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Loans Held for Investment | 12 Months Ended
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Jun. 30, 2025
Loans Held for Investment |
Loans Held for Investment | Note 3: Loans Held for Investment ​ Loans held for investment consisted of the following at June 30, 2025 and 2024: ​
​ | ​ | ​ | ​ | ​ | ​ | ​
(In Thousands) | ​ | June 30, 2025 | ​ | June 30, 2024
Mortgage loans: | ​ | ​ | ​ | ​ | ​ | ​
Single-family |  | $ | 544,425 |  | $ | 518,091
Multi-family | ​ | ​ | 423,417 | ​ | ​ | 445,182
Commercial real estate | ​ | ​ | 72,766 | ​ | ​ | 83,349
Construction | ​ | ​ | 402 | ​ | ​ | 2,692
Other | ​ | ​ | 89 | ​ | ​ | 95
Commercial business loans | ​ | ​ | 1,267 | ​ | ​ | 1,372
Consumer loans | ​ | ​ | 57 | ​ | ​ | 65
Total loans held for investment, gross | ​ | ​ | 1,042,423 | ​ | ​ | 1,050,846
​ | ​ | ​ | ​ | ​ | ​ | ​
Advance payments of escrows | ​ | ​ | 293 | ​ | ​ | 102
Deferred loan costs, net | ​ | ​ | 9,453 | ​ | ​ | 9,096
ACL on loans | ​ | ​ | (6,424) | ​ | ​ | (7,065)
Total loans held for investment, net | ​ | $ | 1,045,745 | ​ | $ | 1,052,979
​ ​ The following table sets forth information at June 30, 2025 regarding the dollar amount of loans held for investment that are contractually repricing during the periods indicated, segregated between adjustable rate loans and fixed rate loans. Fixed-rate loans comprised 10% of loans held for investment at both June 30, 2025 and 2024, respectively. Adjustable-rate loans with no stated repricing date that reprice when the index to which they are tied to reprices (e.g. prime rate index) and checking account overdrafts are reported as repricing within one year, subject to periodic and maximum rate caps. The table does not include any estimate of prepayments, which may cause the Corporation’s actual repricing experience to differ materially from that shown. ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Adjustable Rate | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | ​ | ​ | ​ | After | ​ | After | ​ | After | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Within | ​ | One Year | ​ | 3 Years | ​ | 5 Years | ​ | ​ | ​ | ​ | ​ | ​
(In Thousands) | ​ | One Year | ​ | Through 3 Years | ​ | Through 5 Years | ​ | Through 10 Years | ​ | Fixed Rate | ​ | Total
Mortgage loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Single-family |  | $ | 49,048 |  | $ | 63,562 |  | $ | 126,956 |  | $ | 198,577 |  | $ | 106,282 |  | $ | 544,425
Multi-family | ​ | ​ | 214,271 | ​ | ​ | 129,277 | ​ | ​ | 77,015 | ​ | ​ | 2,762 | ​ | ​ | 92 | ​ | ​ | 423,417
Commercial real estate | ​ | ​ | 26,897 | ​ | ​ | 35,421 | ​ | ​ | 9,535 | ​ | ​ | 540 | ​ | ​ | 373 | ​ | ​ | 72,766
Construction | ​ | ​ | 206 | ​ | ​ | 196 | ​ | ​ | — | ​ | ​ | — | ​ | ​ | — | ​ | ​ | 402
Other | ​ | ​ | — | ​ | ​ | — | ​ | ​ | — | ​ | ​ | — | ​ | ​ | 89 | ​ | ​ | 89
Commercial business loans | ​ | ​ | 1,239 | ​ | ​ | — | ​ | ​ | — | ​ | ​ | — | ​ | ​ | 28 | ​ | ​ | 1,267
Consumer loans | ​ | ​ | 57 | ​ | ​ | — | ​ | ​ | — | ​ | ​ | — | ​ | ​ | — | ​ | ​ | 57
Total loans held for investment, gross | ​ | $ | 291,718 | ​ | $ | 228,456 | ​ | $ | 213,506 | ​ | $ | 201,879 | ​ | $ | 106,864 | ​ | $ | 1,042,423
​ The following tables present the Corporation’s commercial real estate loans by property type and loan-to-value (“LTV”) as of June 30, 2025 and 2024: ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Owner | ​ | ​ | Non-Owner | ​ | ​ | ​ | ​ | % of Total | ​ | ​ | Weighted | ​
June 30, 2025 | ​ | Occupied Loan | ​ | ​ | Occupied Loan | ​ | ​ | Total | ​ | Commercial | ​ | ​ | Average | ​
(Dollars In Thousands) | ​ | Balance | ​ | ​ | Balance | ​ | ​ | Balance | ​ | Real Estate | ​ | ​ | LTV (1) | ​
Office |  | $ | 5,666 |  | $ | 19,895 |  | $ | 25,561 |  | 35 | % |  | 41 | %
Mixed use (2) | ​ | ​ | 279 | ​ | ​ | 14,330 | ​ | ​ | 14,609 | ​ | 20 | ​ | ​ | 33 | %
Retail | ​ | ​ | — | ​ | ​ | 8,001 | ​ | ​ | 8,001 | ​ | 11 | ​ | ​ | 31 | %
Warehouse | ​ | ​ | 1,332 | ​ | ​ | 7,869 | ​ | ​ | 9,201 | ​ | 13 | ​ | ​ | 30 | %
Medical/dental office | ​ | ​ | 2,511 | ​ | ​ | 4,377 | ​ | ​ | 6,888 | ​ | 9 | ​ | ​ | 43 | %
Mobile home park | ​ | ​ | — | ​ | ​ | 6,761 | ​ | ​ | 6,761 | ​ | 9 | ​ | ​ | 37 | %
Restaurant/fast food | ​ | ​ | 681 | ​ | ​ | 493 | ​ | ​ | 1,174 | ​ | 2 | ​ | ​ | 46 | %
Automotive - non gasoline | ​ | ​ | — | ​ | ​ | 571 | ​ | ​ | 571 | ​ | 1 | ​ | ​ | 26 | %
Total commercial real estate | ​ | $ | 10,469 | ​ | $ | 62,297 | ​ | $ | 72,766 | ​ | 100 | % | ​ | 37 | %
​ (1)Current loan balance as a percentage of the original appraised value.
(2) | Mixed use includes $6.4 million in Office/Retail, $5.3 million in Multi-family/Retail, $1.6 million in Other Mixed Use, $739,000 in Multi-family/Commercial and $559,000 in Multi-family/Office.
​ ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Owner | ​ | Non-Owner | ​ | ​ | ​ | ​ | % of Total | ​ | ​ | Weighted | ​
June 30, 2024 | ​ | Occupied Loan | ​ | Occupied Loan | ​ | ​ | Total | ​ | Commercial | ​ | ​ | Average | ​
(Dollars In Thousands) | ​ | Balance | ​ | Balance | ​ | ​ | Balance | ​ | Real Estate | ​ | ​ | LTV (1) | ​
Office |  | $ | 6,690 |  | $ | 20,084 |  | $ | 26,774 |  | 32 | % |  | 43 | %
Mixed use (2) | ​ | ​ | 293 | ​ | ​ | 15,797 | ​ | ​ | 16,090 | ​ | 19 | ​ | ​ | 35 | %
Retail | ​ | ​ | — | ​ | ​ | 12,501 | ​ | ​ | 12,501 | ​ | 15 | ​ | ​ | 30 | %
Warehouse | ​ | ​ | 2,076 | ​ | ​ | 9,848 | ​ | ​ | 11,924 | ​ | 14 | ​ | ​ | 31 | %
Mobile home park | ​ | ​ | — | ​ | ​ | 6,909 | ​ | ​ | 6,909 | ​ | 8 | ​ | ​ | 38 | %
Medical/dental office | ​ | ​ | 2,439 | ​ | ​ | 4,645 | ​ | ​ | 7,084 | ​ | 9 | ​ | ​ | 44 | %
Restaurant/fast food | ​ | ​ | 690 | ​ | ​ | 500 | ​ | ​ | 1,190 | ​ | 2 | ​ | ​ | 46 | %
Automotive - non gasoline | ​ | ​ | — | ​ | ​ | 578 | ​ | ​ | 578 | ​ | 1 | ​ | ​ | 26 | %
Live/work | ​ | ​ | — | ​ | ​ | 299 | ​ | ​ | 299 | ​ | — | ​ | ​ | 13 | %
Total commercial real estate | ​ | $ | 12,188 | ​ | $ | 71,161 | ​ | $ | 83,349 | ​ | 100 | % | ​ | 37 | %
​
(1) | Current loan balance as a percentage of the original appraised value.
(2) | Mixed use includes $6.9 million in Office/Retail, $4.7 million in Multi-family/Retail, $3.0 million in Other Mixed Use, $754,000 in Multi-family/Commercial and $685,000 in Multi-family/Office.
​ The following tables present the Corporation’s commercial real estate loans by geographic concentration as of June 30, 2025 and 2024: ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Inland | ​ | ​ | Southern | ​ | ​ | Other | ​ | ​ | ​ | ​ | ​ | ​ | ​
June 30, 2025 | ​ | Empire(1) | ​ | ​ | California(2) | ​ | ​ | California | ​ | ​ | Total | ​
(Dollars in Thousands) | ​ | Balance | ​ | % | ​ | ​ | Balance | ​ | % | ​ | ​ | Balance | ​ | % | ​ | ​ | Balance | ​ | % | ​
Owner occupied: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Office |  | $ | 630 |  | 11 | % |  | $ | 4,852 |  | 86 | % |  | $ | 184 |  | 3 | % |  | $ | 5,666 |  | 100 | %
Mixed use | ​ | ​ | — | ​ | — | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 279 | ​ | 100 | % | ​ | ​ | 279 | ​ | 100 | %
Warehouse | ​ | ​ | — | ​ | — | % | ​ | ​ | 959 | ​ | 72 | % | ​ | ​ | 373 | ​ | 28 | % | ​ | ​ | 1,332 | ​ | 100 | %
Medical/dental office | ​ | ​ | 271 | ​ | 11 | % | ​ | ​ | 2,240 | ​ | 89 | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 2,511 | ​ | 100 | %
Restaurant/fast food | ​ | ​ | — | ​ | — | % | ​ | ​ | 681 | ​ | 100 | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 681 | ​ | 100 | %
Total owner occupied | ​ | ​ | 901 | ​ | 9 | % | ​ | ​ | 8,732 | ​ | 83 | % | ​ | ​ | 836 | ​ | 8 | % | ​ | ​ | 10,469 | ​ | 100 | %
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Non-owner occupied: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Office | ​ | ​ | 3,837 | ​ | 19 | % | ​ | ​ | 13,488 | ​ | 68 | % | ​ | ​ | 2,570 | ​ | 13 | % | ​ | ​ | 19,895 | ​ | 100 | %
Mixed use | ​ | ​ | 449 | ​ | 3 | % | ​ | ​ | 6,297 | ​ | 44 | % | ​ | ​ | 7,584 | ​ | 53 | % | ​ | ​ | 14,330 | ​ | 100 | %
Retail | ​ | ​ | 1,026 | ​ | 13 | % | ​ | ​ | 3,296 | ​ | 41 | % | ​ | ​ | 3,679 | ​ | 46 | % | ​ | ​ | 8,001 | ​ | 100 | %
Warehouse | ​ | ​ | 1,064 | ​ | 13 | % | ​ | ​ | 3,992 | ​ | 51 | % | ​ | ​ | 2,813 | ​ | 36 | % | ​ | ​ | 7,869 | ​ | 100 | %
Mobile home park | ​ | ​ | 4,754 | ​ | 70 | % | ​ | ​ | 351 | ​ | 5 | % | ​ | ​ | 1,656 | ​ | 25 | % | ​ | ​ | 6,761 | ​ | 100 | %
Medical/dental office | ​ | ​ | 1,713 | ​ | 39 | % | ​ | ​ | 1,993 | ​ | 46 | % | ​ | ​ | 671 | ​ | 15 | % | ​ | ​ | 4,377 | ​ | 100 | %
Automotive - non gasoline | ​ | ​ | — | ​ | — | % | ​ | ​ | 571 | ​ | 100 | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 571 | ​ | 100 | %
Restaurant/fast food | ​ | ​ | — | ​ | — | % | ​ | ​ | 493 | ​ | 100 | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 493 | ​ | 100 | %
Total non-owner occupied | ​ | ​ | 12,843 | ​ | 21 | % | ​ | ​ | 30,481 | ​ | 49 | % | ​ | ​ | 18,973 | ​ | 30 | % | ​ | ​ | 62,297 | ​ | 100 | %
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Total commercial real estate | ​ | $ | 13,744 | ​ | 19 | % | ​ | $ | 39,213 | ​ | 54 | % | ​ | $ | 19,809 | ​ | 27 | % | ​ | $ | 72,766 | ​ | 100 | %
​ (1)Inland Empire comprised of San Bernardino and Riverside counties. (2)Other than the Inland Empire. ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Inland | ​ | ​ | Southern | ​ | ​ | Other | ​ | ​ | ​ | ​ | ​ | ​ | ​
June 30, 2024 | ​ | Empire(1) | ​ | ​ | California(2) | ​ | ​ | California | ​ | ​ | Total | ​
(Dollars in Thousands) | ​ | Balance | ​ | % | ​ | ​ | Balance | ​ | % | ​ | ​ | Balance | ​ | % | ​ | ​ | Balance | ​ | % | ​
Owner occupied: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Office |  | $ | 1,540 |  | 23 | % |  | $ | 4,959 |  | 74 | % |  | $ | 191 |  | 3 | % |  | $ | 6,690 |  | 100 | %
Mixed use | ​ | ​ | — | ​ | — | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 293 | ​ | 100 | % | ​ | ​ | 293 | ​ | 100 | %
Warehouse | ​ | ​ | — | ​ | — | % | ​ | ​ | 1,689 | ​ | 81 | % | ​ | ​ | 387 | ​ | 19 | % | ​ | ​ | 2,076 | ​ | 100 | %
Medical/dental office | ​ | ​ | 276 | ​ | 11 | % | ​ | ​ | 1,791 | ​ | 74 | % | ​ | ​ | 372 | ​ | 15 | % | ​ | ​ | 2,439 | ​ | 100 | %
Restaurant/fast food | ​ | ​ | — | ​ | — | % | ​ | ​ | 690 | ​ | 100 | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 690 | ​ | 100 | %
Total owner occupied | ​ | ​ | 1,816 | ​ | 15 | % | ​ | ​ | 9,129 | ​ | 75 | % | ​ | ​ | 1,243 | ​ | 10 | % | ​ | ​ | 12,188 | ​ | 100 | %
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Non-owner occupied: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Office | ​ | ​ | 2,951 | ​ | 15 | % | ​ | ​ | 13,837 | ​ | 69 | % | ​ | ​ | 3,296 | ​ | 16 | % | ​ | ​ | 20,084 | ​ | 100 | %
Mixed use | ​ | ​ | 505 | ​ | 3 | % | ​ | ​ | 6,243 | ​ | 40 | % | ​ | ​ | 9,049 | ​ | 57 | % | ​ | ​ | 15,797 | ​ | 100 | %
Retail | ​ | ​ | 1,050 | ​ | 8 | % | ​ | ​ | 6,996 | ​ | 56 | % | ​ | ​ | 4,455 | ​ | 36 | % | ​ | ​ | 12,501 | ​ | 100 | %
Warehouse | ​ | ​ | 605 | ​ | 6 | % | ​ | ​ | 4,774 | ​ | 49 | % | ​ | ​ | 4,469 | ​ | 45 | % | ​ | ​ | 9,848 | ​ | 100 | %
Mobile home park | ​ | ​ | 4,859 | ​ | 70 | % | ​ | ​ | 358 | ​ | 5 | % | ​ | ​ | 1,692 | ​ | 25 | % | ​ | ​ | 6,909 | ​ | 100 | %
Medical/dental office | ​ | ​ | 1,797 | ​ | 39 | % | ​ | ​ | 2,159 | ​ | 46 | % | ​ | ​ | 689 | ​ | 15 | % | ​ | ​ | 4,645 | ​ | 100 | %
Restaurant/fast food | ​ | ​ | — | ​ | — | % | ​ | ​ | 500 | ​ | 100 | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 500 | ​ | 100 | %
Automotive - non gasoline | ​ | ​ | — | ​ | — | % | ​ | ​ | 578 | ​ | 100 | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 578 | ​ | 100 | %
Live/work | ​ | ​ | — | ​ | — | % | ​ | ​ | — | ​ | — | % | ​ | ​ | 299 | ​ | 100 | % | ​ | ​ | 299 | ​ | 100 | %
Total non-owner occupied | ​ | ​ | 11,767 | ​ | 16 | % | ​ | ​ | 35,445 | ​ | 50 | % | ​ | ​ | 23,949 | ​ | 34 | % | ​ | ​ | 71,161 | ​ | 100 | %
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Total commercial real estate | ​ | $ | 13,583 | ​ | 16 | % | ​ | $ | 44,574 | ​ | 54 | % | ​ | $ | 25,192 | ​ | 30 | % | ​ | $ | 83,349 | ​ | 100 | %
​ (1)Inland Empire comprised of San Bernardino and Riverside counties. (2)Other than the Inland Empire. ​ Management continually evaluates the credit quality of the loan portfolio and conducts a quarterly review of the adequacy of the ACL. The two primary components that are used during the loan review process to determine the proper ACL levels are individually evaluated allowances and collectively evaluated allowances. The collectively evaluated allowance is based on a pooling method for groups of homogeneous loans sharing similar loan characteristics to calculate an allowance which reflects an estimate of lifetime expected credit losses using historical experience, current conditions, and reasonable and supportable forecasts. Loans identified to be individually evaluated may have an allowance that is based upon the appraised value of the collateral, less selling costs, or discounted cash flow with an appropriate default factor. The Corporation adopted an internal risk rating policy which categorizes all loans held for investment into risk categories of pass, special mention, substandard, doubtful or loss based on relevant information about the ability of the borrower to service their debt such as current financial information, historical payment experience, credit documentation, public information, and current economic trends, among other factors. A description of the general characteristics of the risk grades with respect to credit quality of each loan is as follows:
| ● | Pass – A pass loan ranges from minimal credit risk to average, but still acceptable, credit risk. The likelihood of loss is considered remote.
| ● | Special Mention - A special mention loan has potential weaknesses that may be temporary or, if left uncorrected, may result in a loss. While concerns exist, the Corporation is currently protected and loss is considered unlikely and not imminent.
| ● | Substandard - A substandard loan is inadequately protected by the current sound worth and paying capacity of the borrower or of the collateral pledged, if any. Loans so classified must have a well-defined weakness, or weaknesses, that may jeopardize the liquidation of the debt. A substandard loan is characterized by the distinct possibility that the Corporation will sustain some loss if the deficiencies are not corrected.
| ● | Doubtful - A doubtful loan has all of the weaknesses inherent in one classified as substandard with the added characteristic that the weaknesses make collection or liquidation in full, on the basis of the currently existing facts, conditions and values, highly questionable and improbable.
| ● | Loss - A loss loan is considered uncollectible and of such little value that continuance as an asset of the Corporation is not warranted.
​ The following table presents the Corporation’s recorded investment in loans by risk categories and gross charge-offs by year of origination as of June 30, 2025: ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
June 30, 2025 | ​ | Term Loans by Year of Origination | ​ | Revolving | ​ | ​ | ​
(In Thousands) | ​ | 2025 | ​ | 2024 | ​ | 2023 | ​ | 2022 | ​ | 2021 | ​ | Prior | ​ | Loans | ​ | Total
Mortgage loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Single-family: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass |  | $ | 39,385 |  | $ | 55,276 |  | $ | 52,083 |  | $ | 194,501 |  | $ | 141,614 |  | $ | 60,282 |  | $ | 5 |  | $ | 543,146
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 62 | ​ | ​ | - | ​ | ​ | 62
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 1,217 | ​ | ​ | - | ​ | ​ | 1,217
Total single-family | ​ | ​ | 39,385 | ​ | ​ | 55,276 | ​ | ​ | 52,083 | ​ | ​ | 194,501 | ​ | ​ | 141,614 | ​ | ​ | 61,561 | ​ | ​ | 5 | ​ | ​ | 544,425
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Multi-family: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | 13,412 | ​ | ​ | 21,687 | ​ | ​ | 27,255 | ​ | ​ | 73,495 | ​ | ​ | 83,224 | ​ | ​ | 201,660 | ​ | ​ | - | ​ | ​ | 420,733
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 467 | ​ | ​ | 2,217 | ​ | ​ | - | ​ | ​ | 2,684
Total multi-family | ​ | ​ | 13,412 | ​ | ​ | 21,687 | ​ | ​ | 27,255 | ​ | ​ | 73,495 | ​ | ​ | 83,691 | ​ | ​ | 203,877 | ​ | ​ | - | ​ | ​ | 423,417
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Commercial real estate: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | 2,149 | ​ | ​ | 5,429 | ​ | ​ | 12,609 | ​ | ​ | 22,750 | ​ | ​ | 3,889 | ​ | ​ | 24,936 | ​ | ​ | - | ​ | ​ | 71,762
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 1,004 | ​ | ​ | - | ​ | ​ | 1,004
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total commercial real estate | ​ | ​ | 2,149 | ​ | ​ | 5,429 | ​ | ​ | 12,609 | ​ | ​ | 22,750 | ​ | ​ | 3,889 | ​ | ​ | 25,940 | ​ | ​ | - | ​ | ​ | 72,766
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Construction: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | 196 | ​ | ​ | 206 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 402
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total construction | ​ | ​ | 196 | ​ | ​ | 206 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 402
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Other: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 89 | ​ | ​ | - | ​ | ​ | 89
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total other | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 89 | ​ | ​ | - | ​ | ​ | 89
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Commercial business loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 1,267 | ​ | ​ | 1,267
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total commercial business loans | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 1,267 | ​ | ​ | 1,267
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Consumer loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Not graded | ​ | ​ | 17 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 17
Pass | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 40 | ​ | ​ | 40
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total consumer loans | ​ | ​ | 17 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 40 | ​ | ​ | 57
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Total loans held for investment, gross | ​ | $ | 55,159 | ​ | $ | 82,598 | ​ | $ | 91,947 | ​ | $ | 290,746 | ​ | $ | 229,194 | ​ | $ | 291,467 | ​ | $ | 1,312 | ​ | $ | 1,042,423
Total current period gross charge-offs | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | —
​ The following table presents the Corporation’s recorded investment in loans by risk categories by year of origination as of June 30, 2024: ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
June 30, 2024 | ​ | Term Loans by Year of Origination | ​ | Revolving | ​ | ​ | ​
(In Thousands) | ​ | 2024 | ​ | 2023 | ​ | 2022 | ​ | 2021 | ​ | 2020 | ​ | Prior | ​ | Loans | ​ | Total
Mortgage loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Single-family: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass |  | $ | 19,476 |  | $ | 60,688 |  | $ | 205,817 |  | $ | 149,084 |  | $ | 19,606 |  | $ | 59,702 |  | $ | 14 |  | $ | 514,387
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 1,111 | ​ | ​ | - | ​ | ​ | 1,111
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 2,593 | ​ | ​ | - | ​ | ​ | 2,593
Total single-family | ​ | ​ | 19,476 | ​ | ​ | 60,688 | ​ | ​ | 205,817 | ​ | ​ | 149,084 | ​ | ​ | 19,606 | ​ | ​ | 63,406 | ​ | ​ | 14 | ​ | ​ | 518,091
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Multi-family: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | 10,374 | ​ | ​ | 28,892 | ​ | ​ | 75,876 | ​ | ​ | 86,916 | ​ | ​ | 60,938 | ​ | ​ | 180,119 | ​ | ​ | - | ​ | ​ | 443,115
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 478 | ​ | ​ | - | ​ | ​ | 1,589 | ​ | ​ | - | ​ | ​ | 2,067
Total multi-family | ​ | ​ | 10,374 | ​ | ​ | 28,892 | ​ | ​ | 75,876 | ​ | ​ | 87,394 | ​ | ​ | 60,938 | ​ | ​ | 181,708 | ​ | ​ | - | ​ | ​ | 445,182
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Commercial real estate: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | 3,874 | ​ | ​ | 13,763 | ​ | ​ | 23,298 | ​ | ​ | 4,018 | ​ | ​ | 5,450 | ​ | ​ | 32,946 | ​ | ​ | - | ​ | ​ | 83,349
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total commercial real estate | ​ | ​ | 3,874 | ​ | ​ | 13,763 | ​ | ​ | 23,298 | ​ | ​ | 4,018 | ​ | ​ | 5,450 | ​ | ​ | 32,946 | ​ | ​ | - | ​ | ​ | 83,349
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Construction: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | 1,480 | ​ | ​ | 228 | ​ | ​ | 984 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 2,692
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total construction | ​ | ​ | 1,480 | ​ | ​ | 228 | ​ | ​ | 984 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 2,692
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Other: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 95 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 95
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total other | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 95 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 95
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Commercial business loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Pass | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 133 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 1,239 | ​ | ​ | 1,372
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total commercial business loans | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 133 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 1,239 | ​ | ​ | 1,372
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Consumer loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Not graded | ​ | ​ | 23 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 23
Pass | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 42 | ​ | ​ | 42
Special Mention | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Substandard | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | -
Total consumer loans | ​ | ​ | 23 | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | - | ​ | ​ | 42 | ​ | ​ | 65
Current period gross charge-off | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | - | ​ | $ | -
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Total loans held for investment, gross | ​ | $ | 35,227 | ​ | $ | 103,571 | ​ | $ | 306,108 | ​ | $ | 240,496 | ​ | $ | 86,089 | ​ | $ | 278,060 | ​ | $ | 1,295 | ​ | $ | 1,050,846
Total current period gross charge-offs | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | —
​ ​ As required by ASC 326 on July 1, 2023, the Corporation implemented CECL and recognized a $1.2 million one-time increase to its ACL. Under ASC 326, the ACL is a valuation account that is deducted from the related loans’ amortized cost basis to present the net amount expected to be collected on the loans. The measurement of expected credit losses is based on relevant information about past events, including historical experience, current conditions, and reasonable and supportable forecasts that affect the collectability of the reported amount. The Corporation’s ACL is calculated quarterly, with any difference between the calculated ACL and the recorded ACL adjusted through an entry to the provision for (recovery of) credit losses. Management calculates the quantitative portion of the collectively evaluated allowance for all loan categories using an average charge-off or loss rate methodology, and generally evaluates collectively evaluated loans by Call Report code to group and determine portfolio loan segments with similar risk characteristics. The Corporation primarily utilizes historical loss rates for the ACL calculation based on its own specific historical losses and/or with peer loss history, where applicable. ​ The expected loss rates are applied to expected monthly loan balances estimated through the consideration of contractual repayment terms and expected prepayments. The prepayment assumptions applied to expected cash flow over the contractual life of the loans are estimated based on historical and bank-specific experience and the consideration of current and expected conditions and circumstances including the level of interest rates. The prepayment assumptions may be updated by management in the event that changing conditions impact management’s estimate or additional historical data gathered has resulted in the need for a reevaluation. ​ For its reasonable and supportable forecasting of current expected credit losses, the Corporation utilizes a regression model using forecasted economic metrics and historical loss data. The regression model utilized upon implementation of CECL and as of June 30, 2025 and 2024, based on reasonable and supportable 12-month forecasts of the National Unemployment Rate and change in the Real Gross Domestic Product, after which it reverts to a historical loss rate. Management selected the National Unemployment Rate and the Real Gross Domestic Product as the drivers of the forward looking component of the collectively evaluated allowance, primarily as a result of high correlation coefficients identified in regression modeling, the availability of forecasts (including the quarterly Federal Open Market Committee forecast), and the widespread familiarity of these economic metrics. ​ Management recognizes that there are additional factors impacting risk of loss in the loan portfolio beyond what is captured in the quantitative portion of allowance on collectively evaluated loans. As current and expected conditions may vary compared with conditions over the historical lookback period, which is utilized in the calculation of the quantitative allowance, management considers whether additional or reduced allowance levels on collectively evaluated loans may be warranted, given the consideration of a variety of qualitative factors. The following qualitative factors (“Q-factors”) considered by management reflect the regulatory guidance on the Q-factors: ​
| ● | Changes in the experience, ability, and depth of lending management and other relevant staff.
| ● | Changes in the value of underlying collateral for collateral-dependent loans.
| ● | The existence and effect of any concentrations of credit, and changes in the level of such concentrations.
| ● | Changes in international, national, regional, and local economic and business conditions and developments that affect the collectability of the portfolio, including the condition of various market segments.
| ● | The effect of other external factors such as competition and legal and regulatory requirements on the level of estimated credit losses in the institution's existing portfolio.
| ● | Changes in the volume and severity of past due loans, the volume of non-performing loans, and the volume and severity of adversely classified or graded loans.
| ● | Changes in the quality of the Corporation’s loan review system.
| ● | Changes in the nature, volume and terms of loans in the portfolio.
| ● | Changes in lending policies and procedures, including changes in underwriting standards and collection, charge-off, and recovery practices not considered elsewhere in estimating credit losses.
The qualitative portion of the Corporation’s allowance on collectively evaluated loans are calculated using management’s judgment to determine risk categorizations in each of the Q-factors presented above. The amount of qualitative allowance is also contingent upon the relative weighting of the Q-factors, as determined by management’s judgment. Loans that do not share similar risk characteristics are evaluated on an individual basis. When management determines that foreclosure is probable or the borrower is experiencing financial difficulty, the expected credit losses are based on the fair value of collateral at the reporting date, less selling costs. ​ Accrued interest receivable for loans is included in accrued interest receivable in the Consolidated Statements of Financial Condition. The Corporation elected not to measure an allowance for accrued interest receivable and instead elected to reverse accrued interest income on loans that are placed on non-performing status. Generally, a loan is placed on non-performing status when it becomes 90 days past due as to principal or interest or after considering economic and business conditions and collection efforts, where the borrower’s financial condition is such that collection of the contractual principal or interest on the loan is doubtful. The Corporation believes this policy results in the timely reversal of potentially uncollectible interest. ​ Pursuant to ASU 2022-02, “Troubled Debt Restructurings and Vintage Disclosures,” the Corporation may agree to different types of modifications, including principal forgiveness, interest rate reductions, term extension, significant payment delay or any combination of modifications noted above. During the fiscal years ended June 30, 2025 and 2024, there were no loan modifications to borrowers experiencing financial difficulties. ​ Management believes the ACL on loans held for investment is maintained at a level sufficient to provide for expected losses on the Corporation’s loans held for investment based on historical loss experience, current conditions, and reasonable and supportable forecasts. The provision for (recovery of) credit losses is charged (credited) against operations on a quarterly basis, as necessary, to maintain the ACL at appropriate levels. Future adjustments to the ACL may be necessary and results of operations could be significantly and adversely affected as a result of economic, operating, regulatory, and other conditions beyond the Corporation’s control. Non-performing loans are charged-off to their fair market values in the period the loans, or portions thereof, are deemed uncollectible. This generally occurs after the loan becomes 150 days delinquent for real estate secured first trust deed loans and 120 days delinquent for commercial business or real estate secured second trust deed loans. For loans that were previously modified from their original terms, re-underwritten and identified as modified loans, the charge-off occurs when the loan becomes 90 days delinquent. In cases where borrowers file bankruptcy, the charge-off occurs when the loan becomes 60 days delinquent. The amount of the charge-off is determined by comparing the loan balance to the estimated fair value of the underlying collateral, less disposition costs, with the loan balance in excess of the estimated fair value charged-off against the ACL. For modified loans that are less than 90 days delinquent, the ACL is segregated into: (a) individually evaluated allowances for those loans with applicable discounted cash flow calculations still in their modification period, classified lower than pass, and containing an embedded loss component; or (b) collectively evaluated allowances based on the aggregated pooling method. For non-performing loans less than 60 days delinquent where the borrower has filed bankruptcy, the collectively evaluated allowances are assigned based on the aggregated pooling method. For non-performing commercial real estate loans, an individually evaluated allowance is derived based on the loan's discounted cash flow fair value (for modified loans) or collateral fair value less estimated selling costs and if the fair value is higher than the loan balance, no allowance is required. A non-performing loan can be restored to accrual status when a borrower is current in payments for six consecutive months. The following tables summarize the Corporation’s ACL and recorded investment in gross loans, by portfolio type, at the dates and for the years indicated: ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Year Ended June 30, 2025 | ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | Commercial | ​ | ​ | ​ | ​ | ​ | ​ | ​ | Commercial | ​ | ​ | ​ | ​ | ​ | ​ | ​
(In Thousands) | ​ | Single-family | ​ | Multi-family | ​ | Real Estate | ​ | Construction | ​ | Other Mortgage | ​ | Business | ​ | Consumer | ​ | Total | ​
ACL: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
ACL, beginning of period |  | $ | 6,295 |  | $ | 595 |  | $ | 66 |  | $ | 97 |  | $ | 1 |  | $ | 11 |  | $ | — |  | $ | 7,065 | ​
(Recovery of) provision for credit losses | ​ |  | (561) | ​ |  | 20 | ​ |  | (11) | ​ |  | (85) | ​ |  | 1 | ​ |  | (5) | ​ |  | — | ​ |  | (641) | ​
Recoveries | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​
Charge-offs | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​
ACL, end of period | ​ | $ | 5,734 | ​ | $ | 615 | ​ | $ | 55 | ​ | $ | 12 | ​ | $ | 2 | ​ | $ | 6 | ​ | $ | — | ​ | $ | 6,424 | ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
ACL: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Individually evaluated for allowances | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​
Collectively evaluated for allowances | ​ |  | 5,734 | ​ |  | 615 | ​ |  | 55 | ​ |  | 12 | ​ |  | 2 | ​ |  | 6 | ​ |  | — | ​ |  | 6,424 | ​
ACL, end of period | ​ | $ | 5,734 | ​ | $ | 615 | ​ | $ | 55 | ​ | $ | 12 | ​ | $ | 2 | ​ | $ | 6 | ​ | $ | — | ​ | $ | 6,424 | ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Loans held for investment: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Individually evaluated for allowances | ​ | $ | 369 | ​ | $ | 467 | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | 836 | ​
Collectively evaluated for allowances | ​ |  | 544,056 | ​ |  | 422,950 | ​ |  | 72,766 | ​ |  | 402 | ​ |  | 89 | ​ |  | 1,267 | ​ |  | 57 | ​ |  | 1,041,587 | ​
Total loans held for investment, gross | ​ | $ | 544,425 | ​ | $ | 423,417 | ​ | $ | 72,766 | ​ | $ | 402 | ​ | $ | 89 | ​ | $ | 1,267 | ​ | $ | 57 | ​ | $ | 1,042,423 | ​
ACL on loans as a percentage of gross loans held for investment | ​ | ​ | 1.05 | % | ​ | 0.15 | % | ​ | 0.08 | % | ​ | 2.99 | % | ​ | 2.25 | % | ​ | 0.47 | % | ​ | — | % | ​ | 0.62 | %
Net (recoveries) charge-offs to average loans receivable, net during the period | ​ | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | %
​ ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Year Ended June 30, 2024 |
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | Commercial | ​ | ​ | ​ | ​ | ​ | ​ | ​ | Commercial | ​ | ​ | ​ | ​ | ​ | ​ | ​
(In Thousands) | ​ | Single-family | ​ | Multi-family | ​ | Real Estate | ​ | Construction | ​ | Other Mortgage | ​ | Business | ​ | Consumer | ​ | Total | ​
ACL: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ |
ACL, beginning of period |  | $ | 1,720 |  | $ | 3,270 |  | $ | 868 |  | $ | 15 |  | $ | 2 |  | $ | 67 |  | $ | 4 |  | $ | 5,946 | ​
Adjustment to ACL for adoption of ASC 326 | ​ |  | 4,605 | ​ |  | (2,614) | ​ |  | (786) | ​ |  | 47 | ​ |  | 3 | ​ |  | (54) | ​ |  | (4) | ​ |  | 1,197 | ​
(Recovery of) provision for credit losses | ​ |  | (30) | ​ |  | (61) | ​ |  | (16) | ​ |  | 35 | ​ |  | (4) | ​ |  | (2) | ​ |  | — | ​ |  | (78) | ​
Recoveries | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​
Charge-offs | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​
ACL, end of period | ​ | $ | 6,295 | ​ | $ | 595 | ​ | $ | 66 | ​ | $ | 97 | ​ | $ | 1 | ​ | $ | 11 | ​ | $ | — | ​ | $ | 7,065 | ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
ACL: | ​ |  | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Individually evaluated for allowances | ​ | $ | 37 | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | 37 | ​
Collectively evaluated for allowances | ​ |  | 6,258 | ​ |  | 595 | ​ |  | 66 | ​ |  | 97 | ​ |  | 1 | ​ |  | 11 | ​ |  | — | ​ |  | 7,028 | ​
ACL, end of period | ​ | $ | 6,295 | ​ | $ | 595 | ​ | $ | 66 | ​ | $ | 97 | ​ | $ | 1 | ​ | $ | 11 | ​ | $ | — | ​ | $ | 7,065 | ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Loans held for investment: | ​ |  | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Individually evaluated for allowances | ​ | $ | 1,134 | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | — | ​ | $ | 1,134 | ​
Collectively evaluated for allowances | ​ |  | 516,957 | ​ |  | 445,182 | ​ |  | 83,349 | ​ |  | 2,692 | ​ |  | 95 | ​ |  | 1,372 | ​ |  | 65 | ​ |  | 1,049,712 | ​
Total loans held for investment, gross | ​ | $ | 518,091 | ​ | $ | 445,182 | ​ | $ | 83,349 | ​ | $ | 2,692 | ​ | $ | 95 | ​ | $ | 1,372 | ​ | $ | 65 | ​ | $ | 1,050,846 | ​
ACL on loans as a percentage of gross loans held for investment | ​ | ​ | 1.22 | % | ​ | 0.13 | % | ​ | 0.08 | % | ​ | 3.60 | % | ​ | 1.05 | % | ​ | 0.80 | % | ​ | — | % | ​ | 0.67 | %
Net (recoveries) charge-offs to average loans receivable, net during the period | ​ | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | % | ​ | — | %
​ The following summarizes the components of the net change in the allowance for credit losses for the years indicated: ​
​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Year Ended June 30,
(In Thousands) |  | 2025 |  | 2024
​ | ​ | ​ | ​ | ​ | ​ | ​
Balance, beginning of year | ​ | $ | 7,065 | ​ | $ | 5,946
Adjustment to ACL for adoption of ASC 326 | ​ | ​ | — | ​ | ​ | 1,197
Recovery of credit losses | ​ |  | (641) | ​ |  | (78)
Recoveries | ​ |  | — | ​ |  | —
Charge-offs | ​ |  | — | ​ |  | —
Balance, end of year | ​ | $ | 6,424 | ​ | $ | 7,065
​ The following tables identify the Corporation’s total recorded investment in non-performing loans by type at the dates and for the periods indicated. Generally, a loan is placed on non-performing status when it becomes 90 days past due as to principal or interest or after considering economic and business conditions and collection efforts, where the borrower’s financial condition is such that collection of the contractual principal or interest on the loan is doubtful. In addition, interest income is not recognized on any loan where management has determined that collection is not reasonably assured. A non-performing loan may be restored to accrual status when delinquent principal and interest payments are brought current, the borrower(s) has demonstrated sustained payment performance and future monthly principal and interest payments are expected to be collected on a timely basis. Loans with a related allowance have been (a) collectively evaluated using a pooling method analysis or (b) individually evaluated using either a discounted cash flow analysis or, for collateral dependent loans, current appraisals less costs to sell, to establish realizable value. This analysis may identify a specific allowance amount needed or may conclude that no allowance is needed. ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | At or For the Year Ended June 30, 2025
​ | ​ | Unpaid | ​ | ​ | ​ | ​ | ​ | ​ | ​ | Net | ​ | Average | ​ | Interest
​ | ​ | Principal | ​ | Related | ​ | Recorded | ​ | ​ | ​ | Recorded | ​ | Recorded | ​ | Income
(In Thousands) |  | Balance |  | Charge-offs |  | Investment |  | ACL(1) |  | Investment |  | Investment |  | Recognized
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Mortgage loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Single-family: |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |
With a related allowance | ​ | $ | 560 | ​ | $ | — | ​ | $ | 560 | ​ | $ | (7) | ​ | $ | 553 | ​ | $ | 1,158 | ​ | $ | 95
Without a related allowance(2) | ​ |  | 420 | ​ |  | (25) | ​ |  | 395 | ​ |  | — | ​ |  | 395 | ​ |  | 631 | ​ |  | 106
Total single-family loans | ​ |  | 980 | ​ |  | (25) | ​ |  | 955 | ​ |  | (7) | ​ |  | 948 | ​ |  | 1,789 | ​ |  | 201
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Multi-family: | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |
Without a related allowance(2) | ​ |  | 466 | ​ |  | — | ​ |  | 466 | ​ |  | — | ​ |  | 466 | ​ |  | 156 | ​ |  | 5
Total multi-family loans | ​ |  | 466 | ​ |  | — | ​ |  | 466 | ​ |  | — | ​ |  | 466 | ​ |  | 156 | ​ |  | 5
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Commercial real estate: | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |
Without a related allowance(2) | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | 149 | ​ |  | 36
Total commercial real estate loans | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | — | ​ |  | 149 | ​ |  | 36
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Total non-performing loans | ​ | $ | 1,446 | ​ | $ | (25) | ​ | $ | 1,421 | ​ | $ | (7) | ​ | $ | 1,414 | ​ | $ | 2,094 | ​ | $ | 242
​
(1) | ACL, specifically assigned to the individual loan.
(2) | There was no related ACL because the loans were charged-off to their fair value or the fair value of the collateral was higher than the loan balance.
​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | At or For the Year Ended June 30, 2024
​ | ​ | Unpaid | ​ | ​ | ​ | ​ | ​ | ​ | ​ | Net | ​ | Average | ​ | Interest
​ | ​ | Principal | ​ | Related | ​ | Recorded | ​ | ​ | ​ | Recorded | ​ | Recorded | ​ | Income
(In Thousands) |  | Balance |  | Charge-offs |  | Investment |  | ACL(1) |  | Investment |  | Investment |  | Recognized
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Mortgage loans: |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |
Single-family: |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |  |  | ​ |
With a related allowance | ​ | $ | 2,267 | ​ | $ | — | ​ | $ | 2,267 | ​ | $ | (73) | ​ | $ | 2,194 | ​ | $ | 1,627 | ​ | $ | 96
Without a related allowance(2) | ​ |  | 427 | ​ |  | (25) | ​ |  | 402 | ​ |  | — | ​ |  | 402 | ​ |  | 444 | ​ |  | 23
Total single-family loans | ​ |  | 2,694 | ​ |  | (25) | ​ |  | 2,669 | ​ |  | (73) | ​ |  | 2,596 | ​ |  | 2,071 | ​ |  | 119
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Total non-performing loans | ​ | $ | 2,694 | ​ | $ | (25) | ​ | $ | 2,669 | ​ | $ | (73) | ​ | $ | 2,596 | ​ | $ | 2,071 | ​ | $ | 119
​
(1) | ACL, specifically assigned to the individual loan.
(2) | There was no related ACL because the loans were charged-off to their fair value or the fair value of the collateral was higher than the loan balance.
​ At June 30, 2025 and 2024, there were no commitments to lend additional funds to those borrowers whose loans were classified as non-performing. ​ During both fiscal years ended June 30, 2025 and 2024, the Corporation’s average non-performing loans was $2.1 million. The Corporation records payments on non-performing loans utilizing the cash basis or cost recovery method of accounting during the periods when the loans are on non-performing status. For the fiscal year ended June 30, 2025, the Corporation received $242,000 in interest payments from non-performing loans, all of which was recognized as interest income under cash basis and none was applied to reduce the loan balances under the cost recovery method. In comparison, for the fiscal year ended June 30, 2024, the Bank received $119,000 in interest payments from non-performing loans, all of which was recognized as interest income under cash basis and none was applied to reduce the loan balances under the cost recovery method. ​ Since the implementation of ASC 326, the Bank includes the off-balance sheet reserve for unfunded loan commitments within the provision for (recovery of) credit losses. ​ The following table provides information regarding the unfunded loan commitment reserve for the fiscal years ended June 30, 2025 and 2024: ​
​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | Year Ended
​ | ​ | June 30,
(In Thousands) |  | 2025 |  | 2024
Balance, beginning of the year | ​ | $ | 57 | ​ | $ | 42
(Recovery of) provision for credit losses | ​ |  | (25) | ​ |  | 15
Balance, end of the year | ​ | $ | 32 | ​ | $ | 57
​ The method for calculating the unfunded loan commitment reserve is based on a historical funding rate applied to the undisbursed loan amount to estimate an average outstanding amount during the life of the loan commitment. The Corporation applies the same assumptions and methodologies to both unfunded loan commitments and funded loans held for investment, grouped by loan category, to determine the reserve rate and allowance. These assumptions are evaluated by management periodically as part of the CECL procedures. The unfunded loan commitment reserve is recorded in accounts payable, accrued interest and other liabilities in the Consolidated Statements of Financial Condition. ​ ​ The following tables provide information on the past due status of the Corporation’s loans held for investment, gross, at the dates indicated: ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | June 30, 2025
​ | ​ | ​ | ​ | ​ | 30-89 Days Past | ​ | ​ | ​ | ​ | Total Loans Held for
(In Thousands) |  | Current |  | Due |  | Non-Accrual(1) |  | Investment, Gross
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Mortgage loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Single-family | ​ | $ | 543,496 | ​ | $ | — | ​ | $ | 929 | ​ | $ | 544,425
Multi-family | ​ |  | 422,951 | ​ |  | — | ​ |  | 466 | ​ |  | 423,417
Commercial real estate | ​ |  | 72,766 | ​ |  | — | ​ |  | — | ​ |  | 72,766
Construction | ​ |  | 402 | ​ |  | — | ​ |  | — | ​ |  | 402
Other | ​ |  | 89 | ​ |  | — | ​ |  | — | ​ |  | 89
Commercial business loans | ​ |  | 1,267 | ​ |  | — | ​ |  | — | ​ |  | 1,267
Consumer loans | ​ |  | 55 | ​ |  | 2 | ​ |  | — | ​ |  | 57
Total loans held for investment, gross | ​ | $ | 1,041,026 | ​ | $ | 2 | ​ | $ | 1,395 | ​ | $ | 1,042,423
​
(1) | All loans 90 days or greater past due are placed on non-accrual status.
​ ​
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
​ | ​ | June 30, 2024
​ |  | ​ | ​ |  | 30-89 Days Past |  | ​ | ​ |  | Total Loans Held for
(In Thousands) | ​ | Current | ​ | Due | ​ | Non-Accrual(1) | ​ | Investment, Gross
​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Mortgage loans: | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​ | ​
Single-family | ​ | $ | 515,498 | ​ | $ | — | ​ | $ | 2,593 | ​ | $ | 518,091
Multi-family | ​ |  | 445,182 | ​ |  | — | ​ |  | — | ​ |  | 445,182
Commercial real estate | ​ |  | 83,349 | ​ |  | — | ​ |  | — | ​ |  | 83,349
Construction | ​ |  | 2,692 | ​ |  | — | ​ |  | — | ​ |  | 2,692
Other | ​ | ​ | 95 | ​ |  | — | ​ |  | — | ​ |  | 95
Commercial business loans | ​ |  | 1,372 | ​ |  | — | ​ |  | — | ​ |  | 1,372
Consumer loans | ​ |  | 64 | ​ |  | 1 | ​ |  | — | ​ |  | 65
Total loans held for investment, gross | ​ | $ | 1,048,252 | ​ | $ | 1 | ​ | $ | 2,593 | ​ | $ | 1,050,846
​
(1) | All loans 90 days or greater past due are placed on non-accrual status.
​ In the ordinary course of business, the Bank may offer loans to its directors, officers and employees on substantially the same terms prevailing at the time of origination for comparable transactions with unaffiliated borrowers. During fiscal 2025 and 2024, there were no related-party loan transactions and as of June 30, 2025 and 2024, there were no outstanding related-party loans.

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