SBA 7(a) Child Care Center Feasibility Study in Oklahoma

Oklahoma child care: sixth in the state, with no loss rate printed

Child care centers rank 6 of 39 among Oklahoma asset classes in this lending. The cell holds 84 loans worth $59.7 million, with Oklahoma 24 on the national table. The median loan, $316,350, comes to 0.82x of the nationwide figure, with the central loans running from $119,800 to $600,625. Franchise brands appear on 22.6% of loans, so a share of borrowers operate under a national early-education name. What the cell cannot tell us is its charge-off record: Oklahoma's rate is withheld by Loan Analytics, with fewer than 30 loans in the funded cohort, so it is neither zero nor a measurement.

Holders and counties

BancFirst is listed as holder of 11 loans worth $9.4 million. Arvest Bank has 7 worth only $1.5 million, Live Oak Banking Company has 5 with a large $10.7 million, and Great Plains National Bank has 5 worth $1.1 million. These are holder names from SBA, nothing more. Oklahoma County has 22 loans, Tulsa 16, Cleveland 15 and Canadian 8, with Beckham next at 4. Annual volume peaked in dollars at $15.2 million on 7 loans in FY2021, rose to 12 loans in FY2023 and 14 loans worth $11.4 million in FY2024, and eased to 9 loans and $2.5 million in FY2026.

Cancellation, and a limit of the code

Cancellation took at least 9.4% of approvals through FY2024, with the same 9.4% on the broader reading. The industry code that defines the class holds both centres and home-based family child care, so the record cannot isolate centre-based projects.

An Oklahoma child care study must prove demand with local numbers: young children and working-parent households in the trade area, nearby licensed centres and their enrolment, and tuition levels against what families can pay. State licensing ratios determine staffing, so teacher pay belongs in the base case. Build-out for classrooms, a kitchen and outdoor play should be compared with revenue at stabilised enrolment and test a slower fill. When a franchised brand is involved, the study should include its fees and standards. Subsidy and quality-rating programmes can alter revenue, and the study should identify any dependence. The appraiser will test whether the building has an alternative use if the centre closed.