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Senior Care Business Valuation: What’s Your Senior Care Business Worth in 2026?

What Is a Senior Care Business Worth in 2026?

Senior care covers four businesses that get lumped together but price on entirely different math: skilled nursing facilities, assisted living communities, Medicare-certified home health agencies, and non-medical in-home care agencies. A skilled nursing facility is priced per licensed bed with heavy weight on payor mix and CMS survey history. An assisted living community is priced like income-producing real estate, on a capitalization rate applied to net operating income. A home care agency is priced on an EBITDA multiple that swings with payer mix and caregiver retention. Demand tailwinds are real: senior housing occupancy reached 89.1% at the end of 2025, the 18th consecutive quarterly increase, per NIC MAP data, and home-based care recorded 105 closed transactions in 2025 versus 84 in 2024 per Mertz Taggart’s Q4 2025 report. This guide walks each segment’s method, the drivers insiders actually underwrite, and the four active senior care buyer mandates in CT Acquisitions’ network. For the broader sector picture, see our healthcare business valuation overview.

How do buyers calculate senior care business value across the four segments?

Skilled nursing is priced per licensed bed adjusted for payor mix and survey history. Assisted living is priced on a cap rate applied to net operating income, with RevPOR and occupancy as the operating levers. Home health and non-medical home care are priced on EBITDA multiples that move with payer mix, referral diversity, and caregiver retention. The first diligence question in any senior care business valuation is simply: which of these four businesses are you?

Buyers do not underwrite “senior care.” They underwrite one of four distinct models, and using the wrong yardstick is the fastest way to misprice your own company by 30% or more.

1. Skilled nursing facilities (SNFs)

Priced per licensed bed, then sanity-checked against cash flow. The 2024 national average was $83,800 per bed per Levin Associates data reported by Skilled Nursing News, with wide dispersion around that mean. A high-Medicare, high-occupancy building in a certificate-of-need state can clear the average by a wide margin; a Medicaid-heavy building with survey problems can trade far below it. Buyers rebuild the census by payor (Medicare, Medicaid, managed care, private pay), model reimbursement per patient day by payor, and haircut for deficiency history and pending litigation.

2. Assisted living and memory care communities

Priced like income-producing real estate. The buyer computes stabilized net operating income and applies a market capitalization rate: roughly 6.5% for core-market Class A assisted living and about 7.4% for non-core properties per CBRE’s 2025 Senior Housing and Care Investor Surveys. Operating metrics feed the NOI: occupancy (87.7% national average for assisted living in Q4 2025 per NIC MAP), RevPOR (revenue per occupied room), care-level acuity pricing, and labor cost per occupied unit. When the operator and the real estate sell together, the deal is usually structured as a real-estate transaction with an operating company attached, not the reverse.

3. Medicare-certified home health agencies

Priced on adjusted EBITDA multiples. Regional multi-branch agencies at $5M to $25M revenue trade at 6x to 9x EBITDA, and scaled multi-state platforms at 9x to 12x or more, per Scope Research’s 2025 analysis. HealthFMV’s 2025 valuation guide places typical small-to-medium agencies at 4x to 8x EBITDA. PDGM performance, Medicare Advantage contract economics, and referral diversity drive placement within the band. We cover this segment in depth in our home health business valuation guide.

4. Non-medical in-home care (personal care) agencies

Also priced on EBITDA multiples, but on a lower curve: 3x to 5x for small single-market agencies and 5x to 8x for regional operators, with private-pay dominant books at the top of the range, per Scope Research. Mertz Taggart’s Q4 2025 report notes that non-medical deals outpaced home health deals in 2025 because buyers see lower reimbursement risk and steadier hours. Caregiver supply, client retention, and private pay versus Medicaid waiver mix are the underwriting pillars.

How are skilled nursing facilities valued per bed?

Start with the per-bed benchmark ($83,800 average in 2024 per Levin Associates data via Skilled Nursing News), then adjust for payor mix, occupancy, survey history, and whether the real estate transfers with the operations.

The per-bed price is a shorthand, not the analysis. Behind it, a SNF buyer builds a facility-level model with four questions:

• What does the payor mix look like? Medicare Part A and managed-care short-stay rehab days reimburse at a large premium to Medicaid custodial days. Two 100-bed buildings with identical occupancy can produce wildly different cash flow purely on the Medicare-to-Medicaid ratio. Buyers price the mix they can defend in diligence, not the best quarter in your trailing twelve months.
• Where does the census sit and where is it trending? A building running strong occupancy with a waiting list supports the top of the per-bed range. A building backfilling census with low-rate Medicaid admissions gets discounted even if the headline occupancy number looks similar.
• What does the CMS survey file say? Star ratings, health inspection deficiency history, any Special Focus Facility exposure, and staffing-level compliance all show up in price. A clean three-year survey history is worth real money; a pending immediate-jeopardy citation can stop a deal outright.
• Does the real estate transfer? Many SNF deals separate the operating company from the property, with the real estate valued on its own appraisal or sold to a REIT or property investor under a lease. If you own the building, expect two valuations, not one.

Context matters for expectations: per-bed pricing came off its peak, falling from $97,700 in 2023 to $83,800 in 2024 per the Levin Associates data cited above, even while care demand grew. Reimbursement uncertainty and staffing mandates, not demand, drove the reset.

How do cap rates, RevPOR, and occupancy drive assisted living valuations?

Value equals stabilized net operating income divided by the cap rate. CBRE’s 2025 surveys put core-market Class A assisted living near a 6.5% cap and non-core near 7.4%. Every dollar of durable NOI you add is therefore worth roughly $13 to $15 of price at those rates.

The cap-rate math is worth internalizing because it shows why operations translate into price so directly. At a 7% cap rate, $1 of additional stabilized NOI adds about $14.30 of value. That is the whole game in assisted living: build NOI the buyer believes will persist.

• Occupancy is the first lever. National assisted living occupancy reached 87.7% in Q4 2025 per NIC MAP, with senior housing occupancy at 89.1% and inventory growth below 1% because construction stalled. A community running above its market’s occupancy with a move-in pipeline prices at the tighter end of the cap-rate range.
• RevPOR is the second lever. Revenue per occupied room captures both base rent and care-level charges. Buyers test whether care-level assessments are current: communities that under-assess acuity leave revenue on the table, and buyers will quietly credit themselves, not you, with that upside unless you capture it before sale.
• Labor cost per occupied unit is the third. Agency staffing usage is the single most scrutinized expense line. Heavy reliance on staffing agencies signals fragile scheduling and gets normalized against market wage data in diligence.
• Rate integrity matters. Deep move-in concessions and stale renewal increases depress the NOI a buyer will capitalize. Documented annual rate letters with realized increases support it.

Owner-operators of one or two communities should read our step-by-step guide on how to sell an assisted living business and the pre-sale checklist in our assisted living exit preparation resource, because the operations-versus-real-estate structuring decision changes both price and taxes.

How is a home care business valued, and does franchise versus independent matter?

Home care agencies are valued on adjusted EBITDA multiples: 3x to 5x single-market, 5x to 8x regional private-pay led per Scope Research 2025. Payer mix, caregiver retention, and referral diversity set the multiple. Franchise agencies trade inside the same math but with a defined resale process and, for strong brands, an organized buyer pool.

For in-home care, the buyer’s build-up looks like this:

1. Normalize EBITDA. Adjust owner compensation to a market administrator salary, strip personal expenses and family payroll, and reclassify any one-time licensing, legal, or system-migration costs.
2. Split the book by payer. Private pay, long-term care insurance, Medicaid waiver, and VA hours carry different rates, different collection risk, and different policy exposure. Private-pay dominant books price at the top of the published ranges per Scope Research.
3. Rebuild the hours. Weekly billed hours, average hours per client, client length of stay, and the shape of the schedule (long shifts and consistent cases versus fragmented one-hour visits) determine both margin and caregiver retention.
4. Test caregiver economics. Turnover, fill rate, overtime percentage, and the bill-to-pay spread. An agency that fills open shifts internally without overtime is operationally sound; one that leans on overtime and last-minute scrambling is buying revenue with margin.
5. Map referral sources. Hours concentrated with one hospital discharge planner, one Area Agency on Aging contract, or one placement service get discounted for fragility.

On the franchise question: franchise agencies sell within the same multiple framework, and the franchisor’s transfer approval adds a process step. The offset is buyer access. One of the mandates in CT Acquisitions’ network is a home-care platform that acquires entire franchise systems, and established territories of recognized brands attract a deeper pool of individual and platform buyers than unbranded local agencies of the same size. Our review of the best senior care franchise brands covers which systems resell well. If your agency is skilled-care licensed, start with our home health business valuation guide instead, because the Medicare math differs enough to change the answer.

Which value drivers move a senior care business valuation the most?

Across all four segments, the same seven drivers keep deciding outcomes: census and occupancy, payor mix, CMS star ratings and survey history, caregiver turnover and scheduling density, referral source concentration, real estate ownership versus lease, and franchise versus independent status for home care.

1. Census and occupancy

Every senior care model is a fixed-cost business filled with variable census. The spread between 80% and 92% occupancy is most of the EBITDA in a facility, and the spread between 300 and 500 weekly billed hours per scheduler is most of the margin in home care. Buyers pay for demonstrated, trending census, not licensed capacity.

2. Payor mix: Medicare, Medicaid, private pay

Private pay and Medicare price at a premium to Medicaid across the sector. Just as important as the rates is the policy exposure: Medicaid waiver rates are set by legislatures and Medicare rates by CMS rulemaking, so a book concentrated in either carries repricing risk the buyer must underwrite. A diversified or private-pay-weighted book takes that risk off the table and gets paid for it.

3. CMS star ratings, surveys, and deficiency history

For SNFs and licensed agencies, the regulatory file is a pricing document. Star ratings drive referral flow from hospital systems and managed-care networks, and a deficiency-free survey history shortens diligence. Sophisticated buyers pull the public CMS data before the first call; assume they have read your file before you have sent anything.

4. Caregiver turnover and scheduling density

In home care, the scarce input is the caregiver, not the client. Buyers ask for turnover by cohort, average caregiver tenure, time-to-fill for open shifts, and the percentage of hours delivered by caregivers with more than one year of tenure. Scheduling density (consistent, clustered, multi-hour cases) is what keeps caregivers, and caregivers are what keep clients.

5. Referral source concentration

Hours or admissions that trace to one discharge planner, one physician group, or one placement contract are fragile revenue. The benchmark buyers apply across the CT network’s healthcare mandates: no single referral source above roughly 20% of new business, with documented relationships held by employees rather than only the owner.

6. Real estate: owned versus leased

Owned facility real estate is valued separately from the operating business, on appraisal or cap-rate math, and often sold to a different buyer than the operations. Leased operators need lease term and assignment rights that survive a sale: a below-market 15-year lease is an asset, a 2-year remaining term with a landlord holding consent rights is a diligence problem.

7. Franchise versus independent (home care)

Franchise status cuts both ways: royalty load reduces EBITDA, but brand recognition, resale infrastructure, and system-level buyers (including one in our network acquiring whole franchise systems) improve exit liquidity for strong territories.

What are typical senior care valuation tiers in 2026?

The table below combines published 2024-2025 data from Scope Research, Levin Associates via Skilled Nursing News, HealthFMV, and CBRE with CT-network underwriting observations for tiers where no published range exists.

Ranges are starting points, not answers. Payor mix, census trend, survey history, and caregiver retention move individual businesses inside, and sometimes outside, each band.

Who is buying senior care businesses in 2026?

4 of the 76 active buyer mandates in CT Acquisitions’ network include senior care, spanning a $1M-EBITDA searcher to a $3B+ AUM middle-market PE firm. The buyer pool runs deeper than most owners expect, and the mandates below are real, current, and specific.

Deal volume backs up the buyer appetite: Mertz Taggart counted 105 closed home-based care transactions in 2025, up from 84 in 2024, with non-medical home care the most active corner of the market. On the facility side, CBRE reports 71% of surveyed investors expect further cap-rate compression, which is investor-speak for prices firming. Against that backdrop, here is what the senior care mandates inside our own network actually look like. 4 of the 76 active buyer mandates in CT Acquisitions’ network include senior care:

• A Texas-based middle-market private equity firm with more than $3B in assets under management. It underwrites $5M to $50M EBITDA and names post-acute and alternative-site care inside its healthcare vertical. This is the mandate for larger SNF portfolios, post-acute platforms, and scaled agency groups.
• A large multi-platform private equity firm with an active home-care platform. The platform acquires non-medical in-home care franchise systems: 5 to 100 units, $50M to $200M in systemwide sales, $5M+ revenue, primarily private pay, across the US, Canada, the UK, and Australia. If you are a franchisor rather than a franchisee, this is one of the few buyers built for you.
• A healthcare-focused private investment firm targeting $5M to $25M EBITDA platforms and add-ons from $2M EBITDA. Its operating bench includes a former CEO of a $3B hospital division, and its portfolio already holds a geriatric behavioral health services company, so it knows the referral, reimbursement, and staffing realities of caring for older adults firsthand.
• An independent searcher who is a licensed nursing home administrator with 13 years of post-acute operating experience, including VP of Operations and COO roles. He targets roughly $1M EBITDA and $3M to $10M revenue in skilled nursing, post-acute, and ancillary services, with a preference for the western US. For a single-facility or small-agency owner who cares who runs the business next, an operator-buyer like this is often the best cultural fit available.

Where no published multiple exists for a specific profile, this buy-box data is the honest anchor: across the buyer mandates in CT Acquisitions’ network that include senior care, underwriting starts near $1M EBITDA at the searcher end and extends to $50M EBITDA at the institutional end, with private-pay home care, post-acute services, and geriatric-adjacent healthcare all inside scope. For sector-wide comparables beyond senior care, see our healthcare services M&A multiples report.

How would a senior care business valuation work in practice? (Hypothetical example)

A hypothetical, for illustration: a single-market non-medical home care agency with $3.8M revenue and $820K normalized EBITDA, 75% private pay, lands near 4.1x, or roughly $3.4M, with a clear 18-month path toward the 5x-plus regional band.

This example is hypothetical, for illustration only. It does not describe any actual client or transaction.

Business profile:

• Non-medical home care agency, one metro market in the Mountain West
• $3.8M revenue, $760K reported EBITDA (20% margin)
• Payer mix: 75% private pay, 15% long-term care insurance, 10% VA
• Roughly 3,400 billed hours per week across 210 active clients
• 62 active caregivers; annualized turnover 55%; average tenure 2.1 years
• Referrals: 40% word-of-mouth and reviews, 25% hospital and rehab discharge planners spread across three systems, 20% placement agencies, 15% community marketing
• Owner still holds the two largest referral relationships personally; no full-time administrator
• Top 10 clients represent 30% of weekly hours

EBITDA normalization:

• Reported EBITDA: $760K
• Owner compensation above market administrator salary: +$40K
• Personal vehicle and family cell plan: +$12K
• One-time licensing and legal fees: +$8K
• Normalized EBITDA: $820K

Multiple assessment (within the Scope Research 3x to 5x single-market band):

• Starting point for a single-market agency of this size: 4.0x
• +0.3x for the 75% private-pay weighting
• +0.2x for documented caregiver retention (55% turnover with tenure data, below what buyers typically encounter in diligence across the CT network’s home care conversations)
• +0.1x for referral diversity across four channels
• -0.3x for owner-held referral relationships and no administrator layer
• -0.2x for top-10 client concentration at 30% of hours
• Concluding multiple: 4.1x

Indicative valuation: $820K x 4.1x = roughly $3.4M

18-month improvement path: hire an administrator and transition the two owner-held referral relationships (removes the -0.3x), grow mid-sized cases to cut top-10 concentration below 20% (recovers the -0.2x), and add a second territory to move the profile toward the regional 5x to 8x band. The same $820K of EBITDA at 5.0x is $4.1M, a $700K difference created by structure rather than growth.

How can you increase your senior care business value before selling?

The highest-ROI moves are payor-mix shift toward private pay and Medicare, a management layer below the owner, documented census and retention data, and cleaning the regulatory file. Most take 12 to 24 months, which is why valuation work should start before you want to sell.

Highest ROI

• Shift the payor mix deliberately. Every point of private-pay or Medicare weighting de-risks the buyer’s reimbursement exposure and supports the multiple or the cap rate.
• Install a layer between you and the operations. An administrator, DON, or branch manager who holds referral relationships and runs scheduling converts the business from a job into an asset. All four senior care mandates in our network probe this early.
• Build the data room before the buyer asks. Census by payor by month, caregiver turnover by cohort, referral source reports, survey history, and current care-level assessments. Sellers who present this cleanly get faster, firmer offers.
• Fix the regulatory file. Resolve open plans of correction, document staffing compliance, and refresh policies. A clean file cannot be built during diligence; it has to exist before.

Medium ROI

• Update care-level assessments and rate letters (assisted living) or reprice below-market private-pay clients (home care) so the buyer capitalizes current rates, not stale ones.
• Reduce agency-staffing reliance in facilities; reduce overtime dependence in home care.
• Formalize referral relationships with more than one contact per source institution.
• Extend or renegotiate the facility lease with assignment rights if you do not own the real estate.

Lower ROI

• Cosmetic renovations in the final year before sale.
• Rebranding or website projects.
• Adding new service lines without census to fill them.

What common mistakes reduce senior care business valuations?

The recurring value-killers: pricing on the wrong segment’s math, ignoring payor concentration, letting the owner hold every referral relationship, stale rate schedules, surprises in the survey file, and mixing the real estate question into the operating negotiation too late.

• Using another segment’s multiple. Owners hear a 9x home health platform number and apply it to a single-market personal care agency, or price a Medicaid-heavy SNF at the national per-bed average. Buyers reprice immediately and trust erodes.
• Treating census as a fixed fact. A declining census trend during a sale process is the most expensive thing that can happen to you. Keep marketing and admissions at full intensity through closing.
• Owner-held referral relationships. If the hospital discharge planners only know you, the buyer discounts for walk-away risk. Document and transition relationships at least 12 months out.
• Stale pricing. Home care bill rates and assisted living care-level charges that have not moved in two or more years understate the earnings a buyer will pay for, and buyers rarely give sellers credit for increases they have not implemented.
• Survey and litigation surprises. Buyers verify CMS data, state survey files, and court records independently. Disclose early and frame proactively; discovered problems price worse than disclosed ones.
• Deciding the real estate question last. Whether the property sells with the operations, sells separately, or converts to a lease-back changes price, taxes, and the buyer list. Decide before going to market, not at the LOI table.
• Booking pandemic-era or one-time payments as run-rate. Provider relief funds, retention credits, and temporary rate add-ons get stripped in every quality-of-earnings review.

How do you get a valuation for your senior care business?

CT Acquisitions provides confidential senior care business valuation reads for founders weighing exit timing or buyer fit, across skilled nursing, assisted living, home health, and non-medical home care. Buyers pay us at close; sellers pay nothing.

CT Acquisitions offers confidential senior care business valuation for founders evaluating exit timing or buyer fit across all four segments covered in this guide. We match sellers against the specific mandates described above rather than running a broad auction, and we are paid by the buyer at close; founders pay nothing. Start with our M&A advisor for senior living businesses page, review the wider process at sell your business, or book a 15-minute conversation.

Sources and references

Every multiple range, per-bed price, cap rate, occupancy figure, and transaction count on this page is attributed to a named published source or explicitly framed as CT Acquisitions buyer-network data.

• Scope Research, “Home Health Valuation Multiples and M&A Trends 2025” (non-medical home care 3x to 5x single-market and 5x to 8x regional; home health 6x to 9x regional and 9x to 12x+ platform). scoperesearch.co
• Skilled Nursing News, “Nursing Home Bed Prices Decline in 2024” (March 2025), reporting Levin Associates data: $83,800 per bed in 2024, down from $97,700 in 2023. skillednursingnews.com
• CBRE, “U.S. Senior Housing & Care Investor Survey,” H1 and H2 2025 editions (core-market Class A assisted living cap rates near 6.5%, non-core near 7.4%; 71% of investors expecting further compression). cbre.com
• NIC / NIC MAP, year-end 2025 occupancy release (senior housing occupancy 89.1%, assisted living 87.7% in Q4 2025, 18th consecutive quarterly increase, inventory growth below 1%). nic.org
• Mertz Taggart, “Q4 2025 Home-Based Care M&A Report” (105 closed transactions in 2025 versus 84 in 2024; non-medical activity outpacing home health). mertztaggart.com
• HealthFMV, “Home Health Valuation Guide 2025” (typical small-to-medium home health agencies at 4x to 8x EBITDA). healthfmv.com
• CareScout Cost of Care Survey 2025 (median national nursing home cost: $9,555 per month semiprivate, $10,965 private room). carescout.com
• CT Acquisitions buyer-network mandate data, the 4 active senior care buy boxes described above, verified against current mandate documents; updated as mandates open and close.

Last verified: July 17, 2026. Next refresh: quarterly (target 2026-10-17).

Disclaimer: This guide is general valuation framework intelligence, not legal, tax, accounting, or transaction advice. CT Acquisitions is a buy-side advisor.

Frequently asked questions about senior care business valuation

What is the average senior care business valuation multiple in 2026?

There is no single average because the four segments price differently. Non-medical home care runs 3x to 5x EBITDA single-market and 5x to 8x regional per Scope Research. Medicare home health runs 6x to 9x regional and 9x to 12x+ for platforms. Skilled nursing averaged $83,800 per licensed bed in 2024 per Levin Associates data via Skilled Nursing News, and assisted living prices at roughly 6.5% to 7.4% cap rates per CBRE’s 2025 surveys.

How much is a home care business with $1M EBITDA worth?

Using Scope Research’s 2025 ranges: a single-market agency at $1M EBITDA supports roughly $3M to $5M, while a regional private-pay-led agency at the same EBITDA supports $5M to $8M. Payer mix, caregiver retention, referral diversity, and management depth decide where in the band a specific agency lands.

What is a skilled nursing facility worth per bed?

The 2024 national average was $83,800 per licensed bed per Levin Associates data reported by Skilled Nursing News, down from $97,700 in 2023. Actual per-bed pricing disperses widely around the average based on payor mix, occupancy, survey history, market, and whether the real estate transfers with the operations.

What cap rate applies to an assisted living facility in 2026?

CBRE’s 2025 Senior Housing and Care Investor Surveys put core-market Class A assisted living near a 6.5% cap rate and non-core properties near 7.4%, with 71% of surveyed investors expecting further compression. At a 7% cap rate, each dollar of durable net operating income is worth roughly $14 of price.

Does payor mix change my senior care business valuation?

Materially. Private pay and Medicare reimburse at premiums to Medicaid across the sector, and Medicaid or Medicare concentration adds reimbursement-policy risk that buyers underwrite with lower multiples or higher cap rates. Private-pay dominant home care books price at the top of published ranges per Scope Research, and one of the four senior care mandates in CT Acquisitions’ network requires primarily private-pay revenue.

How do CMS star ratings affect a skilled nursing valuation?

Star ratings and survey history drive referral flow from hospitals and managed-care networks, shape litigation and compliance risk, and are publicly visible to every buyer before a first conversation. A clean multi-year survey file supports the upper end of per-bed pricing; recent serious deficiencies or Special Focus Facility exposure can cut price sharply or stop a deal.

Is a franchise home care agency worth more than an independent one?

Franchise agencies price within the same EBITDA framework, with royalties reducing EBITDA but brand recognition and an organized resale process improving buyer depth for strong territories. At the system level, dedicated acquirers exist: one mandate in CT Acquisitions’ network buys entire franchise systems of 5 to 100 units with $50M to $200M systemwide sales.

How does caregiver turnover affect home care valuation?

Directly. Caregivers are the scarce input in home care, so buyers examine turnover by cohort, tenure distribution, fill rates, and overtime dependence. Documented retention above your market’s norm supports a premium inside the published multiple ranges, while high turnover and overtime reliance signal margin at risk and get priced down.

Should I sell the real estate with my senior care business?

Owned facility real estate is valued separately from the operating business, typically on appraisal or cap-rate math, and can sell with the operations, sell to a separate property investor, or convert to a lease-back. Each structure changes total proceeds, taxes, and the buyer list, so the decision belongs at the start of the process, not at the LOI stage.

How long does it take to sell a senior care business?

Through CT Acquisitions’ sequential-introduction model, 60 to 120 days from first buyer conversation to close is the working target for a prepared business. Licensure transfers, change-of-ownership filings, and payor enrollment can extend timelines in facility and Medicare-certified deals, which is why preparation should begin 12 to 24 months before a planned exit.

Is 2026 a good time to sell a senior care business?

The demand indicators favor sellers: occupancy at 89.1% with inventory growth under 1% per NIC MAP, home-based care deal volume up 25% year over year per Mertz Taggart, and most CBRE-surveyed investors expecting cap-rate compression. Offsetting that, reimbursement policy and staffing costs remain live risks, so well-documented private-pay and Medicare-weighted businesses capture the strongest pricing.

Related resources

• How to sell an assisted living business
• Home health business valuation
• Best senior care franchise brands
• Healthcare services M&A multiples 2026
• Free valuation form

Limitations of this analysis

• Published ranges are aggregates. Scope Research, HealthFMV, Levin Associates, and CBRE publish blended figures across geography, payor mix, and scale. Use them as starting points for a transaction-specific valuation, not as answers.
• Real estate is valued separately. Owned SNF and assisted living property is priced on appraisal or cap-rate value outside the operating-business number, and structure (combined sale, split sale, lease-back) changes total proceeds meaningfully.
• Reimbursement policy risk is real and unhedgeable. Medicaid waiver rates, Medicare home health rulemaking, and staffing mandates are set by governments and can reprice a payor-concentrated business between LOI and close. Buyers underwrite this; sellers should too.
• Per-bed and cap-rate benchmarks lag the market. The Levin per-bed average is 2024 data and the CBRE surveys are 2025 data; current negotiations can sit above or below the last published print.
• CT-network framing reflects our mandates, not the whole market. The buy-box ranges cited are real but describe 4 buyers among 76 mandates, not a census of all senior care acquirers.
• This guide is general valuation framework intelligence, not legal, tax, accounting, or transaction advice. Specific outcomes depend on deal structure, buyer fit, licensure, survey posture, and negotiation dynamics.