| Metric | Bank of Dawson | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -2.9% | +4.4% | -7.3 pts |
| Deposit growth (YoY) | -4.6% | +4.0% | -8.5 pts |
| Loan growth (YoY) | +0.5% | +5.6% | -5.1 pts |
| ROA | 2.22% | 1.24% | +1.0 pts |
| ROE | 13.8% | 11.9% | +2.0 pts |
ROA ranks in the 92nd percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $159.9M | $132.0M | $99.8M | $26.1M | $1.8M | 2.22% | 4.68% | 0.14% |
| Q1 2026 | $159.9M | $132.3M | $88.9M | $25.7M | $1.0M | 2.56% | 4.92% | 0.69% |
| Q4 2025 | $158.3M | $131.5M | $89.1M | $24.9M | $2.6M | 1.63% | 4.40% | 2.01% |
| Q3 2025 | $162.2M | $134.3M | $97.6M | $25.8M | $2.4M | 2.02% | 4.43% | 2.12% |
| Q2 2025 | $164.7M | $138.3M | $99.4M | $24.6M | $1.7M | 2.16% | 4.46% | 2.11% |
| Q1 2025 | $158.2M | $133.0M | $99.0M | $23.4M | $692K | 1.74% | 4.16% | 2.51% |
| Q4 2024 | $159.5M | $130.6M | $94.8M | $22.0M | $2.2M | 1.42% | 4.19% | 2.34% |
| Q3 2024 | $161.9M | $130.9M | $103.1M | $23.9M | $1.9M | 1.64% | 4.25% | 2.21% |
Loan mix (Q2 2026): real estate $49.1M · commercial $21.7M · consumer $4.5M · securities $32.0M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Bank of Dawson | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 2.22% | 1.24% | 92th | |
Return on equity Annualized net income ÷ equity or net worth | 13.8% | 11.9% | 62th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.68% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 50.0% | 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 | Bank of Dawson | 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 | Bank of Dawson | 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 | Bank of Dawson | 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 | Bank of Dawson | 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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