| Metric | Jackson County Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +1.6% | +4.4% | -2.8 pts |
| Deposit growth (YoY) | +2.7% | +4.0% | -1.3 pts |
| Loan growth (YoY) | -0.7% | +5.6% | -6.3 pts |
| ROA | 1.87% | 1.24% | +0.6 pts |
| ROE | 6.6% | 11.9% | -5.3 pts |
ROA ranks in the 83rd percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $175.9M | $113.6M | $71.9M | $49.9M | $1.6M | 1.87% | 4.59% | 0.29% |
| Q1 2026 | $170.2M | $111.9M | $72.5M | $49.2M | $792K | 1.83% | 4.60% | 0.30% |
| Q4 2025 | $175.2M | $114.1M | $72.9M | $48.8M | $3.4M | 1.94% | 4.60% | 0.24% |
| Q3 2025 | $172.4M | $108.9M | $72.6M | $48.6M | $2.5M | 1.93% | 4.56% | 0.21% |
| Q2 2025 | $173.1M | $110.6M | $72.4M | $47.4M | $1.7M | 1.91% | 4.52% | 0.17% |
| Q1 2025 | $177.5M | $115.9M | $70.8M | $46.2M | $823K | 1.87% | 4.44% | 0.14% |
| Q4 2024 | $173.7M | $115.0M | $71.9M | $44.9M | $3.4M | 2.01% | 4.51% | 0.17% |
| Q3 2024 | $170.1M | $109.7M | $72.8M | $45.7M | $2.6M | 2.09% | 4.53% | 0.19% |
Loan mix (Q2 2026): real estate $59.7M · commercial $1.6M · consumer $11.8M · securities $81.3M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Jackson County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.87% | 1.24% | 83th | |
Return on equity Annualized net income ÷ equity or net worth | 6.6% | 11.9% | 20th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.59% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 50.0% | 62.9% | 16th |
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 | Jackson 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 | Jackson 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 | Jackson 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 | Jackson County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
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