material adverse impact on our operations. The ability to attract, retain and season replacements to our management team presents risks to executing our business plan. Changes in our current management team and their responsibilities may be disruptive to our business and operations and could have a material adverse effect on our business, financial condition, and results of operations. While we believe that our relationship with our management team is good, we cannot guarantee that all members of our management team will remain with our organization.
Our consideration of whole bank, branch acquisitions, or fintech partnerships in the future may expose us to financial, execution and operational risks that could adversely affect us.
We may evaluate supplementing organic growth by acquiring other financial institutions or their businesses that we believe will help us fulfill our strategic objectives and enhance our earnings. There are risks associated with this strategy, however, including the following:
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We may be exposed to potential asset quality issues or unknown or contingent liabilities of the financial institutions, businesses, assets and liabilities we acquire. If these issues or liabilities exceed our estimates, our results of operations and financial condition may be materially negatively affected; |
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The acquisition of other entities generally requires integration of systems, procedures and personnel of the acquired entity into our company to make the transaction economically successful. This integration process is complicated and time consuming and can also be disruptive to the customers of the acquired business. If the integration process is not conducted successfully, we may not realize the anticipated economic benefits of particular acquisitions within the expected time frame, and we may lose customers or employees of the acquired business. We may also experience greater than anticipated customer losses even if the integration process is successful; and |
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To finance a future acquisition, we may borrow funds, thereby increasing our leverage and diminishing our liquidity, or raise additional capital, which could dilute the interests of our existing shareholders. |
Our expansion strategy will cause our expenses to increase and may negatively affect our earnings.
Over the past seven years, we have opened four new full-service branches and two business centers. We also acquired a branch from another financial institution in 2021. We may continue to open or purchase new branches and lending centers, and the success of our expansion strategy into new markets is contingent upon numerous factors, such as our ability to select suitable locations, assess each market's competitive environment, secure managerial resources, hire and retain qualified personnel and implement effective marketing strategies. The opening of new offices may not increase the volume of our loans and deposits as quickly or to the degree that we projected and opening new offices will increase our operating expenses. The cost of opening additional de novo branches and lending centers is uncertain, and projected timelines and estimated dollar amounts involved in opening new offices could differ significantly from actual results. In addition, we may not successfully manage the costs and implementation risks associated with our branching strategy. Accordingly, any new branch or lending center may negatively impact our earnings for some period of time until the office reaches certain economies of scale, and there is a risk that our new offices will not be successful even after they have been established.
We may also expand our digital footprint through partnerships with and investments in fintech companies. The new technology and start-up companies we invest in may not be as successful as anticipated or may fail, resulting a total loss of our related investment.