Finance
American Savings Bank Reports Second Quarter 2024 Financial Results
-
2Q 2024 net loss of $45.8 million reflects after-tax goodwill impairment of $66.1 million in connection with HEI’s ongoing review of strategic options for ASB
-
Excluding the non-cash goodwill impairment, and excluding after-tax Maui wildfire-related expenses of $0.3 million, ASB’s core net income1 for the second quarter was $20.7 million, compared to $20.9 million in the first quarter of 2024 and $20.2 million in the second quarter of 2023
-
Non-cash goodwill impairment has no impact on ASB’s liquidity or ability to serve customers’ financial needs
-
Net interest margin expanded to 2.79%, up 4 basis points from the prior quarter
-
Strong credit quality and another release of reserves reflect healthy Hawaii economy
HONOLULU, July 31, 2024–(BUSINESS WIRE)–American Savings Bank, F.S.B. (ASB), a wholly owned subsidiary of Hawaiian Electric Industries, Inc. (NYSE – HE), today reported a second quarter 2024 net loss of $45.8 million. The second quarter 2024 results reflect the impact of an after-tax goodwill impairment of $66.1 million in connection with HEI’s ongoing review of strategic options for ASB. The goodwill impairment is related to acquisitions that took place in the 1980s and 1990s. The impairment is non-cash and has no impact on ASB’s liquidity.
“The bank’s core operations and earnings remain strong, and in the second quarter ASB improved profitability and grew core net income2 compared to the same quarter last year,” said Ann Teranishi, president and chief executive officer of ASB. “We saw net interest margin expand in the quarter, and management’s prudent expense control resulted in a decrease in core noninterest expense. ASB is in a strong financial position with high liquidity, deep borrowing capacity and a loyal, long-tenured base of deposits.”
“Over the last year, HEI has been advancing a strategy designed to support a strong, financially healthy enterprise that will empower a thriving future for Hawaii,” said Scott Seu, HEI president and CEO. “Consistent with this approach, HEI has been undertaking a comprehensive review of strategic options for ASB. We will continue to take prudent and measured actions to ensure our companies are well positioned to serve our customers and community for the long term.”
Teranishi continued, “In connection with HEI’s ongoing evaluation, the bank recorded a non-cash goodwill impairment charge that reflects management’s analysis of our bank’s market valuation. This non-cash charge has no impact on ASB’s liquidity or ASB’s ability to serve our customers’ financial needs. We remain focused on taking care of Hawaii’s residents, businesses and communities as we have for nearly 100 years.”
There is no set timetable for HEI’s comprehensive review of strategic options for ASB, and there can be no assurances that any actions regarding ASB will result from this evaluation. Neither HEI nor ASB expect to disclose or provide an update concerning developments related to this process unless or until HEI’s Board of Directors has approved a definitive course of action or otherwise determined that further disclosure is appropriate or necessary.
___________
|
1 |
|
See the “Explanation of ASB’s Use of Certain Unaudited Non-GAAP Measures” and the related GAAP reconciliation at the end of this release. For the first quarter of 2024 and the second quarter 2023, core net income was approximately equivalent to GAAP net income. |
|
2 |
|
Refer to footnote 1. |
Financial Highlights
Second quarter 2024 net interest income was $61.7 million compared to $62.3 million in the linked quarter and $63.2 million in the second quarter of 2023. The lower net interest income compared to the linked quarter was primarily due to lower yields on the investment portfolio and lower earning asset balances. The lower net interest income compared to the prior year quarter was primarily due to higher interest expense on deposit liabilities, partially offset by higher interest and dividend income due to higher earning asset yields. Net interest margin for the second quarter of 2024 was 2.79% compared to 2.75% in both the linked and prior year quarters. The yield on earning assets improved 1 basis point during the quarter, and cost of funding improved 2 basis points.
In the second quarter of 2024 ASB recorded a negative provision for credit losses of $1.9 million compared to a negative provision for credit losses of $2.2 million in the linked quarter and a provision for credit losses of $0.04 million in the second quarter of 2023. The quarter’s negative provision reflects a $0.8 million release of reserves due to an improved economic outlook for Maui following the August 2023 wildfires, as well as lower loss rates and lower loan balances. As of June 30, 2024, ASB’s allowance for credit losses to outstanding loans was 1.11% compared to 1.16% as of March 31, 2024 and 1.13% as of June 30, 2023.
The net charge-off ratio for the second quarter of 2024 was 0.15%, compared to 0.14% in both the linked and prior year quarters. Nonaccrual loans as a percentage of total loans receivable held for investment were 0.53%, compared to 0.53% in the linked quarter and 0.22% in the prior year quarter.
Noninterest income was $15.8 million in the second quarter of 2024 compared to $17.2 million in the linked quarter and $15.6 million in the second quarter of 2023. The decrease compared to the linked quarter was primarily due to lower bank-owned life insurance (BOLI) income related to changes in the fair market value of the underlying assets. The increase compared to the prior year quarter was primarily due to higher BOLI income and higher fee income, partially offset by the gain on sale of real estate recorded last year.
Noninterest expense was $136.5 million compared to $55.9 million in the linked quarter and $53.8 million in the second quarter of 2023. The increase compared to the linked and prior year quarters primarily reflects the goodwill impairment charge of $82.2 million pre-tax ($66.1 million after tax) taken in connection with HEI’s ongoing review of strategic options for ASB. Noninterest expense for the quarter also included pre-tax wildfire-related services expenses of $1.2 million.
Total loans were $6.1 billion as of June 30, 2024, down 2.5% from December 31, 2023.
Total deposits were $8.0 billion as of June 30, 2024, down 1.3% from December 31, 2023. Core deposits declined 1.3% from December 31, 2023, while certificates of deposit decreased 1.4% primarily due to the paydown of $166 million in public time deposits. As of June 30, 2024, 83% of deposits were F.D.I.C. insured or fully collateralized, with approximately 79% of deposits F.D.I.C. insured. For the second quarter of 2024, the average cost of funds was 115 basis points, down slightly from 117 basis points in the linked quarter and up 32 basis points from the prior year quarter.
Wholesale funding totaled $520 million as of June 30, 2024, down $73 million from March 31, 2024.
In the second quarter of 2024, ASB did not pay a dividend to HEI, supporting ASB’s healthy capital levels. ASB had a Tier 1 leverage ratio of 8.4% as of June 30, 2024.
HEI EARNINGS RELEASE, HEI WEBCAST AND CONFERENCE CALL TO DISCUSS EARNINGS
Concurrent with ASB’s regulatory filing 30 days after the end of the quarter, ASB announced its second quarter 2024 financial results today. Please note that these reported results relate only to ASB and are not necessarily indicative of HEI’s consolidated financial results for the second quarter 2024.
HEI plans to announce its second quarter 2024 consolidated financial results on Friday, August 9, 2024 and will also conduct a webcast and conference call at 10:30 a.m. Hawaii time (4:30 p.m. Eastern time) that same day to discuss its consolidated earnings, including ASB’s earnings.
To listen to the conference call, dial 1-888-660-6377 (U.S.) or 1-929-203-0797 (international) and enter passcode 2393042. Parties may also access presentation materials (which include reconciliation of non-GAAP measures) and/or listen to the conference call by visiting the conference call link on HEI’s website at www.hei.com under “Investor Relations,” sub-heading “News and Events — Events and Presentations.”
A replay will be available online and via phone. The online replay will be available on HEI’s website about two hours after the event. An audio replay will also be available about two hours after the event through August 23, 2024. To access the audio replay, dial 1-800-770-2030 (U.S.) or 1-647-362-9199 (international) and enter passcode 2393042.
HEI and Hawaiian Electric Company, Inc. (Hawaiian Electric) intend to continue to use HEI’s website, www.hei.com, as a means of disclosing additional information; such disclosures will be included in the Investor Relations section of the website. Accordingly, investors should routinely monitor the Investor Relations section of HEI’s website, in addition to following HEI’s, Hawaiian Electric’s and ASB’s press releases, HEI’s and Hawaiian Electric’s Securities and Exchange Commission (SEC) filings and HEI’s public conference calls and webcasts. Investors may sign up to receive e-mail alerts via the Investor Relations section of the website. The information on HEI’s website is not incorporated by reference into this document or into HEI’s and Hawaiian Electric’s SEC filings unless, and except to the extent, specifically incorporated by reference.
Investors may also wish to refer to the Public Utilities Commission of the State of Hawaii (PUC) website at https://hpuc.my.site.com/cdms/s/ to review documents filed with, and issued by, the PUC. No information on the PUC website is incorporated by reference into this document or into HEI’s and Hawaiian Electric’s SEC filings.
The HEI family of companies provides the energy and financial services that empower much of the economic and community activity of Hawaii. HEI’s electric utility, Hawaiian Electric, supplies power to approximately 95% of Hawaii’s population and is undertaking an ambitious effort to decarbonize its operations and the broader state economy. Its banking subsidiary, ASB, is one of Hawaii’s largest financial institutions, providing a wide array of banking and other financial services and working to advance economic growth, affordability and financial fitness. HEI also helps advance Hawaii’s sustainability goals through investments by its non-regulated subsidiary, Pacific Current. For more information, visit www.hei.com.
NON-GAAP MEASURES
Measures described as “core” (e.g., core net income and core noninterest expense) are non-GAAP measures which exclude after-tax Maui wildfire-related costs and the goodwill impairment taken in connection with HEI’s ongoing review of strategic options for ASB. See “Explanation of ASB’s Use of Certain Unaudited Non-GAAP Measures” and the related GAAP reconciliations at the end of this release.
FORWARD-LOOKING STATEMENTS
This release may contain “forward-looking statements,” which include statements that are predictive in nature, depend upon or refer to future events or conditions, and usually include words such as “will,” “expects,” “anticipates,” “intends,” “plans,” “believes,” “predicts,” “estimates” or similar expressions. In addition, any statements concerning future financial performance, ongoing business strategies or prospects or possible future actions are also forward-looking statements. Forward-looking statements are based on current expectations and projections about future events and are subject to risks, uncertainties and the accuracy of assumptions concerning HEI and its subsidiaries, the performance of the industries in which they do business and economic, political and market factors, among other things. These forward-looking statements are not guarantees of future performance.
Forward-looking statements in this release should be read in conjunction with the “Cautionary Note Regarding Forward-Looking Statements” and “Risk Factors” discussions (which are incorporated by reference herein) set forth in HEI’s Annual Report on Form 10-K for the year ended December 31, 2023 and HEI’s other periodic reports that discuss important factors that could cause HEI’s results to differ materially from those anticipated in such statements. These forward-looking statements speak only as of the date of the report, presentation or filing in which they are made. Except to the extent required by the federal securities laws, HEI, Hawaiian Electric, ASB and their subsidiaries undertake no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
|
American Savings Bank, F.S.B. |
||||||||||||||||||
|
|
||||||||||||||||||
|
|
Three months ended |
|
Six months ended June 30 |
|||||||||||||||
|
(in thousands) |
|
June 30, |
|
March 31, |
|
June 30, |
|
2024 |
|
2023 |
||||||||
|
Interest and dividend income |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Interest and fees on loans |
|
$ |
72,960 |
|
|
$ |
72,971 |
|
|
$ |
67,966 |
|
$ |
145,931 |
|
|
$ |
132,808 |
|
Interest and dividends on investment securities |
|
|
13,218 |
|
|
|
14,964 |
|
|
|
13,775 |
|
|
28,182 |
|
|
|
28,412 |
|
Total interest and dividend income |
|
|
86,178 |
|
|
|
87,935 |
|
|
|
81,741 |
|
|
174,113 |
|
|
|
161,220 |
|
Interest expense |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Interest on deposit liabilities |
|
|
18,015 |
|
|
|
17,432 |
|
|
|
9,661 |
|
|
35,447 |
|
|
|
16,498 |
|
Interest on other borrowings |
|
|
6,479 |
|
|
|
8,154 |
|
|
|
8,852 |
|
|
14,633 |
|
|
|
16,573 |
|
Total interest expense |
|
|
24,494 |
|
|
|
25,586 |
|
|
|
18,513 |
|
|
50,080 |
|
|
|
33,071 |
|
Net interest income |
|
|
61,684 |
|
|
|
62,349 |
|
|
|
63,228 |
|
|
124,033 |
|
|
|
128,149 |
|
Provision for credit losses |
|
|
(1,910 |
) |
|
|
(2,159 |
) |
|
|
43 |
|
|
(4,069 |
) |
|
|
1,218 |
|
Net interest income after provision for credit losses |
|
|
63,594 |
|
|
|
64,508 |
|
|
|
63,185 |
|
|
128,102 |
|
|
|
126,931 |
|
Noninterest income |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Fees from other financial services |
|
|
5,133 |
|
|
|
4,874 |
|
|
|
5,009 |
|
|
10,007 |
|
|
|
9,688 |
|
Fee income on deposit liabilities |
|
|
4,630 |
|
|
|
4,898 |
|
|
|
4,504 |
|
|
9,528 |
|
|
|
9,103 |
|
Fee income on other financial products |
|
|
2,960 |
|
|
|
2,743 |
|
|
|
2,768 |
|
|
5,703 |
|
|
|
5,512 |
|
Bank-owned life insurance |
|
|
2,255 |
|
|
|
3,584 |
|
|
|
1,955 |
|
|
5,839 |
|
|
|
3,380 |
|
Mortgage banking income |
|
|
364 |
|
|
|
424 |
|
|
|
230 |
|
|
788 |
|
|
|
360 |
|
Gain on sale of real estate |
|
|
— |
|
|
|
— |
|
|
|
495 |
|
|
— |
|
|
|
495 |
|
Other income, net |
|
|
423 |
|
|
|
686 |
|
|
|
678 |
|
|
1,109 |
|
|
|
1,479 |
|
Total noninterest income |
|
|
15,765 |
|
|
|
17,209 |
|
|
|
15,639 |
|
|
32,974 |
|
|
|
30,017 |
|
Noninterest expense |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Compensation and employee benefits |
|
|
29,802 |
|
|
|
32,459 |
|
|
|
29,394 |
|
|
62,261 |
|
|
|
59,598 |
|
Occupancy |
|
|
5,220 |
|
|
|
5,063 |
|
|
|
5,539 |
|
|
10,283 |
|
|
|
11,127 |
|
Data processing |
|
|
4,960 |
|
|
|
4,846 |
|
|
|
5,095 |
|
|
9,806 |
|
|
|
10,107 |
|
Services |
|
|
4,250 |
|
|
|
4,151 |
|
|
|
2,689 |
|
|
8,401 |
|
|
|
5,284 |
|
Equipment |
|
|
2,477 |
|
|
|
2,649 |
|
|
|
2,957 |
|
|
5,126 |
|
|
|
5,603 |
|
Office supplies, printing and postage |
|
|
1,006 |
|
|
|
1,018 |
|
|
|
1,109 |
|
|
2,024 |
|
|
|
2,274 |
|
Marketing |
|
|
747 |
|
|
|
776 |
|
|
|
834 |
|
|
1,523 |
|
|
|
1,850 |
|
Goodwill impairment |
|
|
82,190 |
|
|
|
— |
|
|
|
— |
|
|
82,190 |
|
|
|
— |
|
Other expense |
|
|
5,813 |
|
|
|
4,942 |
|
|
|
6,152 |
|
|
10,755 |
|
|
|
12,343 |
|
Total noninterest expense |
|
|
136,465 |
|
|
|
55,904 |
|
|
|
53,769 |
|
|
192,369 |
|
|
|
108,186 |
|
Income (loss) before income taxes |
|
|
(57,106 |
) |
|
|
25,813 |
|
|
|
25,055 |
|
|
(31,293 |
) |
|
|
48,762 |
|
Income tax (benefit) |
|
|
(11,319 |
) |
|
|
4,879 |
|
|
|
4,851 |
|
|
(6,440 |
) |
|
|
9,996 |
|
Net income (loss) |
|
$ |
(45,787 |
) |
|
$ |
20,934 |
|
|
$ |
20,204 |
|
$ |
(24,853 |
) |
|
$ |
38,766 |
|
Comprehensive income (loss) |
|
$ |
(44,154 |
) |
|
$ |
11,166 |
|
|
$ |
12,994 |
|
$ |
(32,988 |
) |
|
$ |
49,986 |
|
OTHER BANK INFORMATION (annualized %, except as of period end) |
|
|
|
|
|
|
|
|
||||||||||
|
Return on average assets |
|
|
(1.97 |
) |
|
|
0.88 |
|
|
|
0.84 |
|
|
(0.53 |
) |
|
|
0.81 |
|
Return on average equity |
|
|
(33.97 |
) |
|
|
15.64 |
|
|
|
16.20 |
|
|
(9.25 |
) |
|
|
15.87 |
|
Return on average tangible common equity |
|
|
(39.84 |
) |
|
|
18.48 |
|
|
|
19.40 |
|
|
(10.89 |
) |
|
|
19.07 |
|
Net interest margin |
|
|
2.79 |
|
|
|
2.75 |
|
|
|
2.75 |
|
|
2.77 |
|
|
|
2.80 |
|
Efficiency ratio |
|
|
176.20 |
|
|
|
70.27 |
|
|
|
68.18 |
|
|
122.52 |
|
|
|
68.40 |
|
Net charge-offs to average loans outstanding |
|
|
0.15 |
|
|
|
0.14 |
|
|
|
0.14 |
|
|
0.14 |
|
|
|
0.14 |
|
As of period end |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Nonaccrual loans to loans receivable held for investment |
|
|
0.53 |
|
|
|
0.53 |
|
|
|
0.22 |
|
|
|
|
|||
|
Allowance for credit losses to loans outstanding |
|
|
1.11 |
|
|
|
1.16 |
|
|
|
1.13 |
|
|
|
|
|||
|
Tangible common equity to tangible assets |
|
|
5.4 |
|
|
|
5.0 |
|
|
|
4.3 |
|
|
|
|
|||
|
Tier-1 leverage ratio |
|
|
8.4 |
|
|
|
8.0 |
|
|
|
7.8 |
|
|
|
|
|||
|
Dividend paid to HEI (via ASB Hawaii, Inc.) ($ in millions) |
|
$ |
— |
|
|
$ |
— |
|
|
$ |
11.0 |
|
$ |
— |
|
|
$ |
25.0 |
|
This information should be read in conjunction with the consolidated financial statements and the notes thereto in HEI filings with the SEC. Results of operations for interim periods are not necessarily indicative of results to be expected for future interim periods or the full year. |
|
American Savings Bank, F.S.B. |
||||||||||||
|
|
||||||||||||
|
(in thousands) |
June 30, 2024 |
December 31, 2023 |
||||||||||
|
Assets |
|
|
|
|
||||||||
|
Cash and due from banks |
|
$ |
139,114 |
|
|
$ |
184,383 |
|
||||
|
Interest-bearing deposits |
|
|
195,721 |
|
|
|
251,072 |
|
||||
|
Cash and cash equivalents |
|
|
334,835 |
|
|
|
435,455 |
|
||||
|
Investment securities |
|
|
|
|
||||||||
|
Available-for-sale, at fair value |
|
|
1,061,687 |
|
|
|
1,136,439 |
|
||||
|
Held-to-maturity, at amortized cost |
|
|
1,179,182 |
|
|
|
1,201,314 |
|
||||
|
Stock in Federal Home Loan Bank, at cost |
|
|
29,204 |
|
|
|
14,728 |
|
||||
|
Loans held for investment |
|
|
6,030,158 |
|
|
|
6,180,810 |
|
||||
|
Allowance for credit losses |
|
|
(66,813 |
) |
|
|
(74,372 |
) |
||||
|
Net loans |
|
|
5,963,345 |
|
|
|
6,106,438 |
|
||||
|
Loans held for sale, at lower of cost or fair value |
|
|
13,904 |
|
|
|
15,168 |
|
||||
|
Other |
|
|
698,648 |
|
|
|
681,460 |
|
||||
|
Goodwill |
|
|
— |
|
|
|
82,190 |
|
||||
|
Total assets |
|
$ |
9,280,805 |
|
|
$ |
9,673,192 |
|
||||
|
Liabilities and shareholder’s equity |
|
|
|
|
||||||||
|
Deposit liabilities–noninterest-bearing |
|
$ |
2,515,062 |
|
|
$ |
2,599,762 |
|
||||
|
Deposit liabilities–interest-bearing |
|
|
5,521,411 |
|
|
|
5,546,016 |
|
||||
|
Other borrowings |
|
|
520,000 |
|
|
|
750,000 |
|
||||
|
Other |
|
|
226,488 |
|
|
|
247,563 |
|
||||
|
Total liabilities |
|
|
8,782,961 |
|
|
|
9,143,341 |
|
||||
|
Common stock |
|
|
1 |
|
|
|
1 |
|
||||
|
Additional paid-in capital |
|
|
359,048 |
|
|
|
358,067 |
|
||||
|
Retained earnings |
|
|
439,202 |
|
|
|
464,055 |
|
||||
|
Accumulated other comprehensive loss, net of tax benefits |
|
|
|
|
||||||||
|
Net unrealized losses on securities |
$ |
(291,864 |
) |
|
$ |
(282,963 |
) |
|
||||
|
Retirement benefit plans |
|
(8,543 |
) |
|
(300,407 |
) |
|
(9,309 |
) |
|
(292,272 |
) |
|
Total shareholder’s equity |
|
|
497,844 |
|
|
|
529,851 |
|
||||
|
Total liabilities and shareholder’s equity |
|
$ |
9,280,805 |
|
|
$ |
9,673,192 |
|
||||
|
This information should be read in conjunction with the consolidated financial statements and the notes thereto in HEI filings with the SEC. |
Explanation of ASB’s Use of Certain Unaudited Non-GAAP Measures
HEI and ASB management use certain non-GAAP measures to evaluate the performance of HEI and the bank.
Management believes these non-GAAP measures provide useful information and are a better indicator of the companies’ core operating activities. Core earnings and other financial measures as presented here may not be comparable to similarly titled measures used by other companies. The accompanying tables provide a reconciliation of reported GAAP1 earnings to non-GAAP core earnings and returns on average equity and average assets for the bank.
The reconciling adjustments from GAAP earnings to core earnings are limited to the costs related to the Maui wildfires and the goodwill impairment taken in connection with HEI’s ongoing review of strategic options for ASB. Management does not consider these items to be representative of the company’s fundamental core earnings.
|
Reconciliation of GAAP to non-GAAP Measures |
||||||||
|
|
||||||||
|
(in thousands) |
|
Three months ended |
|
Six months ended |
||||
|
Maui wildfire related costs and goodwill impairment |
|
|
|
|
||||
|
Pretax expenses: |
|
|
|
|
||||
|
Provision for credit losses |
|
$ |
(800 |
) |
|
$ |
(2,300 |
) |
|
Professional services expense |
|
|
1,201 |
|
|
|
2,909 |
|
|
Other expenses, net |
|
|
51 |
|
|
|
(266 |
) |
|
Pretax Maui wildfire related costs, net |
|
|
452 |
|
|
|
343 |
|
|
Pretax goodwill impairment |
|
|
82,190 |
|
|
|
82,190 |
|
|
Income tax benefit |
|
|
(16,181 |
) |
|
|
(16,152 |
) |
|
After-tax expenses |
|
$ |
66,461 |
|
|
$ |
66,381 |
|
|
|
|
|
|
|
||||
|
ASB net income (loss) |
|
|
|
|
||||
|
GAAP (as reported) |
|
$ |
(45,787 |
) |
|
$ |
(24,853 |
) |
|
Excluding expense relating to Maui wildfire costs and goodwill impairment (after tax): |
|
|
|
|
||||
|
Provision for credit losses |
|
|
(586 |
) |
|
|
(1,684 |
) |
|
Professional services expense |
|
|
880 |
|
|
|
2,130 |
|
|
Other expenses, net |
|
|
37 |
|
|
|
(195 |
) |
|
Goodwill impairment |
|
|
66,130 |
|
|
|
66,130 |
|
|
Maui wildfire related cost, net and goodwill impairment (after tax) |
|
|
66,461 |
|
|
|
66,381 |
|
|
Non-GAAP (core) net income |
|
$ |
20,674 |
|
|
$ |
41,528 |
|
|
|
|
Three months ended |
|
Six months ended |
||
|
Ratios (annualized %) |
|
|
|
|
||
|
Based on GAAP |
|
|
|
|
||
|
Return on average assets |
|
(1.97 |
) |
|
(0.53 |
) |
|
Return on average equity |
|
(33.97 |
) |
|
(9.25 |
) |
|
Return on average tangible common equity |
|
(39.84 |
) |
|
(10.89 |
) |
|
Efficiency ratio |
|
176.20 |
|
|
122.52 |
|
|
Based on Non-GAAP (core) |
|
|
|
|
||
|
Return on average assets |
|
0.89 |
|
|
0.88 |
|
|
Return on average equity |
|
15.34 |
|
|
15.46 |
|
|
Return on average tangible common equity |
|
17.99 |
|
|
18.20 |
|
|
Efficiency ratio |
|
68.46 |
|
|
68.49 |
|
|
1 |
|
Accounting principles generally accepted in the United States of America |
View source version on businesswire.com: https://www.businesswire.com/news/home/20240730272283/en/
Contacts
Mateo Garcia
Director, Investor Relations
Telephone: (808) 543-7300
E-mail: ir@hei.com
Finance
Budget crisis is top concern for MPS leader Cassellius | Opinion
Before seeking a new referendum MPS needs to rebuild trust in the community through completing state audits, putting in place controls to prevent overspending and routine reports to the public.
For MPS Superintendent Brenda Cassellius, who just wrapped up her first year leading Milwaukee’s public school system, her tenure has been punctuated by some very big numbers.
The first is $252 million. That is the amount of new spending voters narrowly approved in an April 2024 referendum to support operations in Wisconsin’s largest school district. Just months later, MPS was rocked by revelations the district was months behind in filing key financial reports to the state, which led to former Superintendent Keith Posley’s resignation.
The second is $1 billion. MPS faces a deferred maintenance backlog exceeding $1 billion. The district’s enrollment has declined 30% over the last 30 years, leaving many schools at less than 50% full. That, in part, is driving a plan to close some schools and to improve others to help lower costs.
The final is $46 million, the deficit MPS was running for the 2024-25 school year, an unexpected shortfall which has led to hundreds of staff layoffs.
Getting the district’s accounting, budgeting and financial reporting back on track has dominated Cassellius’s first year at MPS. In an April 15 interview with the Journal Sentinel’s editorial board, she talked in detail about the challenges putting that into order and progress she sees in restoring transparency into its operations.
State funding and aging buildings create budget nightmares
Cassellius says state needs to keep up its share of school funding
In an interview with the Journal Sentinel editorial board, MPS leader Brenda Cassellius says budgets and buildings are her two top worries.
Cassellius said the on-going budget crisis is her top concern. She said the state’s failure to live up to its share of funding is exacerbating MPS’ budget woes. A group of school districts, teachers and parents filed suit against the state Legislature and its Joint Finance Committee claiming the current state funding system is unconstitutional and prevents schools from meeting students’ educational needs.
Funding for special education is especially critical. About 20% of MPS students have disabilities, almost twice the share of the city’s charter schools, and the average of 14% across Wisconsin.
“What’s keeping me up now, you know, is really just the budget crisis we’re in, with not only this year but multiple years going out without additional state aid, we’ve been not getting funding for what our needs are for our students, and particularly our students with special needs,” she said.
Although the state budget increased special education funding to a 42% reimbursement rate, the actual rate has been about 35%. Another component to the budget headache is the age of MPS buildings. The average age is 85 years-old compared to 45 across the nation.
“We have just kicked this can down the curb or kicked it down the street or whatever you call it for too long. And it’s time that we really take on a serious conversation about the conditions of the learning environments in which we send our children,” she said. “Particularly in Milwaukee Public Schools, we serve the most vulnerable children. Children who have language barriers, children who have disabilities, children in high-concentrated poverty.”
What needs to happen before MPS seeks another referendum
Voters need to be comfortable MPS has made tough budget decisions
In an interview with Journal Sentinel editorial board, Brenda Cassellius said voters will need to see budget improvements before seeking more spending
Cassellius said MPS will definitely need to go back to voters for a new referendum in the future. In addition to the 2024 measure, voters approved an $87 million plan in 2020.
Before doing that, she said the district first needs to rebuild trust in the community through completing required state audits, putting into place controls to prevent overspending and routine reports to the school board and public about finances.
“I don’t think that the voters are going to want us to bring something forward until they feel comfortable that we have done the cleanup that is necessary,” she said. “And we’ve built the trust that we have the sufficient controls in place.”
In the interim, she’s hoping the state will meet its constitutional responsibility to adequately fund public schools.
“What the public expects is you know where the money is, you’re spending it as close as you can to children, you’re getting good on the promise around art, music, and PE, and the things the public said they wanted to fund,” Cassellius said. “And they want their kids to have so that they have a quality education and an excellent education in Milwaukee Public Schools, and that they had the right amount of staff that they actually need. In the school to be safe and to run a good operation.”
Rebuilding finance staff in wake of $46 million in overspending
MPS is rebuilding school finance staff in wake of reporting lapses
In an interview with the Journal Sentinel editorial board April 15, MPS superintendent discusses accountability for district’s financial problems.
The $46 million budget shortfall from the 2024-25 school year started coming into view last fall and was confirmed in mid-January. Cassellius noted that in addition to hiring a new superintendent, MPS also parted ways with its comptroller and CFO.
“We are really rebuilding the personnel and staff of the finance department. That is what’s critical, is having the right people in the right seats doing the work,” she said. “Also critical is making sure that you have the right controls in place. The audit findings found that we did not have proper controls in place and now we have those proper controls in place and when we find things we put new SOPs in place and that is what any business does.”
Identifying that shortfall, though painful, was the result of better accounting.
“Being three years behind in auditing means that you don’t have full sight on your actual revenues and expenditures. And so we have now full sight of our revenues and our expenditures and that’s why we were able to see this new deficit of $46 million,” she said. “And we still continue to work with DPI on those processes to make sure that every month we’re doing monthly to actuals and doing those accounting, reporting that to the board. In a way that is consumable to the public that they can understand.”
Jim Fitzhenry is the Ideas Lab Editor/Director of Community Engagement for the Milwaukee Journal Sentinel. Reach him at jfitzhen@gannett.com or 920-993-7154.
Finance
Psychological shift unfolds in soft Aussie housing market: ‘Vendors feel pressure’
Property markets move in cycles, and with interest rates rising and other pressures like high fuel costs, some markets are clearly slowing down. Many first-home buyers who have only ever seen markets going up are conditioned to think that when purchasing, competition is always intense and decisions need to be made quickly.
In those times, buyers often feel they need to act fast, stretch their budget and secure a property at almost any cost. But things have definitely changed.
In a softer market, the dynamic shifts. Properties take longer to sell, competition thins, and it’s the vendors who begin to feel pressure.
RELATED
For buyers who understand how to navigate that change, the balance of power quickly moves in their favour. The opportunity is not simply to buy at a lower price. It is to negotiate from a position of strength.
If that’s you right now, these are the key skills first-home buyers need to take advantage of in softer market conditions.
The most important shift in a soft market is psychological. In a rising market, buyers often feel like they are competing for limited opportunities. In a softer market, the opposite is true. There are more properties available, fewer active buyers and less urgency overall. This gives buyers options.
When buyers understand that they are not competing with multiple parties on every property, their decision-making improves. They are more willing to walk away, compare opportunities and avoid overpaying. Negotiation strength comes from not needing to transact immediately. When that pressure is removed, buyers are able to engage more strategically.
One of the most common mistakes first-home buyers make is continuing to apply strategies that only work in rising markets. Auction urgency is a clear example. In strong markets, auctions often attract multiple bidders and create competitive tension. In softer conditions, properties are more likely to pass in, shifting the process away from a public bidding environment into a private negotiation.
This is where leverage increases.
Private negotiations allow buyers to introduce conditions that protect their position. These may include finance clauses, longer settlement periods or price adjustments based on due diligence. Opportunities that are rarely available in competitive markets become standard in softer ones.
Finance
Finance Committee approves an average increase of University tuition by 3.6 percent
The Board of Visitors Finance Committee met Thursday and approved a 3.6 percent average increase in tuition, a 4.8 percent average increase in meal plan costs and a 5 percent increase in the cost of double-room housing for the 2026-27 school year. The approval was unanimous amongst Board members, though some expressed resistance to the increases before voting in favor of them.
The Committee heard from Jennifer Wagner Davis, executive vice president and chief operating officer, and Donna Price Henry, chancellor of the College at Wise, about reasons for the raise in tuition and rates. According to Davis and Henry, salary increases for professors and legislation passed by the General Assembly contribute to tuition and rates increases.
The Finance Committee, chaired by Vice Rector Victoria Harker, is responsible for the University’s financial affairs and business operations, and the Committee manages the budget, tuition and student fees.
Changes in tuition vary between schools, with the School of Law seeing at most a 5.1 percent increase, the School of Engineering & Applied Science seeing at most a 3.2 percent increase and the College of Arts and Sciences seeing at most a 3.1 percent increase in tuition for the 2026-27 school year.
For the 2026-27 school year at the College at Wise, the Committee also unanimously approved a 2.5 percent average increase in tuition, a 3.8 percent increase in meal plans and a 2 percent increase in the cost of housing.
Last year, the Committee approved a 3 percent average increase in tuition, a 5.5 percent increase in meal plans and a 5.5 percent increase in the cost of housing for the University.
Davis cited increased costs as the primary reason for the approved increase in tuition. She said that the budget that could be passed by the General Assembly for June 30, 2027 through June 30, 2028 could increase professor salaries — University professors receive raises via this process. Davis said that the Senate and House of Delegates have separate proposals dealing with the pay increases that are currently unresolved, with House Bill 30 raising salaries by 2 percent and Senate Bill 30 raising salaries by 3 percent.
Davis said every percent increase in faculty salaries costs the University $15 million annually, and the Commonwealth will increase funding to the University by $1-2 million to help pay for that increase. According to Davis, the most common way to stabilize the budgetary imbalance caused by raised salaries is through tuition raises.
Beyond the increase in salary, Davis cited the minimum wage increase, inflation and Virginia Military Survivors & Dependents Education Program as increased costs to the University. VMSDEP is a program that gives education benefits to spouses and children of disabled veterans or military service members killed, missing in action or taken prisoner. Davis said that the program is “partially unfunded” and could cost the University somewhere between $3.6 to $6 million, depending on how many students qualify for the program.
Davis spoke on other contributing factors to the increase in tuition, specifically collective bargaining — which allows workers to bargain for better wages and working conditions.
“If we look at other institutions or other states that have collective bargaining, [collective bargaining] does put an upward pressure on tuition,” Davis said.
Prior to Thursday’s meeting, the Committee heard the proposal for tuition increases from Davis and Henry April 6 in a Finance Committee tuition workshop with public comment. During the tuition workshop, tuition increases ranged from 3 to 4.5 percent for the University and 2 to 3 percent for the College at Wise. Both increases approved Thursday are within the ranges originally proposed.
Meal plan costs, on average, will be increasing by 4.8 percent in the upcoming academic year. Davis said that the University has been expanding dining options with the opening of the Gaston House and new locations for the Ivy Corridor student housing that is still in progress. She also said that the University has been taking steps to increase the availability of allergen-friendly food options.
Davis shared that the 5 percent cost increase in housing is due to the expansion of student housing in the Ivy Corridor. Davis also said that there will be 3,000 new units added to the Charlottesville housing market by 2027, of which 780 beds will be for University housing. Davis said that she hopes the Ivy Corridor housing would “free up” the city housing supply by having more students live on Grounds.
Board member Amanda Pillion said she was “concerned” about how tuition increases would harm rural families — she said the constant increases in cost could make a University education out of reach for middle-income Virginians.
“This is the second governor I’ve served under. Both times I’ve heard affordability, affordability, affordability,” Pillion said. “We need to really be conscious of the fact that … there is a large group of people that [are middle-income] that these increases [in tuition and fees] are really tough for.”
The Committee also approved a renovation for The Park — an 18-acre recreational hub in North Grounds — which will cost $10 million. As part of the renovation, The Park will include a maintenance facility, storm water systems and a maintenance access route. Davis said the renovation will address safety and security issues for the 200 people that use The Park daily. According to Davis, the University will use $2 million of institutional funds and issue $8 million of debt to fund the renovation.
The Finance Committee will reconvene during the regularly scheduled June Board meetings.
-
Colorado5 minutes agoOutgoing Colorado Buffaloes Sebastian Rancik, Bangot Dak Make Transfer Portal Moves
-
Connecticut11 minutes agoOne arrested after a multi-car crash in Naugatuck Saturday
-
Delaware17 minutes ago9 Most Scenic Drives in New Jersey
-
Florida23 minutes agoSouth Florida faith leaders call for Miami mental health center to finally open
-
Georgia29 minutes ago
Georgia receiver and draft prospect Zachariah Branch arrested for misdemeanor obstruction
-
Hawaii35 minutes agoKanakaʻole, Zane ʻohana transform Hawaiian cultural practices into captivating visual arts | Maui Now
-
Idaho41 minutes ago‘Unrelenting’: Statehouse reporters recap 2026 legislative session in Idaho Falls – East Idaho News
-
Illinois47 minutes ago
Weather service assessing damage across Iowa, Illinois and Missouri