| Metric | Village Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +3.7% | +4.4% | -0.7 pts |
| Deposit growth (YoY) | +0.5% | +4.0% | -3.5 pts |
| Loan growth (YoY) | +5.4% | +5.6% | -0.2 pts |
| ROA | 0.67% | 1.24% | -0.6 pts |
| ROE | 9.6% | 11.9% | -2.3 pts |
ROA ranks in the 19th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $411.9M | $366.2M | $292.3M | $29.1M | $1.4M | 0.67% | 3.61% | 0.77% |
| Q1 2026 | $410.2M | $346.8M | $287.0M | $28.3M | $608K | 0.59% | 3.55% | 0.89% |
| Q4 2025 | $418.4M | $361.1M | $288.0M | $28.9M | $2.8M | 0.68% | 3.55% | 1.31% |
| Q3 2025 | $413.8M | $362.4M | $278.6M | $28.2M | $2.1M | 0.71% | 3.52% | 1.40% |
| Q2 2025 | $397.3M | $364.4M | $277.4M | $26.1M | $1.4M | 0.71% | 3.51% | 1.09% |
| Q1 2025 | $400.0M | $365.5M | $279.9M | $24.4M | $750K | 0.75% | 3.33% | 1.14% |
| Q4 2024 | $401.7M | $377.3M | $277.1M | $22.3M | $2.7M | 0.67% | 3.15% | 1.16% |
| Q3 2024 | $409.2M | $382.0M | $271.4M | $24.4M | $1.8M | 0.60% | 3.10% | 1.16% |
Loan mix (Q2 2026): real estate $231.4M · commercial $60.0M · consumer $288K · securities $93.0M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Village Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.67% | 1.24% | 19th | |
Return on equity Annualized net income ÷ equity or net worth | 9.6% | 11.9% | 36th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.61% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 74.2% | 62.9% | 77th |
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 | Village 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 | Village 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 | Village 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 | Village 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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