| Metric | Tri Counties Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +0.1% | +5.5% | -5.4 pts |
| Deposit growth (YoY) | -0.1% | +5.1% | -5.2 pts |
| Loan growth (YoY) | +5.1% | +5.9% | -0.8 pts |
| ROA | 1.40% | 1.26% | +0.1 pts |
| ROE | 10.1% | 12.2% | -2.0 pts |
ROA ranks in the 62nd percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $9.93B | $8.37B | $7.18B | $1.38B | $69.3M | 1.40% | 4.16% | 0.76% |
| Q1 2026 | $9.95B | $8.41B | $6.94B | $1.36B | $34.3M | 1.39% | 4.11% | 0.77% |
| Q4 2025 | $9.82B | $8.27B | $6.99B | $1.36B | $124.4M | 1.27% | 4.02% | 0.72% |
| Q3 2025 | $9.87B | $8.34B | $6.89B | $1.34B | $90.1M | 1.22% | 3.96% | 0.72% |
| Q2 2025 | $9.92B | $8.38B | $6.84B | $1.36B | $56.8M | 1.16% | 3.90% | 0.68% |
| Q1 2025 | $9.82B | $8.21B | $6.69B | $1.35B | $27.8M | 1.14% | 3.84% | 0.59% |
| Q4 2024 | $9.67B | $8.10B | $6.64B | $1.31B | $120.8M | 1.23% | 3.83% | 0.48% |
| Q3 2024 | $9.82B | $8.05B | $6.56B | $1.33B | $90.4M | 1.23% | 3.79% | 0.45% |
Loan mix (Q2 2026): real estate $6.57B · commercial $460.5M · consumer $31.0M · securities $1.78B
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Tri Counties Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.40% | 1.26% | 62nd | |
Return on equity Annualized net income ÷ equity or net worth | 10.1% | 12.2% | 34th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.16% | 3.70% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 54.4% | 59.0% | 36th |
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 Counties 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 Counties Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Uninsured deposit share Deposits above the insurance limit ÷ total deposits. The first number a CFO has watched since 2023; above ~40% is high | 00.0% | 00.0% | ||
Brokered deposits Brokered deposits ÷ total deposits — bought funding, rate-sensitive | 00.0% | 00.0% | ||
Borrowings-to-assets FHLB advances, fed funds, repos and other borrowings ÷ assets. Rising = deposits aren't keeping up | 00.0% | 00.0% | ||
Securities losses ÷ capital Unrealized losses on HTM + AFS securities as a share of tier-1 capital. Above ~30% constrains what they can sell to raise cash | 00.0% | 00.0% |
| Ratio | Tri Counties 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 Counties 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 Counties Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
The full ratio pack is part of CharterBench Pro.
70 branches in 27 counties across 1 state (+0 vs 2024) · $8.38B branch deposits. Biggest market: Butte, CA, ranked 1st with 19.2% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Butte, CA | 9 | $1.37B | 19.17% | 1st |
| Kern, CA | 4 | $1.18B | 7.05% | 5th |
| Shasta, CA | 10 | $1.08B | 22.11% | 1st |
| 24 more counties with Pro → | ||||
California: 24th with 0.42% · Chico metro: 1st, 19.17% · San Francisco-Oakland-Fremont metro: 27th, 0.24% ·
Branch count: 2022 73 · 2023 71 · 2024 70 · 2025 70