Frequently Asked Questions

FAQ

Transparency is important to us. Starting a senior home care business has to be the right fit for you, so we want you to have all the information you need to make an informed decision about pursuing next steps. These FAQs are just a starting point. If you have further questions, please get in touch with us to request more information.​

  • How do I become an owner?

    There are nine steps to become an owner. That may seem like a lot, but it’s a proven process that gives both of us adequate time to evaluate the opportunity, ask questions, and learn about each other. Our network of existing owners, now 1,000+ strong, endorses this process because they know each step is necessary to make sure only the highest quality owners continue to join our family-like network.

    • Choose a franchise type and location – Consider whether you’d like to open a new business in a new territory or purchase an established business in an existing territory. Part of your decision may be determined by territory availability in your location of interest. View available territories.
    • Contact us – Next, you’ll need to contact us to start the qualification process. You can call us directly at 888-702-5987 or use the Request Information form .
    • Apply – Once we get in touch, we’ll send you additional information, including a Confidential Application Form (CAF). Fill out this application and return it as soon as possible.
    • Learn more – When we receive your application, we’ll set up a time to have more in-depth conversations with you. This is your chance to ask questions and leave no stone unturned. We feel it’s important to be completely transparent as we evaluate the opportunity together.
    • Review the Franchise Disclosure Document – At this point, we’ll share our FDD with you, which provides greater detail of what our mutual relationship will be.
    • Provide financial and background information – We respect your privacy, so we only ask you to provide financial and background information after we have shared our own in the form of the FDD. However, this step is critical; we cannot continue the evaluation process until your franchise advisor has received and reviewed this information.
    • Participate in our Talent interview – Other franchisors may not require this step, but we think it’s essential for building a business family of like-minded, talented, passionate, and dedicated franchise owners. We’ll ask you a variety of questions to help both of us determine if owning a Home Instead® franchise is a good fit for you.
    • Come visit us – As a final step, we’ll invite you to visit our Home Office in Omaha, Nebraska. You’ll get to meet key staff members and senior leadership, as well as ask any lingering questions you may have before making a final decision.
    • Accept your franchise offer – Finally, the big day will have arrived! Assuming we both agree that you are the right fit for the Home Instead Senior Care® network, you’ll receive your franchise offer shortly after your visit. Once you accept, we’ll begin working with you to schedule your new owner training and start planning your grand opening.

    Process Timeline

    The path to franchise ownership does not have a set timeline. It’s really up to you. If your goal is to open a franchise in 12 months or less, we can help make that happen. If you need longer to fully explore all your options, that’s ok too.

  • How much does it cost to open a Home Instead Senior Care franchise?

    A Home Instead Senior Care franchise is one of the most affordable options in all of franchising. For a new franchise in a previously unopened market, you’re looking at a total start-up cost range of $115,000 to $125,000. That includes:

    Initial Franchise Fees $55,000
    Office Space and Insurances $20,000
    First Year Working Capital $40,000 - $50,000
    Income and Living Expenses Additional
    Total Start-Up Costs $115,000 - $125,000

    Of course, these costs will vary depending on a number of factors:

    • Whether you’re opening a new territory or purchasing an existing franchise
    • Location
    • Current economic conditions
    • Your tastes and desires as an entrepreneur

    Existing Franchise Costs

    Naturally, the purchase price of an existing franchise will depend on the value of the business. That price is completely up to you and the existing owner. Before the deal is finalized, Home Instead, Inc. must approve the transfer of the franchise.

    Ongoing Costs

    Ongoing costs paid to Home Instead, Inc. include:
    • Royalty fee which is 5% of franchise's gross sales
    • Scaled National Marketing Fund contribution and applicable operating software fees

    Funding

    Many franchisees use some kind of funding, even if they have enough cash to cover the initial investment. We don’t offer direct financing, but we have a variety of lenders we can refer qualified candidates to. Most franchisees use Small Business Administration (SBA) loans, and we are a SBA-preferred franchise network, which can expedite the lending process. If you have further questions about financing a home care franchise, don’t be afraid to ask. We can help you quickly ascertain whether or not this opportunity will work for you financially. Get in touch with us today.

  • What do I get for my franchise fee?

    A lot! First and foremost, you'll get the credibility and brand awareness associated with the Home Instead Senior Care name. You can avoid many of the costs and frustrations that come with the trial-and-error of starting a new business because you'll be working with a proven business model right from the start. From the beginning you can confidently recruit CAREGivers℠ and clients following the same model used by hundreds of other Home Instead Senior Care owners. Your franchise fee also provides:

    • An exclusive franchise territory
    • Extensive new owner training at our global headquarters
    • A Business Performance team that provides industry-leading support 24/7
    • Cutting-edge marketing materials
    • A start-up kit of all the materials you'll need to establish your business from day one
    • Access to the collective intelligence of successful owners
    • Membership in the Home Care Association of America (HCAOA)
    • Research based programs and systems to get you off the ground running
    • Your own customizable local website

  • Where can I get information on available territories?

    You’ll find all our available territories in the U.S. and Canada listed in the available territories section of this site. If you don’t see an available territory in your area of interest, keep in mind that existing territories become available for purchase periodically.

    Before you apply, we’re happy to share basic details about the territory you’re interested in, such as which geographic areas the territory covers and start-up costs for new territories. Use our request information form to get in touch. After you apply, we can discuss further details of the territory, such as senior population, demographics, and more.

    When you inquire about a specific territory, you’ll speak directly with the franchise development manager for that territory. Jason Vyhlidal manages territories on the eastern side of North America, and Jenny Sonderman covers the western side. Both Jason and Jenny are credible resources to help you explore the franchise opportunity and get the information you need to decide if this opportunity is right for you.

    If you’re interested in opportunities to bring our successful brand of non-medical senior care to an area outside of the U.S. or Canada, we invite you to get in touch with our International Business Team.

  • How are territories determined?

    Each Home Instead Senior Care franchise has a protected, exclusive territory determined by the number of potential clients it contains. In the 20+ years we have been franchising, we’ve identified that the two main keys to a successful franchise are the right owner and a minimum number of seniors over the age of 65. Geographic size of the territory and socio-economic factors are less important.

    View available territories

  • What does Home Instead Senior Care look for in a franchise owner?

    We know that our business model works, so finding the right type of owner is very important to us. Above all, we want franchise owners whose heart is in it for the right reasons. Our owners come from all walks of life and backgrounds, but they share the same passion and drive to make a difference in the lives of seniors. That culture of caring is what makes our network unique. Frankly, it’s also what makes us successful.

    We also look for other core characteristics related to business leadership and financial capacity, which you can find on the Are You Qualified? page. One of the benefits to buying a franchise, though, is having a proven business model to follow without having to reinvent the wheel. The road to success has been paved by the 1000+ owners who’ve come before you. Even if you’ve never owned a business before (which most of our owners haven’t), you’ll receive a level of training and support unrivaled by any other franchise network because we want to see you succeed.

  • What kind of training and support do franchise owners receive?

    Training

    Every new owner starts with pre-training assistance to prepare for a week-long training class held at our global headquarters in Omaha, Nebraska. Each owner is then assigned a regional business team to coach them through the critical start-up phase and as they grow throughout their tenure as a Home Instead Senior Care franchise owner.

    We also provide specialized coaching tailored specifically for owners who are starting a new franchise as well as owners buying an existing franchise.

    Beyond this individualized training, we provide many learning opportunities with our annual convention, field training, owner accountability groups and webinars.

    Learn more about how we equip franchisees for success through franchise owner training.

    Support

    We’re proud of the extent of support we’re able to provide our franchise owners. We have over 22 years of experience and more than 150 staff members at the Home Instead, Inc. Home Office to help you run your business efficiently. You’ll have the support of our operational and technical support teams to coach you through any business and technology questions you may have. Support is available to you 24 hours a day, 7 days a week.

    Learn more about our top-notch franchise owner support

  • What does a typical day look like for a franchise owner?

    As you can probably imagine, no two days are ever the same. Franchise owners wear a lot of different hats: office manager, client care coordinator—even fill-in CAREGiver from time to time. But you also have the flexibility and independence to wear the hats you want to wear and build your staff to wear the others. You are your own boss.

    Your experience as a new owner will also depend on the type of franchise you purchase—a brand new territory or an established business—as well as your professional skills and background. To give you some insight into how different your day could look based on your background and type of franchise, we asked owners Lori Reeves and Noel Morris to share what their day-to-day work is like about a year after buying their franchise.

    Franchise owner: Lori Reeves, RN

    Franchise: Opened a New Territory in Vandalia, OH

    Background: Worked in hospice, but saw a lot of patients in need of care that hospice couldn’t provide. Her sister-in-law owned a Home Instead Senior Care franchise in Dayton, OH and encouraged her to purchase a neighboring available territory so Lori could serve seniors and families in a way that fully helped them.

    Typical day: “First thing in the morning I’m looking at shifts and any missed clock-ins. No two days are alike. Sometimes I’m heading to an appointment. Yesterday I did a Christian women’s luncheon and spoke at a local country club about preventing senior fraud. Then I came into the office, answered phone calls, Quickbooks, headed back out. I facilitate an Alzheimer’s support group in the evenings once a month. Sometimes I’m talking to the accountant or IT guys. I still go out and do a lot of care consults and quality assurance visits with clients. We are hiring internally so I’m working with staff to hire and train. I have weekly meetings with the staff to make sure everyone is on the same page. I don’t think I’d ever want to do just one thing. I always want to make sure we’re meeting clients’ needs. That keeps me grounded.”

    “As a new owner, you definitely have to wear not even 16 hats—probably 1600 hats. You have to know what your strengths are and then hire based on where you are lacking. You have to be comfortable enough to do it all out of the gate, though.”

    Division of time: 40% operational, 40% client care, 20% working with key players and helping them grow

    Work/life balance: “My husband occasionally comes by the office to see me and remember what I look like! I’ve never been a 9 to 5. I’ve always been pretty much 24/7. I’m used to long hours being a nurse, so that piece was not hard for me to adjust to. If you’re going to commit to your business, you better commit to the business.”

    Role of Home Office support: “I had a lot of calls with my business performance coach. After I had been open six weeks, she came out to do business planning with me. Not only do we need Home Office support, but we need support from other owners. I’m very fortunate to have my sister-in-law close. Recently I got a new neighbor to the east and we connected early on. I committed to helping her out the way my sister-in-law helped me.”

    Biggest challenge: “Managing all of the moving pieces. Being everything to everybody. Everyone comes with a different skill set. Some owners have a stronger business background but not the connections. For me, I had the connections and the community piece, but didn’t have the strengths from a business perspective. I think I’ve done pretty well from that, but I’ve surrounded myself with an accountant and Home Instead support. You need to surround yourself with people who will shore you up.”

    Most rewarding: “Providing much-needed assistance to a family at their wits end, thereby shouldering some of their burden so they are able to relax a bit and spend quality time with their loved one.”

    “I’ve been with multiple hospice agencies and national organizations, and I can’t say I’ve ever felt the culture I feel at Home Instead. They have the same philosophy and heart I do. It’s not just about numbers. It’s about human beings who have wants and needs and a family. Let’s forget about numbers. Let’s worry about taking care of people the right way. They’re going to tell their friends and their neighbors, and that will drive your numbers. Lots of big organizations lose sight of that. We don’t.”

    Franchise owner: Noel Morris

    Franchise: Purchased an Existing Franchise in Mountain Home, AR

    Background: Successful career in the banking industry holding a variety of c-level positions at different institutions. A friend was ready to sell his Home Instead Senior Care franchise and offered it to Noel because he trusted him to manage it the right way and take it to the next level.

    Typical day: “What I love to do is lead and provide strategic direction. I’m always looking out in the future months and even years ahead. My wife and my staff are great about taking my crazy ideas and figuring out how they might work. Part of my day is what I call ‘incubation time’—thinking about the business, how to lead our staff, all about providing the best quality of care we can.”

    “With my banking background, I love numbers. I look at where we are every day as far as results go, but that’s the past, so I use that to determine where we’re headed.”

    “I spend a lot of time out of the office too. I’m involved with several different boards—a hospice board, center on aging board, bank board, and rotary club. I enjoy community involvement. It’s good for PR and I enjoy all of it. I do it for the right reasons.”

    Division of time: A third spent on operations, a third on outside PR activities, a third on strategic direction

    Work/life balance: “I’m satisfied with it. My wife and I were talking about that recently and she agrees we have been blessed with having great flexibility.”

    Role of Home Office support: “I couldn’t have done anything without them. They were terrific. Someone from the Home Office was assigned to us and walked us through the transition process. They have a game plan and really it was up to us to follow their game plan. They provided a clear road map for us.”

    Biggest challenge: “For us, it was ensuring that we came in and did things the right way to build trust with our office staff, with our CAREGivers, and with our client base. People in general don’t like change very much. I recognized that and respected that. Fortunately the previous owner was terrific in the transition and did everything he could to help. We just came in and spent probably the first 90 days getting to know the team and building trust with them. Because talk is cheap and I just had to show it. Almost a year and a half later, we’ve grown close to the staff and it’s a great team environment.”

    Most rewarding: “I feel good about the work that we do as an organization. I think we truly make a difference in the lives of our clients and their families. I think we make a difference in the lives of our employees and their families too. That’s what we strive for every day. It’s very rewarding. Flexibility is rewarding as well in being a franchise owner. We’ve been able to take things to another level as far as growing our business, so we have had financial rewards as well.”

  • What Does the Senior Care Market Look Like?

    Worldwide, the senior population is rapidly growing and is expected to continue to grow faster than any other age group. By 2050, the number of people aged 60 years or older will more than double what it is today, according to the United Nations Population Fund and HelpAge International. That means a significant increase in demand for solutions like in-home care that can help aging adults maintain good health and live longer as engaged members of society. The increase in demand also makes in-home senior care franchises one of the fastest growing business opportunities in the franchise industry.

    Here are few more stats that paint a picture, not just of business opportunity, but of an opportunity for us to fulfill a real need in the lives of seniors and their families.

    • By 2050, roughly 21% of the global population will be 60 and over. That’s 2 billion people, compared to the 841 million people aged 60 and over today.1
    • 90% of seniors say they want to age in their homes for as long as possible.
    • Family caregivers spend an average of 20 hours per week caring for their loved ones.2
    • 69% of caregivers responding to an online survey admitted that caregiving was their number one source of stress, higher than even economic downturn and other family health problems.3
    • 78% of family caregivers using professional in-home non-medical services rated their quality of health “good” or “excellent.”4
    • 5.1 million Americans age 65 and older have Alzheimer’s Disease.5
    • Dementia care recipients who receive paid in-home non-medical care require fewer hospitalizations and receive more hours care overall than those who do not use paid in-home care services.6


    View our digital brochure for more information about the growing need within the senior care market and how you can be part of the solution.

    Sources

    1. The Nielsen Company & BoomAgers LLC. “Introducing Boomers: Marketing’s Most Valuable Generation.” 2012
    2. National Alliance for Caregiving in collaboration with AARP. “Caregiving in the United States.” 2009
    3. Caring.com Usage and Attitude Survey via AARP, 2011
    4. Home Instead Senior Care, “Paid In-Home Care: Offering Substantial Economic Savings.” 2010
    5. Alzheimer’s Association “Facts and Figures.” 2015
    6. Home Instead Senior Care, “Paid In-Home Care: Benefitting Those with Alzheimer’s Disease & Dementia.” 2010