| Metric | The Garrett State Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +4.0% | +4.4% | -0.4 pts |
| Deposit growth (YoY) | +5.3% | +4.0% | +1.3 pts |
| Loan growth (YoY) | +3.9% | +5.6% | -1.7 pts |
| ROA | 1.93% | 1.24% | +0.7 pts |
| ROE | 19.2% | 11.9% | +7.3 pts |
ROA ranks in the 85th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $399.7M | $339.4M | $289.1M | $40.0M | $3.8M | 1.93% | 3.39% | 0.62% |
| Q1 2026 | $378.5M | $318.9M | $282.1M | $38.9M | $1.8M | 1.90% | 3.34% | 0.48% |
| Q4 2025 | $393.8M | $335.1M | $278.3M | $38.6M | $5.8M | 1.56% | 3.22% | 0.36% |
| Q3 2025 | $373.5M | $315.8M | $277.9M | $37.7M | $4.4M | 1.57% | 3.21% | 0.19% |
| Q2 2025 | $384.4M | $322.4M | $278.2M | $36.2M | $2.9M | 1.56% | 3.13% | 0.20% |
| Q1 2025 | $355.9M | $299.1M | $274.9M | $35.9M | $1.3M | 1.49% | 3.12% | 0.26% |
| Q4 2024 | $361.0M | $305.4M | $272.9M | $34.7M | $4.7M | 1.35% | 3.12% | 0.10% |
| Q3 2024 | $346.9M | $285.4M | $270.8M | $35.2M | $3.7M | 1.41% | 3.12% | 0.11% |
Loan mix (Q2 2026): real estate $271.3M · commercial $12.5M · consumer $6.5M · securities $69.1M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | The Garrett State Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.93% | 1.24% | 85th | |
Return on equity Annualized net income ÷ equity or net worth | 19.2% | 11.9% | 86th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.39% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 43.6% | 62.9% | 7th |
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 | The Garrett 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 | The Garrett 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 | The Garrett 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 | The Garrett 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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