| Metric | Bank of Crocker | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +1.0% | +4.4% | -3.4 pts |
| Deposit growth (YoY) | -0.5% | +4.0% | -4.4 pts |
| Loan growth (YoY) | -10.8% | +5.6% | -16.4 pts |
| ROA | 0.81% | 1.24% | -0.4 pts |
| ROE | 7.5% | 11.9% | -4.4 pts |
ROA ranks in the 25th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $143.3M | $126.8M | $42.6M | $16.0M | $587K | 0.81% | 3.27% | 0.83% |
| Q1 2026 | $147.8M | $131.8M | $48.1M | $15.5M | $274K | 0.75% | 3.25% | 0.85% |
| Q4 2025 | $145.8M | $129.7M | $48.3M | $15.7M | $909K | 0.63% | 3.29% | 0.93% |
| Q3 2025 | $144.4M | $128.7M | $48.4M | $15.2M | $718K | 0.67% | 3.25% | 0.87% |
| Q2 2025 | $141.9M | $127.4M | $47.7M | $14.0M | $397K | 0.56% | 3.16% | 0.90% |
| Q1 2025 | $144.3M | $130.4M | $46.7M | $13.4M | $170K | 0.47% | 3.04% | 0.93% |
| Q4 2024 | $142.0M | $128.7M | $45.9M | $12.8M | $905K | 0.64% | 3.15% | 0.82% |
| Q3 2024 | $142.6M | $128.4M | $45.3M | $13.7M | $769K | 0.72% | 3.13% | 0.52% |
Loan mix (Q2 2026): real estate $35.7M · commercial $2.7M · consumer $2.8M · securities $55.7M
| Ratio | Bank of Crocker | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.81% | 1.24% | 25th | |
Return on equity Annualized net income ÷ equity or net worth | 7.5% | 11.9% | 24th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.27% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 76.1% | 62.9% | 80th |
Non-interest income share Fees and other income as a share of total revenue | 00.0% | 00.0% |
Cost of funds Annualized interest expense ÷ deposits | 00.0% | 00.0% |
| Ratio | Bank of Crocker | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Loan-to-deposit Loans ÷ deposits (shares). Above ~90% needs funding; below ~60% needs loan demand | 00.0% | 00.0% | ||
Loans-to-assets How much of the balance sheet is lent out | 00.0% | 00.0% | ||
Securities-to-assets Investment portfolio as a share of assets | 00.0% | 00.0% | ||
Cash-to-assets On-balance-sheet liquidity | 00.0% | 00.0% |
| Ratio | Bank of Crocker | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Capital ratio Tier 1 capital (banks) or net worth (CUs) ÷ assets. NCUA well-capitalized line: 7% | 00.0% | 00.0% |
| Ratio | Bank of Crocker | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Nonperforming / delinquency Banks: nonperforming assets ÷ assets. CUs: 60+ day delinquent loans ÷ loans | 00.0% | 00.0% | ||
Net charge-off rate Annualized charge-offs net of recoveries ÷ loans | 00.0% | 00.0% | ||
CRE concentration Commercial real estate loans ÷ capital. Regulators flag banks above 300% | 00.0% | 00.0% |
| Ratio | Bank of Crocker | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
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