| Metric | Golden Valley Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +4.3% | +4.9% | -0.6 pts |
| Deposit growth (YoY) | +3.4% | +4.3% | -0.9 pts |
| Loan growth (YoY) | +17.1% | +5.3% | +11.7 pts |
| ROA | 0.96% | 1.28% | -0.3 pts |
| ROE | 12.0% | 12.4% | -0.5 pts |
ROA ranks in the 28th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $604.7M | $553.2M | $291.3M | $47.9M | $2.8M | 0.96% | 3.61% | 0.00% |
| Q1 2026 | $577.7M | $525.8M | $269.7M | $47.5M | $1.4M | 0.99% | 3.64% | 0.02% |
| Q4 2025 | $591.6M | $541.8M | $271.3M | $47.0M | $5.0M | 0.88% | 3.39% | 0.02% |
| Q3 2025 | $575.3M | $527.7M | $260.2M | $44.8M | $3.7M | 0.87% | 3.34% | 0.00% |
| Q2 2025 | $579.9M | $535.0M | $248.8M | $42.3M | $2.3M | 0.82% | 3.26% | 0.00% |
| Q1 2025 | $574.6M | $528.7M | $240.7M | $43.4M | $987K | 0.71% | 3.11% | 0.00% |
| Q4 2024 | $536.3M | $491.9M | $243.6M | $41.6M | $3.6M | 0.73% | 3.16% | 0.00% |
| Q3 2024 | $499.6M | $454.6M | $237.6M | $42.3M | $2.7M | 0.73% | 3.15% | 0.00% |
Loan mix (Q2 2026): real estate $253.6M · commercial $37.6M · consumer $225K · securities $248.2M
| Ratio | Golden Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.96% | 1.28% | 28th | |
Return on equity Annualized net income ÷ equity or net worth | 12.0% | 12.4% | 47th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.61% | 3.89% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 61.4% | 61.2% | 51th |
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 | Golden Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Loan-to-deposit Loans ÷ deposits (shares). Above ~90% needs funding; below ~60% needs loan demand | 00.0% | 00.0% | ||
Loans-to-assets How much of the balance sheet is lent out | 00.0% | 00.0% | ||
Securities-to-assets Investment portfolio as a share of assets | 00.0% | 00.0% | ||
Cash-to-assets On-balance-sheet liquidity | 00.0% | 00.0% |
| Ratio | Golden Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Capital ratio Tier 1 capital (banks) or net worth (CUs) ÷ assets. NCUA well-capitalized line: 7% | 00.0% | 00.0% |
| Ratio | Golden Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Nonperforming / delinquency Banks: nonperforming assets ÷ assets. CUs: 60+ day delinquent loans ÷ loans | 00.0% | 00.0% | ||
Net charge-off rate Annualized charge-offs net of recoveries ÷ loans | 00.0% | 00.0% | ||
CRE concentration Commercial real estate loans ÷ capital. Regulators flag banks above 300% | 00.0% | 00.0% |
| Ratio | Golden Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
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