| Metric | This bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +0.9% | +4.4% | -3.5 pts |
| Deposit growth (YoY) | +2.0% | +4.0% | -2.0 pts |
| Loan growth (YoY) | -1.7% | +5.6% | -7.3 pts |
| ROA | 0.84% | 1.24% | -0.4 pts |
| ROE | 6.8% | 11.9% | -5.1 pts |
ROA ranks in the 27th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $207.0M | $179.1M | $123.8M | $25.9M | $882K | 0.84% | 3.13% | 0.11% |
| Q1 2026 | $209.4M | $181.3M | $123.3M | $26.0M | $379K | 0.72% | 3.00% | 0.09% |
| Q4 2025 | $214.1M | $183.2M | $127.2M | $26.1M | $1.2M | 0.59% | 2.96% | 0.12% |
| Q3 2025 | $204.8M | $174.0M | $124.9M | $26.0M | $931K | 0.60% | 2.93% | 0.09% |
| Q2 2025 | $205.2M | $175.6M | $125.9M | $24.8M | $589K | 0.57% | 2.86% | 0.54% |
| Q1 2025 | $205.5M | $176.0M | $130.9M | $24.5M | $253K | 0.49% | 2.72% | 3.04% |
| Q4 2024 | $210.9M | $175.5M | $131.9M | $23.6M | $916K | 0.43% | 2.59% | 0.99% |
| Q3 2024 | $210.5M | $173.9M | $128.6M | $24.9M | $649K | 0.41% | 2.53% | 1.19% |
Loan mix (Q2 2026): real estate $92.1M · commercial $22.6M · consumer $5.1M · securities $66.4M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Spring Valley City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.84% | 1.24% | 27th | |
Return on equity Annualized net income ÷ equity or net worth | 6.8% | 11.9% | 21th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.13% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 68.5% | 62.9% | 65th |
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 | Spring Valley City 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 | Spring Valley City 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 | Spring Valley City 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 | Spring Valley City 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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