| Metric | Richland County Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +4.9% | +4.4% | +0.6 pts |
| Deposit growth (YoY) | +4.1% | +4.0% | +0.1 pts |
| Loan growth (YoY) | +7.8% | +5.6% | +2.2 pts |
| ROA | 1.51% | 1.24% | +0.3 pts |
| ROE | 9.7% | 11.9% | -2.1 pts |
ROA ranks in the 67th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $114.1M | $96.0M | $49.2M | $17.8M | $852K | 1.51% | 3.71% | 0.00% |
| Q1 2026 | $113.6M | $95.8M | $47.7M | $17.3M | $405K | 1.45% | 3.65% | 0.00% |
| Q4 2025 | $109.9M | $91.8M | $46.0M | $17.5M | $1.4M | 1.24% | 3.52% | 0.00% |
| Q3 2025 | $107.4M | $90.2M | $46.9M | $16.9M | $982K | 1.20% | 3.51% | 0.00% |
| Q2 2025 | $108.7M | $92.2M | $45.7M | $16.2M | $631K | 1.14% | 3.42% | 0.00% |
| Q1 2025 | $111.5M | $96.0M | $44.4M | $15.0M | $305K | 1.10% | 3.32% | 0.00% |
| Q4 2024 | $110.5M | $95.1M | $43.7M | $14.8M | $1.1M | 0.99% | 3.05% | 0.00% |
| Q3 2024 | $106.9M | $90.8M | $44.3M | $15.7M | $773K | 0.95% | 3.03% | 0.00% |
Loan mix (Q2 2026): real estate $39.3M · commercial $4.2M · consumer $2.1M · securities $51.8M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Richland County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.51% | 1.24% | 67th | |
Return on equity Annualized net income ÷ equity or net worth | 9.7% | 11.9% | 37th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.71% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 61.7% | 62.9% | 47th |
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 | Richland 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 | Richland 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 | Richland 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 | Richland 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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