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Loans | 6 Months Ended
--- | ---
Jun. 30, 2014
Receivables [Abstract] |
Loans | Loans Loans were as follows:
| June 30, 2014 |  | Percentage of Total |  | December 31, 2013 |  | Percentage of Total
Commercial and industrial: |  |  |  |  |  |  |
Commercial | $ | 5,322,752 |  |  | 49.9 | % |  | $ | 4,587,499 |  |  | 48.2 | %
Leases | 302,081 |  |  | 2.8 |  |  | 319,577 |  |  | 3.4 |
Total commercial and industrial | 5,624,833 |  |  | 52.7 |  |  | 4,907,076 |  |  | 51.6 |
Commercial real estate: |  |  |  |  |  |  |
Commercial mortgages | 2,985,184 |  |  | 28.0 |  |  | 2,800,760 |  |  | 29.4 |
Construction | 577,446 |  |  | 5.4 |  |  | 426,639 |  |  | 4.5 |
Land | 272,959 |  |  | 2.5 |  |  | 239,937 |  |  | 2.5 |
Total commercial real estate | 3,835,589 |  |  | 35.9 |  |  | 3,467,336 |  |  | 36.4 |
Consumer real estate: |  |  |  |  |  |  |
Home equity loans | 336,890 |  |  | 3.2 |  |  | 329,853 |  |  | 3.5 |
Home equity lines of credit | 213,109 |  |  | 2.0 |  |  | 195,132 |  |  | 2.1 |
1-4 family residential mortgages | 35,625 |  |  | 0.3 |  |  | 32,447 |  |  | 0.3 |
Construction | 21,506 |  |  | 0.2 |  |  | 13,123 |  |  | 0.1 |
Other | 256,085 |  |  | 2.4 |  |  | 237,649 |  |  | 2.5 |
Total consumer real estate | 863,215 |  |  | 8.1 |  |  | 808,204 |  |  | 8.5 |
Total real estate | 4,698,804 |  |  | 44.0 |  |  | 4,275,540 |  |  | 44.9 |
Consumer and other: |  |  |  |  |  |  |
Consumer installment | 371,648 |  |  | 3.4 |  |  | 350,827 |  |  | 3.7 |
Other | 6,581 |  |  | 0.1 |  |  | 7,289 |  |  | 0.1 |
Total consumer and other | 378,229 |  |  | 3.5 |  |  | 358,116 |  |  | 3.8 |
Unearned discounts | (22,489 | ) |  | (0.2 | ) |  | (25,032 | ) |  | (0.3 | )
Total loans | $ | 10,679,377 |  |  | 100.0 | % |  | $ | 9,515,700 |  |  | 100.0 | %
Loan Origination/Risk Management. The Corporation has certain lending policies and procedures in place that are designed to maximize loan income within an acceptable level of risk. Management reviews and approves these policies and procedures on a regular basis. A reporting system supplements the review process by providing management with frequent reports related to loan production, loan quality, concentrations of credit, loan delinquencies and non-performing and potential problem loans. Diversification in the loan portfolio is a means of managing risk associated with fluctuations in economic conditions. Commercial and industrial loans are underwritten after evaluating and understanding the borrower’s ability to operate profitably and prudently expand its business. Underwriting standards are designed to promote relationship banking rather than transactional banking. Once it is determined that the borrower’s management possesses sound ethics and solid business acumen, the Corporation’s management examines current and projected cash flows to determine the ability of the borrower to repay their obligations as agreed. Commercial and industrial loans are primarily made based on the identified cash flows of the borrower and secondarily on the underlying collateral provided by the borrower. The cash flows of borrowers, however, may not be as expected and the collateral securing these loans may fluctuate in value. Most commercial and industrial loans are secured by the assets being financed or other business assets such as accounts receivable or inventory and may incorporate a personal guarantee; however, some short-term loans may be made on an unsecured basis. In the case of loans secured by accounts receivable, the availability of funds for the repayment of these loans may be substantially dependent on the ability of the borrower to collect amounts due from its customers. Commercial real estate loans are subject to underwriting standards and processes similar to commercial and industrial loans, in addition to those of real estate loans. These loans are viewed primarily as cash flow loans and secondarily as loans secured by real estate. Commercial real estate lending typically involves higher loan principal amounts and the repayment of these loans is generally largely dependent on the successful operation of the property securing the loan or the business conducted on the property securing the loan. Commercial real estate loans may be more adversely affected by conditions in the real estate markets or in the general economy. The properties securing the Corporation’s commercial real estate portfolio are diverse in terms of type and geographic location. This diversity helps reduce the Corporation’s exposure to adverse economic events that affect any single market or industry. Management monitors and evaluates commercial real estate loans based on collateral, geography and risk grade criteria. As a general rule, the Corporation avoids financing single-purpose projects unless other underwriting factors are present to help mitigate risk. The Corporation also utilizes third-party experts to provide insight and guidance about economic conditions and trends affecting market areas it serves. In addition, management tracks the level of owner-occupied commercial real estate loans versus non-owner occupied loans. At June 30, 2014, approximately 57% of the outstanding principal balance of the Corporation’s commercial real estate loans were secured by owner-occupied properties. With respect to loans to developers and builders that are secured by non-owner occupied properties that the Corporation may originate from time to time, the Corporation generally requires the borrower to have had an existing relationship with the Corporation and have a proven record of success. Construction loans are underwritten utilizing feasibility studies, independent appraisal reviews, sensitivity analysis of absorption and lease rates and financial analysis of the developers and property owners. Construction loans are generally based upon estimates of costs and value associated with the completed project. These estimates may be inaccurate. Construction loans often involve the disbursement of substantial funds with repayment substantially dependent on the success of the ultimate project. Sources of repayment for these types of loans may be pre-committed permanent loans from approved long-term lenders, sales of developed property or an interim loan commitment from the Corporation until permanent financing is obtained. These loans are closely monitored by on-site inspections and are considered to have higher risks than other real estate loans due to their ultimate repayment being sensitive to interest rate changes, governmental regulation of real property, general economic conditions and the availability of long-term financing. The Corporation originates consumer loans utilizing a computer-based credit scoring analysis to supplement the underwriting process. To monitor and manage consumer loan risk, policies and procedures are developed and modified, as needed, jointly by line and staff personnel. This activity, coupled with relatively small loan amounts that are spread across many individual borrowers, minimizes risk. Additionally, trend and outlook reports are reviewed by management on a regular basis. Underwriting standards for home equity loans are heavily influenced by statutory requirements, which include, but are not limited to, a maximum loan-to-value percentage of 80%, collection remedies, the number of such loans a borrower can have at one time and documentation requirements. The Corporation maintains an independent loan review department that reviews and validates the credit risk program on a periodic basis. Results of these reviews are presented to management. The loan review process complements and reinforces the risk identification and assessment decisions made by lenders and credit personnel, as well as the Corporation’s policies and procedures. Concentrations of Credit. Most of the Corporation’s lending activity occurs within the State of Texas, including the four largest metropolitan areas of Austin, Dallas/Ft. Worth, Houston and San Antonio, as well as other markets. The majority of the Corporation’s loan portfolio consists of commercial and industrial and commercial real estate loans. As of June 30, 2014, there were no concentrations of loans related to any single industry in excess of 10% of total loans other than energy loans, which totaled 14.3% of total loans. Foreign Loans. The Corporation has U.S. dollar denominated loans and commitments to borrowers in Mexico. The outstanding balance of these loans and the unfunded amounts available under these commitments were not significant at June 30, 2014 or December 31, 2013. Non-Accrual and Past Due Loans. Loans are considered past due if the required principal and interest payments have not been received as of the date such payments were due. Loans are placed on non-accrual status when, in management’s opinion, the borrower may be unable to meet payment obligations as they become due, as well as when required by regulatory provisions. In determining whether or not a borrower may be unable to meet payment obligations for each class of loans, the Corporation considers the borrower’s debt service capacity through the analysis of current financial information, if available, and/or current information with regards to the Corporation’s collateral position. Regulatory provisions would typically require the placement of a loan on non-accrual status if (i) principal or interest has been in default for a period of 90 days or more unless the loan is both well secured and in the process of collection or (ii) full payment of principal and interest is not expected. Loans may be placed on non-accrual status regardless of whether or not such loans are considered past due. When interest accrual is discontinued, all unpaid accrued interest is reversed. Interest income on non-accrual loans is recognized only to the extent that cash payments are received in excess of principal due. A loan may be returned to accrual status when all the principal and interest amounts contractually due are brought current and future principal and interest amounts contractually due are reasonably assured, which is typically evidenced by a sustained period (at least six months) of repayment performance by the borrower. Non-accrual loans, segregated by class of loans, were as follows:
| June 30, 2014 |  | December 31, 2013
Commercial and industrial: |  |  |
Energy | $ | 525 |  |  | $ | 590 |
Other commercial | 34,139 |  |  | 26,143 |
Commercial real estate: |  |  |
Buildings, land and other | 21,833 |  |  | 27,035 |
Construction | 301 |  |  | — |
Consumer real estate | 2,179 |  |  | 2,207 |
Consumer and other | 654 |  |  | 745 |
Total | $ | 59,631 |  |  | $ | 56,720 |
As of June 30, 2014, non-accrual loans reported in the table above included $6.7 million related to loans that were restructured as “troubled debt restructurings” during 2014. Had non-accrual loans performed in accordance with their original contract terms, the Corporation would have recognized additional interest income, net of tax, of approximately $355 thousand and $713 thousand for the three and six months ended June 30, 2014, compared to $591 thousand and $1.2 million for the same period in 2013. An age analysis of past due loans (including both accruing and non-accruing loans), segregated by class of loans, as of June 30, 2014 was as follows:
| Loans 30-89 Days Past Due |  | Loans 90 or More Days Past Due |  | Total Past Due Loans |  | Current Loans |  | Total Loans |  | Accruing Loans 90 or More Days Past Due
Commercial and industrial: |  |  |  |  |  |  |  |  |  |  |
Energy | $ | 1,808 |  |  | $ | 525 |  |  | $ | 2,333 |  |  | $ | 1,528,313 |  |  | $ | 1,530,646 |  |  | $ | — |
Other commercial | 17,242 |  |  | 8,951 |  |  | 26,193 |  |  | 4,067,994 |  |  | 4,094,187 |  |  | 4,048 |
Commercial real estate: |  |  |  |  |  |  |  |  |  |  |
Buildings, land and other | 14,201 |  |  | 11,936 |  |  | 26,137 |  |  | 3,232,006 |  |  | 3,258,143 |  |  | 1,039 |
Construction | 301 |  |  | — |  |  | 301 |  |  | 577,145 |  |  | 577,446 |  |  | — |
Consumer real estate | 4,305 |  |  | 2,512 |  |  | 6,817 |  |  | 856,398 |  |  | 863,215 |  |  | 2,204 |
Consumer and other | 3,053 |  |  | 777 |  |  | 3,830 |  |  | 374,399 |  |  | 378,229 |  |  | 585 |
Unearned discounts | — |  |  | — |  |  | — |  |  | (22,489 | ) |  | (22,489 | ) |  | — |
Total | $ | 40,910 |  |  | $ | 24,701 |  |  | $ | 65,611 |  |  | $ | 10,613,766 |  |  | $ | 10,679,377 |  |  | $ | 7,876 |
Impaired Loans. Loans are considered impaired when, based on current information and events, it is probable the Corporation will be unable to collect all amounts due in accordance with the original contractual terms of the loan agreement, including scheduled principal and interest payments. Impairment is evaluated in total for smaller-balance loans of a similar nature and on an individual loan basis for other loans. If a loan is impaired, a specific valuation allowance is allocated, if necessary, so that the loan is reported net, at the present value of estimated future cash flows using the loan’s existing rate or at the fair value of collateral if repayment is expected solely from the collateral. Interest payments on impaired loans are typically applied to principal unless collectibility of the principal amount is reasonably assured, in which case interest is recognized on a cash basis. Impaired loans, or portions thereof, are charged off when deemed uncollectible. Regulatory guidelines require the Corporation to reevaluate the fair value of collateral supporting impaired collateral dependent loans on at least an annual basis. While the Corporation’s policy is to comply with the regulatory guidelines, the Corporation’s general practice is to reevaluate the fair value of collateral supporting impaired collateral dependent loans on a quarterly basis. Thus, appraisals are never considered to be outdated, and the Corporation does not need to make any adjustments to the appraised values. The fair value of collateral supporting impaired collateral dependent loans is evaluated by the Corporation’s internal appraisal services using a methodology that is consistent with the Uniform Standards of Professional Appraisal Practice. The fair value of collateral supporting impaired collateral dependent construction loans is based on an “as is” valuation. Impaired loans are set forth in the following table. No interest income was recognized on impaired loans subsequent to their classification as impaired.
| Unpaid Contractual Principal Balance |  | Recorded Investment With No Allowance |  | Recorded Investment With Allowance |  | Total Recorded Investment |  | Related Allowance
June 30, 2014 |  |  |  |  |  |  |  |  |
Commercial and industrial: |  |  |  |  |  |  |  |  |
Energy | $ | 545 |  |  | $ | 525 |  |  | $ | — |  |  | $ | 525 |  |  | $ | — |
Other commercial | 40,764 |  |  | 29,322 |  |  | 1,805 |  |  | 31,127 |  |  | 613 |
Commercial real estate: |  |  |  |  |  |  |  |  |
Buildings, land and other | 25,390 |  |  | 18,894 |  |  | 998 |  |  | 19,892 |  |  | 776 |
Construction | 478 |  |  | 301 |  |  | — |  |  | 301 |  |  | — |
Consumer real estate | 881 |  |  | 689 |  |  | — |  |  | 689 |  |  | — |
Consumer and other | 299 |  |  | 252 |  |  | — |  |  | 252 |  |  | — |
Total | $ | 68,357 |  |  | $ | 49,983 |  |  | $ | 2,803 |  |  | $ | 52,786 |  |  | $ | 1,389 |
December 31, 2013 |  |  |  |  |  |  |  |  |
Commercial and industrial: |  |  |  |  |  |  |  |  |
Energy | $ | 545 |  |  | $ | 531 |  |  | $ | — |  |  | $ | 531 |  |  | $ | — |
Other commercial | 31,429 |  |  | 15,337 |  |  | 7,004 |  |  | 22,341 |  |  | 4,140 |
Commercial real estate: |  |  |  |  |  |  |  |  |
Buildings, land and other | 27,792 |  |  | 15,697 |  |  | 8,870 |  |  | 24,567 |  |  | 2,786 |
Construction | — |  |  | — |  |  | — |  |  | — |  |  | — |
Consumer real estate | 907 |  |  | 745 |  |  | — |  |  | 745 |  |  | — |
Consumer and other | 334 |  |  | 278 |  |  | — |  |  | 278 |  |  | — |
Total | $ | 61,007 |  |  | $ | 32,588 |  |  | $ | 15,874 |  |  | $ | 48,462 |  |  | $ | 6,926 |
The average recorded investment in impaired loans was as follows:
| Three Months Ended June 30, |  | Six Months Ended June 30,
| 2014 |  | 2013 |  | 2014 |  | 2013
Commercial and industrial: |  |  |  |  |  |  |
Energy | $ | 526 |  |  | $ | — |  |  | $ | 527 |  |  | $ | 356 |
Other commercial | 25,259 |  |  | 40,331 |  |  | 24,286 |  |  | 40,489 |
Commercial real estate: |  |  |  |  |  |  |
Buildings, land and other | 20,460 |  |  | 37,473 |  |  | 21,829 |  |  | 37,035 |
Construction | 307 |  |  | 1,035 |  |  | 204 |  |  | 1,057 |
Consumer real estate | 704 |  |  | 818 |  |  | 717 |  |  | 833 |
Consumer and other | 258 |  |  | 375 |  |  | 265 |  |  | 383 |
Total | $ | 47,514 |  |  | $ | 80,032 |  |  | $ | 47,828 |  |  | $ | 80,153 |
Troubled Debt Restructurings. The restructuring of a loan is considered a “troubled debt restructuring” if both (i) the borrower is experiencing financial difficulties and (ii) the creditor has granted a concession. Concessions may include interest rate reductions or below market interest rates, principal forgiveness, restructuring amortization schedules, reductions in collateral and other actions intended to minimize potential losses. Troubled debt restructurings during the six months ended June 30, 2014 and June 30, 2013 are set forth in the following table.
| Six Months Ended June 30, 2014 |  | Six Months Ended June 30, 2013
| Balance at Restructure |  | Balance at Period-End |  | Balance at Restructure |  | Balance at Period-End
Commercial and industrial: |  |  |  |  |  |  |
Other commercial | $ | 3,752 |  |  | $ | 3,672 |  |  | $ | 2,138 |  |  | $ | 1,343 |
Commercial real estate: |  |  |  |  |  |  |
Buildings, land and other | 3,122 |  |  | 3,069 |  |  | 4,165 |  |  | 3,726 |
| $ | 6,874 |  |  | $ | 6,741 |  |  | $ | 6,303 |  |  | $ | 5,069 |
The modifications during the reported periods primarily related to extending amortization periods, converting the loans to interest only for a limited period of time, consolidating notes and/or reducing collateral or interest rates. The modifications did not significantly impact the Corporation’s determination of the allowance for loan losses. Approximately $2.9 million of commercial and industrial loans and $3.1 million of the commercial real estate loans restructured during the six months ended June 30, 2014 were related to a single loan relationship that was previously restructured during the third quarter of 2013. As of June 30, 2014, $725 thousand of loans restructured during 2013 were in excess of 90 days past due. During the six months ended June 30, 2014, the Corporation charged-off $427 thousand of commercial and industrial loans that were restructured during 2013. During the six months ended June 30, 2014, the Corporation also foreclosed upon certain commercial real estate loans that were restructured during 2013. The Corporation recognized $500 thousand of other real estate owned and no charge-offs in connection with these foreclosures. The aforementioned charge-offs, foreclosures and past due loans did not significantly impact the Corporation’s determination of the allowance for loan losses. Credit Quality Indicators. As part of the on-going monitoring of the credit quality of the Corporation’s loan portfolio, management tracks certain credit quality indicators including trends related to (i) the weighted-average risk grade of commercial loans, (ii) the level of classified commercial loans, (iii) the delinquency status of consumer loans (see details above), (iv) net charge-offs, (v) non-performing loans (see details above) and (vi) the general economic conditions in the State of Texas. The Corporation utilizes a risk grading matrix to assign a risk grade to each of its commercial loans. Loans are graded on a scale of 1 to 14. A description of the general characteristics of the 14 risk grades is as follows:
• | Grades 1, 2 and 3 – These grades include loans to very high credit quality borrowers of investment or near investment grade. These borrowers are generally publicly traded (grades 1 and 2), have significant capital strength, moderate leverage, stable earnings and growth, and readily available financing alternatives. Smaller entities, regardless of strength, would generally not fit in these grades.
• | Grades 4 and 5 – These grades include loans to borrowers of solid credit quality with moderate risk. Borrowers in these grades are differentiated from higher grades on the basis of size (capital and/or revenue), leverage, asset quality and the stability of the industry or market area.
• | Grades 6, 7 and 8 – These grades include “pass grade” loans to borrowers of acceptable credit quality and risk. Such borrowers are differentiated from Grades 4 and 5 in terms of size, secondary sources of repayment or they are of lesser stature in other key credit metrics in that they may be over-leveraged, under capitalized, inconsistent in performance or in an industry or an economic area that is known to have a higher level of risk, volatility, or susceptibility to weaknesses in the economy.
• | Grade 9 – This grade includes loans on management’s “watch list” and is intended to be utilized on a temporary basis for pass grade borrowers where a significant risk-modifying action is anticipated in the near term.
• | Grade 10 – This grade is for “Other Assets Especially Mentioned” in accordance with regulatory guidelines. This grade is intended to be temporary and includes loans to borrowers whose credit quality has clearly deteriorated and are at risk of further decline unless active measures are taken to correct the situation.
• | Grade 11 – This grade includes “Substandard” loans, in accordance with regulatory guidelines, for which the accrual of interest has not been stopped. By definition under regulatory guidelines, a “Substandard” loan has defined weaknesses which make payment default or principal exposure likely, but not yet certain. Such loans are apt to be dependent upon collateral liquidation, a secondary source of repayment or an event outside of the normal course of business.
• | Grade 12 – This grade includes “Substandard” loans, in accordance with regulatory guidelines, for which the accrual of interest has been stopped. This grade includes loans where interest is more than 120 days past due and not fully secured and loans where a specific valuation allowance may be necessary, but generally does not exceed 30% of the principal balance.
• | Grade 13 – This grade includes “Doubtful” loans in accordance with regulatory guidelines. Such loans are placed on non-accrual status and may be dependent upon collateral having a value that is difficult to determine or upon some near-term event which lacks certainty. Additionally, these loans generally have a specific valuation allowance in excess of 30% of the principal balance.
• | Grade 14 – This grade includes “Loss” loans in accordance with regulatory guidelines. Such loans are to be charged-off or charged-down when payment is acknowledged to be uncertain or when the timing or value of payments cannot be determined. “Loss” is not intended to imply that the loan or some portion of it will never be paid, nor does it in any way imply that there has been a forgiveness of debt.
In monitoring credit quality trends in the context of assessing the appropriate level of the allowance for loan losses, the Corporation monitors portfolio credit quality by the weighted-average risk grade of each class of commercial loan. Individual relationship managers review updated financial information for all pass grade loans to recalculate the risk grade on at least an annual basis. When a loan has a calculated risk grade of 9, it is still considered a pass grade loan; however, it is considered to be on management’s “watch list,” where a significant risk-modifying action is anticipated in the near term. When a loan has a calculated risk grade of 10 or higher, a special assets officer monitors the loan on an on-going basis. The following table presents weighted average risk grades for all commercial loans by class.
| June 30, 2014 |  | December 31, 2013
| Weighted Average Risk Grade |  | Loans |  | Weighted Average Risk Grade |  | Loans
Commercial and industrial: |  |  |  |  |  |  |
Energy |  |  |  |  |  |  |
Risk grades 1-8 | 5.18 |  |  | $ | 1,498,846 |  |  | 5.37 |  |  | $ | 1,106,348 |
Risk grade 9 | 9.00 |  |  | 23,819 |  |  | 9.00 |  |  | 7,726 |
Risk grade 10 | 10.00 |  |  | 1,138 |  |  | 10.00 |  |  | 245 |
Risk grade 11 | 11.00 |  |  | 6,318 |  |  | 11.00 |  |  | 500 |
Risk grade 12 | 12.00 |  |  | 525 |  |  | 12.00 |  |  | 590 |
Risk grade 13 | 13.00 |  |  | — |  |  | 13.00 |  |  | — |
Total energy | 5.27 |  |  | $ | 1,530,646 |  |  | 5.40 |  |  | $ | 1,115,409 |
Other commercial |  |  |  |  |  |  |
Risk grades 1-8 | 5.91 |  |  | $ | 3,828,593 |  |  | 5.95 |  |  | $ | 3,507,963 |
Risk grade 9 | 9.00 |  |  | 68,090 |  |  | 9.00 |  |  | 74,766 |
Risk grade 10 | 10.00 |  |  | 88,123 |  |  | 10.00 |  |  | 89,878 |
Risk grade 11 | 11.00 |  |  | 75,242 |  |  | 11.00 |  |  | 92,917 |
Risk grade 12 | 12.00 |  |  | 32,854 |  |  | 12.00 |  |  | 21,389 |
Risk grade 13 | 13.00 |  |  | 1,285 |  |  | 13.00 |  |  | 4,754 |
Total other commercial | 6.19 |  |  | $ | 4,094,187 |  |  | 6.27 |  |  | $ | 3,791,667 |
Commercial real estate: |  |  |  |  |  |  |
Buildings, land and other |  |  |  |  |  |  |
Risk grades 1-8 | 6.50 |  |  | $ | 3,041,659 |  |  | 6.59 |  |  | $ | 2,844,665 |
Risk grade 9 | 9.00 |  |  | 116,775 |  |  | 9.00 |  |  | 65,770 |
Risk grade 10 | 10.00 |  |  | 35,763 |  |  | 10.00 |  |  | 49,881 |
Risk grade 11 | 11.00 |  |  | 42,112 |  |  | 11.00 |  |  | 53,208 |
Risk grade 12 | 12.00 |  |  | 21,058 |  |  | 12.00 |  |  | 24,387 |
Risk grade 13 | 13.00 |  |  | 776 |  |  | 13.00 |  |  | 2,786 |
Total commercial real estate | 6.72 |  |  | $ | 3,258,143 |  |  | 6.83 |  |  | $ | 3,040,697 |
Construction |  |  |  |  |  |  |
Risk grades 1-8 | 6.84 |  |  | $ | 572,960 |  |  | 7.05 |  |  | $ | 418,999 |
Risk grade 9 | 9.00 |  |  | 2,629 |  |  | 9.00 |  |  | 1,301 |
Risk grade 10 | 10.00 |  |  | 1,343 |  |  | 10.00 |  |  | 5,931 |
Risk grade 11 | 11.00 |  |  | 213 |  |  | 11.00 |  |  | 408 |
Risk grade 12 | 12.00 |  |  | 301 |  |  | 12.00 |  |  | — |
Risk grade 13 | 13.00 |  |  | — |  |  | 13.00 |  |  | — |
Total construction | 6.86 |  |  | $ | 577,446 |  |  | 7.10 |  |  | $ | 426,639 |
The Corporation has established maximum loan to value standards to be applied during the origination process of commercial and consumer real estate loans. The Corporation does not subsequently monitor loan-to-value ratios (either individually or on a weighted-average basis) for loans that are subsequently considered to be of a pass grade (grades 9 or better) and/or current with respect to principal and interest payments. As stated above, when an individual commercial real estate loan has a calculated risk grade of 10 or higher, a special assets officer analyzes the loan to determine whether the loan is impaired. At that time, the Corporation reassesses the loan to value position in the loan. If the loan is determined to be collateral dependent, specific allocations of the allowance for loan losses are made for the amount of any collateral deficiency. If a collateral deficiency is ultimately deemed to be uncollectible, the amount is charged-off. These loans and related assessments of collateral position are monitored on an individual, case-by-case basis. The Corporation does not monitor loan-to-value ratios on a weighted-average basis for commercial real estate loans having a calculated risk grade of 10 or higher. Nonetheless, there were two commercial real estate loans having a calculated risk grade of 10 or higher in excess of $5 million as of June 30, 2014, which totaled $14.8 million and had a weighted-average loan-to-value ratio of approximately 73.2%. When an individual consumer real estate loan becomes past due by more than 10 days, the assigned relationship manager will begin collection efforts. The Corporation only reassesses the loan to value position in a consumer real estate loan if, during the course of the collections process, it is determined that the loan has become collateral dependent, and any collateral deficiency is recognized as a charge-off to the allowance for loan losses. Accordingly, the Corporation does not monitor loan-to-value ratios on a weighted-average basis for collateral dependent consumer real estate loans. Generally, a commercial loan, or a portion thereof, is charged-off immediately when it is determined, through the analysis of any available current financial information with regards to the borrower, that the borrower is incapable of servicing unsecured debt, there is little or no prospect for near term improvement and no realistic strengthening action of significance is pending or, in the case of secured debt, when it is determined, through analysis of current information with regards to the Corporation’s collateral position, that amounts due from the borrower are in excess of the calculated current fair value of the collateral. Notwithstanding the foregoing, generally, commercial loans that become past due 180 cumulative days are classified as a loss and charged-off. Generally, a consumer loan, or a portion thereof, is charged-off in accordance with regulatory guidelines which provide that such loans be charged-off when the Corporation becomes aware of the loss, such as from a triggering event that may include new information about a borrower’s intent/ability to repay the loan, bankruptcy, fraud or death, among other things, but in no case should the charge-off exceed specified delinquency time frames. Such delinquency time frames state that closed-end retail loans (loans with pre-defined maturity dates, such as real estate mortgages, home equity loans and consumer installment loans) that become past due 120 cumulative days and open-end retail loans (loans that roll-over at the end of each term, such as home equity lines of credit) that become past due 180 cumulative days should be classified as a loss and charged-off. Net (charge-offs)/recoveries, segregated by class of loans, were as follows:
| Three Months Ended June 30, |  | Six Months Ended June 30,
| 2014 |  | 2013 |  | 2014 |  | 2013
Commercial and industrial: |  |  |  |  |  |  |
Energy | $ | 460 |  |  | $ | — |  |  | $ | 447 |  |  | $ | (900 | )
Other commercial | (1,594 | ) |  | (2,883 | ) |  | (3,277 | ) |  | (18,510 | )
Commercial real estate: |  |  |  |  |  |  |
Buildings, land and other | (400 | ) |  | (244 | ) |  | (2,018 | ) |  | (29 | )
Construction | 275 |  |  | 116 |  |  | 315 |  |  | 230 |
Consumer real estate | (27 | ) |  | 15 |  |  | (4 | ) |  | (261 | )
Consumer and other | (508 | ) |  | (768 | ) |  | (1,139 | ) |  | (1,158 | )
Total | $ | (1,794 | ) |  | $ | (3,764 | ) |  | $ | (5,676 | ) |  | $ | (20,628 | )
In assessing the general economic conditions in the State of Texas, management monitors and tracks the Texas Leading Index (“TLI”), which is produced by the Federal Reserve Bank of Dallas. The TLI is a single summary statistic that is designed to signal the likelihood of the Texas economy’s transition from expansion to recession and vice versa. Management believes this index provides a reliable indication of the direction of overall credit quality. The TLI is a composite of the following eight leading indicators: (i) Texas Value of the Dollar, (ii) U.S. Leading Index, (iii) real oil prices (iv) well permits, (v) initial claims for unemployment insurance, (vi) Texas Stock Index, (vii) Help-Wanted Index and (viii) average weekly hours worked in manufacturing. The TLI totaled 131.4 at May 31, 2014 (most recent date available) and 129.1 at December 31, 2013. A higher TLI value implies more favorable economic conditions. Allowance for Loan Losses. The allowance for loan losses is a reserve established through a provision for loan losses charged to expense, which represents management’s best estimate of probable losses that have been incurred within the existing portfolio of loans. The allowance, in the judgment of management, is necessary to reserve for estimated loan losses and risks inherent in the loan portfolio. The Corporation’s allowance for loan loss methodology follows the accounting guidance set forth in U.S. generally accepted accounting principles and the Interagency Policy Statement on the Allowance for Loan and Lease Losses, which was jointly issued by U.S. bank regulatory agencies. In that regard, the Corporation’s allowance for loan losses includes allowance allocations calculated in accordance with ASC Topic 310, “Receivables” and allowance allocations calculated in accordance with ASC Topic 450, “Contingencies.” Accordingly, the methodology is based on historical loss experience by type of credit and internal risk grade, specific homogeneous risk pools and specific loss allocations, with adjustments for current events and conditions. The Corporation’s process for determining the appropriate level of the allowance for loan losses is designed to account for credit deterioration as it occurs. The provision for loan losses reflects loan quality trends, including the levels of and trends related to non-accrual loans, past due loans, potential problem loans, criticized loans and net charge-offs or recoveries, among other factors. The provision for loan losses also reflects the totality of actions taken on all loans for a particular period. In other words, the amount of the provision reflects not only the necessary increases in the allowance for loan losses related to newly identified criticized loans, but it also reflects actions taken related to other loans including, among other things, any necessary increases or decreases in required allowances for specific loans or loan pools. The level of the allowance reflects management’s continuing evaluation of industry concentrations, specific credit risks, loan loss and recovery experience, current loan portfolio quality, present economic, political and regulatory conditions and unidentified losses inherent in the current loan portfolio. Portions of the allowance may be allocated for specific credits; however, the entire allowance is available for any credit that, in management’s judgment, should be charged off. While management utilizes its best judgment and information available, the ultimate determination of the appropriate level of the allowance is dependent upon a variety of factors beyond the Corporation’s control, including, among other things, the performance of the Corporation’s loan portfolio, the economy, changes in interest rates and the view of the regulatory authorities toward loan classifications. The Corporation monitors whether or not the allowance for loan loss allocation model, as a whole, calculates an appropriate level of allowance for loan losses that moves in direct correlation to the general macroeconomic and loan portfolio conditions the Corporation experiences over time. The Corporation’s allowance for loan losses consists of three elements: (i) specific valuation allowances determined in accordance with ASC Topic 310 based on probable losses on specific loans; (ii) historical valuation allowances determined in accordance with ASC Topic 450 based on historical loan loss experience for similar loans with similar characteristics and trends, adjusted, as necessary, to reflect the impact of current conditions; and (iii) general valuation allowances determined in accordance with ASC Topic 450 based on general economic conditions and other risk factors both internal and external to the Corporation. The allowances established for probable losses on specific loans are based on a regular analysis and evaluation of problem loans. Loans are classified based on an internal credit risk grading process that evaluates, among other things: (i) the obligor’s ability to repay; (ii) the underlying collateral, if any; and (iii) the economic environment and industry in which the borrower operates. This analysis is performed at the relationship manager level for all commercial loans. When a loan has a calculated grade of 10 or higher, a special assets officer analyzes the loan to determine whether the loan is impaired and, if impaired, the need to specifically allocate a portion of the allowance for loan losses to the loan. Specific valuation allowances are determined by analyzing the borrower’s ability to repay amounts owed, collateral deficiencies, the relative risk grade of the loan and economic conditions affecting the borrower’s industry, among other things. Historical valuation allowances are calculated based on the historical gross loss experience of specific types of loans and the internal risk grade of such loans at the time they were charged-off. The Corporation calculates historical gross loss ratios for pools of similar loans with similar characteristics based on the proportion of actual charge-offs experienced to the total population of loans in the pool. The historical gross loss ratios are periodically (no less than annually) updated based on actual charge-off experience. A historical valuation allowance is established for each pool of similar loans based upon the product of the historical gross loss ratio and the total dollar amount of the loans in the pool. The Corporation’s pools of similar loans include similarly risk-graded groups of commercial and industrial loans, commercial real estate loans, consumer real estate loans and consumer and other loans. The components of the general valuation allowance include (i) the additional reserves allocated as a result of applying an environmental risk adjustment factor to the base historical loss allocation, (ii) the additional reserves allocated for loans to borrowers in distressed industries and (iii) the additional reserves allocated for groups of similar loans with risk characteristics that exceed certain concentration limits established by management. The environmental adjustment factor is based upon a more qualitative analysis of risk and is calculated through a survey of senior officers who are involved in credit making decisions at a corporate-wide and/or regional level. On a quarterly basis, survey participants rate the degree of various risks utilizing a numeric scale that translates to varying grades of high, moderate or low levels of risk. The results are then input into a risk-weighting matrix to determine an appropriate environmental risk adjustment factor. The various risks that may be considered in the determination of the environmental adjustment factor include, among other things, (i) the experience, ability and effectiveness of the bank’s lending management and staff; (ii) the effectiveness of the Corporation’s loan policies, procedures and internal controls; (iii) changes in asset quality; (iv) the impact of legislative and governmental influences affecting industry sectors; (v) the effectiveness of the internal loan review function; (vi) the impact of competition on loan structuring and pricing; and (vii) the impact of rising interest rates on portfolio risk. In periods where the surveyed risks are perceived to be higher, the risk-weighting matrix will generally result in a higher environmental adjustment factor, which, in turn will result in higher levels of general valuation allowance allocations. The opposite holds true in periods where the surveyed risks are perceived to be lower. General valuation allowances also include amounts allocated for loans to borrowers in distressed industries. To determine the amount of the allocation for each loan portfolio segment, management calculates the weighted-average risk grade for all loans to borrowers in distressed industries by loan portfolio segment. A multiple is then applied to the amount by which the weighted-average risk grade for loans to borrowers in distressed industries exceeds the weighted-average risk grade for all pass-grade loans within the loan portfolio segment to derive an allocation factor for loans to borrowers in distressed industries. The amount of the allocation for each loan portfolio segment is the product of this allocation factor and the outstanding balance of pass-grade loans within the identified distressed industries that have a risk grade of 6 or higher. Management identifies potential distressed industries by analyzing industry trends related to delinquencies, classifications and charge-offs. At June 30, 2014 and December 31, 2013, certain segments of contractors were considered to be a distressed industry based on elevated levels of delinquencies, classifications and charge-offs relative to other industries within the Corporation’s loan portfolio. Furthermore, the Corporation determined, through a review of borrower financial information that, as a whole, contractors have experienced, among other things, decreased revenues, reduced backlog of work, compressed margins and little, if any, net income. General valuation allowances also include allocations for groups of loans with similar risk characteristics that exceed certain concentration limits established by management and/or the Corporation’s board of directors. Concentration risk limits have been established, among other things, for certain industry concentrations, large balance and highly leveraged credit relationships that exceed specified risk grades, and loans originated with policy, credit and/or collateral exceptions that exceed specified risk grades. Additionally, general valuation allowances are provided for loans that did not undergo a separate, independent concurrence review during the underwriting process (generally those loans under $1.0 million at origination). The Corporation’s allowance methodology for general valuation allowances also includes a reduction factor for recoveries of prior charge-offs to compensate for the fact that historical loss allocations are based upon gross charge-offs rather than net. The adjustment for recoveries is based on the lower of annualized, year-to-date gross recoveries or the total gross recoveries for the preceding four quarters, adjusted, when necessary, for expected future trends in recoveries. The following table presents details of the allowance for loan losses, segregated by loan portfolio segment.
| Commercial and Industrial |  | Commercial Real Estate |  | Consumer Real Estate |  | Consumer and Other |  | Unallocated |  | Total
June 30, 2014 |  |  |  |  |  |  |  |  |  |  |
Historical valuation allowances | $ | 37,103 |  |  | $ | 14,226 |  |  | $ | 2,081 |  |  | $ | 10,054 |  |  | $ | — |  |  | $ | 63,464 |
Specific valuation allowances | 613 |  |  | 776 |  |  | — |  |  | — |  |  | — |  |  | 1,389 |
General valuation allowances: |  |  |  |  |  |  |  |  |  |  |
Environmental risk adjustment | 7,363 |  |  | 3,409 |  |  | 470 |  |  | 2,497 |  |  | — |  |  | 13,739 |
Distressed industries | 4,006 |  |  | 17 |  |  | — |  |  | — |  |  | — |  |  | 4,023 |
Excessive industry concentrations | 1,482 |  |  | 201 |  |  | — |  |  | — |  |  | — |  |  | 1,683 |
Large relationship concentrations | 1,833 |  |  | 1,247 |  |  | — |  |  | — |  |  | — |  |  | 3,080 |
Highly-leveraged credit relationships | 5,752 |  |  | 1,212 |  |  | — |  |  | — |  |  | — |  |  | 6,964 |
Policy exceptions | — |  |  | — |  |  | — |  |  | — |  |  | 2,829 |  |  | 2,829 |
Credit and collateral exceptions | — |  |  | — |  |  | — |  |  | — |  |  | 2,162 |  |  | 2,162 |
Loans not reviewed by concurrence | 2,189 |  |  | 2,303 |  |  | 2,324 |  |  | 1,170 |  |  | — |  |  | 7,986 |
Adjustment for recoveries | (4,669 | ) |  | (1,345 | ) |  | (216 | ) |  | (7,294 | ) |  | — |  |  | (13,524 | )
General macroeconomic risk | — |  |  | — |  |  | — |  |  | — |  |  | 4,491 |  |  | 4,491 |
Total | $ | 55,672 |  |  | $ | 22,046 |  |  | $ | 4,659 |  |  | $ | 6,427 |  |  | $ | 9,482 |  |  | $ | 98,286 |
December 31, 2013 |  |  |  |  |  |  |  |  |  |  |
Historical valuation allowances | $ | 29,357 |  |  | $ | 13,042 |  |  | $ | 2,644 |  |  | $ | 8,695 |  |  | $ | — |  |  | $ | 53,738 |
Specific valuation allowances | 4,140 |  |  | 2,786 |  |  | — |  |  | — |  |  | — |  |  | 6,926 |
General valuation allowances: |  |  |  |  |  |  |  |  |  |  |
Environmental risk adjustment | 5,497 |  |  | 3,314 |  |  | 664 |  |  | 2,331 |  |  | — |  |  | 11,806 |
Distressed industries | 7,812 |  |  | 384 |  |  | — |  |  | — |  |  | — |  |  | 8,196 |
Excessive industry concentrations | 1,499 |  |  | 367 |  |  | — |  |  | — |  |  | — |  |  | 1,866 |
Large relationship concentrations | 1,529 |  |  | 1,081 |  |  | — |  |  | — |  |  | — |  |  | 2,610 |
Highly-leveraged credit relationships | 4,535 |  |  | 619 |  |  | — |  |  | — |  |  | — |  |  | 5,154 |
Policy exceptions | — |  |  | — |  |  | — |  |  | — |  |  | 2,492 |  |  | 2,492 |
Credit and collateral exceptions | — |  |  | — |  |  | — |  |  | — |  |  | 1,398 |  |  | 1,398 |
Loans not reviewed by concurrence | 2,009 |  |  | 2,201 |  |  | 2,250 |  |  | 1,064 |  |  | — |  |  | 7,524 |
Adjustment for recoveries | (3,588 | ) |  | (1,204 | ) |  | (328 | ) |  | (7,080 | ) |  | — |  |  | (12,200 | )
General macroeconomic risk | — |  |  | — |  |  | — |  |  | — |  |  | 2,928 |  |  | 2,928 |
Total | $ | 52,790 |  |  | $ | 22,590 |  |  | $ | 5,230 |  |  | $ | 5,010 |  |  | $ | 6,818 |  |  | $ | 92,438 |
The Corporation monitors whether or not the allowance for loan loss allocation model, as a whole, calculates an appropriate level of allowance for loan losses that moves in direct correlation to the general macroeconomic and loan portfolio conditions the Corporation experiences over time. In assessing the general macroeconomic trends/conditions, the Corporation analyzes trends in the components of the TLI, as well as any available information related to regional, national and international economic conditions and events and the impact such conditions and events may have on the Corporation and its customers. With regard to assessing loan portfolio conditions, the Corporation analyzes trends in weighted-average portfolio risk-grades, classified and non-performing loans and charge-off activity. In periods where general macroeconomic and loan portfolio conditions are in a deteriorating trend or remain at deteriorated levels, based on historical trends, the Corporation would expect to see the allowance for loan loss allocation model, as a whole, calculate higher levels of required allowances than in periods where general macroeconomic and loan portfolio conditions are in an improving trend or remain at an elevated level, based on historical trends. The following table details activity in the allowance for loan losses by portfolio segment for the three and six months ended June 30, 2014 and 2013. Allocation of a portion of the allowance to one category of loans does not preclude its availability to absorb losses in other categories.
| Commercial and Industrial |  | Commercial Real Estate |  | Consumer Real Estate |  | Consumer and Other |  | Unallocated |  | Total
Three months ended: |  |  |  |  |  |  |  |  |  |  |
June 30, 2014 |  |  |  |  |  |  |  |  |  |  |
Beginning balance | $ | 57,054 |  |  | $ | 21,020 |  |  | $ | 4,533 |  |  | $ | 5,691 |  |  | $ | 6,858 |  |  | $ | 95,156 |
Provision for loan losses | (248 | ) |  | 1,151 |  |  | 153 |  |  | 1,244 |  |  | 2,624 |  |  | 4,924 |
Charge-offs | (3,028 | ) |  | (935 | ) |  | (105 | ) |  | (2,269 | ) |  | — |  |  | (6,337 | )
Recoveries | 1,894 |  |  | 810 |  |  | 78 |  |  | 1,761 |  |  | — |  |  | 4,543 |
Net charge-offs | (1,134 | ) |  | (125 | ) |  | (27 | ) |  | (508 | ) |  | — |  |  | (1,794 | )
Ending balance | $ | 55,672 |  |  | $ | 22,046 |  |  | $ | 4,659 |  |  | $ | 6,427 |  |  | $ | 9,482 |  |  | $ | 98,286 |
June 30, 2013 |  |  |  |  |  |  |  |  |  |  |
Beginning balance | $ | 51,085 |  |  | $ | 24,809 |  |  | $ | 5,148 |  |  | $ | 3,724 |  |  | $ | 8,823 |  |  | $ | 93,589 |
Provision for loan losses | 2,612 |  |  | (1,108 | ) |  | (246 | ) |  | 1,174 |  |  | 1,143 |  |  | 3,575 |
Charge-offs | (3,586 | ) |  | (415 | ) |  | (159 | ) |  | (2,374 | ) |  | — |  |  | (6,534 | )
Recoveries | 703 |  |  | 287 |  |  | 174 |  |  | 1,606 |  |  | — |  |  | 2,770 |
Net charge-offs | (2,883 | ) |  | (128 | ) |  | 15 |  |  | (768 | ) |  | — |  |  | (3,764 | )
Ending balance | $ | 50,814 |  |  | $ | 23,573 |  |  | $ | 4,917 |  |  | $ | 4,130 |  |  | $ | 9,966 |  |  | $ | 93,400 |
Six months ended: |  |  |  |  |  |  |  |  |  |  |
June 30, 2014 |  |  |  |  |  |  |  |  |  |  |
Beginning balance | $ | 52,790 |  |  | $ | 22,590 |  |  | $ | 5,230 |  |  | $ | 5,010 |  |  | $ | 6,818 |  |  | $ | 92,438 |
Provision for loan losses | 5,712 |  |  | 1,159 |  |  | (567 | ) |  | 2,556 |  |  | 2,664 |  |  | 11,524 |
Charge-offs | (5,395 | ) |  | (2,726 | ) |  | (126 | ) |  | (4,756 | ) |  | — |  |  | (13,003 | )
Recoveries | 2,565 |  |  | 1,023 |  |  | 122 |  |  | 3,617 |  |  | — |  |  | 7,327 |
Net charge-offs | (2,830 | ) |  | (1,703 | ) |  | (4 | ) |  | (1,139 | ) |  | — |  |  | (5,676 | )
Ending balance | $ | 55,672 |  |  | $ | 22,046 |  |  | $ | 4,659 |  |  | $ | 6,427 |  |  | $ | 9,482 |  |  | $ | 98,286 |
June 30, 2013 |  |  |  |  |  |  |  |  |  |  |
Beginning balance | $ | 54,164 |  |  | $ | 29,346 |  |  | $ | 5,252 |  |  | $ | 3,507 |  |  | $ | 12,184 |  |  | $ | 104,453 |
Provision for loan losses | 16,060 |  |  | (5,974 | ) |  | (74 | ) |  | 1,781 |  |  | (2,218 | ) |  | 9,575 |
Charge-offs | (20,738 | ) |  | (681 | ) |  | (495 | ) |  | (4,551 | ) |  | — |  |  | (26,465 | )
Recoveries | 1,328 |  |  | 882 |  |  | 234 |  |  | 3,393 |  |  | — |  |  | 5,837 |
Net charge-offs | (19,410 | ) |  | 201 |  |  | (261 | ) |  | (1,158 | ) |  | — |  |  | (20,628 | )
Ending balance | $ | 50,814 |  |  | $ | 23,573 |  |  | $ | 4,917 |  |  | $ | 4,130 |  |  | $ | 9,966 |  |  | $ | 93,400 |
The following table details the amount of the allowance for loan losses allocated to each portfolio segment as of June 30, 2014, December 31, 2013 and June 30, 2013, detailed on the basis of the impairment methodology used by the Corporation.
| Commercial and Industrial |  | Commercial Real Estate |  | Consumer Real Estate |  | Consumer and Other |  | Unallocated |  | Total
June 30, 2014 |  |  |  |  |  |  |  |  |  |  |
Loans individually evaluated for impairment | $ | 16,500 |  |  | $ | 1,608 |  |  | $ | — |  |  | $ | — |  |  | $ | — |  |  | $ | 18,108 |
Loans collectively evaluated for impairment | 39,172 |  |  | 20,438 |  |  | 4,659 |  |  | 6,427 |  |  | 9,482 |  |  | 80,178 |
Balance at June 30, 2014 | $ | 55,672 |  |  | $ | 22,046 |  |  | $ | 4,659 |  |  | $ | 6,427 |  |  | $ | 9,482 |  |  | $ | 98,286 |
December 31, 2013 |  |  |  |  |  |  |  |  |  |  |
Loans individually evaluated for impairment | $ | 16,682 |  |  | $ | 3,914 |  |  | $ | — |  |  | $ | — |  |  | $ | — |  |  | $ | 20,596 |
Loans collectively evaluated for impairment | 36,108 |  |  | 18,676 |  |  | 5,230 |  |  | 5,010 |  |  | 6,818 |  |  | 71,842 |
Balance at December 31, 2013 | $ | 52,790 |  |  | $ | 22,590 |  |  | $ | 5,230 |  |  | $ | 5,010 |  |  | $ | 6,818 |  |  | $ | 92,438 |
June 30, 2013 |  |  |  |  |  |  |  |  |  |  |
Loans individually evaluated for impairment | $ | 11,330 |  |  | $ | 4,531 |  |  | $ | — |  |  | $ | — |  |  | $ | — |  |  | $ | 15,861 |
Loans collectively evaluated for impairment | 39,484 |  |  | 19,042 |  |  | 4,917 |  |  | 4,130 |  |  | 9,966 |  |  | 77,539 |
Balance at June 30, 2013 | $ | 50,814 |  |  | $ | 23,573 |  |  | $ | 4,917 |  |  | $ | 4,130 |  |  | $ | 9,966 |  |  | $ | 93,400 |
The Corporation’s recorded investment in loans as of June 30, 2014, December 31, 2013 and June 30, 2013 related to each balance in the allowance for loan losses by portfolio segment and detailed on the basis of the impairment methodology used by the Corporation was as follows:
| Commercial and Industrial |  | Commercial Real Estate |  | Consumer Real Estate |  | Consumer and Other |  | Unearned Discounts |  | Total
June 30, 2014 |  |  |  |  |  |  |  |  |  |  |
Loans individually evaluated for impairment | $ | 205,485 |  |  | $ | 101,566 |  |  | $ | 689 |  |  | $ | 252 |  |  | $ | — |  |  | $ | 307,992 |
Loans collectively evaluated for impairment | 5,419,348 |  |  | 3,734,023 |  |  | 862,526 |  |  | 377,977 |  |  | (22,489 | ) |  | 10,371,385 |
Ending balance | $ | 5,624,833 |  |  | $ | 3,835,589 |  |  | $ | 863,215 |  |  | $ | 378,229 |  |  | $ | (22,489 | ) |  | $ | 10,679,377 |
December 31, 2013 |  |  |  |  |  |  |  |  |  |  |
Loans individually evaluated for impairment | $ | 210,273 |  |  | $ | 136,601 |  |  | $ | 745 |  |  | $ | 278 |  |  | $ | — |  |  | $ | 347,897 |
Loans collectively evaluated for impairment | 4,696,803 |  |  | 3,330,735 |  |  | 807,459 |  |  | 357,838 |  |  | (25,032 | ) |  | 9,167,803 |
Ending balance | $ | 4,907,076 |  |  | $ | 3,467,336 |  |  | $ | 808,204 |  |  | $ | 358,116 |  |  | $ | (25,032 | ) |  | $ | 9,515,700 |
June 30, 2013 |  |  |  |  |  |  |  |  |  |  |
Loans individually evaluated for impairment | $ | 126,402 |  |  | $ | 147,196 |  |  | $ | 802 |  |  | $ | 365 |  |  | $ | — |  |  | $ | 274,765 |
Loans collectively evaluated for impairment | 4,646,215 |  |  | 3,224,072 |  |  | 784,403 |  |  | 324,957 |  |  | (21,869 | ) |  | 8,957,778 |
Ending balance | $ | 4,772,617 |  |  | $ | 3,371,268 |  |  | $ | 785,205 |  |  | $ | 325,322 |  |  | $ | (21,869 | ) |  | $ | 9,232,543 |

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