| Metric | Tri City National Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +5.3% | +5.5% | -0.2 pts |
| Deposit growth (YoY) | +4.8% | +5.1% | -0.2 pts |
| Loan growth (YoY) | +0.6% | +5.9% | -5.3 pts |
| ROA | 0.83% | 1.26% | -0.4 pts |
| ROE | 8.8% | 12.2% | -3.4 pts |
ROA ranks in the 20th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $1.95B | $1.75B | $1.15B | $189.0M | $8.2M | 0.83% | 3.63% | 0.40% |
| Q1 2026 | $1.97B | $1.77B | $1.16B | $186.6M | $3.9M | 0.78% | 3.56% | 0.25% |
| Q4 2025 | $2.01B | $1.81B | $1.15B | $185.3M | $14.9M | 0.78% | 3.50% | 0.27% |
| Q3 2025 | $1.94B | $1.74B | $1.14B | $180.1M | $10.8M | 0.76% | 3.47% | 0.17% |
| Q2 2025 | $1.85B | $1.67B | $1.14B | $170.6M | $6.6M | 0.70% | 3.31% | 0.45% |
| Q1 2025 | $1.85B | $1.67B | $1.16B | $163.2M | $3.3M | 0.71% | 3.21% | 0.40% |
| Q4 2024 | $1.91B | $1.74B | $1.16B | $153.5M | $11.7M | 0.59% | 2.89% | 0.39% |
| Q3 2024 | $1.98B | $1.65B | $1.17B | $162.0M | $9.2M | 0.61% | 2.80% | 0.29% |
Loan mix (Q2 2026): real estate $1.14B · commercial $16.2M · consumer $11.9M · securities $496.5M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Tri City National Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.83% | 1.26% | 20th | |
Return on equity Annualized net income ÷ equity or net worth | 8.8% | 12.2% | 24th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.63% | 3.70% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 72.9% | 59.0% | 84th |
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 | Tri City National 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 | Tri City National 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 | Tri City National 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 | Tri City National 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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