| Metric | Capital City Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +1.3% | +5.5% | -4.2 pts |
| Deposit growth (YoY) | +0.7% | +5.1% | -4.4 pts |
| Loan growth (YoY) | -4.5% | +5.9% | -10.4 pts |
| ROA | 1.52% | 1.26% | +0.3 pts |
| ROE | 12.8% | 12.2% | +0.7 pts |
ROA ranks in the 70th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $4.45B | $3.82B | $2.50B | $527.4M | $33.6M | 1.52% | 4.33% | 0.30% |
| Q1 2026 | $4.45B | $3.84B | $2.51B | $522.4M | $16.6M | 1.50% | 4.27% | 0.29% |
| Q4 2025 | $4.38B | $3.76B | $2.54B | $517.8M | $63.8M | 1.46% | 4.35% | 0.24% |
| Q3 2025 | $4.33B | $3.71B | $2.58B | $510.6M | $48.9M | 1.49% | 4.34% | 0.23% |
| Q2 2025 | $4.39B | $3.79B | $2.62B | $501.8M | $33.2M | 1.51% | 4.29% | 0.15% |
| Q1 2025 | $4.46B | $3.87B | $2.65B | $492.6M | $17.1M | 1.55% | 4.21% | 0.10% |
| Q4 2024 | $4.33B | $3.75B | $2.65B | $480.7M | $57.4M | 1.35% | 4.16% | 0.15% |
| Q3 2024 | $4.22B | $3.66B | $2.68B | $467.0M | $42.4M | 1.33% | 4.13% | 0.17% |
Loan mix (Q2 2026): real estate $2.18B · commercial $142.8M · consumer $183.1M · securities $1.15B
| Ratio | Capital City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.52% | 1.26% | 70th | |
Return on equity Annualized net income ÷ equity or net worth | 12.8% | 12.2% | 55th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.33% | 3.70% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 64.8% | 59.0% | 67th |
Non-interest income share Fees and other income as a share of total revenue | 00.0% | 00.0% |
Cost of funds Annualized interest expense ÷ deposits | 00.0% | 00.0% |
| Ratio | Capital City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Loan-to-deposit Loans ÷ deposits (shares). Above ~90% needs funding; below ~60% needs loan demand | 00.0% | 00.0% | ||
Loans-to-assets How much of the balance sheet is lent out | 00.0% | 00.0% | ||
Securities-to-assets Investment portfolio as a share of assets | 00.0% | 00.0% | ||
Cash-to-assets On-balance-sheet liquidity | 00.0% | 00.0% |
| Ratio | Capital City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Uninsured deposit share Deposits above the insurance limit ÷ total deposits. The first number a CFO has watched since 2023; above ~40% is high | 00.0% | 00.0% | ||
Brokered deposits Brokered deposits ÷ total deposits — bought funding, rate-sensitive | 00.0% | 00.0% | ||
Borrowings-to-assets FHLB advances, fed funds, repos and other borrowings ÷ assets. Rising = deposits aren't keeping up | 00.0% | 00.0% | ||
Securities losses ÷ capital Unrealized losses on HTM + AFS securities as a share of tier-1 capital. Above ~30% constrains what they can sell to raise cash | 00.0% | 00.0% |
| Ratio | Capital City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Capital ratio Tier 1 capital (banks) or net worth (CUs) ÷ assets. NCUA well-capitalized line: 7% | 00.0% | 00.0% |
| Ratio | Capital City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Nonperforming / delinquency Banks: nonperforming assets ÷ assets. CUs: 60+ day delinquent loans ÷ loans | 00.0% | 00.0% | ||
Net charge-off rate Annualized charge-offs net of recoveries ÷ loans | 00.0% | 00.0% | ||
CRE concentration Commercial real estate loans ÷ capital. Regulators flag banks above 300% | 00.0% | 00.0% |
| Ratio | Capital City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
The full ratio pack is part of CharterBench Pro.
68 branches in 29 counties across 3 states (+0 vs 2024) · $3.79B branch deposits. Biggest market: Leon, FL, ranked 1st with 13.4% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Leon, FL | 12 | $1.33B | 13.36% | 1st |
| Alachua, FL | 8 | $268.2M | 3.01% | 11th |
| Gadsden, FL | 2 | $215.4M | 57.25% | 1st |
| 26 more counties with Pro → | ||||
Florida: 36th with 0.35% · Georgia: 73rd with 0.12% · Alabama: 181st with 0.02% · Tallahassee metro: 1st, 14.79% · Gainesville metro: 7th, 5.16% ·
Branch count: 2022 62 · 2023 67 · 2024 68 · 2025 68