| Metric | Springfield State Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +8.8% | +4.4% | +4.4 pts |
| Deposit growth (YoY) | +10.8% | +4.0% | +6.9 pts |
| Loan growth (YoY) | +9.5% | +5.6% | +3.9 pts |
| ROA | 1.01% | 1.24% | -0.2 pts |
| ROE | 8.7% | 11.9% | -3.2 pts |
ROA ranks in the 35th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $486.9M | $388.4M | $334.6M | $56.3M | $2.4M | 1.01% | 3.03% | 0.39% |
| Q1 2026 | $477.9M | $382.8M | $330.6M | $55.6M | $1.3M | 1.11% | 2.96% | 0.30% |
| Q4 2025 | $476.7M | $376.4M | $327.9M | $55.5M | $4.6M | 1.01% | 2.97% | 0.08% |
| Q3 2025 | $459.1M | $356.8M | $313.1M | $54.1M | $3.3M | 0.99% | 2.95% | 0.10% |
| Q2 2025 | $447.8M | $350.4M | $305.5M | $51.2M | $2.2M | 0.99% | 2.92% | 0.09% |
| Q1 2025 | $443.5M | $345.3M | $301.5M | $49.9M | $1.0M | 0.91% | 2.85% | 0.05% |
| Q4 2024 | $439.0M | $342.5M | $297.0M | $46.9M | $3.5M | 0.81% | 2.67% | 0.04% |
| Q3 2024 | $430.6M | $327.7M | $281.9M | $49.7M | $2.3M | 0.73% | 2.62% | 0.06% |
Loan mix (Q2 2026): real estate $295.3M · commercial $20.7M · consumer $11.8M · securities $113.4M
| Ratio | Springfield State Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.01% | 1.24% | 35th | |
Return on equity Annualized net income ÷ equity or net worth | 8.7% | 11.9% | 31th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.03% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 49.9% | 62.9% | 16th |
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 | Springfield State 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 | Springfield State 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 | Springfield State 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 | Springfield State 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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