| Metric | Murphy Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -0.4% | +4.4% | -4.7 pts |
| Deposit growth (YoY) | +0.5% | +4.0% | -3.4 pts |
| Loan growth (YoY) | -0.3% | +5.6% | -5.9 pts |
| ROA | 2.46% | 1.24% | +1.2 pts |
| ROE | 16.7% | 11.9% | +4.9 pts |
ROA ranks in the 95th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $357.2M | $296.9M | $300.8M | $53.3M | $4.4M | 2.46% | 5.05% | 0.34% |
| Q1 2026 | $359.6M | $298.0M | $297.0M | $52.3M | $2.1M | 2.29% | 4.93% | 0.30% |
| Q4 2025 | $365.3M | $304.2M | $302.3M | $53.6M | $7.1M | 1.98% | 4.72% | 0.43% |
| Q3 2025 | $360.8M | $296.5M | $302.7M | $53.0M | $5.3M | 1.99% | 4.63% | 0.29% |
| Q2 2025 | $358.5M | $295.4M | $301.8M | $51.9M | $3.3M | 1.83% | 4.46% | 0.28% |
| Q1 2025 | $352.0M | $285.4M | $295.7M | $51.4M | $1.5M | 1.72% | 4.24% | 0.35% |
| Q4 2024 | $356.4M | $292.1M | $299.5M | $50.7M | $5.5M | 1.51% | 3.95% | 0.10% |
| Q3 2024 | $364.5M | $299.9M | $302.6M | $50.1M | $4.1M | 1.48% | 3.84% | 0.09% |
Loan mix (Q2 2026): real estate $68.9M · commercial $69.2M · consumer $91.4M · securities $0
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Murphy Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 2.46% | 1.24% | 95th | |
Return on equity Annualized net income ÷ equity or net worth | 16.7% | 11.9% | 77th | |
Net interest margin Interest income − interest expense, ÷ assets | 5.05% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 50.4% | 62.9% | 17th |
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 | Murphy 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 | Murphy 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 | Murphy 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 | Murphy 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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