UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C.  20549

 

Form 10-KSB

 

(Mark One)

 

For the transition period from             to            

 

Commission file number: 000-28344

 

First Community Corporation

(Name of Small Business Issuer in Its Charter)

 

 

803-951-2265

Issuer’s Telephone Number, Including Area Code

 

Securities registered pursuant to Section 12(b) of the Act:  None.

Securities registered pursuant to Section 12(g) of the Act: Common Stock.

 

Check whether the issuer (1) filed all reports required to be filed by Section 13 or 15(d) of the Exchange Act during the past 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for past 90 days. Yes ý No  o

 

Check if there is no disclosure of delinquent filers in response to Item 405 of Regulation S-B in this form, and no disclosure will be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-KSB or any amendment to this Form 10-KSB.  ý

 

The issuer’s revenue for its most recent fiscal year was $14,818,945.

 

The aggregate market value of the voting stock as of March 15, 2005, held by non-affiliates of the registrant based on the closing price as of March 15, 2005, was $49,977,519.

 

2,830,962 shares of the issuer’s common stock were issued and outstanding as of March 15, 2005.

 

Documents Incorporated by Reference

 

The issuer’s proxy statement for the annual meeting of shareholders to be held on May 18, 2005 is incorporated by reference in this Form 10-KSB in Part III, Items 9 through 12 and 14.

 

Transitional Small Business Disclosure Format. (Check one): Yes o  No  ý

 

 

TABLE OF CONTENTS

 

PART I
		Item 1. Description of Business
		Item 2. Description of Property
		Item 3. Legal Proceedings
		Item 4. Submission of Matters to a Vote of Security Holders
PART II
		Item 5. Market for Common Equity and Related Stockholder Matters
		Item 6. Management’s Discussion and Analysis or Plan of Operation
		Item 7. Financial Statements
Consolidated Balance Sheets
Consolidated Statements of Income
Consolidated Statements of Comprehensive Income
Consolidated Statement of Changes in Shareholder’s Equity
Consolidated Statements of Cash Flows
Notes to Consolidated Financial Statements
Item 8. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
Item 8A. Controls and Procedures
Item 8B. Other Information
Part III
	Item 9. Directors, Executive Officers, Promoters, and Control Persons; Compliance with Section 16(a) of the Exchange Act
	Item 10. Executive Compensation
	Item 11. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters.
	Item 12. Certain Relationships and Related Transactions
	Item 13. Exhibits
	Item 14. Principal Accountant Fees and Services
SIGNATURES

 

 

PART I

 

Item 1. Description of Business.

 

This Report contains statements which constitute forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and the Securities Exchange Act of 1934.  These statements are based on many assumptions and estimates and are not guarantees of future performance.  Our actual results may differ materially from those projected in any forward-looking statements, as they will depend on many factors about which we are unsure, including many factors which are beyond our control.  The words “may,”  “would,” “could,” “will,” “expect,” “anticipate,” “believe,” “intend,” “plan,” and “estimate,” as well as similar expressions, are meant to identify such forward-looking statements.  Potential risks and uncertainties include, but are not limited to those described below under “Risk Factors.”

 

General

 

First Community Corporation, a bank holding company registered under the Bank Holding Company Act of 1956, was incorporated under the laws of South Carolina in 1994 primarily to own and control all of the capital stock of First Community Bank, N.A., which commenced operations in August 1995.  On October 1, 2004, we consummated our acquisition of DutchFork Bancshares, Inc. and its wholly-owned subsidiary, Newberry Federal Savings Bank.  We engage in a commercial banking business from our main office in Lexington, South Carolina and our 10 full-service offices located in Lexington, Forest Acres, Irmo, Cayce-West Columbia, Gilbert, Chapin, Northeast Columbia, Prosperity, and Newberry (two).  We offer a wide-range of traditional banking products and services for professionals and small- to medium-sized businesses, including consumer and commercial, mortgage, brokerage and investment, and insurance services.  We also offer online banking to our customers.  Our stock trades on the NASDAQ SmallCap market under the symbol FCCO.

 

Risk Factors

 

Our recent operating results may not be indicative of our future operating results.

 

We may not be able to sustain our historical rate of growth and may not even be able to grow our business at all.  Because of our relatively short operating history, it will be difficult for us to generate similar earnings growth as we continue to expand, and consequently our historical results of operations will not necessarily be indicative of our future operations.  Various factors, such as economic conditions, regulatory and legislative considerations, and competition, may also impede our ability to expand our market presence.  If we experience a significant decrease in our historical rate of growth, our results of operations and financial condition may be adversely affected because a high percentage of our operating costs are fixed expenses.

 

Our decisions regarding credit risk and reserves for loan losses may materially and adversely affect our business.

 

Making loans and other extensions of credit is an essential element of our business.  Although we seek to mitigate risks inherent in lending by adhering to specific underwriting practices, our loans and other extensions of credit may not be repaid.  The risk of nonpayment is affected by a number of factors, including:

 

•                  the duration of the credit;

•                  credit risks of a particular customer;

•                  changes in economic and industry conditions; and

•                  in the case of a collateralized loan, risks resulting from uncertainties about the future value of the collateral.

 

We attempt to maintain an appropriate allowance for loan losses to provide for potential losses in our loan portfolio.  We periodically determine the amount of the allowance based on consideration of several factors, including:

 

•                  an ongoing review of the quality, mix, and size of our overall loan portfolio;

•                  our historical loan loss experience;

•                  evaluation of economic conditions;

•                  regular reviews of loan delinquencies and loan portfolio quality; and

•                  the amount and quality of collateral, including guarantees, securing the loans.

 

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There is no precise method of predicting credit losses; therefore, we face the risk that charge-offs in future periods will exceed our allowance for loan losses and that additional increases in the allowance for loan losses will be required.  Additions to the allowance for loan losses would result in a decrease of our net income, and possibly our capital.

 

Lack of seasoning of our loan portfolio may increase the risk of credit defaults in the future.

 

Due to the rapid growth of our bank over the past several years and our relatively short operating history, a large portion of the loans in our loan portfolio and of our lending relationships are of relatively recent origin.  In general, loans do not begin to show signs of credit deterioration or default until they have been outstanding for some period of time, a process we refer to as “seasoning.”  As a result, a portfolio of older loans will usually behave more predictably than a newer portfolio.  Because our loan portfolio is relatively new, the current level of delinquencies and defaults may not be representative of the level that will prevail when the portfolio becomes more seasoned, which may be higher than current levels.  If delinquencies and defaults increase, we may be required to increase our provision for loan losses, which would adversely affect our results of operations and financial condition.

 

We may experience difficulties in managing our growth and in effectively integrating DutchFork.

 

The acquisition of DutchFork was our first acquisition.  Accordingly, we have no experience in integrating another institution’s operations with our company.  There can be no assurances that we will be able to adequately and profitably manage our growth and effectively integrate the operations of DutchFork.  Acquiring DutchFork will involve risks commonly associated with acquisitions, including:

 

•                       potential exposure to liabilities of DutchFork;

•                       difficulty and expense of integrating the operations and personnel of DutchFork;

•                       potential disruption to our business;

•                       potential diversion of the time and attention of our management; and

•                       impairment of relationships with, and the possible loss of, key employees and customers of DutchFork.

 

Increases in interest rates could adversely affect the combined companies’ investment portfolio.

 

Due to the size of the DutchFork’s investment portfolio, periods of extreme volatility in interest rates can heavily impact cash flows from the investment portfolio.  This results when call options by issuers are exercised and prepayments increase dramatically.  During these periods alternative reinvestment opportunities are also heavily impacted.  In an attempt to manage current and future interest rate spreads, control liquidity, and preserve investment value, DutchFork management had periodically restructured portions of its investment portfolio.  These restructurings have resulted in positive income gains for DutchFork for the years ended September 30, 2004 and 2003.  Restructuring also can impact future income capabilities due to lower rates of return afforded from reinvestment opportunities.  Future changes in the interest rate and economic environment may require management to restructure portions of the investment portfolio.  There can be no assurance that future restructurings will result in the positive gains experienced in prior periods nor that interest rate spreads will be preserved at the levels previously experienced.

 

An economic downturn, especially one affecting the Lexington, Richland, and Newberry Counties and the surrounding areas, could reduce our customer base, our level of deposits, and demand for financial products such as loans.

 

Our success significantly depends upon the growth in population, income levels, deposits, and housing starts in our market of Lexington, Richland, and Newberry Counties and the surrounding area.  If the community in which we operate does not grow or if prevailing economic conditions locally or nationally are unfavorable, our business may not succeed.  An economic downturn would likely contribute to the deterioration of the quality of our loan portfolio and reduce our level of deposits, which in turn would hurt our business.  If an economic downturn occurs in the economy as a whole, or in Lexington, Richland, or Newberry Counties and the surrounding area, borrowers may be less likely to repay their loans as scheduled.  Moreover, the value of real estate or other collateral that may secure our loans could be adversely affected.  Unlike many larger institutions, we are not able to spread the

 

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risks of unfavorable local economic conditions across a large number of diversified economies.  An economic downturn could, therefore, result in losses that materially and adversely affect our business.

 

Changes in prevailing interest rates may reduce our profitability.

 

Our results of operations depend in large part upon the level of our net interest income, which is the difference between interest income from interest-earning assets, such as loans and mortgage-backed securities, and interest expense on interest-bearing liabilities, such as deposits and other borrowings.  Depending on the terms and maturities of our assets and liabilities, a significant change in interest rates could have a material adverse effect on our profitability.  Many factors cause changes in interest rates, including governmental monetary policies and domestic and international economic and political conditions.  While we intend to manage the effects of changes in interest rates by adjusting the terms, maturities, and pricing of our assets and liabilities, our efforts may not be effective and our financial condition and results of operations could suffer.  After operating in a historically low interest rate environment, the Federal Reserve began raising short-term interest rates in the second quarter of 2004.  Because we were asset sensitive at December 31, 2004, we anticipate that we will benefit from a rising interest rate environment.  However, no assurance can be given that the Federal Reserve will actually continue to raise interest rates or that the results we anticipate will actually occur.

 

We are dependent on key individuals, and the loss of one or more of these key individuals could curtail our growth and adversely affect our prospects.

 

Michael C. Crapps, our president and chief executive officer, has extensive and long-standing ties within our primary market area and substantial experience with our operations, and he has contributed significantly to our growth.  If we lose the services of Mr. Crapps, he would be difficult to replace and our business and development could be materially and adversely affected.

 

Our success also depends, in part, on our continued ability to attract and retain experienced loan originators, as well as other management personnel.  The loss of the services of several of such key personnel could adversely affect our growth strategy and prospects to the extent we are unable to replace such personnel.

 

We are subject to extensive regulation that could limit or restrict our activities.

 

We operate in a highly regulated industry and are subject to examination, supervision, and comprehensive regulation by various regulatory agencies.  Our compliance with these regulations is costly and restricts certain of our activities, including payment of dividends, mergers and acquisitions, investments, loans and interest rates charged, interest rates paid on deposits, and locations of offices.  We are also subject to capitalization guidelines established by our regulators, which require us to maintain adequate capital to support our growth.

 

The laws and regulations applicable to the banking industry could change at any time, and we cannot predict the effects of these changes on our business and profitability.  Because government regulation greatly affects the business and financial results of all commercial banks and bank holding companies, our cost of compliance could adversely affect our ability to operate profitably.

 

The Sarbanes-Oxley Act of 2002, and the related rules and regulations promulgated by the Securities and Exchange Commission that are now applicable to us, have increased the scope, complexity, and cost of corporate governance, reporting, and disclosure practices.  To comply with the Sarbanes-Oxley Act, we have hired an outside consultant to assist with our internal audit and internal control functions. We have experienced, and we expect to continue to experience, greater compliance costs, including costs related to internal controls, as a result of the Sarbanes-Oxley Act.

 

Our continued pace of growth may require us to raise additional capital in the future, but that capital may not be available when it is needed.

 

We are required by regulatory authorities to maintain adequate levels of capital to support our operations.  To support our continued growth, we may need to raise additional capital.  Our ability to raise additional capital, if needed, will depend in part on conditions in the capital markets at that time, which are outside our control.  Accordingly, we cannot assure you of our ability to raise additional capital, if needed, on terms acceptable to us.  If we cannot raise additional capital when needed, our ability to further expand our operations through internal growth

 

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and acquisitions could be materially impaired.  In addition, if we decide to raise additional equity capital, your interest could be diluted.

 

We face strong competition for clients, which could prevent us from obtaining clients and may cause us to pay higher interest rates to attract clients.

 

The banking business is highly competitive, and we experience competition in our market from many other financial institutions.  We compete with commercial banks, credit unions, savings and loan associations, mortgage banking firms, consumer finance companies, securities brokerage firms, insurance companies, money market funds, and other mutual funds, as well as other super-regional, national, and international financial institutions that operate offices in our primary market areas and elsewhere.  We compete with these institutions both in attracting deposits and in making loans.  In addition, we have to attract our client base from other existing financial institutions and from new residents.  Many of our competitors are well-established, larger financial institutions.  These institutions offer some services, such as extensive and established branch networks, that we do not provide.  There is a risk that we will not be able to compete successfully with other financial institutions in our market, and that we may have to pay higher interest rates to attract deposits, resulting in reduced profitability.  In addition, competitors that are not depository institutions are generally not subject to the extensive regulations that apply to us.

 

We will face risks with respect to future expansion and acquisitions or mergers.

 

We may seek to acquire other financial institutions or parts of those institutions.  We may also expand into new markets or lines of business or offer new products or services.  These activities would involve a number of risks, including:

 

•                  the potential inaccuracy of the estimates and judgments used to evaluate credit, operations, management, and market risks with respect to a target institution;

 

•                  the time and costs of evaluating new markets, hiring or retaining experienced local management, and opening new offices and the time lags between these activities and the generation of sufficient assets and deposits to support the costs of the expansion;

 

•                  the incurrence and possible impairment of goodwill associated with an acquisition and possible adverse effects on our results of operations; and

 

•                  the risk of loss of key employees and customers.

 

Location and Service Area

 

The bank is engaged in a general commercial and retail banking business, emphasizing the needs of small-to-medium sized businesses, professional concerns and individuals, primarily in Richland and Lexington counties of South Carolina and the surrounding area.  Our main office is located in Lexington, South Carolina and our 10 full-service offices are located in Lexington, Forest Acres, Irmo, Cayce-West Columbia, Gilbert, Chapin, Northeast Columbia, Prosperity, and Newberry (two).  See Item II, “Description of Properties.”

 

Lexington County and Richland County are located in the geographic center of the state of South Carolina. Columbia, the capital of South Carolina, is located within and divided between these two counties.  Columbia can be reached via three interstate highways: I-20, I-26, and I-77 . Columbia is served by several airlines as well as by passenger and freight rail service.  According to the U. S. Census Bureau, Richland and Lexington Counties, which include the primary service areas for the existing six sites of the bank, had an estimated population in 2003 of 558,632.  Lexington County had an estimated population of 226,528 and Richland County had an estimated population of 332,104.  The principal components of the economy within our market area are service industries, government, and wholesale and retail trade.  The largest employers in the area each of which employs in excess of 3,000 people in the Midlands area, include Fort Jackson Army Base, the University of South Carolina, Palmetto Health Alliance, Blue Cross Blue Shield and SCANA Corporation.  The area has experienced steady growth over the past 10 years and we expect that the area, as well as the service industry needed to support it, will to continue to grow.  Both Richland and Lexington Counties have one of the highest per capita personal incomes in the state at $28,318 and $28,981 in 2002, respectively, compared to $25,502 for South Carolina as a whole.

 

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Banking Services

 

We offer a full range of deposit services that are typically available in most banks and savings and loan associations, including checking accounts, NOW accounts, savings accounts and other time deposits of various types, ranging from daily money market accounts to longer-term certificates of deposit.  The transaction accounts and time certificates are tailored to our principal market area at rates competitive to those offered in the area.  In addition, we offer certain retirement account services, such as Individual Retirement Accounts (IRAs).  All deposit accounts are insured by the FDIC up to the maximum amount allowed by law (generally, $100,000 per depositor subject to aggregation rules).  We solicit these accounts from individuals, businesses, associations and organizations, and governmental authorities.

 

We also offer a full range of commercial and personal loans.  Commercial loans include both secured and unsecured loans for working capital (including inventory and receivables), business expansion (including acquisition of real estate and improvements), and purchase of equipment and machinery.  Consumer loans include secured and unsecured loans for financing automobiles, home improvements, education, and personal investments.  We also make real estate construction and acquisition loans.  We originate fixed and variable rate mortgage loans in the name of a third party which, are sold into the secondary market.  Our lending activities are subject to a variety of lending limits imposed by federal law.  While differing limits apply in certain circumstances based on the type of loan or the nature of the borrower (including the borrower’s relationship to the bank), in general we are subject to a loan-to-one-borrower limit of an amount equal to 15% of the bank’s unimpaired capital and surplus, or 25% of the unimpaired capital and surplus if the excess over 15% is approved by the board of directors of the bank and is fully secured by readily marketable collateral.  We may not make any loans to any director, officer, employee, or 10% shareholder of the company or the bank unless the loan is approved by our board of directors and is made on terms not more favorable to such person than would be available to a person not affiliated with the bank.

 

Other bank services include internet banking, cash management services, safe deposit boxes, travelers checks, direct deposit of payroll and social security checks, and automatic drafts for various accounts.  We offer non-deposit investment products and other investment brokerage services through a registered representative with an affiliation through GAA Securities, Inc.  We are associated with Jeannie, Star, and Plus networks of automated teller machines and Mastermoney debit cards that may be used by our customers throughout South Carolina and other regions.  We also offer VISA and Mastercard credit card services through a correspondent bank as our agent.

 

We currently do not exercise trust powers, but can begin to do so with the prior approval of the OCC.

 

Competition

 

The banking business is highly competitive.  We compete as a financial intermediary with other commercial banks, savings and loan associations, credit unions and money market mutual funds operating in the Columbia area and elsewhere.  As of June 30, 2004, there were 17 commercial banks operating approximately 156 offices and two thrifts with a total of eight offices in Lexington, Richland and Newberry Counties.  The competition among the various financial institutions is based upon a variety of factors, including interest rates offered on deposit accounts, interest rates charged on loans, credit and service charges, the quality of services rendered, the convenience of banking facilities and, in the case of loans to large commercial borrowers, relative lending limits.  Size gives larger banks certain advantages in competing for business from large corporations.  These advantages include higher lending limits and the ability to offers services in other areas of South Carolina.  As a result, we do not generally attempt to compete for the banking relationships of large corporations, but concentrate our efforts on small- to medium-sized businesses and individuals.  We believe we have competed effectively in this market by offering quality and personal service.

 

Employees

 

As of December 31, 2004, we had 106 full-time employees and 11 part-time employees. We believe that our relations with our employees are good.

 

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SUPERVISION AND REGULATION

 

Both the company and the bank are subject to extensive state and federal banking laws and regulations that impose specific requirements or restrictions on and provide for general regulatory oversight of virtually all aspects of our operations.  These laws and regulations are generally intended to protect depositors, not shareholders.  The following summary is qualified by reference to the statutory and regulatory provisions discussed.  Changes in applicable laws or regulations may have a material effect on our business and prospects.  Beginning with the enactment of the Financial Institutions Reform Recovery and Enforcement Act in 1989 and followed by the FDIC Improvement Act in 1991 and the Gramm-Leach-Bliley Act in 1999, numerous additional regulatory requirements have been placed on the banking industry in the past several years, and additional changes have been proposed.  Our operations may be affected by legislative changes and the policies of various regulatory authorities.  We cannot predict the effect that fiscal or monetary policies, economic control, or new federal or state legislation may have on our business and earnings in the future.

 

The following discussion is not intended to be a complete list of all the activities regulated by the banking laws or of the impact of such laws and regulations on our operations.  It is intended only to briefly summarize some material provisions.

 

USA PATRIOT Act of 2002

 

In October 2002, the USA PATRIOT Act of 2002 was enacted in response to the terrorist attacks in New York, Pennsylvania, and Washington D.C. that occurred on September 11, 2001.  The PATRIOT Act is intended to strengthen U.S. law enforcement’s and the intelligence communities’ abilities to work cohesively to combat terrorism on a variety of fronts.  The potential impact of the PATRIOT Act on financial institutions is significant and wide ranging.  The PATRIOT Act contains sweeping anti-money laundering and financial transparency laws and imposes various regulations, including standards for verifying client identification at account opening, and rules to promote cooperation among financial institutions, regulators, and law enforcement entities in identifying parties who may be involved in terrorism or money laundering.

 

Check 21

 

On October 28, 2003, President Bush signed into law the Check Clearing for the 21st Century Act, also known as Check 21.  The new law, which is not effective until October 28, 2004, gives “substitute checks,” such as a digital image of a check and copies made from that image, the same legal standing as the original paper check.  Some of the major provisions include:

 

•                  allowing check truncation without making it mandatory;

•                  demanding that every financial institution communicate to accountholders in writing a description of its substitute check processing program and their rights under the law;

•                  legalizing substitutions for and replacements of paper checks without agreement from consumers;

•                  retaining in place the previously mandated electronic collection and return of checks between financial institutions only when individual agreements are in place;

•                  requiring that when accountholders request verification, financial institutions produce the original check (or a copy that accurately represents the original) and demonstrate that the account debit was accurate and valid; and

•                  requiring recrediting of funds to an individual’s account on the next business day after a consumer proves that the financial institution has erred.

 

This new legislation will likely affect bank capital spending as many financial institutions assess whether technological or operational changes are necessary to stay competitive and take advantage of the new opportunities presented by Check 21.

 

First Community Corporation

 

We own 100% of the outstanding capital stock of the bank, and therefore we are considered to be a bank holding company under the federal Bank Holding Company Act of 1956 and the South Carolina Banking and Branching Efficiency Act.

 

The Bank Holding Company Act.  Under the Bank Holding Company Act, we are subject to periodic examination by the Federal Reserve and are required to file periodic reports of our operations and any additional

 

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information that the Federal Reserve may require.  Our activities at the bank and holding company levels are limited to:

 

•                  banking and managing or controlling banks;

•                  furnishing services to or performing services for our subsidiaries; and

•                  engaging in other activities that the Federal Reserve determines to be so closely related to banking and managing or controlling banks as to be a proper incident thereto.

 

Investments, Control, and Activities.  With certain limited exceptions, the Bank Holding Company Act requires every bank holding company to obtain the prior approval of the Federal Reserve before:

 

•                  acquiring substantially all the assets of any bank;

•                  acquiring direct or indirect ownership or control of any voting shares of any bank if after the acquisition it would own or control more than 5% of the voting shares of such bank (unless it already owns or controls the majority of such shares); or

•                  merging or consolidating with another bank holding company.

 

In addition, and subject to certain exceptions, the Bank Holding Company Act and the Change in Bank Control Act, together with regulations promulgated thereunder, require Federal Reserve approval prior to any person or company acquiring “control” of a bank holding company.  Control is conclusively presumed to exist if an individual or company acquires 25% or more of any class of voting securities of a bank holding company.  Control is rebuttably presumed to exist if a person acquires 10% or more, but less than 25%, of any class of voting securities and either the company has registered securities under Section 12 of the Securities Exchange Act of 1934 or no other person owns a greater percentage of that class of voting securities immediately after the transaction.  Our common stock is registered under the Securities Exchange Act of 1934.  The regulations provide a procedure for rebutting control when ownership of any class of voting securities is below 25%.

 

Under the Bank Holding Company Act, a bank holding company is generally prohibited from engaging in, or acquiring direct or indirect control of more than 5% of the voting shares of any company engaged in, nonbanking activities unless the Federal Reserve Board, by order or regulation, has found those activities to be so closely related to banking or managing or controlling banks as to be a proper incident thereto.  Some of the activities that the Federal Reserve Board has determined by regulation to be proper incidents to the business of a bank holding company include:

 

•                  making or servicing loans and certain types of leases;

•                  engaging in certain insurance and discount brokerage activities;

•                  performing certain data processing services;

•                  acting in certain circumstances as a fiduciary or investment or financial adviser;

•                  owning savings associations; and

•                  making investments in certain corporations or projects designed primarily to promote community welfare.

 

The Federal Reserve Board imposes certain capital requirements on the company under the Bank Holding Company Act, including a minimum leverage ratio and a minimum ratio of “qualifying” capital to risk-weighted assets.  These requirements are described below under “- First Community Bank, N.A. - Capital Regulations.”  Subject to our capital requirements and certain other restrictions, we are able to borrow money to make a capital contribution to the bank, and these loans may be repaid from dividends paid from the bank to the company.  Our ability to pay dividends will be subject to regulatory restrictions as described below in “- First Community Bank, N.A. – Dividends.”  We are also able to raise capital for contribution to the bank by issuing securities without having to receive regulatory approval, subject to compliance with federal and state securities laws.

 

Source of Strength; Cross-Guarantee.  In accordance with Federal Reserve Board policy, we are expected to act as a source of financial strength to the bank and to commit resources to support the bank in circumstances in which we might not otherwise do so.  Under the Bank Holding Company Act, the Federal Reserve Board may require a bank holding company to terminate any activity or relinquish control of a nonbank subsidiary, other than a nonbank subsidiary of a bank, upon the Federal Reserve Board’s determination that such activity or control constitutes a serious risk to the financial soundness or stability of any depository institution subsidiary of the bank

 

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holding company.  Further, federal bank regulatory authorities have additional discretion to require a bank holding company to divest itself of any bank or nonbank subsidiaries if the agency determines that divestiture may aid the depository institution’s financial condition.

 

The Gramm-Leach-Bliley Act.  The Gramm-Leach-Bliley Act was signed into law on November 12, 1999.  Among other things, the Act repealed the restrictions on banks affiliating with securities firms contained in sections 20 and 32 of the Glass-Steagall Act.  The Act also permits bank holding companies that become financial holding companies to engage in a statutorily provided list of financial activities, including insurance and securities underwriting and agency activities, merchant banking, and insurance company portfolio investment activities.  The Act also authorizes activities that are “complementary” to financial activities.  We have not elected to become a financial holding company.

 

The Act is intended, in part, to grant to community banks certain powers as a matter of right that larger institutions have accumulated on an ad hoc basis.  Nevertheless, the Act may have the result of increasing the amount of competition that we face from larger institutions and other types of companies.  In fact, it is not possible to predict the full effect that the Act will have on us.

 

South Carolina State Regulation. As a South Carolina bank holding company under the South Carolina Banking and Branching Efficiency Act, we are subject to limitations on sale or merger and to regulation by the South Carolina Board of Financial Institutions.  We are not required to obtain the approval of the Board prior to acquiring the capital stock of a national bank, but we must notify them at least 15 days prior to doing so.  We must receive the Board’s approval prior to engaging in the acquisition of a South Carolina state chartered bank or another South Carolina bank holding company.

 

First Community Bank, N.A.

 

The bank operates as a national banking association incorporated under the laws of the United States and subject to examination by the Office of the Comptroller of the Currency.  Deposits in the bank are insured by the Federal Deposit Insurance Corporation (“FDIC”) up to a maximum amount, which is generally $100,000 per depositor subject to the aggregation rule.

 

The Office of the Comptroller of the Currency and the FDIC regulate or monitor virtually all areas of the bank’s operations, including

 

•                  security devices and procedures;

•                  adequacy of capitalization and loss reserves;

•                  loans;

•                  investments;

•                  borrowings;

•                  deposits;

•                  mergers;

•                  issuances of securities;

•                  payment of dividends;

•                  interest rates payable on deposits;

•                  interest rates or fees chargeable on loans;

•                  establishment of branches;

•                  corporate reorganizations;

•                  maintenance of books and records; and

•                  adequacy of staff training to carry on safe lending and deposit gathering practices.

 

The Office of the Comptroller of the Currency requires the bank to maintain specified capital ratios and imposes limitations on the bank’s aggregate investment in real estate, bank premises, and furniture and fixtures.  The Office of the Comptroller of the Currency also requires the bank to prepare annual reports on the bank’s financial condition and to conduct an annual audit of its financial affairs in compliance with its minimum standards and procedures.

 

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Under the FDIC Improvement Act, all insured institutions must undergo regular on-site examinations by their appropriate banking agency.  The cost of examinations of insured depository institutions and any affiliates may be assessed by the appropriate agency against each institution or affiliate as it deems necessary or appropriate.  Insured institutions are required to submit annual reports to the FDIC, their federal regulatory agency, and state supervisor when applicable.  The FDIC Improvement Act directs the FDIC to develop a method for insured depository institutions to provide supplemental disclosure of the estimated fair market value of assets and liabilities, to the extent feasible and practicable, in any balance sheet, financial statement, report of condition or any other report of any insured depository institution.  The FDIC Improvement Act also requires the federal banking regulatory agencies to prescribe, by regulation, standards for all insured depository institutions and depository institution holding companies relating, among other things, to the following:

 

•                  internal controls;

•                  information systems and audit systems;

•                  loan documentation;

•                  credit underwriting;

•                  interest rate risk exposure; and

•                  asset quality.

 

National banks and their holding companies which have been chartered or registered or have undergone a change in control within the past two years or which have been deemed by the Office of the Comptroller of the Currency or the Federal Reserve Board to be troubled institutions must give the Office of the Comptroller of the Currency or the Federal Reserve Board 30 days prior notice of the appointment of any senior executive officer or director.  Within the 30 day period, the Office of the Comptroller of the Currency or the Federal Reserve Board, as the case may be, may approve or disapprove any such appointment.

 

Deposit Insurance - The FDIC establishes rates for the payment of premiums by federally insured commercial banks and savings banks, or thrifts, for deposit insurance. The FDIC maintains a separate Bank Insurance Fund for banks and Savings Association Insurance Fund for savings banks and thrifts.  The FDIC has adopted a risk-based assessment system for determining an insured depository institutions’ insurance assessment rate.  The system takes into account the risks attributable to different categories and concentrations of assets and liabilities.  An institution is placed into one of three capital categories:  (1) well capitalized; (2) adequately capitalized; or (3) undercapitalized.  The FDIC also assigns an institution to one of three supervisory subgroups, based on the FDIC’s determination of the institution’s financial condition and the risk posed to the deposit insurance funds.  Assessments range from 0 to 27 cents per $100 of deposits, depending on the institution’s capital group and supervisory subgroup.  In addition, the FDIC imposes assessments to help pay off the $780 million in annual interest payments on the $8 billion Financing Corporation bonds issued in the late 1980s as part of the government rescue of the thrift industry.  The FDIC assessment rate on our bank deposits currently is zero but may change in the future.  The FDIC may increase or decrease the assessment rate schedule on a semiannual basis.  An increase in the BIF or SAIF assessment rate could have a material adverse effect on our earnings, depending on the amount of the increase.

 

The FDIC may terminate its insurance of deposits if it finds that the institution has engaged in unsafe and unsound practices, is in an unsafe or unsound condition to continue operations, or has violated any applicable law, regulation, rule, order, or condition imposed by the FDIC.

 

Transactions with Affiliates and Insiders - The bank is subject to the provisions of Section 23A of the Federal Reserve Act, which places limits on the amount of loans or extensions of credit to, or investments in, or certain other transactions with, affiliates and on the amount of advances to third parties collateralized by the securities or obligations of affiliates.  The aggregate of all covered transactions is limited in amount, as to any one affiliate, to 10% of the bank’s capital and surplus and, as to all affiliates combined, to 20% of the bank’s capital and surplus.  Furthermore, within the foregoing limitations as to amount, each covered transaction must meet specified collateral requirements.  Compliance is also required with certain provisions designed to avoid the taking of low quality assets.

 

9

 

The bank also is subject to the provisions of Section 23B of the Federal Reserve Act which, among other things, prohibits an institution from engaging in certain transactions with certain affiliates unless the transactions are on terms substantially the same, or at least as favorable to such institution or its subsidiaries, as those prevailing at the time for comparable transactions with nonaffiliated companies.  The bank is subject to certain restrictions on extensions of credit to executive officers, directors, certain principal shareholders, and their related interests.  Such extensions of credit (i) must be made on substantially the same terms, including interest rates and collateral, as those prevailing at the time for comparable transactions with third parties and (ii) must not involve more than the normal risk of repayment or present other unfavorable features.

 

The Federal Reserve Board has recently issued Regulation W, which codifies prior regulations under Sections 23A and 23B of the Federal Reserve Act and interpretative guidance with respect to affiliate transactions.  Regulation W incorporates the exemption from the affiliate transaction rules but expands the exemption to cover the purchase of any type of loan or extension of credit from an affiliate.  In addition, under Regulation W:

 

•                  a bank and its subsidiaries may not purchase a low-quality asset from an affiliate;

•                  covered transactions and other specified transactions between a bank or its subsidiaries and an affiliate must be on terms and conditions that are consistent with safe and sound banking practices; and

•                  with some exceptions, each loan or extension of credit by a bank to an affiliate must be secured by collateral with a market value ranging from 100% to 130%, depending on the type of collateral, of the amount of the loan or extension of credit.

 

Regulation W generally excludes all non-bank and non-savings association subsidiaries of banks from treatment as affiliates, except to the extent that the Federal Reserve Board decides to treat these subsidiaries as affiliates.  Concurrently with the adoption of Regulation W, the Federal Reserve Board has proposed a regulation which would further limit the amount of loans that could be purchased by a bank from an affiliate to not more than 100% of the bank’s capital and surplus.  This regulation has not yet been adopted.

 

Dividends - A national bank may not pay dividends from its capital.  All dividends must be paid out of undivided profits then on hand, after deducting expenses, including reserves for losses and bad debts.  In addition, a national bank is prohibited from declaring a dividend on its shares of common stock until its surplus equals its stated capital, unless there has been transferred to surplus no less than one-tenth of the bank’s net profits of the preceding two consecutive half-year periods (in the case of an annual dividend).  The approval of the Office of the Comptroller of the Currency is required if the total of all dividends declared by a national bank in any calendar year exceeds the total of its net profits for that year combined with its retained net profits for the preceding two years, less any required transfers to surplus.

 

Branching - National banks are required by the National Bank Act to adhere to branch office banking laws applicable to state banks in the states in which they are located.  Under current South Carolina law, the bank may open branch offices throughout South Carolina with the prior approval of the Office of the Comptroller of the Currency.  In addition, with prior regulatory approval, the bank is able to acquire existing banking operations in South Carolina.  Furthermore, federal legislation permits interstate branching, including out-of-state acquisitions by bank holding companies, interstate branching by banks if allowed by state law, and interstate merging by banks.  South Carolina law, with limited exceptions, currently permits branching across state lines through interstate mergers.

 

Community Reinvestment Act - The Community Reinvestment Act requires that, in connection with examinations of financial institutions within their respective jurisdictions, the Federal Reserve, the FDIC, or the Office of the Comptroller of the Currency, shall evaluate the record of each financial institution in meeting the credit needs of its local community, including low and moderate income neighborhoods.  These factors are also considered in evaluating mergers, acquisitions, and applications to open a branch or facility.  Failure to adequately meet these criteria could impose additional requirements and limitations on our bank.

 

10

 

The Gramm-Leach-Bliley Act - Under the Gramm-Leach-Bliley Act, subject to certain conditions imposed by their respective banking regulators, national and state-chartered banks are permitted to form “financial subsidiaries” that may conduct financial or incidental activities, thereby permitting bank subsidiaries to engage in certain activities that previously were impermissible.  The Gramm-Leach-Bliley Act imposes several safeguards and restrictions on financial subsidiaries, including that the parent bank’s equity investment in the financial subsidiary be deducted from the bank’s assets and tangible equity for purposes of calculating the bank’s capital adequacy.  In addition, the Gramm-Leach-Bliley Act imposes new restrictions on transactions between a bank and its financial subsidiaries similar to restrictions applicable to transactions between banks and nonbank affiliates.

 

The Gramm-Leach-Bliley Act also contains provisions regarding consumer privacy.  These provisions require financial institutions to disclose their policy for collecting and protecting confidential information.  Customers generally may prevent financial institutions from sharing personal financial information with nonaffiliated third parties except for third parties that market an institution’s own products and services.  Additionally, financial institutions generally may not disclose consumer account numbers to any nonaffiliated third party for use in telemarketing, direct mail marketing, or other marketing to the consumer.

 

Other Regulations - Interest and other charges collected or contracted for by the bank are subject to state usury laws and federal laws concerning interest rates.  The bank’s loan operations are also subject to federal laws applicable to credit transactions, such as:

 

•                  the federal Truth-In-Lending Act, governing disclosures of credit terms to consumer borrowers;

•                  the Home Mortgage Disclosure Act of 1975, requiring financial institutions to provide information to enable the public and public officials to determine whether a financial institution is fulfilling its obligation to help meet the housing needs of the community it serves;

•                  the Equal Credit Opportunity Act, prohibiting discrimination on the basis of race, creed or other prohibited factors in extending credit;

•                  the Fair Credit Reporting Act of 1978, governing the use and provision of information to credit reporting agencies;

•                  the Fair Debt Collection Act, governing the manner in which consumer debts may be collected by collection agencies; and

•                  the rules and regulations of the various federal agencies charged with the responsibility of implementing such federal laws.

 

The deposit operations of the bank also are subject to:

 

•                  the Right to Financial Privacy Act, which imposes a duty to maintain confidentiality of consumer financial records and prescribes procedures for complying with administrative subpoenas of financial records; and

•                  the Electronic Funds Transfer Act and Regulation E issued by the Federal Reserve Board to implement that Act, which governs automatic deposits to and withdrawals from deposit accounts and customers’ rights and liabilities arising from the use of automated teller machines and other electronic banking services.

 

Capital Regulations - The federal bank regulatory authorities have adopted risk-based capital guidelines for banks and bank holding companies that are designed to make regulatory capital requirements more sensitive to differences in risk profiles among banks and bank holding companies and account for off-balance sheet items.  The guidelines are minimums, and the federal regulators have noted that banks and bank holding companies contemplating significant expansion programs should not allow expansion to diminish their capital ratios and should maintain ratios in excess of the minimums.  We have not received any notice indicating that either First Community Corporation or First Community Bank, N.A. is subject to higher capital requirements.  The current guidelines require all bank holding companies and federally-regulated banks to maintain a minimum risk-based total capital ratio equal to 8%, of which at least 4% must be Tier 1 capital.  Tier 1 capital includes common shareholders’ equity, qualifying perpetual preferred stock, and minority interests in equity accounts of consolidated subsidiaries, but excludes goodwill and most other intangibles and excludes the allowance for loan and lease losses.  Tier 2 capital includes the excess of any preferred stock not included in Tier 1 capital, mandatory convertible securities, hybrid capital instruments, subordinated debt and intermediate term-preferred stock, and general reserves for loan and lease losses up to 1.25% of risk-weighted assets.

 

11

 

Under these guidelines, banks’ and bank holding companies’ assets are given risk-weights of 0%, 20%, 50%, or 100%.  In addition, certain off-balance sheet items are given credit conversion factors to convert them to asset equivalent amounts to which an appropriate risk-weight applies.  These computations result in the total risk-weighted assets.  Most loans are assigned to the 100% risk category, except for first mortgage loans fully secured by residential property and, under certain circumstances, residential construction loans, both of which carry a 50% rating.  Most investment securities are assigned to the 20% category, except for municipal or state revenue bonds, which have a 50% rating, and direct obligations of or obligations guaranteed by the United States Treasury or United States Government agencies, which have a 0% rating.

 

The federal bank regulatory authorities also have implemented a leverage ratio, which is equal to Tier 1 capital as a percentage of average total assets less intangibles, to be used as a supplement to the risk-based guidelines.  The principal objective of the leverage ratio is to place a constraint on the maximum degree to which a bank holding company may leverage its equity capital base.  The minimum required leverage ratio for top-rated institutions is 3%, but most institutions are required to maintain an additional cushion of at least 100 to 200 basis points.

 

The FDIC Improvement Act established a new capital-based regulatory scheme designed to promote early intervention for troubled banks, which requires the FDIC to choose the least expensive resolution of bank failures.  The new capital-based regulatory framework contains five categories of compliance with regulatory capital requirements, including “well capitalized,” “adequately capitalized,” “undercapitalized,” “significantly undercapitalized,” and “critically undercapitalized.”  To qualify as a “well capitalized” institution, a bank must have a leverage ratio of no less than 5%, a Tier 1 risk-based ratio of no less than 6%, and a total risk-based capital ratio of no less than 10%, and the bank must not be under any order or directive from the appropriate regulatory agency to meet and maintain a specific capital level.  Currently, we qualify as “well capitalized.”

 

Under the FDIC Improvement Act regulations, the applicable agency can treat an institution as if it were in the next lower category if the agency determines (after notice and an opportunity for hearing) that the institution is in an unsafe or unsound condition or is engaging in an unsafe or unsound practice.  The degree of regulatory scrutiny of a financial institution increases, and the permissible activities of the institution decrease, as it moves downward through the capital categories.  Institutions that fall into one of the three undercapitalized categories may be required to do some or all of the following:

 

•                  submit a capital restoration plan;

•                  raise additional capital;

•                  restrict their growth, deposit interest rates, and other activities;

•                  improve their management;

•                  eliminate management fees; or

•                  divest themselves of all or a part of their operations.

 

These capital guidelines can affect us in several ways.  If we grow at a rapid pace, our capital may be depleted too quickly, and a capital infusion from our holding company may be necessary which could impact our ability to pay dividends.  Our capital levels currently are adequate; however, rapid growth, poor loan portfolio performance, poor earnings performance, or a combination of these factors could change our capital position in a relatively short period of time.  If we fail to meet these capital requirements, our bank would be required to develop and file a plan with the Office of the Comptroller of the Currency describing the means and a schedule for achieving the minimum capital requirements.  In addition, our bank would generally not receive regulatory approval of any application that requires the consideration of capital adequacy, such as a branch or merger application, unless our bank could demonstrate a reasonable plan to meet the capital requirement within a reasonable period of time.  A bank that is not “well capitalized” is also subject to certain limitations relating to so-called “brokered” deposits.  Bank holding companies controlling financial institutions can be called upon to boost the institutions’ capital and to partially guarantee the institutions’ performance under their capital restoration plans.

 

12

 

Enforcement Powers - The Financial Institutions Reform Recovery and Enforcement Act expanded and increased civil and criminal penalties available for use by the federal regulatory agencies against depository institutions and certain “institution-affiliated parties.”  Institution-affiliated parties primarily include management, employees, and agents of a financial institution, as well as independent contractors and consultants such as attorneys and accountants and others who participate in the conduct of the financial institution’s affairs.  These practices can include the failure of an institution to timely file required reports or the filing of false or misleading information or the submission of inaccurate reports.  Civil penalties may be as high as $1,000,000 a day for such violations.  Criminal penalties for some financial institution crimes have been increased to twenty years.  In addition, regulators are provided with greater flexibility to commence enforcement actions against institutions and institution-affiliated parties.  Possible enforcement actions include the termination of deposit insurance.  Furthermore, banking agencies’ power to issue cease-and-desist orders were expanded.  Such orders may, among other things, require affirmative action to correct any harm resulting from a violation or practice, including restitution, reimbursement, indemnifications or guarantees against loss.  A financial institution may also be ordered to restrict its growth, dispose of certain assets, rescind agreements or contracts, or take other actions as determined by the ordering agency to be appropriate.

 

Effect of Governmental Monetary Policies - Our earnings are affected by domestic economic conditions and the monetary and fiscal policies of the United States government and its agencies.  The Federal Reserve Bank’s monetary policies have had, and are likely to continue to have, an important impact on the operating results of commercial banks through its power to implement national monetary policy in order, among other things, to curb inflation or combat a recession.  The monetary policies of the Federal Reserve Board have major effects upon the levels of bank loans, investments and deposits through its open market operations in United States government securities and through its regulation of the discount rate on borrowings of member banks and the reserve requirements against member bank deposits.  It is not possible to predict the nature or impact of future changes in monetary and fiscal policies.

 

Proposed Legislation and Regulatory Action.  New regulations and statutes are regularly proposed that contain wide-ranging proposals for altering the structures, regulations, and competitive relationships of the nation’s financial institutions.  We cannot predict whether or in what form any proposed regulation or statute will be adopted or the extent to which our business may be affected by any new regulation or statute.

 

Item 2. Description of Property.

 

Lexington Property. The principal place of business of both the company and our main office is located at 5455 Sunset Boulevard, Lexington, South Carolina 29072.  The site of the bank’s main office is a 2.29 acre plot of land.  The site was purchased for $576,000.  We are operating in an 8,500 square foot facility located on this site.  In October 2000, the bank acquired an additional 2.0 acres adjacent to the existing facility for approximately $300,000 for future expansion.  This site is designed to allow for 24,000 to 48,000 square foot facility at some future date..

 

Forest Acres Property. We operate a branch office facility at 4404 Forest Drive, Columbia, South Carolina 29206.  The Forest Acres site is .71 acres.  The banking facility is approximately 4,000 square feet with a total cost of land and facility approximately $920,000.

 

Irmo Property. We operate a branch office facility at 1030 Lake Murray Boulevard, Irmo, South Carolina 29063.  The Irmo site is approximately 1.00 acre.  The banking facility is approximately 3,200 square feet with a total cost of land and facility of approximately $1.1 million.

 

Cayce/West Columbia Property. We operate a branch office facility at 506 Meeting Street, West Columbia, South Carolina, 29169.  The Cayce/West Columbia site is approximately 1.25 acres.  The banking facility is approximately 3,800 square feet with a total cost of land and facility of approximately $935,000.

 

Gilbert Property. We operate a branch office at 4325 Augusta Highway Gilbert, South Carolina 29054.  The facility is an approximate 3000 square foot facility located on an approximate one acre lot.  The total cost of the land and facility was approximately $768,000.

 

13

 

Chapin Office. We operate a branch office facility at 137 Amicks Ferry Rd., Chapin, South Carolina 29036. The facility is approximately 2,200 square feet and is located on a three acre lot.  The total cost of the facility and land was approximately $695,000.

 

Northeast Columbia. We operate a branch office facility at 9822 Two Notch Rd, Columbia, South Carolina 29223.  The facility is approximately 3,000 square feet and is located on a 1.0 acre lot.  The total cost of the facility and land was approximately $1.2 million.

 

College Street. We operate a branch office at 1323 College Street, Newberry, South Carolina 29108.  This banking office was acquired in connection with the DutchFork merger.  The banking facility is approximately 3,500 square feet and is located on a .65 acre lot.  The facility and land are valued at approximately $365,000.

 

Prosperity Property.  We operate a branch office at 101 N. Wheeler Avenue, Prosperity, South Carolina 29127.  This office was acquired in connection with the DutchFork merger.  The banking facility is approximately 1,300 square feet and is located on a .31 acre lot.  The facility and land are valued at approximately $175,000.

 

Wilson Road.  We operate a branch office at 1735 Wilson Road, Newberry, South Carolina 29108.  The banking office was acquired in connection with the DutchFork merger.  This banking facility is approximately square feet and is located on a 1.56 acre lot.  Adjacent to the branch facility is a 13,000 square foot facility which was formerly utilized as the DutchFork operations center.  The land and buildings are valued at approximately $3.3 million.

 

Redbank Property. We operate a branch office facility at 1449 Two Notch Road, Lexington, South Carolina 29073.  This branch opened for operation on February 3, 2005.  The facility is approximately 3,000 square feet and is located on a 1.0 acre lot.  The total cost of the facility and land was approximately $1.3 million.

 

Highway 219 Property.  A .61 acre lot located on highway 219 in Newberry County was acquired in connection with the DutchFork merger.  This lot may be used for a future branch location but no definitive plans have been made.  The lot is valued at $430,000.

 

Item 3. Legal Proceedings.

 

Neither the company nor the bank is a party to, nor is any of their property the subject of, any material pending legal proceedings related to the business of the company or the bank.

 

Item 4. Submission of Matters to a Vote of Security Holders.

 

No matter was submitted to a vote of security holders during the fourth quarter of the fiscal year covered by this report.

 

PART II

Item 5. Market for Common Equity and Related Stockholder Matters.

 

As of March 15, 2005, there were approximately 1,192 shareholders of record of our common stock.  On January 15, 2003, our stock began trading on the Nasdaq SmallCap Market under the trading symbol of “FCCO.”  Prior to January 15, 2003, our stock was quoted on the OTC Bulletin Board under the trading symbol “FCCO.OB.”  The following table sets forth the high and low sales price information as reported by Nasdaq in 2004 and 2003, and the dividends per share declared on our common stock in each such quarter.  All information has been adjusted for any stock splits and stock dividends effected during the periods presented.

 

		High			Low			Dividends
2003
Quarter ended March 31, 2003		$	17.00		$	14.00		$	0.04
Quarter ended June 30, 2003		$	19.47		$	16.35		$	0.05
Quarter ended September 30, 2003		$	20.16		$	18.30		$	0.05
Quarter ended December 31, 2003		$	22.30		$	19.60		$	0.05
2004
Quarter ended March 31, 2004		$	24.50		$	21.75		$	0.05
Quarter ended June 30, 2004		$	24.00		$	20.50		$	0.05
Quarter ended September 30, 2004		$	22.97		$	20.00		$	0.05
Quarter ended December 31, 2004		$	20.70		$	18.30		$	0.05

 

14

 

We expect comparable dividends to be paid to the shareholders for the foreseeable future.  Notwithstanding the foregoing, the future dividend policy of the company is subject to the discretion of the board of directors and will depend upon a number of factors, including future earnings, financial condition, cash requirements, and general business conditions.  As a national bank, our bank may only pay dividends out of its net profits then on hand, after deducting expenses, including losses and bad debts.  In addition, the bank is prohibited from declaring a dividend on its shares of common stock until its surplus equals its stated capital, unless there has been transferred to surplus no less than one-tenth of the bank’s net profits of the preceding two consecutive half-year periods (in the case of an annual dividend).  The approval of the OCC will be required if the total of all dividends declared in any calendar year by the bank exceeds the bank’s net profits to date, as defined, for that year combined with its retained net profits for the preceding two years less any required transfers to surplus.  At December 31, 2004, the bank had $5.1 million free of these restrictions.  The OCC also has the authority under federal law to enjoin a national bank from engaging in what in its opinion constitutes an unsafe or unsound practice in conducting its business, including the payment of a dividend under certain circumstances.

 

15

 

Item 6.  Management’s Discussion and Analysis.

 

First Community Corporation

Selected Financial Data

 

(Amounts in thousands, except per share data)

 

		Year ended December 31,
		2004				2003			2002				2001				2000
Operations Statement Data:
Net interest income		$		9,596		$	7,648		$		7,044		$	5,523			$		4,376
Provision for loan losses		245				167			677				407				161
Non-interest income		1,774				1,440			1,232				938				594
Non-interest expense		7,977				6,158			5,377				4,381				3,306
Income taxes		963				965			758				569				519
Net income		$		2,185		$	1,797		$		1,464		$	1,104			$		984
Per Share Data:
Net income diluted (1)		$		1.09		$	1.08		$		0.90		$	0.68			$		0.61
Cash dividends		.20				0.19			0.12				—				—
Book value at period end (1)		18.09				12.21			11.61				10.56				9.70
Tangible book value at period end (1)		8.19				11.74			11.02				9.85				9.70
Balance Sheet Data:
Total assets		$	455,706			$	215,029		$	195,201			$		156,555		$	111,986
Loans, net		184,007				119,304			98,466				86,518				67,110
Securities		196,026				58,954			69,785				46,366				28,735
Deposits		337,064				185,259			168,062				134,402				92,755
Shareholders’ equity		50,463				19,509			18,439				16,776				15,369
Average shares outstanding (1)		1,903				1,590			1,588				1,585				1,584
Performance Ratios:
Return on average assets		0.76			%	0.88		%	0.82			%	0.77			%	0.94			%
Return on average equity		8.00			%	9.49		%	8.35			%	8.00			%	6.76			%
Net interest margin		3.72			%	4.02		%	4.26			%	4.19			%	4.59			%
Dividend payout ratio		17.39			%	16.81		%	13.04			%	N/A				N/A
Asset Quality Ratios:
Allowance for loan losses to period end total loans		1.48			%	1.41		%	1.53			%	1.14			%	1.30			%
Allowance for loan losses to non-performing assets		2291.34			%	2,123.60		%	1,059.24			%	247.00			%	N/A
Non-performing assets to total assets		.03			%	.04		%	.07			%	0.26			%	N/A
Net charge-offs (recoveries) to average loans		.13			%	(.01		)%	.16			%	0.35			%	0.08			%
Capital and Liquidity Ratios:
Tier 1 risk-based capital		12.91			%	13.21		%	14.03			%	14.90			%	19.30			%
Total risk-based capital		13.86			%	14.42		%	15.28			%	15.90			%	20.40			%
Leverage ratio		8.51			%	8.87		%	8.77			%	10.00			%	13.80			%
Equity to assets ratio		9.60			%	9.07		%	9.45			%	10.72			%	13.72			%
Average loans to average deposits		61.00			%	63.33		%	60.71			%	68.66			%	67.14			%

 

(1)  Adjusted for the June 30, 2001 5% stock dividend and the February 28, 2002 5-for-4 stock split.

 

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Overview

 

First Community Corporation is a one bank holding company.  The company commenced operations on November 2, 1994.  The bank, the company’s only subsidiary began operations on August 17, 1995 from its first office located in Lexington, South Carolina.  On September 14, 1995 the company opened its second office located in Forest Acres, South Carolina.  The bank now has 11offices, after opening a de-novo branch in the Redbank community of Lexington County in February 2005. All of the offices are located in Lexington County, Newberry County or Richland County, South Carolina.  During the fourth quarter of 2004, the company completed its first acquisition of another financial institution when it merged with DutchFork Bancshares, Inc. the holding company for Newberry Federal Savings Bank.  The merger added three offices in Newberry County, which is located in the Midlands of South Carolina.  The company engages in a general commercial and retail banking business characterized by personalized service and local decision making, emphasizing the banking needs of small to medium-sized businesses, professional concerns and individuals.

 

During 2004, the company experienced significant growth through the merger with DutchFork Bancshares while continuing to experience organic loan and deposit growth in the markets served prior to the acquisition.  When referring to “organic growth,” the measure excludes the amounts acquired as of the date of the merger.  The company experienced “organic loan growth” during 2004 of approximately 12.1% or $14.6 million.  This growth was funded by organic deposit growth of approximately 9.2% or $17.0 million in 2004.  Total assets grew to $455.7 million, loans to $186.8 million and deposits to $337.1 million at December 31, 2004.

 

The company’s net income increased $388,000 in 2004, or 21.6%, over the year ended December 31, 2003.  Net income was $2.2 million, or $1.09 diluted earnings per share in 2004, compared to $1.8 million or $1.08 diluted earnings per share in 2003.

 

The following discussion describes our results of operations for 2004 as compared to 2003 (and 2003 compared to 2002) and also analyzes our financial condition as of December 31, 2004 as compared to December 31, 2003.  Like most community banks, we derive most of our income from interest we receive on our loans and investments.  A primary source of funds for making these loans and investments is our deposits, on which we pay interest.  Consequently, one of the key measures of our success is our amount of net interest income, or the difference between the income on our interest-earning assets, such as loans and investments, and the expense on our interest-bearing liabilities, such as deposits.  Another key measure is the spread between the yield we earn on these interest-earning assets and the rate we pay on our interest-bearing liabilities.

 

We have included a number of tables to assist in our description of these measures.  For example, the “Average Balances” table shows the average balance during 2004, 2003 and 2002 of each category of our assets and liabilities, as well as the yield we earned or the rate we paid with respect to each category.  A review of this table shows that our loans typically provide higher interest yields than do other types of interest earning assets, which is why we intend to channel a substantial percentage of our earning assets into our loan portfolio.  Similarly, the “Rate/Volume Analysis” table helps demonstrate the impact of changing interest rates and changing volume of assets and liabilities during the years shown.  We also track the sensitivity of our various categories of assets and liabilities to changes in interest rates, and we have included a “Sensitivity Analysis Table” to help explain this.  Finally, we have included a number of tables that provide detail about our investment securities, our loans, and our deposits and other borrowings.

 

There are risks inherent in all loans, so we maintain an allowance for loan losses to absorb probable losses on existing loans that may become uncollectible.  We establish and maintain this allowance by charging a provision for loan losses against our operating earnings.  In the following section we have included a detailed discussion of this process, as well as several tables describing our allowance for loan losses and the allocation of this allowance among our various categories of loans.

 

In addition to earning interest on our loans and investments, we earn income through fees and other expenses we charge to our customers.  We describe the various components of this noninterest income, as well as our noninterest expense, in the following discussion. The discussion and analysis also identifies significant factors that have affected our financial position and operating results during the periods included in the accompanying financial statements.  We encourage you to read this discussion and analysis in conjunction with the financial statements and the related notes and the other statistical information also included in this report.

 

17

 

Merger Completed During 2004.

 

On April 12, 2004, the company entered into an Agreement and Plan of Merger with DutchFork Bancshares, Inc, which provided for the merger of DutchFork with and into the company. In addition, the agreement provided for the merger of Newberry Federal Savings Bank, a subsidiary of DutchFork, with and into First Community Bank, N.A.  The merger was completed on October 1, 2004.  Pursuant to the merger the company issued 1,169,898 shares of common stock valued at $27.3 million and paid $18.3 million in cash to former shareholders of DutchFork.  Other costs related to the merger included stock options valued at $2.6 million and direct acquisition cost of $1.1 million.  The fair value of assets acquired at the date of acquisition was $224.2 million, including $24.2 million in goodwill and $2.9 million in core deposit intangible.  The fair value of liabilities assumed amounted to $174.9 million.

 

Results of Operations

 

The company’s net income was $2.2 million, or $1.09 diluted earnings per share, for the year ended December 31, 2004, as compared to net income of $1.8 million, or $1.08 diluted earnings per share, for the year ended December 31, 2003, and $1.5 million, or $0.90 diluted earnings per share, for the year ended December 31, 2002. Net interest income, non-interest income and non-interest expense increased as a result of the organic growth the company has experienced throughout the year. Our results of operations also include the impact of the merger with DutchFork in October 2004.  The increase in net income for 2004 as compared to 2003 resulted primarily from an increase in the level of average earning assets of $67.6 million.  The effects of the increase in earning assets was somewhat offset by a decrease in the net interest margin from 4.02% in 2003 as compared to 3.72% during 2004.  Net interest spread, the difference between the yield on earning assets and the rate paid on interest-bearing liabilities, was 3.46% in 2004 as compared to 3.71% in 2003 and 3.91% in 2002.  Net interest income increased from $7.6 million in 2003 to $9.6 million in the year ended December 31, 2004.  The provision for loan losses was $245,000 in 2004 as compared to $167,000 in 2003.  Non-interest income increased from $1.4 million in 2003 to $1.8 million in 2004 due primarily to increased deposit service charges resulting from higher average deposit account balances as well as increased ATM/debit card fees and ATM surcharge fees.  Non-interest expense increased to $8.0 million in 2004 as compared to $6.2 million in 2003.  This increase is attributable to increases in all expense categories required to support the continued growth of the bank.

 

The increase in net income from 2002 to 2003 resulted primarily from an increase in the level of average earning assets of $24.8 million, and a decrease in the provision for loan losses from $677,000 in 2002 to $167,000 in 2003.  These factors were somewhat offset by a 24 basis point decrease in the net interest margin Earning assets averaged $190.3 million in 2003 as compared to $165.5 million in 2002. The lower provision for loan losses was a result of the company realizing a substantial recovery on a loan charged off in a previous period and subsequently recovered in 2003. Non-interest income increased from $1.2 million in 2002 to $1.4 million in 2003 due to increased deposit service charges and increases in mortgage origination fees.  Non-interest expense increased to $6.2 million in 2003 as compared to $5.4 million in 2002.  This increase is attributable to increases in all expense categories required to support the continued growth of the bank.

 

Net Interest Income

 

Net interest income is the company’s primary source of revenue.  Net interest income is the difference between income earned on assets and interest paid on deposits and borrowings used to support such assets.  Net interest income is determined by the rates earned on the company’s interest-earning assets and the rates paid on its interest-bearing liabilities, the relative amounts of interest-earning assets and interest-bearing liabilities, and the degree of mismatch and the maturity and repricing characteristics of its interest-earning assets and interest-bearing liabilities.

 

Net interest income totaled $9.6 million in 2004, $7.6 million in 2003 and $7.0 million in 2002.  In 2004, loans represented 55.0% of average earning assets as compared to 58.8% in 2003.  As a result of the acquisition of DutchFork, the company’s loan to deposit ratio decreased on average during 2004 and at December 31, 2004 was at 55.4%.  Loans typically provide a higher yield than other types of earning assets and thus one of the company’s goals continues to be to grow the loan portfolio as a percentage of earning assets.  The yield on earning assets decreased from 5.95% in 2002 to 5.27% in 2003 and 5.06% in 2004.  For several years the economy has experienced historically low market interest rates which have contributed to the continued decline in the yield on earning assets.  The decrease in yield on average earning assets was partially offset by a decrease in the rate paid on

 

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interest-bearing liabilities to 1.56% in 2003 from 2.04% in 2002.  In 2004, the rate paid on interest-bearing liabilities increased slightly to 1.60%.  This increase resulted from an increase in average borrowings from $7.9 million in 2003 to $24.6 million in 2004.  The company borrowed $15.0 million in long-term debt to facilitate the merger with DutchFork and acquired $35.0 million in Federal Home Loan Bank advances as a result of the merger.  These longer term borrowed funds typically have a higher interest rate then the company’s mix of deposit products.  The company experienced a decrease in the rate paid on interest-bearing deposits from 1.60% in 2003 to 1.43% in 2004.

 

Average Balances, Income Expenses and Rates.  The following tables depict, for the periods indicated, certain information related to the company’s average balance sheet and its average yields on assets and average costs of liabilities.  Such yields are derived by dividing income or expense by the average balance of the corresponding assets or liabilities. Average balances have been derived from daily averages.

 

(In thousands)

 

		Year ended December 31,
		2004								2003								2002
		Average Balance			Income/ Expense			Yield/ Rate		Average Balance			Income/ Expense			Yield/ Rate		Average Balance			Income/ Expense			Yield/ Rate
Assets
Earning assets
Loans		$	141,793		$	9,063		6.39	%	$	111,928		$	7,582		6.77	%	$	93,992		$	7,025		7.47	%
Securities		92,933			3,647			3.92	%	60,261			2,267			3.76	%	58,462			2,614			4.47	%
Other short-term investments (2)		23,167			334			1.44	%	18,089			179			0.99	%	13,074			208			1.59	%
Total earning assets		257,893			13,044			5.06	%	190,278			10,028			5.27	%	165,528			9,847			5.95	%
Cash and due from banks		8,425								6,626								5,359
Premises and equipment		9,740								7,440								6,644
Other assets		12,173								2,195								2,362
Allowance for loan losses		(2,063		)						(1,744		)						(1,245		)
Total assets		$	286,168							$	204,795							$	178,648
Liabilities
Interest-bearing liabilities
Interest-bearing transaction accounts		$	36,906		110			0.30	%	$	31,892		66			0.21	%	$	27,509		80			0.29	%
Money market accounts		29,568			284			0.96	%	25,122			231			0.92	%	27,848			413			1.48	%
Savings deposits		22,070			155			0.70	%	12,041			84			0.70	%	8,917			82			0.92	%
Time deposits		102,322			2,180			2.13	%	75,391			1,927			2.56	%	67,500			2,185			3.24	%
Other borrowings		24,596			719			2.92	%	7,855			72			0.92	%	5,305			43			0.81	%
Total interest-bearing liabilities		215,462			3,448			1.60	%	152,301			2,380			1.56	%	137,079			2,803			2.04	%
Demand deposits		41,663								32,304								23,045
Other liabilities		1,573								1,243								983
Shareholders’ equity		27,470								18,947								17,541
Total liabilities and shareholders’ equity		$	286,168							$	204,795							$	178,648
Net interest spread								3.46	%							3.71	%							3.91	%
Net interest income/margin					$	9,596		3.72	%				$	7,648		4.02	%				$	7,044		4.29	%

 

(1)                                  All loans and deposits are domestic. Average loan balance includes non-accrual loans.

(2)                                  The computation includes federal funds sold, securities purchased under agreement to resell and interest bearing deposits.

 

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The following table presents the dollar amount of changes in interest income and interest expense attributable to changes in volume and the amount attributable to changes in rate.  The combined effect in both volume and rate, which cannot be separately identified has been allocated proportionately to the change due to volume and due to rate.

 

(In thousands)

 

		2004 versus 2003									2003 versus 2002
		Increase (decrease) due to									Increase (decrease) due to
		Volume			Rate			Net			Volume			Rate			Net
Assets
Earning assets
Loans		$	1,929		$	(448	)	$	1,481		$	1,256		$	(700	)	$	556
Investment securities		1,287			93			1,380			78			(425		)	(347		)
Other short-term investments (1)		14			141			155			64			(92		)	(28		)
Total earning assets		3,435			(419		)	3,016			1,377			(1,196		)	181
Interest-bearing liabilities
Interest-bearing transaction accounts		8			36			44			(11		)	25			(14		)
Money market accounts		42			11			53			(37		)	(144		)	(181		)
Savings deposits		71			1			72			25			(23		)	2
Time deposits		610			(357		)	253			236			(495		)	(259		)
Other short term borrowings		321			325			646			23			7			30
Total interest-bearing liabilities		1,013			55			1,068			288			(710		)	(422		)
Net interest income								$	1,948								$	603

 

Interest Sensitivity.  The company monitors and manages the pricing and maturity of its assets and liabilities in order to diminish the potential adverse impact that changes in interest rates could have on its net interest income. A monitoring technique employed by the company is the measurement of the company’s interest sensitivity “gap,” which is the positive or negative dollar difference between assets and liabilities that are subject to interest rate repricing within a given period of time.  Also, asset/liability modeling is performed by the company to assess the impact varying interest rates and balance sheet mix assumptions will have on net interest income.  Interest rate sensitivity can be managed by repricing assets or liabilities, selling securities available-for-sale, replacing an asset or liability at maturity or by adjusting the interest rate during the life of an asset or liability.  Managing the amount of assets and liabilities repricing in the same time interval helps to hedge the risk and minimize the impact on net interest income of rising or falling interest rates.  The company evaluates interest sensitivity risk and then formulates guidelines regarding asset generation and repricing, funding sources and pricing, and off-balance sheet commitments in order to decrease interest sensitivity risk.  Neither the “gap” analysis or asset/liability modeling are precise indicators of the interest sensitivity position of the company due to the many factors that affect net interest income including changes in the volume and mix of earning assets and interest-bearing liabilities.

 

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The following table illustrates the company’s interest rate sensitivity at December 31, 2004.

 

Interest Sensitivity Analysis

(In thousands)

 

		Within One Year			One to Three Years				Three to Five Years			Over Five Years				Total
Assets
Earning assets
Loans (1)		$	109,195		$	40,856			$	34,256		$	2,464			$	186,771
Securities (2)		51,213			54,214				58,403			33,536				197,366
Federal funds sold, securities purchased under agreements to resell and other earning assets		9,934			—				—			—				9,934
Total earning assets		170,342			95,070				92,659			36,000				394,071
Liabilities
Interest bearing liabilities
Interest bearing deposits
NOW accounts		—			33,884				11,294			11,294				56,472
Money market accounts		21,188			21,187				—			—				42,375
Savings deposits		—			21,222				7,074			7,074				35,370
Time deposits		108,515			24,999				19,813			—				153,327
Total interest-bearing deposits		129,703			101,292				38,181			18,368				287,544
Other borrowings		25,698			1,500				10,710			27,743				65,651
Total interest-bearing liabilities		155,401			102,792				48,891			46,111				353,195
Period gap		$	14,941		$		(7 ,722	)	$	43,768		$		(10,111	)	$	40,876
Cumulative gap		$	14,941		$	7,219			$	50,987		$	40,876			$	40,876
Ratio of cumulative gap to total earning assets		3.79		%	1.83			%	12.94		%	10.37			%	10.37		%

 

(1)          There are no loans classified as non-accrual as of December 31, 2004

(2)          Securities based on amortized cost

 

The company generally would benefit from increasing market rates of interest when it has an asset-sensitive gap and generally would benefit from decreasing market rates of interest when it is liability sensitive.  The company currently is asset sensitive within one year.  However, the company’s gap analysis is not a precise indicator of its interest sensitivity position.  The analysis presents only a static view of the timing of maturities and repricing opportunities, without taking into consideration that changes in interest rates do not affect all assets and liabilities equally.  Net interest income is also impacted by other significant factors, including changes in the volume and mix of earning assets and interest-bearing liabilities.  The GAP analysis includes the carrying amounts of interest rate sensitive assets and liabilities in the periods in which they next reprice to market rates or mature.  To reflect anticipated prepayments, certain asset and liability categories are shown in the table using estimated cash flows rather than contractual cash flows.  Through simulation modeling management monitors the effect that an immediate and sustained change in interest rates of 100 basis points and 200 basis points up and down will have on net-interest income over the next twelve months.

 

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Based on the many factors and assumptions used in simulating the effect of changes in interest rates, the following table estimates the percentage change in net interest income at December 31, 2004 over the next twelve months.

 

Net Interest Income Sensitivity

 

Change in short-term interest rates
+200bp		+ 1.56	%
+100bp		+ 0.96	%
Flat		—
-100bp		- 6.44	%
-200bp		- 14.33	%

 

As a result of the size of the investment portfolio that was acquired in the DutchFork merger and the amount and type of fixed rate longer term investments that were in the portfolio, management has put a great deal of emphasis on restructuring the portfolio since October 1, 2004.  The purpose was to shorten the average life of the portfolio and acquire investments that provided cash flow and/or were adjustable rate instruments.  Although this resulted in a reduction in investment yield, management believes that the restructuring positions the bank more appropriately for interest rate volatility and provides a significant amount of additional cash flow to fund desired loan growth.

 

Provision and Allowance for Loan Losses

 

The company has developed policies and procedures for evaluating the overall quality of its credit portfolio and the timely identification of potential problem credits.  Management’s judgment as to the adequacy of the allowance is based upon a number of assumptions about future events which it believes to be reasonable, but which may or may not prove to be accurate.  Thus, there can be no assurance that charge-offs in future periods will not exceed the allowance for loan losses or that additional increases in the loan loss allowance will not be required.

 

Additions to the allowance for loan losses, which are expensed as the provision for loan losses on the company’s income statement, are made periodically to maintain the allowance at an appropriate level based on management’s analysis of the potential risk in the loan portfolio.  As of December 31, 2003 management implemented a system for allocating the allowance for loan losses to specific components of the loan portfolio.  Prior to December 31, 2003 the allowance was allocated on an overall portfolio basis.  Allocation of the allowance to specific loan components is not necessarily indicative of future losses or future allocations.  The entire allowance is available to absorb losses in the loan portfolio. The objective of management has been to fund the allowance for loan losses at approximately 1.1% to 1.5% of total loans until a tested historical loss experience has been established.  During 2002, management began to build the allowance to the mid to upper range of this objective due to declining economic conditions and increased charge-offs in 2001 and 2002.  During the first six months of 2003, the company recovered certain of these charge-offs and slightly exceeded its target for the allowance for loan losses.  As a result, the provision for loan losses was funded at a lower amount throughout 2003 as compared to 2002.  The provision of $245,000 in 2004 maintained the allowance for loan loss within management’s desired levels.  The amount of the provision is a function of the level of loans outstanding, the level of nonperforming loans, historical loan loss experience, the amount of loan losses actually charged against the reserve during a given period, and current and anticipated economic conditions.  Management has also established a loan review process to ensure that its loan loss allowance is adequate.  This process includes a review by the management senior credit committee of all loans originated for $100,000 or more.  In addition, all loan relationships with aggregate credit of $500,000 or more are reviewed annually and loans regardless of amount criticized or classified by management in accordance with regulatory guidelines are reviewed quarterly.

 

At December 31, 2004 and 2003, the allowance for loan losses amounted to $2.8 million and $1.7 million, respectively. This represents 1.48% and 1.41% of outstanding loans at December 31, 2004 and 2003, respectively.  At December 31, 2004 the company had no loans in a non-accrual status.  At December 31, 2003 and 2002 the company had non-accrual loans in the amount of $80,000 and $144,000, respectively.  There was $411,000, $96,000 and $340,000 in loans delinquent greater than 30 days at December 31, 2004, 2003 and 2002, respectively.  There were $80,000, $109,000 and $24,000 in loans greater than 90 days delinquent at December 31, 2004, 2003 and 2002, respectively.  The provision for loan losses was $245,000, $167,000 and $677,000 for the years ended December 31, 2004, 2003 and 2002, respectively.  As a result of the merger with DutchFork, the bank acquired an

 

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allowance for loan losses in the amount of $995,000.

 

Allowance for Loan Losses

(Dollars in thousands)

 

		2004			2003			2002			2001			2000
Average loans outstanding		$	141,793		$	111,928		$	93,992		$	79,466		$	60,001
Loans outstanding at period end		$	186,771		$	121,009		$	99,991		$	87,519		$	67,984
Total non-performing loans		—			$	80		$	144		$	404		—
Beginning balance of allowance		$	1,705		$	1,525		$	1,000		$	873		$	704
Loans charged-off:
1-4 family residential mortgage		5			27			—			7			—
Home equity		—			—			—			—			5
Commercial		196			157			156			270			—
Installment & credit card		93			51			16			7			2
Total loans charged-off		294			235			172			284			7
Recoveries:
1-4 family residential mortgage		—			—			—			—			—
Home equity		—			—			19			—			—
Commercial		90			247			1			4			14
Installment & credit card		23			1			—			—			1
Total recoveries		113			248			20			4			15
Net loans charged off (recovered)		181			(13		)	152			280			(8		)
Provision for loan losses		245			167			677			407			161
Purchased in acquisition		995			—			—			—			—
Balance at period end		$	2,764		$	1,705		$	1,525		1,000			$	873
Net charge -offs to average loans		0.13		%	(0.01		%)	0.16		%	0.35		%	(0.02		)%
Allowance as percent of total loans		1.48		%	1.41		%	1.53		%	1.14		%	1.28		%
Non-performing loans as % of total loans		—			0.07		%	0.14		%	0.46		%	—
Allowance as % of non-performing loans		—			2123.60		%	1059.03		%	247.52		%	—

 

Allocation of the Allowance for Loan Losses

(In thousands)

 

		December 31,
		2004					2003
		Amount			% of loans in category		Amount			% of loans in category
Commercial, Financial and Agricultural		$	1,215		10.2	%	$	167		9.5	%
Real Estate Construction		13			4.3	%	214			6.4	%
Real Estate Mortgage:
Commercial		780			51.8	%	792			60.1	%
Residential		228			19.0	%	293			9.8	%
Consumer		89			14.7	%	85			14.2	%
Unallocated		439			N/A		36			N/A
Total		$	2,764		100.0	%	$	1,705		100.0	%

 

Accrual of interest is discontinued on loans when management believes, after considering economic and business conditions and collection efforts that a borrower’s financial condition is such that the collection of interest is doubtful.  A delinquent loan is generally placed in nonaccrual status when it becomes 90 days or more past due.  At the time a loan is placed in nonaccrual status, all interest, which has been accrued on the loan but remains unpaid is reversed and deducted from earnings as a reduction of reported interest income.  No additional interest is accrued on the loan balance until the collection of both principal and interest becomes reasonably certain.

 

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