FBOP Corporation

FBOP Corporation was a United States financial-services company and bank holding company headquartered in Oak Park, Illinois. Its business was built around a network of community and regional banks serving customers in Illinois, California, Texas, and Arizona. The organization traced its origins to First Bank of Oak Park and began expanding through bank acquisitions in 1990. Rather than operating primarily as a consumer-facing national banking brand, FBOP functioned as a holding company for separately chartered banking institutions, combining local bank identities under common ownership. A significant stage in its Illinois consolidation occurred in 2006, when First Bank of Oak Park merged with four other commonly owned Illinois banks to form Park National Bank. FBOP continued to operate a broader multi-state banking platform, with nine banking subsidiaries before its collapse. Its activities exposed it to the conditions affecting U.S. commercial real estate and mortgage-related financial markets during the late-2000s financial crisis. The company experienced a major financial shock after the U.S. Treasury placed Fannie Mae and Freddie Mac into conservatorship. FBOP's subsidiaries held preferred stock affected by that action, producing an estimated loss of approximately $800 million. FBOP reported an operating loss of $708 million for 2008. By the end of June 2009, the company's capital position had deteriorated substantially, and its tier 1 leverage ratio ranked below that of most comparable bank holding companies. In August 2009, FBOP entered into a written agreement with the Federal Reserve. The agreement required the company to raise capital, strengthen risk-management practices, reduce its concentration in commercial real estate lending, and submit a capital plan. FBOP did not raise sufficient capital to meet the agreement's requirements. On October 30, 2009, the chartering agencies closed its banking subsidiaries and the Federal Deposit Insurance Corporation was appointed receiver. On the same day, the FDIC entered into a purchase-and-assumption transaction with U.S. Bancorp. U.S. Bancorp acquired the assets and deposit liabilities of all nine failed FBOP banks. It subsequently sold three Texas-based institutions to Prosperity Bancshares. The FDIC estimated its loss from the combined resolution at approximately $2.5 billion. FBOP therefore ceased operating as an independent banking group in October 2009. At mid-2009, it had reported approximately $18.5 billion in assets and employed more than 4,064 people.

FBOP Corporation developed from First Bank of Oak Park, an Illinois banking institution that later became the foundation of a larger bank holding company. The company began acquiring other banks in 1990, using an acquisition-led model to expand its geographic reach and assemble a group of separately chartered banking subsidiaries. This approach allowed FBOP to retain local banking operations while coordinating ownership and corporate oversight at the holding-company level. The group expanded beyond Illinois into California, Texas, and Arizona. By the period immediately preceding its failure, FBOP operated nine banks and had become a sizable U.S. bank holding company. In 2006, First Bank of Oak Park merged with four other commonly owned Illinois banks to create Park National Bank, an important consolidation within the company's Illinois franchise. The resulting organization combined community-bank operations with broader commercial lending and deposit-taking activities. FBOP's financial position was severely affected by the U.S. financial crisis. Its banking subsidiaries held preferred stock in Fannie Mae and Freddie Mac. When the U.S. Treasury placed those government-sponsored mortgage companies into conservatorship, the value of FBOP's preferred-stock holdings was impaired, causing an estimated loss of about $800 million. FBOP reported an operating loss of $708 million for 2008. The company's difficulties were compounded by its exposure to commercial real estate lending, a sector under pressure as credit conditions deteriorated. By the end of June 2009, FBOP's capital position had become critically weak. Its tier 1 leverage ratio ranked below that of 98 percent of comparable bank holding companies, according to the reference account. In August, FBOP signed a written agreement with the Federal Reserve. The agreement called for the company to obtain additional capital, improve its risk-management framework, reduce its concentration in commercial real estate loans, and provide a capital plan within 30 days. FBOP was unable to raise enough capital to satisfy the regulatory requirements. On October 30, 2009, the chartering agencies closed FBOP's banking subsidiaries and the FDIC was appointed receiver. The FDIC arranged for U.S. Bancorp to assume the assets and deposit liabilities of all nine banks. The transaction transferred the operating banking franchises away from FBOP and ended its role as an independent bank holding company. U.S. Bancorp later sold the three Texas-based banks to Prosperity Bancshares. The FDIC estimated its losses from the combined resolution at approximately $2.5 billion. At mid-2009, shortly before its collapse, FBOP was reported to have approximately $18.5 billion in assets and more than 4,064 employees. These figures illustrate the scale of the institution at the end of its operating life, but the company did not survive the capital and asset-quality pressures of the financial crisis. FBOP is therefore best understood as a defunct regional bank holding company whose expansion through bank acquisitions was ultimately undone by losses tied to mortgage-related investments, weak capitalization, and commercial real estate exposure.

• 2009

  Federal Reserve written agreement

  [1]FBOP Corporationen.wikipedia.org

  FBOP entered a regulatory agreement requiring capital raising, improved risk management, reduced commercial real estate concentration, and a capital plan.

• 2009

  Banking subsidiaries failed

  [1]FBOP Corporationen.wikipedia.org

  On October 30, the company's nine banking subsidiaries were closed and placed into FDIC receivership.

• 2008

  Large operating loss reported

  [1]FBOP Corporationen.wikipedia.org

  FBOP reported an operating loss of $708 million after losses associated with preferred stock in Fannie Mae and Freddie Mac.

• 2006

  Park National Bank was formed

  [1]FBOP Corporationen.wikipedia.org

  First Bank of Oak Park merged with four other commonly owned Illinois banks to create Park National Bank.

• 1990

  Acquisition-led expansion began

  [1]FBOP Corporationen.wikipedia.org

  FBOP began acquiring other banks, initiating the expansion from its First Bank of Oak Park origins into a broader holding-company network.

A multi-state bank holding company built through acquisition and consolidation of community and regional banks, with a substantial presence in commercial real estate lending.

• Commercial banking

  Community and regional banking

  FBOP's principal business consisted of operating and owning banks that provided deposit-taking, lending, and related financial services in local and regional markets. The banking platform combined community-bank identities with centralized ownership through the holding company. The network operated in Illinois, California, Texas, and Arizona before the 2009 closures.

• Lending

  Commercial real estate lending

  Commercial real estate lending was a material part of FBOP's loan exposure. During the 2009 regulatory intervention, the Federal Reserve specifically required the company to reduce its concentration in commercial real estate loans, indicating that this portfolio was considered an important risk factor in its capital and supervisory problems.

• Banking subsidiary · 2006

  Park National Bank

  Park National Bank was created in 2006 through the merger of First Bank of Oak Park and four other Illinois banks under common ownership. It represented FBOP's effort to consolidate its Illinois operations while continuing to serve local banking markets.

• 2009

  Regulatory capital and risk-management planStrategy

  Background

  FBOP's capital position deteriorated after losses connected to preferred stock in Fannie Mae and Freddie Mac, while its commercial real estate exposure remained a supervisory concern.

  Action taken

  Under an August written agreement with the Federal Reserve, FBOP was required to raise capital, improve risk management, reduce its commercial real estate concentration, and submit a capital plan.

  Aftermath

  FBOP could not raise sufficient capital to meet the agreement's requirements and its banking subsidiaries were closed later that year.

  Source

• 2009

  Resolution through FDIC receivershipOther

  Background

  The company failed to satisfy the Federal Reserve's capital requirements after substantial losses and deterioration in its leverage position.

  Action taken

  On October 30, chartering agencies closed FBOP's nine banking subsidiaries, and the FDIC was appointed receiver. U.S. Bancorp assumed the banks' assets and deposit liabilities.

  Aftermath

  FBOP ceased operating as an independent bank holding company. U.S. Bancorp later sold three Texas-based banks to Prosperity Bancshares, while the FDIC estimated combined resolution losses of approximately $2.5 billion.

  Estimated FDIC loss on the combined resolution. $2.5 billion estimated loss (2009 resolution)

  • U.S. Bancorp — Acquired the assets and deposit liabilities of all nine failed FBOP banks through the FDIC resolution.
  • Prosperity Bancshares — Later acquired three Texas-based banks that had previously belonged to FBOP.

  Source

• 2006

  Consolidation of Illinois banking operationsM&A

  Background

  FBOP had expanded by acquiring banks and controlled several commonly owned Illinois institutions.

  Action taken

  First Bank of Oak Park merged with four other co-owned Illinois banks to form Park National Bank.

  Aftermath

  The transaction consolidated the Illinois franchise within a single bank identity, while FBOP continued operating banks in other states.

  Source

1. 1FBOP Corporationen.wikipedia.org
2. 2In Chicago, Anger Over the Sale of Park National Banknytimes.com