| Metric | Bank of Walker County | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +1.1% | +3.0% | -1.9 pts |
| Deposit growth (YoY) | +0.2% | +2.5% | -2.3 pts |
| Loan growth (YoY) | -0.6% | +2.6% | -3.2 pts |
| ROA | 1.49% | 0.99% | +0.5 pts |
| ROE | 14.0% | 8.1% | +6.0 pts |
ROA ranks in the 74th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $98.5M | $87.9M | $72.4M | $10.4M | $716K | 1.49% | 5.31% | 0.34% |
| Q1 2026 | $95.1M | $85.0M | $72.3M | $10.0M | $318K | 1.33% | 5.24% | 0.02% |
| Q4 2025 | $95.5M | $85.0M | $73.2M | $10.3M | $1.3M | 1.35% | 5.18% | 0.02% |
| Q3 2025 | $97.8M | $87.6M | $72.9M | $10.0M | $1.1M | 1.45% | 5.10% | 0.02% |
| Q2 2025 | $97.5M | $87.8M | $72.8M | $9.5M | $695K | 1.42% | 5.01% | 0.05% |
| Q1 2025 | $95.5M | $86.3M | $71.7M | $9.1M | $321K | 1.31% | 4.93% | 0.02% |
| Q4 2024 | $100.1M | $90.8M | $68.4M | $9.1M | $1.1M | 1.18% | 4.95% | 0.02% |
| Q3 2024 | $94.9M | $85.6M | $68.9M | $9.1M | $917K | 1.31% | 5.00% | 0.06% |
Loan mix (Q2 2026): real estate $60.6M · commercial $2.1M · consumer $4.6M · securities $8.6M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Bank of Walker County | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.49% | 0.99% | 74th | |
Return on equity Annualized net income ÷ equity or net worth | 14.0% | 8.1% | 81th | |
Net interest margin Interest income − interest expense, ÷ assets | 5.31% | 3.88% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 69.9% | 70.8% | 48th |
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 Walker County | 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 Walker County | 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 Walker County | 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 Walker County | 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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