EX-99.1 2 dex991.htm WRITTEN PRESENTATION TO BE DISTRIBUTED AND MADE AVAILABLE TO INVESTORS Written presentation to be distributed and made available to investors
Fourth Quarter 2007
Investor Presentation
Exhibit 99.1

Page 2
Forward-looking Statements and Associated Risk
Factors
Safe
Harbor
Provisions
of
the
Private
Securities
Litigation
Reform
Act
of
1995
This
presentation,
like
many
written
and
oral
communications
presented
by
New
York
Community
Bancorp,
Inc.
and
our
authorized
officers,-may
contain
certain
forward-looking
statements
regarding
our
prospective-performance- and
strategieswithin
the
meaning
of
Section
27A
of
the
Securities
Act
of
1933,
as
amended,
and
Section
21E
of
the
Securities
Exchange
Act
of
1934,
as
amended.
We
intend
such
forward-looking-statements
to
be
covered
by
the
safe
harbor
provisions
for
forward-looking-statements
contained
in
the
Private
Securities
Litigation
Reform
Act
of
1995,
and
are
including
this
statement
for
purposes-of-said
safe
harbor
provisions.
Forward-looking-statements,
which-are
based
on
certain
assumptions
and
describe
future
plans,
strategies,
and
expectations-of
the
Company,
are
generally
identified
by
use
of
the words-
“anticipate,”
“believe,”
“estimate,”
“expect,”
“intend,”
“plan,”
“project,”
“seek,”
“strive,”
“try,”
or
future
or
conditional
verbs
such
as
“will,”
“would,”
“should,”
“could,”
“may,”
or
similar
expressions.
Our
ability
to
predict
results
or
the
actual
effects
of
our
plans
or
strategies
is
inherently
uncertain.
Accordingly,
actual
results
may
differ
materially
from
anticipated
results.
There
are
a
number
of
factors,
many
of
which
are
beyond
our
control,
that
could
cause
actual
conditions,
events,
or
results
to
differ-significantly
from
those
described-in
our
forward-
looking
statements.
These
factors
include,
but
are
not
limited
to:
general
economic
conditions
and
trends,
either
nationally
or
in
some
or
all
of
the
areas
in
which-we
and
our
customers
conduct
our-respective-businesses;-conditions-in
the
securities
markets
or
the
banking
industry;
changes
in
interest
rates,
which
may
affect
our
net
income,
prepayment
penalties
and
other
future
cash
flows,
or
the
market
value
of
our
assets;
changes
in
deposit
flows
and
wholesale
borrowing
facilities;
changes
in
the
demand
for
deposit,
loan,
and
investment
products
and
other
financial
services
in
the
markets
we
serve;
changes
in
our
credit
ratings;
changes
in
the
financial
or
operating
performance
of
our
customers’
businesses;-changes
in
real
estate
values,
which
could
impact
the
quality
of
the
assets
securing
the
loans
in
our
portfolio;
changes
in
the
quality
or
composition
of
our
loan
or
investment
portfolios;
changes
in
competitive
pressures
among
financial
institutions
or
from
non-financial
institutions;
changes
in
our
customer
base;
potential
exposure
to
unknown
or
contingent
liabilities
of
companies
we
target
for
acquisition;
our
ability
to
retain
key
members
of
management;
our
timely
development
of
new
lines
of
business
and
competitive
products
or
services
in
a
changing
environment,
and
the
acceptance
of
such
products
or
services
by
our
customers;
any
interruption
or
breach
of
security
resulting
in
failures
or
disruptions
in
customer
account
management,
general
ledger,
deposit,
loan,
or
other
systems;
any
interruption
in
customer
service
due
to
circumstances
beyond
our
control;
the
outcome
of
pending
or
threatened
litigation,
or
of
other
matters
before
regulatory
agencies,
or
of
matters
resulting
from
regulatory
exams,
whether
currently
existing
or
commencing
in
the
future;
environmental
conditions
that
exist
or
may
exist
on
properties
owned
by,
leased
by,
or
mortgaged
to
the
Company;
changes
in
estimates
of
future
reserve-requirements
based
upon
the
periodic-review-thereof
under
relevant
regulatory
and
accounting
requirements;
changes
in
legislation,
regulation,
and
policies,
including,
but
not
limited
to,
those
pertaining
to
banking,
securities,
tax,
environmental
protection,
and
insurance,
and
the
ability
to
comply
with
such
changes
in
a
timely
manner;
changes
in
accounting
principles,
policies,
practices,
or
guidelines;
operational
issues
stemming
from,
and/or
capital
spending
necessitated-by,
the
potential
need
to
adapt
to
industry
changes
in
information
technology
systems,
on
which-we
are
highly
dependent;
the
ability
to
keep
pace
with,
and
implement
on
a
timely
basis,
technological
changes;
changes
in
the
monetary
and
fiscal
policies
of
the
U.S.
Government,
including
policies
of
the
U.S.
Treasury
and
the
Federal
Reserve
Board;
war
or
terrorist
activities;
and
other
economic,
competitive,
governmental,
regulatory,
and
geopolitical
factors
affecting-our
operations,
pricing,
and
services.
In
addition,
the
following
factors,
among
others,
could
cause
the
actual
results
of
our
recent
acquisitions
of
Synergy
Financial
Group,
Inc.
and
of
11
branches
and
certain
assets
and
liabilities
from
Doral
Bank,
FSB,
and
the
expected
benefits
of
the
respective
transactions
to
the
combined
company
and
our
shareholders,
to
differ
materially
from
the
expectations
stated
in
this
presentation:
the
ability
of
the
Company
to
successfully
integrate
the
assets,
liabilities,
customers,
systems,
and
any
personnel
it
may
acquire
into
its
operations
pursuant
to
these
transactions;
and
the
Company’s
ability
to
realize
the
related
revenue
synergies
and
cost
savingswithin
the
expected
time
frames.
In
addition,
it
should
be
noted
that
the
Company
routinely
evaluates
opportunities
to
expand
through
acquisition
and
frequently
conducts
due
diligence
activities
in
connection
with
such
opportunities.
As
a
result,
acquisition
discussions
and,
in
some
cases,
negotiations,
may
take
place
at
any
time,
and
acquisitions
involving
cash,
debt,
or
equity
securities
may
occur.
Furthermore,
the
timing
and
occurrence
or
non-occurrence
of
events
may
be
subject
to
circumstances
beyond
the
Company’s
control.
Readers
are
cautioned
not
to
place
undue
reliance
on
these
forward-looking
statements,
which
speak
only
as
of
the
date
of
this
presentation.
Except
as
required
by
applicable
law
or
regulation,
the
Company
undertakes
no
obligation
to
update
these
forward-looking
statements
to
reflect
events
or
circumstances
that
occur
after
the
date
on
which
such
statements
were
made.

Page 3
We are a leading financial institution in the
competitive Metro New York/New Jersey region.
(a)
SNL DataSource
In New Jersey we operate:
the
2nd
largest
thrift
depository
in
Queens,
Nassau,
and
Richmond
Counties
(a)
;
and
the
3rd
largest
thrift
depository
in
Suffolk
County.
(a)
With assets of $30.6 billion:
the
3rd
largest
thrift
depository
in
Essex
County
(a)
;
the
5th
largest
thrift
depository
in
Hudson
and
Union
Counties
(a)
;
and
the
5th
largest
thrift
depository
in
the
seven
NJ
counties
we
serve,
combined.
(a)
In New York we operate:
the
4th
largest
thrift
depository
in
our
market
(a)
;
and
the
14th
largest
commercial
bank
depository.
(a)
With deposits of $13.2 billion and 218 branches, we operate:
We
are
the
leading
producer
of
multi-family
loans
for
portfolio
in
New
York
City.
(a)
With a portfolio of $14.1 billion:
We
operate
the
6th
largest
thrift
in
the
nation
and
the
largest
in
New
York
State.
(a)

Page 4
Since
12/31/99,
we
have
acquired
five
community
banks,
two
commercial
banks,
and
one
branch
network,
expanding
our
franchise
from
14
to
218
branches.
Our
assets
have
grown
at
a
CAGR
of
41.5%;
our
loans
have
grown
at
a
CAGR
of
37.3%;
and
our
deposits
have grown at a CAGR of 36.7% during this time.
The
sale
and
securitization
of
acquired
loans
and
the
sale
of
acquired
securities
have
enhanced
our
balance
sheet’s
ability
to
withstand
the
stress
of
the
adverse
credit
cycle
turn.
The post-merger repositioning of our balance sheet:
The origination of multi-family loans:
We
have
originated
$20.9
billion
of
multi-family
loans
since
January
2000.
Our
efficiency
ratio
has
historically
ranked
in
the
top
5%
of
all
banks
and
thrifts.
(a)
The efficient operation of our Company and our branch network:
We
have
recorded
no
losses
on
our
multi-family
loan
portfolio
for
28
years
and
none
on
our
construction
loan portfolio for nearly 15 years.
For
52
consecutive
quarters,
we
have
had
no
losses
on
assets
generated
by
the
Company.
The maintenance of strong credit standards, resulting in a record of solid asset quality:
The growth of our business through accretive mergers and acquisitions:
(a)
SNL DataSource
We have a consistent business model that focuses on
building value while building the Company.
Our total return to shareholders has increased at a
compound annual growth rate of 39.2% since our IPO.

4th Quarter 2007
Performance Highlights

Page 6
Our 4Q 2007 performance featured several year-over-
year improvements.
Net interest income rose 9.7% year-over-year to $154.4 million; non-
interest income rose 16.8% to $26.5 million during that time.
NPAs
represented 0.07% of total assets at 12/31/07, consistent with the
9/30/07 measure and a year-over-year improvement of one bp.
The ratio of tangible stockholders’
equity to tangible assets rose 22 bp
year-over-year and 14 bp linked-quarter to 5.88% of tangible assets,
excluding after-tax mark-to-market adjustments. Including adjustments,
the ratio improved 36 bp and 14 bp, respectively, to 5.83%.
(a)
At 6.04%, our average yield on assets was up 18 bp year-over-year.
Our net interest margin rose 9 bp year-over-year to 2.36%; excluding
prepayment penalty income, our margin rose 16 bp year-over-year and
14 bp linked-quarter to 2.29%.
Margin
Expansion
Higher Average
Yield on Assets
Solid Asset
Quality
Tangible Capital
Strength
Revenue
Growth
(a)
Please see page 35 for reconciliations of our GAAP and non-GAAP capital measures.

Page 7
Our net interest margin has been stable in a
challenging rate environment.
3.65
4.20
4.17
2.17%
2.27%
$29,520
5.69
5.92%
2006
3.83
4.57
4.22
2.13%
2.27%
$8,746
5.86
6.08%
4Q 2006
3.92
4.61
4.37
2.16%
2.38%
$57,637
6.05
6.27%
2007
3.93
4.57
4.45
2.29%
2.36%
$4,536
6.04
6.12%
4Q 2007
10 bp
--
23 bp
16 bp
9 bp
(48.1)%
18 bp
4 bp
Y-O-Y
Increase
(Decrease)
11 bp
2.41%
2.44%
2.32%
Net interest margin
3.95
4.60
4.42
2.15%
$17,090
6.11
6.37%
3Q 2007
3.90
4.60
4.33
2.10%
$22,320
6.10
6.44%
2Q 2007
3.89
4.65
4.28
2.10%
$13,691
5.96
6.14%
1Q 2007
95.2%
Prepayment penalty income
20 bp
Average cost of borrowed funds
27 bp
Average cost of funds
41 bp
Average cost of CDs
(1) bp
Net interest margin
excluding  prepayment penalty
income
36 bp
Average yield on interest-
earning assets
35 bp
Average yield on loans
Y-O-Y
Increase
(Decrease)
(dollars in thousands)

Page 8
Both of our bank subsidiaries are well capitalized institutions:
The strength of our capital position has enabled us to
pay a strong dividend.
12/31/07
9.10%
7.69%
Leverage capital ratio
Commercial Bank
Community Bank
Our tangible capital measures grew year-over-year:
Our quarterly cash dividend has increased 90-fold since we initiated payments in 3Q 1994 and
has been providing a yield over 6% in recent weeks.
(a)
Please see page 35 for reconciliations of our GAAP and non-GAAP capital measures.
5.88
5.66
Tangible equity / tangible assets excluding after-tax
mark-to-market adjustments on securities
(a)
5.83%
5.47%
Tangible equity / tangible assets
(a)
$1.6
$1.4
Tangible stockholders’
equity
(a)
12/31/07
12/31/06
(dollars in billions)

Page 9
The strategies we pursued in 2007 will continue to
yield benefits in 2008.
We sold $1.4 billion of 1-4 family and home equity loans acquired in the PennFed
transaction and invested the cash flows in higher yielding securities.
We reduced our cost of funds by prepaying certain wholesale borrowings,
reducing our brokered deposits, and redeeming certain trust preferred securities.
We sold $1.1 billion of mortgage-related securities and invested the cash flows
into higher yielding assets.
We generated an after-tax gain of $44.8 million, or $0.14 per diluted share, through
the sale of our Atlantic Bank headquarters in Herald Square.
We enhanced our margin
and our operating earnings
by repositioning our
balance sheet.
Multi-family loans represented $14.1 billion, or 69.0%, of total loans
at 12/31/07.
We maintained our focus on
multi-family lending.
In 2007, we recorded an operating efficiency ratio of 41.18%.
(a)
Charge-offs represented 0.002% of average loans in 2007.
Non-performing loans equaled 0.11% of total loans at 12/31/07.
The PennFed and Synergy acquisitions boosted our Community Bank franchise in
New Jersey from eight to 53 branches and our market rank from 18th to 5th in the
seven counties we serve.
The acquisition of 11 branches of Doral Bank in July boosted our
Commercial
Bank franchise in New York City from 27 to 38 branches.
Benefits
We maintained our focus on
operating efficiently.
We maintained our solid
record of asset quality.
We continued to grow
through accretive in-market
transactions.
Strategy
(a)
Please see page 34 for a reconciliation of our GAAP and operating efficiency ratios.

Page 10
We are well positioned to capitalize on opportunities
presented in the current market.
We have no subprime or Alt-A mortgages in our loan or securities portfolios.
Refinancing activity is likely to increase as more of our multi-family loans
approach their contractual repricing dates.
Competition for multi-family loans has declined in the wake of market dislocation.
We have maintained our record of asset quality by maintaining our primary focus
on multi-family lending on rent-regulated buildings and by maintaining our
conservative underwriting and credit standards.
Future growth opportunities may occur as industry consolidation increases in the
face of current market conditions.

Our Business Model:
Growth through Acquisitions

Page 12
We have completed eight acquisitions since 2000.
Queens County
Savings Bank,
forebear of
New York
Community
Bank, is
established in
Queens.
April 1859
1
Public trading
of New York
Community
Bancorp
shares begins.
Nov. 1993
3
Merger-of-
equals with
Richmond
County
Financial Corp.
(RCBK).
July 2001
5
We acquire
Long Island
Financial Corp.
(LICB) and
establish
New York
Commercial
Bank.
Dec. 2005
7
Our holding
company,
New York
Community
Bancorp, is
established.
April 1993
2
We acquire
Haven
Bancorp, Inc.
(HAVN).
Nov. 2000
4
Merger with
Roslyn
Bancorp, Inc.
(RSLN).
Oct. 2003
6
We acquire
Atlantic Bank
of New York
(ABNY).
April 2006
8
We acquire
PennFed
Financial
Services, Inc.
(PFSB).
April 2007
9
We acquire the
NYC branch
network of
Doral Bank,
FSB (Doral).
July 2007
10
We acquire
Synergy
Financial
Group, Inc.
(SYNF).
Oct. 2007
11

Page 13
Our balance sheet
reflects
the benefits of our growth-through-
acquisition strategy and the organic growth of our loan portfolio.
5.88%
5.83%
1.6
13.2
6.2
30.6
20.4
$14.1
218
w/ PFSB, Doral,
& SYNF
12/31/07
5.66%
5.47%
1.4
12.6
6.7
28.5
19.7
$14.5
166
w/ ABNY
12/31/06
5.19%
3.97%
3.65%
4.12%
7.19%
Tangible equity / tangible assets
(a)
1.3
0.9
0.3
0.2
0.1
Tangible stockholders’
equity
(a)
26.3
23.4
9.2
4.7
1.9
Total assets
5.41%
4.13%
3.60%
4.11%
7.19%
Tangible equity / tangible assets
excluding after-tax mark-to-market
adjustments on securities
(a)
12.1
10.3
5.5
3.3
1.0
Total deposits
6.9
6.0
3.0
1.4
0.4
Core deposits
17.0
10.5
5.4
3.6
1.6
Total loans
$12.9
$  7.4
$3.3
$1.9
$1.3
Multi-family loans
152
139
120
86
14
Number of branches
w/ LICB
12/31/05
w/ RSLN
12/31/03
w/ RCBK
12/31/01
w/ HAVN
12/31/00
12/31/99
(dollars in billions)
(a)
Please see page 35 for reconciliations of our GAAP and non-GAAP capital measures.

Page 14
$20,363
$19,653
$17,029
$13,396
$10,919
$10,499
$5,489
$5,405
$3,636
$1,611
$5,744
$4,926
$5,637
$7,081
$12,119
$9,500
$197
$526
$2,578
$4,652
The cash flows from the post-merger sale of acquired assets are
typically converted into securities and then into loans.
(dollars in millions)
45.7%
41.2%
% of Total
Assets:
3/31/04
12/31/04
12/31/05
29.5%
55.7%
21.4%
64.8%
17.3%
69.0%
12/31/06
12/31/00
12/31/01
12/31/02
12/31/03
12/31/99
10.4%
84.3%
11.2%
77.2%
28.0%
58.7%
41.1%
48.5%
40.5%
44.8%
18.8%
66.6%
12/31/07
Loans
Securities
w/ HAVN
w/ RCBK
w/ RSLN
w/ LICB
w/ ABNY
w/ PFSB,
Doral, & SYNF

Page 15
Since repositioning our balance sheet in June 2004, we have
completed five transactions with other in-market banks.
(a)
45
Community Bank Branches
3,224
Savings Institution Assets
3,834
Commercial Bank Assets
$7,058
Total Assets Acquired
2,179
Savings Institution Deposits
83
Total Branches Acquired
$4,779
Total Deposits Acquired
38
Commercial Bank Branches
9.6%
Weighted Average Total Deposit Premium
2,600
Commercial Bank Deposits
(dollars in millions)
Note:
Commercial Bank assets, deposits, and branches include the assets, deposits, and 11 branches acquired
by New York Commercial Bank from
Doral.
(a)  LICB, ABNY, PFSB, SYNF, and Doral’s branch network in New York City.

Page 16
We currently have 165 locations in New York and 53 in
New Jersey.
New York Commercial Bank
47
5
In-store branches
Campus branches
125
Traditional branches
New York Community Bank
180
Subtotal
3
Customer convenience centers
38
Traditional branches
The NYCB Franchise
218
Total locations
New York Community Bank
New York Commercial Bank

Page 17
$658
$1,874
$2,408
$1,949
$4,362
$3,752
$5,247
$5,945
$6,913
$378
$1,212
$2,588
$2,842
$5,247
$5,911
$6,012
$5,551
$4,971
$846
$1,123
$1,273
$739
$720
$40
$171
$455
$465
12/31/99
12/31/00
12/31/01
12/31/02
12/31/03
12/31/04
12/31/05
12/31/06
12/31/07
$3,257
$5,450
$5,256
$1,076
Total Deposits:
$10,329
$10,402
$12,105
$12,619
Total deposits:  36.7% CAGR
Core deposits:  40.2% CAGR
Demand deposits:  54.1% CAGR
(in millions)
Deposits
Our deposit growth has been largely acquisition-
driven.
$13,157
w/ HAVN
w/ RCBK
w/ RSLN
w/ LICB
w/ PFSB,
Doral, & SYNF
w/ ABNY
CDs
NOW, MMAs, and Savings
Demand deposits

Page 18
The expansion of our franchise has enabled us to compete very
effectively against the region’s money center banks.
(dollars in thousands)
NASSAU COUNTY, NY
100.00%
$50,763,524
Total for Institutions in Market
2.65
1,344,602
Signature Bank
10
3.86
1,961,008
HSBC Holdings plc
9
5.08
2,578,108
Bank of America Corp.
8
5.13
2,604,571
Commerce Bancorp Inc.
7
7.29
3,701,509
Washington Mutual Inc.
6
9.23
4,683,733
New York Community
5
10.09
5,121,573
Astoria Financial Corp.
4
12.96
6,578,024
Capital One Financial Corp.
3
13.28
6,742,209
Citigroup Inc.
2
16.16%
$  8,203,197
JPMorgan Chase & Co.
1
Market
Share
Deposits
Institution
Rank
QUEENS COUNTY, NY
100.00%
$40,132,122
Total for Institutions in Market
2.67
1,071,208
Flushing Financial Corp.
10
2.86
1,148,809
Commerce Bancorp Inc.
9
2.97
1,191,561
Washington Mutual Inc.
8
3.68
1,476,561
Ridgewood Savings Bank
7
7.07
2,837,896
HSBC Holdings plc
6
7.35
2,950,606
New York Community
5
7.89
3,167,199
Astoria Financial Corp.
4
11.88
4,766,181
Capital One Financial Corp.
3
14.07
5,646,799
Citigroup Inc.
2
18.57%
$  7,450,910
JPMorgan Chase & Co.
1
Market
Share
Deposits
Institution
Rank
SUFFOLK COUNTY, NY
100.00%
$33,544,970
Total for Institutions in Market
3.09
1,035,808
Commerce Bancorp Inc.
10
3.43
1,152,062
Suffolk Bancorp
9
4.61
1,546,496
Bank of America Corp.
8
4.79
1,607,195
HSBC Holdings plc
7
6.04
2,025,426
New York Community
6
7.87
2,638,643
Citigroup Inc.
5
8.17
2,741,117
Washington Mutual Inc.
4
9.54
3,200,655
Astoria Financial Corp.
3
18.87
6,329,833
JPMorgan Chase & Co.
2
21.65%
$  7,261,826
Capital One Financial Corp.
1
Market
Share
Deposits
Institution
Rank
RICHMOND COUNTY, NY
100.00%
$8,886,194
Total for Institutions in Market
2.07
183,750
Hudson City Bancorp Inc.
10
2.17
192,728
VSB Bancorp Inc.
9
2.89
257,099
HSBC Holdings plc
8
4.97
441,657
Commerce Bancorp Inc.
7
6.75
600,224
Washington Mutual Inc.
6
8.68
770,880
Northfield Bancorp Inc.
5
12.20
1,083,694
Citigroup Inc.
4
12.41
1,102,491
JPMorgan Chase & Co.
3
17.54
1,558,337
New York Community
2
27.12%
$2,409,805
Sovereign Bancorp Inc.
1
Market
Share
Deposits
Institution
Rank
ESSEX COUNTY, NJ
100.00%
$15,669,720
Total for Institutions in Market
4.50
705,721
Investors Bancorp Inc.
10
5.79
906,585
Commerce Bancorp Inc.
9
5.83
914,313
New York Community
8
6.41
1,004,658
Hudson City Bancorp Inc.
7
6.87
1,076,977
JPMorgan Chase & Co.
6
6.96
1,090,295
Bank of America Corp.
5
7.97
1,249,430
Valley National Bancorp
4
8.08
1,265,813
Sovereign Bancorp Inc.
3
8.42
1,319,929
PNC Financial Services
2
17.46%
$  2,735,535
Wachovia Corp.
1
Market
Share
Deposits
Institution
Rank
UNION COUNTY, NJ
100.00%
$15,350,118
Total for Institutions in Market
3.49
535,841
JPMorgan Chase & Co.
10
3.51
538,805
Center Bancorp Inc.
9
3.64
558,107
New York Community
8
4.74
726,964
PNC Financial Services
7
5.56
853,108
Union County Savings Bank
6
5.74
880,638
Investors Bancorp Inc.
5
5.77
885,969
Sovereign Bancorp Inc.
4
7.07
1,085,779
Commerce Bancorp Inc.
3
8.46
1,298,253
Bank of America Corp.
2
32.99%
$  5,063,956
Wachovia Corp.
1
Market
Share
Deposits
Institution
Rank
Source:  SNL DataSource

Page 19
$1,348
$1,946
$3,255
$4,494
$7,368
$9,839
$12,854
$14,529
$14,055
$1,690
$2,150
$995
$3,131
$3,557
$4,175
$5,124
$6,308
$263
12/31/99
12/31/00
12/31/01
12/31/02
12/31/03
12/31/04
12/31/05
12/31/06
12/31/07
(in millions)
Multi-family Loans Outstanding
All Other Loans Outstanding
$5,405
$5,489
$10,499
Loans Outstanding
Multi-family loans:  34.1% CAGR
Total loans:  37.3% CAGR
$13,396
$17,029
$3,636
$1,611
$19,653
While acquisitions have contributed to the growth of our loan
portfolio, the bulk of our loan growth has been organic.
Total Loans:
$1,150
$2,560
$4,330
$6,041
$6,332
$616
$677
$4,971
Total Originations:
w/ HAVN
w/ RCBK
w/ RSLN
w/ LICB
w/ PFSB,
Doral, & SYNF
w/ ABNY
$20,363
$4,853

Our Business Model:
Multi-family Lending

Page 21
Portfolio statistics at 12/31/07:
% of total loans = 69.0%
Average principal balance = $3.4 million
Average loan-to-value ratio = 64.5%
Expected weighted average life = 3.6
years
2007 originations = $2.5 billion
% of total loans originated = 50.8%
Term:
Years 1-5:  Fixed rate at a spread above
the 5-year CMT
Years
6-10:  Annually adjustable rate at
a spread above prime, or fixed rate at a
spread above the 5-year CMT plus 1
point
Prepayment penalties:  Range from 5 points
to 1 point in years 1 thru 5; recorded as
interest income
Quality:  No losses in our niche for 28 years
(in millions)
Multi-family loans have grown at a CAGR of 34.1%
since 12/31/99.
$1,348
$1,946
$3,255
$4,494
$7,368
$9,839
$12,854
$14,529
$14,055
12/31/99
12/31/00
12/31/01
12/31/02
12/31/03
12/31/04
12/31/05
12/31/06
12/31/07
Multi-family Loan Portfolio

Page 22
NYB
Originates
Multi-Family
Loan Based
on Income
Stream
Produced by
the Property
Borrower
Uses Funds
to Improve
the Property
Rent Roll /
Income Stream
Increases
over the
Short Term
(3–5 years)
Borrower
Uses Funds
to Improve
the Property
Rent Roll /
Income Stream
Increases
over the
Short Term
(3–5 years)
NYB
Refinances Loan
Based on Higher
Income Stream,
Increasing
Loan Size and
Term Yield
NYB
Refinances Loan
Based on Higher
Income Stream,
Increasing
Loan Size and
Term Yield
Our multi-family loans feature a unique refinancing
cycle.

Page 23
Portfolio statistics at 12/31/07:
% of total loans = 18.8%
Average principal balance = $2.0 million
Average loan-to-value ratio = 56.9%
Expected weighted average life = 3.3
years
2007 originations = $695 million
% of total loans originated = 14.3%
Term:
Years 1-5:  Fixed rate at a spread above
the 5-year CMT
Years 6-10:  Annually adjustable rate at
a spread above prime, or fixed rate at a
spread above the 5-year CMT plus 1
point
(in millions)
Our commercial real estate loans feature the same
structure as our multi-family loans.
$96
$324
$562
$533
$1,445
$2,141
$2,888
$3,114
$3,826
12/31/99
12/31/00
12/31/01
12/31/02
12/31/03
12/31/04
12/31/05
12/31/06
12/31/07
Commercial Real Estate Loan Portfolio

*
*
*
*
*
Our Business Model:
Asset Quality
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*

Page 25
The quality of our assets has been distinctively solid.
(a)
SNL DataSource
U.S. Banks & Thrifts
(a)
NYB
Non-performing Assets / Total Assets
0.60%
0.56%
0.65%
0.66%
0.60%
0.48%
0.43%
0.51%
0.81%
0.17%
0.19%
0.19%
0.15%
0.15%
0.12%
0.11%
0.08%
0.07%
12/31/99
12/31/00
12/31/01
12/31/02
12/31/03
12/31/04
12/31/05
12/31/06
12/31/07

Page 26
Charge-offs equaled 0.002% of average loans in 2007.
Net Charge-offs / Average Loans
0.22%
0.22%
0.29%
0.30%
0.27%
0.20%
0.15%
0.15%
0.21%
0.00%
0.00%
0.00%
0.00%
0.00%
0.002%
0.002%
0.000%
0.002%
1999
2000
2001
2002
2003
2004
2005
2006
2007
NYB Charge-offs:
--
--
--
--
--
$236,000
$21,000
$420,000
$431,000
U.S. Banks & Thrifts
(a)
NYB
(a)
SNL DataSource

Page 27
The quality of our assets reflects our strong credit and
underwriting standards.
Conservative loan-to-value (“LTV”) ratios
Minimum debt coverage ratio:  120%
All loans approved by the Mortgage and Real Estate Committee or the Credit
Committee (a majority of the Board of Directors)
Director and executive officer inspect all properties over $3 million
Board of Directors approves all loans over $10 million
All properties appraised by independent appraisers
All independent appraisals reviewed by in-house appraisal officers
Multi-family
and
commercial
real
estate
loans
based
on
the
lower
of
economic
or
market value
Construction loans disbursed upon receipt of signed contract of sale

Our Business Model:
Operating Efficiency

Page 29
We continue to rank among the most efficient bank
holding companies in the nation.
(a)
SNL DataSource
(b)
Operating efficiency ratio.  Please see page 34 for reconciliations of our GAAP and operating efficiency ratios.
Efficiency Ratio
65.04%
63.76%
65.12%
63.83%
64.44%
64.69%
63.43%
64.85%
65.05%
31.16%
30.20%
30.50%
25.32%
23.59%
21.46%
28.86%
37.59%
41.18%
1999
2000
2001
2002
2003
2004
2005
2006
2007
U.S. Banks & Thrifts
(a)
NYB
(b)

Page 30
Our efficiency has been driven by our approach to
lending, product development, and branch expansion.
Multi-family and commercial real estate lending are both broker-driven, without
cost to the Company.
One-to-four family loans are originated on a pass-through basis and sold shortly
after closing, servicing-released, generating income for the Company.
Products and services are frequently developed by third-party providers and the
sale of these products generates additional revenues.
47 of our branches are located in-store.
Franchise expansion has largely stemmed from mergers and acquisitions.

Page 31
Our business model has created significant value for
our shareholders over time.
Total return from 11/23/93 through
the date noted, assuming dividends
were reinvested
Cumulative cash return provided by
dividends on shares purchased at
the date indicated through 12/31/07
120.8%
6.2%
669.7%
459%
2,885%
2,479%
11/23/93
6/27/00
12/31/06
12/31/07
2,885%
434%
16%
Since our IPO (11/23/93)
Since our first merger announcement (6/27/00)
Since 12/31/06
Total Return on Investment Through 12/31/07
CAGR since IPO =
39.2%

Page 32
We are committed to building value for our investors.
Maintain the strength of our tangible capital measures
Maintain
our quarterly cash dividend at the current amount
Improve Our Performance Metrics:
Manage Our Capital:
Position ourselves for loan growth by deploying the cash flows produced by lower-yielding loans and
securities into higher-yielding assets
Enhance our margin by reducing our higher-cost wholesale funds
Enhance our asset mix by cross-selling Commercial Bank services to Community Bank customers
Maintain superior asset quality by adhering to our traditional credit and underwriting standards and
maintaining our focus on our multi-family lending niche
Manage Our Assets and Liabilities:
Execute accretive merger transactions while enhancing the value of our franchise
Unify our New Jersey branches under the Garden State Community Bank name
Integrate the data processing systems used by the Community and Commercial Banks
Strengthen Our Franchise:
Continue
to
expand
our
net
interest
margin
Maintain
a
strong
level
of
operating
efficiency
Increase our revenues through the cross-sale of products and services
Grow our operating earnings
Our Goals in 2008

Page 33
Log onto our web site:  www.myNYCB.com
E-mail requests to:  ir@myNYCB.com
Call Investor Relations at:  (516) 683-4420
Write to:
New York Community Bancorp, Inc.
615 Merrick Avenue
Westbury, NY  11590
1/29/2008
For More Information

Page 34
Reconciliation of GAAP and Operating Efficiency
Ratios
The following table presents reconciliations of the Company’s GAAP and operating efficiency ratios for the years ended December 31, 1999, 2000,
2001, 2003, 2004, 2005, 2006, and 2007. For the year ended December 31, 2002, the Company’s GAAP and operating efficiency ratios were the
same.
--
--
--
--
--
--
--
--
157,215
--
--
--
--
--
--
--
Balance sheet repositioning charge
--
--
--
--
--
--
--
--
--
--
--
--
--
--
(1,000)
--
VISA litigation charge
--
--
--
--
--
--
--
--
--
--
--
--
--
--
(1,888)
Net gain on sale of securities
41.18%
$296,330
--
--
(2,245)
$299,575
$719,661
(64,879)
56,958
1,848
--
$727,622
Operating
41.17%
$299,575
--
--
--
$299,575
$727,622
--
--
--
--
$727,622
GAAP
2007
--
--
(24,800)
--
(22,800)
--
(20,423)
--
--
--
(36,588)
--
(5,744)
--
Merger-related charge
(735)
--
--
--
--
--
--
--
--
--
--
--
(3,072)
--
Retirement charge
--
--
--
--
--
--
--
--
--
--
--
--
6,071
--
rate swaps
Loss on mark-to-market of interest
--
--
--
--
--
--
--
--
--
--
--
--
1,859
--
Loss on debt redemption
For the Years Ended December 31,
1999
2000
2001
2003
2004
2005
2006
Gain on sale of bank-owned
37.59%
$247,546
--
$256,362
$658,486
--
--
$650,556
Operating
39.41%
$256,362
--
$256,362
$650,556
--
--
$650,556
GAAP
Adjustments:
Adjustments:
38.04%
$112,757
--
$112,757
$296,431
--
--
$296,431 
GAAP
30.50%
$  89,957
--
$112,757
$294,931
(1,500)
--
$296,431
Operating
30.20%
$ 24,530
--
$ 49,330
$ 81,226
(13,500)
--
$ 94,726 
Operating
52.08%
$49,330
--
$49,330
$94,726
--
--
$94,726
GAAP
21.46%
$193,632
--
$193,632
$902,464
--
8,209
$737,040
Operating
31.16%
29.95%
23.59%
25.32%
26.27%
28.86%
34.14%
Efficiency ratio
$22,255
$21,390
$148,950
$169,373
$193,632
$200,033
$236,621
Adjusted operating expenses
1,600
--
--
--
--
--
--
Curtailment gain
$21,390
$21,390
$169,373
$169,373
$193,632
$236,621
$236,621
Operating expenses
$71,426
$71,426
$631,349
$668,962
$737,040
$693,068
$693,068
non-interest income
--
--
(37,613)
--
--
--
--
property / branches
Adjusted total net interest income and
--
--
--
--
--
--
--
impairment
Loss on other-than-temporary
$71,426
$71,426 
$668,962
$668,962
$737,040
$693,068
$693,068
Total net interest income and
non-interest income
Operating
GAAP
Operating
GAAP
GAAP
Operating
GAAP
(dollars in thousands)

Page 35
Reconciliation of GAAP and Non-GAAP Capital
Measures
The
following
table
presents
reconciliations
of
the
Company’s
stockholders’
equity,
tangible
stockholders’
equity,
and
adjusted
tangible
stockholders’
equity;
total
assets,
tangible
assets,
and
adjusted
tangible
assets;
and
the
related
capital
measures
at
December
31,
1999,
2000,
2001,
2002,
2003,
2004, 2005, 2006, and 2007:
5.88%
$28,046,131
14,836
$28,031,295
$1,648,622
14,836
$1,633,786
5.83%
13.68%
$28,031,295
(111,123)
(2,437,404)
$30,579,822
$  1,633,786
(111,123)
(2,437,404)
$  4,182,313
2007
December 31,
1999
2000
2001
2002
2003
2004
2005
2006
(dollars in thousands)
--
--
(57,500)
(51,500)
(98,993)
(87,553)
(86,533)
(106,381)
Core deposit intangibles
7.19%
4.11%
3.60%
5.78%
4.13%
5.39%
5.41%
5.66%
Adjusted tangible stockholders’
equity to
adjusted tangible assets
$1,906,835
$4,591,895
$8,526,767
$10,602,222
$21,458,631
$22,039,532
$24,272,340
$26,280,006
Adjusted tangible assets
--
(820)
(3,715)
(34,852)
34,640
40,697
55,857
52,125
Add back:  Net unrealized losses (gains)
on securities
$1,906,835
$4,592,715
$8,530,482
$10,637,074
$21,423,991
$21,998,835
$24,216,483
$26,227,881
Tangible assets
$137,141
$188,520
$307,266
$612,642
$885,951
$1,188,120
$1,313,512
$1,487,473
Adjusted tangible stockholders’
equity
--
(820)
(3,715)
(34,852)
34,640
40,697
55,857
52,125
Add back:  Net unrealized losses (gains)
on securities
$137,141
$189,340
$310,981
$647,494
$851,311
$1,147,423
$1,257,655
$1,435,348
Tangible stockholders’
equity
7.19%
4.12%
3.65%
6.09%
3.97%
5.22%
5.19%
5.47%
Tangible stockholders’
equity to tangible
assets
7.19%
6.53%
10.68%
11.70%
12.24%
13.26%
12.65%
12.95%
Stockholders’
equity to total assets
$1,906,835
$4,592,715
$8,530,482
$10,637,074
$21,423,991
$21,998,835
$24,216,483
$26,227,881
Tangible assets
--
(118,070)
(614,653)
(624,518)
(1,918,353)
(1,951,438)
(1,980,689)
(2,148,108)
Less: Goodwill
$1,906,835
$4,710,785
$9,202,635
$11,313,092
$23,441,337
$24,037,826
$26,283,705
$28,482,370
Total assets
$137,141
$  189,340
$  310,981
$   647,494
$     851,311
$  1,147,423
$  1,257,655
$  1,435,348
Tangible stockholders’
equity
--
--
(57,500)
(51,500)
(98,993)
(87,553)
(86,533)
(106,381)
Core deposit intangibles
--
(118,070)
(614,653)
(624,518)
(1,918,353)
(1,951,438)
(1,980,689)
(2,148,108)
Less: Goodwill
$137,141
$  307,410
$  983,134
$1,323,512
$  2,868,657
$  3,186,414
$  3,324,877
$  3,689,837
Total stockholders’
equity