| Metric | Fowler State Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -4.1% | +4.4% | -8.5 pts |
| Deposit growth (YoY) | -1.0% | +4.0% | -5.0 pts |
| Loan growth (YoY) | +2.1% | +5.6% | -3.5 pts |
| ROA | 1.19% | 1.24% | -0.0 pts |
| ROE | 8.2% | 11.9% | -3.7 pts |
ROA ranks in the 47th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $190.3M | $149.3M | $127.0M | $28.7M | $1.2M | 1.19% | 4.49% | 0.42% |
| Q1 2026 | $190.5M | $152.2M | $126.6M | $28.5M | $569K | 1.16% | 4.41% | 0.23% |
| Q4 2025 | $203.4M | $154.0M | $126.4M | $27.9M | $2.5M | 1.24% | 4.34% | 0.25% |
| Q3 2025 | $198.1M | $148.4M | $125.5M | $28.9M | $1.8M | 1.18% | 4.30% | 0.43% |
| Q2 2025 | $198.5M | $150.8M | $124.4M | $27.7M | $1.3M | 1.30% | 4.25% | 0.15% |
| Q1 2025 | $193.9M | $157.8M | $118.6M | $26.9M | $503K | 1.01% | 4.14% | 0.32% |
| Q4 2024 | $203.7M | $157.6M | $119.7M | $25.6M | $2.4M | 1.21% | 3.75% | 0.30% |
| Q3 2024 | $197.8M | $156.5M | $112.8M | $27.6M | $1.8M | 1.20% | 3.66% | 0.34% |
Loan mix (Q2 2026): real estate $52.0M · commercial $36.5M · consumer $10.3M · securities $54.9M
| Ratio | Fowler State Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.19% | 1.24% | 47th | |
Return on equity Annualized net income ÷ equity or net worth | 8.2% | 11.9% | 27th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.49% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 64.4% | 62.9% | 54th |
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 | Fowler State 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 | Fowler State 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 | Fowler State 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 | Fowler State 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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