| Metric | The Four County Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -2.0% | +3.0% | -5.0 pts |
| Deposit growth (YoY) | -3.1% | +2.5% | -5.6 pts |
| Loan growth (YoY) | -1.2% | +2.6% | -3.8 pts |
| ROA | 1.94% | 0.99% | +0.9 pts |
| ROE | 15.4% | 8.1% | +7.3 pts |
ROA ranks in the 88th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $87.1M | $75.4M | $58.5M | $11.3M | $868K | 1.94% | 4.77% | 0.47% |
| Q1 2026 | $89.5M | $78.3M | $59.4M | $10.8M | $407K | 1.80% | 4.54% | 0.78% |
| Q4 2025 | $91.7M | $79.5M | $60.0M | $11.7M | $1.6M | 1.83% | 4.46% | 0.87% |
| Q3 2025 | $90.6M | $78.9M | $59.0M | $11.2M | $1.2M | 1.82% | 4.40% | 0.38% |
| Q2 2025 | $88.9M | $77.8M | $59.2M | $10.6M | $818K | 1.83% | 4.34% | 0.36% |
| Q1 2025 | $89.6M | $79.1M | $60.2M | $10.0M | $338K | 1.51% | 4.12% | 0.51% |
| Q4 2024 | $90.0M | $78.9M | $62.2M | $10.6M | $1.5M | 1.67% | 4.33% | 0.34% |
| Q3 2024 | $87.7M | $76.6M | $61.5M | $10.6M | $1.1M | 1.69% | 4.33% | 0.26% |
Loan mix (Q2 2026): real estate $32.3M · commercial $8.2M · consumer $12.9M · securities $11.3M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | The Four County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.94% | 0.99% | 88th | |
Return on equity Annualized net income ÷ equity or net worth | 15.4% | 8.1% | 85th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.77% | 3.88% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 56.3% | 70.8% | 20th |
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 | The Four 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 | The Four 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 | The Four 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 | The Four 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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