The net interest margin is calculated by dividing net interest
income FTE by average earning assets. As with net interest income,
the net interest margin is affected by the level and mix of earning
assets, the proportion of earning assets funded by non-interest
bearing liabilities, and the interest rate spread. In addition,
the net interest margin is impacted by changes in federal income
tax rates and regulations as they affect the tax equivalent adjustment.
The net interest
margin for 1999 was 4.41% compared to 4.56% in 1998 and 4.62% in
1997. As discussed previously, the decline in the net interest margin
compared to last year was a result of the decline in earning asset
yield outpacing the decline in earning asset funding costs.
Other
Income
Excluding securities
gains, other income totaled $146.2 million in 1999, an increase
of $12.8 million or
9.6% over 1998, and $35.2 million or 31.7% over 1997. Increases
were recorded during 1999 in all categories except loan sales and
servicing. A portion of the 1999 increases were caused by the application
of purchase accounting rules to the May 1998 acquisition of CoBancorp,
Inc. Specifically, purchase accounting requires including the results
of the acquired company in combined results from the date of acquisition
forward.
Trust fees
increased $2.6 million or 15.9% to $18.7 million in 1999. The improvement
is a result of market value increases in managed assets, a high
commitment to quality service, our continued emphasis as being the
first choice when choosing a managed asset provider, and sales volumes
in excess of goals.
Service charges
on deposits rose $2.8 million or 7.0% compared to last year. Much
of this income is based on the number of accounts and customer checking
account activity. As stated throughout this Annual Report, as a
general rule some portion of the increase between 1999 and prior
balances is due to the May 1999 purchase accounting acquisition
of CoBancorp, Inc.
Credit card
fees increased $6.9 million or 33.3% in 1999. A large portion of
the increase was a result of increased debit card volume, much of
the expansion occurring with Signal customers who did not previously
have this product. The remainder of the increase was fee driven
as the Corporation maintained fee structures consistent with competitors.
Other service
fees rose $3.7 million, or 35.5% compared to last year; major components
of this category include certain ATM fees, sales commissions on
personalized customer checks, and fee income from the sale of “official”
bank checks.
The 1999 decline
in loan sales and servicing income was a result of fewer sales due
to the level of interest rates in the economy.
Other operating
income, as presented in the table, was up $4.1 million in part because
of higher letter of credit fees, introduction of our new business
manager product, and higher commissions on equity and insurance
sales.
Excluding gains
from sales of securities, other income was $146.2 million and now
represents 27.4% of net revenue compared to 27.1 % last year. Net
revenue is defined as net interest income, on a fully-taxable equivalent
basis, plus other income, excluding securities sales gains or losses.
Federal
Income Tax
Federal income
tax expense totaled $55.9 million in 1999, including a tax benefit
of $3.1 million associated with an extraordinary item, compared
to $37.9 million in 1998, and $56.1 in 1997. In 1999 the effective
federal income tax rate for the Corporation, excluding the extraordinary
charge, equaled
32.0% compared to 34.3% in 1998 and 32.8% in 1997.
Other
Expenses
Core other
expenses excluding merger-related costs associated with the February
1999 Signal merger were $282.9 million in 1999 compared to $319.5
million in 1998 and $245.9 million in 1997. Totals for 1998 include
the results of CoBancorp, Inc. for approximately 7 months and the
full-year results of several smaller acquisitions that were acquired
mid-year 1997. In accordance with purchase accounting rules, the
results of the companies purchased are not included in results presented
prior to their purchase dates.
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