0000855874FY2020FALSEP3YP4YP3YP10YP3YP2YP3YP1YP3YP3YP3YP1Y00008558742020-01-012020-12-31iso4217:USD00008558742020-06-30xbrli:shares00008558742021-03-010000855874tcfc:Fixed4Point75PercentToFloatingRateNotesDue2030Member2020-10-1400008558742020-12-3100008558742019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2019-12-310000855874tcfc:PortfolioLoansMember2020-12-310000855874tcfc:PortfolioLoansMember2019-12-31xbrli:pure0000855874us-gaap:SubordinatedDebtMember2020-01-012020-12-310000855874us-gaap:SubordinatedDebtMember2019-01-012019-12-31iso4217:USDxbrli:shares00008558742019-01-012019-12-310000855874us-gaap:BankServicingMember2020-01-012020-12-310000855874us-gaap:BankServicingMember2019-01-012019-12-310000855874us-gaap:DepositAccountMember2020-01-012020-12-310000855874us-gaap:DepositAccountMember2019-01-012019-12-310000855874tcfc:ReferralFeeIncomeMember2020-01-012020-12-310000855874tcfc:ReferralFeeIncomeMember2019-01-012019-12-310000855874us-gaap:CommonStockMember2018-12-310000855874us-gaap:AdditionalPaidInCapitalMember2018-12-310000855874us-gaap:RetainedEarningsMember2018-12-310000855874us-gaap:AccumulatedOtherComprehensiveIncomeMember2018-12-310000855874tcfc:UnearnedEsopSharesMember2018-12-3100008558742018-12-310000855874us-gaap:RetainedEarningsMember2019-01-012019-12-310000855874us-gaap:AccumulatedOtherComprehensiveIncomeMember2019-01-012019-12-310000855874us-gaap:AdditionalPaidInCapitalMember2019-01-012019-12-310000855874us-gaap:CommonStockMember2019-01-012019-12-310000855874tcfc:UnearnedEsopSharesMember2019-01-012019-12-310000855874us-gaap:CommonStockMember2019-12-310000855874us-gaap:AdditionalPaidInCapitalMember2019-12-310000855874us-gaap:RetainedEarningsMember2019-12-310000855874us-gaap:AccumulatedOtherComprehensiveIncomeMember2019-12-310000855874tcfc:UnearnedEsopSharesMember2019-12-310000855874us-gaap:RetainedEarningsMember2020-01-012020-12-310000855874us-gaap:AccumulatedOtherComprehensiveIncomeMember2020-01-012020-12-310000855874us-gaap:AdditionalPaidInCapitalMember2020-01-012020-12-310000855874tcfc:UnearnedEsopSharesMember2020-01-012020-12-310000855874us-gaap:CommonStockMember2020-12-310000855874us-gaap:AdditionalPaidInCapitalMember2020-12-310000855874us-gaap:RetainedEarningsMember2020-12-310000855874us-gaap:AccumulatedOtherComprehensiveIncomeMember2020-12-310000855874tcfc:UnearnedEsopSharesMember2020-12-31tcfc:branch0000855874tcfc:MarylandAndVirginiaMember2020-01-012020-12-310000855874tcfc:WaldrofMember2020-01-012020-12-310000855874tcfc:LeonardtownLaPlataMember2020-01-012020-12-31tcfc:operationCentertcfc:loanProductionOfficetcfc:loan0000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:NonperformingFinancingReceivableMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:NonperformingFinancingReceivableMember2020-04-300000855874us-gaap:BuildingAndBuildingImprovementsMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMemberus-gaap:BuildingAndBuildingImprovementsMember2020-01-012020-12-310000855874us-gaap:FurnitureAndFixturesMembersrt:MinimumMember2020-01-012020-12-310000855874us-gaap:FurnitureAndFixturesMembersrt:MaximumMember2020-01-012020-12-310000855874us-gaap:AutomobilesMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMemberus-gaap:AutomobilesMember2020-01-012020-12-310000855874us-gaap:MortgageBackedSecuritiesIssuedByUSGovernmentSponsoredEnterprisesMember2020-12-310000855874tcfc:ResidentialCollateralizedMortgageObligationsIssuedByUsGovernmentSponsoredEnterprisesMember2020-12-310000855874tcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMember2020-12-310000855874tcfc:StudentLoanTrustABSsIssuedByOthersMember2020-12-310000855874tcfc:U.S.GovernmentObligationsMember2020-12-310000855874us-gaap:MunicipalBondsMember2020-12-310000855874tcfc:CraInvestmentFundMember2020-12-310000855874tcfc:OtherEquitySecuritiesMember2020-12-310000855874us-gaap:MortgageBackedSecuritiesIssuedByUSGovernmentSponsoredEnterprisesMember2019-12-310000855874tcfc:ResidentialCollateralizedMortgageObligationsIssuedByUsGovernmentSponsoredEnterprisesMember2019-12-310000855874tcfc:AssetBackedSecuritiesIssuedByUsAgenciesMember2019-12-310000855874tcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMember2019-12-310000855874tcfc:UsGovernmentAgenciesCallableAgencyBondsMember2019-12-310000855874us-gaap:CertificatesOfDepositMember2019-12-310000855874tcfc:U.S.GovernmentObligationsMember2019-12-310000855874us-gaap:MunicipalBondsMember2019-12-310000855874tcfc:CraInvestmentFundMember2019-12-310000855874tcfc:OtherEquitySecuritiesMember2019-12-3100008558742019-12-012019-12-31tcfc:security0000855874tcfc:AvailableForSaleSecuritiesSoldMember2020-12-310000855874tcfc:AvailableForSaleSecuritiesSoldMember2019-12-310000855874tcfc:AssetBackedSecuritiesIssuedByUsGovernmentSponsoredEnterprisesMember2020-12-310000855874tcfc:AssetBackedSecuritiesIssuedByPrivateEnterprisesMember2020-12-310000855874tcfc:AssetBackedSecuritiesIssuedByUsGovernmentSponsoredEnterprisesMember2019-12-310000855874tcfc:USSBADebenturesMember2019-12-310000855874tcfc:AssetBackedSecuritiesIssuedByPrivateEnterprisesMember2019-12-310000855874tcfc:StudentLoanTrustAndOtherCollateralizedMortgageObligationsMember2020-12-310000855874tcfc:StudentLoanTrustCollateralizedMortgageObligationsMember2020-12-310000855874tcfc:StudentLoanTrustLoansMember2020-12-310000855874tcfc:AssetBackedSecuritiesIssuedByStatesPoliticalSubdivisionsOrAgenciesMember2020-12-310000855874tcfc:AssetBackedSecuritiesIssuedByStatesPoliticalSubdivisionsOrAgenciesMember2019-12-31tcfc:maturity_group0000855874us-gaap:AssetBackedSecuritiesMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:ConsumerPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:ConsumerPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PortfolioLoansMember2020-12-310000855874tcfc:PortfolioLoansMember2019-12-310000855874tcfc:PortfolioLoansMember2020-01-012020-12-310000855874tcfc:PortfolioLoansMember2019-01-012019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:NonPortfolioLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:NonPortfolioLoansMember2019-12-31tcfc:loanCategory0000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2020-12-310000855874tcfc:CommercialConstructionLoansMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2020-12-310000855874tcfc:CommercialConstructionLoansMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMember2020-01-012020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2020-01-012020-12-310000855874us-gaap:PerformingFinancingReceivableMemberus-gaap:CommercialRealEstateMemberus-gaap:CommercialLoanMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMemberus-gaap:CommercialRealEstateMemberus-gaap:CommercialLoanMember2019-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMember2020-01-012020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMember2020-01-012020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMember2019-01-012019-12-310000855874tcfc:AdjustableRateResidentialFirstMortgageMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMember2020-12-310000855874tcfc:AdjustableRateResidentialFirstMortgageMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMember2019-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMember2019-12-310000855874tcfc:ResidentialRentalsLoansMembertcfc:OneToFourFamilyUnitsMember2020-12-310000855874tcfc:ResidentialRentalsLoansMembertcfc:OneToFourFamilyUnitsMember2019-12-310000855874tcfc:ResidentialRentalsLoansMembertcfc:ApartmentBuildingsRentalsMember2020-12-310000855874tcfc:ResidentialRentalsLoansMembertcfc:ApartmentBuildingsRentalsMember2019-12-310000855874tcfc:ResidentialRentalsLoansMember2020-01-012020-12-310000855874tcfc:ResidentialRentalsLoansMembersrt:MinimumMember2020-01-012020-12-310000855874us-gaap:AdjustableRateResidentialMortgageMembertcfc:ResidentialRentalsLoansMember2020-12-310000855874us-gaap:AdjustableRateResidentialMortgageMembertcfc:ResidentialRentalsLoansMember2019-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:ResidentialRentalsLoansMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:ResidentialRentalsLoansMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMember2020-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2020-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2019-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:OneToFourFamilyUnitsMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:OneToFourFamilyUnitsMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMember2020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMember2019-12-310000855874srt:MaximumMemberus-gaap:CommercialLoanMember2020-01-012020-12-310000855874us-gaap:CommercialPortfolioSegmentMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMember2019-12-310000855874us-gaap:PerformingFinancingReceivableMemberus-gaap:CommercialPortfolioSegmentMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMemberus-gaap:CommercialPortfolioSegmentMember2019-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:CommercialEquipmentPortfolioSegmentMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:CommercialEquipmentPortfolioSegmentMember2019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMembertcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2020-01-012020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMember2020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMember2020-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMember2019-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMember2019-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMember2019-12-310000855874us-gaap:NonperformingFinancingReceivableMember2020-12-310000855874us-gaap:NonperformingFinancingReceivableMember2019-12-310000855874tcfc:EightLoansAndSevenCustomerRelationshipsMember2020-12-310000855874tcfc:EightLoansAndSevenCustomerRelationshipsMember2020-01-012020-12-310000855874tcfc:ThirteenLoansAndFourCustomerRelationshipsMember2019-12-310000855874tcfc:ThirteenLoansAndFourCustomerRelationshipsMember2019-01-012019-12-31tcfc:customer_relationship0000855874tcfc:ThreeTroubledDebtRestructuringLoansMember2020-01-012020-12-310000855874tcfc:ThreeTroubledDebtRestructuringLoansMember2019-01-012019-12-310000855874tcfc:OneTroubledDebtRestructuringLoansMember2020-12-310000855874tcfc:OneTroubledDebtRestructuringLoansMember2019-12-310000855874tcfc:NonaccrualLoansWithNoImpairmentMember2019-12-310000855874tcfc:NonaccrualLoansWithNoImpairmentMember2020-12-310000855874tcfc:NonaccrualLoansWithNoImpairmentMember2020-01-012020-12-310000855874tcfc:NonaccrualLoansWithNoImpairmentMember2019-01-012019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:CountyFirstAcquisitionMember2020-01-012020-12-310000855874tcfc:NonaccrualLoansWithImpairmentMember2019-12-310000855874tcfc:NonaccrualLoansWithImpairmentMember2020-01-012020-12-310000855874tcfc:NonaccrualLoansWithImpairmentMember2019-01-012019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMemberus-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMemberus-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:ResidentialRentalsPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:ResidentialRentalsPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMembertcfc:PurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMemberus-gaap:CommercialPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMemberus-gaap:CommercialPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:ConsumerPortfolioSegmentMembertcfc:PurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMemberus-gaap:ConsumerPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874us-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:NonPortfolioLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:NonPortfolioLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:NonPortfolioLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:PurchasedCreditImpairmentLoansMembertcfc:NonPortfolioLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:NonPurchasedCreditImpairmentLoansMembertcfc:NonPortfolioLoansMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMemberus-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMemberus-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:ResidentialFirstMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:ResidentialRentalsPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:ResidentialRentalsPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMembertcfc:PurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMemberus-gaap:CommercialPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMemberus-gaap:CommercialPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:ConsumerPortfolioSegmentMembertcfc:PurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMemberus-gaap:ConsumerPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:CommercialEquipmentPortfolioSegmentMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivables30To59DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivables60To89DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874us-gaap:FinancingReceivablesEqualToGreaterThan90DaysPastDueMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:PortfolioLoansMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMember2020-01-012020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMember2020-01-012020-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMember2020-01-012020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMember2019-01-012019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMember2019-01-012019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMember2019-01-012019-12-310000855874us-gaap:CommercialPortfolioSegmentMember2019-01-012019-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMember2019-01-012019-12-310000855874tcfc:OneTroubledDebtRestructuringLoansMember2020-01-012020-12-310000855874tcfc:ThreeTroubledDebtRestructuringLoansWithReservesMember2019-01-012019-12-310000855874tcfc:ThreeTroubledDebtRestructuringLoansWithReservesMember2019-12-310000855874tcfc:ThreeLoansMember2020-01-012020-12-310000855874tcfc:SevenTroubledDebtRestructuringLoansWithReservesMember2020-01-012020-12-310000855874tcfc:SevenTroubledDebtRestructuringLoansWithReservesMember2020-12-310000855874tcfc:SevenTroubledDebtRestructuringLoansWithReservesMember2019-01-012019-12-310000855874tcfc:FinancingReceivableTroubledDebtRestructuringMember2019-01-012019-12-310000855874tcfc:FinancingReceivableTroubledDebtRestructuringMember2020-01-012020-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2020-01-012020-12-310000855874us-gaap:CommercialPortfolioSegmentMember2020-01-012020-12-310000855874us-gaap:ConsumerPortfolioSegmentMember2019-12-310000855874us-gaap:ConsumerPortfolioSegmentMember2020-01-012020-12-310000855874us-gaap:ConsumerPortfolioSegmentMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2020-01-012020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMember2018-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMember2018-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMember2018-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2018-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2019-01-012019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMember2018-12-310000855874us-gaap:CommercialPortfolioSegmentMember2018-12-310000855874us-gaap:ConsumerPortfolioSegmentMember2018-12-310000855874us-gaap:ConsumerPortfolioSegmentMember2019-01-012019-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMember2018-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2018-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2019-01-012019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:UnratedMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:UnratedMember2019-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:UnratedMember2020-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMembertcfc:UnratedMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMembertcfc:UnratedMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMembertcfc:UnratedMember2019-12-310000855874us-gaap:PassMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2020-12-310000855874us-gaap:PassMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2019-12-310000855874us-gaap:PassMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2020-12-310000855874us-gaap:PassMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2019-12-310000855874us-gaap:PassMembertcfc:ResidentialRentalsPortfolioSegmentMember2020-12-310000855874us-gaap:PassMembertcfc:ResidentialRentalsPortfolioSegmentMember2019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:SpecialMentionMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:SpecialMentionMember2019-12-310000855874us-gaap:SpecialMentionMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2020-12-310000855874us-gaap:SpecialMentionMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:SpecialMentionMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:SpecialMentionMember2019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:SubstandardMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:SubstandardMember2019-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMemberus-gaap:SubstandardMember2020-12-310000855874tcfc:ConstructionAndLandDevelopmentPortfolioSegmentMemberus-gaap:SubstandardMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:SubstandardMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:SubstandardMember2019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:DoubtfulMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:DoubtfulMember2019-12-310000855874us-gaap:DoubtfulMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2020-12-310000855874us-gaap:DoubtfulMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:DoubtfulMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMemberus-gaap:DoubtfulMember2019-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:LossMember2020-12-310000855874us-gaap:CommercialRealEstatePortfolioSegmentMembertcfc:LossMember2019-12-310000855874tcfc:LossMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2020-12-310000855874tcfc:LossMembertcfc:ConstructionAndLandDevelopmentPortfolioSegmentMember2019-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMembertcfc:LossMember2020-12-310000855874tcfc:ResidentialRentalsPortfolioSegmentMembertcfc:LossMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMembertcfc:UnratedMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMembertcfc:UnratedMember2019-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMembertcfc:UnratedMember2020-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMembertcfc:UnratedMember2019-12-310000855874tcfc:CommercialPortfolioMembertcfc:UnratedMember2020-12-310000855874tcfc:CommercialPortfolioMembertcfc:UnratedMember2019-12-310000855874us-gaap:PassMemberus-gaap:CommercialPortfolioSegmentMember2020-12-310000855874us-gaap:PassMemberus-gaap:CommercialPortfolioSegmentMember2019-12-310000855874us-gaap:PassMembertcfc:CommercialEquipmentPortfolioSegmentMember2020-12-310000855874us-gaap:PassMembertcfc:CommercialEquipmentPortfolioSegmentMember2019-12-310000855874us-gaap:PassMembertcfc:CommercialPortfolioMember2020-12-310000855874us-gaap:PassMembertcfc:CommercialPortfolioMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:SpecialMentionMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:SpecialMentionMember2019-12-310000855874us-gaap:SpecialMentionMembertcfc:CommercialEquipmentPortfolioSegmentMember2020-12-310000855874us-gaap:SpecialMentionMembertcfc:CommercialEquipmentPortfolioSegmentMember2019-12-310000855874tcfc:CommercialPortfolioMemberus-gaap:SpecialMentionMember2020-12-310000855874tcfc:CommercialPortfolioMemberus-gaap:SpecialMentionMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:SubstandardMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:SubstandardMember2019-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMemberus-gaap:SubstandardMember2020-12-310000855874tcfc:CommercialEquipmentPortfolioSegmentMemberus-gaap:SubstandardMember2019-12-310000855874tcfc:CommercialPortfolioMemberus-gaap:SubstandardMember2020-12-310000855874tcfc:CommercialPortfolioMemberus-gaap:SubstandardMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:DoubtfulMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMemberus-gaap:DoubtfulMember2019-12-310000855874us-gaap:DoubtfulMembertcfc:CommercialEquipmentPortfolioSegmentMember2020-12-310000855874us-gaap:DoubtfulMembertcfc:CommercialEquipmentPortfolioSegmentMember2019-12-310000855874tcfc:CommercialPortfolioMemberus-gaap:DoubtfulMember2020-12-310000855874tcfc:CommercialPortfolioMemberus-gaap:DoubtfulMember2019-12-310000855874us-gaap:CommercialPortfolioSegmentMembertcfc:LossMember2020-12-310000855874us-gaap:CommercialPortfolioSegmentMembertcfc:LossMember2019-12-310000855874tcfc:LossMembertcfc:CommercialEquipmentPortfolioSegmentMember2020-12-310000855874tcfc:LossMembertcfc:CommercialEquipmentPortfolioSegmentMember2019-12-310000855874tcfc:CommercialPortfolioMembertcfc:LossMember2020-12-310000855874tcfc:CommercialPortfolioMembertcfc:LossMember2019-12-310000855874tcfc:CommercialPortfolioMember2020-12-310000855874tcfc:CommercialPortfolioMember2019-12-310000855874tcfc:NonCommercialPortfolioSegmentMembertcfc:UnratedMember2020-12-310000855874tcfc:NonCommercialPortfolioSegmentMembertcfc:UnratedMember2019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:UnratedMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:UnratedMember2019-12-310000855874tcfc:UnratedMember2020-12-310000855874tcfc:UnratedMember2019-12-310000855874us-gaap:PassMembertcfc:NonCommercialPortfolioSegmentMember2020-12-310000855874us-gaap:PassMembertcfc:NonCommercialPortfolioSegmentMember2019-12-310000855874us-gaap:PassMembertcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2020-12-310000855874us-gaap:PassMembertcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2019-12-310000855874us-gaap:PassMember2020-12-310000855874us-gaap:PassMember2019-12-310000855874tcfc:NonCommercialPortfolioSegmentMemberus-gaap:SpecialMentionMember2020-12-310000855874tcfc:NonCommercialPortfolioSegmentMemberus-gaap:SpecialMentionMember2019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:SpecialMentionMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:SpecialMentionMember2019-12-310000855874us-gaap:SpecialMentionMember2020-12-310000855874us-gaap:SpecialMentionMember2019-12-310000855874tcfc:NonCommercialPortfolioSegmentMemberus-gaap:SubstandardMember2020-12-310000855874tcfc:NonCommercialPortfolioSegmentMemberus-gaap:SubstandardMember2019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:SubstandardMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:SubstandardMember2019-12-310000855874us-gaap:SubstandardMember2020-12-310000855874us-gaap:SubstandardMember2019-12-310000855874tcfc:NonCommercialPortfolioSegmentMemberus-gaap:DoubtfulMember2020-12-310000855874tcfc:NonCommercialPortfolioSegmentMemberus-gaap:DoubtfulMember2019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:DoubtfulMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMemberus-gaap:DoubtfulMember2019-12-310000855874us-gaap:DoubtfulMember2020-12-310000855874us-gaap:DoubtfulMember2019-12-310000855874tcfc:LossMembertcfc:NonCommercialPortfolioSegmentMember2020-12-310000855874tcfc:LossMembertcfc:NonCommercialPortfolioSegmentMember2019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:LossMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMembertcfc:LossMember2019-12-310000855874tcfc:LossMember2020-12-310000855874tcfc:LossMember2019-12-310000855874tcfc:NonCommercialPortfolioSegmentMember2020-12-310000855874tcfc:NonCommercialPortfolioSegmentMember2019-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2020-12-310000855874tcfc:USSmallBusinessAdministrationPaycheckProtectionProgramLoansMember2019-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMembertcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMember2019-12-310000855874us-gaap:PerformingFinancingReceivableMemberus-gaap:ConsumerPortfolioSegmentMember2020-12-310000855874us-gaap:PerformingFinancingReceivableMemberus-gaap:ConsumerPortfolioSegmentMember2019-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:NonperformingFinancingReceivableMember2020-12-310000855874tcfc:ResidentialFirstMortgagesPortfolioSegmentMemberus-gaap:NonperformingFinancingReceivableMember2019-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:NonperformingFinancingReceivableMember2020-12-310000855874tcfc:HomeEquityAndSecondMortgagesPortfolioSegmentMemberus-gaap:NonperformingFinancingReceivableMember2019-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:NonperformingFinancingReceivableMember2020-12-310000855874us-gaap:ConsumerPortfolioSegmentMemberus-gaap:NonperformingFinancingReceivableMember2019-12-310000855874us-gaap:CommercialLoanMembersrt:MinimumMember2020-01-012020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2019-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2020-01-012020-12-310000855874tcfc:PurchasedCreditImpairmentLoansMember2019-01-012019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:CountyFirstAcquisitionMember2020-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:CountyFirstAcquisitionMember2019-12-310000855874tcfc:CountyFirstAcquisitionMembertcfc:PurchasedCreditImpairmentLoansMember2020-12-310000855874tcfc:CountyFirstAcquisitionMembertcfc:PurchasedCreditImpairmentLoansMember2019-12-310000855874tcfc:CountyFirstAcquisitionMember2020-12-310000855874tcfc:CountyFirstAcquisitionMember2019-12-310000855874tcfc:NonAcquiredMember2020-12-310000855874tcfc:NonAcquiredMember2019-12-310000855874tcfc:NonaccrualLoansWithImpairmentMembertcfc:CountyFirstAcquisitionMember2020-12-310000855874tcfc:CountyFirstAcquisitionMembertcfc:PurchasedCreditImpairmentLoansMember2020-01-012020-12-310000855874tcfc:NonaccrualLoansWithImpairmentMembertcfc:CountyFirstAcquisitionMember2019-12-310000855874tcfc:NonPurchasedCreditImpairmentLoansMembertcfc:CountyFirstAcquisitionMember2019-01-012019-12-310000855874tcfc:CountyFirstAcquisitionMembertcfc:PurchasedCreditImpairmentLoansMember2019-01-012019-12-310000855874tcfc:RelatedPartyLoansMembertcfc:ExecutiveOfficersAndDirectorsMember2019-12-310000855874tcfc:RelatedPartyLoansMembertcfc:ExecutiveOfficersAndDirectorsMember2018-12-310000855874tcfc:RelatedPartyLoansMembertcfc:ExecutiveOfficersAndDirectorsMember2020-01-012020-12-310000855874tcfc:RelatedPartyLoansMembertcfc:ExecutiveOfficersAndDirectorsMember2019-01-012019-12-310000855874tcfc:RelatedPartyLoansMembertcfc:ExecutiveOfficersAndDirectorsMember2020-12-310000855874srt:RestatementAdjustmentMembertcfc:RelatedPartyLoansMembertcfc:ExecutiveOfficersAndDirectorsMember2019-12-310000855874tcfc:CharitableAndCommunityOrganizationstoWhichBankExecutiveOfficesandDirectorsVolunteerMembertcfc:RelatedPartyLoansMember2020-12-310000855874tcfc:CharitableAndCommunityOrganizationstoWhichBankExecutiveOfficesandDirectorsVolunteerMembertcfc:RelatedPartyLoansMember2019-12-310000855874us-gaap:CoreDepositsMembertcfc:CountyFirstBankMember2020-01-012020-12-310000855874us-gaap:CoreDepositsMembertcfc:CountyFirstBankMember2019-01-012019-12-310000855874us-gaap:CoreDepositsMember2020-12-310000855874us-gaap:CoreDepositsMember2019-12-310000855874srt:MinimumMember2020-12-310000855874srt:MinimumMember2019-12-310000855874srt:MaximumMember2020-12-310000855874srt:MaximumMember2019-12-310000855874tcfc:OccupancyExpenseMember2020-01-012020-12-310000855874tcfc:OccupancyExpenseMember2019-01-012019-12-310000855874tcfc:SmallOfficeCondoMember2020-01-012020-12-310000855874tcfc:SmallOfficeCondoMember2019-10-012019-12-310000855874tcfc:DevelopmentProjectMember2019-01-012019-12-310000855874tcfc:ResidentialLotsMember2019-01-012019-12-310000855874us-gaap:CommercialRealEstateMember2020-01-012020-12-310000855874tcfc:ResidentialLotsMember2020-01-012020-12-310000855874us-gaap:CommercialRealEstateMember2019-01-012019-12-310000855874tcfc:CommercialEquipmentMember2019-01-012019-12-310000855874tcfc:ExecutiveOfficersAndDirectorsMember2020-12-310000855874tcfc:ExecutiveOfficersAndDirectorsMember2019-12-310000855874us-gaap:CustomerConcentrationRiskMemberus-gaap:SalesRevenueNetMember2020-01-012020-12-31tcfc:deposit0000855874tcfc:OneCustomerWithDepositsWithCompanyMemberus-gaap:CustomerConcentrationRiskMemberus-gaap:SalesRevenueNetMember2020-12-310000855874tcfc:OneCustomerWithDepositsWithCompanyMemberus-gaap:CustomerConcentrationRiskMemberus-gaap:SalesRevenueNetMember2020-01-012020-12-310000855874us-gaap:CustomerConcentrationRiskMemberus-gaap:SalesRevenueNetMember2019-01-012019-12-310000855874tcfc:OneCustomerWithDepositsWithCompanyMemberus-gaap:CustomerConcentrationRiskMemberus-gaap:SalesRevenueNetMember2019-12-310000855874tcfc:OneCustomerWithDepositsWithCompanyMemberus-gaap:CustomerConcentrationRiskMemberus-gaap:SalesRevenueNetMember2019-01-012019-12-310000855874srt:MaximumMembertcfc:FixedRateMember2020-12-310000855874srt:MaximumMembertcfc:FixedRateConvertibleMember2020-12-310000855874tcfc:FixedRateMembersrt:MinimumMember2020-12-310000855874tcfc:FixedRateConvertibleMembersrt:MinimumMember2020-12-310000855874tcfc:FixedRateMember2020-12-310000855874tcfc:FixedRateConvertibleMember2020-12-310000855874tcfc:FixedRateMember2020-01-012020-12-310000855874tcfc:FixedRateConvertibleMember2020-01-012020-12-310000855874srt:MaximumMembertcfc:FixedRateMember2019-12-310000855874tcfc:FixedRateMembersrt:MinimumMember2019-12-310000855874tcfc:FixedRateMember2019-12-310000855874tcfc:FixedRateMember2019-01-012019-12-310000855874srt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMember2020-01-012020-12-310000855874tcfc:VariableConvertibleMember2020-12-310000855874tcfc:FixedRateConvertibleAdvances0Point79PercentAnd0Point43PercentMaturingIn2030Member2020-01-012020-12-310000855874tcfc:FixedRateConvertibleAdvance0Point79PercentMaturingIn2030Member2020-12-310000855874tcfc:FixedRateConvertibleAdvance0Point43PercentMaturingIn2030Member2020-12-310000855874tcfc:FixedRateAdvanceMaturesIn2019Member2020-01-012020-12-310000855874tcfc:FixedRateAdvanceMaturesIn2020Member2019-01-012019-12-310000855874tcfc:FixedRateAdvanceMaturesIn2020Member2019-12-310000855874tcfc:FixedRateAdvanceMaturesIn2021Member2019-01-012019-12-310000855874tcfc:FixedRateAdvanceMaturesIn2021Member2019-12-310000855874tcfc:FixedRateAdvanceMaturesin2022Member2019-01-012019-12-310000855874tcfc:FixedRateAdvanceMaturesin2022Member2019-12-310000855874tcfc:FixedRateAdvanceMaturesin2024Member2019-01-012019-12-310000855874tcfc:FixedRateAdvanceMaturesin2024Member2019-12-310000855874tcfc:AdvancesAndSecurityAgreementMember2020-01-012020-12-310000855874tcfc:AdvancesAndSecurityAgreementMember2020-12-310000855874tcfc:AdvancesAndSecurityAgreementMember2019-12-310000855874us-gaap:FederalHomeLoanBankBorrowingsMember2020-12-310000855874us-gaap:FederalHomeLoanBankBorrowingsMember2020-01-012020-12-310000855874us-gaap:LetterOfCreditMember2020-12-310000855874us-gaap:FederalHomeLoanBankBorrowingsMember2019-12-310000855874us-gaap:FederalHomeLoanBankBorrowingsMember2019-01-012019-12-310000855874tcfc:BorrowerInCustodyMembertcfc:FederalReserveBankOfRichmondMember2020-12-310000855874tcfc:BorrowerInCustodyMembertcfc:FederalReserveBankOfRichmondMember2019-12-310000855874tcfc:OtherCommercialBanksMember2020-12-310000855874tcfc:OtherCommercialBanksMember2019-12-310000855874tcfc:CreditFacilityWithCommercialBankMember2019-12-310000855874tcfc:BorrowerInCustodyOrUnsecuredAndSecuredCommercialLinesMember2020-12-310000855874tcfc:BorrowerInCustodyOrUnsecuredAndSecuredCommercialLinesMember2019-12-310000855874tcfc:CapitalTrustIIMember2005-06-150000855874us-gaap:LondonInterbankOfferedRateLIBORMembertcfc:CapitalTrustIIMember2020-01-012020-12-310000855874tcfc:CapitalTrustIIMember2005-06-152005-06-150000855874tcfc:CapitalTrustIMember2004-07-220000855874us-gaap:LondonInterbankOfferedRateLIBORMembertcfc:CapitalTrustIMember2020-01-012020-12-310000855874tcfc:CapitalTrustIMember2004-07-222004-07-220000855874us-gaap:SubordinatedDebtMember2015-02-060000855874us-gaap:SubordinatedDebtMember2015-02-062015-02-060000855874us-gaap:PrivatePlacementMember2019-01-012019-12-310000855874us-gaap:PrivatePlacementMember2019-12-3100008558742020-02-150000855874us-gaap:SubordinatedDebtMember2020-02-152020-02-150000855874us-gaap:SubordinatedDebtMember2020-02-150000855874srt:FederalHomeLoanBankOfNewYorkMembertcfc:Fixed4Point75PercentToFloatingRateNotesDue2030Member2020-10-142020-10-140000855874tcfc:Fixed4Point75PercentToFloatingRateNotesDue2030Membersrt:MinimumMember2020-10-1400008558742019-01-012019-01-0100008558742019-01-010000855874tcfc:BankMember2020-12-310000855874tcfc:BankMember2019-12-310000855874us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2019-12-310000855874us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2018-12-310000855874us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2020-01-012020-12-310000855874us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2019-01-012019-12-310000855874us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2020-12-310000855874us-gaap:EmployeeStockOptionMember2019-01-012019-12-310000855874us-gaap:EmployeeStockOptionMember2020-01-012020-12-310000855874tcfc:RestrictedStockRestrictedStockUnitsAndPerformanceStockUnitsMember2020-01-012020-12-310000855874tcfc:RestrictedStockRestrictedStockUnitsAndPerformanceStockUnitsMember2019-01-012019-12-310000855874us-gaap:RestrictedStockMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMemberus-gaap:RestrictedStockMember2020-01-012020-12-310000855874us-gaap:RestrictedStockUnitsRSUMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMemberus-gaap:RestrictedStockUnitsRSUMember2020-01-012020-12-310000855874us-gaap:PerformanceSharesMember2020-01-012020-12-31tcfc:metric0000855874tcfc:RestrictedStockRestrictedStockUnitsAndPerformanceStockUnitsMember2020-12-310000855874tcfc:RestrictedStockRestrictedStockUnitsAndPerformanceStockUnitsMember2019-12-310000855874us-gaap:RestrictedStockMember2019-12-310000855874us-gaap:RestrictedStockUnitsRSUMember2019-12-310000855874us-gaap:PerformanceSharesMember2019-12-310000855874us-gaap:RestrictedStockMember2020-01-012020-12-310000855874us-gaap:RestrictedStockUnitsRSUMember2020-01-012020-12-310000855874us-gaap:RestrictedStockMember2020-12-310000855874us-gaap:RestrictedStockUnitsRSUMember2020-12-310000855874us-gaap:PerformanceSharesMember2020-12-310000855874us-gaap:RestrictedStockMember2018-12-310000855874us-gaap:RestrictedStockUnitsRSUMember2018-12-310000855874us-gaap:PerformanceSharesMember2018-12-310000855874us-gaap:RestrictedStockMember2019-01-012019-12-310000855874us-gaap:RestrictedStockUnitsRSUMember2019-01-012019-12-310000855874us-gaap:PerformanceSharesMember2019-01-012019-12-310000855874tcfc:EmployeeStockOwnershipPlanMember2020-01-012020-12-310000855874tcfc:EmployeeStockOwnershipPlanMember2020-12-310000855874tcfc:EmployeeStockOwnershipPlanMember2019-12-310000855874tcfc:EmployeeStockOwnershipPlanMemberus-gaap:PrimeRateMember2020-01-012020-12-310000855874tcfc:EmployeeStockOwnershipPlanMember2019-01-012019-12-310000855874tcfc:EmployeeStockOwnershipPlanMember2019-01-012019-03-310000855874tcfc:EmployeeStockOwnershipPlanMember2019-07-012019-09-300000855874tcfc:FourZeroOneKPlanMember2020-01-012020-12-310000855874tcfc:FourZeroOneKPlanMember2019-01-012019-12-310000855874tcfc:FourZeroOneKPlanMember2018-01-012018-12-310000855874tcfc:NonqualifiedRetirementPlanForNonEmployeeDirectorsMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMembertcfc:NonqualifiedRetirementPlanForNonEmployeeDirectorsMember2020-01-012020-12-310000855874tcfc:NonqualifiedRetirementPlanForNonEmployeeDirectorsMember2020-12-310000855874tcfc:NonqualifiedRetirementPlanForNonEmployeeDirectorsMember2019-12-310000855874tcfc:NonqualifiedRetirementPlanForNonEmployeeDirectorsMember2020-01-012020-12-310000855874tcfc:IndividualSupplementalRetirementPlansMember2020-01-012020-12-310000855874tcfc:NonqualifiedRetirementPlanForNonEmployeeDirectorsMember2019-01-012019-12-310000855874tcfc:IndividualSupplementalRetirementPlansMember2019-01-012019-12-310000855874srt:DirectorMembertcfc:LegalServicesMember2020-01-012020-12-310000855874srt:DirectorMembertcfc:LegalServicesMember2019-01-012019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMember2020-12-310000855874us-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMember2020-12-310000855874us-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:StudentLoanTrustABSsIssuedByOthersMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel1Membertcfc:StudentLoanTrustABSsIssuedByOthersMember2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMembertcfc:StudentLoanTrustABSsIssuedByOthersMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel3Membertcfc:StudentLoanTrustABSsIssuedByOthersMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMember2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874tcfc:CraInvestmentFundMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Membertcfc:CraInvestmentFundMember2020-12-310000855874tcfc:CraInvestmentFundMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874tcfc:OtherEquitySecuritiesMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Membertcfc:OtherEquitySecuritiesMember2020-12-310000855874tcfc:OtherEquitySecuritiesMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MortgageBackedSecuritiesMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMember2019-12-310000855874us-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMember2019-12-310000855874us-gaap:CollateralizedMortgageObligationsMemberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:AssetBackedSecuritiesIssuedByUsAgenciesMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:AssetBackedSecuritiesIssuedByUsAgenciesMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMembertcfc:AssetBackedSecuritiesIssuedByUsAgenciesMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:AssetBackedSecuritiesIssuedByUsAgenciesMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:ResidentialCollateralizedMortgageObligationIssuedbyPrivateEnterprisesMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:UsGovernmentAgenciesCallableAgencyBondsMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel1Membertcfc:UsGovernmentAgenciesCallableAgencyBondsMember2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMembertcfc:UsGovernmentAgenciesCallableAgencyBondsMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel3Membertcfc:UsGovernmentAgenciesCallableAgencyBondsMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:CertificatesOfDepositMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:CertificatesOfDepositMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:CertificatesOfDepositMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel3Memberus-gaap:CertificatesOfDepositMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMembertcfc:U.S.GovernmentObligationsMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:MunicipalBondsMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsRecurringMember2019-12-310000855874us-gaap:FairValueMeasurementsRecurringMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874tcfc:CraInvestmentFundMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Membertcfc:CraInvestmentFundMember2019-12-310000855874tcfc:CraInvestmentFundMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874tcfc:OtherEquitySecuritiesMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Membertcfc:OtherEquitySecuritiesMember2019-12-310000855874tcfc:OtherEquitySecuritiesMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:FairValueInputsLevel1Member2020-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMember2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialRealEstatePortfolioSegmentMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:CommercialLoanMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:CommercialEquipmentMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:FairValueInputsLevel1Member2019-12-310000855874us-gaap:FairValueInputsLevel2Memberus-gaap:FairValueMeasurementsNonrecurringMember2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874tcfc:LoansWithImpairmentMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874tcfc:LoansWithImpairmentMemberus-gaap:FairValueInputsLevel3Membersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMembertcfc:LoansWithImpairmentMemberus-gaap:FairValueInputsLevel3Member2020-01-012020-12-310000855874tcfc:LoansWithImpairmentMembersrt:WeightedAverageMemberus-gaap:FairValueInputsLevel3Member2020-01-012020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Membersrt:MinimumMember2020-01-012020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembersrt:MaximumMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Member2020-01-012020-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembersrt:WeightedAverageMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Member2020-01-012020-12-310000855874us-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMember2020-12-310000855874us-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMembersrt:MinimumMember2020-01-012020-12-310000855874srt:MaximumMemberus-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMember2020-01-012020-12-310000855874srt:WeightedAverageMemberus-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMember2020-01-012020-12-310000855874tcfc:LoansWithImpairmentMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874tcfc:LoansWithImpairmentMemberus-gaap:FairValueInputsLevel3Membersrt:MinimumMember2019-01-012019-12-310000855874srt:MaximumMembertcfc:LoansWithImpairmentMemberus-gaap:FairValueInputsLevel3Member2019-01-012019-12-310000855874tcfc:LoansWithImpairmentMembersrt:WeightedAverageMemberus-gaap:FairValueInputsLevel3Member2019-01-012019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Member2019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Membersrt:MinimumMember2019-01-012019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembersrt:MaximumMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Member2019-01-012019-12-310000855874us-gaap:FairValueMeasurementsNonrecurringMembersrt:WeightedAverageMembertcfc:PremesisandEquipmentHeldforSaleMemberus-gaap:FairValueInputsLevel3Member2019-01-012019-12-310000855874us-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMember2019-12-310000855874us-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMembersrt:MinimumMember2019-01-012019-12-310000855874srt:MaximumMemberus-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMember2019-01-012019-12-310000855874srt:WeightedAverageMemberus-gaap:FairValueInputsLevel3Membertcfc:OtherRealEstateOwnedMember2019-01-012019-12-310000855874us-gaap:CarryingReportedAmountFairValueDisclosureMember2020-12-310000855874us-gaap:FairValueInputsLevel2Member2020-12-310000855874us-gaap:FairValueInputsLevel3Member2020-12-310000855874us-gaap:CarryingReportedAmountFairValueDisclosureMember2019-12-310000855874us-gaap:FairValueInputsLevel2Member2019-12-310000855874us-gaap:FairValueInputsLevel3Member2019-12-310000855874srt:ParentCompanyMember2020-12-310000855874srt:ParentCompanyMember2019-12-310000855874srt:ParentCompanyMemberus-gaap:SubordinatedDebtMember2020-01-012020-12-310000855874srt:ParentCompanyMemberus-gaap:SubordinatedDebtMember2019-01-012019-12-310000855874srt:ParentCompanyMember2020-01-012020-12-310000855874srt:ParentCompanyMember2019-01-012019-12-310000855874srt:ParentCompanyMember2018-12-31

UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM10-K
(Mark One)
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended December 31, 2020
OR
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from _________ to ________
Commission File No. 001-36094
tcfc-20201231_g1.jpg
THE COMMUNITY FINANCIAL CORPORATION
(Exact Name of Registrant as Specified in Its Charter)
Maryland
52-1652138
(State of Other Jurisdiction of Incorporation or Organization)
(I.R.S. Employer Identification No.)
3035 Leonardtown Road, Waldorf, MD, 20601
(Address of Principal Executive Offices) (Zip Code)
(301) 645-5601
(Registrant’s Telephone Number, Including Area Code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Trading Symbol(s)
Name of each exchange on which registered
Common Stock, par value $.01 per share
TCFC
The NASDAQ Stock Market, LLC
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days. Yes No
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (Section 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes No
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
Large Accelerated Filer
Accelerated Filer
Non-Accelerated Filer
Smaller Reporting Company
Emerging Growth Company
 
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act.
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report.
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act.) Yes No
The aggregate market value of voting stock held by non-affiliates of the registrant was approximately $120.00 million based on the closing price $23.47 per share at which the common stock was sold on the last business day of the Company’s most recently completed second fiscal quarter. For purposes of this calculation only, the shares held by directors, executive officers and the Company’s Employee Stock Ownership Plan of the registrant are deemed to be shares held by affiliates.
The number of shares of Registrant's Common Stock outstanding as of March 1, 2021 was 5,899,656.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Proxy Statement for the 2021 Annual Meeting of Stockholders. (Part III)



TABLE OF CONTENTS

Table of ContentsPage


Table of Contents
FORWARD-LOOKING STATEMENTS
Certain statements contained in this Report may not be based on historical facts and are “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements can generally be identified by the fact that they do not relate strictly to historical or current facts. They often include words like “is optimistic”, “believe,” “expect,” “anticipate,” “estimate” and “intend” or future or conditional verbs such as “will,” “would,” “should,” “could” or “may.” Statements in this report that are not strictly historical are forward-looking and are based upon current expectations that may differ materially from actual results. These forward-looking statements include, without limitation, those relating to the Company’s and Community Bank of the Chesapeake’s future growth and management’s outlook or expectations for revenue, assets, asset quality, profitability, business prospects, net interest margin, non-interest revenue, allowance for loan losses, the level of credit losses from lending, liquidity levels, capital levels, or other future financial or business performance strategies or expectations, and any statements of the plans and objectives of management for future operations products or services, including the expected benefits from, and/or the execution of integration plans relating to the County First acquisition or any other acquisition that we undertake in the future; plans and cost savings regarding branch closings or consolidation; any statement of expectation or belief; projections related to certain financial metrics; and any statement of assumptions underlying the foregoing. These forward-looking statements express management’s current expectations or forecasts of future events, results and conditions, and by their nature are subject to and involve risks and uncertainties that could cause actual results to differ materially from those anticipated by the statements made herein.
Factors that might cause actual results to differ materially from those made in such statements include, but are not limited to: risks, uncertainties and other factors relating to the COVID-19 pandemic, including the length of time that the pandemic continues, the imposition of any shelter in place orders and restrictions on travel, the effect of the pandemic on the general economy and on the businesses of our borrowers and their ability to make payments on their obligations, the remedial actions and stimulus measures adopted by federal, state and local governments, and the inability of employees to work due to illness, quarantine, or government mandates; acquisition integration risks, including potential deposit attrition, higher than expected costs, customer loss, business disruption and the inability to realize benefits and costs savings from, and limit any unexpected liabilities associated with, any business combinations; changes in The Community Financial Corporation or Community Bank of the Chesapeake’s strategy; availability of and costs associated with obtaining adequate and timely sources of liquidity; the ability to maintain credit quality; general business and economic conditions nationally or in the markets that the Company serves could adversely affect, among other things, real estate prices, unemployment levels, the ability of businesses to remain viable and consumer and business confidence, which could lead to decreases in the demand for loans, deposits and other financial services that we provide and increases in loan delinquencies and defaults; changes in interest rates; loss of deposits and loan demand to other financial institutions; substantial changes in financial markets; changes in real estate value and the real estate market; regulatory changes; the impact of impact of government shutdowns or sequestration; the possibility of unforeseen events affecting the industry generally; the effect of the recent presidential election and of legislative or regulatory developments including changes in laws concerning taxes, banking, securities, insurance and other aspects of the financial services industry; the uncertainties associated with newly developed or acquired operations; the outcome of litigation that may arise; market disruptions and other effects of terrorist activities; and the matters described in “Item 1A Risk Factors” in this Annual Report on Form 10-K for the Year Ended December 31, 2020, and in the Company’s other Reports filed with the Securities and Exchange Commission (the “SEC”).
The Company’s forward-looking statements may also be subject to other risks and uncertainties, including those that it may discuss elsewhere in this Report or in its filings with the SEC, accessible on the SEC’s Web site at www.sec.gov. The Company undertakes no obligation to update these forward-looking statements to reflect events or circumstances after the date hereof or to reflect the occurrence of unforeseen events, except as required under the rules and regulations of the SEC.
You are cautioned not to place undue reliance on the forward-looking statements contained in this document in that actual results could differ materially from those indicated in such forward-looking statements, due to a variety of factors. Any forward-looking statement speaks only as of the date of this Report, and we undertake no obligation to update these forward-looking statements to reflect events or circumstances that occur after the date of this Report.
3

Table of Contents
PART I
Item 1. Business
Business
Community Bank of the Chesapeake (the “Bank”) is headquartered in Southern Maryland with 12 branches located in Maryland and Virginia. The Bank is a wholly-owned subsidiary of The Community Financial Corporation (the “Company”). The Company provides a variety of financial services to individuals and businesses through its offices in Southern Maryland and Fredericksburg, Virginia. Its primary deposit products are demand, savings and time deposits, and its primary lending products are commercial and residential mortgage loans, commercial loans, construction and land development loans, home equity and second mortgages and commercial equipment loans.
The Company is a bank holding company organized in 1989 under the laws of the State of Maryland. It owns all the outstanding shares of capital stock of the Bank, a Maryland-chartered commercial bank. The Bank was organized in 1950 as Tri-County Building and Loan Association of Waldorf, a mutual savings and loan association, and in 1986 converted to a federal stock savings bank and adopted the name Tri-County Federal Savings Bank. In 1997, the Bank converted to a Maryland-chartered commercial bank and adopted the name Community Bank of Tri-County. Effective October 18, 2013, Community Bank changed its name to become Community Bank of the Chesapeake. The Company engages in no significant activity other than holding the stock of the Bank and operating the business of the Bank. Accordingly, the information set forth in this 10-K, including financial statements and related data, relates primarily to the Bank and its subsidiaries.
The Company’s income is primarily earned from interest received on our loans and investments. Our primary source of funds for making these loans and investments is our deposits. One of the key measures of our success is our net interest income, or the difference between the income on our interest-earning assets, such as loans and investments, and the expense on our interest-bearing liabilities, such as deposits and borrowings. Another key measure is the spread between the yield we earn on these interest-earning assets and the rate we pay on our interest-bearing liabilities, which is called our net interest spread. In addition to earning interest on our loans and investments, we earn income through fees and other charges to our customers.
Our customer focus is to serve small and medium sized commercial businesses as well as local municipal agencies and not-for-profits. Relationship teams provide customers with specific banker contacts and a support team to address product and service demands. The Bank believes that its ability to offer fast, flexible, local decision-making will continue to attract significant new business relationships. Our structure provides a consistent and superior level of professional service and excelling at customer service is a critical part of our culture. The Bank’s marketing is directed towards increasing its balances of transactional deposit accounts. The Bank believes that increases in these account types will lessen the Bank’s dependence on higher-cost funding, such as certificates of deposit and borrowings.
We also serve our customers through our website: www.cbtc.com. In addition to providing our customers with 24-hour access to their accounts, and information regarding our products and services, hours of service, and locations, the website provides information about the Company for the investment community. In addition, our filings with the SEC (including our annual report on Form 10-K; our quarterly reports on Form 10-Q; and our current reports on Form 8-K), and all amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, are available without charge, and are posted to the Investor Relations portion of our website. The website also provides information regarding our Board of Directors and management team, as well as Board Committee charters and our corporate governance policies. The content of our website is not incorporated by reference into this Annual Report.
The Bank is engaged in the commercial and retail banking business as authorized by the banking statutes of the States of Maryland and Virginia and applicable federal regulations, including the acceptance of deposits, and the origination of loans. The Bank’s deposits are insured up to applicable limits by the Deposit Insurance Fund administered by the Federal Deposit Insurance Corporation (“FDIC”), the Bank’s primary federal regulator.
1

Table of Contents
Market Area
The Bank considers its principal lending and deposit market area to consist of the tri-county area in Southern Maryland and the greater Fredericksburg area in Virginia. As a result of the Bank’s expansion into the greater Fredericksburg market in 2013, Stafford and Spotsylvania Counties have become part of the Bank’s principal lending and deposit market area. Our market area is one of the fastest growing regions in the country and is home to a mix of federal facilities and industrial and high-tech businesses. The Bank’s primary market areas boast a strong median household income, low unemployment and projected population growth better than national averages. Based on information from the U.S. Bureau of Labor Statistics, unemployment rates in the Company’s footprint have historically remained well below the national average.
The presence of several major federal facilities located within the Bank’s footprint and in adjoining counties contribute to economic activity. Major federal facilities include the Patuxent River Naval Air Station in St. Mary’s County, the Indian Head Division, Naval Surface Warfare Center in Charles County and the Naval Surface Warfare–Naval Support Facility in King George County. In addition, there are several major federal facilities located in adjoining markets including Andrews Air Force Base and Defense Intelligence Agency & Defense Intelligence Analysis Center in Prince Georges County, Maryland and the U.S. Marine Base Quantico, Drug Enforcement Administration Quantico facility and Federal Bureau of Investigation Quantico facility in Prince William County, Virginia. These facilities directly employ thousands of local employees and serve as an important contributor to the region’s overall economic health. The economic health of the region, while stabilized by the influence of the federal government, is not solely dependent on this sector.
Competition
The Bank faces strong competition for deposits and loans primarily from other banks and federal and state credit unions located in its market area. There are more than 20 FDIC-insured depository institutions as well as several large credit unions operating in the Bank’s footprint including several large regional and national bank holding companies. The Bank also faces significant competition for deposits from mutual funds, brokerage firms, online Banks, and other financial service companies. The Bank competes for loans by providing competitive rates, flexible terms and personal service, including customer access to senior decision makers. It competes for deposits by offering depositors a variety of account types, convenient office locations and competitive rates. Other services offered include tax deferred retirement programs, brokerage services through an affiliation with Community Wealth Advisors, cash management services and safe deposit boxes. The Bank has used targeted direct mail, print and online advertising and community outreach to increase its market share of deposits, loans and other services in its market area. It provides ongoing training for its staff to provide high-quality service.
Economy
Economic conditions, competition, and the monetary and fiscal policies of the Federal government significantly affect most financial institutions, including the Bank. Lending and deposit activities and fee income generation are influenced by levels of business spending and investment, consumer income, consumer spending and savings, capital market activities, and competition among financial institutions, as well as customer preferences, interest rate conditions and prevailing market rates on competing products in our market areas.
The local economy strengthened and expanded in 2019 and in early 2020. Economic improvement had resulted in many positive economic trends such as low unemployment, high consumer confidence, increased housing development and stable housing prices. Beginning in the second quarter of 2020, and for the balance of the year, the COVID-19 pandemic created uncertainty around sustainable employment, the effects of a remote workplace, the impact of government stimulus, wage growth and the strength of the dollar. Financial markets have reacted with increased volatility caused by heightened uncertainty. Commercial activity and GDP growth have been and continue to be constrained. The Company's results of operations and financial condition have been impacted by the COVID-19 pandemic and could adversely affect the Company's future performance.
In response to the likely effects on the economy of the pandemic, the Federal Open Market Committee reduced the federal funds rate from a target range of 1.50% to 1.75% to a target range of 0% to 0.25% during 2020. The sharp decline in interest rates in 2020 not only reduced interest income on floating-rate commercial loans and liquid interest-earning assets, but it also reduced competitive pressures and depositor expectations concerning deposit interest rates. In 2020, due to a slightly liability-sensitive balance sheet, the Company increased its net interest margin. Net interest margin increased from 3.29% for the three months ended December 31, 2019 to 3.40% for the three months ended December 31, 2020.
2

Table of Contents
Prior to the economic effect of the COVID-19 pandemic, the region’s unemployment rate had remained below the national average for the last several years. Currently, while the region's unemployment rate has increased significantly, it is still below the national average. The presence of federal government agencies, as well as significant government facilities, and the related private sector support for these entities, has led to lower unemployment compared to the nation as a whole. These facilities directly employ thousands of local employees and serve as an important player in the region’s overall economic health. In addition, the Bank’s proximity to Washington DC, Annapolis, Northern Virginia and Prince George County has provided the Bank with additional loan and deposit opportunities. These opportunities have positively impacted the Bank’s organic growth.
The impact of government shutdowns or sequestration is more acutely felt in the Bank’s footprint than in the rest of the United States. In addition to the temporary economic impact to government employees, the Bank’s business customers, which include government contractors that directly support the federal government and small businesses that indirectly support the government and its employees, can be impacted with permanent losses of revenue. A prolonged shutdown or a lack of confidence in the federal government’s ability to fund its operations could have an impact to spending and investments in the Company’s footprint. The economic health of the region, while stabilized by the influence of the federal government, is not solely dependent on this sector. Unemployment rates and household income in the Company’s footprint have historically performed better than the national averages.
Overall, management is encouraged by the strength of our local economy.
Lending Activities
General
The Bank offers a wide variety of real estate and commercial loans. The Bank’s lending activities include commercial real estate loans, loans secured by residential rental property, construction loans, land acquisition and development loans, equipment financing, commercial and consumer loans. Most of the Bank’s customers are residents of or businesses located in the Bank’s market area. The Bank’s primary targets for commercial loans consist of small and medium-sized businesses as well as not-for-profits in Southern Maryland, the Annapolis and Prince George's County areas of Maryland and the greater Fredericksburg area of Virginia. For a description of the risk characteristics of the Bank's loan portfolio segments refer to Note 3 of the Consolidated Financial Statements.
Commercial Real Estate ("CRE") and Other Non-Residential Real Estate Loans
The permanent financing of commercial and other improved real estate projects, including office, medical and professional buildings, retail locations, churches, and other special purpose buildings, is the largest component of the Bank’s loan portfolio. The CRE portfolio includes commercial construction that converts after the completion of construction to permanent financing.
Commercial real estate loans are secured by real property and the leases or businesses that produce income for the real property. The Bank generally limits its exposure to a single borrower to 15% of the Bank’s capital and participates with other lenders on larger projects. Loans secured by commercial real estate are generally limited to 80% of the lower of the appraised value or sales price and have an initial contractual loan amortization period ranging from three to 20 years. Interest rates and payments on these loans typically adjust after an initial fixed-rate period, which is generally between three and ten years. Interest rates and payments on adjustable-rate loans are adjusted to a rate based on the United States Treasury Bill Index, London Interbank Offered Rate ("LIBOR") or other indices. The Company plans to begin transitioning loans referenced to LIBOR to the Secured Overnight Financing Rate ("SOFR") during 2021. The great majority of the Bank’s commercial real estate loans are secured by real estate located in the Bank’s primary market area.
Payments on loans secured by commercial real estate are often dependent on the successful operation of the business or management of the properties. Repayment of such loans may be subject to conditions in the real estate market or the economy. As a result of the greater emphasis that the Bank places on increasing its portfolio of commercial real estate loans, the Bank is increasingly exposed to the risks posed by this type of lending. To monitor cash flows on income properties, the Bank requires borrowers and loan guarantors to provide annual financial statements on commercial real estate loans. In reaching a decision on whether to make a commercial real estate loan, the Bank considers the net operating income of the property, the borrower’s expertise, credit history and profitability, and the value of the underlying property, as well as the borrower’s global cash flows. If a determination is made that there is a potential environmental hazard, the Bank will complete an Environmental Assessment Checklist. If this checklist or the appraisal indicates potential issues, a Phase 1 environmental survey will generally be required.
3

Table of Contents
Residential First Mortgage Loans
Residential first mortgage loans are generally long-term loans, amortized on a monthly or bi-weekly basis, with principal and interest due each payment. These loans are secured by owner-occupied single-family homes. The initial contractual loan payment period for residential loans typically ranges from 10 to 30 years. Residential real estate loans typically remain outstanding for significantly shorter time periods than their contractual terms. Borrowers may refinance or prepay loans at their option, without penalty.
The Bank buys residential first mortgages from other financial institutions. The third-party sources allow the Company to maintain a well-diversified residential portfolio while addressing the credit needs of the communities in its footprint. The Bank’s practice has been to purchase individual residential first mortgage loans as well as the right to service the loans acquired. The Bank generally retains the right to service loans sold for a payment based upon a percentage (generally 0.25% of the outstanding loan balance).
Residential first mortgage loans with loan-to-value ratios in excess of 80% generally carry private mortgage insurance to lower the Bank’s exposure to approximately 80% of the value of the property. The Bank had fewer than 10 loans with private mortgage insurance at December 31, 2020 and 2019. All improved real estate that serves as security for a loan made by the Bank must be insured. Insurance must be maintained through the entire term of the loan and in an amount not less than that amount necessary to pay the Bank’s indebtedness.
Longer-term fixed-rate and adjustable-rate residential mortgage loans are subject to greater interest-rate risk due to term and annual and lifetime limitations on interest rate adjustments. Adjustable mortgages are generally adjustable on one-, three-, five-, and seven-year terms with limitations on upward adjustments per re-pricing period and an upward cap over the life of the loan. There are also credit risks resulting from potential increased costs to the borrower as a result of repricing of adjustable-rate mortgage loans. During periods of rising interest rates, the risk of default on adjustable-rate mortgage loans may increase due to the increasing interest costs to the borrower.  
Residential Rentals
Residential rental mortgage loans are amortizing, with principal and interest due each month. These loans are non-owner-occupied and secured by income-producing 1-4 family units and apartments. The Bank originates both fixed-rate and adjustable-rate residential rental first mortgages. Loans secured by residential rental properties are generally limited to 80% of the lower of the appraised value or sales price at origination and have initial contractual loan payments period ranging from three to 20 years. The primary securities on a residential rental loan are the property and the leases that produce income.
Loans secured by residential rental properties involve greater risks than 1-4 family residential mortgage loans. Although, there are similar risk characteristics shared with commercial real estate loans, the balances for the loans secured by residential rental properties are generally smaller. Payments on loans secured by residential rental properties are dependent on the successful operation of the properties and repayment of these loans may be subject to a greater extent to adverse conditions in the rental real estate market or the economy than similar owner-occupied properties.
Construction and Land Development Loans
The Bank offers loans to home builders for the construction of 1-4 family dwellings. Generally, these loans are secured by the real estate under construction as well as by guarantees of the principals involved. Draws are made upon satisfactory completion of predefined stages of construction. The Bank will typically lend up to 80% of the lower of appraised value or the contract purchase price of the homes to be constructed. In addition, the Bank offers loans to acquire and develop land, as well as loans on undeveloped, subdivided lots for home building by individuals. Bank policy requires that zoning and permits must be in place prior to making development loans. The Bank typically lends up to the lower of 75% of the appraised value or cost. The Bank’s ability to originate residential construction and development loans is heavily dependent on the continued demand for single-family housing in the Bank’s market area.
The Bank’s investment in these loans has declined in recent years as the Bank has deemphasized this product line.
4

Table of Contents
Construction and land development loans are inherently riskier than financing owner-occupied real estate. The Bank’s risk of loss is affected by the accuracy of the initial estimate of the market value of the completed project as well as the accuracy of the cost estimates made to complete the project. In addition, volatility in the real estate market can make it difficult to ensure that the valuation of land associated with these loans is accurate. During the construction phase, a number of factors could result in delays and cost overruns. If the estimate of construction costs proves to be inaccurate, the Bank may be required to advance funds beyond the amount originally committed to permit completion of the development. If the estimate of value proves to be inaccurate, a project’s value might be insufficient to assure full repayment. Construction lending often involves the disbursement of substantial funds with repayment dependent, in part, on the success of the project rather than the ability of the borrower or guarantor to repay principal and interest. If the Bank forecloses on a project, there can be no assurance that the Bank will be able to recover all of the unpaid balance of, and accrued interest on, the loan as well as related foreclosure and holding costs.
Home Equity and Second Mortgage Loans
The Bank has a portfolio of home equity and second mortgage loans. Home equity loans are generally lines of credit and have terms of up to 20 years, variable rates priced at the then current Wall Street Journal prime rate plus a margin, and require an 80% or 90% loan-to-value ratio (including any prior liens), depending on the specific loan program. Second mortgage loans are fixed or variable-rate loans that have original terms between five and 15 years. These products contain a higher risk of default than residential first mortgages as in the event of foreclosure, the first mortgage must be paid off prior to collection of the second mortgage.
Commercial Loans
The Bank offers its customers commercial loan products including term loans, demand loans, and lines of credit. Loans are generally made for terms of five years or less. The Bank offers both fixed-rate and adjustable-rate loans. When making commercial business loans, the Bank considers the financial condition of the borrower, the borrower’s payment history, the projected cash flows of the business, the viability of the industry in which the borrower operates, the value of the collateral, and the borrower’s ability to service the debt from income. These loans are primarily secured by equipment, real property, accounts receivable or other collateral. The availability of funds for the repayment of commercial loans may depend on the success of the business itself. In the case of business failure, collateral would need to be liquidated to provide repayment for the loan. In many cases, the highly specialized nature of collateral would make full recovery from the sale of collateral unlikely.
Consumer Loans
Consumer loans consist of loans secured by automobiles, boats, recreational vehicles and trucks. The Bank also makes home improvement loans and offers both secured and unsecured personal lines of credit. Consumer loans entail greater risk from other loan types due to being secured by rapidly depreciating assets or the reliance on the borrower’s continuing financial stability.
Commercial Equipment Loans
The Bank has an amortizing commercial equipment loan portfolio. These loans consist primarily of fixed-rate, short-term loans collateralized by a commercial customer’s equipment or secured by real property, accounts receivable, or other collateral. When making commercial equipment loans, the Bank considers the same factors it considers when underwriting a commercial business loan. Commercial loans are of higher risk than commercial real estate loans. The availability of funds for the repayment of commercial equipment loans may depend on the success of the business itself. In the case of business failure, collateral would need to be liquidated to provide repayment for the loan. In many cases, the highly specialized nature of collateral equipment would make full recovery from the sale of collateral problematic.
5

Table of Contents
Small Business Administration Payment Protection Program ("SBA PPP")
The U.S. SBA PPP loan was created to address economic hardships resulting from the COVID-19 pandemic. The program is designed to provide a direct incentive for small businesses to keep their workers on the payroll. SBA will forgive loans if all employee retention criteria are met, and the funds are used for eligible expenses. U.S. SBA PPP loans carry a two-or five-year term at a 1% annual interest rate until the loan is either forgiven or paid. No credit issues are anticipated with SBA PPP loans as they are fully guaranteed by the Small Business Administration and the Bank's ALLL does not include an allowance for U.S. SBA PPP loans. Management believes all PPP loans were underwritten in accordance with the program's guidelines. The U.S. SBA PPP guidelines indicate that lenders may rely on certifications of the borrower in order to determine eligibility and to rely on specified documents provided by the borrower to determine qualifying loan amount and eligibility for forgiveness. The guidelines further specify that lenders will be held harmless for a borrowers’ failure to comply with program criteria.
Loan Originations, Purchases and Sales
The Bank solicits loan applications through marketing by commercial loan officers, its branch network, and referrals from customers. Loans are processed and approved according to Bank guidelines. Loan processing functions are generally centralized except for small consumer loans.
Residential mortgages are purchased from third-party providers after reviewing loan documents, underwriting support, and completing other procedures.
Depending on market conditions, residential mortgage loans may be classified with the intent to sell to third parties. The Company sold no residential mortgage loans for the years ended December 31, 2020 and 2019.
To comply with internal and regulatory limits on loans to one borrower, the Bank may sell portions of commercial, commercial real estate and commercial construction loans to other lenders. The Bank may also buy loans or portions of loans from other lenders. The Bank only purchases loans or portions of loans after reviewing loan documents, underwriting support, and completing other procedures. Purchased participation loans are subject to the same regulatory and internal policy requirements as other loans in the Bank’s portfolio.
Loan Approvals, Procedures and Authority
Loan approval authority is established by Board policy. The Credit Risk Committee (“CRC”) of the Board assists the Board in its oversight responsibilities. The Committee reviews the Bank’s credit risk management, including the significant policies, procedures and practices employed to manage credit risk, and provides recommendations to the Board on credit risk.
All loans and loan relationships that exceed the Bank’s in-house lending limit are required to be approved by at least three (3) members of the Bank’s CRC. In addition, the Board of Directors or the CRC approve all loans required to be approved by regulation, such as Regulation O loans or commercial loans to employees. The in-house lending guideline is approved by the Board and is less than the Bank’s legal lending limit.
The Officer’s Loan Committee ("OLC") consists of the following members of the Bank’s executive management; the Chief Executive Officer (“CEO”), President, Chief Business Officers of the Virginia and Maryland markets and the Senior Credit Officer ("SCO"). Three members of the OLC must approve all loans that meet the OLC threshold. Loans that fall below the OLC threshold are approved by the appropriate level of line and credit.
Loans to One Borrower
Under Maryland law, the maximum amount that the Bank is permitted to lend to any one borrower and his or her related interests may generally not exceed 10% of the Bank’s unimpaired capital and surplus, which is defined to include the Bank’s capital, surplus, retained earnings and 100% of its reserve for possible loan losses. Under this authority, the Bank would have been permitted to lend up to $21.0 million to any one borrower at December 31, 2020. By interpretive ruling of the Maryland Commissioner, Maryland banks have the option of lending up to the amount that would be permissible for a national bank, which is generally 15% of unimpaired capital and surplus (defined to include a bank’s total capital for regulatory capital purposes plus any loan loss allowances not included in regulatory capital). Under this formula, the Bank would have been permitted to lend up to $33.0 million to any one borrower at December 31, 2020. At December 31, 2020, the largest amount outstanding and committed to any one borrower and borrower’s related interests was $20.7 million.
6

Table of Contents
Loan Commitments
The Bank does not normally negotiate standby commitments for the construction and purchase of real estate. It has been the Bank’s experience that few commitments expire unfunded. Refer to Note 18 "Commitments and Contingencies" in the consolidated financial statements for more information.
Maturity of Loan Portfolio
See Management's Discussion and Analysis ("MD&A") for information regarding the dollar amount of loans maturing in the Bank’s portfolio based on their contractual terms to maturity as of December 31, 2020.
Asset Classification
Federal regulations require use of an internal asset classification system to report on asset quality. We use an internal asset classification system, substantially consistent with Federal banking regulations, as a part of our credit monitoring system. Federal banking regulations set forth a classification scheme for problem and potential problem assets as “substandard,” “doubtful” or “loss” assets. An asset is considered “substandard” if it is inadequately protected by the current net worth and paying capacity of the obligor or of the collateral pledged, if any. “Substandard” assets include those characterized by the “distinct possibility” that the insured institution will sustain “some loss” if the deficiencies are not corrected. Assets classified as “doubtful” have all of the weaknesses inherent in those classified “substandard” with the added characteristic that the weaknesses present make “collection or liquidation in full,” on the basis of currently existing facts, conditions, and values, “highly questionable and improbable.” Assets classified as “loss” are those considered “uncollectible” and of such little value that their continuance as assets without the establishment of a specific loss reserve is not warranted. Assets that do not currently expose the insured institution to sufficient risk to warrant classification in one of these categories but possess weaknesses are required to be designated “special mention.”
When an insured institution classifies assets as “substandard” or “doubtful,” it is required that a specific valuation allowance for loan losses be established in an amount deemed prudent by management. When an insured institution classifies assets as “loss,” it is required either to establish a specific allowance for losses equal to 100% of the amount of the asset so classified or to charge off such amount. For additional information regarding the Company's credit quality indicators and risk grading scale refer to Notes 1 and 3 of the Consolidated Financial Statements and the discussion in the MD&A.
Delinquencies
The Bank’s collection procedures provide that when a loan is 15 days delinquent, the borrower is contacted, and payment is requested. If the delinquency continues, efforts will be made to contact the delinquent borrower and obtain payment. If these efforts prove unsuccessful, the Bank will pursue appropriate legal action including repossession of the collateral. In certain instances, the Bank will attempt to modify the loan or grant a limited moratorium on loan payments to enable the borrower to reorganize borrower’s financial affairs. For an analysis of past due loans as of December 31, 2020 and 2019, respectively, refer to Note 3 in the Consolidated Financial Statements.
Impaired Loans
A loan is considered impaired when, based on current information and events, it is probable that the Bank will be unable to collect the scheduled payments of principal or interest when due according to the contractual terms of the loan agreement. The Bank individually evaluates substandard classified loans to determine whether a loan is impaired. Classified doubtful and loss loans, loans delinquent 90 days or greater, non-accrual loans and troubled debt restructures (“TDRs”) are generally considered impaired. For additional information regarding the Company's impairment methodology as well as the allowance for loans losses refer to Notes 1 and 3 of the Consolidated Financial Statements and the discussion in the MD&A under Critical Accounting Policies and Asset Quality.
Non-performing Assets
The Bank’s non-performing assets include other real estate owned, non-accrual loans and TDRs. Both non-accrual and TDR loans include loans that are paid current and are performing in accordance with the term of their original or modified contract terms. For a detailed discussion on asset quality see the MD&A.
7

Table of Contents
Investment Activities
The Bank maintains a portfolio of investment securities to provide liquidity as well as a source of earnings. The Bank’s investment securities portfolio consists of asset-backed mortgage-backed (“MBS”) and collateralized mortgage obligations (“CMOs”) and other securities issued by U.S. government agencies and government-sponsored enterprises (“GSEs”), including FNMA and FHLMC. The Bank also has holdings of privately issued mortgage-backed securities, U.S. Treasury obligations, municipal bonds and other equity and debt securities. The Bank is required to maintain investments in the Federal Home Loan Bank based upon levels of borrowings.
The Bank’s investment policy provides that securities that will be held for indefinite periods of time, including securities that will be used as part of the Bank’s asset/liability management strategy and that may be sold in response to changes in interest rates, prepayments and similar factors are classified as AFS and accounted for at fair value. In December 2019, the Company reclassified the HTM investment portfolio to the AFS investment portfolio. The Bank's primary reasons for the reclassification were to better manage interest rate risks and provide additional on-balance sheet liquidity. Management determined that it no longer had the positive intent to hold its investment in securities classified as HTM until maturity and does not intend to hold HTM securities in the future. There were no HTM investments securities at December 31, 2020 and 2019. Certain of the Company’s asset-backed securities are issued by private issuers (defined as an issuer that is not a government or a government-sponsored entity). The Company had no investments in any private issuer’s securities that aggregate to more than 10% of the Company’s equity. For a discussion of investments see the MD&A and Notes 1 and 2 in the Consolidated Financial Statements.
Deposits and Other Sources of Funds
General
The funds needed by the Bank to make loans are primarily generated by deposit accounts solicited from its market area. The Company uses brokered deposits and borrowings to supplement funding when loan growth exceeds core deposit growth and for asset-liability management purposes. Reciprocal deposits are used to maximize FDIC insurance available to our customers. During 2018, revisions to the Federal Deposit Insurance Act determined that reciprocal deposits are core deposits and are not considered brokered deposits unless they exceed 20% of a bank’s liabilities or $5.0 billion.
Deposits
The Bank’s deposit products include savings, money market, demand deposit and time deposit accounts. Products and services for deposit customers include safe deposit boxes, night depositories, cash vaults, automated clearinghouse transactions, wire transfers, ATMs, online and telephone banking, retail and business mobile banking, remote deposit capture, FDIC insured reciprocal deposits, merchant card services, credit monitoring, investment services, positive pay, payroll services, account reconciliation, bill pay, credit cards and lockbox. The Bank is a member of ACCEL, Master Card, Cirrus, Allpoint and Star ATM networks as well as the Bazing online membership discount program. As of December 31, 2020, the Bank operated 14 automated teller machines which includes two stand-alone locations.
For a discussion of deposits, see the MD&A and Notes 1 and 7 in the Consolidated Financial Statements.
Borrowings
Deposits are the primary source of funds for the Bank’s lending and investment activities and for its general business purposes. The Bank uses advances from the FHLB of Atlanta to supplement the supply of funds it may lend and to meet deposit withdrawal requirements. Advances from the FHLB are secured by the Bank’s stock in the FHLB, a portion of the Bank’s loan portfolio and certain investments. Generally, the Bank’s ability to borrow from the FHLB of Atlanta is limited by its available collateral and also by an overall limitation of 30% of assets. Further, short-term credit facilities are available at the Federal Reserve Bank of Richmond and commercial banks. Long-term debt consists of adjustable-rate advances with rates based upon LIBOR (or SOFR), fixed-rate advances, and convertible advances. In addition, during 2020 the Bank added the Federal Reserve Bank's Paycheck Protection Program Liquidity Facility ("PPPLF") to provide liquidity support, if needed, to fund U.S. SBA PPP loans.
For a discussion of borrowing, see the MD&A and Notes 1, 8, 9 and 10 in the Consolidated Financial Statements.
8

Table of Contents
Subsidiary Activities
The Company has two direct subsidiaries other than the Bank. In July 2004, Tri-County Capital Trust I was established as a statutory trust under Delaware law as a wholly-owned subsidiary of the Company to issue trust preferred securities. Tri-County Capital Trust I issued $7.0 million of trust preferred securities on July 22, 2004. In June 2005, Tri-County Capital Trust II was also established as a statutory trust under Delaware law as a wholly-owned subsidiary of the Company to issue trust preferred securities. Tri-County Capital Trust II issued $5.0 million of trust preferred securities on June 15, 2005. For more information regarding these entities, see Note 9 in the Consolidated Financial Statements.
The Bank has one direct subsidiary, Community Mortgage Corporation of Tri-County, that is currently inactive. This corporation was formed in April 1997 as a wholly-owned subsidiary of the Bank to offer mortgage banking, brokerage, and other services to the public.
Human Capital
Our Mission and Culture
Community Bank’s mission is to exceed the expectations of our community, today and tomorrow. The Bank’s corporate culture is defined by core values which include integrity, accountability, professionalism, diversity, community-focused and communicative. We value our employees by investing in competitive compensation and benefit packages and fostering a team environment centered on professional service and open communication. Attracting, retaining and developing qualified, engaged employees who embody these values are crucial to the success of the Bank and Company.We believe that relations with our employees are good.
Employee Demographics
As of December 31, 2020, Community Bank employed 191 full and part time employees (189 full time equivalent employees) of which approximately 76% were women. Minorities represented approximately 22% of the Bank’s workforce. The Bank’s employees were not represented by a collective bargaining agreement.
The Company has no employees and reimburses the Bank for estimated expenses, including an allocation of salaries and benefits.
Diversity and Inclusion
We are committed to building a diverse workforce and an inclusive work environment which are supported by our culture and values. We strive to attract and retain employees with diverse characteristics, backgrounds and perspectives, which inspires our team to achieve more creative and innovative solutions for our customers. With a commitment to equality, inclusion and workplace diversity, we focus on understanding, accepting, and valuing the differences between people. Our commitment to equal employment opportunities is demonstrated through an affirmative action plan which includes annual compensation analyses, ongoing reviews of our selection and hiring practices and an annual review of our plan to ensure we build and maintain a diverse workforce.
Compensation and Benefits
The Bank’s compensation and benefits package is designed to attract and retain a talented workforce. The Bank’s minimum wage for entry level positions is $15.00 per hour. In addition to salaries, benefits include a 401(k) plan with an employer matching contribution, an employee stock ownership plan, medical insurance benefits, paid short-term and long-term disability and life insurance, flexible spending accounts, tuition reimbursement, wellness benefits, paid time off, family leave and an employee assistance program.
9

Table of Contents
Professional Development
The Bank invests in the growth of its employees by providing access to professional development and continuing education courses and seminars that are relevant to the banking industry and their job function within the Company. We offer our employees the opportunity to participate in various professional and leadership development programs. On-demand training opportunities include a variety of industry, technical, professional, business development, leadership and regulatory topics. Training to communicate the Bank’s culture, behavioral standards and expectations to employees is an important part of our training program.
Employee Health and Safety
The safety, health and wellness of our employees is a top priority. The COVID-19 pandemic presented unique challenges to maintain employee safety while continuing successful operations. To support our employees and customers during this time the Bank developed a pandemic response plan which established a phased approach for operating in the pandemic environment. The Bank greatly expanded remote work, established employee engagement and feedback initiatives to understand and respond to employee needs and concerns, broadened benefit offerings and established safety protocols regarding cleaning, personal hygiene and physical distancing to minimize the spread of illness in our work environments. The Bank did not furlough or lay-off any employees as a result of the pandemic.
Supervision and Regulation
Regulation of the Company
General
As a bank holding company, the Company is subject to regulation, examination and supervision by the Federal Reserve Board under the Bank Holding Company Act of 1956, as amended (the “BHCA”), and the regulations of the Federal Reserve Board. The Federal Reserve Board also has enforcement authority over bank holding companies, including the ability to assess civil money penalties, to issue cease and desist or removal orders, and to require that a bank holding company divest subsidiaries (including its bank subsidiaries). In general, enforcement actions may be initiated for violations of law and regulations and unsafe or unsound practices.
The following discussion summarizes certain of the regulations applicable to the Company but does not purport to be a complete description of such regulations and is qualified in its entirety by reference to the actual laws and regulations involved.
Acquisition of Control
A bank holding company, with certain exceptions, must obtain Federal Reserve Board approval before (1) acquiring ownership or control of another bank or bank holding company if it would own or control more than 5% of the voting shares of such bank or bank holding company (2) acquiring all or substantially all of the assets of another bank or bank holding company; or (3) merging with another bank holding company. In evaluating such application, the Federal Reserve Board considers factors such as the financial condition and managerial resources of the companies involved, the convenience and needs of the communities to be served and competitive factors. Federal law provides that no person may acquire “control” of a bank holding company or insured bank without the approval of the appropriate federal regulator. Control is defined to mean direct or indirect ownership, control of 25% or more of any class of voting stock, control of the election of a majority of the bank’s directors or a determination by the Federal Reserve Board that the acquirer has or would have the power to exercise a controlling influence over the management or policies of the institution.
The Maryland Financial Institutions Code additionally prohibits any person from acquiring more than 10% of the outstanding shares of any class of securities of a bank or bank holding company or electing a majority of the directors or directing the management or policies of any such entity, without the prior approval of the Commissioner. The Commissioner may deny approval of the acquisition if the Commissioner determines it to be anti-competitive or to threaten the safety or soundness of a banking institution.
10

Table of Contents
Permissible Activities
A bank holding company is limited in its activities to banking, managing or controlling banks, or providing services for its subsidiaries. Other permitted non-bank activities have been identified as closely related to banking. Bank holding companies that are “well capitalized” and “well managed” and whose financial institution subsidiaries have satisfactory Community Reinvestment Act records can elect to become “financial holding companies,” which are permitted to engage in a broader range of financial activities than are permitted to bank holding companies. The Company has not opted to become a financial holding company.
The Federal Reserve Board has the power to order a holding company or its subsidiaries to terminate any activity, or to terminate its ownership or control of any subsidiary, when it has reasonable cause to believe that the continuation of such activity or such ownership or control constitutes a serious risk to the financial safety, soundness or stability of any bank subsidiary of that holding company.
The Maryland Financial Institutions Code provides that no bank holding company may acquire a Maryland bank holding company or a Maryland bank without the approval of the Commissioner. The Commissioner may deny approval of an application if the acquisition may (1) be detrimental to the safety and soundness of the Maryland bank holding company or Maryland bank to be acquired or (2) result in undue concentration of resources or a substantial reduction of competition in the state.
The Maryland Financial Institutions Code additionally prohibits any person from acquiring more than 25% of the outstanding voting shares of any class of securities of a Maryland bank or Maryland bank holding company, or directing the management or policies of any such entity, without the prior approval of the Commissioner. The Commissioner may deny approval of the acquisition if the Commissioner determines it to be anti-competitive or to threaten the safety or soundness of a banking institution.
Dividend
The Federal Reserve Board has the power to prohibit dividends by bank holding companies if their actions constitute unsafe or unsound practices. The Federal Reserve Board has issued a policy statement on the payment of cash dividends by bank holding companies, which expresses the Federal Reserve Board’s view that a bank holding company should pay cash dividends only to the extent that the company’s net income for the past year is sufficient to cover both the cash dividends and a prospective rate of earnings retention that is consistent with the company’s capital needs, asset quality and overall financial condition. The Federal Reserve Board also indicated that it would be inappropriate for a bank holding company experiencing serious financial problems or that has inadequate capital to borrow funds to pay dividends. Under the prompt corrective action regulations adopted by the Federal Reserve Board, the Federal Reserve Board may prohibit a bank holding company from paying any dividends if the holding company’s bank subsidiary is classified as “undercapitalized.” See “Regulation of the Bank – Capital Adequacy.”
Sources of Strength
The Dodd-Frank Act codified the source of strength doctrine requiring bank holding companies to serve as a source of strength for their depository subsidiaries, by providing capital, liquidity and other support in times of financial stress.
Stock Repurchases
A bank holding company is generally is required to give the Federal Reserve Board prior written notice of any purchase or redemption of its outstanding equity securities if the gross consideration for the purchase or redemption, when combined with the net consideration paid for all such purchases or redemptions during the preceding 12 months, is equal to 10% or more of the Company’s consolidated net worth. The Federal Reserve Board may disapprove such a purchase or redemption. This requirement does not apply to bank holding companies that are “well capitalized,” “well-managed” and are not the subject of any unresolved supervisory issues.
11

Table of Contents
Capital Requirement
The Dodd-Frank Act required the Federal Reserve Board to promulgate consolidated capital requirements for depository institution holding companies that are no less stringent, both quantitatively and in terms of components of capital, than those applicable to institutions themselves. Consolidated regulatory capital requirements identical to those applicable to the subsidiary banks apply to bank holding companies; as is the case with institutions themselves, the capital conservation buffer was phased in between 2016 and 2019. However, the Federal Reserve Board has provided a “small bank holding company” exception to its consolidated capital requirements, and legislation and the related issuance of regulations by the Federal Reserve Board has increased the threshold for the exception to $3.0 billion. As a result, the Company will not be subject to the capital requirement until such time as its consolidated assets exceed $3.0 billion.
Regulation of the Bank
General
The Bank is a Maryland commercial bank and its deposit accounts are insured by the Deposit Insurance Fund of the Federal Deposit Insurance Corporation (“FDIC”). The Bank is subject to supervision, examination and regulation by the Commissioner of Financial Regulation of the State of Maryland (the “Commissioner”) and the FDIC.
The Dodd-Frank Act established the Consumer Financial Protection Bureau (“CFPB”) as an independent bureau of the Federal Reserve System. The CFPB assumed responsibility for implementing federal consumer financial protection and fair lending laws and regulations, a function formerly handled by federal bank regulatory agencies. However, institutions of less than $10 billion, such as the Bank, will continue to be examined for compliance with consumer protection or fair lending laws and regulations by, and be subject to enforcement authority of their primary federal regulators.
The following discussion summarizes regulations applicable to the Bank but does not purport to be a complete description of such regulations and is qualified in its entirety by reference to the actual laws and regulations involved.
Capital Adequacy
Federal regulations require FDIC-insured depository institutions to meet several minimum capital standards: a common equity Tier 1 capital to risk-based assets ratio of 4.5%, a Tier 1 capital to risk-based assets ratio of 6%, a total capital to risk-based assets ratio of 8%, and a Tier 1 capital to average assets leverage ratio of 4%.
For purposes of the regulatory capital requirements, common equity Tier 1 capital is generally defined as common stockholders’ equity and retained earnings. Tier 1 capital is generally defined as common equity Tier 1 and additional Tier 1 capital. Additional Tier 1 capital includes certain noncumulative perpetual preferred stock and related surplus and minority interests in equity accounts of consolidated subsidiaries. Total capital includes Tier 1 capital (common equity Tier 1 capital plus additional Tier 1 capital) and Tier 2 capital. Tier 2 capital contains capital instruments and related surplus, meeting specified requirements, and may include cumulative preferred stock and long-term perpetual preferred stock, mandatory convertible securities, intermediate preferred stock and subordinated debt. Also included in Tier 2 capital is the allowance for loan and lease losses limited to a maximum of 1.25% of risk-weighted assets and, for institutions that made such an election regarding the treatment of accumulated other comprehensive income “AOCI”), up to 45% of net unrealized gains on available-for-sale equity securities with readily determinable fair market values. Institutions that have not exercised the AOCI opt-out have AOCI incorporated into common equity Tier 1 capital (including unrealized gains and losses on available-for-sale-securities). The Bank exercised the opt-out and therefore does not include AOCI in its regulatory capital determinations. Calculation of all types of regulatory capital is subject to deductions and adjustments specified in the regulations.
In determining the amount of risk-weighted assets for purposes of calculating risk-based capital ratios, all assets, including certain off-balance sheet assets (such as recourse obligations, direct credit substitutes, residual interests) are multiplied by a risk weight factor assigned by the regulations based on the risks believed inherent in the type of asset. Higher levels of capital are required for asset categories believed to present greater risk. For example, a risk weight of 0% is assigned to cash and U.S. government securities, a risk weight of 50% is generally assigned to prudently underwritten first lien 1-4 family residential mortgages, a risk weight of 100% is assigned to commercial and consumer loans, a risk weight of 150% is assigned to certain past due loans and a risk weight of between 0% to 600% is assigned to permissible equity interests, depending on certain specified factors.
12

Table of Contents
In addition to establishing the minimum regulatory capital requirements, the regulations limit capital distributions and certain discretionary bonus payments to management if the institution does not hold a “capital conservation buffer” consisting of 2.5% of common equity Tier 1 capital to risk-weighted asset above the amount necessary to meet its minimum risk-based capital requirements. The capital conservation buffer requirement began being phased in starting on January 1, 2016 at 0.625% of risk-weighted assets and increased each year until fully implemented at 2.5% on January 1, 2019. At December 31, 2020, the Bank exceeded the fully phased in regulatory requirement for the capital conservation buffer.
The Economic Growth, Regulatory Relief, and Consumer Protection Act enacted in May 2018 required the federal banking agencies, including the Federal Deposit Insurance Corporation, to establish for banks with assets of less than $10 billion of assets a community bank leverage ratio (the ratio of a bank’s tangible equity capital to average total consolidated assets) of 8% to 10%. A qualifying community bank with capital meeting the specified requirements (including off balance sheet exposures of 25% or less of total assets and trading assets and liabilities of 5% or less of total assets) and electing to follow the alternative framework is considered to meet all applicable regulatory capital requirements including the risk-based requirements. The community bank leverage ratio was established at 9% Tier 1 capital to total average assets, effective January 1, 2020. A qualifying bank may opt in and out of the community bank leverage ratio framework on its quarterly call report. A bank that ceases to meet any qualifying criteria is provided with a two-quarter grace period to comply with the community bank leverage ratio requirements or the general capital regulations by the federal regulators. In addition, Section 4012 of the Coronavirus Aid, Relief and Economic Security Act of 2020 required that the community bank leverage ratio be temporarily lowered to 8%. The federal regulators issued a rule making the lower ratio effective April 23, 2020. The rules also established a two-quarter grace period for a qualifying community bank whose leverage ratio falls below the 8% community bank leverage ratio requirement so long as the bank maintains a leverage ratio of 7% or greater. Another rule was issued providing for the transition back to the 9% community bank leverage ratio, increasing the ratio to 8.5% for calendar year 2021 and to 9% thereafter. The Bank has not elected to utilize the community bank leverage ratio alternative reporting framework.
Prompt Corrective Regulatory Action
Federal law requires, among other things, that federal bank regulatory authorities take “prompt corrective action” with respect to institutions that do not meet minimum capital requirements. For such purposes, the law establishes five capital tiers: well capitalized, adequately capitalized, undercapitalized, significantly undercapitalized, and critically undercapitalized.
An institution is deemed to be “well capitalized” if it has a total risk-based capital ratio of 10% or greater, a Tier 1 risk-based capital ratio of 8% or greater, a common equity Tier 1 risk-based capital ratio of 6.5% or greater, and a leverage capital ratio of 5% or greater, and is not subject to a regulatory order, agreement, or directive to meet and maintain a specific capital level for any capital measure. An institution is deemed to be “adequately capitalized” if it has a total risk-based capital ratio of 8% or greater, a Tier 1 risk-based capital ratio of 6% or greater, a common equity Tier 1 risk-based capital ratio of 4.5% or greater and generally a leverage capital ratio of 4% or greater. An institution is deemed to be “undercapitalized” if it has a total risk-based capital ratio of less than 8%, a Tier 1 risk-based capital ratio of less than 6%, a common equity Tier 1 risk-based capital ratio of less than 4.5% or generally a leverage capital ratio of less than 4%. An institution is deemed to be “significantly undercapitalized” if it has a total risk-based capital ratio of less than 6%, a Tier 1 risk-based capital ratio of less than 4%, a common equity Tier 1 risk-based capital ratio of less than 3% or a leverage capital ratio of less than 3%. An institution is deemed to be “critically undercapitalized” if it has a ratio of tangible equity (as defined in the regulations) to total assets that is equal to or less than 2%.
“Undercapitalized” institutions are subject to growth, capital distribution (including dividend), and other limitations, and are required to submit a capital restoration plan. An institution’s compliance with such a plan is required to be guaranteed by any company that controls the undercapitalized institution in an amount equal to the lesser of 5% of the bank’s total assets when deemed undercapitalized or the amount necessary to achieve the status of adequately capitalized. If an undercapitalized institution fails to submit an acceptable plan, it is treated as if it is “significantly undercapitalized.” Significantly undercapitalized institutions are subject to one or more additional restrictions including, but not limited to, a regulatory order requiring them to sell sufficient voting stock to become adequately capitalized; requirements to reduce total assets, cease receipt of deposits from correspondent banks, or dismiss directors or officers; and restrictions on interest rates paid on deposits, compensation of executive officers, and capital distributions by the parent holding company.
Beginning 60 days after becoming “critically undercapitalized,” critically undercapitalized institutions also may not make any payment of principal or interest on certain subordinated debt, extend credit for a highly leveraged transaction, or enter into any material transaction outside the ordinary course of business. In addition, subject to a narrow exception, the appointment of a receiver is required for a critically undercapitalized institution within 270 days after it obtains such status.
13

Table of Contents
Branching
Maryland law provides that, with the approval of the Commissioner, Maryland banks may establish branches within Maryland and may establish branches in other states by any means permitted by the laws of such state or by federal law. The FDIC may approve interstate branching by merger in any state that did not opt out and de novo in states that specifically allow for such branching.
Dividend Limitations
Maryland banks may only pay cash dividends from undivided profits or, with the prior approval of the Commissioner, their surplus in excess of 100% of required capital stock. Maryland banks may not declare a stock dividend unless their surplus, after the increase in capital stock, is equal to at least 20% of the outstanding capital stock as increased. If the surplus of the bank, after the increase in capital stock, is less than 100% of its capital stock as increased, the commercial bank must annually transfer to surplus at least 10% of its net earnings until the surplus is 100% of its capital stock as increased.
Insurance of Deposit Accounts
The Bank’s deposits are insured up to applicable limits by the Deposit Insurance Fund of the FDIC. The deposit insurance per account owner is currently $250,000.
Under the FDIC risk-based assessment system, insured institutions are assigned to one of four risk categories based on supervisory evaluations, regulatory capital levels and certain other factors, with less risky institutions paying lower assessments. The initial base assessment rate ranges from three to 30 basis points depending on the assessment category. The rate schedules will automatically adjust in the future when the Deposit Insurance Fund reaches certain milestones. No institution may pay a dividend if in default of the federal deposit insurance assessment.
Insurance of deposits may be terminated by the FDIC upon a finding that the institution has engaged in unsafe or unsound practices, is in an unsafe or unsound condition to continue operations or has violated any applicable law, regulation, rule, order or condition imposed by the FDIC or its prudential banking regulator. The management of the Bank does not know of any practice, condition or violation that might lead to termination of deposit insurance.
Pursuant to the FDIC’s examination policies, the Bank is required to actively monitor large deposit relationships and concentration risks. This includes monitoring deposit concentrations and maintaining fund management policies and strategies that take into account potentially volatile concentrations and significant deposits that mature simultaneously. The FDIC defines a large depositor as a customer or entity that owns or controls 2% or more of the Bank’s total deposits. Examiners are charged with considering the overall relationship between customers and the institution when assessing the volatility of large deposits, and key considerations include potential cash flow fluctuations, pledging requirements, affiliated relationships, and the narrow interest spreads that may be associated with large deposits.
Reserve Requirements
Under federal regulations, the Bank is required to maintain non-interest earning reserves against transaction accounts (primarily Negotiable Order of Withdrawal ("NOW") and regular checking accounts) require that the amounts be adjusted annually. Initially, for 2020: (i) a 3% reserve ratio was assessed on net transaction accounts up to and including $127.5 million; and (ii) a 10% reserve ratio was applied above $127.5 million with the first $16.9 million of otherwise reservable balances (subject to adjustments by the Federal Reserve Board) exempted from the reserve requirements. However, on March 15, 2020, the Federal Reserve Board reduced the reserve requirement to 0% effective as of March 26, 2020, which eliminated reserve requirements for all depository institutions.
Transactions with Affiliates
The Bank, as a state nonmember bank, is limited in the amount of “covered transactions” with any affiliate. Covered transactions must also be on terms substantially the same, or at least as favorable, to the Bank or subsidiary as those provided to a non-affiliate. The term “covered transaction” includes the making of loans, purchase of assets, issuance of a guarantee and similar types of transactions. Certain covered transactions, such as loans to affiliates, must meet collateral requirements. At December 31, 2020, we had no transactions with affiliates.
14

Table of Contents
Loans to directors, executive officers and principal stockholders of a state nonmember bank must be made on substantially the same terms as those prevailing for comparable transactions with persons who are not executive officers, directors, principal stockholders or employees of the bank. Loans to any executive officer, director and principal stockholder together with all other outstanding loans to such person and affiliated interests generally may not exceed 15% of the Bank’s unimpaired capital and surplus and all loans to such persons may not exceed the institution’s unimpaired capital and unimpaired surplus. Loans to directors, executive officers and principal stockholders, and their respective affiliates, in excess of the greater of $25,000 or 5% of capital and surplus, or any loans cumulatively aggregating $500,000 or more, must be approved in advance by a majority of the board of directors of the Bank with any “interested” director not participating in the voting. State nonmember banks are prohibited from paying the overdrafts of any of their executive officers or directors unless payment is made pursuant to a written, pre-authorized interest-bearing extension of credit plan that specifies a method of repayment or transfer of funds from another account at the Bank. In addition, loans to executive officers may not be made on terms more favorable than those afforded other borrowers and are restricted as to type, amount and terms of credit.
Enforcement
The Commissioner has enforcement authority over Maryland banks. This includes the ability to issue cease and desist orders and civil money penalties and to remove directors or officers. The Commissioner may also take possession of a Maryland bank whose capital is impaired and seek to have a receiver appointed by a court. The FDIC has primary federal enforcement responsibility over state banks under its jurisdiction, including the authority to bring enforcement action against all “institution-related parties,” including stockholders, and any attorneys, appraisers and accountants who knowingly or recklessly participate in wrongful action likely to have an adverse effect on an institution. Formal enforcement action may range from the assessment of civil money penalties (or criminal penalties, in cases of financial institution crimes), the issuance of capital directive or a cease-and-desist order for the removal of officers and/or directors, receivership, conservatorship or termination of deposit insurance.
Other Regulations
The Bank’s operations are also subject to federal laws applicable to credit transactions, including the:
Truth-In-Lending Act, governing disclosures of credit terms to consumer borrowers;
Real Estate Settlement Procedures Act, requiring that borrowers for mortgage loans for 1-4 family residential real estate receive various disclosures, including good faith estimates of settlement costs, lender servicing and escrow account practices, and prohibiting certain practices that increase the cost of settlement services;
Bank Secrecy Act of 1970, requiring financial institutions to assist U.S. government agencies to detect and prevent money laundering;
Home Mortgage Disclosure Act of 1975, requiring financial institutions to provide information to enable the public and public officials to determine whether a financial institution is fulfilling its obligation to help meet the housing needs of the community it serves;
Equal Credit Opportunity Act, prohibiting discrimination on the basis of race, creed or other prohibited factors in extending credit;
Fair Credit Reporting Act of 1978, governing the use and provision of information to credit reporting agencies; and
Fair Debt Collection Act, governing the manner in which consumer debts may be collected by collection agencies; and rules and regulations of the various federal agencies charged with the responsibility of implementing such federal laws.
The operations of the Bank also are subject to laws such as the:
Right to Financial Privacy Act, which imposes a duty to maintain confidentiality of consumer financial records and prescribes procedures for complying with administrative subpoenas of financial records;
Electronic Funds Transfer Act and Regulation E promulgated thereunder, which govern automatic deposits to and withdrawals from deposit accounts and customers’ rights and liabilities arising from the use of automated teller machines and other electronic banking services; and
Check Clearing for the 21st Century Act (also known as “Check 21”), which gives “substitute checks,” such as digital check images and copies made from that image, the same legal standing as the original paper check. 
15

Table of Contents
Gramm-Leach-Bliley Act privacy statute which requires each depository institution to disclose its privacy policy, identify parties with whom certain nonpublic customer information is shared and provide customers with certain rights to “opt out” of disclosure to certain third parties;
Title III of The Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001 (referred to as the “USA PATRIOT Act”), which significantly expands the responsibilities of financial institutions in preventing the use of the United States financial system to fund terrorist activities. Among other things, the USA PATRIOT Act and the related regulations requires banks operating in the United States to develop anti-money laundering compliance programs, due diligence policies and controls to facilitate the detection and reporting of money laundering;
The Fair and Accurate Reporting Act of 2003, as an amendment to the Fair Credit Reporting Act, as noted previously, which includes provisions to help reduce identity theft by providing procedures for the identification, detection, and response to patterns, practices, or specific activities—known as “red flags”; and
Truth in Savings Act, which establishes the requirement for clear and uniform disclosure of terms and conditions regarding deposit interest and fees to help promote economic stability, competition between depository institutions, and allow the consumer to make informed decisions.
16

Table of Contents
Item 1A. Risk Factors
Risks
An investment in shares of our common stock involves various risks. Our business, financial condition and results of operations could be harmed by any of the following risks or by other risks that have not been identified or that we may believe are immaterial or unlikely. The value or market price of our common stock could decline due to any of these risks, and you may lose all or part of your investment. The risks discussed below also include forward-looking statements, and our actual results may differ substantially from those discussed in these forward-looking statements.
Risks Related to the COVID-19 Pandemic
The widespread outbreak of COVID-19 has adversely affected, and will likely continue to adversely affect, our business, financial condition, and results of operations. The longer the pandemic persists, the more material the ultimate effects are likely to be.
The COVID-19 pandemic continues to negatively impact economic and commercial activity and financial markets, both globally and within the United States. Early in the pandemic, stay-at-home orders, travel restrictions and closure of non-essential businesses resulted in significant business and operational disruptions, including business closures, supply chain disruptions, and mass layoffs and furloughs. Though these early restrictions have generally been lifted or eased, continuing capacity restrictions and health and safety recommendations that discourage travel and encourage continued physical distancing and teleworking have limited the ability of businesses to return to pre-pandemic levels of activity and employment.
The pandemic has adversely impacted and is likely to further adversely impact our workforce and operations and the operations of our borrowers, customers and business partners. To date, the pandemic has:
caused some of our borrowers to be unable to meet existing payment obligations, particularly those borrowers disproportionately affected by business shutdowns and travel restrictions, such as those operating in the hotel, restaurant and retail industries;
required that we significantly increase the allowance for loan losses, which adversely impacted net income in 2020; and
caused changes in consumer and business spending, borrowing and saving habits, which has affected the demand for loans and other products and services we offer, as well as the creditworthiness of potential and current borrowers.
As a result of the pandemic, we may experience financial losses due to a number of operational factors impacting us or our borrowers, customers or business partners, including but not limited to the following:
Demand for our products and services may decline, making it difficult to grow assets and income;
Credit losses resulting from financial stress being experienced by our borrowers and related governmental actions, particularly in the hospitality, energy, retail and restaurant industries, but across other industries as well;
Continued high levels of unemployment would likely result in loan delinquencies, problem assets, and foreclosures may increase, and increased charge-offs;
Value of collateral for loans may decline, especially real estate, which could cause loan losses to increase;
Our allowance for loan losses may need to be increased, particularly if our borrowers experience financial difficulties beyond forbearance periods, which will adversely affect our net income;
Net worth and liquidity of loan guarantors may decline, impairing their ability to honor commitments to us;
As the result of the decline in the Federal Reserve Board’s target federal funds rate, the yield on our assets may decline to a greater extent than the decline in our cost of interest-bearing liabilities, reducing our net interest margin and spread and reducing net income;
A reduction in our quarterly cash dividend due to a material decrease in net income;
Operational failures due to changes in our normal business practices necessitated by the pandemic and related governmental actions;
17

Table of Contents
Reduced availability, productivity or loss of our employees or key executive officers;
Increased cyber and payment fraud risk, as cybercriminals attempt to take advantage of increased online and remote activity;
Prolonged weakness in economic conditions resulting in a reduction of future projected earnings could result in our recording a valuation allowance against our current outstanding deferred tax assets;
The inability of third party vendors to provide critical services due to the pandemic could have an adverse effect on us; and
Federal Deposit Insurance Corporation premiums may increase if the agency experiences additional resolution costs.
The longer the pandemic persists, the more pronounced the ultimate effects are likely to be. The extent to which the COVID-19 pandemic will ultimately affect our business is unknown and will depend, among other things, on the duration of the pandemic, the actions undertaken by national, state and local governments and health officials to contain the virus or mitigate its effects, the safety and effectiveness of the vaccines that have been developed and the ability of pharmaceutical companies and governments to manufacture and distribute those vaccines, and how quickly and to what extent economic conditions improve and normal business and operating conditions resume.
We have granted payment deferrals to borrowers that have experienced financial hardship due to COVID-19, and if those borrowers are unable to resume making payments we will experience an increase in non-accrual loans, which could adversely affect our earnings and financial condition.
In keeping with regulatory guidance to work with borrowers during this unprecedented situation and as outlined in the CARES Act and subsequent legislation and regulatory guidance, we offered payment deferral programs for our business and individual customers who were adversely affected by the pandemic. Depending on the demonstrated need of the client, we deferred either the full loan payment or the principal component of the loan payment between 90 and 180 days. Through December 31, 2020, we had granted accommodations with respect to loans with a total value of approximately $280.8 million. As of December 31, 2020, $35.4 million loans remained subject to a payment accommodation, which represented 2.4% of gross portfolio loans. Upon the expiration of the deferral period, borrowers are required to resume making previously scheduled loan payments. While interest and fees will still accrue to income, should eventual credit losses on these deferred payments emerge or if a loan is placed on nonaccrual status, interest income and fees accrued would need to be reversed. We anticipate that some borrowers may be unable to make timely loan payments after their deferral period ends, in which case their loans will be classified as non-accrual and we will begin collection activities. Non-performing loans and related charge-offs may increase significantly in 2021 as payment deferrals expire and the impact of government stimulus programs wanes. An increase in non-performing loans and charge-offs would cause us to increase our allowance for credit losses, which would adversely affect our earnings and financial condition.
Customary means to collect non-performing assets may be prohibited or impractical during the COVID-19 pandemic, and there is a risk that collateral securing a non-performing asset may deteriorate if we choose not to, or are unable to, foreclose on collateral on a timely basis.
We suspended primary residential property foreclosure sales beginning in March 2020. Separately, governments have adopted or may adopt in the future regulations or promulgate executive orders that restrict or limit our ability to take certain actions with respect to delinquent borrowers that we would otherwise take in the ordinary course, such as customary collection and foreclosure procedures. Maryland’s Governor has issued an Executive Order providing that until the COVID-19 state of emergency is terminated: (1) foreclosure sales will only be valid if the servicer had notified the borrower of their rights to request a forbearance, and (2) residential and commercial evictions are prohibited if the tenant can show they suffered a substantial loss of income. The District of Columbia has also imposed a moratorium on evictions. There is a risk that the value of collateral securing a non-accrual loan may deteriorate if we choose not to, or are unable to, foreclose on the collateral on a timely basis.
18

Table of Contents
We may experience losses, additional expense and reputational harm arising out of our origination of PPP loans.

We originated $140.9 million of PPP loans to over 971 borrowers. The vast majority of our PPP loans were made to existing borrowers or deposit customers and we have not recorded an allowance for loan losses on these loans due to the guarantee of the SBA . We may incur losses on some of our PPP loans if the loans are not forgiven, the borrowers default and the SBA does not honor its guarantee due to an error made by us in making the loan, the ineligibility of the borrower or otherwise. In addition, we may experience reputational harm arising out of our origination of PPP loans as a result of reports of borrower fraud, concerns about whether small businesses sufficiently benefited from the program, and government administration of the loan forgiveness process. Further, there have been lawsuits against other banks alleging that various PPP lenders improperly prioritized existing customers when those lenders approved PPP loans and that various PPP lenders failed to pay required agency fees to third parties who allegedly assisted businesses with PPP loan applications. We may experience additional expense and reputational harm arising out of our origination of PPP loans if we become subject to a similar lawsuit.
Credit Risks
Our increased emphasis on commercial lending may expose us to increased credit risks.
At December 31, 2020 and 2019, our loan portfolio included $1,049.1 million, or 69.8%, and $964.8 million, or 66.3%, respectively, of commercial real estate loans, $139.1 million, or 9.2%, and $123.6 million, or 8.5%, respectively, of residential rental loans, $52.9 million, or 3.5% and $63.1 million, or 4.3%, respectively of commercial business loans and $61.7 million, or 4.1% and $63.6 million, or 4.4%, respectively, of commercial equipment loans. We intend to maintain our emphasis on these types of loans. These types of loans generally expose a lender to greater risk of non-payment and loss and require a commensurately higher loan loss allowance than owner-occupied 1-4 family residential mortgage loans because repayment of the loans often depends on the successful operation of the property and the income stream of the borrowers. Such loans typically involve larger loan balances compared to 1-4 family residential mortgage loans. Commercial business and equipment loans expose us to additional risks since they typically are made on the basis of the borrower’s ability to make repayments from the cash flows of the borrower’s business and are secured by non-real estate collateral that may depreciate over time. Also, many of our commercial borrowers have more than one loan outstanding with us. Consequently, an adverse development with respect to one loan or one credit relationship can expose us to a significantly greater risk of loss compared to an adverse development with respect to a 1-4 family residential mortgage loan. At December 31, 2020 and 2019, $16.9 million, or 92.9% and $16.6 million, or 92.8%, respectively, of our non-accrual loans of $18.2 million and $17.9 million, respectively, consisted of commercial loans.
Imposition of limits by the bank regulators on commercial real estate lending activities could curtail the Company’s growth and adversely affect its earnings.
In 2006, the federal banking regulators issued joint guidance entitled “Concentrations in Commercial Real Estate Lending, Sound Risk Management Practices,” referred to herein as the CRE Guidance. Although the CRE Guidance did not establish specific lending limits, it provides that a bank’s commercial real estate lending exposure could receive increased supervisory inquiry where total non-owner-occupied commercial real estate loans, including loans secured by apartment buildings, investor commercial real estate, and construction and land loans, represent 300% or more of an institution’s total risk-based capital, and the outstanding balance of the commercial real estate loan portfolio has increased by 50% or more during the preceding 36 months. Additionally, in December 2015, the federal banking regulators released a new statement on prudent risk management for commercial real estate lending, that indicated the intent to continue “to pay special attention” to commercial real estate lending activities and concentrations going forward. If the FDIC, the Bank’s primary federal regulator, were to impose restrictions on the amount of commercial real estate loans the Bank can hold in its portfolio, for reasons noted above or otherwise, the Company’s earnings could be adversely affected. At December 31, 2020, the Bank’s total non-owner-occupied commercial real estate loans, including loans secured by apartment buildings, investor commercial real estate, and construction and land loans represented 316.05% of the Bank’s total risk-based capital. Management has established a CRE lending framework to monitor specific exposures and limits by types within the CRE portfolio and takes appropriate actions, as necessary.
19

Table of Contents
We may be required to make further increases in our provision for loan losses and to charge-off additional loans in the future. Further, our allowance for loan losses may prove to be insufficient to absorb losses in our loan portfolio.
For the years ended December 31, 2020 and 2019, we recorded a provision for loan losses of $10.7 million and $2.1 million, respectively. We also recorded net loan charge-offs of $2.2 million and $2.2 million for the years ended December 31, 2020 and 2019, respectively. Our non-accrual loans, OREO and accruing TDRs aggregated $21.9 million, or 1.08% of total assets and $26.3 million, or 1.46% of total assets, respectively, at December 31, 2020 and 2019. Additionally, loans that were classified as special mention and substandard were $26.9 million and $26.9 million, respectively, at December 31, 2020 and 2019. We had no loans classified as doubtful or loss at December 31, 2020 and 2019. If the economy and/or the real estate market weakens, more of our classified loans may become non-performing and we may be required to take additional provisions to increase our allowance for loan losses for these assets as the value of the collateral may be insufficient to pay any remaining net loan balance, which would have a negative effect on our results of operations. We maintain an allowance for loan losses to provide for loans in our portfolio that may not be repaid in their entirety. We believe that our allowance for loan losses is maintained at a level adequate to absorb probable losses inherent in our loan portfolio as of the corresponding balance sheet date.
Our estimates of the risk of loss and amount of loss on any loan are complicated by the significant uncertainties surrounding our borrowers’ abilities to successfully execute their business models through changing economic environments, competitive challenges and other factors. Because of the degree of uncertainty and susceptibility of these factors to change, our actual losses may vary from our current estimates. Additionally, our regulators, as an integral part of their examination process, periodically review our allowance for loan losses and may require us to increase our allowance for loan losses by recognizing additional provisions for loan losses charged to expense, or to decrease our allowance for loan losses by recognizing loan charge-offs. Any such additional provisions for loan losses or charge-offs, could have a material adverse effect on our financial condition and results of operations.
We may experience increased levels of non-performing loans, charge-offs and delinquencies, which would require additional increases in our provision for loan losses.
Credit risks are inherent in making any loan, including risks inherent in dealing with individual borrowers, risks of non-payment, risks resulting from uncertainties as to the future value of collateral and cash flows available to service debt and risks resulting from changes in economic and market conditions. Our credit risk approval and monitoring procedures may not mitigate these credit risks, and they cannot be expected to completely eliminate our credit risks. If the overall economic climate in the United States, generally, or our market areas, specifically, fails to improve, or even if it does improve, our borrowers may experience difficulties in repaying their loans, and the level of non-performing loans, charge-offs and delinquencies could rise and require further increases in the provision for loan losses, which would cause our net income and return on equity to decrease.
Non-performing and classified assets could take significant time to resolve and adversely affect our results of operations and financial condition and could result in further losses in the future.
At December 31, 2020 and 2019, our non-accrual loans totaled $18.2 million, or 1.21% of our loan portfolio and $17.9 million, or 1.23% of our loan portfolio, respectively. At December 31, 2020 and 2019, our non-accrual loans, OREO and accruing TDRs totaled $21.9 million, or 1.08% of total assets and $26.3 million, or 1.46% of total assets, respectively. Our non-performing assets adversely affect our net income in various ways. We do not accrue interest income on non-accrual loans or foreclosed properties, thereby adversely affecting our net income and returns on assets and equity, increasing our loan administration costs and adversely affecting our efficiency ratio. When we take collateral in foreclosure and similar proceedings, we are required to mark the collateral to its fair market value less estimated selling costs, which may result in a loss. These non-performing loans and foreclosed properties also increase our risk profile and the amount of capital our regulators believe is appropriate to maintain in light of such risks. The resolution of non-performing assets requires significant time commitments from management and can be detrimental to the performance of their other responsibilities. If we experience increases in non-performing loans and non-performing assets, our net interest income will be negatively impacted, and our loan administration costs could increase, each of which could have an adverse effect on our net income and related ratios, such as return on assets and equity.
At December 31, 2020 and 2019 our total classified assets were $22.4 million and $34.6 million, respectively. While we continue to accrue interest income on classified loans that are performing, classified loans and other classified assets may negatively impact profitability by requiring additional management attention and regular monitoring. Increased monitoring of these assets by management may impact our management’s ability to focus on opportunistic growth, potentially adversely impacting future profitability.
20

Table of Contents
Our residential mortgage loans and home equity loans expose us to a risk of loss due to declining real estate values.
At December 31, 2020 and 2019, $133.8 million, or 8.9%, of our total loan portfolio, and $167.7 million, or 11.5%, of our total loan portfolio, respectively, consisted of owner-occupied 1-4 family residential mortgage loans. At December 31, 2020 and 2019, $29.1 million, or 1.9%, of our total loan portfolio and $36.1 million, or 2.5%, of our total loan portfolio, respectively, consisted of home equity loans and lines of credit. Declines in the housing market could result in declines in real estate values in our market area. A decline in real estate values could cause some of our mortgage and home equity loans to be inadequately collateralized, which would expose us to a greater risk of loss if we seek to recover on defaulted loans by selling the real estate collateral.
Our asset valuation methodologies, estimations and assumptions may be subject to differing interpretations and could result in changes to asset valuations that materially adversely affect our results of operations or financial condition.
We must use estimates, assumptions, and judgments when financial assets and liabilities are measured and reported at fair value. Assets and liabilities carried at fair value inherently result in a higher degree of financial statement volatility. Fair values and the information used to record valuation adjustments for certain assets and liabilities are based on quoted market prices and/or other observable inputs provided by independent third-party sources, when available. When such third-party information is not available, we estimate fair value primarily by using cash flows and other financial modeling techniques utilizing assumptions such as credit quality, liquidity, interest rates and other relevant inputs. Changes in underlying factors, assumptions, or estimates in any of these areas could materially impact our future financial condition and results of operations.
During periods of market disruption, including periods of significantly rising or high interest rates, rapidly widening credit spreads or illiquidity, it may be difficult to value some of our assets if trading becomes less frequent and market data becomes less observable. There may be asset classes that were in active markets with significant observable data that become illiquid due to the financial environment. In such cases, asset valuation may require more subjectivity and management judgment. As such, valuations may include inputs and assumptions that are less observable or require greater estimation.
We may be adversely affected by economic conditions in our market area, which is significantly dependent on federal government and military employment and programs.
Our marketplace is primarily in the counties of Charles, Calvert, St. Mary’s and Anne Arundel, Maryland and neighboring communities, and the Fredericksburg area of Virginia. Many, if not most, of our customers live and/or work in those counties or in the greater Washington, DC metropolitan area. A significant portion of the population in our market area is affiliated with or employed by the federal government or at military facilities located in the area which contribute to the local economy. Because our services are concentrated in this market, we are affected by the general economic conditions in the greater Washington, DC area. Additionally, changes in the economy may influence the growth rate of our loans and deposits, the quality of the loan portfolio and loan and deposit pricing. A significant decline in economic conditions caused by inflation, recession, unemployment, a reduction in federal government or military employment or programs or other factors beyond our control could decrease the demand for banking products and services generally and/or impair the ability of existing borrowers to repay their loans, which could negatively affect our financial condition and performance. Declines in local economic conditions could adversely affect the value of the real estate collateral securing our loans. A decline in property values would diminish our ability to recover on defaulted loans by selling the real estate collateral, making it more likely that we would suffer losses on defaulted loans. Additionally, a decrease in asset quality could require additions to our allowance for loan losses through increased provisions for loan losses, which would hurt our profits. A decline in property values would diminish our ability to recover on defaulted loans by selling the real estate collateral, making it more likely that we would suffer losses on defaulted loans.
21

Table of Contents
Our deposit concentrations may subject us to additional liquidity and pricing risk.
Significant variations in deposit concentrations and pricing could have a material adverse effect on our business, financial condition and results of operations. We manage portfolio diversification through our asset/liability committee process. We occasionally accept larger deposit customers, and our typical deposit customers might occasionally carry larger balances. The aggregate amount of our top 25 deposit relationships were $503.3 million, or 28.0%, of our total assets at December 31, 2019 and $499.7 million, or 24.7% of our total assets at December 31, 2020. The FDIC’s examination policies require that the Company monitor all customer deposit concentrations at or above 2% of total deposits. At December 31, 2020, the Bank had two local municipal customer deposit relationships that exceeded 2% of total deposits, totaling $238.8 million which represented 13.7% of total deposits of $1,745.6 million. At December 31, 2019, there were two municipal customer deposit relationships that exceeded 2% of total deposits, totaling $297.1 million which represented 19.6% of total deposits of $1,511.8 million.
The replacement of deposit concentrations with wholesale funding could cause our overall cost of funds to increase, which would reduce our net interest income and results of operations. A decline in interest-earning assets would also lower our net interest income and results of operations.
The Company is a bank holding company and its sources of funds necessary to meet its obligations are limited.
The Company is a bank holding company, and its operations are primarily conducted by the Bank, which is subject to significant federal and state regulation. Cash available to pay dividends to our stockholders, pay our obligations and meet our debt service requirements is derived from dividends received from the Bank. Future dividend payments by the Bank to us the Company will require generation of future earnings by the Bank and are subject to certain regulatory guidelines. If the Bank is unable to pay dividends to the Company, the Company may not have the resources or cash flow to pay or meet all of its obligations.
Operational Risk
Security breaches and other disruptions could compromise our information and expose us to liability, which would cause our business and reputation to suffer.
In the ordinary course of our business, we collect and store sensitive data, including our proprietary business information and that of our customers, suppliers and business partners, and personally identifiable information of our customers and employees. The secure processing, maintenance and transmission of this information is critical to our operations and business strategy. We, our customers, and other financial institutions with which we interact, are subject to ongoing, continuous attempts to penetrate key systems by individual hackers, organized criminals, and in some cases, state-sponsored organizations. Information security risks for financial institutions have generally increased in recent years in part because of the proliferation of new technologies, the use of the Internet, mobile applications, and telecommunications technologies to conduct financial transactions, and the increased sophistication and activities of organized crime, hackers, terrorists, activists, and other external parties. We provide our customers with the ability to bank remotely, including over the Internet, mobile applications and the telephone. The secure transmission of confidential information over the Internet and other remote channels is a critical element of remote banking. Despite instituted safeguards and monitoring, our network could be vulnerable to unauthorized access, attacks by hackers, or breached due to employee error, malfeasance or other disruptions computer viruses, phishing schemes and other security breaches. We may be required to spend significant capital and other resources to protect against the threat of security breaches and computer viruses, or to alleviate problems caused by security breaches or viruses. To the extent that our activities or the activities of our customers involve the storage and transmission of confidential information, physical and cyber security breaches and viruses could expose us to claims, regulatory scrutiny, litigation and other possible liabilities. Any such breach could compromise our networks and the information stored there could be accessed, publicly disclosed, lost or stolen. Any such unauthorized access, disclosure or other loss of information could result in significant costs to us, which may include fines and penalties, potential liabilities from governmental or third party investigations, proceedings or litigation, legal, forensic and consulting fees and expenses, costs and diversion of management attention required for investigation and remediation actions, and the negative impact on our reputation and loss of confidence of our customers and others, any of which could have a material adverse impact on our business, revenues, financial condition and competitive position.
22

Table of Contents
Failure to maintain effective internal control over financial reporting could have a material adverse effect on our business and stock price.
As a public company, we are required to maintain effective internal control over financial reporting. Internal control over financial reporting is complex and may be revised over time to adapt to changes in our business, or changes in applicable accounting rules. Sarbanes-Oxley requires our management to evaluate the Company’s disclosure controls and procedures and its internal control over financial reporting. We are required to disclose, in our annual report on Form 10-K, the existence of any “material weaknesses” in our internal controls. We cannot assure that we will not identify one or more material weaknesses as of the end of any given quarter or year, nor can we predict the effect on our stock price of disclosure of a material weakness. Matters impacting our internal control over financial reporting may cause us to be unable to report our financial information on a timely basis or may cause us to restate previously issued financial information, and thereby subject us to adverse regulatory consequences, including sanctions or investigations by the SEC, or violations of applicable stock exchange listing rules. There could also be a negative reaction in the financial markets due to a loss of investor confidence in us and the reliability of our financial statements. Confidence in the reliability of our financial statements is also likely to suffer if we report a material weakness in the effectiveness of our internal control over financial reporting. This could materially adversely affect us by, for example, leading to a decline in our stock price and impairing our ability to raise capital.
Our internal control systems are inherently limited.
Our systems of internal controls, disclosure controls and corporate governance policies and procedures are inherently limited. The inherent limitations of our system of internal controls include the use of judgment in decision-making that can be faulty; breakdowns can occur because of human error or mistakes; and controls can be circumvented by individual acts or by collusion of two or more people. The design of any system of controls is based in part upon certain assumptions about the likelihood of future events, and any design may not succeed in achieving its stated goals under all potential future conditions. Because of the inherent limitation of a cost-effective control system, misstatements due to error or fraud may occur and may not be detected, which may have an adverse effect on our business, results of operations or financial condition. Additionally, any plans of remediation for any identified limitations may be ineffective in improving our internal controls.
We rely on other companies to provide key components of our business infrastructure.
Third party vendors provide key components of our business infrastructure such as core data processing systems, internet, mobile applications, connections, network access and fund distribution. While we have selected these third-party vendors carefully, we cannot control their actions. Any problems caused by these third parties, including those which result from their failure to provide services for any reason or their poor performance of services, could adversely affect our ability to deliver products and services to its customers and otherwise to conduct its business. Replacing these third-party vendors could also entail significant delay and expense.
We depend on information technology and telecommunications systems and third-party servicers, and systems failures, interruptions or breaches of security could have a material adverse effect on us.
Our business depends on the successful and uninterrupted functioning of our information technology and telecommunications systems and third-party servicers. The failure of these systems, or the termination of a third-party software license or service agreement on which any of these systems is based, could interrupt our operations. Because our information technology and telecommunications systems interface with and depend on third-party systems, we could experience service denials if demand for such services exceeds capacity or such third-party systems fail or experience interruptions. If significant, sustained or repeated, a system failure or service denial could compromise our ability to operate effectively, damage our reputation, result in a loss of customer business, and/or subject us to additional regulatory scrutiny and possible financial liability, any of which could have a material adverse effect on us.
23

Table of Contents
The high volume of transactions processed by the Company exposes the Company to significant operational risks.
The Company relies on its employees and systems to process a high number of transactions. Operational risk is the risk of loss resulting from the Company’s operations, including, but not limited to, the risk of fraud by employees or outside persons, the execution of unauthorized transactions by employees, errors relating to transaction processing and technology, breaches of the Company’s internal control system and compliance requirements, and business continuation and disaster recovery. Insurance coverage may not be available for such losses, or where available, such losses may exceed insurance limits. This risk of loss also includes the potential legal actions that could arise as a result of an operational deficiency or as a result of noncompliance with applicable regulations, adverse business decisions or their implementation, and customer attrition due to potential negative publicity. A breakdown in the Company’s internal control system, improper operation of systems or improper employee actions could result in material financial loss, the imposition of regulatory action, and damage to the Company’s reputation.
If our information technology is unable to keep pace with industry developments, our business and results of operations may be adversely affected.
Financial products and services have become increasingly technology driven. Our ability to meet the needs of our customers competitively, and in a cost-efficient manner, is dependent on the ability to keep pace with technological advances and to invest in new technology as it becomes available. Many of our competitors have greater resources to invest in technology than we do and may be better equipped to market new technology-driven products and services. The ability to keep pace with technological change is important, and the failure to do so could have a material adverse impact on our business and therefore on our financial condition and results of operations.
Exiting or entering new lines of business or new products and services may subject us to additional risk.
From time to time, we may exit an existing line of business or implement new lines of business or offer new products and services within existing lines of business. There are substantial risks and uncertainties associated with these efforts. When exiting a line of business or product we may have difficulty replacing the revenue stream and may have to take certain actions to make up for the line of business or product. If those sources are not available or the cost for such purchases increases our results of operations may be adversely affected. In developing and marketing new lines of business and/or new products and services, we may invest significant time and resources. Initial timetables for the introduction and development of new lines of business and/or new products or services may not be achieved, and price and profitability targets may not prove feasible. External factors, such as compliance with regulations, competitive alternatives, and shifting market preferences, may also impact the successful implementation of a new line of business and/or a new product or service. We also may face increased credit risk for new or certain loan products. Furthermore, any new line of business or new product or service could have a significant impact on the effectiveness of our system of internal controls. Failure to successfully manage these risks in the development and implementation of new lines of business or new products or services could have a material adverse effect on our business and, our financial condition and results of operations.
Our enterprise risk management framework may not be effective in mitigating the risks to which we are subject, based upon the size, scope, and complexity of the Company.
As a financial institution, we are subject to a number of risks, including interest rate, credit, liquidity, legal/compliance, market, strategic, operational, and reputational. Our enterprise risk management (“ERM”) framework is designed to minimize the risks to which we are subject, as well as any losses stemming from such risks. Although we seek to identify, measure, monitor, report, and control our exposure to such risks, and employ a broad and diverse set of risk monitoring and mitigation techniques in the process, those techniques are inherently limited because they cannot anticipate the existence or development of risks that are currently unknown and unanticipated. For example, economic and market conditions, heightened legislative and regulatory scrutiny of the financial services industry, and increases in the overall complexity of our operations, among other developments, have resulted in the creation of a variety of risks that were previously unknown and unanticipated, highlighting the intrinsic limitations of our risk monitoring and mitigation techniques. As a result, the further development of previously unknown or unanticipated risks may result in our incurring losses in the future that could adversely impact our financial condition and results of operations. Furthermore, an ineffective ERM framework, as well as other risk factors, could result in a material increase in our FDIC insurance premiums.
24

Table of Contents
Interest Rate Risk
Changes in interest rates could reduce our net interest income and earnings.
Our largest component of earnings is net interest income, which could be negatively affected by changes in interest rates. Changing interest rates impact customer actions and may limit the options available to the Company to maximize earnings or increase the costs to minimize risk. We do not have control over market interest rates and the Company’s focus to mitigate potential earnings risk centers on controlling the composition of our assets and liabilities.
Our net interest income is the interest we earn on loans and investments less the interest we pay on our deposits and borrowings. Our net interest margin is net interest income divided by average interest-earning assets. Changes in interest rates could adversely affect our net interest margin and, as a result, our net interest income. Although the yield we earn on our assets and our funding costs tend to move in the same direction in response to changes in interest rates, one can rise or fall faster than the other, causing our net interest margin to increase or decrease. Our liabilities tend to be shorter in duration than our assets, so they may adjust faster in response to changes in interest rates. As a result, when interest rates rise, our funding costs may rise faster than the yield we earn on our assets, causing our net interest margin to contract until the yield catches up. Changes in the slope of the “yield curve” or the spread between short-term and long-term interest rates could also reduce our net interest margin. Our procedures for managing exposure to falling net interest income involve modeling possible scenarios of interest rate increases and decreases to interest-earning assets and interest-bearing liabilities.
Changes in interest rates also can affect: (1) our ability to originate loans; (2) the value of our interest-earning assets; (3) our ability to obtain and retain deposits in competition with other available investment alternatives; and (4) the ability of our borrowers to repay their loans, particularly adjustable or variable rate loans.
Changes to and replacement of the London InterBank Offered Rate ("LIBOR") Benchmark Interest Rate may adversely affect our business, financial condition, and results of operations.
The Company has certain loans, investment securities and debt obligations whose interest rate is indexed to LIBOR. In 2017 the United Kingdom’s Financial Conduct Authority, which is responsible for regulating LIBOR, announced that the publication of LIBOR is not guaranteed beyond 2021. In December 2020, the administrator of LIBOR announced its intention to (i) cease the publication of the one-week and two-month U.S. dollar LIBOR after December 31, 2021, and (ii) cease the publication of all other tenors of U.S. dollar LIBOR (one-, three-, six- and 12-month LIBOR) after June 30, 2023. The Alternative Reference Rates Committee (a group of private-market participants convened by the Federal Reserve Board and the Federal Reserve Bank of New York) has identified the Secured Overnight Financing Rate, or SOFR, as the recommend alternative to LIBOR. Uncertainty as to the adoption, market acceptance or availability of SOFR or other alternative reference rates, may adversely affect the value of LIBOR-based loans and securities in the Company’s portfolio and may impact the availability and cost of hedging instruments and borrowings. The language in the Company’s LIBOR-based contracts and financial instruments has developed over time and may have various events that trigger when a successor index to LIBOR would be selected. If a trigger is satisfied, contracts and financial instruments may give the Company or the calculation agent, as applicable, discretion over the selection of the substitute index for the calculation of interest rates. The implementation of a substitute index for the calculation of interest rates under the Company’s loan agreements may result in our incurring significant expenses in effecting the transition and may result in disputes or litigation with customers over the appropriateness or comparability to LIBOR of the substitute index, any of which could have an adverse effect on our results of operations. To mitigate the risks associated with the expected discontinuation of LIBOR, the Company has ceased originating LIBOR-linked residential mortgage loans, implemented fallback language for LIBOR-linked commercial loans, adhered to the ISDA 2020 Fallbacks Protocol for interest rate swap agreements, and has updated or is in the process of updating our systems to accommodate SOFR-linked loans. In accordance with regulatory guidance, the Company intends to stop entering into new LIBOR transactions by the end of 2021.
25

Table of Contents
Risks Related to the Company’s Financial Statements
Changes in accounting standards or interpretation of new or existing standards may affect how the Company reports its financial condition and results of operations.
From time to time the Financial Accounting Standards Board (“FASB”) and the SEC change accounting regulations and reporting standards that govern the preparation of the Company’s financial statements. In addition, the FASB, SEC, bank regulators and the outside independent auditors may revise their previous interpretations regarding existing accounting regulations and the application of these accounting standards. These changes can be difficult to predict and can materially impact how to record and report the Company’s financial condition and results of operations. In some cases, there could be a requirement to apply a new or revised accounting standard retroactively, resulting in the restatement of prior period financial statements.
The implementation of the Current Expected Credit Loss accounting standard could require us to increase our allowance for loan losses and may have a material adverse effect on financial condition and results of operations.
FASB has adopted an accounting standard that will be effective for the Company’s first fiscal year after December 15, 2022 unless the Company chooses early adoption. This standard, referred to as Current Expected Credit Loss, or CECL, will require financial institutions to determine periodic estimates of lifetime expected credit losses on loans, and provide for the expected credit losses as allowances for loan losses. This will change the current method of providing allowances for incurred loan losses that are probable, which the Company expects will require it to increase its allowance for loan losses and will likely increase the data the Company will need to collect and review to determine the appropriate level of the allowance for loan losses. Any increase in the allowance for loan losses, or expenses incurred to determine the appropriate level of the allowance for loan losses, may have a material adverse effect on the Company’s financial condition and results of operations.
We may be adversely affected by changes in U.S. tax laws and regulations.
Changes in tax laws contained in the Tax Cuts and Jobs Act, which was enacted in December 2017, include a number of provisions that could continue to have an impact on the banking industry, borrowers and the market for single family residential and multi-family residential real estate. Changes resultant of this legislation included: lower limits on the deductibility of mortgage interest on single family residential mortgages; the elimination of interest deductions for home equity loans; a limitation on deductibility of business interest expense; and a limitation on the deductibility of property taxes and state and local income taxes. Such changes in the tax laws may have an adverse effect on the market for, and valuation of, single family residential properties and multifamily residential properties, and on the demand for such loans in the future. In addition, these changes may have a disproportionate effect on taxpayers in states with high residential home prices and high state and local taxes. If home ownership or multifamily residential property ownership becomes less attractive, demand for mortgage loans would decrease. The value of the properties securing loans in the Company’s portfolio may be adversely impacted as a result of the changing economics of home ownership and multifamily residential ownership, which could require an increase in the Company’s provision for loan losses. Additionally, certain borrowers could become less able to service their debts as a result of higher tax obligations. These changes could have a material adverse effect on the Company’s business, financial condition and results of operations.
Additionally, local, state or federal tax authorities may interpret laws and regulations differently from the Company and challenge tax positions that the Company has taken on its tax returns. This may result in differences in the treatment of revenues, deductions, credits and/or differences in the timing of these items. The differences in treatment may result in payment of additional taxes, interest, penalties or litigation costs that could have a material adverse effect on the Company’s operating results.
26

Table of Contents
Impairment in the carrying value of goodwill and other intangible assets could negatively impact the Company’s financial condition and results of operations.
At December 31, 2020, goodwill and other intangible assets totaled $12.4 million. Goodwill represents the excess purchase price paid over the fair value of the net assets acquired in a business combination. The estimated fair values of the acquired assets and assumed liabilities may be subject to refinement as additional information relative to closing date fair values becomes available and may result in adjustments to goodwill within the first 12 months following the closing date of the acquisition. Goodwill is reviewed for impairment at least annually or more frequently if events or changes in circumstances indicate that the carrying value may not be recoverable. A significant decline in expected future cash flows, a material change in interest rates, a significant adverse change in the business climate, slower growth rates or a significant or sustained decline in the price of the Company’s common stock may necessitate taking charges in the future related to the impairment of goodwill and other intangible assets. The amount of any impairment charge could be significant and could have a material adverse impact on the Company’s financial condition and results of operations.
The Company’s accounting estimates, and risk management processes rely on analytical and forecasting models.
The processes that the Company uses to estimate its allowance for loan losses and to measure the fair value of financial instruments, as well as the processes used to estimate the effects of changing interest rates and other market measures on its financial condition and results of operations, depend upon the use of analytical and forecasting models. These models reflect assumptions that may not be accurate, particularly in times of market stress or other unforeseen circumstances. Even if these assumptions are adequate, the models may prove to be inadequate or inaccurate because of other flaws in their design or their implementation. If the models that the Company uses for interest rate risk and asset-liability management are inadequate, the Company may incur increased or unexpected losses upon changes in market interest rates or other market measures. If the models that the Company uses for determining its allowance for loan losses are inadequate, the allowance may not be sufficient to support future charge-offs. If the models that the Company uses to measure the fair value of financial instruments are inadequate, the fair value of such financial instruments may fluctuate unexpectedly or may not accurately reflect what the Company could realize upon sale or settlement of such financial instruments. Any such failure in the Company’s analytical or forecasting models could have a material adverse effect on its business, financial condition and results of operations.
Regulatory Risk
We operate in a highly regulated environment and we may be adversely affected by changes in laws and regulations.
The Company and the Bank are subject to extensive regulation, supervision and examination as noted in the “Supervision and Regulation” section of this report. The regulation and supervision by the Maryland Commissioner, the Federal Reserve and the FDIC are not intended to protect the interests of investors in The Community Financial Corporation common stock. Regulatory authorities have extensive discretion in their supervisory and enforcement activities, including changes in the ownership or control of banks and bank holding companies, maintenance of adequate capital and sound financial condition, permissible types, amounts and terms of loans and investments, permissible nonbanking activities, the level of reserves against deposits and restrictions on dividend payments. These and other restrictions limit the manner in which the Company may conduct business and obtain financing. The laws, rules, regulations, and supervisory guidance and policies applicable to the Company and the Bank are subject to regular modification and change. Such changes may, among other things, increase the cost of doing business, limit the types of financial services and products the Company may offer, or affect the competitive balance between banks and other financial institutions. Failure to comply with laws, regulations, or policies could result in sanctions by regulatory agencies, civil money penalties, and/or reputational damage, which could have a material adverse effect on the Company’s business, financial condition, or results of operations. The burdens imposed by federal and state regulations put banks at a competitive disadvantage compared to less regulated competitors such as finance companies, mortgage banking companies, and leasing companies.
27

Table of Contents
We are subject to periodic examination and scrutiny by a number of banking agencies and, depending upon the findings and determinations of these agencies, we may be required to make adjustments to our business that could adversely affect us.
Federal and state banking agencies periodically conduct examinations of our business, including compliance with applicable laws and regulations. If, as a result of an examination, a federal banking agency were to determine that the financial condition, capital resources, asset quality, asset concentration, earnings prospects, management, liquidity, sensitivity to market risk or other aspects of any of our operations has become unsatisfactory, or that we or our management is in violation of any law or regulation, it could take a number of different remedial actions as it deems appropriate. These actions include the power to enjoin “unsafe or unsound” practices, to require affirmative actions to correct any conditions resulting from any violation or practice, to issue an administrative order that can be judicially enforced, to direct an increase in our capital, to restrict our growth, to change the asset composition of our portfolio or balance sheet, to assess civil monetary penalties against our officers or directors, to remove officers and directors and, if it is concluded that such conditions cannot be corrected or there is an imminent risk of loss to depositors, to terminate our deposit insurance. If we become subject to such regulatory actions, our business, results of operations and reputation may be negatively impacted.
The Company’s ability to pay dividends is limited by law.
The Company’s ability to pay dividends is governed by the policies and regulations of the Federal Reserve Board, which prohibits the payment of dividends under certain circumstances dependent on the Company’s financial condition and capital adequacy. The Company’s ability to pay dividends is also dependent on the receipt of dividends from the Bank. Federal regulations impose limitations on the payment of dividends and other capital distributions by the Bank. The Bank’s ability to pay dividends is governed by the Maryland Financial Institutions Code and the regulations of the FDIC. Under the Maryland Financial Institutions Code, a Maryland bank (1) may only pay dividends from undivided profits or, with prior regulatory approval, its surplus in excess of 100% of required capital stock and, (2) may not declare dividends on its common stock until its surplus funds equals the amount of required capital stock, or if the surplus fund does not equal the amount of capital stock, in an amount in excess of 90% of net earnings. Without the approval of the FDIC, a Federal Reserve nonmember bank may not declare or pay a dividend if the total of all dividends declared during the year exceeds its net income during the current calendar year and retained net income for the prior two years.
Monetary policies and regulations of the Federal Reserve could adversely affect our business, financial condition and results of operations.
In addition to being affected by general economic conditions, our earnings and growth are affected by the policies of the Federal Reserve. In recent years, various significant economic and monetary stimulus measures were implemented by the U.S. Congress and the Federal Reserve pursued a highly accommodative monetary policy aimed at keeping interest rates at historically low levels. U.S. economic activity has significantly improved, but there can be no assurance that this progress will continue or will not reverse.
An important function of the Federal Reserve is to regulate the money supply and credit conditions. Among the instruments used by the Federal Reserve to implement these objectives are open market operations in U.S. government securities, adjustments of the discount rate and changes in reserve requirements against bank deposits. These instruments are used in varying combinations to influence overall economic growth and the distribution of credit, bank loans, investments and deposits. Their use also affects interest rates charged on loans or paid on deposits. The monetary policies and regulations of the Federal Reserve have had a significant effect on the operating results of commercial banks in the past and are expected to continue to do so in the future. The effects of such policies upon our business, financial condition and results of operations cannot be predicted.
28

Table of Contents
We face a risk of noncompliance and enforcement action with the Bank Secrecy Act and other anti-money laundering statutes and regulations.
The federal Bank Secrecy Act, the Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001 (the “PATRIOT Act”) and other laws and regulations require financial institutions, among other duties, to institute and maintain effective anti-money laundering programs and file suspicious activity and currency transaction reports as appropriate. The federal Financial Crimes Enforcement Network, established by the U.S. Treasury Department to administer the Bank Secrecy Act, is authorized to impose significant civil money penalties for violations of those requirements and has recently engaged in coordinated enforcement efforts with the individual federal banking regulators, as well as the U.S. Department of Justice, Drug Enforcement Administration and Internal Revenue Service. Federal and state bank regulators also have begun to focus on compliance with Bank Secrecy Act and anti-money laundering regulations. If our policies, procedures and systems are deemed deficient or the policies, procedures and systems of the financial institutions that we may acquire in the future are deficient, we would be subject to liability, including fines and regulatory actions such as restrictions on our ability to pay dividends and the necessity to obtain regulatory approvals to proceed with certain aspects of our business plan, including our acquisition plans, which would negatively impact our business, financial condition and results of operations. Failure to maintain and implement adequate programs to combat money laundering and terrorist financing could also have serious reputational consequences for us. 
The Company is subject to numerous laws designed to protect consumers, including the Community Reinvestment Act (“CRA”) and fair lending laws, and failure to comply with these laws could lead to a wide variety of sanctions.
The CRA requires the Federal Reserve to assess the Bank’s performance in meeting the credit needs of the communities it serves, including low and moderate-income neighborhoods. If the Federal Reserve determines that the Bank needs to improve its performance or is in substantial non-compliance with CRA requirements, various adverse regulatory consequences may ensue. In addition, the Equal Credit Opportunity Act, the Fair Housing Act and other fair lending laws and regulations impose nondiscriminatory lending requirements on financial institutions. The CFPB, the U.S. Department of Justice and other federal agencies are responsible for enforcing these laws and regulations. The CFPB authorized to prescribe rules applicable to any covered person or service provider, identifying and prohibiting acts or practices that are “unfair, deceptive, or abusive” in connection with any transaction with a consumer for a consumer financial products or services, or the offering of a consumer financial product or service. The ongoing broad rule making powers of the CFPB have potential to significantly impact the operations of financial institutions offering consumer financial products or services.
A successful regulatory challenge to an institution’s performance under the CRA, fair lending laws or regulations, or consumer lending laws and regulations could result in a wide variety of sanctions, including damages and civil money penalties, injunctive relief, restrictions on mergers and acquisitions expansion activities, and restrictions on entering new business lines. Private parties may also have the ability to challenge an institution’s performance under fair lending laws in private class action litigation. Such actions could have a material adverse effect on the Company’s business, financial condition and results of operations.
Market Risk
The market price and liquidity of our common stock could be adversely affected if the economy were to weaken or the capital markets were to experience volatility.
The market price of our common stock could be subject to significant fluctuations due to changes in sentiment in the market regarding our operations or business prospects. Among other factors, these risks may be affected by:
Operating results that vary from the expectations of our management or of securities analysts and investors;
Developments in our business or in the financial services sector generally;
Regulatory or legislative changes affecting our industry generally or our business and operations;
Operating and securities price performance of companies that investors consider to be comparable to us;
Changes in estimates or recommendations by securities analysts or rating agencies;
Announcements of strategic developments, acquisitions, dispositions, financings, and other material events by us or our competitors;
29

Table of Contents
Changes or volatility in global financial markets and economies, general market conditions, interest or foreign exchange rates, stock, commodity, credit, or asset valuations; and
Significant fluctuations in the capital markets.
Economic or market turmoil could occur in the near or long term, which could negatively affect our business, our financial condition, and our results of operations, as well as volatility in the price and trading volume of our common stock.
We may issue additional common stock or other securities in the future which could dilute the ownership interest of existing shareholders or impact shareholder returns.
In order to maintain our capital at desired or regulatory-required levels, or to fund future growth including through acquisitions of other financial institutions, our board of directors may decide from time to time to issue additional shares of common or preferred stock, or securities convertible into, exchangeable for or representing rights to acquire shares of our common or preferred stock. The sale of these shares may significantly dilute your ownership interest as a shareholder. New investors in the future may also have rights, preferences and privileges senior to our current shareholders which may adversely impact our current shareholders. In addition, the issuance of certain debt that qualifies as regulatory capital could increase interest expense and impact profitability.
Strategic Risk
Our financial condition and results of operations could be negatively affected if we fail to timely and effectively execute or manage our strategic plan, particularly if we grow through acquisitions of other financial institutions. Combining acquired businesses may be more difficult, costly or time consuming than expected and the anticipated benefits and cost savings of acquisitions may not be realized.
Among other things, our strategic plan currently calls for reducing the amount of our non-performing assets, growing assets through commercial lending and generating transaction deposit accounts to reduce our funding costs and improve our net interest margin. Our ability to increase profitability in accordance with this plan will depend on a variety of factors including the identification of desirable business opportunities, competitive responses from financial institutions in our market area and our ability to manage liquidity and funding sources. While we believe we have the management resources and internal systems in place to successfully manage our strategic plan, opportunities may not be available and that the strategic plan may not be successful or effectively managed.
In implementing our strategic plan, we may expand into additional communities or attempt to strengthen our position in our current markets through opportunistic acquisitions of whole banks or branch locations. No assurance can be given that we will be successful in this strategy. Future results of operations will be impacted by our ability to successfully integrate the operations of, and to retain the customers of, any acquired institutions. If we are unable to successfully manage the integration of the separate cultures, customer bases and operating systems of the acquired institutions, our results of operations could be negatively impacted. To the extent that we undertake acquisitions, we are likely to experience the effects of higher operating expenses relative to operating income from the new operations during the integration period, which may have an adverse effect on our levels of reported net income, return on average equity and return on average assets. Integration efforts will also divert management attention and resources. These integration efforts could have an adverse effect on us during this transition period and for an undetermined period after completion of a transaction. Potential cost savings from any acquisition we undertake may not be realized or realized in the timeframe we expected.
30

Table of Contents
Provisions of our articles of incorporation, bylaws and Maryland law, as well as state and federal banking regulations, could delay or prevent a takeover of us by a third party.
Provisions in our articles of incorporation and bylaws and Maryland corporate law could delay, defer or prevent a third party from acquiring us, despite the possible benefit to our shareholders, or otherwise adversely affect the price of our common stock. These provisions include: super majority voting requirements for certain business combinations; the election of directors to staggered terms of three years; and advance notice requirements for nominations for election to our board of directors and for proposing matters that shareholders may act on at shareholder meetings. In addition, we are subject to Maryland laws, including one that prohibits us from engaging in a business combination with any interested shareholder for a period of five years from the date the person became an interested shareholder unless certain conditions are met. These provisions may discourage potential takeover attempts, discourage bids for our common stock at a premium over market price or adversely affect the market price of, and the voting and other rights of the holders of, our common stock. These provisions could also discourage proxy contests and make it more difficult for shareholders to elect directors other than the candidates nominated by our Board.
General Risk Factors
Strong competition within our market area could hurt our profits and slow growth.
Our profitability depends upon our continued ability to compete successfully in our market area. We face intense competition both in making loans and attracting deposits. Our competition for loans and deposits includes banks, savings institutions, mortgage banking companies, credit unions and non-banking financial institutions. We compete with regional and national financial institutions that have a substantial presence in our market area, many of which have greater liquidity, higher lending limits, greater access to capital, more established market recognition and more resources than we do. Furthermore, tax-exempt credit unions operate in our market area and aggressively price their products and services to a large portion of the market. This competition may make it more difficult for us to originate new loans and may force us to offer higher deposit rates than we currently offer. Price competition for loans and deposits might result in lower interest rates earned on our loans and higher interest rates paid on our deposits, which would reduce net interest income.
We are a community bank and our ability to maintain our reputation is critical to the success of our business and the failure to do so may materially adversely affect our performance.
As a community bank, our reputation is one of the most valuable components of our business. As such, we strive to conduct our business in a manner that enhances our reputation. This is done, in part, by recruiting, hiring and retaining employees who share our core values of being an integral part of the communities we serve, delivering superior service to our customers and caring about our customers and associates. If our reputation is negatively affected, by the actions of our employees or otherwise, our business and, therefore, our operating results may be adversely affected.
Changes in U.S. or regional economic conditions could have an adverse effect on the Company’s business, financial condition and results of operations.
The Company’s business activities and earnings are affected by general business conditions in the United States and in the Company’s local market area. These conditions include short-term and long-term interest rates, inflation, unemployment levels, consumer confidence and spending, fluctuations in both debt and equity capital markets, and the strength of the economy in the United States generally and, in particular, the Company’s market area. Unfavorable or uncertain economic and market conditions can be caused by declines in economic growth, business activity or investor or business confidence; limitations on the availability or increases in the cost of credit and capital; increases in inflation or interest rates; high unemployment; pandemics; natural disasters; or a combination of these or other factors. Economic pressure on consumers and uncertainty regarding continuing economic improvement may result in changes in consumer and business spending, borrowing and savings habits. Elevated levels of unemployment, declines in the values of real estate, extended federal government shutdowns, or other events that affect household and/or corporate incomes could impair the ability of the Company’s borrowers to repay their loans in accordance with their terms and reduce demand for banking products and services.
31

Table of Contents
Societal responses to climate change could adversely affect the Company’s business and performance, including indirectly through impacts on the Company’s customers.
Concerns over the long-term impacts of climate change have led and will continue to lead to governmental efforts around the world to mitigate those impacts. Investors, consumers and businesses also may change their behavior on their own as a result of these concerns. The Company and its customers will need to respond to new laws and regulations as well as investor, consumer and business preferences resulting from climate change concerns. The Company and its customers may face cost increases, asset value reductions, operating process changes, among other impacts. The impact on the Company’s customers will likely vary depending on their specific attributes, including reliance on or role in carbon intensive activities. In addition, the Company could face reductions in creditworthiness on the part of some customers or in the value of assets securing loans. Investors could determine not to invest in the Company’s stock due to various climate change related considerations. The Company’s efforts to take these risks into account in making lending and other decisions may not be effective in protecting the Company from the impacts of new laws and regulations or changes in investor, consumer or business behavior.
Item 1B. Unresolved Staff Comments
Not applicable.
32

Table of Contents
Item 2. Properties
Our headquarters are located in Waldorf, MD. As of December 31, 2020, the Bank operates 12 full services branches. See Note 5, "Premises and Equipment" in the Notes to the Consolidated Financial Statements for additional information.
The net book value of premises, which included land, building and improvements, totaled $18.8 million and $20.2 million, respectively, at December 31, 2020 and 2019.]
Branch LocationAddressDescriptionOwned or Leased
Bryans Road8010 Matthews Road
Bryans Road, MD 20616
Full service branch with drive-thruOwned
Charlotte Hall30165 Three Notch Rd
Charlotte Hall, MD 20622
Full service branch with drive-thruLand Leased
Building Owned
Dunkirk10321 Southern Maryland Blvd
Dunkirk, MD 20754
Full service branch with drive-thruLeased
Fredericksburg10 Chatham Heights Road, Suite 104
Fredericksburg, VA 22405
Loan office and operations centerLeased
Fredericksburg - Downtown425 William Street
Fredericksburg, VA 22401
Full service branch with drive-thruOwned
La Plata101 Drury Dr
La Plata, MD 20646
Full service branch with drive-thruOwned
La Plata - Downtown202 Centennial St
La Plata, MD 20646
Full service branch with drive-thru and loan officeOwned
Leonardtown25395 Point Lookout Rd
Leonardtown, MD 20650
Full service branch with drive-thru and loan officeOwned
Lexington Park22730 Three Notch Rd
California, MD 20619
Full service branch with drive-thruOwned
Lusby11725 Rousby Hall Road
Lusby, MD 20657
Full service branch with drive-thruLand Leased
Building Owned
Prince Frederick200 Market Square Dr
Prince Frederick, MD 20678
Full service branch with drive-thruLand Leased
Building Owned
Prince Frederick995 N Prince Frederick Blvd, Suite 105
Prince Frederick, MD 20678
Loan officeLeased
St. Patrick's20 St Patrick's Dr
Waldorf, MD 20603
Full service branch with drive-thruLand Leased
Building Owned
Waldorf (Main Office)3035 Leonardtown Rd
Waldorf, MD 20601
Full service branch with drive-thru and operations centerOwned
Item 3. Legal Proceedings
Neither the Company, the Bank, nor any subsidiary is engaged in any legal proceedings of a material nature at the present time. From time to time, the Bank is a party to legal proceedings in the ordinary course of business.
Item 4. Mine Safety Disclosures
Not applicable.
33

Table of Contents
PART II
Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities
Market Information
The common stock of the Company is traded on the NASDAQ Stock Exchange (Symbol: TCFC).
Holders
The number of stockholders of record of the Company at March 1, 2021 was 752.
Dividends
During 2020, the Company declared and paid four quarters of dividends at $0.125 per share. The Board of Directors considers on a quarterly basis the feasibility of paying a cash dividend to its stockholders. Under the Company’s general practice, dividends, if declared during the quarter, are paid prior to the end of the subsequent quarter. On February 25, 2021, the Company’s Board of Directors approved a dividend of $0.15 per share, payable during the second quarter of 2021 to shareholders of record as of April 12, 2021.
The Company’s ability to pay dividends is governed by the policies and regulations of the Federal Reserve Board (the “FRB”), which prohibits the payment of dividends under certain circumstances dependent on the Company’s financial condition and capital adequacy. The Company’s ability to pay dividends is also dependent on the receipt of dividends from the Bank.
Federal regulations impose limitations on the payment of dividends and other capital distributions by the Bank. The Bank’s ability to pay dividends is governed by the Maryland Financial Institutions Code and the regulations of the Federal Deposit Insurance Corporation (“FDIC”). Under the Maryland Financial Institutions Code, a Maryland bank (1) may only pay dividends from undivided profits or, with prior regulatory approval, its surplus in excess of 100% of required capital stock and, (2) may not declare dividends on its common stock until its surplus funds equals the amount of required capital stock, or if the surplus fund does not equal the amount of capital stock, in an amount in excess of 90% of net earnings.
Without the approval of the FDIC, a Federal Reserve nonmember bank may not declare or pay a dividend if the total of all dividends declared during the year exceeds its net income during the current calendar year and retained net income for the prior two years. The Bank is further prohibited from making a capital distribution if it would not be adequately capitalized thereafter.
Stock Performance Graph
The following graph and table show the cumulative total return on the common stock of the Company over the last five years, compared with the cumulative total return of a broad stock market index (the NASDAQ Capital Market Composite), and a narrower index of the NASDAQ Bank Index. Cumulative total return on the stock or the index equals the total increase in value since December 31, 2015 assuming reinvestment of all dividends paid into the stock or the index.
The graph and table were prepared assuming that $100 was invested on December 31, 2015, in the common stock and the securities included in the indexes.
34

Table of Contents
tcfc-20201231_g2.jpg
Source: Bloomberg
Year Ended
Index12/31/201512/31/201612/31/201712/31/201812/31/201912/31/2020
The Community Financial Corporation100.00 140.88 188.28 145.35 179.67 136.58 
NASDAQ Bank Index100.00 137.97 145.50 121.96 151.69 140.31 
NASDAQ Capital Market Composite100.00 114.62 133.94 113.40 134.88 202.62 
Recent Sales of Unregistered Securities
Not applicable.
Purchases of Equity Securities by the Issuer
On October 20, 2020, 184,863 shares were available to be repurchased under the 2015 repurchase plan, and, on that date, the Board of Directors approved an expansion to the 2015 repurchase plan (the "2020 repurchase plan") that allows the Company to repurchase up to 300,000 of the Company’s outstanding shares of common stock using up to $7.0 million of the proceeds the Company raised in its $20.0 million subordinated debt offering completed in October 2020. The 2020 repurchase plan will continue until it is completed or terminated by the Company’s Board of Directors. As of December 31, 2020, 290,037 shares were available to be repurchased under the 2020 repurchase plan. The following schedule shows the repurchases during the three months ended December 31, 2020.
Period(a)
Total Number of Shares Purchased
(b)
Average Price Paid per Share
(c)
Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs
(d)
Maximum Number of Shares that May Yet Be Purchased Under the Plans or Programs
October 1-31, 2020— $— — 300,000 
November 1-30, 2020720 26.62 720 299,280 
December 1-31, 20209,243 27.19 9,243 290,037 
Total9,963 $27.15 9,963 290,037 
35

Table of Contents
Item 6. Selected Financial Data
SUMMARY OF SELECTED FINANCIAL DATA
The following table shows selected historical consolidated financial data for the Company as of and for each of the five years ended December 31, 2020, which has been derived from our audited consolidated financial statements. You should read this table together with our consolidated financial statements and related notes included in this Annual 10-K report.
(dollars in thousands, except per share amounts)At or for the Years Ended December 31,
20202019201820172016
FINANCIAL CONDITION DATA
Total assets$2,026,439 $1,797,536 $1,689,227 $1,405,961 $1,334,257 
Loans receivable, net1,594,075 1,445,109 1,337,129 1,140,615 1,079,519 
Investment securities251,167 213,065 220,884 167,531 162,280 
Goodwill10,835 10,835 10,835 — — 
Core deposit intangible1,527 2,118 2,806 — — 
Deposits1,745,602 1,511,837 1,429,629 1,106,237 1,038,825 
Borrowings27,302 45,370 55,436 142,998 144,559 
Junior subordinated debentures12,000 12,000 12,000 12,000 12,000 
Subordinated notes - 4.75% and 6.25% **19,526 23,000 23,000 23,000 23,000 
Stockholders’ equity - common198,013 181,494 154,482 109,957 104,426 
OPERATING DATA
Interest and dividend income$71,073 $72,453 $65,173 $53,570 $48,047 
Interest expenses10,156 18,919 14,286 10,182 8,142 
Net interest income ("NII")60,917 53,534 50,887 43,388 39,905 
Provision for loan losses10,700 2,130 1,405 1,010 2,359 
NII after provision for loan losses50,217 51,404 49,482 42,378 37,546 
Noninterest income8,416 5,766 4,068 4,041 3,796 
Noninterest expenses38,003 36,233 38,149 30,054 29,595 
Income before income taxes20,630 20,937 15,401 16,365 11,747 
Income taxes4,494 5,665 4,173 9,157 4,416 
Net income16,136 15,272 11,228 7,208 7,331 
Income available to common shares$16,136 $15,272 $11,228 $7,208 $7,331 
**Company issued $20.0 million of 4.75% subordinated notes due 2030 on October 14, 2020 and $23.0 million of unsecured 6.25% subordinated notes on February 6, 2015. The $20.0 million 6.25% subordinated notes were redeemed on February 15, 2020.
36

Table of Contents
(dollars in thousands, except per share amounts)At or for the Years Ended December 31,
20202019201820172016
COMMON SHARE DATA
Basic earnings per common share$2.74 $2.75 $2.02 $1.56 $1.59 
Diluted earnings per common share2.74 2.75 2.02 1.56 1.59 
Dividends declared per common share0.50 0.50 0.40 0.40 0.40 
Book value per common share33.54 30.76 27.70 23.65 22.54 
Tangible book value per common share (1)
31.45 28.57 25.25 — — 
Common shares outstanding at end of period5,903,613 5,900,249 5,577,559 4,649,658 4,633,868 
Basic weighted average common shares5,892,269 5,560,588 5,550,510 4,627,776 4,599,502 
Diluted weighted average common shares5,893,559 5,560,588 5,550,510 4,629,228 4,599,502 
OTHER DATA
Full-time equivalent employees189194189165162
Full-service offices1212121112
Loan Production Offices44555
CAPITAL RATIOS
Tier 1 capital to average assets (Leverage)9.56 %10.08 %9.50 %8.79 %9.02 %
Tier 1 common capital to risk-weighted assets11.47 11.11 10.36 9.51 9.54 
Tier 1 capital to risk-weighted assets12.23 11.91 11.23 10.53 10.62 
Total risk-based capital to risk-weighted assets14.69 14.16 13.68 13.40 13.60 
Common equity to assets9.77 10.10 9.15 7.82 7.83 
Tangible common equity to tangible assets (1)
9.22 9.44 8.41 — — 

(dollars in thousands, except per share amounts)At or for the Years Ended December 31,
20202019201820172016
KEY OPERATING RATIOS
Return on average assets ("ROAA")0.81 %0.88 %0.70 %0.52 %0.60 %
Pre-tax Pre-Provision ROAA1.58 1.32 1.22 1.31 1.15 
Return on average common equity ("ROACE")8.46 9.32 7.53 6.55 7.09 
Pre-tax Pre-Provision ROACE16.43 14.07 13.08 16.46 13.64 
Return on Average Tangible Common Equity ("ROATCE")9.39 10.60 8.87 6.55 7.09 
Average total equity to average total assets9.61 9.40 9.30 7.99 8.41 
Interest rate spread3.22 3.06 3.22 3.24 3.35 
Net interest margin3.36 3.31 3.43 3.37 3.48 
Efficiency ratio (2)
54.81 61.10 69.42 63.37 67.72 
Common dividend payout ratio18.25 18.18 19.80 25.64 25.16 
Non-interest expense to average assets1.91 2.08 2.38 2.18 2.41 
Net operating expense to average assets (3)
1.49 1.75 2.13 1.89 2.10 
Avg. int-earning assets to avg. int-bearing liabilities125.41 121.62 121.31 116.95 117.56 
_______________________________________
(1) The Company had no intangible assets between 2016-2017. The acquisition of County First Bank in January 2018 added intangible assets for goodwill and core deposits.
(2) Efficiency ratio is noninterest expense divided by the sum of net interest income and noninterest income.
(3) Net operating expense is the sum of non-interest expense offset by non-interest income.
37

Table of Contents
Use of Non-GAAP Financial Measures
Statements included in management’s discussion and analysis include non-GAAP financial measures and should be read along with the accompanying tables, which provide a reconciliation of non-GAAP financial measures to GAAP financial measures. The Company’s management uses these non-GAAP financial measures and believes that non-GAAP financial measures provide additional useful information that allows readers to evaluate the ongoing performance of the Company. Non-GAAP financial measures should not be considered as an alternative to any measure of performance or financial condition as promulgated under GAAP, and investors should consider the Company’s performance and financial condition as reported under GAAP and all other relevant information when assessing the performance or financial condition of the Company. Non-GAAP financial measures have limitations as analytical tools, and investors should not consider them in isolation or as a substitute for analysis of the results or financial condition as reported under GAAP. See Non-GAAP reconciliation schedules that immediately follow:

38

Table of Contents
RECONCILIATION OF NON-GAAP MEASURES
Reconciliation of US GAAP total assets, common equity, common equity to assets and book value to Non-GAAP tangible assets, tangible common equity, tangible common equity to tangible assets and tangible book value.
The Company's management discussion and analysis contains financial information determined by methods other than in accordance with generally accepted accounting principles, or GAAP. This financial information includes certain performance measures, which exclude intangible assets. These non-GAAP measures are included because the Company believes they may provide useful supplemental information for evaluating the underlying performance trends of the Company.
(dollars in thousands, except per share amounts)December 31, 2020December 31, 2019December 31, 2018December 31, 2017December 31, 2016
Total assets$2,026,439 $1,797,536 $1,689,227 $1,405,961 $1,334,257 
Less: intangible assets (1)
Goodwill10,835 10,835 10,835 — — 
Core deposit intangible1,527 2,118 2,806 — — 
Total intangible assets12,362 12,953 13,641 — — 
Tangible assets$2,014,077 $1,784,583 $1,675,586 $1,405,961 $1,334,257 
Total common equity$198,013 $181,494 $154,482 $109,957 $104,426 
Less: intangible assets12,362 12,953 13,641 — — 
Tangible common equity$185,651 $168,541 $140,841 $109,957 $104,426 
Common shares outstanding at end of period5,903,613 5,900,249 5,577,559 4,649,658 4,633,868 
GAAP common equity to assets9.77 %10.10 %9.15 %7.82 %7.83 %
Non-GAAP tangible common equity to tangible assets9.22 %9.44 %8.41 %— %— %
GAAP common book value per share$33.54 $30.76 $27.70 $23.65 $22.54 
Non-GAAP tangible common book value per share$31.45 $28.57 $25.25 $— $— 
_______________________________________
(1) The Company had no intangible assets between 2016-2017. The acquisition of County First Bank in January 2018 added intangible assets for goodwill and core deposits.
39

Table of Contents
RECONCILIATION OF GAAP AND NON-GAAP MEASURES

Pre-Tax Pre-Provision ("PTPP") Income, PTPP Return on Average Assets ("ROAA"), PTPP Return on Average Common Equity ("ROACE") and Return on Average Tangible Common Equity ("ROATCE")

We believe that pre-tax pre-provision income, which reflects our profitability before income taxes and loan loss provisions, allows investors to better assess our operating income and expenses in relation to our core operating revenue by removing the volatility that is associated with credit provisions and different state income tax rates for comparable institutions. We also believe that during a crisis such as the COVID-19 pandemic, this information is useful as the impact of the pandemic on the loan loss provisions of various institutions will likely vary based on the geography of the communities served by a particular institution.
For the Year Ended
(dollars in thousands)December 31, 2020December 31, 2019December 31, 2018December 31, 2017December 31, 2016
Net income (as reported)$16,136 $15,272 $11,228 $7,208 $7,331 
Merger and acquisition costs (net of tax)— — 2,693 724 — 
Provision for loan losses10,700 2,130 1,405 1,010 2,359 
Income tax expenses4,494 5,665 4,173 9,157 4,416 
Non-GAAP PTPP income$31,330 $23,067 $19,499 $18,099 $14,106 
GAAP ROAA0.81 %0.88 %0.70 %0.52 %0.60 %
Pre-tax Pre-Provision ROAA1.58 %1.32 %1.22 %1.31 %1.15 %
GAAP ROACE8.46 %9.32 %7.53 %6.55 %7.09 %
Pre-tax Pre-Provision ROACE16.43 %14.07 %13.08 %16.46 %13.64 %
Non-GAAP ROATCE (1)
9.39 %10.60 %8.87 %6.55 %7.09 %
Average assets$1,985,275 $1,743,448 $1,603,393 $1,376,983 $1,229,471 
Average equity$190,720 $163,936 $149,128 $109,979 $103,397 
Average tangible common equity$178,048 $150,622 $135,480 $109,979 $103,397 
_______________________________________
(1) The Company had no intangible assets between 2016-2017. The acquisition of County First Bank in January 2018 added intangible assets for goodwill and core deposits.
40

Table of Contents
Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations
Critical Accounting Policies
Critical accounting policies are defined as those that involve significant judgments and uncertainties and could potentially result in materially different results under different assumptions and conditions. The Company considers its determination of the allowance for loan losses, goodwill impairment, the valuation of foreclosed real estate (OREO) and the valuation of deferred tax assets to be critical accounting policies.
The Company’s Consolidated Financial Statements are prepared in accordance with accounting principles generally accepted in the United States of America and the general practices of the United States banking industry. Application of these principles requires management to make estimates, assumptions and judgments that affect the amounts reported in the financial statements and accompanying notes. These estimates, assumptions and judgments are based on information available as of the date of the financial statements. Accordingly, as this information changes, the financial statements could reflect different estimates, a