| Metric | State Bank of Burrton | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -4.4% | +3.0% | -7.3 pts |
| Deposit growth (YoY) | -4.6% | +2.5% | -7.1 pts |
| Loan growth (YoY) | +2.9% | +2.6% | +0.3 pts |
| ROA | 0.62% | 0.99% | -0.4 pts |
| ROE | 6.2% | 8.1% | -1.8 pts |
ROA ranks in the 31st percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $9.3M | $8.4M | $5.4M | $906K | $28K | 0.62% | 5.28% | 1.82% |
| Q1 2026 | $9.4M | $8.5M | $5.7M | $895K | $14K | 0.63% | 5.26% | 1.51% |
| Q4 2025 | $8.5M | $7.6M | $5.4M | $890K | $-275K | -2.76% | 4.82% | 1.74% |
| Q3 2025 | $9.5M | $8.6M | $5.7M | $889K | $-270K | -3.48% | 4.68% | 1.60% |
| Q2 2025 | $9.7M | $8.8M | $5.2M | $931K | $-219K | -4.12% | 4.67% | 3.00% |
| Q1 2025 | $10.9M | $9.9M | $5.4M | $932K | $-201K | -7.27% | 4.94% | 2.63% |
| Q4 2024 | $11.3M | $10.2M | $5.8M | $1.0M | $-274K | -2.38% | 3.74% | 4.73% |
| Q3 2024 | $11.3M | $10.1M | $6.4M | $1.2M | $-3K | -0.03% | 3.66% | 7.18% |
Loan mix (Q2 2026): real estate $2.3M · commercial $1.6M · consumer $412K · securities $1.2M
| Ratio | State Bank of Burrton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.62% | 0.99% | 31st | |
Return on equity Annualized net income ÷ equity or net worth | 6.2% | 8.1% | 39th | |
Net interest margin Interest income − interest expense, ÷ assets | 5.28% | 3.88% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 87.6% | 70.8% | 79th |
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 | State Bank of Burrton | 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 | State Bank of Burrton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Uninsured deposit share Deposits above the insurance limit ÷ total deposits. The first number a CFO has watched since 2023; above ~40% is high | 00.0% | 00.0% | ||
Brokered deposits Brokered deposits ÷ total deposits — bought funding, rate-sensitive | 00.0% | 00.0% | ||
Borrowings-to-assets FHLB advances, fed funds, repos and other borrowings ÷ assets. Rising = deposits aren't keeping up | 00.0% | 00.0% | ||
Securities losses ÷ capital Unrealized losses on HTM + AFS securities as a share of tier-1 capital. Above ~30% constrains what they can sell to raise cash | 00.0% | 00.0% |
| Ratio | State Bank of Burrton | 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 | State Bank of Burrton | 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 | State Bank of Burrton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
The full ratio pack is part of CharterBench Pro.
Spends 2.1× the peer median on technology. Pro shows the figures, trend and peer comparison.
Technology spend is part of CharterBench Pro — on every bank page, in the screener and in the account brief.
Banks itemize data processing on Schedule RI-E when it exceeds $100,000 and 7% of other non-interest expense; most community banks itemize at year-end only, so figures are full calendar years. Peer group: banks in the same asset band. Not available for credit unions (the NCUA call report has no comparable line).
1 branches in 1 county across 1 state (+0 vs 2025) · $8.4M branch deposits. Biggest market: Harvey, KS, ranked 14th with 0.8% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Harvey, KS | 1 | $8.4M | 0.76% | 14th |
Kansas: 287th with 0.01% · Wichita metro: 59th, 0.03% ·
Branch count: 2022 1 · 2023 1 · 2024 1 · 2025 1 · 2026 1