# Wintrust Financial Corp: Form 10-Q for the period ended Jun 30, 2011

- Company: [Wintrust Financial Corp](/companies/wtfc.md) (CIK 1015328)
- Form: 10-Q
- Filed: 2011-08-09
- Accepted by EDGAR: Aug 9, 2011, 16:27 ET
- Period: 2011-06-30
- Accession: 0000950123-11-075116
- Inline XBRL: yes
- Main document: https://www.sec.gov/Archives/edgar/data/1015328/000095012311075116/c64852e10vq.htm
- All documents and exhibits: https://www.sec.gov/Archives/edgar/data/1015328/000095012311075116/

## Figures reported in this filing

Standardized XBRL line items for the period ended 2011-06-30.

| Line item | Period | Value | XBRL concept |
| --- | --- | ---: | --- |
| Revenue | 3 months, 2011-04-01 to 2011-06-30 | $145.4m | us-gaap:Revenues |
| Revenue | 6 months, 2011-01-01 to 2011-06-30 | $295.9m | us-gaap:Revenues |
| Operating income | 3 months, 2011-04-01 to 2011-06-30 | $11.8m | us-gaap:OperatingIncomeLoss |
| Operating income | 6 months, 2011-01-01 to 2011-06-30 | $28.2m | us-gaap:OperatingIncomeLoss |
| Interest expense | 3 months, 2011-04-01 to 2011-06-30 | $36.7m | us-gaap:InterestExpense |
| Interest expense | 6 months, 2011-01-01 to 2011-06-30 | $74.9m | us-gaap:InterestExpense |
| Income tax | 3 months, 2011-04-01 to 2011-06-30 | $7.2m | us-gaap:IncomeTaxExpenseBenefit |
| Income tax | 6 months, 2011-01-01 to 2011-06-30 | $17.9m | us-gaap:IncomeTaxExpenseBenefit |
| Net income | 3 months, 2011-04-01 to 2011-06-30 | $11.8m | us-gaap:NetIncomeLoss |
| Net income | 6 months, 2011-01-01 to 2011-06-30 | $28.2m | us-gaap:NetIncomeLoss |
| Diluted EPS | 3 months, 2011-04-01 to 2011-06-30 | $0.25 | us-gaap:EarningsPerShareDiluted |
| Diluted EPS | 6 months, 2011-01-01 to 2011-06-30 | $0.60 | us-gaap:EarningsPerShareDiluted |
| Basic EPS | 3 months, 2011-04-01 to 2011-06-30 | $0.31 | us-gaap:EarningsPerShareBasic |
| Basic EPS | 6 months, 2011-01-01 to 2011-06-30 | $0.75 | us-gaap:EarningsPerShareBasic |
| Diluted shares (weighted) | 3 months, 2011-04-01 to 2011-06-30 | 43,409 shares | us-gaap:WeightedAverageNumberOfDilutedSharesOutstanding |
| Diluted shares (weighted) | 6 months, 2011-01-01 to 2011-06-30 | 43,387 shares | us-gaap:WeightedAverageNumberOfDilutedSharesOutstanding |
| Operating cash flow | 6 months, 2011-01-01 to 2011-06-30 | $375.6m | us-gaap:NetCashProvidedByUsedInOperatingActivities |
| Capital expenditure | 6 months, 2011-01-01 to 2011-06-30 | $48.7m | us-gaap:PaymentsToAcquirePropertyPlantAndEquipment |
| Dividends paid | 6 months, 2011-01-01 to 2011-06-30 | $5.1m | us-gaap:PaymentsOfDividends |
| Share repurchases | 6 months, 2011-01-01 to 2011-06-30 | $50.0k | us-gaap:PaymentsForRepurchaseOfCommonStock |
| Cash and equivalents | at 2011-06-30 | $184.1m | us-gaap:CashAndCashEquivalentsAtCarryingValue |
| Total assets | at 2011-06-30 | $14.62bn | us-gaap:Assets |
| Total liabilities | at 2011-06-30 | $13.14bn | us-gaap:Liabilities |
| Shareholders' equity | at 2011-06-30 | $1.47bn | us-gaap:StockholdersEquity |

## Management's discussion and analysis

As filed, 175,761 characters.

### MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL

### CONDITION AND RESULTS OF OPERATIONS

The following discussion and analysis of financial condition as of June 30, 2011, compared with December 31, 2010 and June 30, 2010, and the results of operations for the six month periods ended June 30, 2011 and 2010, should be read in conjunction with the unaudited consolidated financial statements and notes contained in this report and the Risk Factors discussed under Item 1A of the Company’s 2010 Annual Report on Form 10-K. This discussion contains forward-looking statements that involve risks and uncertainties and, as such, future results could differ significantly from management’s current expectations. See the last section of this discussion for further information on forward-looking statements.

### Introduction

Wintrust is a financial holding company that provides traditional community banking services, primarily in the Chicago metropolitan area and southeastern Wisconsin, and operates other financing businesses on a national basis through several non-bank subsidiaries. Additionally, Wintrust offers a full array of wealth management services primarily to customers in the Chicago metropolitan area and southeastern Wisconsin.

### Overview

### Second Quarter Highlights

The Company recorded net income of $11.8 million for the second quarter of 2011 compared to $13.0 million in the second quarter of 2010 and $14.2 million in the fourth quarter of 2010. The results for the second quarter of 2011 demonstrate continued core operating strengths as credit related costs remain at levels similar to recent quarters, core loans outstanding increased, demand deposits related to this core loan growth increased, and the beneficial shift in our deposit mix away from single-product CD customers continued. The Company also continues to take advantage of the opportunities that have resulted from distressed credit markets — specifically, a dislocation of assets, banks and people in the overall market. For more information, see “Overview—Acquisition Transactions.”

The Company increased its loan portfolio, excluding covered loans, from $9.3 billion at June 30, 2010 to $9.9 billion at June 30, 2011. This increase was primarily a result of the Company’s commercial banking initiative as well as growth in the premium finance receivables — life insurance portfolio. The Company continues to make new loans, including in the commercial and commercial real estate sector, where opportunities that meet our underwriting standards exist. The withdrawal of many banks in our area from active lending combined with our strong local relationships has presented us with opportunities to make new loans to well qualified borrowers who have been displaced from other institutions. For more information regarding changes in the Company’s loan portfolio, see “Financial Condition — Interest Earning Assets” and Note 6 “Loans” of the Financial Statements presented under Item 1 of this report.

Management considers the maintenance of adequate liquidity to be important to the management of risk. Accordingly, during the second quarter of 2011, the Company continued its practice of maintaining appropriate funding capacity to provide the Company with adequate liquidity for its ongoing operations. In this regard, the Company benefited from its strong deposit base, a liquid short-term investment portfolio and its access to funding from a variety of external funding sources. At June 30, 2011, the Company had over $1.1 billion in overnight liquid funds and interest-bearing deposits with banks.

The Company experienced a 37% decline in mortgage origination volumes compared to the second quarter of 2010. Over the past twelve months, the Company’s period end balances of mortgages held-for-sale and our niche mortgage warehouse lending have declined by $149.4 million. This decline in originations resulted from an industry-wide fall-off in residential real-estate loan originations.

The Company recorded net interest income of $108.7 million in the second quarter of 2011 compared to $104.3 million in the second quarter of 2010. The higher level of net interest income recorded in the second quarter of 2011 compared to the second quarter of 2010 was primarily attributable to a $504 million increase in the average balance of loans and a $208 million increase in FDIC covered loans. The bulk of this growth was funded by an increase of $143 million in interest-bearing deposits and an increase of $418 million in non-interest bearing deposits. The Company continues to see a beneficial shift in its deposit mix as non-interest bearing deposits comprised 12.4% of total average deposits in the second quarter of 2011 compared to 9.1% in the second quarter of 2010.

Non-interest income totaled $36.7 million in the second quarter of 2011, decreasing $13.8 million, or 27%, compared to the second quarter of 2010. The decrease was primarily attributable to lower bargain purchase gains, partially offset by increases in wealth management revenue, mortgage banking revenue and fees from covered call options.

Non-interest expense totaled $97.2 million in the second quarter of 2011, increasing $4.5 million, or 5%, compared to the second quarter of 2010. The increase compared to the second quarter of 2010 was primarily attributable to a $2.4 million increase in salaries and employee benefits. The increase in salaries and employee benefits was primarily attributable to multiple FDIC-assisted transactions and larger staffing related to organic Company growth. Additionally, OREO related expenses increased approximately $700,000, primarily related to increased legal costs related to non-performing assets and recent bank acquisitions.

### The Current Economic Environment

The Company’s results during the quarter continued to be impacted by the existing economic environment and depressed real estate valuations that affected both the U.S. economy, generally, and the Company’s local markets, specifically. In response to these conditions, Management continued to carefully monitor the impact on the Company of the financial markets, the depressed values of real property and other assets, loan performance, default rates and other financial and macro-economic indicators in order to navigate the challenging economic environment.

In particular:

- The Company’s provision for credit losses in the second quarter of 2011 totaled $29.2 million, a decrease of $12.1 million when compared to the second quarter of 2010. The provision for credit losses in the first six months of 2011 totaled $54.5 million, a decrease of $15.8 million compared to the first six months of 2010. Net charge-offs decreased to $26.0 million in the second quarter of 2011 (of which $27.5 million related to commercial and commercial real estate loans), compared to $37.9 million for the same period in 2010 (of which $16.7 million related to commercial and commercial real estate loans). Net charge-offs decreased to $51.4 million in the first six months of 2011 (of which $49.4 million related to commercial and commercial real estate loans), compared to $64.7 million for the same period in 2010 (of which $40.8 million related to commercial and commercial real estate loans).
- The Company increased its allowance for loan losses, excluding covered loans, to $117.4 million at June 30, 2011, reflecting an increase of $10.9 million, or 10%, when compared to the same period in 2010 and an increase of $3.5 million, or 3%, when compared to December 31, 2010. At June 30, 2011, approximately $61.7 million, or 53%, of the allowance for loan losses was associated with commercial real estate loans and another $32.8 million, or 28%, was associated with commercial loans. The increase in the allowance for loan losses, excluding covered loans, in the current period is primarily related to loan growth.
- The Company has significant exposure to commercial real estate. At June 30, 2011, $3.4 billion, or 33%, of our loan portfolio, excluding covered loans, was commercial real estate, with more than 91% located in the greater Chicago metropolitan and southeastern Wisconsin market areas. The commercial real estate loan portfolio was comprised of $441.3 million related to land, residential and commercial construction, $532.4 million related to office buildings, $524.8 million related to retail, $514.5 million related to industrial use, $316.2 million related to multi-family and $1.0 billion related to mixed use and other use types. In analyzing the commercial real estate market, the Company does not rely upon the assessment of broad market statistical data, in large part because the Company’s market area is diverse and covers many communities, each of which is impacted differently by economic forces affecting the Company’s general market area. As such, the extent of the decline in real estate valuations can vary meaningfully among the different types of commercial and other real estate loans made by the Company. The Company uses its multi-chartered structure and local management knowledge to analyze and manage the local market conditions at each of its banks. Despite these efforts, as of June 30, 2011, the Company had approximately $89.8 million of non-performing commercial real estate loans representing approximately 3% of the total commercial real estate loan portfolio. $39.4 million, or 44%, of the total non-performing commercial real estate loan portfolio related to the land, residential and commercial construction sector which remains under stress due to the significant oversupply of new homes in certain portions of our market area.
- Total non-performing loans (loans on non-accrual status and loans more than 90 days past due and still accruing interest), excluding covered loans, were $156.1 million (of which $89.8 million, or 58%, was related to commercial real estate) at June 30, 2011, an increase of $20.7 million compared to June 30, 2010. Non-performing loans increased as a result of deteriorating real estate conditions and stress in the overall economy.
- The Company’s other real estate owned, excluding covered other real estate owned, decreased by $3.6 million, to $82.8 million during the second quarter of 2011, from $86.4 million at June 30, 2010. This change was largely caused by disposal and resolution of properties. Specifically, the $82.8 million of other real estate owned as of June 30, 2011 was comprised of $16.6 million of residential real estate development property, $59.0 million of commercial real estate property and $7.2 million of residential real estate property.

An acceleration or continuation of real estate valuation and macroeconomic deterioration could result in higher default levels, a significant increase in foreclosure activity, and a material decline in the value of the Company’s assets.

During the quarter, Management continued its strategic efforts to aggressively resolve problem loans through liquidation, rather than retention, of loans or real estate acquired as collateral through the foreclosure process. For more information regarding these efforts, see “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operation—Overview and Strategy” in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2010. The level of loans past due 30 days or more and still accruing interest, excluding covered loans, totaled $159.7 million as of June 30, 2011, increasing $12.8 million compared to the balance of $146.9 million as of December 31, 2010.

At June 30, 2011, the Company had established a $8.1 million estimated liability on loans expected to be repurchased from loans sold to investors. Investors request the Company to indemnify them against losses on certain loans or to repurchase loans which the investors believe do not comply with applicable representations. For more information regarding requests for indemnification on loans sold, see “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operation—Overview and Strategy.”

In addition, during the second quarter of 2011, the Company restructured certain loans by providing economic concessions to borrowers to better align the terms of their loans with their current ability to pay. At June 30, 2011, approximately $103.0 million in loans had terms modified, with $85.8 million of these modified loans in accruing status.

### Trends in Our Three Operating Segments During the Second Quarter

#### Community Banking

*Net interest income and margin.* Net interest income totaled $108.7 million for the second quarter of 2011 compared to $109.6 million for the first quarter of 2011 and $104.3 million for the second quarter of 2010. The net interest margin for the second quarter of 2011 was 3.40% compared to 3.48% for the first quarter of 2011 and 3.43% for the second quarter of 2010. The decrease in net interest margin in the second quarter of 2011 compared to both the first quarter of 2011 and second quarter of 2010 resulted from a decrease in the accretable discount recognized as interest income on the purchased life insurance premium portfolio as prepayments declined, lowering income recognized on prepayments and reducing accretion on the remaining balance of the pool as the estimated remaining life extended.

*Funding mix and related costs.* Community banking profitability has been bolstered in recent quarters as fixed term certificates of deposit have been renewing at lower rates given the historically low interest rate levels in place recently and growth in non-interest bearing deposits as a result of the Company’s commercial banking initiative.

*Level of non-performing loans and other real estate owned.* Given the current economic conditions, these costs, specifically problem loan expenses, have been at elevated levels in recent quarters. Non-performing loans increased in the second quarter of 2011 as compared to the first quarter of 2011 and second quarter of 2010 whereas other real-estate owned decreased in the second quarter of 2011 as compared to the first quarter of 2011 and second quarter of 2010.

*Mortgage banking revenue.* The second quarter of 2011 was characterized by the continuation of an industry wide decline in real-estate loan originations which resulted in a decrease in the Company’s real-estate loan originations in the second quarter of 2011 as compared to the first quarter of 2011 and the second quarter of 2010. The increase in mortgage banking revenue in the second quarter of 2011 as compared to the first quarter of 2011 and the second quarter of 2010 resulted primarily from estimations of fewer loss indemnification requests from investors as well as increased average pricing and fees in the second quarter of 2011.

For more information regarding our community banking business, please see “Overview and Strategy—Community Banking” under “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operation” in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2010.

#### Specialty Finance

*Financing of Commercial Insurance Premiums.* FIFC originated approximately $902.8 million in commercial insurance premium finance loans in the second quarter of 2011 compared to $889.6 million in the first quarter of 2011 and $849.5 million in the second quarter of 2010. FIFC increased originations due to increased market penetration as a result of effective marketing efforts, despite operating in a market where the insurance premiums financed have remained low for a prolonged period of time.

*Financing of Life Insurance Premiums*. FIFC originated approximately $121.1 million in life insurance premium finance loans in the second quarter of 2011 compared to $106.2 million in the first quarter of 2011, and compared to $94.8 million in the second quarter of 2010. Despite the market conditions noted above, FIFC was able to increase originations as a result of its market position, experience and concerted marketing efforts.

For more information regarding our specialty finance business, please see “Overview and Strategy—Specialty Finance” under “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operation” in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2010.

#### Wealth Management Activities

The wealth management segment recorded higher revenues in the second quarter of 2011 compared to the second quarter of 2010 as a result of increased asset valuations due to equity market improvements and growth in the customer base. Additionally, the improvement in the equity markets overall have led to the increase of the brokerage component of wealth management revenue as customer trading activity has increased.

### Acquisition Transactions

In response to market dislocations, during the second quarter and first six months of 2011, the Company continued to engage in a number of opportunistic acquisitions. These transactions, which are described below, included both FDIC-assisted and non-FDIC assisted acquisitions by the Company.

#### FDIC-Assisted Transactions

On February 4, 2011, the Company announced that its wholly-owned subsidiary bank, Northbrook Bank, acquired certain assets and liabilities and the banking operations of Community First Bank-Chicago (“CFBC”) in an FDIC-assisted transaction. CFBC operated one location in Chicago and had approximately $50.9 million in total assets and $48.7 million in total deposits as of the acquisition date. Northbrook Bank acquired substantially all of CFBC’s assets at a discount of approximately 8% and assumed all of the non-brokered deposits at a premium of approximately 0.5%.

On March 25, 2011, the Company announced that its wholly-owned subsidiary bank, Advantage National Bank Group (“Advantage”), acquired certain assets and liabilities and the banking operations of The Bank of Commerce (“TBOC”) in an FDIC-assisted transaction. TBOC operated one location in Wood Dale, Illlinois and had approximately $174.0 million in total assets and $164.7 million in total deposits as of the acquisition date. Advantage acquired substantially all of TBOC’s assets at a discount of approximately 14% and assumed all of the non-brokered deposits at a premium of approximately 0.1%.

Loans comprise the majority of the assets acquired in FDIC-assisted transactions and are subject to loss sharing agreements with the FDIC whereby the FDIC has agreed to reimburse the Company for 80% of losses incurred on the purchased loans, other real estate owned (“OREO”), and certain other assets. The Company refers to the loans subject to loss-sharing agreements as “covered loans.” Covered assets include covered loans, covered OREO and certain other covered assets. At each acquisition date, the Company estimated the fair value of the reimbursable losses, which were approximately $6.7 million and $48.9 million related to the CFBC and TBOC acquisitions, respectively. The agreements with the FDIC require that the Company follow certain servicing procedures or risk losing the FDIC reimbursement of covered asset losses.

The loans covered by the loss sharing agreements are classified and presented as covered loans and the estimated reimbursable losses are recorded as FDIC indemnification assets, both in the Consolidated Statements of Condition. The Company recorded the acquired assets and liabilities at their estimated fair values at the acquisition date. The fair value for loans reflected expected credit losses at the acquisition date, therefore the Company will only recognize a provision for credit losses and charge-offs on the acquired loans for any further credit deterioration. The FDIC-assisted transactions resulted in bargain purchase gains of $2.0 million for CFBC and $8.6 million for TBOC, which are shown as a component of non-interest income on the Company’s Consolidated Statements of Income.

#### Other Transactions

#### Acquisition of Woodfield Planning Corporation

On February 3, 2011, the Company acquired certain assets and assumed certain liabilities of the mortgage banking business of Woodfield Planning Corporation (“Woodfield”) of Rolling Meadows, Illinois. With offices in Rolling Meadows, Illinois and Crystal Lake, Illinois, Woodfield originated approximately $180 million in mortgage loans in 2010.

#### Acquisition of River City Mortgage

On April 13, 2011, the Company announced the acquisition of certain assets and the assumption of certain liabilities of the mortgage banking business of River City Mortgage, LLC (“River City”) of Bloomington, Minnesota. With offices in Minnesota, Nebraska and North Dakota, River City originated nearly $500 million in mortgage loans in 2010.

### RESULTS OF OPERATIONS

### Earnings Summary

The Company’s key operating measures for the three and six month periods ended June 30, 2011, as compared to the same periods last year, are shown below:

*(Dollars in thousands, except per share data)*

|  | Three Months Ended June 30, 2011 | Three Months Ended June 30, 2010 | Percentage (%) or Basis Point (bp) Change |
| --- | ---: | ---: | ---: |
| Net income | **$11,750** | $13,009 | (10)% |
| Net income per common share — Diluted | **0.25** | 0.25 | — |
| Net revenue (1) | **145,358** | 154,750 | (6) |
| Net interest income | **108,706** | 104,314 | 4 |
| Core pre-tax earnings (2) (6) | **52,751** | 47,912 | 10 |
| Net interest margin (2) | 3.40% | 3.43% | (3 )bp |
| Net overhead ratio (3) | **1.72** | 1.26 | 46 |
| Efficiency ratio (2) (4) | **67.22** | 59.72 | 750 |
| Return on average assets | **0.33** | 0.39 | (6) |
| Return on average common equity | **3.05** | 2.98 | 7 |

*(Dollars in thousands, except per share data)*

|  | Six Months Ended June 30, 2011 | Six Months Ended June 30, 2010 | Percentage (%) or Basis Point (bp) Change |
| --- | ---: | ---: | ---: |
| Net income | **$28,152** | $29,027 | (3)% |
| Net income per common share — Diluted | **0.60** | 0.64 | (6) |
| Net revenue (1) | **295,859** | 293,223 | 1 |
| Net interest income | **218,320** | 200,179 | 9 |
| Core pre-tax earnings (2) (6) | **102,295** | 89,990 | 14 |
| Net interest margin (2) | 3.44% | 3.41% | 3 bp |
| Net overhead ratio (3) | **1.69** | 1.30 | 39 |
| Efficiency ratio (2) (4) | **66.11** | 60.13 | 598 |
| Return on average assets | **0.40** | 0.45 | (5) |
| Return on average common equity | **3.76** | 3.86 | (10) |
| **At end of period** |  |  |  |
| Total assets | **$14,615,897** | $13,708,560 | 7% |
| Total loans, excluding loans held-for-sale, excluding covered loans | **9,925,077** | 9,324,163 | 6 |
| Total loans, including loans held-for-sale, excluding covered loans | **10,064,041** | 9,562,144 | 5 |
| Total deposits | **11,259,260** | 10,624,742 | 6 |
| Junior subordinated debentures | **249,493** | 249,493 | — |
| Total shareholders’ equity | **1,473,385** | 1,384,736 | 6 |
| Tangible common equity ratio (TCE) (2) | 7.9% | 6.0% | 190 bp |
| Book value per common share | **33.63** | 35.33 | (5)% |
| Tangible common book value per share | **26.67** | 25.96 | 3 |
| Market price per common share | **32.18** | 33.34 | (3) |
| Excluding covered loans: |  |  |  |
| Allowance for loan losses to total loans (5) | 1.18% | 1.14% | 4 bp |
| Allowance for credit losses to total loans (5) | **1.21** | 1.17 | 4 |
| Non-performing loans to total loans | **1.57** | 1.45 | 12 |

#### (1) Net revenue is net interest income plus non-interest income.

*(2) See following section titled, “Supplementary Financial Measures/Ratios” for additional information on this performance measure/ratio.*

*(3) The net overhead ratio is calculated by netting total non-interest expense and total non-interest income, annualizing this amount, and dividing by that period’s total average assets. A lower ratio indicates a higher degree of efficiency.*

*(4) The efficiency ratio is calculated by dividing total non-interest expense by tax-equivalent net revenues (less securities gains or losses). A lower ratio indicates more efficient revenue generation.*

*(5) The allowance for credit losses includes both the allowance for loan losses and the allowance for lending-related commitments.*

*(6) Core pre-tax earnings is adjusted to exclude the provision for credit losses and certain significant items.*

46

Certain returns, yields, performance ratios, and quarterly growth rates are “annualized” in this presentation and throughout this report to represent an annual time period. This is done for analytical purposes to better discern for decision-making purposes underlying performance trends when compared to full-year or year-over-year amounts. For example, balance sheet growth rates are most often expressed in terms of an annual rate. As such, 5% growth during a quarter would represent an annualized growth rate of 20%.

### Supplemental Financial Measures/Ratios

The accounting and reporting policies of Wintrust conform to generally accepted accounting principles (“GAAP”) in the United States and prevailing practices in the banking industry. However, certain non-GAAP performance measures and ratios are used by management to evaluate and measure the Company’s performance. These include taxable-equivalent net interest income (including its individual components), net interest margin (including its individual components), the efficiency ratio, tangible common equity ratio, tangible common book value per share and core pre-tax earnings. Management believes that these measures and ratios provide users of the Company’s financial information a more meaningful view of the performance of the interest-earning assets and interest-bearing liabilities and of the Company’s operating efficiency. Other financial holding companies may define or calculate these measures and ratios differently.

Management reviews yields on certain asset categories and the net interest margin of the Company and its banking subsidiaries on a fully taxable-equivalent (“FTE”) basis. In this non-GAAP presentation, net interest income is adjusted to reflect tax-exempt interest income on an equivalent before-tax basis. This measure ensures comparability of net interest income arising from both taxable and tax-exempt sources. Net interest income on a FTE basis is also used in the calculation of the Company’s efficiency ratio. The efficiency ratio, which is calculated by dividing non-interest expense by total taxable-equivalent net revenue (less securities gains or losses), measures how much it costs to produce one dollar of revenue. Securities gains or losses are excluded from this calculation to better match revenue from daily operations to operational expenses. Management considers the tangible common equity ratio and tangible book value per common share as useful measurements of the Company’s equity. Core pre-tax earnings is a significant metric in assessing the Company’s core operating performance. Core pre-tax earnings is adjusted to exclude the provision for credit losses and certain significant items.

A reconciliation of certain non-GAAP performance measures and ratios used by the Company to evaluate and measure the Company’s performance to the most directly comparable GAAP financial measures is shown below:

*(Dollars in thousands)*

| Calculation of Net Interest Margin and Efficiency Ratio | Three Months Ended June 30, 2011 | 2010 | Six Months Ended June 30, 2011 | 2010 |
| --- | ---: | ---: | ---: | ---: |
| **(A) Interest Income (GAAP)** | **$145,445** | $149,248 | **$293,225** | $291,743 |
| Taxable-equivalent adjustment: |  |  |  |  |
| - Loans | **110** | 90 | **226** | 169 |
| - Liquidity management assets | **296** | 366 | **591** | 727 |
| - Other earning assets | **2** | 5 | **5** | 10 |
| Interest Income — FTE | **$145,853** | $149,709 | **$294,047** | $292,649 |
| **(B) Interest Expense (GAAP)** | **36,739** | 44,934 | **74,905** | 91,564 |
| Net interest income — FTE | **109,114** | 104,775 | **219,142** | 201,085 |
| **(C) Net Interest Income (GAAP) (A minus B)** | **$108,706** | $104,314 | **$218,320** | $200,179 |
| **(D) Net interest margin (GAAP)** | **3.38%** | 3.42% | **3.42%** | 3.39% |
| Net interest margin — FTE | **3.40%** | 3.43% | **3.44%** | 3.41% |
| **(E) Efficiency ratio (GAAP)** | **67.41%** | 59.90% | **66.30%** | 60.32% |
| **Efficiency ratio — FTE** | **67.22%** | 59.72% | **66.11%** | 60.13% |
| **Calculation of Tangible Common Equity ratio (at period end)** |  |  |  |  |
| Total shareholders’ equity | **$1,473,386** | $1,384,736 |  |  |
| Less: Preferred stock | **(49,704)** | (286,460) |  |  |
| Less: Intangible assets | **(294,833)** | (291,300) |  |  |
| (F) Total tangible shareholders equity | **$1,128,849** | $806,976 |  |  |
| Total assets | **$14,615,897** | $13,708,560 |  |  |
| Less: Intangible assets | **(294,833)** | (291,300) |  |  |
| (G) Total tangible assets | **$14,321,064** | $13,417,260 |  |  |
| **Tangible common equity ratio (F/G)** | **7.9%** | 6.0% |  |  |
| **Calculation of Core Pre-Tax Earnings** |  |  |  |  |
| Income before taxes | **$18,965** | $20,790 | **$46,013** | $46,280 |
| Add: Provision for credit losses | **29,187** | 41,297 | **54,531** | 70,342 |
| Add: OREO expenses, net | **6,577** | 5,843 | **12,385** | 7,181 |
| Add: Recourse obligation on loans previously sold | **(916)** | 4,721 | **(813)** | 8,173 |
| Add: Covered loan expense | **806** | 184 | **1,551** | 184 |
| Less: Gain on bargain purchases | **(746)** | (26,494) | **(10,584)** | (37,388) |
| Less: Trading losses (gains) | **30** | 1,617 | **470** | (4,344) |
| Less: (Gains) on available-for-sale securities, net | **(1,152)** | (46) | **(1,258)** | (438) |
| **Core pre-tax earnings** | **$52,751** | $47,912 | **$102,295** | $89,990 |
| **Calculation of book value per share** |  |  |  |  |
| Total shareholders’ equity | **$1,473,386** | $1,384,736 |  |  |
| Less: Preferred stock | **(49,704)** | (286,460) |  |  |
| (H) Total common equity | **$1,423,682** | $1,098,276 |  |  |
| Actual common shares outstanding | **34,988** | 31,084 |  |  |
| Add: TEU conversion shares | **7,342** | — |  |  |
| (I) Common shares used for book value calculation | **42,330** | 31,084 |  |  |
| **Book value per share (H/I)** | **$33.63** | $35.33 |  |  |
| **Tangible common book value per share (F/I)** | **$26.67** | $25.96 |  |  |

48

### Critical Accounting Policies

The Company’s Consolidated Financial Statements are prepared in accordance with generally accepted accounting principles in the United States and prevailing practices of the banking industry. Application of these principles requires management to make estimates, assumptions, and judgments that affect the amounts reported in the financial statements and accompanying notes. Certain policies and accounting principles inherently have a greater reliance on the use of estimates, assumptions and judgments, and as such have a greater possibility that changes in those estimates and assumptions could produce financial results that are materially different than originally reported. Estimates, assumptions and judgments are necessary when assets and liabilities are required to be recorded at fair value, when a decline in the value of an asset not carried on the financial statements at fair value warrants an impairment write-down or valuation reserve to be established, or when an asset or liability needs to be recorded contingent upon a future event, are based on information available as of the date of the financial statements; accordingly, as information changes, the financial statements could reflect different estimates and assumptions. Management views critical accounting policies to be those which are highly dependent on subjective or complex judgments, estimates and assumptions, and where changes in those estimates and assumptions could have a significant impact on the financial statements. Management currently views critical accounting policies to include the determination of the allowance for loan losses, covered loan losses, and the allowance for losses on lending-related commitments, estimations of fair value, the valuations required for impairment testing of goodwill, the valuation and accounting for derivative instruments and income taxes as the accounting areas that require the most subjective and complex judgments, and as such could be most subject to revision as new information becomes available. For a more detailed discussion on these critical accounting policies, see “Summary of Critical Accounting Policies” beginning on page 45 of the Company’s 2010 Form 10-K.

### Net Income

Net income for the quarter ended June 30, 2011 totaled $11.8 million, a decrease of $1.3 million, or 10%, compared to the second quarter of 2010, and a decrease of approximately $4.7 million, or 28%, compared to the first quarter of 2011. On a per share basis, net income for the second quarter of 2011 and the second quarter of 2010 totaled $0.25 per diluted common share. Net income per diluted common share in the second quarter of 2011 decreased $0.11, compared to $0.36 per diluted common share in the first quarter of 2011. Average common shares and dilutive common shares in the second quarter of 2011 increased by approximately 11.1 million shares, or 34%, compared to the same period in 2010.

The most significant factors impacting net income for the second quarter of 2011 as compared to the same period in the prior year include a decrease in bargain purchase gains recognized and an increase in salary expense incurred in the current quarter, offset by a decrease in the quarterly loan loss provision, reduced costs on interest-bearing deposits as rates declined, as well as increases in wealth management and mortgage banking revenues. The return on average common equity for the second quarter of 2011 was 3.05%, compared to 2.98% for the prior year second quarter and 4.49% for the first quarter of 2011.

### Net Interest Income

The primary source of the Company’s revenue is net interest income. Net interest income is the difference between interest income and fees on earnings assets, such as loans and securities, and interest expense on the liabilities to fund those assets, including interest bearing deposits and other borrowings. The amount of net interest income is affected by both changes in the level of interest rates and the amount and composition of earning assets and interest bearing liabilities. Net interest margin represents tax-equivalent net interest income as a percentage of the average earning assets during the period.

#### Quarter Ended June 30, 2011 compared to the Quarter Ended June 30, 2010

The following table presents a summary of the Company’s net interest income and related net interest margin, calculated on a fully taxable equivalent basis, for the second quarter of 2011 as compared to the second quarter of 2010 (linked quarters):

*(Dollars in thousands)*

|  | For the Three Months Ended June 30, 2011 Average | Interest | Rate | For the Three Months Ended June 30, 2010 Average | Interest | Rate |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Liquidity management assets (1) (2) (7) | **$2,591,398** | **$13,198** | 2.04% | $2,613,179 | $13,305 | 2.04% |
| Other earning assets (2) (3) (7) | **28,886** | **208** | **2.89** | 62,874 | 515 | 3.28 |
| Loans, net of unearned income (2) (4) (7) | **9,859,789** | **124,047** | **5.05** | 9,356,033 | 133,207 | 5.71 |
| Covered loans | **418,129** | **8,400** | **8.06** | 210,030 | 2,682 | 5.12 |
| Total earning assets (7) | **$12,898,202** | **$145,853** | 4.54% | $12,242,116 | $149,709 | 4.91% |
| Allowance for loan losses | **(125,537)** |  |  | (108,764) |  |  |
| Cash and due from banks | **135,670** |  |  | 137,531 |  |  |
| Other assets | **1,196,801** |  |  | 1,119,654 |  |  |
| Total assets | **$14,105,136** |  |  | $13,390,537 |  |  |
| Interest-bearing deposits | **$9,491,778** | **$22,404** | 0.95% | $9,348,541 | $31,626 | 1.36% |
| Federal Home Loan Bank advances | **421,502** | **4,010** | **3.82** | 417,835 | 4,094 | 3.93 |
| Notes payable and other borrowings | **338,304** | **2,715** | **3.22** | 217,751 | 1,439 | 2.65 |
| Secured borrowings — owed to securitization investors | **600,000** | **2,994** | **2.00** | 600,000 | 3,115 | 2.08 |
| Subordinated notes | **45,440** | **194** | **1.69** | 57,198 | 256 | 1.77 |
| Junior subordinated notes | **249,493** | **4,422** | **7.01** | 249,493 | 4,404 | 6.98 |
| Total interest-bearing liabilities | **$11,146,517** | **$36,739** | 1.32% | $10,890,818 | $44,934 | 1.65% |
| Non-interest bearing deposits | **1,349,549** |  |  | 932,046 |  |  |
| Other liabilities | **148,999** |  |  | 195,984 |  |  |
| Equity | **1,460,071** |  |  | 1,371,689 |  |  |
| Total liabilities and shareholders’ equity | **$14,105,136** |  |  | $13,390,537 |  |  |
| Interest rate spread (5) (7) |  |  | 3.22% |  |  | 3.26% |
| Net free funds/contribution (6) | **$1,751,685** |  | 0.18% | $1,351,298 |  | 0.17% |
| Net interest income/Net interest margin (7) |  | **$109,114** | 3.40% |  | $104,775 | 3.43% |

(1) Liquidity management assets include available-for-sale securities, interest earning deposits with banks, federal funds sold and securities purchased under resale agreements.

(2) Interest income on tax-advantaged loans, trading securities and securities reflects a tax-equivalent adjustment based on a marginal federal corporate tax rate of 35%. The total adjustments for the three months ended June 30, 2011 and 2010 were $408,000 and $461,000, respectively.

(3) Other earning assets include brokerage customer receivables and trading account securities.

(4) Loans, net of unearned income, include loans held-for-sale and non-accrual loans.

(5) Interest rate spread is the difference between the yield earned on earning assets and the rate paid on interest-bearing liabilities.

(6) Net free funds are the difference between total average earning assets and total average interest-bearing liabilities. The estimated contribution to net interest margin from net free funds is calculated using the rate paid for total interest-bearing liabilities.

(7) See “Supplemental Financial Measures/Ratios” for additional information on this performance ratio.

The net interest margin decreased three basis points in the second quarter of 2011 compared to the second quarter of 2010. The driver of this decline was a $6.6 million decrease in accretable discount recognized as interest income on the purchased life insurance premium portfolio as prepayments declined, lowering income recognized on prepayments and reducing accretion on the remaining balance of the pool as the estimated remaining life extended. The cost of interest-bearing deposits declined 41 basis points from the second quarter of 2010 to the second quarter of 2011.

#### Quarter Ended June 30, 2011 compared to the Quarter Ended March 31, 2011

The following table presents a summary of the Company’s net interest income and related net interest margin, calculated on a fully taxable equivalent basis, for the second quarter of 2011 as compared to the first quarter of 2011 (sequential quarters):

*(Dollars in thousands)*

|  | For the Three Months Ended June 30, 2011 Average | Interest | Rate | For the Three Months Ended March 31, 2011 Average | Interest | Rate |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Liquidity management assets (1) (2) (7) | **$2,591,398** | **$13,198** | 2.04% | $2,632,012 | $11,354 | 1.75% |
| Other earning assets (2) (3) (7) | **28,886** | **208** | **2.89** | 27,718 | 181 | 2.65 |
| Loans, net of unearned income (2) (4) (7) | **9,859,789** | **124,047** | **5.05** | 9,849,309 | 129,587 | 5.34 |
| Covered loans | **418,129** | **8,400** | **8.06** | 326,571 | 7,072 | 8.78 |
| Total earning assets (7) | **$12,898,202** | **$145,853** | 4.54% | $12,835,610 | $148,194 | 4.68% |
| Allowance for loan losses | **(125,537)** |  |  | (118,610) |  |  |
| Cash and due from banks | **135,670** |  |  | 152,264 |  |  |
| Other assets | **1,196,801** |  |  | 1,149,261 |  |  |
| Total assets | **$14,105,136** |  |  | $14,018,525 |  |  |
| Interest-bearing deposits | **$9,491,778** | **$22,404** | 0.95% | $9,542,637 | $23,956 | 1.02% |
| Federal Home Loan Bank advances | **421,502** | **4,010** | **3.82** | 416,021 | 3,958 | 3.86 |
| Notes payable and other borrowings | **338,304** | **2,715** | **3.22** | 266,379 | 2,630 | 4.00 |
| Secured borrowings — owed to securitization investors | **600,000** | **2,994** | **2.00** | 600,000 | 3,040 | 2.05 |
| Subordinated notes | **45,440** | **194** | **1.69** | 50,000 | 212 | 1.69 |
| Junior subordinated notes | **249,493** | **4,422** | **7.01** | 249,493 | 4,370 | 7.01 |
| Total interest-bearing liabilities | **$11,146,517** | **$36,739** | 1.32% | $11,124,530 | $38,166 | 1.39% |
| Non-interest bearing deposits | **1,349,549** |  |  | 1,261,374 |  |  |
| Other liabilities | **148,999** |  |  | 194,752 |  |  |
| Equity | **1,460,071** |  |  | 1,437,869 |  |  |
| Total liabilities and shareholders’ equity | **$14,105,136** |  |  | $14,018,525 |  |  |
| Interest rate spread (5) (7) |  |  | 3.22% |  |  | 3.29% |
| Net free funds/contribution (6) | **$1,751,685** |  | 0.18% | $1,711,080 |  | 0.19% |
| Net interest income/Net interest margin (7) |  | **$109,114** | 3.40% |  | $110,028 | 3.48% |

(1) Liquidity management assets include available-for-sale securities, interest earning deposits with banks, federal funds sold and securities purchased under resale agreements.

(2) Interest income on tax-advantaged loans, trading securities and securities reflects a tax-equivalent adjustment based on a marginal federal corporate tax rate of 35%. The total adjustments for the three months ended June 30, 2011 and March 31, 2011 were $408,000 and $414,000, respectively.

(3) Other earning assets include brokerage customer receivables and trading account securities.

(4) Loans, net of unearned income, include loans held-for-sale and non-accrual loans.

(5) Interest rate spread is the difference between the yield earned on earning assets and the rate paid on interest-bearing liabilities.

(6) Net free funds are the difference between total average earning assets and total average interest-bearing liabilities. The estimated contribution to net interest margin from net free funds is calculated using the rate paid for total interest-bearing liabilities.

(7) See “Supplemental Financial Measures/Ratios” for additional information on this performance ratio.

The net interest margin for the second quarter of 2011 was 3.40% compared to 3.48% in the first quarter of 2011. The eight basis point decrease in net interest margin in the second quarter of 2011 compared to the first quarter of 2011 resulted from a $4.0 million decrease in accretable discount recognized as interest income on the purchased life insurance premium portfolio as prepayments declined, lowering income recognized on prepayments and reducing accretion on the remaining balance of the pool as the estimated remaining life extended. The impact of the accretable discount recognized as interest income decline was partially offset by continued lower repricing on interest-bearing deposits in the second quarter improved the net interest margin. The cost of interest-bearing deposits declined seven basis points in the second quarter. The Company continues to see a beneficial shift in its deposit mix as average non-interest bearing deposits comprised 12.4% of total average deposits in the second quarter of 2011 compared to 11.7% in the first quarter of 2011.

#### Six months ended June 30, 2011 compared to the six months ended June 30, 2010

The following table presents a summary of the Company’s net interest income and related net interest margin, calculated on a fully taxable equivalent basis, for the first six months of 2011 as compared to the first six months of 2010 (sequential quarters):

*(Dollars in thousands)*

|  | For the Six Months Ended June 30, 2011 Average | Interest | Rate | For the Six Months Ended June 30, 2010 Average | Interest | Rate |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Liquidity management assets (1) (2) (7) | **$2,608,863** | **$24,552** | 1.90% | $2,485,713 | $26,459 | 2.15% |
| Other earning assets (2) (3) (7) | **28,305** | **389** | **2.77** | 58,291 | 679 | 2.35 |
| Loans, net of unearned income (2) (4) (7) | **9,854,578** | **253,634** | **5.19** | 9,253,693 | 262,829 | 5.73 |
| Covered loans | **372,608** | **15,472** | **8.37** | 105,595 | 2,682 | 5.12 |
| Total earning assets (7) | **$12,864,354** | **$294,047** | 4.61% | $11,903,292 | $292,649 | 4.96% |
| Allowance for loan losses | **(122,093)** |  |  | (108,019) |  |  |
| Cash and due from banks | **143,921** |  |  | 125,589 |  |  |
| Other assets | **1,173,157** |  |  | 1,072,194 |  |  |
| Total assets | **$14,059,339** |  |  | $12,993,056 |  |  |
| Interest-bearing deposits | **$9,514,337** | **$46,360** | 0.98% | $9,084,587 | $64,838 | 1.44% |
| Federal Home Loan Bank advances | **418,777** | **7,968** | **3.84** | 423,484 | 8,440 | 4.02 |
| Notes payable and other borrowings | **302,540** | **5,345** | **3.56** | 221,812 | 2,901 | 2.64 |
| Secured borrowings — owed to securitization investors | **600,000** | **6,034** | **2.03** | 600,000 | 6,109 | 2.05 |
| Subordinated notes | **47,707** | **406** | **1.69** | 58,591 | 497 | 1.69 |
| Junior subordinated notes | **249,493** | **8,792** | **7.01** | 249,493 | 8,779 | 7.00 |
| Total interest-bearing liabilities | **$11,132,854** | **$74,905** | 1.35% | $10,637,967 | $91,564 | 1.73% |
| Non-interest bearing liabilities | **1,305,705** |  |  | 895,650 |  |  |
| Other liabilities | **171,749** |  |  | 174,979 |  |  |
| Equity | **1,449,031** |  |  | 1,284,460 |  |  |
| Total liabilities and shareholders’ equity | **$14,059,339** |  |  | $12,993,056 |  |  |
| Interest rate spread (5) (7) |  |  | 3.26% |  |  | 3.23% |
| Net free funds/contribution (6) | **$1,731,500** |  | 0.18% | $1,265,325 |  | 0.18% |
| Net interest income/Net interest margin (7) |  | **$219,142** | 3.44% |  | $201,085 | 3.41% |

(1) Liquidity management assets include available-for-sale securities, interest earning deposits with banks, federal funds sold and securities purchased under resale agreements.

(2) Interest income on tax-advantaged loans, trading securities and securities reflects a tax-equivalent adjustment based on a marginal federal corporate tax rate of 35%. The total adjustments for the six months ended June 30, 2011 and 2010 were $822,000 and $906,000, respectively.

(3) Other earning assets include brokerage customer receivables and trading account securities.

(4) Loans, net of unearned income, include loans held-for-sale and non-accrual loans.

(5) Interest rate spread is the difference between the yield earned on earning assets and the rate paid on interest-bearing liabilities.

(6) Net free funds are the difference between total average earning assets and total average interest-bearing liabilities. The estimated contribution to net interest margin from net free funds is calculated using the rate paid for total interest-bearing liabilities.

(7) See “Supplemental Financial Measures/Ratios” for additional information on this performance ratio.

The net interest margin for the first six months of 2011 was 3.44%, compared to 3.41% in the first six months of 2010. Average earning assets for the first six months of 2011 increased by $961.1 million compared to the first six months of 2010. This average earning asset growth was primarily a result of the $600.9 million increase in average loans, $267.0 million of average covered loan growth from the FDIC-assisted bank acquisitions and a $93.2 million increase in liquidity management and other earning assets. Growth in the life insurance premium finance portfolio of $309.7 million and growth in the commercial and industrial portfolio of $96.8 million accounted for the bulk of the total average loan growth over the past 12 months. The average earning asset growth of $961.1 million over the past 12 months was primarily funded by a $404.6 million increase in the average balances of savings, NOW, MMA and Wealth Management deposits and an increase in the average balance of net free funds of $466.2 million.

#### Analysis of Changes in Tax-equivalent Net Interest Income

The following table presents an analysis of the changes in the Company’s tax-equivalent net interest income comparing the three month periods ended June 30, 2011 and March 31, 2011, the six month periods ended June 30, 2011 and June 30, 2010 and the three month periods ended June 30, 2011 and June 30, 2010. The reconciliations set forth the changes in the tax-equivalent net interest income as a result of changes in volumes, changes in rates and differing number of days in each period:

*(Dollars in thousands)*

|  | Second Quarter of 2011 Compared to First Quarter of 2011 | First Six Months of 2011 Compared to First Six Months of 2010 | Second Quarter of 2011 Compared to Second Quarter of 2010 |
| --- | ---: | ---: | ---: |
| Tax-equivalent net interest income for comparative period | $110,028 | $201,085 | $104,775 |
| Change due to mix and growth of earning assets and interest-bearing liabilities (volume) | 1,326 | 23,479 | 8,707 |
| Change due to interest rate fluctuations (rate) | (3,449) | (5,422) | (4,368) |
| Change due to number of days in each period | 1,209 | — | — |
| Tax-equivalent net interest income for the period ended June 30, 2011 | $109,114 | $219,142 | $109,114 |

53

### Non-interest Income

For the second quarter of 2011, non-interest income totaled $36.7 million, a decrease of $13.8 million, or 27%, compared to the second quarter of 2010. On a year-to-date basis, non-interest income for the first six months of 2011 totaled $77.5 million and decreased $15.5 million, or 17%, over the same period in 2010. The decrease was primarily attributable to lower bargain purchase gains, partially offset by increases in wealth management revenue, mortgage banking revenue and fees from covered call options.

The following table presents non-interest income by category for the periods presented:

*(Dollars in thousands)*

|  | Three Months Ended June 30, 2011 | 2010 | $% Change | Change |
| --- | ---: | ---: | ---: | ---: |
| Brokerage | **$6,208** | $5,712 | $496 | 9 |
| Trust and asset management | **4,393** | 3,481 | 912 | 26 |
| Total wealth management | **10,601** | 9,193 | 1,408 | 15 |
| Mortgage banking | **12,817** | 7,985 | 4,832 | 61 |
| Service charges on deposit accounts | **3,594** | 3,371 | 223 | 7 |
| Gains on available-for-sale securities | **1,152** | 46 | 1,106 | NM |
| Gain on bargain purchases | **746** | 26,494 | (25,748) | (97) |
| Trading losses | **(30)** | (1,617) | 1,587 | 98 |
| Other: |  |  |  |  |
| Fees from covered call options | **2,287** | 169 | 2,118 | NM |
| Bank Owned Life Insurance | **661** | 418 | 243 | 58 |
| Administrative services | **781** | 708 | 73 | 10 |
| Miscellaneous | **4,043** | 3,669 | 374 | 10 |
| Total Other | **7,772** | 4,964 | 2,808 | 57 |
| **Total Non-Interest Income** | **$36,652** | $50,436 | $(13,784) | (27) |

*(Dollars in thousands)*

|  | Six Months Ended June 30 2011 | 2010 | $% Change | Change |
| --- | ---: | ---: | ---: | ---: |
| Brokerage | **$12,533** | $11,266 | $1,267 | 11 |
| Trust and asset management | **8,304** | 6,594 | 1,710 | 26 |
| Total wealth management | **20,837** | 17,860 | 2,977 | 17 |
| Mortgage banking | **24,448** | 17,713 | 6,735 | 38 |
| Service charges on deposit accounts | **6,905** | 6,703 | 202 | 3 |
| Gains on available-for-sale securities | **1,258** | 438 | 820 | NM |
| Gain on bargain purchases | **10,584** | 37,388 | (26,804) | (72) |
| Trading (losses) gains | **(470)** | 4,344 | (4,814) | NM |
| Other: |  |  |  |  |
| Fees from covered call options | **4,757** | 459 | 4,298 | NM |
| Bank Owned Life Insurance | **1,537** | 1,041 | 496 | 48 |
| Administrative services | **1,498** | 1,289 | 209 | 16 |
| Miscellaneous | **6,185** | 5,809 | 376 | 6 |
| Total Other | **13,977** | 8,598 | 5,379 | 63 |
| **Total Non-Interest Income** | **$77,539** | $93,044 | $(15,505) | (17) |

NM — Not Meaningful

The significant changes in non-interest income for the three and six month periods ended June 30, 2011 compared to same periods in the prior year are discussed below.

Wealth management revenue is comprised of the trust and asset management revenue of The Chicago Trust Company and the asset management fees, brokerage commissions, trading commissions and insurance product commissions at Wayne Hummer Investments and Great Lakes Advisors. Wealth management revenue totaled $10.6 million in the second quarter of 2011 and $9.2 million in the second quarter of 2010, an increase of 15%. On a year-to-date basis, wealth management revenues have totaled $20.8 million in 2011, compared to $17.9 million in 2010. Increased asset valuations due to equity market improvements and growth in the customer base over the three and six month periods have helped revenue growth from trust and asset management activities. Additionally, the improvement in the equity markets overall have led to the increase of the brokerage component of wealth management revenue as customer trading activity has increased.

Mortgage banking revenue includes revenue from activities related to originating, selling and servicing residential real estate loans for the secondary market. For the quarter ended June 30, 2011, mortgage banking revenue totaled $12.8 million, an increase of $4.8 million when compared to the second quarter of 2010. For the six months ended June 30, 2011, mortgage banking revenue totaled $24.4 million as compared to $17.7 million for the six months ended June 30, 2010. Mortgages originated and sold totaled $459 million in the second quarter of 2011 compared to $732 million in the second quarter of 2010. The increase in mortgage banking revenue in 2011 on a quarter and year-to-date basis resulted primarily from estimations of fewer loss indemnification requests from investors. The Company enters into residential mortgage loan sale agreements with investors in the normal course of business. These agreements provide recourse to investors through certain representations concerning credit information, loan documentation, collateral and insurability. Investors request the Company to indemnify them against losses on certain loans or to repurchase loans which the investors believe do not comply with applicable representations. An increase in requests for loss indemnification can negatively impact mortgage banking revenue as additional recourse expense. The loss reserves established for loans expected to be repurchased is based on trends in repurchase and indemnification requests, actual loss experience, known and inherent risks in the loans that have been sold, and current economic conditions.

A summary of the mortgage banking revenue components is shown below:

### Mortgage banking revenue

*(Dollars in thousands)*

|  | Three Months Ended June 30, 2011 | 2010 | Six Months Ended June 30, 2011 | 2010 |
| --- | ---: | ---: | ---: | ---: |
| **Mortgage loans originated and sold** | **$458,538** | $732,464 | **$1,020,626** | $1,419,144 |
| **Mortgage loans serviced** | **943,542** | 756,451 |  |  |
| **Fair value of mortgage servicing rights (MSRs)** | **8,762** | 5,347 |  |  |
| **MSRs as a percentage of loans serviced** | **0.93%** | 0.71% |  |  |
| Gain on sales of loans and other fees | **$13,037** | $14,485 | **$24,630** | $28,203 |
| Mortgage servicing rights fair value adjustments | **(1,136)** | (1,779) | **(995)** | (2,317) |
| Recourse obligation on loans previously sold | **916** | (4,721) | **813** | (8,173) |
| **Total mortgage banking revenue** | **$12,817** | $7,985 | **$24,448** | $17,713 |
| **Gain on sales of loans and other fees as a percentage of loans sold** | **2.84%** | 1.98% | **2.41%** | 1.99% |

The gain on bargain purchases of $10.6 million recognized in the first six months of 2011 relates to the FDIC-assisted acquisitions of TBOC by Advantage and CFBC by Northbrook in the first quarter of 2011, see Note 3 of the Financial Statements presented under Item 1 of this report for details of FDIC-assisted acquisitions. The gain on bargain purchases of $37.4 in the first six months of 2010 relate to the FDIC acquisitions in the second quarter of 2010 and gains of $10.9 million related to loans acquired in the Company’s acquisition of a life insurance premium finance loan portfolio.

Trading losses of $30,000 were recognized by the Company in the second quarter of 2011 compared to losses of $1.6 million in the second quarter of 2010. On a year-to-date basis, trading losses totaled $470,000 in 2011 compared to trading gains of $4.3 million in the first six months of 2010. Lower trading income in 2011 resulted primarily from realizing larger market value increases in the prior year on certain collateralized mortgage obligations held in trading.

Other non-interest income for the second quarter of 2011 totaled $7.8 million and $14.0 million for the first six months of 2011, compared to $5.0 million and $8.6 million for the first three and six month periods of 2010, respectively. Fees from certain covered call option transactions increased by $2.1 million in the second quarter of 2011 and $4.3 million in the first six months of 2011 as compared to the same periods in the prior year. Compression in the net interest margin has historically been and continues to be effectively offset by the Company’s covered call strategy.

### Non-interest Expense

Non-interest expense for the second quarter of 2011 totaled $97.2 million and increased approximately $4.5 million, or 5%, compared to the second quarter of 2010. On a year-to-date basis, non-interest expense for the first six months of 2011 totaled $195.3 million and increased $18.7 million, or 11%, over the same period in 2010.

The following table presents non-interest expense by category for the periods presented:

*(Dollars in thousands)*

| Salaries and employee benefits: | Three Months Ended June 30, 2011 | 2010 | $% Change | Change |
| --- | ---: | ---: | ---: | ---: |
| Salaries | **$32,008** | $28,714 | 3,294 | 11 |
| Commissions and bonus | **10,760** | 12,967 | (2,207) | (17) |
| Benefits | **10,311** | 8,968 | 1,343 | 15 |
| Total salaries and employee benefits | **53,079** | 50,649 | 2,430 | 5 |
| Equipment | **4,409** | 4,046 | 363 | 9 |
| Occupancy, net | **6,772** | 6,033 | 739 | 12 |
| Data processing | **3,147** | 3,669 | (522) | (14) |
| Advertising and marketing | **1,440** | 1,470 | (30) | (2) |
| Professional fees | **4,533** | 3,957 | 576 | 15 |
| Amortization of other intangible assets | **704** | 674 | 30 | 4 |
| FDIC insurance | **3,281** | 5,005 | (1,724) | (34) |
| OREO expenses, net | **6,577** | 5,843 | 734 | 13 |
| Other: |  |  |  |  |
| Commissions - 3rd party brokers | **991** | 1,097 | (106) | (10) |
| Postage | **1,170** | 1,229 | (59) | (5) |
| Stationery and supplies | **888** | 761 | 127 | 17 |
| Miscellaneous | **10,215** | 8,230 | 1,985 | 24 |
| Total other | **13,264** | 11,317 | 1,947 | 17 |
| **Total Non-Interest Expense** | **$97,206** | $92,663 | $4,543 | 5 |

*(Dollars in thousands)*

| Salaries and employee benefits: | Six Months Ended June 30 2011 | 2010 | $% Change | Change |
| --- | ---: | ---: | ---: | ---: |
| Salaries | **$65,143** | $57,797 | 7,346 | 13 |
| Commissions and bonus | **21,474** | 22,698 | (1,224) | (5) |
| Benefits | **22,561** | 19,226 | 3,335 | 17 |
| Total salaries and employee benefits | **109,178** | 99,721 | 9,457 | 9 |
| Equipment | **8,673** | 7,941 | 732 | 9 |
| Occupancy, net | **13,277** | 12,263 | 1,014 | 8 |
| Data processing | **6,670** | 7,076 | (406) | (6) |
| Advertising and marketing | **3,054** | 2,784 | 270 | 10 |
| Professional fees | **8,079** | 7,064 | 1,015 | 14 |
| Amortization of other intangible assets | **1,393** | 1,319 | 74 | 6 |
| FDIC insurance | **7,799** | 8,814 | (1,015) | (12) |
| OREO expenses, net | **12,385** | 7,181 | 5,204 | 72 |
| Other: |  |  |  |  |
| Commissions - 3rd party brokers | **2,021** | 2,058 | (37) | (2) |
| Postage | **2,248** | 2,339 | (91) | (4) |
| Stationery and supplies | **1,728** | 1,493 | 235 | 16 |
| Miscellaneous | **18,810** | 16,548 | 2,262 | 14 |
| Total other | **24,807** | 22,438 | 2,369 | 11 |
| **Total Non-Interest Expense** | **$195,315** | $176,601 | $18,714 | 11 |

56

The significant changes in non-interest expense for the three and six month periods ended June 30, 2011 compared to same periods in the prior year are discussed below.

Salaries and employee benefits comprised 55% of total non-interest expense in both the second quarter of 2011 and 2010. Salaries and employee benefits expense increased $2.4 million, or 5%, in the second quarter of 2011 compared to the second quarter of 2010 primarily as a result of a $3.3 million increase in salaries caused by the addition of employees from the FDIC-assisted transactions and larger staffing as the Company grows and a $1.3 million increase from employee benefits (primarily health plan and payroll taxes related), partially offset by a $2.2 million decrease in bonus and commissions attributable to variable pay based revenue. On a year-to-date basis, salaries and employee benefits expense increased $9.5 million, or 9%, in the first six months of 2011 compared to the first six months of 2010, primarily as a result of a $7.3 million increase in salaries caused by the addition of employees from the FDIC-assisted transactions and larger staffing as the Company grows and a $3.3 million increase from employee benefits (primarily health plan and payroll taxes related), partially offset by a $1.2 million decrease in bonus and commissions attributable to variable pay based revenue.

Occupancy expense includes depreciation on premises, real estate taxes, utilities and maintenance of premises, as well as net rent expense for leased premises. For the second quarter of 2011 occupancy expense was $6.8 million, an increase of $739,000, or 12%, compared to the same period in 2010. For the first six months of 2011, occupancy expense was $13.3 million, an increase of $1.0 million compared to the same period in 2010. These increases are primarily the result of rent expense on additional leased premises and depreciation on owned locations which were obtained in the FDIC-assisted acquisitions.

Data processing expenses decreased $522,000 and $406,000 in the first three and six month periods of 2011 compared to the same periods of 2010, respectively. The decrease in data processing expenses is related to more favorable terms from third-party providers.

Professional fees include legal, audit and tax fees, external loan review costs and normal regulatory exam assessments. Professional fees for the second quarter of 2011 were $4.5 million, an increase of $576,000, or 15%, compared to the same period in 2010. On a year-to-date basis, professional fees increased $1.0 million to $8.1 million for the first six months of 2011 compared to $7.1 million for the first six months of 2010. These increases are primarily a result of increased legal costs related to non-performing assets and recent bank acquisitions.

FDIC insurance expense for the second quarter of 2011 was $3.3 million, a decrease of $1.7 million, or 34%, compared to the same period in 2010. Additionally, on a year-to-date basis, FDIC insurance expense decreased $1.0 million to $7.8 million for the first six months of 2011 compared to $8.8 million in the first six months of 2010. Effective April 1, 2011, standards applied in FDIC assessments set forth in the Federal Deposit Insurance Act were revised by the Dodd-Frank Wall Street Reform and Consumer Protection Act. These revisions modified definitions of a company’s insurance assessment base and assessment rates which led to the Company’s decreased FDIC expense in the second quarter of 2011.

OREO expenses include all costs related to obtaining, maintaining and selling of other real estate owned properties. This expense totaled $6.6 million in the second quarter of 2011, an increase of $734,000 compared to $5.8 million in the second quarter of 2010. On year-to-date basis, OREO expenses totaled $12.4 million in the first six months of 2011 compared to $7.2 million in the first six months of 2010. The increase in OREO expenses primarily related to higher valuation adjustments of properties held in OREO in the first six months of 2011.

### Income Taxes

The Company recorded income tax expense of $7.2 million for the three months ended June 30, 2011, compared to $7.8 million for same period of 2010. Income tax expense was $17.9 million and $17.3 million for the six months ended June 30, 2011 and 2010, respectively. The effective tax rates were 38.0% and 37.4% for the second quarters of 2011 and 2010, respectively and 38.8% and 37.3% for the 2011 and 2010 year-to-date periods, respectively. The higher effective tax rate in the 2011 year-to-date period as compared to the 2010 period reflects an increase in the Illinois corporate income tax rate effective January 1, 2011, which increased our tax expense on 2011 earnings by approximately $320,000, and resulted in a one-time charge of $300,000 in the first quarter of 2011 to increase the recorded value of deferred tax liabilities as a result of this change in rates.

### Operating Segment Results

The Company’s operations consist of three primary segments: community banking, specialty finance and wealth management. The Company’s profitability is primarily dependent on the net interest income, provision for credit losses, non-interest income and operating expenses of its community banking segment. The net interest income of the community banking segment includes interest income and related interest costs from portfolio loans that were purchased from the specialty finance segment. For purposes of internal segment profitability analysis, management reviews the results of its specialty finance segment as if all loans originated and sold to the community banking segment were retained within that segment’s operations.

Similarly, for purposes of analyzing the contribution from the wealth management segment, management allocates a portion of the net interest income earned by the community banking segment on deposit balances of customers of the wealth management segment to the wealth management segment. (See “wealth management deposits” discussion in the Deposits section of this report for more information on these deposits).

The community banking segment’s net interest income for the quarter ended June 30, 2011 totaled $101.6 million as compared to $97.4 million for the same period in 2010, an increase of $4.2 million, or 4%. On a year-to-date basis, net interest income totaled $202.8 million for the first six months of 2011, an increase of $17.4 million, or 9%, as compared to the $185.4 million recorded last year. These increases are primarily attributable to the FDIC-assisted bank acquisitions and the ability to raise interest-bearing deposits at more reasonable rates. The community banking segment’s non-interest income totaled $25.0 million in the second quarter of 2011, a decrease of $16.6 million, or 40%, when compared to the second quarter of 2010 total of $41.6 million. On a year-to-date basis, the segment’s non-interest income totaled $53.5 million for the first six months of 2011, a decrease of $3.3 million, or 6%, when compared to the first six months of 2010 total of $56.8 million. These decreases are primarily attributable to decreased bargain purchase gains in the second quarter of 2011 as compared to the second quarter of 2010. The community banking segment’s net income for the quarter ended June 30, 2011 totaled $10.6 million, a decrease of $14.0 million, as compared to net income in the second quarter of 2010 of $24.6 million. The after-tax profit for the six months ended June 30, 2011, totaled $28.3 million, a decrease of $2.3 million, or 8% as compared to the prior year total of $30.6 million.

Net interest income for the specialty finance segment totaled $28.0 million for the quarter ended June 30, 2011, compared to $22.4 million for the same period in 2010, an increase of $5.6 million or 25%. On a year-to-date basis, net interest income totaled $56.0 million for the first six months of 2011, an increase of $10.6 million, or 23%, as compared to the $45.4 million recorded last year. The increases in net interest income are primarily attributable to lower interest expense in the second quarter of 2011 compared to the same period of 2010. The specialty finance segment’s non-interest income totaled $781,000 for the quarter ended June 30, 2011, compared to $707,000 for the same period in 2010, an increase of $74,000. The non-interest income decreased $10.7 million to $1.5 million in the first six months of 2011 as compared to the same period in the prior year. This decrease is attributable to the impact of the life insurance premium finance receivable portfolio bargain purchase gain in the first six months of 2010. The after-tax profit of the specialty finance segment for the quarter ended June 30, 2011 totaled $15.4 million as compared an after-tax loss of $493,000 for the quarter ended June 30, 2010. The specialty finance segment’s after-tax profit for the six months ended June 30, 2011 totaled $28.0 million, an increase of $12.6 million, or 81%, as compared to the prior year total of $15.4 million.

The wealth management segment reported net interest income of $886,000 for the second quarter of 2011 compared to $2.4 million in the same quarter of 2010. Net interest income is comprised of the net interest earned on brokerage customer receivables at WHI and an allocation of the net interest income earned by the community banking segment on non-interest bearing and interest-bearing wealth management customer account balances on deposit at the banks (“wealth management deposits”). The allocated net interest income included in this segment’s profitability was $731,000 ($417,000 after tax) in the second quarter of 2011 compared to $2.3 million ($1.4 million after tax) in the second quarter of 2010. This segment recorded non-interest income of $13.4 million for the second quarter of 2011 compared to $11.1 million for the second quarter of 2010. This increase is a result of increased asset valuations resulting from equity market improvements and growth in the customer base in the second quarter of 2011. The wealth management segment’s net income totaled $1.0 million for the second quarter of 2011 compared to net income of $1.3 million for the second quarter of 2010. On a year-to-date basis, net interest income totaled $3.4 million for the first six months of 2011, a decrease of $1.6 million or 31%, as compared to the $5.0 million recorded last year. The allocated net interest income included in this segment’s profitability was $3.2 million ($1.9 million after tax) in the first six months of 2011 and $4.7 million ($2.9 million after tax) in the first six months of 2010. This segment’s after-tax net income for the six months ended June 30, 2011, totaled $2.7 million compared to $2.4 million for the six months ended June 30, 2010, an increase of $330,000.

### Financial Condition

Total assets were $14.6 billion at June 30, 2011, representing an increase of $907.3 million, or 6.6%, when compared to June 30, 2010 and approximately $521.6 million, or 14.8% on an annualized basis, when compared to March 31, 2011. Total funding, which includes deposits, all notes and advances, including the junior subordinated debentures, was $13.0 billion at June 30, 2011, $12.2 billion at June 30, 2010 and $12.5 billion at March 31, 2011. See Notes 5, 6, 10, 11 and 12 of the Financial Statements presented under Item 1 of this report for additional period-end detail on the Company’s interest-earning assets and funding liabilities.

### Interest-Earning Assets

The following table sets forth, by category, the composition of average earning asset balances and the relative percentage of total average earning assets for the periods presented:

*(Dollars in thousands)*

| Loans: | Three Months Ended June 30, 2011 Balance | Percent | March 31, 2011 Balance | Percent | June 30, 2010 Balance | Percent |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Commercial | **$2,009,392** | 16% | $1,950,599 | 15% | $1,792,307 | 15% |
| Commercial real estate | **3,378,164** | **26** | 3,359,042 | 26 | 3,341,735 | 27 |
| Home equity | **888,703** | **7** | 906,073 | 7 | 924,307 | 8 |
| Residential real estate (1) | **441,655** | **3** | 570,250 | 4 | 528,540 | 4 |
| Premium finance receivables | **2,987,197** | **23** | 2,906,513 | 23 | 2,580,778 | 21 |
| Indirect consumer loans | **55,018** | **1** | 52,310 | **—** | 75,709 | 1 |
| Other loans | **99,660** | **1** | 104,522 | 1 | 112,657 | 1 |
| Total loans, net of unearned income (2) excluding covered loans | **$9,859,789** | 77% | $9,849,309 | 76% | $9,356,033 | 77% |
| Covered loans | **418,129** | **3** | 326,571 | 3 | 210,030 | 2 |
| Total average loans (2) | **$10,277,918** | 80% | $10,175,880 | 79% | $9,566,063 | 79% |
| Liquidity management assets (3) | **$2,591,398** | **20** | 2,632,012 | 21 | 2,613,179 | 20 |
| Other earning assets (4) | **28,886** | **—** | 27,718 | **—** | 62,874 | 1 |
| Total average earning assets | **$12,898,202** | 100% | $12,835,610 | 100% | $12,242,116 | 100% |
| Total average assets | **$14,105,136** |  | $14,018,525 |  | $13,390,537 |  |
| Total average earning assets to total average assets |  | 91% |  | 92% |  | 91% |

#### (1) Includes mortgage loans held-for-sale

#### (2) Includes loans held-for-sale and non-accrual loans

*(3) Liquidity management assets include available-for-sale securities, other securities, interest earning deposits with banks, federal funds sold and securities purchased under resale agreements*

#### (4) Other earning assets include brokerage customer receivables and trading account securities

Total average earning assets for the second quarter of 2011 increased $656.1 million, or 5.4%, to $12.9 billion, compared to the second quarter of 2010, and increased $62.6 million, or 2.0% on an annualized basis, compared to the first quarter of 2011. The ratio of total average earning assets as a percent of total average assets was 91% at June 30, 2011 and 2010, and 92% at March 31, 2011.

Total average loans during the second quarter of 2011 increased $711.9 million, or 7.4%, over the previous year second quarter. Approximately $208.1 million of this increase relates to the covered loans portfolio, which relates to the various FDIC-assisted acquisitions during 2010 and 2011. The remaining increase from period to period was the result of significant increases within the commercial and premium finance receivable portfolios.

Average commercial loans totaled $2.0 billion in the second quarter of 2011, and increased $217.1 million, or 12.1%, over the average balance in the same period of 2010, while average commercial real estate loans totaled $3.4 billion in 2011, slightly increasing $36.4 million, or 1.1%, compared to the second quarter of 2010. Combined these categories comprised 52% and 54% of the average loan portfolio in the second quarter of 2011 and 2010, respectively. The growth realized in these categories for the second quarter of 2011 as compared to the prior year period is primarily attributable to increased business development efforts. Average balances increased compared to the quarter ended March 31, 2011, with average commercial loans increasing by $58.8 million, or 12.1% annualized, and average commercial real estate loans increasing slightly by $19.1 million, or 2.3% annualized.

Home equity loans averaged $888.7 million in the second quarter of 2011, and decreased $35.6 million, or 3.9%, when compared to the average balance in the same period of 2010 and $17.4 million, or 7.7% annualized, when compared to quarter ended March 31, 2011. As a result of economic conditions, the Company has been actively managing its home equity portfolio to ensure that diligent pricing, appraisal and other underwriting activities continue to exist. The Company has not sacrificed asset quality or pricing standards when originating new home equity loans to grow outstanding loan balances.

Residential real estate loans averaged $441.7 million in the second quarter of 2011, and decreased $86.9 million, or 16.4%, from the average balance of $528.5 million in same period of 2010. Additionally, compared to the quarter ended March 31, 2011, the average balance decreased $128.6 million, or 90.2% annualized, from $570.3 million as a result of decreases in mortgage loans held-for-sale. Recent increases in mortgage interest rates resulted in lower origination volumes in the second quarter of 2011. By selling residential mortgage loans into the secondary market, the Company eliminates the interest-rate risk associated with these loans, as they are predominantly long-term fixed rate loans, and provides a source of non-interest revenue.

Average premium finance receivables totaled $3.0 billion in the second quarter of 2011, and accounted for 29% of the Company’s average total loans. Premium finance receivables consist of both a commercial and life portfolio comprising 47% and 53%, respectively, of the average total balance. Average premium finance receivables in the second quarter of 2011 increased $406.4 million, or 15.7%, from the average balance of $2.6 billion at the same period of 2010. Additionally, the average balance increased $80.7 million, or 11.1% annualized, from the average balance of $2.9 billion in the quarter ended March 31, 2011. The increase during 2011 compared to both periods was the result of continued originations within the portfolio due to the effective marketing and customer servicing. Approximately $1.0 billion of premium finance receivables were originated in the second quarter of 2011 compared to $944.3 million in the same period of 2010 and $995.8 million in the first quarter of 2011.

Indirect consumer loans are comprised primarily of automobile loans originated at Hinsdale Bank. These loans are financed from networks of unaffiliated automobile dealers located throughout the Chicago metropolitan area with which the Company has established relationships. The risks associated with the Company’s portfolios are diversified among many individual borrowers. Like other consumer loans, the indirect consumer loans are subject to the Banks’ established credit standards. Management regards substantially all of these loans as prime quality loans. In the third quarter of 2008, as a result of competitive pricing pressures, the Company ceased the origination of indirect automobile loans through Hinsdale Bank. However as a result of current favorable pricing opportunities coupled with reduced competition in the indirect consumer automobile lending business, the Company re-entered this business with originations through Hinsdale Bank in the fourth quarter of 2010.

Other loans represent a wide variety of personal and consumer loans to individuals as well as high-yielding short-term accounts receivable financing to clients in the temporary staffing industry located throughout the United States. Consumer loans generally have shorter terms and higher interest rates than mortgage loans but generally involve more credit risk due to the type and nature of the collateral. Additionally, short-term accounts receivable financing may also involve greater credit risks than generally associated with the loan portfolios of more traditional community banks depending on the marketability of the collateral.

Covered loans represent loans acquired in FDIC-assisted transactions. These loans are subject to loss sharing agreements with the FDIC. The FDIC has agreed to reimburse the Company for 80% of losses incurred on the purchased loans, foreclosed real estate, and certain other assets. See Note 3 — Business Combinations for a discussion of these acquisitions.

Liquidity management assets include available-for-sale securities, other securities, interest earning deposits with banks, federal funds sold and securities purchased under resale agreements. The balances of these assets can fluctuate based on management’s ongoing effort to manage liquidity and for asset liability management purposes.

Other earning assets include brokerage customer receivables and trading account securities. In the normal course of business, Wayne Hummer Investments, LLC (“WHI”) activities involve the execution, settlement, and financing of various securities transactions. WHI’s customer securities activities are transacted on either a cash or margin basis. In margin transactions, WHI, under an agreement with the out-sourced securities firm, extends credit to its customers, subject to various regulatory and internal margin requirements, collateralized by cash and securities in customer’s accounts. In connection with these activities, WHI executes and the out-sourced firm clears customer transactions relating to the sale of securities not yet purchased, substantially all of which are transacted on a margin basis subject to individual exchange regulations. Such transactions may expose WHI to off-balance-sheet risk, particularly in volatile trading markets, in the event margin requirements are not sufficient to fully cover losses that customers may incur. In the event a customer fails to satisfy its obligations, WHI under an agreement with the outsourced securities firm, may be required to purchase or sell financial instruments at prevailing market prices to fulfill the customer’s obligations. WHI seeks to control the risks associated with its customers’ activities by requiring customers to maintain margin collateral in compliance with various regulatory and internal guidelines. WHI monitors required margin levels daily and, pursuant to such guidelines, requires customers to deposit additional collateral or to reduce positions when necessary.

*(Dollars in thousands)*

| Loans: | Average Balances for the Six Months Ended June 30, 2011 Balance | Percent | June 30, 2010 Balance | Percent |
| --- | ---: | ---: | ---: | ---: |
| Commercial | **$1,980,158** | 15% | $1,741,424 | 15% |
| Commercial real estate | **3,368,656** | **26** | 3,333,400 | 28 |
| Home equity | **897,340** | **7** | 926,636 | 8 |
| Residential real estate (1) | **505,597** | **4** | 516,275 | 4 |
| Premium finance receivables | **2,947,078** | **23** | 2,540,608 | 21 |
| Indirect consumer loans | **53,672** | **1** | 83,199 | 1 |
| Other loans | **102,077** | **1** | 112,151 | 1 |
| Total loans, net of unearned income (2) excluding covered loans | **$9,854,578** | 77% | $9,253,693 | 78% |
| Covered loans | **372,608** | **3** | 105,595 | 1 |
| Total average loans (2) | **$10,227,186** | 80% | $9,359,288 | 79% |
| Liquidity management assets (3) | **$2,608,863** | **20** | 2,485,713 | 21 |
| Other earning assets (4) | **28,305** | **—** | 58,291 | — |
| Total average earning assets | **$12,864,354** | 100% | $11,903,292 | 100% |
| Total average assets | **$14,059,339** |  | $12,993,056 |  |
| Total average earning assets to total average assets |  | 92% |  | 92% |

#### (1) Includes mortgage loans held-for-sale

#### (2) Includes loans held-for-sale and non-accrual loans

*(3) Liquidity management assets include available-for-sale securities, other securities, interest earning deposits with banks, federal funds sold and securities purchased under resale agreements*

#### (4) Other earning assets include brokerage customer receivables and trading account securities

Total average loans for the first six months of 2011 increased $867.9 million, or 9.3%, over the previous year period. Similar to the quarterly discussion above, approximately $238.7 million of this increase relates to the commercial portfolio, $406.5 million of this increase relates to the premium finance receivables portfolio, and $267.0 million of this increase relates to covered loans.

### Deposits

Total deposits at June 30, 2011, were $11.3 billion and increased $634.5 million, or 6%, compared to total deposits at June 30, 2010. See Note 10 to the financial statements of Item 1 of this report for a summary of period end deposit balances.

The following table sets forth, by category, the maturity of deposits as of June 30, 2011:

*(Dollars in thousands)*

|  | Non- Interest Bearing and NOW (1) | Savings and Money Market (1) | Wealth Management (1) | Time Certificates of Deposit | Total Deposits | Weighted- Average Interest Rate of Maturing Time Certificates of Deposit |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| 1-3 months | $2,927,501 | $2,722,635 | $737,428 | $1,022,882 | $7,410,446 | **1.23%** |
| 4-6 months |  |  |  | 843,694 | $843,694 | **1.23** |
| 7-9 months |  |  |  | 665,411 | $665,411 | **1.24** |
| 10-12 months |  |  |  | 666,345 | $666,345 | **1.21** |
| 13-18 months |  |  |  | 653,088 | $653,088 | **1.59** |
| 19-24 months |  |  |  | 346,255 | $346,255 | **1.68** |
| 24+ months |  |  |  | 674,021 | $674,021 | **2.27** |
| Total deposits | $2,927,501 | $2,722,635 | $737,428 | $4,871,696 | $11,259,260 | **1.46%** |

(1) Balances of non-contractual maturity deposits are shown as maturing in the earliest time frame. These deposits re-price in varying degrees to changes in interest rates.

The following table sets forth, by category, the composition of average deposit balances and the relative percentage of total average deposits for the periods presented:

*(Dollars in thousands)*

|  | Three Months Ended June 30, 2011 Balance | Percent | March 31, 2011 Balance | Percent | June 30, 2010 Balance | Percent |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Non-interest bearing | $1,349,549 | 13% | $1,261,374 | 12% | $932,046 | 9% |
| NOW | 1,542,323 | 14 | 1,509,964 | 14 | 1,519,225 | 15 |
| Wealth Management deposits | 657,725 | 6 | 673,535 | 6 | 700,883 | 7 |
| Money Market | 1,871,668 | 17 | 1,815,048 | 17 | 1,648,649 | 16 |
| Savings | 741,719 | 7 | 745,854 | 7 | 569,870 | 5 |
| Time certificates of deposits | 4,678,343 | 43 | 4,798,236 | 44 | 4,909,914 | 48 |
| Total average deposits | $10,841,327 | 100% | $10,804,011 | 100% | $10,280,587 | 100% |

Total average deposits for the second quarter of 2011 were $10.8 billion, an increase of $560.7 million, or 5%, from the second quarter of 2010. The Company continues to see a beneficial shift in its deposit mix as average non-interest bearing deposits increased $417.5 million, or 45%, in the second quarter of 2011 compared to the second quarter of 2010, while average time certificates of deposits decreased $231.6 million over the same period.

Wealth management deposits are funds from the brokerage customers of Wayne Hummer Investments, the trust and asset management customers of The Chicago Trust Company and brokerage customers from unaffiliated companies which have been placed into deposit accounts of the banks (“wealth management deposits” in the table above). Wealth Management deposits consist primarily of money market accounts. Consistent with reasonable interest rate risk parameters, these funds have generally been invested in loan production of the banks as well as other investments suitable for banks.

#### Brokered Deposits

The Company uses brokered deposits primarily as an asset-liability management tool to assist in the management of interest rate risk. The Company does not consider brokered deposits to be a vital component of its current liquidity resources. As has historically been the case, brokered deposits represented a small component of the Company’s total deposits outstanding, as set forth in the table below:

*(Dollars in thousands)*

|  | June 30, 2011 | 2010 | December 31, 2010 | 2009 | 2008 |
| --- | ---: | ---: | ---: | ---: | ---: |
| Total deposits | $11,259,260 | $10,624,742 | $10,803,673 | $9,917,074 | $8,376,750 |
| Brokered deposits | 786,588 | 811,011 | 639,687 | 927,722 | 800,042 |
| Brokered deposits as a percentage of total deposits | 7.0% | 7.6% | 5.9% | 9.4% | 9.6% |

Brokered deposits include certificates of deposit obtained through deposit brokers, deposits received through the Certificate of Deposit Account Registry Program (“CDARS”), and wealth management deposits of brokerage customers from unaffiliated companies which have been placed into deposit accounts of the banks.

### Other Funding Sources

Although deposits are the Company’s primary source of funding its interest-earning assets, the Company’s ability to manage the types and terms of deposits is somewhat limited by customer preferences and market competition. As a result, in addition to deposits and the issuance of equity securities and the retention of earnings, the Company uses several other funding sources to support its growth. These sources include short-term borrowings, notes payable, Federal Home Loan Bank advances, subordinated debt, secured borrowings and junior subordinated debentures. The Company evaluates the terms and unique characteristics of each source, as well as its asset-liability management position, in determining the use of such funding sources.

Average total interest-bearing funding, from sources other than deposits and including junior subordinated debentures, totaled $1.7 billion in the second quarter of 2011 compared to $1.5 billion in the second quarter of 2010.

The following table sets forth, by category, the composition of average other funding sources for the quarterly periods presented:

*(Dollars in thousands)*

|  | Three Months Ended June 30, 2011 | March 31, 2011 | June 30, 2010 |
| --- | ---: | ---: | ---: |
| Notes payable | **$1,000** | $1,000 | $1,000 |
| Federal Home Loan Bank advances | **421,502** | 416,021 | 417,835 |
| Other borrowings: |  |  |  |
| Federal funds purchased | **348** | 503 | 138 |
| Securities sold under repurchase agreements | **297,354** | 222,028 | 215,720 |
| Other | **39,602** | 42,848 | 893 |
| Total other borrowings | **$337,304** | $265,379 | $216,751 |
| Secured borrowings — owed to securitization investors | **600,000** | 600,000 | 600,000 |
| Subordinated notes | **45,440** | 50,000 | 57,198 |
| Junior subordinated debentures | **249,493** | 249,493 | 249,493 |
| Total other borrowings | **$1,654,739** | $1,581,893 | $1,542,277 |

Notes payable balances represent the balances on a credit agreement with an unaffiliated bank. This $51.0 million credit facility is available for corporate purposes such as to provide capital to fund continued growth at existing bank subsidiaries, possible future acquisitions and for other general corporate matters. At June 30, 2011 and 2010, the Company had $1.0 million of notes payable outstanding.

FHLB advances provide the banks with access to fixed rate funds which are useful in mitigating interest rate risk and achieving an acceptable interest rate spread on fixed rate loans or securities. FHLB advances to the banks totaled $423.5 million at June 30, 2011, compared to $423.5 million at March 31, 2011 and $415.6 million at June 30, 2010.

Securities sold under repurchase agreements represent sweep accounts for certain customers in connection with master repurchase agreements at the banks and short-term borrowings from brokers. This funding category fluctuates based on customer preferences and daily liquidity needs of the banks, their customers and the banks’ operating subsidiaries.

Debt issued by the Company in conjunction with its tangible equity unit offering in December 2010 is recorded within other borrowings. The total proceeds attributed to the debt component of the offering, net of issuance costs, was $43.3 million. At June 30, 2010, average other borrowings reflect a 6.17% fixed-rate mortgage related to the Company’s Northfield banking office, which was paid-off during 2010.

The $600 million average balance of secured borrowings represents the consolidation of a qualifying special purpose entity (the “QSPE”) that was previously accounted for as an off-balance sheet securitization transaction sponsored by FIFC. Pursuant to ASC 810 and ASC 860, effective January 1, 2010, the QSPE is accounted for as a consolidated subsidiary of the Company. In connection with the securitization, premium finance receivables — commercial were transferred to FIFC Premium Funding, LLC, a QSPE. Instruments issued by the QSPE included $600 million Class A notes that bear an annual interest rate of LIBOR plus 1.45% (the “Notes”) and have an expected average term of 2.93 years with any unpaid balance due and payable in full on February 17, 2014. At the time of issuance, the Notes were eligible collateral under the Federal Reserve Bank of New York’s Term Asset-Backed Securities Loan Facility (“TALF”).

The Company borrowed $75.0 million under three separate $25.0 million subordinated note agreements. Each subordinated note requires annual principal payments of $5.0 million beginning in the sixth year of the note and has a term of ten years. These notes mature in 2012, 2013, and 2015. These notes qualify as Tier 2 regulatory capital. Subordinated notes totaled $40.0 million at June 30, 2011, $50.0 million at March 31, 2011, and $55.0 million at June 30, 2010.

Junior subordinated debentures were issued to nine trusts by the Company and equal the amount of the preferred and common securities issued by the trusts. These junior subordinated debentures, subject to certain limitations, qualify as Tier 1 capital of the Company for regulatory purposes. The amount of junior subordinated debentures and certain other capital elements in excess of those certain limitations could be included in Tier 2 capital, subject to restrictions. Interest expense on these debentures is deductible for tax purposes, resulting in a cost-efficient form of regulatory capital.

See Notes 8, 11 and 12 of the Financial Statements presented under Item 1 of this report for details of period end balances and other information for these various funding sources. There were no material changes outside the ordinary course of business in the Company’s contractual obligations during the second quarter of 2011 as compared to December 31, 2010.

### Shareholders’ Equity

Total shareholders’ equity was $1.5 billion at June 30, 2011, reflecting an increase of $88.7 million since June 30, 2010 and $36.8 million since December 31, 2010. The increase from December 31, 2010 was the result of net income of $28.2 million less common stock dividends of $3.1 million and preferred stock dividends of $2.0 million, $2.0 million credited to surplus for stock-based compensation costs, $2.2 million from the issuance of shares of the Company’s common stock (and related tax benefit) pursuant to various stock compensation plans and $9.6 million in higher net unrealized gains from available-for-sale securities and net unrealized gains from cash flow hedges, net of tax.

The following tables reflect various consolidated measures of capital as of the dates presented and the capital guidelines established by the Federal Reserve Bank for a bank holding company:

|  | June 30, 2011 | March 31, 2011 | June 30, 2010 |
| --- | ---: | ---: | ---: |
| Leverage ratio | **10.3%** | 10.3% | 10.2% |
| Tier 1 capital to risk-weighted assets | **12.3** | 12.7 | 13.0 |
| Total capital to risk-weighted assets | **13.5** | 14.1 | 14.3 |
| Total average equity-to-total average assets(1) | **10.4** | 10.3 | 10.2 |

(1) Based on quarterly average balances.

|  | Minimum Capital Requirements | Well Capitalized |
| --- | ---: | ---: |
| Leverage ratio | 4.0% | 5.0% |
| Tier 1 capital to risk-weighted assets | 4.0 | 6.0 |
| Total capital to risk-weighted assets | 8.0 | 10.0 |

The Company’s principal sources of funds at the holding company level are dividends from its subsidiaries, borrowings under its loan agreement with an unaffiliated bank and proceeds from the issuances of subordinated debt, junior subordinated debentures and additional common or preferred equity. Refer to Notes 11, 12 and 17 of the Financial Statements presented under Item 1 of this report for further information on these various funding sources. The issuances of subordinated debt, junior subordinated debentures, preferred stock and additional common stock are the primary forms of regulatory capital that are considered as the Company evaluates increasing its capital position. Management is committed to maintaining the Company’s capital levels above the “Well Capitalized” levels established by the Federal Reserve for bank holding companies.

The Company’s Board of Directors approved the first semi-annual dividend on the Company’s common stock in January 2000 and has continued to approve semi-annual dividends since that time; however, our ability to declare a dividend is limited by our financial condition, the terms of our 8.00% non-cumulative perpetual convertible preferred stock, Series A, the terms of the Company’s Trust Preferred Securities offerings, the Company’s 7.5% tangible equity units and under certain financial covenants in the Company’s credit agreement. In each of January and July of 2011, Wintrust declared a semi-annual cash dividend of $0.09 per common share. Additionally, in each of January and July 2010, Wintrust declared a semi-annual cash dividend of $0.09 per common share.

See Note 17 of the Financial Statements presented under Item 1 of this report for details on the Company’s issuance of common stock in March and December of 2010, tangible equity units in December 2010, preferred stock in August 2008 through a private transaction, and Series B preferred stock and a warrant to the federal government in December 2008 in connection with the Company’s participation in Treasury’s CPP. In December 2010, the Company repurchased all 250,000 shares of its Series B Preferred Stock, and in February 2011, the Treasury sold all of its interest in the warrant issued to it in a secondary underwritten public offering.

### LOAN PORTFOLIO AND ASSET QUALITY

### Loan Portfolio

The following table shows the Company’s loan portfolio by category as of the dates shown:

*(Dollars in thousands)*

|  | June 30, 2011 Amount | % of Total | December 31, 2010 Amount | % of Total | June 30, 2010 Amount | % of Total |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Commercial | **$2,132,436** | **20%** | $2,049,326 | 21% | $1,827,618 | 19% |
| Commercial real-estate | **3,374,668** | **33** | 3,338,007 | 34 | 3,347,823 | 35 |
| Home equity | **880,702** | **8** | 914,412 | 9 | 922,305 | 10 |
| Residential real-estate | **329,381** | **3** | 353,336 | 3 | 332,673 | 3 |
| Premium finance receivables — commercial | **1,429,436** | **14** | 1,265,500 | 13 | 1,346,985 | 14 |
| Premium finance receivables — life insurance | **1,619,668** | **16** | 1,521,886 | 15 | 1,378,657 | 14 |
| Indirect consumer | **57,718** | **1** | 51,147 | 1 | 69,011 | 1 |
| Other loans | **101,068** | **1** | 106,272 | 1 | 99,091 | 1 |
| Total loans, net of unearned income, excluding covered loans | **$9,925,077** | **96%** | $9,599,886 | 97% | $9,324,163 | 97% |
| Covered loans | **408,669** | **4** | 334,353 | 3 | 275,563 | 3 |
| Total loans | **$10,333,746** | **100%** | $9,934,239 | 100% | $9,599,726 | 100% |

*Commercial and commercial real estate loans.* Our commercial and commercial real estate loan portfolios are comprised primarily of commercial real estate loans and lines of credit for working capital purposes. The table below sets forth information regarding the types, amounts and performance of our loans within these portfolios (excluding covered loans) as of June 30, 2011 and 2010:

*(Dollars in thousands)*

| As of June 30, 2011 Commercial: | Balance | % of Total Balance | Nonaccrual | \> 90 Days Past Due and Still Accruing | Allowance For Loan Losses Allocation |
| --- | ---: | ---: | ---: | ---: | ---: |
| Commercial and industrial | $1,362,662 | 24.7% | $22,289 | $— | $22,111 |
| Franchise | 114,134 | 2.1 | 1,792 | — | 978 |
| Mortgage warehouse lines of credit | 68,477 | 1.2 | — | — | 559 |
| Community Advantage — homeowner associations | 73,929 | 1.3 | — | — | 185 |
| Aircraft | 21,231 | 0.4 | — | — | 53 |
| Asset-based lending | 366,096 | 6.6 | 2,087 | — | 7,444 |
| Municipal | 63,296 | 1.1 | — | — | 1,099 |
| Leases | 62,535 | 1.1 | — | — | 417 |
| Other | 76 | — | — | — | 1 |
| **Total commercial** | **$2,132,436** | **38.5%** | **$26,168** | **$—** | **$32,847** |
| **Commercial Real-Estate:** |  |  |  |  |  |
| Residential construction | $90,755 | 1.6% | $3,011 | $— | $2,751 |
| Commercial construction | 137,647 | 2.5 | 2,453 | — | 3,849 |
| Land | 212,934 | 3.9 | 33,980 | — | 15,104 |
| Office | 532,382 | 9.7 | 17,503 | — | 8,287 |
| Industrial | 514,534 | 9.3 | 2,470 | — | 4,735 |
| Retail | 524,788 | 9.5 | 8,164 | — | 5,589 |
| Multi-family | 316,151 | 5.7 | 4,947 | — | 8,488 |
| Mixed use and other | 1,045,477 | 19.3 | 17,265 | — | 12,900 |
| **Total commercial real-estate** | **$3,374,668** | **61.5%** | **$89,793** | **$—** | **$61,703** |
| **Total commercial and commercial real-estate** | **$5,507,104** | **100.0%** | **$115,961** | **$—** | **$94,550** |
| Commercial real-estate — collateral location by state: |  |  |  |  |  |
| Illinois | $2,735,375 | 81.1% |  |  |  |
| Wisconsin | 349,436 | 10.4 |  |  |  |
| **Total primary markets** | **$3,084,811** | **91.5%** |  |  |  |
| Florida | 57,993 | 1.7 |  |  |  |
| Arizona | 41,295 | 1.2 |  |  |  |
| Indiana | 48,870 | 1.4 |  |  |  |
| Other (no individual state greater than 0.5%) | 141,699 | 4.2 |  |  |  |
| **Total** | **$3,374,668** | **100.0%** |  |  |  |

65

*(Dollars in thousands)*

| As of June 30, 2010 Commercial: | Balance | % of Total Balance | Nonaccrual | \> 90 Days Past Due and Still Accruing | Allowance For Loan Losses Allocation |
| --- | ---: | ---: | ---: | ---: | ---: |
| Commercial and industrial | $1,230,502 | 23.8% | $16,456 | $99 | $21,986 |
| Franchise | 138,687 | 2.7 | — | — | 2,100 |
| Mortgage warehouse lines of credit | 118,823 | 2.3 | — | — | 1,588 |
| Community Advantage — homeowner associations | 62,452 | 1.2 | — | — | 167 |
| Aircraft | 38,574 | 0.7 | — | — | 487 |
| Asset-based lending | 180,486 | 3.5 | 1,219 | — | 3,723 |
| Municipal | 35,797 | 0.7 | — | — | 365 |
| Leases | 22,295 | 0.4 | 66 | — | 300 |
| Other | 2 | — | — | — | — |
| **Total commercial** | **$1,827,618** | **35.3%** | **$17,741** | **$99** | **$30,716** |
| **Commercial Real-Estate:** |  |  |  |  |  |
| Residential construction | $129,462 | 2.5% | $15,468 | $— | $4,954 |
| Commercial construction | 188,176 | 3.6 | 6,140 | — | 6,780 |
| Land | 269,556 | 5.2 | 21,699 | — | 9,002 |
| Office | 535,541 | 10.3 | 2,991 | 1,194 | 6,390 |
| Industrial | 472,715 | 9.1 | 5,540 | — | 5,525 |
| Retail | 484,537 | 9.4 | 5,174 | — | 5,869 |
| Multi-family | 276,881 | 5.3 | 11,074 | — | 3,235 |
| Mixed use and other | 990,955 | 19.3 | 14,898 | 1,054 | 13,709 |
| **Total commercial real-estate** | **$3,347,823** | **64.7%** | **$82,984** | **$2,248** | **$55,464** |
| **Total commercial and commercial real-estate** | **$5,175,441** | **100.0%** | **$100,725** | **$2,347** | **$86,180** |
| Commercial real-estate — collateral location by state: |  |  |  |  |  |
| Illinois | $2,702,471 | 80.7% |  |  |  |
| Wisconsin | 360,362 | 10.8 |  |  |  |
| **Total primary markets** | **$3,062,833** | **91.5%** |  |  |  |
| Florida | 67,322 | 2.0 |  |  |  |
| Arizona | 48,533 | 1.4 |  |  |  |
| Indiana | 42,607 | 1.3 |  |  |  |
| Other (no individual state greater than 0.7%) | 126,528 | 3.8 |  |  |  |
| **Total** | **$3,347,823** | **100.0%** |  |  |  |

Our commercial real estate loans are generally secured by a first mortgage lien and assignment of rents on the property. Since most of our bank branches are located in the Chicago metropolitan area and southeastern Wisconsin, 91.5% of our commercial real estate loan portfolio is located in this region. Commercial real estate market conditions continued to be under stress in the second quarter of 2011 as it was in 2010, and we expect this trend to continue. As of June 30, 2011, our allowance for loan losses related to this portfolio is $61.7 million compared to $55.5 million as of June 30, 2010.

We make commercial loans for many purposes, including: working capital lines, which are generally renewable annually and supported by business assets, personal guarantees and additional collateral; loans to condominium and homeowner associations originated through Barrington Bank’s Community Advantage program; small aircraft financing, an earning asset niche developed at Crystal Lake Bank; and franchise lending at Lake Forest Bank. Commercial business lending is generally considered to involve a higher degree of risk than traditional consumer bank lending, and as a result of the economic recession, our allowance for loan losses in our commercial loan portfolio is $32.8 million as of June 30, 2011 compared to $30.7 million as of June 30, 2010.

The Company also participates in mortgage warehouse lending by providing interim funding to unaffiliated mortgage bankers to finance residential mortgages originated by such bankers for sale into the secondary market. The Company’s loans to the mortgage bankers are secured by the business assets of the mortgage companies as well as the specific mortgage loans funded by the Company, after they have been pre-approved for purchase by third party end lenders. End lender re-payments are sent directly to the Company upon end-lenders’ acceptance of final loan documentation. The Company may also provide interim financing for packages of mortgage loans on a bulk basis in circumstances where the mortgage bankers desire to competitively bid on a number of mortgages for sale as a package in the secondary market. Typically, the Company will serve as sole funding source for its mortgage warehouse lending customers under short-term revolving credit agreements. Amounts advanced with respect to any particular mortgage loan are usually required to be repaid within 21 days. Despite poor economic conditions generally, and the particularly difficult conditions in the U.S. residential real estate market experienced since 2008, our mortgage warehouse lending business expanded in 2010 due to the high demand for mortgage re-financings given the historically low interest rate environment at that time and the fact that many of our competitors exited the market in late 2008 and early 2009. However, as a result of declining demand for re-financing and increased competition as competitors return to the market, our mortgage warehouse lines decreased to $68.5 million as of June 30, 2011 from $131.3 million as of December 31, 2010. Additionally, our allowance for loan losses with respect to these loans is $559,000 as of June 30, 2011. Since the inception of this business, the Company has not suffered any related loan losses on these loans.

*Home equity loans.* Our home equity loans and lines of credit are originated by each of our banks in their local markets where we have a strong understanding of the underlying real estate value. Our banks monitor and manage these loans, and we conduct an automated review of all home equity loans and lines of credit at least twice per year. This review collects current credit performance for each home equity borrower and identifies situations where the credit strength of the borrower is declining, or where there are events that may influence repayment, such as tax liens or judgments. Our banks use this information to manage loans that may be higher risk and to determine whether to obtain additional credit information or updated property valuations. As a result of this work and general market conditions, we have modified our home equity offerings and changed our policies regarding home equity renewals and requests for subordination. In a limited number of situations, the unused availability on home equity lines of credit was frozen.

The rates we offer on new home equity lending are based on several factors, including appraisals and valuation due diligence, in order to reflect inherent risk, and we place additional scrutiny on larger home equity requests. In a limited number of cases, we issue home equity credit together with first mortgage financing, and requests for such financing are evaluated on a combined basis. It is not our practice to advance more than 85% of the appraised value of the underlying asset, which ratio we refer to as the loan-to-value ratio, or LTV ratio, and a majority of the credit we previously extended, when issued, had an LTV ratio of less than 80%.

Our home equity loan portfolio has performed well in light of the deterioration in the overall residential real estate market. The number of new home equity line of credit commitments originated by us has decreased due to declines in housing valuations that have decreased the amount of equity against which homeowners may borrow, and a decline in homeowners’ desire to use their remaining equity as collateral.

*Residential real estate mortgages.* Our residential real estate portfolio predominantly includes one to four-family adjustable rate mortgages that have repricing terms generally from one to three years, construction loans to individuals and bridge financing loans for qualifying customers. As of June 30, 2011, our residential loan portfolio totaled $329.4 million, or 3% of our total outstanding loans.

Our adjustable rate mortgages relate to properties located principally in the Chicago metropolitan area and southeastern Wisconsin or vacation homes owned by local residents, and may have terms based on differing indexes. These adjustable rate mortgages are often non-agency conforming because the outstanding balance of these loans exceeds the maximum balance that can be sold into the secondary market. Adjustable rate mortgage loans decrease the interest rate risk we face on our mortgage portfolio. However, this risk is not eliminated because, among other things, such loans generally provide for periodic and lifetime limits on the interest rate adjustments. Additionally, adjustable rate mortgages may pose a higher risk of delinquency and default because they require borrowers to make larger payments when interest rates rise. To date, we have not seen a significant elevation in delinquencies and foreclosures in our residential loan portfolio. As of June 30, 2011, $7.4 million of our residential real estate mortgages, or 2.2% of our residential real estate loan portfolio, were classified as nonaccrual, $2.2 million were 30 to 89 days past due (0.7%) and $319.8 million were current (97.1%). We believe that since our loan portfolio consists primarily of locally originated loans, and since the majority of our borrowers are longer-term customers with lower LTV ratios, we face a relatively low risk of borrower default and delinquency.

While we generally do not originate loans for our own portfolio with long-term fixed rates due to interest rate risk considerations, we can accommodate customer requests for fixed rate loans by originating such loans and then selling them into the secondary market, for which we receive fee income, or by selectively retaining certain of these loans within the banks’ own portfolios where they are non-agency conforming, or where the terms of the loans make them favorable to retain. A portion of the loans we sold into the secondary market were sold into the secondary market with the servicing of those loans retained. The amount of loans serviced for others as of June 30, 2011 and 2010 was $943.5 million and $756.5 million, respectively. All other mortgage loans sold into the secondary market were sold without the retention of servicing rights.

It is not our current practice to underwrite, and we have no plans to underwrite, subprime, Alt A, no or little documentation loans, or option ARM loans. As of June 30, 2011, approximately $29.4 million of our mortgages consist of interest-only loans. To date, we have not participated in any mortgage modification programs.

*Premium finance receivables — commercial.* FIFC originated approximately $902.8 in commercial insurance premium finance receivables during the second quarter of 2011. FIFC makes loans to businesses to finance the insurance premiums they pay on their commercial insurance policies. The loans are originated by FIFC working through independent medium and large insurance agents and brokers located throughout the United States. The insurance premiums financed are primarily for commercial customers’ purchases of liability, property and casualty and other commercial insurance.

This lending involves relatively rapid turnover of the loan portfolio and high volume of loan originations. Because of the indirect nature of this lending and because the borrowers are located nationwide, this segment is more susceptible to third party fraud than relationship lending. In the second quarter of 2010, fraud perpetrated against a number of premium finance companies in the industry, including the property and casualty division of our premium financing subsidiary, increased both the Company’s net charge-offs and provision for credit losses by $15.7 million. In the second quarter of 2011, the Company recovered $5.0 million from insurance coverage of the $15.7 million fraud loss recorded in the second quarter of 2010. Actions have been taken by the Company to decrease the likelihood of this type of loss from recurring in this line of business for the Company by the enhancement of various control procedures to mitigate the risks associated with this lending. The Company has conducted a thorough review of the premium finance — commercial portfolio and found no signs of similar situations.

The majority of these loans are purchased by the banks in order to more fully utilize their lending capacity as these loans generally provide the banks with higher yields than alternative investments. Historically, FIFC originations that were not purchased by the banks were sold to unrelated third parties with servicing retained. However, during the third quarter of 2009, FIFC initially sold $695 million in commercial premium finance receivables to our indirect subsidiary, FIFC Premium Funding I, LLC, which in turn sold $600 million in aggregate principal amount of notes backed by such premium finance receivables in a securitization transaction sponsored by FIFC. See Note 8 of the Consolidated Financial Statements presented under Item 8 of this report for a discussion of this securitization transaction. Accordingly, beginning on January 1, 2010, all of the assets and liabilities of the securitization entity are included directly on the Company’s Consolidated Statements of Condition.

*Premium finance receivables — life insurance.* In 2007, FIFC began financing life insurance policy premiums generally for high net-worth individuals. In 2009, FIFC expanded this niche lending business segment when it purchased a portfolio of domestic life insurance premium finance loans for a total aggregate purchase price of $745.9 million.

FIFC originated approximately $121.1 million in life insurance premium finance receivables in the second quarter of 2011. These loans are originated directly with the borrowers with assistance from life insurance carriers, independent insurance agents, financial advisors and legal counsel. The life insurance policy is the primary form of collateral. In addition, these loans often are secured with a letter of credit, marketable securities or certificates of deposit. In some cases, FIFC may make a loan that has a partially unsecured position.

*Indirect consumer loans.* As part of its strategy to pursue specialized earning asset niches to augment loan generation within the Banks’ target markets, the Company established fixed-rate automobile loan financing at Hinsdale Bank funded indirectly through unaffiliated automobile dealers. The risks associated with the Company’s portfolios are diversified among many individual borrowers. Like other consumer loans, the indirect consumer loans are subject to the Banks’ established credit standards. Management regards substantially all of these loans as prime quality loans. In the third quarter of 2008, the Company, as a result of competitive pricing pressures, ceased the origination of indirect automobile loans through Hinsdale Bank. However, as a result of current favorable pricing opportunities coupled with reduced competition in the indirect consumer auto business, the Company re-entered this business in the fourth quarter of 2010 with originations through Hinsdale Bank.

*Other Loans.* Included in the other loan category is a wide variety of personal and consumer loans to individuals as well as high yielding short-term accounts receivable financing to clients in the temporary staffing industry located throughout the United States. The Banks originate consumer loans in order to provide a wider range of financial services to their customers.

Consumer loans generally have shorter terms and higher interest rates than mortgage loans but generally involve more credit risk than mortgage loans due to the type and nature of the collateral. Additionally, short-term accounts receivable financing may also involve greater credit risks than generally associated with the loan portfolios of more traditional community banks depending on the marketability of the collateral.

#### Variable Rate Loan Repricing and Rate Floors

The following table classifies the commercial and commercial real-estate loan portfolio at June 30, 2011 by date at which the loans reprice and the type of rate:

*(Dollars in thousands)*

| As of June 30, 2011 Commercial | Fixed Rate | Variable Rate One year or less | From one to five years | Over five years | Total |
| --- | ---: | ---: | ---: | ---: | ---: |
| Fixed rate | **$534,699** | **$—** | **$—** | **$—** | **$534,699** |
| Variable rate |  |  |  |  |  |
| With floor feature | **—** | **851,409** | **5,303** | **6,025** | **862,737** |
| Without floor feature | **—** | **694,234** | **39,166** | **1,600** | **735,000** |
| Total commercial | **534,699** | **1,545,643** | **44,469** | **7,625** | **2,132,436** |
| Commercial real-estate |  |  |  |  |  |
| Fixed rate | **1,572,504** | **—** | **—** | **—** | **1,572,504** |
| Variable rate |  |  |  |  |  |
| With floor feature | **—** | **595,877** | **583,240** | **23,055** | **1,202,172** |
| Without floor feature | **—** | **496,848** | **95,790** | **7,354** | **599,992** |
| Total commercial real-estate | **1,572,504** | **1,092,725** | **679,030** | **30,409** | **3,374,668** |

68

### Past Due Loans and Non-Performing Assets

Our ability to manage credit risk depends in large part on our ability to properly identify and manage problem loans. To do so, we operate a credit risk rating system under which our credit management personnel assign a credit risk rating to each loan at the time of origination and review loans on a regular basis to determine each loan’s credit risk rating on a scale of 1 through 10 with higher scores indicating higher risk. The credit risk rating structure used is shown below:

|  |  |
| --- | --- |
| 1 Rating — | Minimal Risk (Loss Potential — none or extremely low) (Superior asset quality, excellent liquidity, minimal leverage) |
| 2 Rating — | Modest Risk (Loss Potential demonstrably low) (Very good asset quality and liquidity, strong leverage capacity) |
| 3 Rating — | Average Risk (Loss Potential low but no longer refutable) (Mostly satisfactory asset quality and liquidity, good leverage capacity) |
| 4 Rating — | Above Average Risk (Loss Potential variable, but some potential for deterioration) (Acceptable asset quality, little excess liquidity, modest leverage capacity) |
| 5 Rating — | Management Attention Risk (Loss Potential moderate if corrective action not taken) (Generally acceptable asset quality, somewhat strained liquidity, minimal leverage capacity) |
| 6 Rating — | Special Mention (Loss Potential moderate if corrective action not taken) (Assets in this category are currently protected, potentially weak, but not to the point of substandard classification) |
| 7 Rating — | Substandard Accrual (Loss Potential distinct possibility that the bank may sustain some loss, but no discernable impairment) (Must have well defined weaknesses that jeopardize the liquidation of the debt) |
| 8 Rating — | Substandard Non-accrual (Loss Potential well documented probability of loss, including potential impairment) (Must have well defined weaknesses that jeopardize the liquidation of the debt) |
| 9 Rating — | Doubtful (Loss Potential extremely high) (These assets have all the weaknesses in those classified “substandard” with the added characteristic that the weaknesses make collection or liquidation in full, on the basis of current existing facts, conditions, and values, highly improbable) |
| 10 Rating — | Loss (fully charged-off) (Loans in this category are considered fully uncollectible.) |

In the first quarter of 2010, the Company modified its credit risk rating scale to the above 1 through 10 risk ratings. Prior to this, the Company employed a 1 through 9 credit risk rating scale. The change to the 1 through 10 scale enabled the Company to use two separate credit risk ratings for Substandard loans. They are Substandard — Accrual (credit risk rating 7) and Substandard — Nonaccrual (credit risk rating 8). Previously, there was only one risk rating for loans classified as Substandard. This change allows the Company to better monitor credit risk of the portfolio.

Each loan officer is responsible for monitoring his or her loan portfolio, recommending a credit risk rating for each loan in his or her portfolio and ensuring the credit risk ratings are appropriate. These credit risk ratings are then ratified by the bank’s chief credit officer or the directors’ loan committee. Credit risk ratings are determined by evaluating a number of factors including, a borrower’s financial strength, cash flow coverage, collateral protection and guarantees. A third party loan review firm independently reviews a significant portion of the loan portfolio at each of the Company’s subsidiary banks to evaluate the appropriateness of the management-assigned credit risk ratings. These ratings are subject to further review at each of our bank subsidiaries by the applicable regulatory authority, including the Federal Reserve Bank of Chicago, the Office of the Comptroller of the Currency, the State of Illinois and the State of Wisconsin and our internal audit staff.

The Company’s Problem Loan Reporting system automatically includes all loans with credit risk ratings of 6 through 9. This system is designed to provide an on-going detailed tracking mechanism for each problem loan. Once management determines that a loan has deteriorated to a point where it has a credit risk rating of 6 or worse, the Company’s Managed Asset Division performs an overall credit and collateral review. As part of this review, all underlying collateral is identified and the valuation methodology is analyzed and tracked. As a result of this initial review by the Company’s Managed Asset Division, the credit risk rating is reviewed and a portion of the outstanding loan balance may be deemed uncollectible or an impairment reserve may be established. The Company’s impairment analysis utilizes an independent re-appraisal of the collateral (unless such a third-party evaluation is not possible due to the unique nature of the collateral, such as a closely-held business or thinly traded securities). In the case of commercial real estate collateral, an independent third party appraisal is ordered by the Company’s Real Estate Services Group to determine if there has been any change in the underlying collateral value. These independent appraisals are reviewed by the Real Estate Services Group and sometimes by independent third party valuation experts and may be adjusted depending upon market conditions. An appraisal is ordered at least once a year for these loans, or more often if market conditions dictate. In the event that the underlying value of the collateral cannot be easily determined, a detailed valuation methodology is prepared by the Managed Asset Division. A summary of this analysis is provided to the directors’ loan committee of the bank which originated the credit for approval of a charge-off, if necessary.

Through the credit risk rating process, loans are reviewed to determine if they are performing in accordance with the original contractual terms. If the borrower has failed to comply with the original contractual terms, further action may be required by the Company, including a downgrade in the credit risk rating, movement to non-accrual status, a charge-off or the establishment of a specific impairment reserve. In the event a collateral shortfall is identified during the credit review process, the Company will work with the borrower for a principal reduction and/or a pledge of additional collateral and/or additional guarantees. In the event that these options are not available, the loan may be subject to a downgrade of the credit risk rating. If we determine that a loan amount or portion thereof, is uncollectible the loan’s credit risk rating is immediately downgraded to an 8 or 9 and the uncollectible amount is charged-off. Any loan that has a partial charge-off continues to be assigned a credit risk rating of an 8 or 9 for the duration of time that a balance remains outstanding. The Managed Asset Division undertakes a thorough and ongoing analysis to determine if additional impairment and/or charge-offs are appropriate and to begin a workout plan for the credit to minimize actual losses.

If, based on current information and events, it is probable that the Company will be unable to collect all amounts due to it according to the contractual terms of the loan agreement, a loan is considered impaired, and a specific impairment reserve analysis is performed and if necessary, a specific reserve is established. In determining the appropriate charge-off for collateral-dependent loans, the Company considers the results of appraisals for the associated collateral.

#### Non-performing Assets, excluding covered assets

The following table sets forth Wintrust’s non-performing assets, excluding covered assets, as of the dates shown:

*(Dollars in thousands)*

| Loans past due greater than 90 days and still accruing: | June 30, 2011 | March 31, 2011 | December 31, 2010 | June 30, 2010 |
| --- | ---: | ---: | ---: | ---: |
| Commercial | **$—** | $150 | $478 | $99 |
| Commercial real-estate | **—** | 1,997 | — | 2,248 |
| Home equity | **—** | — | — | — |
| Residential real-estate | **—** | — | — | — |
| Premium finance receivables — commercial | **4,446** | 6,319 | 8,096 | 6,350 |
| Premium finance receivables — life insurance | **324** | — | — | 1,923 |
| Indirect consumer | **284** | 310 | 318 | 579 |
| Consumer and other | **—** | 1 | 1 | 3 |
| Total loans past due greater than 90 days and still accruing | **5,054** | 8,777 | 8,893 | 11,202 |
| **Non-accrual loans:** |  |  |  |  |
| Commercial | **26,168** | 26,157 | 16,382 | 17,741 |
| Commercial real-estate | **89,793** | 94,001 | 93,963 | 82,984 |
| Home equity | **15,853** | 11,184 | 7,425 | 7,149 |
| Residential real-estate | **7,379** | 4,909 | 6,085 | 4,436 |
| Premium finance receivables — commercial | **10,309** | 9,550 | 8,587 | 11,389 |
| Premium finance receivables — life insurance | **670** | 342 | 354 | — |
| Indirect consumer | **89** | 320 | 191 | 438 |
| Consumer and other | **757** | 147 | 252 | 62 |
| Total non-accrual loans | **151,018** | 146,610 | 133,239 | 124,199 |
| **Total non-performing loans:** |  |  |  |  |
| Commercial | **26,168** | 26,307 | 16,860 | 17,840 |
| Commercial real-estate | **89,793** | 95,998 | 93,963 | 85,232 |
| Home equity | **15,853** | 11,184 | 7,425 | 7,149 |
| Residential real-estate | **7,379** | 4,909 | 6,085 | 4,436 |
| Premium finance receivables — commercial | **14,755** | 15,869 | 16,683 | 17,739 |
| Premium finance receivables — life insurance | **994** | 342 | 354 | 1,923 |
| Indirect consumer | **373** | 630 | 509 | 1,017 |
| Consumer and other | **757** | 148 | 253 | 65 |
| Total non-performing loans | **$156,072** | $155,387 | $142,132 | $135,401 |
| Other real estate owned | **82,772** | 85,290 | 71,214 | 86,420 |
| Total non-performing assets | **$238,844** | $240,677 | $213,346 | $221,821 |
| **Total non-performing loans by category as a percent of its own respective category’s period-end balance:** |  |  |  |  |
| Commercial | 1.23% | 1.36% | 0.82% | 0.98% |
| Commercial real-estate | **2.66** | 2.86 | 2.81 | 2.55 |
| Home equity | **1.80** | 1.25 | 0.81 | 0.78 |
| Residential real-estate | **2.24** | 1.42 | 1.72 | 1.33 |
| Premium finance receivables — commercial | **1.03** | 1.19 | 1.32 | 1.32 |
| Premium finance receivables — life insurance | **0.06** | 0.02 | 0.02 | 0.14 |
| Indirect consumer | **0.65** | 1.20 | 0.99 | 1.47 |
| Consumer and other | **0.75** | 0.15 | 0.24 | 0.07 |
| Total non-performing loans | 1.57% | 1.63% | 1.48% | 1.45% |
| **Total non-performing assets, as a percentage of total assets** | 1.63% | 1.71% | 1.53% | 1.62% |
| **Allowance for loan losses as a percentage of total non-performing loans** | 75.20% | 74.04% | 80.14% | 78.69% |

71

#### Non-performing Commercial and Commercial Real-Estate

The commercial non-performing loan category totaled $26.2 million as of June 30, 2011 compared to $16.9 million as of December 31, 2010 and $17.8 million as of June 30, 2010, while the commercial real estate loan category totaled $89.8 million as of June 30, 2011 compared to $94.0 million as of December 31, 2010 and $85.2 million as of June 30, 2010.

Management is pursuing the resolution of all credits in this category. At this time, management believes reserves are adequate to absorb inherent losses that may occur upon the ultimate resolution of these credits.

#### Non-performing Residential Real Estate and Home Equity

The non-performing residential real estate and home equity loans totaled $23.2 million as of June 30, 2011. The balance increased $9.7 million from December 31, 2010 and increased $11.6 million from June 30, 2010. The June 30, 2011 non-performing balance is comprised of $7.4 million of residential real estate (28 individual credits) and $15.8 million of home equity loans (38 individual credits). On average, this is approximately four non-performing residential real estate loans and home equity loans per chartered bank within the Company. The Company believes control and collection of these loans is very manageable. At this time, management believes reserves are adequate to absorb inherent losses that may occur upon the ultimate resolution of these credits.

#### Non-performing Commercial Premium Finance Receivables

The table below presents the level of non-performing property and casualty premium finance receivables as of June 30, 2011 and 2010, and the amount of net charge-offs for the quarters then ended.

*(Dollars in thousands)*

|  | June 30, 2011 | June 30, 2010 |
| --- | ---: | ---: |
| Non-performing premium finance receivables — commercial | **$14,755** | $17,739 |
| - as a percent of premium finance receivables — commercial outstanding | 1.03% | 1.32% |
| Net (recoveries) charge-offs of premium finance receivables — commercial | **$(3,482)** | $17,559 |
| - annualized as a percent of average premium finance receivables — commercial | (0.99)% | 5.46% |

Fluctuations in this category may occur due to timing and nature of account collections from insurance carriers. The Company’s underwriting standards, regardless of the condition of the economy, have remained consistent. We anticipate that net charge-offs and non-performing asset levels in the near term will continue to be at levels that are within acceptable operating ranges for this category of loans. Management is comfortable with administering the collections at this level of non-performing property and casualty premium finance receivables and believes reserves are adequate to absorb inherent losses that may occur upon the ultimate resolution of these credits.

#### Non-performing Indirect Consumer Loans

Total non-performing indirect consumer loans were $373,000 at June 30, 2011, compared to $509,000 at December 31, 2010 and $1.0 million at June 30, 2010. The ratio of these non-performing loans to total indirect consumer loans was 0.65% at June 30, 2011 compared to 0.99% at December 31, 2010 and 1.47% at June 30, 2010. Net charge-offs as a percent of total indirect consumer loans were 0.02% for the quarter ended June 30, 2011 compared to 0.92% in the same period in 2010. The indirect consumer loan portfolio has decreased 16% since June 30, 2010 to a balance of $57.7 million at June 30, 2011.

#### Loan Portfolio Aging

The following table shows, as of June 30, 2011, only 1.6% of the entire portfolio, excluding covered loans, is non-performing (non-accrual or greater than 90 days past due and still accruing interest) with only 1.5%, either one or two payments past due. In total, 96.9% of the Company’s total loan portfolio, excluding covered loans, as of June 30, 2011 is current according to the original contractual terms of the loan agreements.

The tables below show the aging of the Company’s loan portfolio at June 30, 2011 and March 31, 2011:

*(Dollars in thousands)*

| As of June 30, 2011 Loan Balances: Commercial | Nonaccrual | 90+ days and still accruing | 60-89 days past due | 30-59 days past due | Current | Total Loans |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Commercial and industrial | **$22,289** | **$—** | **$7,164** | **$23,754** | **$1,309,455** | **$1,362,662** |
| Franchise | **1,792** | **—** | **—** | **—** | **112,342** | **114,134** |
| Mortgage warehouse lines of credit | **—** | **—** | **—** | **—** | **68,477** | **68,477** |
| Community Advanatage — homeowners association | **—** | **—** | **—** | **—** | **73,929** | **73,929** |
| Aircraft | **—** | **—** | **—** | **—** | **21,231** | **21,231** |
| Asset-based lending | **2,087** | **—** | **—** | **2,415** | **361,594** | **366,096** |
| Municipal | **—** | **—** | **—** | **—** | **63,296** | **63,296** |
| Leases | **—** | **—** | **—** | **763** | **61,772** | **62,535** |
| Other | **—** | **—** | **—** | **—** | **76** | **76** |
| Total commercial and commercial real-estate | **26,168** | **—** | **7,164** | **26,932** | **2,072,172** | **2,132,436** |
| Commercial real-estate |  |  |  |  |  |  |
| Residential construction | **3,011** | **—** | **938** | **5,245** | **81,561** | **90,755** |
| Commercial construction | **2,453** | **—** | **7,579** | **7,075** | **120,540** | **137,647** |
| Land | **33,980** | **—** | **10,281** | **8,076** | **160,597** | **212,934** |
| Office | **17,503** | **—** | **1,648** | **3,846** | **509,385** | **532,382** |
| Industrial | **2,470** | **—** | **2,689** | **2,480** | **506,895** | **514,534** |
| Retail | **8,164** | **—** | **3,778** | **14,806** | **498,040** | **524,788** |
| Multi-family | **4,947** | **—** | **4,628** | **3,836** | **302,740** | **316,151** |
| Mixed use and other | **17,265** | **—** | **9,350** | **4,201** | **1,014,661** | **1,045,477** |
| Total commercial real-estate | **89,793** | **—** | **40,891** | **49,565** | **3,194,419** | **3,374,668** |
| Home equity | **15,853** | **—** | **1,502** | **4,081** | **859,266** | **880,702** |
| Residential real estate | **7,379** | **—** | **1,272** | **949** | **319,781** | **329,381** |
| Premium finance receivables — commercial | **10,309** | **4,446** | **5,089** | **7,897** | **1,401,695** | **1,429,436** |
| Premium finance receivables — life insurance | **670** | **324** | **4,873** | **3,254** | **1,610,547** | **1,619,668** |
| Indirect consumer | **89** | **284** | **98** | **531** | **56,716** | **57,718** |
| Consumer and other | **757** | **—** | **123** | **418** | **99,770** | **101,068** |
| Total loans, net of unearned income, excluding covered loans | **$151,018** | **$5,054** | **$61,012** | **$93,627** | **$9,614,366** | **$9,925,077** |
| Covered loans | **—** | **121,271** | **5,643** | **11,899** | **269,856** | **408,669** |
| Total loans, net of unearned income | **$151,018** | **$126,325** | **$66,655** | **$105,526** | **$9,884,222** | **$10,333,746** |

73

| Aging as a % of Loan Balance: Commercial | Nonaccrual | 90+ days and still accruing | 60-89 days past due | 30-59 days past due | Current | Total Loans |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Commercial and industrial | **1.6%** | —% | 0.5% | 1.7% | 96.2% | **100.0%** |
| Franchise | **1.6** | **—** | **—** | **—** | **98.4** | **100.0** |
| Mortgage warehouse lines of credit | **—** | **—** | **—** | **—** | **100.0** | **100.0** |
| Community Advanatage — homeowners association | **—** | **—** | **—** | **—** | **100.0** | **100.0** |
| Aircraft | **—** | **—** | **—** | **—** | **100.0** | **100.0** |
| Asset-based lending | **0.6** | **—** | **—** | **0.7** | **98.7** | **100.0** |
| Municipal | **—** | **—** | **—** | **—** | **100.0** | **100.0** |
| Leases | **—** | **—** | **—** | **1.2** | **98.8** | **100.0** |
| Other | **—** | **—** | **—** | **—** | **100.0** | **100.0** |
| Total commercial | **1.2** | **—** | **0.3** | **1.3** | **97.2** | **100.0** |
| Commercial real-estate |  |  |  |  |  |  |
| Residential construction | **3.3** | **—** | **1.0** | **5.8** | **89.9** | **100.0** |
| Commercial construction | **1.8** | **—** | **5.5** | **5.1** | **87.6** | **100.0** |
| Land | **16.0** | **—** | **4.8** | **3.8** | **75.4** | **100.0** |
| Office | **3.3** | **—** | **0.3** | **0.7** | **95.7** | **100.0** |
| Industrial | **0.5** | **—** | **0.5** | **0.5** | **98.5** | **100.0** |
| Retail | **1.6** | **—** | **0.7** | **2.8** | **94.9** | **100.0** |
| Multi-family | **1.6** | **—** | **1.5** | **1.2** | **95.7** | **100.0** |
| Mixed use and other | **1.7** | **—** | **0.9** | **0.4** | **97.0** | **100.0** |
| Total commercial real-estate | **2.7** | **—** | **1.2** | **1.5** | **94.6** | **100.0** |
| Home equity | **1.8** | **—** | **0.2** | **0.5** | **97.5** | **100.0** |
| Residential real estate | **2.2** | **—** | **0.4** | **0.3** | **97.1** | **100.0** |
| Premium finance receivables — commercial | **0.7** | **0.3** | **0.4** | **0.6** | **98.0** | **100.0** |
| Premium finance receivables — life insurance | **—** | **—** | **0.3** | **0.2** | **99.5** | **100.0** |
| Indirect consumer | **0.2** | **0.5** | **0.2** | **0.9** | **98.2** | **100.0** |
| Consumer and other | **0.7** | **—** | **0.1** | **0.4** | **98.8** | **100.0** |
| Total loans, net of unearned income, excluding covered loans | **1.5%** | 0.1% | 0.6% | 0.9% | 96.9% | **100.0%** |
| Covered loans | **—** | **29.7** | **1.4** | **2.9** | **66.0** | **100.0** |
| Total loans, net of unearned income | **1.5%** | 1.2% | 0.6% | 1.0% | 95.7% | **100.0%** |

74

*(Dollars in thousands)*

| As of March 31, 2011 Loan Balances: Commercial | Nonaccrual | 90+ days and still accruing | 60-89 days past due | 30-59 days past due | Current | Total Loans |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Commercial and industrial | $24,277 | $150 | $3,233 | $9,201 | $1,240,796 | $1,277,657 |
| Franchise | 1,792 | — | — | — | 112,584 | 114,376 |
| Mortgage warehouse lines of credit | — | — | — | — | 33,482 | 33,482 |
| Community Advanatage — homeowners association | — | — | — | — | 75,948 | 75,948 |
| Aircraft | 74 | — | — | — | 22,243 | 22,317 |
| Asset-based lending | — | — | 216 | 2,355 | 299,328 | 301,899 |
| Municipal | — | — | — | — | 60,376 | 60,376 |
| Leases | 14 | — | — | 88 | 51,404 | 51,506 |
| Other | — | — | — | — | — | — |
| Total commercial | 26,157 | 150 | 3,449 | 11,644 | 1,896,161 | 1,937,561 |
| Commercial real-estate |  |  |  |  |  |  |
| Residential construction | 7,891 | — | 1,057 | 3,587 | 78,832 | 91,367 |
| Commercial construction | 1,396 | 692 | 2,469 | 680 | 116,311 | 121,548 |
| Land | 26,974 | — | 7,366 | 12,455 | 183,419 | 230,214 |
| Office | 17,945 | — | 1,705 | 3,059 | 534,558 | 557,267 |
| Industrial | 1,251 | 524 | 1,672 | 8,499 | 483,690 | 495,636 |
| Retail | 12,824 | — | 4,994 | 5,810 | 499,486 | 523,114 |
| Multi-family | 5,968 | — | 1,107 | 5,059 | 281,729 | 293,863 |
| Mixed use and other | 19,752 | 781 | 7,187 | 19,835 | 995,998 | 1,043,553 |
| Total commercial real-estate | 94,001 | 1,997 | 27,557 | 58,984 | 3,174,023 | 3,356,562 |
| Home equity | 11,184 | — | 3,366 | 6,603 | 870,179 | 891,332 |
| Residential real estate | 4,909 | — | 918 | 5,174 | 333,908 | 344,909 |
| Premium finance receivables — commercial | 9,550 | 6,319 | 4,433 | 14,428 | 1,303,121 | 1,337,851 |
| Premium finance receivables — life insurance | 342 | — | 1,130 | 5,580 | 1,532,469 | 1,539,521 |
| Indirect consumer | 320 | 310 | 182 | 657 | 50,910 | 52,379 |
| Consumer and other | 147 | 1 | 185 | 394 | 100,960 | 101,687 |
| Total loans, net of unearned income, excluding covered loans | $146,610 | $8,777 | $41,220 | $103,464 | $9,261,731 | $9,561,802 |
| Covered loans | — | 116,298 | 5,288 | 24,855 | 284,858 | 431,299 |
| Total loans, net of unearned income | $146,610 | $125,075 | $46,508 | $128,319 | $9,546,589 | $9,993,101 |

75

| Aging as a % of Loan Balance: Commercial | Nonaccrual | 90+ days and still accruing | 60-89 days past due | 30-59 days past due | Current | Total Loans |
| --- | ---: | ---: | ---: | ---: | ---: | ---: |
| Commercial and industrial | 1.9% | —% | 0.3% | 0.7% | 97.1% | 100.0% |
| Franchise | 1.6 | — | — | — | 98.4 | 100.0 |
| Mortgage warehouse lines of credit | — | — | — | — | 100.0 | 100.0 |
| Community Advanatage — homeowners association | — | — | — | — | 100.0 | 100.0 |
| Aircraft | 0.3 | — | — | — | 99.7 | 100.0 |
| Asset-based lending | — | — | 0.1 | 0.8 | 99.1 | 100.0 |
| Municipal | — | — | — | — | 100.0 | 100.0 |
| Leases | — | — | — | 0.2 | 99.8 | 100.0 |
| Other | — | — | — | — | — | — |
| Total commercial | 1.3 | — | 0.2 | 0.6 | 97.9 | 100.0 |
| Commercial real-estate |  |  |  |  |  |  |
| Residential construction | 8.6 | — | 1.2 | 3.9 | 86.3 | 100.0 |
| Commercial construction | 1.1 | 0.6 | 2.0 | 0.6 | 95.7 | 100.0 |
| Land | 11.7 | — | 3.2 | 5.4 | 79.7 | 100.0 |
| Office | 3.2 | — | 0.3 | 0.5 | 96.0 | 100.0 |
| Industrial | 0.3 | 0.1 | 0.3 | 1.7 | 97.6 | 100.0 |
| Retail | 2.5 | — | 1.0 | 1.1 | 95.4 | 100.0 |
| Multi-family | 2.0 | — | 0.4 | 1.7 | 95.9 | 100.0 |
| Mixed use and other | 1.9 | 0.1 | 0.7 | 1.9 | 95.4 | 100.0 |
| Total commercial real-estate | 2.8 | 0.1 | 0.8 | 1.8 | 94.5 | 100.0 |
| Home equity | 1.3 | — | 0.4 | 0.7 | 97.6 | 100.0 |
| Residential real estate | 1.4 | — | 0.3 | 1.5 | 96.8 | 100.0 |
| Premium finance receivables — commercial | 0.7 | 0.5 | 0.3 | 1.1 | 97.4 | 100.0 |
| Premium finance receivables — life insurance | — | — | 0.1 | 0.4 | 99.5 | 100.0 |
| Indirect consumer | 0.6 | 0.6 | 0.3 | 1.3 | 97.2 | 100.0 |
| Consumer and other | 0.1 | — | 0.2 | 0.4 | 99.3 | 100.0 |
| Total loans, net of unearned income, excluding covered loans | 1.5% | 0.1% | 0.4% | 1.1% | 96.9% | 100.0% |
| Covered loans | — | 27.0 | 1.2 | 5.8 | 66.0 | 100.0 |
| Total loans, net of unearned income | 1.5% | 1.3% | 0.5% | 1.3% | 95.4% | 100.0% |

As of June 30, 2011, only $61.0 million of all loans, excluding covered loans, or 0.6%, were 60 to 89 days past due and $93.6 million, or 0.9%, were 30 to 59 days (or one payment) past due. As of March 31, 2011, $41.2 million of all loans, excluding covered loans, or 0.4%, were 60 to 89 days past due and $103.5 million, or 1.1%, were 30 to 59 days (or one payment) past due.

The majority of the commercial and commercial real estate loans shown as 60 to 89 days and 30 to 59 days past due are included on the Company’s internal problem loan reporting system. Loans on this system are closely monitored by management on a monthly basis. Near-term delinquencies (30 to 59 days past due) increased $5.9 million since March 31, 2011.

The Company’s home equity and residential loan portfolios continue to exhibit low delinquency ratios. Home equity loans at June 30, 2011 that are current with regard to the contractual terms of the loan agreement represent 97.5% of the total home equity portfolio. Residential real estate loans at June 30, 2011 that are current with regards to the contractual terms of the loan agreements comprise 97.1% of total residential real estate loans outstanding.

The ratio of non-performing commercial premium finance receivables fluctuates throughout the year due to the nature and timing of canceled account collections from insurance carriers. Due to the nature of collateral for commercial premium finance receivables, it customarily takes 60-150 days to convert the collateral into cash. Accordingly, the level of non-performing commercial premium finance receivables is not necessarily indicative of the loss inherent in the portfolio. In the event of default, Wintrust has the power to cancel the insurance policy and collect the unearned portion of the premium from the insurance carrier. In the event of cancellation, the cash returned in payment of the unearned premium by the insurer should generally be sufficient to cover the receivable balance, the interest and other charges due. Due to notification requirements and processing time by most insurance carriers, many receivables will become delinquent beyond 90 days while the insurer is processing the return of the unearned premium. Management continues to accrue interest until maturity as the unearned premium is ordinarily sufficient to pay-off the outstanding balance and contractual interest due.

#### Nonperforming Loans Rollforward

The table below presents a summary of non-performing loans, excluding covered loans, as of June 30, 2011 and shows the changes in the balance from March 31, 2011:

*(Dollars in thousands)*

|  | Non-performing Loans |
| --- | ---: |
| Balance at March 31, 2011 | $155,387 |
| Additions, net | 45,742 |
| Return to performing status | (2,193) |
| Payments received | (12,553) |
| Transfers to OREO | (12,926) |
| Charge-offs | (17,611) |
| Net change for niche loans (1) | 226 |
| **Balance at June 30, 2011** | **$156,072** |

(1) This includes activity for premium finance receivables, mortgages held for investment by Wintrust Mortgage and indirect consumer loans

### Allowance for Loan Losses

The allowance for loan losses represents management’s estimate of the probable and reasonably estimable loan losses that our loan portfolio is expected to incur. The allowance for loan losses is determined quarterly using a methodology that incorporates important risk characteristics of each loan, as described below under “*How We Determine the Allowance for Credit Losses.”* This process is subject to review at each of our bank subsidiaries by the applicable regulatory authority, including the Federal Reserve Bank of Chicago, the Office of the Comptroller of the Currency, the State of Illinois and the State of Wisconsin.

Management has determined that the allowance for loan losses was appropriate at June 30, 2011, and that the loan portfolio is well diversified and well secured, without undue concentration in any specific risk area. This process involves a high degree of management judgment, however the allowance for credit losses is based on a comprehensive, well documented, and consistently applied analysis of the Company’s loan portfolio. This analysis takes into consideration all available information existing as of the financial statement date, including environmental factors such as economic, industry, geographical and political factors. The relative level of allowance for credit losses is reviewed and compared to industry peers. This review encompasses levels of total nonperforming loans, portfolio mix, portfolio concentrations, current geographic risks and overall levels of net charge-offs. Historical trending of both the Company’s results and the industry peers is also reviewed to analyze comparative significance.

#### Allowance for Credit Losses, excluding covered loans

The following table summarizes the activity in our allowance for credit losses during the periods indicated.

*(Dollars in thousands)*

|  | Three Months Ended June 30, 2011 | 2010 | Six Months Ended June 30, 2011 | 2010 |
| --- | ---: | ---: | ---: | ---: |
| **Allowance for loan losses at beginning of period** | **$115,049** | $102,397 | **$113,903** | $98,277 |
| **Provision for credit losses** | **28,666** | 41,297 | **53,042** | 70,342 |
| **Other adjustments** | **—** | — | **—** | 1,943 |
| **Reclassification to/from allowance for unfunded lending-related commitments** | **(317)** | 785 | **1,799** | 684 |
| **Charge-offs:** |  |  |  |  |
| Commercial | **7,583** | 4,781 | **16,723** | 9,456 |
| Commercial real estate | **20,691** | 12,311 | **34,033** | 32,554 |
| Home equity | **1,300** | 3,089 | **2,073** | 3,370 |
| Residential real estate | **282** | 310 | **1,557** | 717 |
| Premium finance receivables — commercial | **1,893** | 17,747 | **3,400** | 19,680 |
| Premium finance receivables — life insurance | **214** | — | **244** | — |
| Indirect consumer | **44** | 256 | **164** | 529 |
| Consumer and other | **266** | 109 | **426** | 288 |
| Total charge-offs | **32,273** | 38,603 | **58,620** | 66,594 |
| **Recoveries:** |  |  |  |  |
| Commercial | **301** | 143 | **567** | 586 |
| Commercial real estate | **463** | 218 | **801** | 660 |
| Home equity | **19** | 6 | **27** | 13 |
| Residential real estate | **3** | 2 | **5** | 7 |
| Premium finance receivables — commercial | **5,375** | 188 | **5,643** | 417 |
| Premium finance receivables — life insurance | **12** | — | **12** | — |
| Indirect consumer | **42** | 81 | **108** | 132 |
| Consumer and other | **22** | 33 | **75** | 80 |
| Total recoveries | **6,237** | 671 | **7,238** | 1,895 |
| **Net charge-offs, excluding covered loans** | **(26,036)** | (37,932) | **(51,382)** | (64,699) |
| **Allowance for loan losses at period end** | **$117,362** | $106,547 | **$117,362** | $106,547 |
| **Allowance for unfunded lending-related commitments at period end** | **$2,335** | $2,169 | **$2,335** | $2,169 |
| **Allowance for credit losses at period end** | **$119,697** | $108,716 | **$119,697** | $108,716 |
| **Annualized net charge-offs by category as a percentage of its own respective category’s average:** |  |  |  |  |
| Commercial | **1.45%** | 1.04 | **1.65%** | 1.03% |
| Commercial real estate | **2.40** | 1.45 | **1.99** | 1.93 |
| Home equity | **0.58** | 1.34 | **0.46** | 0.73 |
| Residential real estate | **0.25** | 0.23 | **0.62** | 0.28 |
| Premium finance receivables — commercial | **(0.99)** | 5.46 | **(0.33)** | 3.03 |
| Premium finance receivables — life insurance | **0.05** | — | **0.03** | — |
| Indirect consumer | **0.02** | 0.92 | **0.21** | 0.96 |
| Consumer and other | **0.98** | 0.27 | **0.69** | 0.37 |
| Total loans, net of unearned income, excluding covered loans | **1.06%** | 1.63 | **1.05%** | 1.41% |
| **Net charge-offs as a percentage of the provision for credit losses** | **90.83%** | 91.85 | **96.87%** | 91.98% |
| **Loans at period-end** |  |  | **$9,925,077** | $9,324,163 |
| **Allowance for loan losses as a percentage of loans at period end** |  |  | **1.18%** | 1.14% |
| **Allowance for credit losses as a percentage of loans at period end** |  |  | **1.21%** | 1.17% |

78

The allowance for credit losses is comprised of an allowance for loan losses, which is determined with respect to loans that we have originated, and an allowance for lending-related commitments. Our allowance for lending-related commitments is determined with respect to funds that we have committed to lend but for which funds have not yet been disbursed and is computed using a methodology similar to that used to determine the allowance for loan losses. Additions to the allowance for loan losses are charged to earnings through the provision for credit losses. Charge-offs represent the amount of loans that have been determined to be uncollectible during a given period, and are deducted from the allowance for loan losses, and recoveries represent the amount of collections received from loans that had previously been charged off, and are credited to the allowance for loan losses.

#### How We Determine the Allowance for Credit Losses

The allowance for loan losses includes an element for estimated probable but undetected losses and for imprecision in the credit risk models used to calculate the allowance. As part of the Problem Loan Reporting system review, the Company analyzes the loan for purposes of calculating our specific impairment reserves and a general reserve.

#### Specific Impairment Reserves:

Loans with a credit risk rating of a 6 through 9 are reviewed on a monthly basis to determine if (a) an amount is deemed uncollectible (a charge-off) or (b) it is probable that the Company will be unable to collect amounts due in accordance with the original contractual terms of the loan (impaired loan). If a loan is impaired, the carrying amount of the loan is compared to the expected payments to be reserved, discounted at the loan’s original rate, or for collateral dependent loans, to the fair value of the collateral. Any shortfall is recorded as a specific reserve.

#### General Reserves:

For loans with a credit risk rating of 1 through 7, reserves are established based on the type of loan collateral, if any, and the assigned credit risk rating. Determination of the allowance is inherently subjective as it requires significant estimates, including the amounts and timing of expected future cash flows on impaired loans, estimated losses on pools of homogeneous loans based on historical loss experience, and consideration of current environmental factors and economic trends, all of which may be susceptible to significant change.

We determine this component of the allowance for loan losses by classifying each loan into (i) categories based on the type of collateral that secures the loan (if any), and (ii) one of ten categories based on the credit risk rating of the loan, as described above under “*Past Due Loans and Non-Performing Assets.”* Each combination of collateral and credit risk rating is then assigned a specific loss factor that incorporates the following factors:

- historical underwriting loss factor;
- changes in lending policies and procedures, including changes in underwriting standards and collection, charge-off, and recovery practices not considered elsewhere in estimating credit losses;
- changes in national, regional, and local economic and business conditions and developments that affect the collectibility of the portfolio;
- changes in the nature and volume of the portfolio and in the terms of the loans;
- changes in the experience, ability, and depth of lending management and other relevant staff;
- changes in the volume and severity of past due loans, the volume of non-accrual loans, and the volume and severity of adversely classified or graded loans;
- changes in the quality of the bank’s loan review system;
- changes in the underlying collateral for collateral dependent loans;
- the existence and effect of any concentrations of credit, and changes in the level of such concentrations; and
- the effect of other external factors such as competition and legal and regulatory requirements on the level of estimated credit losses in the bank’s existing portfolio.

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#### Home Equity and Residential Real Estate Loans:

The determination of the appropriate allowance for loan losses for residential real estate and home equity loans differs slightly from the process used for commercial and commercial real estate loans. The same credit risk rating system, Problem Loan Reporting system, collateral coding methodology and loss factor assignment are used. The only significant difference is in how the credit risk ratings are assigned to these loans.

The home equity loan portfolio is reviewed on a loan by loan basis by analyzing current FICO scores of the borrowers, line availability, recent line usage and the aging status of the loan. Certain of these factors, or combination of these factors, may cause a portion of the credit risk ratings of home equity loans across all banks to be downgraded. Similar to commercial and commercial real estate loans, once a home equity loan’s credit risk rating is downgraded to a 6 through 9, the Company’s Managed Asset Division reviews and advises the subsidiary banks as to collateral valuations and as to the ultimate resolution of the credits that deteriorate to a non-accrual status to minimize losses.

Residential real estate loans that are downgraded to a credit risk rating of 6 through 9 also enter the Problem Loan Reporting system and have the underlying collateral evaluated by the Managed Assets Division.

#### Premium Finance Receivables and Indirect Consumer Loans:

The determination of the appropriate allowance for loan losses for premium finance receivables and indirect consumer loans is based solely on the aging (collection status) of the portfolios. Due to the large number of generally smaller sized and homogenous credits in these portfolios, these loans are not individually assigned a credit risk rating. Loss factors are assigned to each delinquency category in order to calculate an allowance for credit losses. The allowance for loan losses for these categories is entirely a general reserve.

#### Effects of Economic Recession and Real Estate Market:

The Company’s primary markets, which are mostly in suburban Chicago, have not experienced the same levels of credit deterioration in residential mortgage and home equity loans as certain other major metropolitan markets, such as Miami, Phoenix or Southern California, however the Company’s markets have clearly been under stress. As of June 30, 2011, home equity loans and residential mortgages comprised 8% and 3%, respectively, of the Company’s total loan portfolio. At June 30, 2011 (excluding covered loans), approximately only 2.0% of all of the Company’s residential mortgage loans and approximately only 2.6% of all of the Company’s home equity loans are more than one payment past due. Current delinquency statistics of these two portfolios, demonstrating that although there is stress in the Chicago metropolitan and southeastern Wisconsin markets, our portfolios of residential mortgages and home equity loans are performing reasonably well as reflected in the aging of the Company’s loan portfolio table shown earlier in this section.

#### Methodology in Assessing Impairment and Charge-off Amounts

In determining the amount of impairment or charge-offs associated with collateral dependent loans, the Company values the loan generally by starting with a valuation obtained from an appraisal of the underlying collateral and then deducting estimated selling costs to arrive at a net appraised value. We obtain the appraisals of the underlying collateral from one of a pre-approved list of independent, third party appraisal firms.

In many cases, the Company simultaneously values the underlying collateral by marketing the property to market participants interested in purchasing properties of the same type. If the Company receives offers or indications of interest, we will analyze the price and review market conditions to assess whether in light of such information the appraised value overstates the likely price and that a lower price would be a better assessment of the market value of the property and would enable us to liquidate the collateral. Additionally, the Company takes into account the strength of any guarantees and the ability of the borrower to provide value related to those guarantees in determining the ultimate charge-off or reserve associated with any impaired loans. Accordingly, the Company may charge-off a loan to a value below the net appraised value if it believes that an expeditious liquidation is desirable in the circumstance and it has legitimate offers or other indications of interest to support a value that is less than the net appraised value. Alternatively, the Company may carry a loan at a value that is in excess of the appraised value if the Company has a guarantee from a borrower that the Company believes has realizable value. In evaluating the strength of any guarantee, the Company evaluates the financial wherewithal of the guarantor, the guarantor’s reputation, and the guarantor’s willingness and desire to work with the Company. The Company then conducts a review of the strength of a guarantee on a frequency established as the circumstances and conditions of the borrower warrant.

In circumstances where the Company has received an appraisal but has no third party offers or indications of interest, the Company may enlist the input of realtors in the local market as to the highest valuation that the realtor believes would result in a liquidation of the property given a reasonable marketing period of approximately 90 days. To the extent that the realtors’ indication of market clearing price under such scenario is less than the net appraised valuation, the Company may take a charge-off on the loan to a valuation that is less than the net appraised valuation.

The Company may also charge-off a loan below the net appraised valuation if the Company holds a junior mortgage position in a piece of collateral whereby the risk to acquiring control of the property through the purchase of the senior mortgage position is deemed to potentially increase the risk of loss upon liquidation due to the amount of time to ultimately market the property and the volatile market conditions. In such cases, the Company may abandon its junior mortgage and charge-off the loan balance in full.

In other cases, the Company may allow the borrower to conduct a “short sale,” which is a sale where the Company allows the borrower to sell the property at a value less than the amount of the loan. Many times, it is possible for the current owner to receive a better price than if the property is marketed by a financial institution which the market place perceives to have a greater desire to liquidate the property at a lower price. To the extent that we allow a short sale at a price below the value indicated by an appraisal, we may take a charge-off beyond the value that an appraisal would have indicated.

Other market conditions may require a reserve to bring the carrying value of the loan below the net appraised valuation such as litigation surrounding the borrower and/or property securing our loan or other market conditions impacting the value of the collateral.

Having determined the net value based on the factors such as those noted above and compared that value to the book value of the loan, the Company arrives at a charge-off amount or a specific reserve included in the allowance for loan losses. In summary, for collateral dependent loans, appraisals are used as the fair value starting point in the estimate of net value. Estimated costs to sell are deducted from the appraised value to arrive at the net appraised value. Although an external appraisal is the primary source of valuation utilized for charge-offs on collateral dependent loans, we may utilize values obtained through purchase and sale agreements, legitimate indications of interest, negotiated short sales, realtor price opinions, sale of the note or support from guarantors as the basis for charge-offs. These alternative sources of value are used only if deemed to be more representative of value based on updated information regarding collateral resolution. In addition, if an appraisal is not deemed current, a discount to appraised value may be utilized. Any adjustments from appraised value to net value are detailed and justified in an impairment analysis, which is reviewed and approved by the Company’s Managed Assets Division.

#### Restructured Loans

The table below presents a summary of restructured loans for the respective periods, presented by loan category and accrual status:

*(Dollars in thousands)*

| Accruing: | June 30, 2011 | March 31, 2011 | June 30, 2010 |
| --- | ---: | ---: | ---: |
| Commercial | **$12,396** | $12,620 | $5,110 |
| Commercial real estate | **72,363** | 55,202 | 46,052 |
| Residential real estate | **1,079** | 1,560 | 2,591 |
| Total accrual | **$85,838** | $69,382 | $53,753 |
| **Non-accrual: (1)** |  |  |  |
| Commercial | **$3,587** | $5,582 | $3,865 |
| Commercial real estate | **12,308** | 21,174 | 6,827 |
| Residential real estate | **1,311** | 431 | 238 |
| Total non-accrual | **$17,206** | $27,187 | $10,930 |
| **Total restructured loans:** |  |  |  |
| Commercial | **$15,983** | $18,202 | $8,975 |
| Commercial real estate | **84,671** | 76,376 | 52,879 |
| Residential real estate | **2,390** | 1,991 | 2,829 |
| Total restructured loans | **$103,044** | $96,569 | $64,683 |

(1) Included in total non-performing loans.

At June 30, 2011, the Company had $103.0 million in loans with modified terms. The $103.0 million in modified loans represents 126 credit relationships in which economic concessions were granted to financially distressed borrowers to better align the terms of their loans with their current ability to pay. These actions were taken on a case-by-case basis working with financially distressed borrowers to find a concession that would assist them in retaining their businesses or their homes and attempt to keep these loans in an accruing status for the Company.

Subsequent to its restructuring, any restructured loan with a below market rate concession that becomes nonaccrual will remain classified by the Company as a restructured loan for its duration and will be included in the Company’s nonperforming loans. Each restructured loan was reviewed for collateral impairment at June 30, 2011 and approximately $4.7 million of collateral impairment was present and appropriately reserved for through the Company’s normal reserving methodology in the Company’s allowance for loan losses.

#### Other Real Estate Owned

The table below presents a summary of other real estate owned, excluding covered other real estate owned, as of June 30, 2011, March 31, 2011, and June 30, 2010 and shows the activity for the respective periods and the balance for each property type:

*(Dollars in thousands)*

|  | Three Months Ended June 30, 2011 | March 31, 2011 | June 30, 2010 |
| --- | ---: | ---: | ---: |
| Balance at beginning of period | **$85,290** | $71,214 | $89,009 |
| Disposal/resolved | **(8,253)** | (11,515) | (15,201) |
| Transfers in at fair value, less costs to sell | **10,190** | 28,865 | 16,348 |
| Fair value adjustments | **(4,455)** | (3,274) | (3,736) |
| Balance at end of period | **$82,772** | $85,290 | $86,420 |

*(Dollars in thousands)*

|  | Period End June 30, 2011 | March 31, 2011 | June 30, 2010 |
| --- | ---: | ---: | ---: |
| Residential real estate | **$7,196** | $10,570 | $5,457 |
| Residential real estate development | **16,591** | 17,808 | 27,161 |
| Commercial real estate | **58,985** | 56,912 | 53,802 |
| Total | **$82,772** | $85,290 | $86,420 |

### LIQUIDITY

Wintrust manages the liquidity position of its banking operations to ensure that sufficient funds are available to meet customers’ needs for loans and deposit withdrawals. The liquidity to meet these demands is provided by maturing assets, liquid assets that can be converted to cash and the ability to attract funds from external sources. Liquid assets refer to money market assets such as Federal funds sold and interest bearing deposits with banks, as well as available-for-sale debt securities which are not pledged to secure public funds.

The Company believes that it has sufficient funds and access to funds to meet its working capital and other needs. Please refer to the Interest-Earning Assets, Deposits, Other Funding Sources and Shareholders’ Equity discussions of this report for additional information regarding the Company’s liquidity position.

### INFLATION

A banking organization’s assets and liabilities are primarily monetary. Changes in the rate of inflation do not have as great an impact on the financial condition of a bank as do changes in interest rates. Moreover, interest rates do not necessarily change at the same percentage as inflation. Accordingly, changes in inflation are not expected to have a material impact on the Company. An analysis of the Company’s asset and liability structure provides the best indication of how the organization is positioned to respond to changing interest rates. See “Quantitative and Qualitative Disclosures About Market Risks” section of this report for additional information.

### FORWARD-LOOKING STATEMENTS

This document contains, and the documents into which it may be incorporated by reference may contain, forward-looking statements within the meaning of federal securities laws. Forward-looking information can be identified through the use of words such as “intend,” “plan,” “project,” “expect,” “anticipate,” “believe,” “estimate,” “contemplate,” “possible,” “point,” “will,” “may,” “should,” “would” and “could.” Forward-looking statements and information are not historical facts, are premised on many factors and assumptions, and represent only management’s expectations, estimates and projections regarding future events. Similarly, these statements are not guarantees of future performance and involve certain risks and uncertainties that are difficult to predict, which may include, but are not limited to, those listed below and the Risk Factors discussed under Item 1A of the Company’s 2010 Annual Report on Form 10-K and in any of the Company’s subsequent SEC filings. The Company intends such forward-looking statements to be covered by the safe harbor provisions for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995, and is including this statement for purposes of invoking these safe harbor provisions. Such forward-looking statements may be deemed to include, among other things, statements relating to the Company’s future financial performance, the performance of its loan portfolio, the expected amount of future credit reserves and charge-offs, delinquency trends, growth plans, regulatory developments, securities that the Company may offer from time to time, and management’s long-term performance goals, as well as statements relating to the anticipated effects on financial condition and results of operations from expected developments or events, the Company’s business and growth strategies, including future acquisitions of banks, specialty finance or wealth management businesses, internal growth and plans to form additional *de novo* banks or branch offices. Actual results could differ materially from those addressed in the forward-looking statements as a result of numerous factors, including the following:

- negative economic conditions that adversely affect the economy, housing prices, the job market and other factors that may affect the Company’s liquidity and the performance of its loan portfolios, particularly in the markets in which it operates;
- the extent of defaults and losses on the Company’s loan portfolio, which may require further increases in its allowance for credit losses;
- estimates of fair value of certain of the Company’s assets and liabilities, which could change in value significantly from period to period;
- changes in the level and volatility of interest rates, the capital markets and other market indices that may affect, among other things, the Company’s liquidity and the value of its assets and liabilities;
- a decrease in the Company’s regulatory capital ratios, including as a result of further declines in the value of its loan portfolios, or otherwise;
- legislative or regulatory changes, particularly changes in regulation of financial services companies and/or the products and services offered by financial services companies, including those resulting from the Dodd-Frank Act;
- restrictions upon our ability to market our products to consumers and limitations on our ability to profitably operate our mortgage business resulting from the Dodd-Frank Act;
- increased costs of compliance, heightened regulatory capital requirements and other risks associated with changes in regulation and the current regulatory environment, including the Dodd-Frank Act;
- changes in capital requirements resulting from Basel II and III initiatives;
- increases in the Company’s FDIC insurance premiums, or the collection of special assessments by the FDIC;
- losses incurred in connection with repurchases and indemnification payments related to mortgages;
- competitive pressures in the financial services business which may affect the pricing of the Company’s loan and deposit products as well as its services (including wealth management services);
- delinquencies or fraud with respect to the Company’s premium finance business;
- failure to identify and complete favorable acquisitions in the future or unexpected difficulties or developments related to the integration of recent or future acquisitions;
- unexpected difficulties and losses related to FDIC-assisted acquisitions, including those resulting from our loss-sharing arrangements with the FDIC;
- credit downgrades among commercial and life insurance providers that could negatively affect the value of collateral securing the Company’s premium finance loans;
- any negative perception of the Company’s reputation or financial strength;
- the loss of customers as a result of technological changes allowing consumers to complete their financial transactions without the use of a bank;
- the ability of the Company to attract and retain senior management experienced in the banking and financial services industries;
- the Company’s ability to comply with covenants under its securitization facility and credit facility;

83

- unexpected difficulties or unanticipated developments related to the Company’s strategy of *de novo* bank formations and openings, which typically require over 13 months of operations before becoming profitable due to the impact of organizational and overhead expenses, the startup phase of generating deposits and the time lag typically involved in redeploying deposits into attractively priced loans and other higher yielding earning assets;
- changes in accounting standards, rules and interpretations and the impact on the Company’s financial statements;
- adverse effects on our operational systems resulting from failures, human error or tampering;
- significant litigation involving the Company; and
- the ability of the Company to receive dividends from its subsidiaries.

Therefore, there can be no assurances that future actual results will correspond to these forward-looking statements. The reader is cautioned not to place undue reliance on any forward-looking statement made by the Company. Forward-looking statements speak only as of the date they are made, and the Company undertakes no obligation to update any forward-looking statement to reflect the impact of circumstances or events that arise after the date the forward-looking statement was made. Persons are advised, however, to consult further disclosures management makes on related subjects in its reports filed with the Securities and Exchange Commission and in its press releases.

## Market risk

As filed, 6,098 characters.

### QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISKS

As an ongoing part of its financial strategy, the Company attempts to manage the impact of fluctuations in market interest rates on net interest income. This effort entails providing a reasonable balance between interest rate risk, credit risk, liquidity risk and maintenance of yield. Asset-liability management policies are established and monitored by management in conjunction with the boards of directors of the banks, subject to general oversight by the Risk Management Committee of the Company’s Board of Directors. The policies establish guidelines for acceptable limits on the sensitivity of the market value of assets and liabilities to changes in interest rates.

Interest rate risk arises when the maturity or repricing periods and interest rate indices of the interest earning assets, interest bearing liabilities, and derivative financial instruments are different. It is the risk that changes in the level of market interest rates will result in disproportionate changes in the value of, and the net earnings generated from, the Company’s interest earning assets, interest bearing liabilities and derivative financial instruments. The Company continuously monitors not only the organization’s current net interest margin, but also the historical trends of these margins. In addition, management attempts to identify potential adverse changes in net interest income in future years as a result of interest rate fluctuations by performing simulation analysis of various interest rate environments. If a potential adverse change in net interest margin and/or net income is identified, management would take appropriate actions with its asset-liability structure to mitigate these potentially adverse situations. Please refer to Item 2 “Management’s Discussion and Analysis of Financial Condition and Results of Operations” for further discussion of the net interest margin.

Since the Company’s primary source of interest bearing liabilities is from customer deposits, the Company’s ability to manage the types and terms of such deposits may be somewhat limited by customer preferences and local competition in the market areas in which the banks operate. The rates, terms and interest rate indices of the Company’s interest earning assets result primarily from the Company’s strategy of investing in loans and securities that permit the Company to limit its exposure to interest rate risk, together with credit risk, while at the same time achieving an acceptable interest rate spread.

The Company’s exposure to interest rate risk is reviewed on a regular basis by management and the Risk Management Committees of the boards of directors of the banks and the Company. The objective is to measure the effect on net income and to adjust balance sheet and derivative financial instruments to minimize the inherent risk while at the same time maximize net interest income.

Management measures its exposure to changes in interest rates using many different interest rate scenarios. One interest rate scenario utilized is to measure the percentage change in net interest income assuming a ramped increase and decrease of 100 and 200 basis points that occurs in equal steps over a twelve-month time horizon. Utilizing this measurement concept, the interest rate risk of the Company, expressed as a percentage change in net interest income over a one-year time horizon due to changes in interest rates, at June 30, 2011, December 31, 2010 and June 30, 2010 is as follows:

|  |  |  |  |  |
| --- | ---: | ---: | ---: | ---: |
|  | **+200** | **+100** | **-100** | **-200** |
|  | **Basis** | **Basis** | **Basis** | **Basis** |
|  | **Points** | **Points** | **Points** | **Points** |
| Percentage change in net interest income due to a ramped 100 and 200 basis point shift in the yield curve: |  |  |  |  |
| **June 30, 2011** | **8.1%** | **3.6%** | **(4.6)%** | **(10.1)%** |
| December 31, 2010 | 5.3% | 2.4% | (2.9)% | (7.0)% |
| June 30, 2010 | 4.1% | 1.8% | (2.6)% | (6.8)% |

This simulation analysis is based upon actual cash flows and repricing characteristics for balance sheet instruments and incorporates management’s projections of the future volume and pricing of each of the product lines offered by the Company as well as other pertinent assumptions. Actual results may differ from these simulated results due to timing, magnitude, and frequency of interest rate changes as well as changes in market conditions and management strategies.

One method utilized by financial institutions to manage interest rate risk is to enter into derivative financial instruments. A derivative financial instrument includes interest rate swaps, interest rate caps and floors, futures, forwards, option contracts and other financial instruments with similar characteristics. Additionally, the Company enters into commitments to fund certain mortgage loans (interest rate locks) to be sold into the secondary market and forward commitments for the future delivery of mortgage loans to third party investors. See Note 14 of the Financial Statements presented under Item 1 of this report for further information on the Company’s derivative financial instruments.

During the second quarter of 2011, the Company entered into certain covered call option transactions related to certain securities held by the Company. The Company uses these option transactions (rather than entering into other derivative interest rate contracts, such as interest rate floors) to increase the total return associated with the related securities. Although the revenue received from these options is recorded as non-interest income rather than interest income, the increased return attributable to the related securities from these options contributes to the Company’s overall profitability. The Company’s exposure to interest rate risk may be impacted by these transactions. To mitigate this risk, the Company may acquire fixed rate term debt or use financial derivative instruments. There were no covered call options outstanding as of June 30, 2011.

## Controls and procedures

As filed, 1,139 characters.

### CONTROLS AND PROCEDURES

As of the end of the period covered by this report, the Company’s Chief Executive Officer and Chief Financial Officer carried out an evaluation under their supervision, with the participation of other members of management as they deemed appropriate, of the effectiveness of the design and operation of the Company’s disclosure controls and procedures as contemplated by Exchange Act Rule 13a-15. Based upon, and as of the date of that evaluation, the Chief Executive Officer and Chief Financial Officer concluded that the Company’s disclosure controls and procedures are effective, in all material respects, in timely alerting them to material information relating to the Company (and its consolidated subsidiaries) required to be included in the periodic reports the Company is required to file and submit to the SEC under the Exchange Act.

There were no changes in the Company’s internal control over financial reporting (as defined in Exchange Act Rule 13a-15(f)) during the period that have materially affected, or are reasonably likely to materially affect, our internal controls over financial reporting.

## Risk factors

As filed, 171 characters.

There were no material changes from the risk factors set forth under Part I, Item 1A “Risk Factors” in the Company’s Form 10-K for the fiscal year ended December 31, 2010.

Filed Aug 9, 2011.
Source: SEC EDGAR, the filing index for accession 0000950123-11-075116. Last ingested by Listed: Nov 5, 2026, 14:04 ET. No prices; not investment advice.