In the capital section of the plan, James noted the following key areas and related discussion:

Growth: The bank sought to keep pace with the regions strong economic growth by rapidly expanding the loan portfolio. Many new credit opportunities were opening up due to the banks ability to offer a wider menu of financial services to customers. There was some evidence that loan concentrations had increased, especially with respect to certain local industries that had been particularly successful and, subsequently, had increased their credit lines with the bank. Bank management had become more risk tolerant in light period of good economic times. Dividends: The bank is a subsidiary of another banking company and was dedicated to paying substantial it dividends to fund that other companys expansion goals. The banking company was attempting to expand beyond its traditional home base into adjacent territories. Access to additional capital: since the bank was relatively small, it access to capital markets was limited. However, this limitation was not considered to be restrictive due to the fact that the other banking company could be relied upon to assist them with capital funds. The bank indicated that it was sensitive to current shareholders desire to avoid the diluting effect of new capital. Under Central bank rules a bank holding company is expected to be a source of strength to it subsidiary in terms of capital or liquidity Earnings: Net interest margins (NIMs) had been exceptionally high from an historical standpoint. The NIM had been favourably affected by low interest rates and strong loan demand that allowed them to broaden their spread over interest cost. Nonetheless, the NIM and the rate of return on assets (ROA) had fluctuated more than in competitor banks over the last five years. The bank had recently purchased interest only strips (IOs) and principal only strips (POs), that has more price risks than other assets in order to better hedge the interest rate risk on the balance sheet. Also, in an effort to address ROA volatility, the bank had strengthened its current collateral and guarantees to upgrade the credit quality of its loan portfolio. Finally the bank had increased its provision for loan losses in the last two years.

Bank Share Prices: The Banks share price relative to book value was below its competitor banks by about 25%. Management made it clear that it believed the share price was undervalued, as opposed to low - valued due to a lack of investor confidence.

Fixed Bank Assets: The bank has a central location for its main office plus three, local branch offices. All facilities were refurbished in recent years by the holding company and electronic payments services installed to ensure that the bank could offer full array of banking, securities and insurances services.

Develop a swot analysis explaining the problems/ issues and strategic plan

Evaluate the problem, solutions (strength, weakness and opportunity treats )

Propose a solution for each problem identified highlighting the benefits Identify the risk involved Provide at least two recommendations