| Metric | Tri-Valley Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -3.2% | +3.0% | -6.2 pts |
| Deposit growth (YoY) | -3.4% | +2.5% | -5.9 pts |
| Loan growth (YoY) | -2.4% | +2.6% | -5.0 pts |
| ROA | 0.18% | 0.99% | -0.8 pts |
| ROE | 3.0% | 8.1% | -5.1 pts |
ROA ranks in the 16th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $82.8M | $77.4M | $48.4M | $5.1M | $73K | 0.18% | 4.13% | 2.45% |
| Q1 2026 | $81.4M | $76.4M | $50.4M | $4.7M | $-40K | -0.20% | 4.23% | 2.49% |
| Q4 2025 | $80.3M | $74.6M | $54.1M | $4.8M | $-742K | -0.88% | 3.68% | 2.88% |
| Q3 2025 | $83.4M | $77.7M | $53.2M | $5.4M | $-720K | -1.13% | 3.48% | 2.92% |
| Q2 2025 | $85.5M | $80.1M | $49.6M | $5.1M | $-775K | -1.81% | 3.26% | 3.51% |
| Q1 2025 | $86.6M | $80.2M | $48.6M | $6.0M | $134K | 0.62% | 3.77% | 0.10% |
| Q4 2024 | $85.4M | $79.4M | $51.5M | $5.7M | $141K | 0.17% | 4.08% | 0.07% |
| Q3 2024 | $80.8M | $74.6M | $50.4M | $5.9M | $45K | 0.07% | 4.15% | 0.11% |
Loan mix (Q2 2026): real estate $28.1M · commercial $4.2M · consumer $1.5M · securities $18.5M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Tri-Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.18% | 0.99% | 16th | |
Return on equity Annualized net income ÷ equity or net worth | 3.0% | 8.1% | 24th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.13% | 3.88% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 77.8% | 70.8% | 63rd |
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 | Tri-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 | Tri-Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Uninsured deposit share Deposits above the insurance limit ÷ total deposits. The first number a CFO has watched since 2023; above ~40% is high | 00.0% | 00.0% | ||
Brokered deposits Brokered deposits ÷ total deposits — bought funding, rate-sensitive | 00.0% | 00.0% | ||
Borrowings-to-assets FHLB advances, fed funds, repos and other borrowings ÷ assets. Rising = deposits aren't keeping up | 00.0% | 00.0% | ||
Securities losses ÷ capital Unrealized losses on HTM + AFS securities as a share of tier-1 capital. Above ~30% constrains what they can sell to raise cash | 00.0% | 00.0% |
| Ratio | Tri-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 | Tri-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 | Tri-Valley Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
The full ratio pack is part of CharterBench Pro.
4 branches in 4 counties across 2 states (+0 vs 2025) · $77.4M branch deposits. Biggest market: Fremont, IA, ranked 3rd with 22.9% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Fremont, IA | 1 | $53.5M | 22.93% | 3rd |
| Page, IA | 1 | $14.9M | 2.08% | 8th |
| Otoe, NE | 1 | $6.1M | 0.99% | 12th |
| 1 more county with Pro → | ||||
Iowa: 266th with 0.04% · Nebraska: 215th with 0.01% · Omaha metro: 107th, 0.01% ·
Branch count: 2022 2 · 2023 3 · 2024 3 · 2025 4 · 2026 4
Technology spend up 30% in 2025. Pro shows the figures, trend and peer comparison.
Technology spend is part of CharterBench Pro — on every bank page, in the screener and in the account brief.
Banks itemize data processing on Schedule RI-E when it exceeds $100,000 and 7% of other non-interest expense; most community banks itemize at year-end only, so figures are full calendar years. Peer group: banks in the same asset band. Not available for credit unions (the NCUA call report has no comparable line).