EX-99.1 2 dex991.htm TEXT OF WRITTEN PRESENTATION Text of Written Presentation
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OceanFirst Financial Corp.
OceanFirst Financial Corp.
John R. Garbarino, Chairman, President & CEO
John R. Garbarino, Chairman, President & CEO
Michael J. Fitzpatrick, Executive Vice President & CFO
Michael J. Fitzpatrick, Executive Vice President & CFO
INVESTOR PRESENTATION
INVESTOR PRESENTATION
FEBRUARY 2008
FEBRUARY 2008
Exhibit 99.1


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OceanFirst Financial Corp.
OceanFirst Financial Corp.
This presentation contains certain forward-looking statements which are based on
certain assumptions and describe future plans, strategies and expectations of the
Company.  These forward-looking statements are generally identified by use of the
words “believe”, “expect”, “intend”, “anticipate”, “estimate”, “project”, or similar
expressions.  The Company’s ability to predict results or the actual effect of future
plans or strategies is inherently uncertain.  Factors which could have a material
adverse effect on the operations of the Company and the subsidiaries include, but
are not limited to, changes in interest rates, general economic conditions,
legislative/regulatory changes, monetary and fiscal policies of the U.S. Government,
including
policies
of
the
U.S.
Treasury
and
the
Board
of
Governors
of
the
Federal
Reserve System, the quality or composition of the loan or investment portfolios,
demand
for
loan
products,
deposit
flows,
competition,
demand
for
financial
services
in the Company’s market area and accounting principles and guidelines.  These risks
and uncertainties should be considered in evaluating forward-looking statements and
undue reliance should not be placed on such statements.  The Company does not
undertake
and
specifically
disclaims
any
obligation
to
publicly
release
the
result
of any revisions which may be made to any forward-looking statements to reflect
events or circumstances after the date of such statements or to reflect the
occurrence of anticipated or unanticipated events.


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OceanFirst Financial Today
OceanFirst Financial Today
Holding Company for the 106 year old financial services firm serving
the community banking needs of the attractive Central New Jersey
Shore growth market between the major metropolitan areas of New
York City and Philadelphia
$1.9 Billion in Assets –
20
OceanFirst Bank branches within a tightly
defined market area and 1 satellite loan production office
Emerging from an unfortunate foray into wholesale nonprime
mortgage banking –
Columbia Home Loans (CHL)
Transitioning the Bank’s balance sheet to reduce a historical over-
reliance on CD funding and residential mortgage portfolio lending
Growing fee and service charge income through maturity of new
business lines and continual product line expansion
Responding to the Economic Environment, Governance, Compliance
& Risk Management challenges of the day


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Attractive Market Area
Attractive Market Area


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Ocean County –
Ocean County –
Fastest Growing County in NJ
Fastest Growing County in NJ
558,000 people in Ocean County in 2005
9.3% increase since 2000
Outpacing NJ (3.6% increase)
Outpacing US (5.3% increase)
$52,065 Ocean County median household income in 2005
12.1% increase since 2000
83% Home Ownership in Ocean County
Outpacing NJ (65%)
Outpacing US (66%)
Source: US Census Bureau


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Ocean County Deposit Market Share
Ocean County Deposit Market Share
Total
# of 
Deposits
Market
Bank
Branches
(000)
Share %
Commerce
20
$1,753,891
14.9
Wachovia
28
$1,729,790
14.7
Hudson City Savings
12
$1,687,719
14.3
Sovereign
26
$1,445,889
12.3
OceanFirst
16
$1,184,539
10.1
Bank of America
28
$1,049,874
8.9
Source:  FDIC –
Data as of June 30, 2007


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Growth Opportunities in Market
Growth Opportunities in Market
New Branches
Committed
Monmouth
Freehold (2    Office)
February 2008
Wall (2
nd
Office)
2009
Ocean
Bayville
Q4 2008
Waretown
Q4 2008
Toms River (2    Office)
2009
Toms River Headquarters
nd
nd


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Ten Years Delivering Shareholder Value
Ten Years Delivering Shareholder Value
Average Annual/Total
Shareholder Return
(1996 –
2006)
15.6%
Note:  Data as of 9/30/06 prior to adverse effects of CHL nonprime mortgage
banking write-offs
25.8%
25.8%
$10,313,000
$10,313,000
$1,376,000
$1,376,000
Fee and Service Charge Income
Fee and Service Charge Income
10.2%
10.2%
14.1%
14.1%
6.0%
6.0%
ROE
ROE
13.2%
13.2%
.80
.80
.27
.27
Annual Dividend
Annual Dividend
11.9%
11.9%
$1.58
$1.58
$.59
$.59
EPS
EPS
CAGR
CAGR
Last 12 Months
Last 12 Months
Sept. 30, 2006
Sept. 30, 2006
Year Ended
Year Ended
Dec. 31, 1997
Dec. 31, 1997
10.3%
10.3%
825,158,000
825,158,000
317,070,000
317,070,000
Core Deposits
Core Deposits
9.8%
9.8%
$1,714,760,000
$1,714,760,000
$690,306,000
$690,306,000
Total Loans
Total Loans
CAGR
CAGR
9/30/2006
9/30/2006
12/31/1996
12/31/1996


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Loans
Loans
Sold
Sold
1/1/06
1/1/06
6/30/07
6/30/07
-0-
-0-
CHL –
CHL –
Nonprime Lending Meltdown
Nonprime Lending Meltdown
-
-
93.1% of Total Exposure Covered by all
93.1% of Total Exposure Covered by all
Negotiated Settlements, $447.2 Million
Negotiated Settlements, $447.2 Million
$  10.7 Million
$  10.7 Million
Loss on Sale and Market Writedown on Nonprime
Loss on Sale and Market Writedown on Nonprime
Loans
Loans
2007
2007
$  13.1 Million
$  13.1 Million
Total
Total
Provision
Provision
for
for
Repurchased
Repurchased
Loans
Loans
2006
2006
and
and
2007
2007
$    2.0 Million
$    2.0 Million
Reserve for Repurchased Loans at January 31, 2008
Reserve for Repurchased Loans at January 31, 2008
$
$
Repurchase Requests Outstanding at January 31, 2008
Repurchase Requests Outstanding at January 31, 2008
$68.1 Million
$68.1 Million
Loans Repurchased and Retained
Loans Repurchased and Retained
$  2.5 Million
$  2.5 Million
Loans Repurchased and Resold
Loans Repurchased and Resold
$12.2 Million
$12.2 Million
Individual Settlements
Individual Settlements
$  4.5 Million
$  4.5 Million
Comprehensive Settlements
Comprehensive Settlements
$48.9 Million
$48.9 Million
$  68.1 Million
$  68.1 Million
Repurchase Requests Received and Resolved:
Repurchase Requests Received and Resolved:
$480.2 Million
$480.2 Million


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Mortgage Banking Cyclicality –
Mortgage Banking Cyclicality –
Ends Disastrously
Ends Disastrously
CHL Quarterly EPS Contribution
-0.80
-0.70
-0.60
-0.50
-0.40
-0.30
-0.20
-0.10
0.00
0.10
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
2001
2002
2003
2004
2005
2006
2007


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0
500
1000
1500
2000
2500
Total Assets
2007 Balance Sheet Has Contracted
2007 Balance Sheet Has Contracted
At December 31.


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0
200
400
600
800
1000
1200
1400
1600
Core Deposits
CD's
2007 CD Runoff
2007 CD Runoff
At December 31.  Core deposits include all deposits other than certificates.
Core Deposits Stable


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2007 Mortgage Portfolio Runoff
2007 Mortgage Portfolio Runoff
At December 31.
Consumer & Commercial Growth
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Consumer
Commercial
Mortgage


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In this Environment……Managing Carefully
In this Environment……Managing Carefully
Recovering from CHL shutdown
Enterprise-wide Risk Management matures
Exercise discipline/restraint in growth initiatives
Take what the market gives without forcing growth
Issue Tier II debt to supplement Capital needs


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Current External Challenges
Current External Challenges
Looming recession –
economic uncertainty
Aggressive CD pricing dominating consumer choice
Margin pressure from depositor preference shift
Credit market turmoil remains
Tenuous credit quality –
real estate valuations


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Three Year Business Plan Imperatives
Three Year Business Plan Imperatives
Focus on disciplined de novo branch and core account
development to support the margin, drive asset/revenue growth
Target commercial lending as the focus of portfolio growth,  
further improving the loan portfolio mix
Grow non-interest income, a key driver of top-line revenue,
through re-adjustment and maturation of business initiatives
Improve operating efficiency through both revenue enhancement  
and expense control following the shuttering of CHL
Deliver all financial services within the Bank’s existing geographic
market under the strong sales, service and credit cultures
Capitalizing on the unique advantage of being the local community
service minded alternative to mega-banks
Benefiting in market from TD Bank/Commerce
A challenging return to double-digit EPS growth rates


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Targets Need to Reset
Targets Need to Reset
Commercial & Consumer Loan Mix
35%
38%
Revenue Mix (percent of total revenue)
Fee and Service Charge (4Q 07)
17%       
20%
Balance Sheet transformation will drive goal of EPS growth
2007
2010
Core Deposit Mix
65%
70%


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Core Deposit Funding
Core Deposit Funding
20 Branches within a tightly defined footprint provide
significant presence, market share
TD Bank/Commerce removes toughest retail competitor
Disciplined de novo branching and core deposit generation
Over 12 years, 12 branches were opened with an average core
deposit mix of 70%
Recent branch activity in our growth market
New Branches in Barnegat and Little Egg Harbor
Whiting branch successfully relocated
2008 –
2009
5 offices committed
Potential De Novo Bank Acquisitions


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Non-Interest Income Initiatives
Non-Interest Income Initiatives
Largest reverse mortgage originator headquartered in NJ,
one of a handful of select, nationwide FNMA seller/servicers
Generating $1.1 million in fee income in 2007 and growing rapidly
in fertile market
Trust Department revenues continue to grow
$1.3 million in 2007
$126 million assets under management
Internalizing the sale of non-insured alternative investment
products currently outsourced to third party provider
$1.2 million in 2007


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Credit Risk Supported by Portfolio Composition
Credit Risk Supported by Portfolio Composition
Commercial Lending
Diversified, low risk $381 million portfolio
Commercial real estate -
86%    $542,000 average
C & I -
14%
$138,000 average
Only 8 large relationships, $7 to $13.2 million exposures
Limited exposure to residential construction lending
No large, speculative subdivisions
Strong credit quality indicators through 4Q 07
Non-performing loans total $8.7 million (52 bps of total loans receivable)
$4.0 million –
loans aggressively written down following 2007 market retreat
Net charge-offs of only $470,000 for 2007
Net charge-offs averaged only 3 bps of net loans over past 10 years


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0
2000
4000
6000
8000
10000
12000
14000
16000
18000
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
0
5
10
15
20
25
Cumulative Repurchases
Capital Ratio
As of December 31.
Share Repurchase Plans –
Share Repurchase Plans –
Capital Leveraged
Capital Leveraged
6.4%


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Repurchase Program Supporting EPS Growth
Repurchase Program Supporting EPS Growth
Repurchased 17.0 million shares in total; 62% of original issue
Current authority for repurchase of 489,000 shares
Current program funding capability with issuance of Tier II Capital
$5.0 million of subordinated debt issued in 2005
$12.5 million of trust preferred securities issued during 2006
$10.0 million of trust preferred securities issued during 2007
Potential for issuance of additional $10.0 million


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Building Additional Shareholder Value
Building Additional Shareholder Value
In the long run, we hope you agree the following
undoubtedly create value for the long term OCFC investor:
Maturing Enterprise-wide Risk Management commitment
rebuilds OceanFirst credibility to effectively manage risk
Lower risk, streamlined business plan without Mortgage
Banking subsidiary, providing quality earnings growth
Attractive cash dividend and potential share repurchases 
proactively manage capital and support EPS
Franchise Value is enhanced in Central                         
New Jersey Shore Growth Market
Strong Total Shareholder Returns                               
are restored for the OCFC investor


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Thank you for your
Thank you for your
interest in
interest in
OceanFirst
OceanFirst
Financial Corp.
Financial Corp.