Licensed places are not interchangeable
Infant, toddler and preschool rooms can have different ratios, group limits, tuition and demand. A vacancy cannot always be moved to another age band.
Education & childcare / Wyoming / State profileDaycare Center
Daycare Center
in Wyoming.
At the assumed 52 average enrolled children per paid week and a weighted weekly tuition of approximately $360.10 (the exact input is $18,725 ÷ 52), this Wyoming wage-reference scenario produces $15,604.73 mature monthly EBIT. EBIT break-even is approximately 41.13 average enrolled children per paid week. Opening funding is $436,603.02 under the stated ramp and reserve assumptions. These calculations use the fully paid roster; price, activity, premises and other commercial inputs remain planning assumptions.
Planning answer updated . Source periods appear below.
Licensed 60-place neighborhood child care center with infant, toddler and preschool rooms
State benchmarks: May / July 2025 · Page prepared September 8, 2026
State wages · reference operating decision
Use the full calculatorWhat changes the operating decision in Wyoming?
The mature reference month has a surplus. 52 assumed average enrolled children per paid week produce $15,604.73 EBIT and $18,021.39 cash after the modeled maintenance investment. Both include paid work and exclude financing, income taxes and owner distributions. The $436,603.02 opening-funding scenario is separate; a reserve cannot remove an ongoing operating loss.
The May 2025 Wyoming Education and Childcare Administrators, Preschool and Daycare median is $27.01 per hour. Applied to the page’s full paid roster, state occupation benchmarks produce $38,128.94 monthly payroll, $8,508.57 lower than the same national-wage roster ($46,637.51), including the assumed 18% employer allowance. BLS state May 2025, SOC 11-9031, H_MEDIAN, row 35875. Use this comparison to obtain role-specific hiring terms and employer charges; it does not price rent or demonstrate customer demand.
Which activity covers the stated cost boundary?
EBIT break-even is approximately 41.13 average enrolled children per paid week at the unchanged weighted tuition and paid roster. This is a fixed-mix enrollment sensitivity: a different age-room mix changes tuition and may change staff coverage. It is not an approved room allocation. The cash-after-maintenance threshold is approximately 39.447 on that same basis.
Rounded break-even values elsewhere on this page are estimates. The enrollment-equivalent sensitivity uses the full unrounded weighted tuition; room allocation and paid coverage need their own check. EBITDA excludes depreciation and maintenance investment; EBIT includes depreciation; cash after maintenance deducts maintenance investment and is not owner income.
Can that activity fit the paid operating plan?
The room plan uses 7 infants at $500, 10 toddlers at $385, and 17 plus 18 preschool children at $325 per paid week: $18,725 weekly revenue and 52 average enrolled children. The exact weighted tuition is $18,725 ÷ 52; $360.10 is its rounded display. The 60 planned places comprise 8 infant, 12 toddler and two 20-place preschool rooms. Monthly payroll covers 693.33 preschool-teaching hours and 1,300 infant, toddler, relief and closing hours, with 173.33 owner-director hours paid separately. Reconcile ratios, group sizes, room approval, opening hours, breaks and absence cover by age band before using unused places. Aggregate paid hours do not establish a compliant roster, and the director is not automatic classroom relief.
Three operating sensitivity tests
| Change from reference | Monthly EBIT | Held-constant scope |
|---|---|---|
| 20% fewer paid activity units | $674.66 | Assumed activity falls; yield and the paid roster remain unchanged. |
| 25% higher full occupancy cost | $13,604.73 | Complete occupancy changes; refundable opening deposits also change in the full calculator. |
| 10% higher wage rates | $11,791.83 | Every paid role changes together; hours and the employer allowance remain unchanged. |
20% fewer paid activity units gives the lowest EBIT among these three tests: $674.66. These differently sized tests are sensitivities, not a probability range or an exhaustive risk ranking. A result reverses when realized contribution no longer covers the stated paid costs; validate the selling unit and every binding resource before accepting extra volume.
Next validation action: Select an age-room enrollment plan and obtain approval and shift coverage for it, then build realized tuition from billable child-weeks. A uniform increase in the enrollment control does not fill an infant or preschool room automatically. Observed wage and population records keep their source periods; the rent, selling yield, opening allowances, employer load and sales ramp remain disclosed assumptions unless a separately scoped observation says otherwise. Inspect this page’s exact sources and limits · Read the shared business format.
Financial information disclaimer
Published research and calculations support business planning and education. They are not personalized financial, investment, tax or legal advice, and they do not guarantee costs, revenue, profit or financing. Estimates depend on the stated format, location, source periods and assumptions. Check the requirements and commitments that apply to your circumstances.
How to use this Wyoming profile.
This completed planning profile combines checked state wage and population sources with a transparent financial scenario. Use its opening-cost, operating-cost and revenue figures as planning inputs, then replace location-sensitive assumptions when evaluating a specific address or service area.
| Evidence family | Published basis | What to confirm locally |
|---|---|---|
| Opening costs | Published planning inputs — replace with local quotes | premises scope, fitout, equipment, installation freight tax, deposits, preopening training, opening inventory, contingency |
| Operating costs | Published planning inputs — replace with local quotes | occupancy, utilities, insurance, materials, payment fees, marketing, software administration, maintenance |
| Paid labor and employer costs | State wage benchmark used — confirm employer costs | paid roster, wages, wage floor overtime, employer taxes, benefits leave, workers compensation, owner role |
| Revenue and collections | Published planning inputs — validate price and demand locally | realized price mix, demand volume, capacity, industry cross check, launch ramp, seasonality, collections |
| Permissions and fees | Confirm for the selected address | activity address jurisdiction, initial fees, recurring fees |
National equipment prices can support the plan where configuration, delivery and taxes match the intended purchase. Confirm rent, selling prices, demand and permissions for the actual location instead of applying a generic state adjustment.
What changes in Wyoming?
588,753State population · July 1, 2025
+0.35%Population change · 2024 to 2025
$13.58Childcare Workers · state median / hour
The Census estimate for Wyoming is 588,753 people. It grew by 2,031 between July 2024 and July 2025 (+0.35%). This statewide movement cannot identify a viable catchment, room-level enrollment mix or realized tuition.
Using the same paid roster, Wyoming occupational wages produce $38,129 of monthly loaded payroll. That is −18.24% relative to the identical roster priced with national occupation medians ($46,638). Only wage benchmarks change in this comparison; it does not measure a state’s overall business attractiveness.
Labor deserves an early local quote. The benchmark differs materially from the national roster. Verify local licensing, room capacity, ratios, tuition and enrollment before using statewide population to plan child-weeks.
BLS wage source · Census population source · Exact fields and workbook rows
Which business is being modeled?
Licensed 60-place neighborhood child care center with infant, toddler and preschool rooms. A leased center-based program with age-group rooms, paid classroom coverage and a separately budgeted owner-director role.
The authored room plan contains eight infant places, 12 toddler places and two 20-place preschool rooms: 60 planned places in total. The mature scenario uses 52 average enrolled children and derives its weighted realized weekly tuition from visible age-group inputs. These are planning assumptions, not an approved license capacity or a demand forecast. Actual room approval, staff-to-child ratios, group-size limits and usable capacity must be established for the jurisdiction and premises.
| Room | Planned places | Reference enrollment | Realized weekly tuition |
|---|---|---|---|
| Infant room | 8 | 7 | $500.00 |
| Toddler room | 12 | 10 | $385.00 |
| Preschool room A | 20 | 17 | $325.00 |
| Preschool room B | 20 | 18 | $325.00 |
| Total / weighted average | 60 | 52 | $360.10 |
| Input | Reference assumption |
|---|---|
| average enrolled children per paid week | 52 |
| Net selling price per enrolled child-week | $360.10 |
| Paid weeks per month | 4.3 |
| Variable cost share | 8% |
| Occupancy / month | $8,000 |
| Other fixed costs / month | $9,000 |
| Employer cost allowance | 18% above base wages |
5% food and classroom consumables plus 3% payment fees and other costs that move with enrolled child-weeks; discounts and scholarships must be reflected in realized tuition rather than hidden in enrollment. Utilities $1,800; insurance $1,800; cleaning, waste and laundry $1,000; enrollment marketing $1,000; software and communications $700; continuing training, checks and compliance $900; professional and administrative costs $1,800 per month. Maintenance investment is modeled separately at $1,500 per month.
Family child care homes, drop-in care, school-age-only programs, transportation, overnight care, franchises and clinical or therapeutic services are outside this format. Public subsidy receivables and reimbursement timing are also outside the reference cash schedule. Selling prices exclude collected sales tax. No price or volume above is presented as a market observation for Wyoming.
What does the Wyoming staffing benchmark imply?
| Role / SOC | Paid hours / month | Wage benchmark / hour | P25–P75 / hour | Base wages / month |
|---|---|---|---|---|
| Owner-director and administration11-9031 · Education and Childcare Administrators, Preschool and Daycare · State observation | 173.3 | $27.01 | $21.41–$36.04 | $4,682 |
| Preschool-room teaching coverage25-2011 · Preschool Teachers, Except Special Education · State observation | 693.3 | $14.39 | $13.39–$24.49 | $9,977 |
| Infant, toddler, relief and closing coverage39-9011 · Childcare Workers · State observation | 1,300 | $13.58 | $11.18–$17.05 | $17,654 |
Base wages total $32,313 per month. An authored 18% allowance for employer costs adds $5,816, giving $38,129 of loaded payroll. The allowance is a planning shortcut; it is not a state-specific payroll tax calculation or benefits quote for Wyoming.
Education and Childcare Administrators, Preschool and Daycare; Preschool Teachers, Except Special Education; and Childcare Workers are broad occupational benchmarks. They do not establish qualifications, minimum pay, ratios or a compliant roster. The classroom hours represent aggregate coverage across opening hours, breaks and relief; the director is not counted as automatic classroom coverage. Every operating role is paid, including management or supervision. If the owner performs a modeled role, their compensation occupies that role once; no additional owner draw is included in operating profit.
The middle 50% wage interval describes the occupation’s observed wage distribution. It is not a confidence interval for this business’s total payroll. Allocate the aggregate hours across an actual roster and check wage rules, overtime, leave and employer obligations for the chosen location.
At this roster, a 10% increase in wage rates adds $3,813 per month to loaded payroll. At the reference price and variable margin, it needs about 2.7 additional average enrolled children per paid week to offset it. This sensitivity holds staffing hours and other inputs fixed.
How is the opening funding scenario built?
| Use of funds | Cash paid |
|---|---|
| Premises fit-out, sinks, restrooms and fencing | $120,000 |
| Classroom furniture, storage and curriculum materials | $55,000 |
| Outdoor play and safety equipment | $35,000 |
| Kitchen, laundry, security and information systems | $25,000 |
| Professional, licensing and setup allowance | $15,000 |
| Opening food, classroom and sanitation supplies | $8,000 |
| Refundable deposit (two months of occupancy) | $16,000 |
| Paid pre-opening training | $5,631 |
| Total payments before opening | $279,631 |
The equipment and premises allowances are the same in all 50 states for this operating format. They are a comparison baseline and must be replaced with local scopes and quotes. Training uses 320 aggregate paid hours at the modeled team’s weighted loaded rate. The refundable deposit is cash tied up, not an operating expense.
$46,714Peak cumulative operating cash deficit · month 3
$110,2582 months of fixed cash costs · assumed buffer
$436,603Opening payments + deficit + buffer
The cash schedule tests 60 months, with sales ramping through 40%, 55%, 70%, 82%, 90%, 96%, 100% of the volume assumption. Full payroll and fixed costs begin in month one. The reserve covers the deepest cumulative operating deficit plus the stated buffer. A buffer is retained cash, not spending and not part of project payback twice.
The reference assumes private-pay tuition is collected within the service week. A center accepting subsidies, employer contracts or delayed family payments needs a separate receivables and reimbursement schedule. Opening food and classroom supplies are funded upfront; replenishment is represented in variable expenses. Asset purchases are depreciated over 60 months for this scenario. No sale or deposit recovery is assumed at the end.
Can the reference operating month support the format?
At the assumed 52 average enrolled children per paid week, the reference scenario produces $15,605 of mature monthly EBIT, a 19.2% operating margin. Its continuous EBIT threshold is approximately 41.1 average enrolled children per paid week for EBIT break-even. This result depends on unverified selling price, demand and premises inputs.
| Measure | Monthly amount |
|---|---|
| Revenue | $81,142 |
| Variable operating costs | $6,491 |
| Loaded payroll, including management | $38,129 |
| Occupancy assumption | $8,000 |
| Other fixed operating costs | $9,000 |
| EBITDA | $19,521 |
| Depreciation | $3,917 |
| Operating profit (EBIT) | $15,605 |
| Maintenance capital expenditure | $1,500 |
| Mature project cash flow | $18,021 |
EBIT break-even revenue is $64,180 per month: $59,046 of fixed costs plus depreciation divided by a 92% contribution margin. At $360.10 per enrolled child-week, that is approximately 41.1 average enrolled children per paid week and 68.6% of the stated capacity.
| Measure | Months 1–12 | Mature month |
|---|---|---|
| Revenue | $838,193 | $81,142 |
| Operating profit (EBIT) | $62,591 | $15,605 |
| Project cash flow | $91,591 | $18,021 |
Project payback occurs in month 23 in this reference schedule. It measures recovery of actual pre-opening payments from cumulative project cash, with no financing or owner distributions. It does not measure cash paid back to an owner.
Ratios are a floor for the roster
Opening hours, breaks, transitions, staff absences and director duties can require more paid coverage than a capacity divided by one ratio.
Test your own Wyoming scenario.
Change the assumptions to see how this format responds. The sections above remain the published reference, so you can compare your scenario with the original. Use the browser-local export buttons below to save only the scenario you are working on.
Reference scenario. JavaScript enables editing and exports.
$436,603Opening payments + 60-month cash reserve
$15,605Mature monthly operating profit (EBIT)
41.1Approximate EBIT break-even average enrolled children per paid week
225.3 enrolled child-weeks per month × $360.10 = $81,142 revenue. Loaded payroll: $38,129 per month. Break-even uses 68.6% of capacity.
The download preserves the published scenario and its source references.
The practical opening route in Wyoming.
Bring the intended license type, ages served, enrollment agreements, operating hours, meal and sleep scope, proposed room plan, indoor and outdoor areas, staff qualifications, background-check plan, training, controlled access and emergency procedures. Ask the responsible child-care agency and local planning, building, fire, health or sanitation authorities which reviews apply to the actual address.
| Workstream | Official starting points | What to ask |
|---|---|---|
| Business and activity | Which entity, name or activity registrations apply, and which local or specialist office also has responsibility? | |
| Tax | Which registrations and treatment apply to the actual goods or services, location and staffing arrangements? | |
| Employers | Which employer accounts, reporting steps and labor obligations apply to the planned paid roster? |
Take the activity, address, proposed equipment and staffing plan to the relevant office. Record applicability, supporting documents, fees, dependencies and renewal terms from the actual official response.
Agency routes were listed on the IRS Wyoming directory when retrieved September 5, 2026. Links identify starting offices; they do not verify a permit, tax treatment, fee or opening time for this business. Open the full Wyoming opening checklist →
What must be verified before opening in Wyoming?
Can verified room capacity, age-group enrollment and realized tuition support the paid roster required throughout the operating day?
- Map every proposed place to an approved room and age band. Record the applicable staff-to-child ratio, group-size limit, opening hours and transition rules before treating 60 places as saleable capacity.
- Build realized weekly tuition by age group from actual offers, discounts, scholarships, closures, refunds and payment behavior. Keep licensed places, contracted places, enrolled children and paid child-weeks as separate measures.
- Create an enrollment funnel for one catchment and track tours, offers, deposits, start dates and withdrawals. Stress-test vacancies by room because an empty infant place and an empty preschool place do not have the same tuition or staffing effect.
Licensing and room plan
Confirm the center license type, director and staff qualifications, background checks, training, ratio and group-size rules with the responsible agency. Reconcile those rules with a measured room plan before signing.
Premises and operating systems
Obtain written scopes for zoning, occupancy, fire and life safety, sanitation, food service, outdoor play, security, accessibility and any required alterations. Make the lease and fit-out commitments conditional on the unresolved approvals.
Roster, enrollment and opening cash
Build opening, closing, break, absence and substitute coverage by room. Collect age-specific tuition and enrollment evidence, then fund the ramp and any reimbursement delay without assuming the director can fill every staffing gap.
Start with Wyoming government and agency contacts and the SBA launch guide. The relevant city, county or state office must confirm the actual activity and address. This page does not publish verified permit fees, legal determinations or approval timelines.
The premises can constrain the license
Approved room use, sanitation, outdoor space, egress, occupancy and local approvals can reduce usable capacity or expand the fit-out long after a headline rent appears affordable.
For a selected address or service area, collect an evidence pack covering premises and equipment quotes, paid demand, staffing, collection terms and the responsible authorities. The state wage and population evidence on this page does not supply those location-specific inputs.
What supports this page?
- BLS: May 2025 state occupational wages (XLSX in ZIP)
State: Wyoming, FIPS 56. Cross-industry, ownership 1235. H_MEDIAN supplies an available hourly benchmark; H_PCT25 and H_PCT75 describe the occupational distribution. 11-9031 (Education and Childcare Administrators, Preschool and Daycare), state workbook row 35875; 25-2011 (Preschool Teachers, Except Special Education), state workbook row 36024; 39-9011 (Childcare Workers), state workbook row 36182. Retrieved September 5, 2026.
- BLS: May 2025 national occupational wages (XLSX in ZIP)
The national comparison uses the same paid roster and these national H_MEDIAN observations: 11-9031, national workbook row 44; 25-2011, national workbook row 401; 39-9011, national workbook row 783. Any national value substituted for a suppressed state value is identified separately. National observations do not become state observations.
- Census: Vintage 2025 state population estimates (CSV)
SUMLEV 040; STATE 56; POPESTIMATE2025 and POPESTIMATE2024. July 1 estimates; change and percentage change are calculated within the same vintage. Population is context, not a customer forecast.
- BLS: wage definitions and technical notes
OEWS covers employee jobs across industries. It is a statistical benchmark, not a hiring quote or legal wage floor. Employer benefits and overtime premiums are outside the wage measure; tips can be included.
- USAGov: Wyoming government and agencies
An official route to the state government and major agencies. This directory does not confirm the fees, permits or approval times for a particular address or business.
- Reference assumptions and calculation method
All selling prices, demand, paid hours, employer allowance, premises, startup allowances, cost shares, ramp and cash buffer are authored planning inputs. No commercial quote or researched state total is implied.
State wage and population benchmarks are sourced. Confirm premises, demand, selling prices, permits and commercial quotes for the selected location. State Fit and Business Idea Scores are not assigned.
How to read the reference inputs
The stated operating format and paid roster define the scenario. Wage and population observations keep their geography and period. Replace commercial assumptions only with evidence that matches the scope, then reconcile the same inputs across earnings, cash and the delivery schedule.
Plan your next evidence check →Continue through the site.
Other daycare center profiles in the West
AlaskaDaycare Center · AKArizonaDaycare Center · AZCaliforniaDaycare Center · CAColoradoDaycare Center · COHawaiiDaycare Center · HI