| Metric | Garfield County Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +14.7% | +4.4% | +10.4 pts |
| Deposit growth (YoY) | +16.3% | +4.0% | +12.3 pts |
| Loan growth (YoY) | -3.9% | +5.6% | -9.4 pts |
| ROA | 1.30% | 1.24% | +0.1 pts |
| ROE | 8.5% | 11.9% | -3.4 pts |
ROA ranks in the 54th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $108.0M | $90.6M | $47.5M | $16.2M | $674K | 1.30% | 4.02% | 3.75% |
| Q1 2026 | $99.3M | $82.1M | $46.5M | $15.8M | $346K | 1.36% | 4.01% | 3.26% |
| Q4 2025 | $104.4M | $87.5M | $47.5M | $15.9M | $1.2M | 1.28% | 4.17% | 2.56% |
| Q3 2025 | $93.7M | $76.6M | $51.1M | $15.5M | $848K | 1.22% | 4.22% | 3.32% |
| Q2 2025 | $94.1M | $77.9M | $49.4M | $15.1M | $526K | 1.13% | 4.11% | 4.15% |
| Q1 2025 | $91.3M | $75.3M | $49.1M | $14.8M | $313K | 1.36% | 3.99% | 3.14% |
| Q4 2024 | $92.8M | $77.1M | $49.6M | $14.7M | $1.3M | 1.45% | 4.61% | 0.80% |
| Q3 2024 | $86.8M | $71.0M | $55.9M | $14.6M | $1.1M | 1.69% | 4.74% | 2.23% |
Loan mix (Q2 2026): real estate $18.7M · commercial $5.1M · consumer $1.6M · securities $13.0M
| Ratio | Garfield County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.30% | 1.24% | 54th | |
Return on equity Annualized net income ÷ equity or net worth | 8.5% | 11.9% | 29th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.02% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 56.7% | 62.9% | 31st |
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 | Garfield County 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 | Garfield County 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 | Garfield County 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 | Garfield County 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 | Garfield County 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.
Spends 1.7× the peer median on technology. Pro shows the figures, trend and peer comparison.
Technology spend is part of CharterBench Pro — on every bank page, in the screener and in the account brief.
Banks itemize data processing on Schedule RI-E when it exceeds $100,000 and 7% of other non-interest expense; most community banks itemize at year-end only, so figures are full calendar years. Peer group: banks in the same asset band. Not available for credit unions (the NCUA call report has no comparable line).
2 branches in 2 counties across 1 state (+0 vs 2025) · $90.6M branch deposits. Biggest market: Garfield, MT, ranked 1st with 100.0% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Garfield, MT | 1 | $72.6M | 100.00% | 1st |
| McCone, MT | 1 | $18.0M | 21.84% | 2nd |
Montana: 56th with 0.19% ·
Branch count: 2022 2 · 2023 2 · 2024 2 · 2025 2 · 2026 2