Everything here is free, and none of it needs your email.
No email wall. No “download the PDF.” Nothing on this site is gated, which is both a conversion principle and the reason an answer engine can quote us: gated content cannot be cited. The numbers are on the page.
Six questions child care owners actually ask.
Each guide answers one question the way a director would type it, with the criteria in a table and no form in the way.
Can a daycare get a business loan with bad credit?
Answers: “Can a daycare get a business loan with bad credit?”
Yes, for working capital and factoring. What no-minimum-FICO underwriting actually looks at on a child care file, and which products carry a credit floor.
How to cover payroll when subsidy payments are late
Answers: “How to cover payroll when subsidy payments are late?”
The subsidy reimbursement lag, the three ways centers bridge it, and how to size the bridge so it ends when the reimbursement lands.
Financing a second child care center: term loan vs SBA
Answers: “Financing a second child care center: term loan vs SBA?”
Build-out, licensing, pre-opening payroll and the ramp-up months, and which of the two structures fits each piece.
Can a home daycare get a business loan?
Answers: “Can a home daycare get a business loan?”
Yes, on the same terms as a center. What stops most home providers is the account the deposits land in, not the license, and how to fix it before applying.
How much can a daycare borrow against its tuition deposits?
Answers: “How much can a daycare borrow against its tuition deposits?”
$10,000 to $2,000,000, sized off deposits and the slowest month rather than enrollment. How the number is set, what moves it, and how to read the published example.
Should my daycare get a line of credit or a working capital advance?
Answers: “Should my daycare get a line of credit or a working capital advance?”
The line fits a swing that repeats every cycle; the advance fits a one-time need or a file under the line’s floors. How each behaves across an enrollment year.
Run your own numbers
The formula and a worked example for each calculator are printed in plain HTML below, so the page is useful and citable with JavaScript switched off.
Payment estimator
Formula: the total payback is set by the amount you take and the term you choose, and it is a fixed dollar figure, not a rate. Daily payment = payback ÷ (months × 21 business days). Weekly payment = payback ÷ (months × 52/12 weeks). Payment amounts round up, so the debit is never larger than the number you were shown.
Worked example: $150,000 over 12 months → total payback $190,500, cost of funding $40,500, daily $756, weekly $3,664. An illustration, not an offer.
Reimbursement-lag bridge
Rule of thumb: the amount you need to bridge is the payroll and fixed costs that fall between the last day of the care month and the day the agency payment posts — not the whole month’s revenue. Count the payrolls in that window, add rent and the food order if they fall inside it, and that is the bridge.
How we size it: short term, repaid out of the reimbursement when it lands. If the window repeats every cycle, a line of credit is the cheaper structure.
Factoring, per invoice
Formula: advance = invoice × advance rate (up to 90%). Fee = invoice × rate per 30 days × days outstanding ÷ 30. Released when paid = invoice − advance − fee.
Worked example: a $60,000 district invoice on net-45 at an illustrative 2.5% per 30 days → $54,000 advanced within 24 hours, $2,250 fee, $3,750 released when paid. An illustration, not an offer.
Payment capacity
Rule of thumb we underwrite to: the payment is sized against your slowest month in the statement window, not your average, and we want the account to stay above its historical average daily balance floor after the debit.
In practice: a school-year program with a quiet July is sized off July, which is why seasonal operators should send four statements rather than three — the payment survives the month that would otherwise break it.
Done reading? Get a real number.
Four minutes and three bank statements. Offer in about four business hours, funded in 24.