| Metric | Logan County Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +3.2% | +4.4% | -1.1 pts |
| Deposit growth (YoY) | +2.5% | +4.0% | -1.5 pts |
| Loan growth (YoY) | +6.5% | +5.6% | +0.9 pts |
| ROA | 1.25% | 1.24% | +0.0 pts |
| ROE | 7.7% | 11.9% | -4.2 pts |
ROA ranks in the 51st percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $120.8M | $101.0M | $72.8M | $19.7M | $739K | 1.25% | 3.46% | 0.11% |
| Q1 2026 | $117.3M | $97.9M | $71.3M | $19.3M | $377K | 1.29% | 3.42% | 0.06% |
| Q4 2025 | $116.2M | $96.9M | $71.1M | $19.1M | $1.1M | 0.92% | 3.05% | 0.06% |
| Q3 2025 | $119.1M | $100.0M | $69.5M | $19.0M | $885K | 1.02% | 2.98% | 0.09% |
| Q2 2025 | $117.1M | $98.6M | $68.4M | $18.4M | $548K | 0.96% | 2.89% | 0.14% |
| Q1 2025 | $112.9M | $94.7M | $67.0M | $18.1M | $268K | 0.95% | 2.80% | 0.53% |
| Q4 2024 | $111.8M | $94.1M | $65.4M | $17.6M | $490K | 0.45% | 2.35% | 0.46% |
| Q3 2024 | $111.2M | $93.3M | $64.0M | $17.8M | $358K | 0.44% | 2.29% | 0.46% |
Loan mix (Q2 2026): real estate $45.3M · commercial $6.7M · consumer $17.0M · securities $35.7M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Logan County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.25% | 1.24% | 51th | |
Return on equity Annualized net income ÷ equity or net worth | 7.7% | 11.9% | 25th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.46% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 50.3% | 62.9% | 17th |
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 | Logan 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 | Logan 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 | Logan 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 | Logan 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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