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Home-based care providers are using franchising to expand, but operators interviewed by Home Health Care News say growth depends on selecting suitable owners and supporting them well. Newer franchisor Solenvia Caregivers has signed two agreements, though those locations remain in licensing and onboarding and have not generated revenue.
Home-based care companies are turning to franchising to expand into new markets, while industry executives interviewed by Home Health Care News say success depends on careful owner selection, training and long-term operational support. The report highlights Solenvia Caregivers’ first two franchise agreements, but says both new locations are still in licensing and onboarding and have not yet generated revenue.
Solenvia Caregivers, a Massachusetts-based provider of non-medical home care, signed its first franchise agreement in August, opening a path into Florida, and a second agreement for Fairfield County, Connecticut, in mid-October. The company appointed Justin Brady as vice president of franchise operations in September to oversee onboarding, training and support, and to refine its caregiver scheduling model. Brady told Home Health Care News that most of Solenvia’s revenue still comes from company-owned operations.
Solenvia CEO Bryan Dylewski said the company sees franchising as a way to scale care through locally invested operators. The new locations, however, are not yet operating as revenue-producing franchises: they remain in licensing and onboarding. The report does not provide a forecast for when they will open or begin earning revenue.
The report also describes established systems. Home Helpers Home Care operates 409 locations across 40 states, while Right at Home has more than 750 locations in the United States, Canada, the United Kingdom, Australia and Ireland. These companies describe training, disclosure of business information and ongoing coaching as parts of their franchise models.
Growth Depends on Local Operators
Franchising can give care companies a way to enter additional markets without owning every local operation. Franchisors may receive upfront fees and ongoing royalties, while franchisees gain access to an established brand, business model and operational resources. But expansion alone does not show that a new territory will become a sustainable business.
The model carries particular weight in home-based care because local operators must build relationships with clients and families while organizing a workforce and delivering services in people’s homes. Executives interviewed by Home Health Care News emphasized mission fit and business capability, alongside practical training and support. Their comments describe company priorities, not independent evidence that a franchise will be profitable or that service quality is uniform across locations.
For prospective owners, the report underscores that a franchise is a long-term financial commitment, not simply permission to use a familiar name. Franchise fees, royalties and marketing contributions can affect the economics of running a location. For care companies, weak vetting or inadequate support could make expansion harder to manage and put consistency across territories at risk.
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How Care Franchises Are Structured
In the model described in the report, a franchisor licenses its brand and business system to an independent operator, the franchisee. The franchisee pays fees and royalties under an agreement, while the franchisor provides varying levels of training, tools and support. The arrangement can allow a company to expand through locally owned businesses rather than opening every location itself.
Franchisors provide prospective owners with a franchise disclosure document, or FDD, a legally required document that explains the business model and other information. Right at Home senior vice president of franchise development and sales Jen Chaney said the company educates candidates about the document and its model before they sign. She described six months of onboarding and pre-opening training, followed by coaching and operational guidance during a 10-year agreement.
Home Helpers president and CEO Emma Dickison told the outlet that the company includes a third-party audit, financial information and performance metrics in its FDD. Its development team works with candidates to assess fit, and an assigned support team stays with new franchisees for at least two years, she said. The report also notes that Home Halo moved to a franchise model in late 2025; it does not detail that company’s franchise performance.
“We’re looking for individuals [who] have a heart for the mission, but also have the desire and the skill to come in and embrace our model.”
— Emma Dickison, president and CEO of Home Helpers Home Care
Early Franchise Results Remain Unknown
Solenvia’s two new franchise territories have not yet brought in revenue, according to the report, and both remain in licensing and onboarding. It does not specify opening dates, projected revenue, startup costs or how many additional franchise agreements the company expects to sign. The development is therefore evidence of an expansion plan, not yet evidence of its financial results.
The report also does not compare franchisee performance across the companies or provide independently verified figures on profitability, closures, client outcomes or caregiver staffing. Franchise terms and support differ by company, and the examples shared by executives do not establish that every owner will succeed. Prospective operators would need to review each company’s disclosure documents and agreement for location-specific terms.
Opening the New Territories
The next practical milestone for Solenvia is for its Florida and Fairfield County franchises to complete licensing and onboarding and begin operations. The report gives no timeline for that process. It also does not announce further agreements or provide an expected date for the locations’ first revenue.
As the newer franchise businesses develop, their opening status and operating results will show more about how Solenvia’s expansion strategy is progressing. More broadly, the companies profiled will continue to rely on owner recruitment, training and ongoing support; the report offers no new performance data showing how those approaches are affecting outcomes.
Key Questions
What is the reported development?
Home-based care companies are pursuing franchise growth, and Solenvia Caregivers has signed two franchise agreements, for Florida and Fairfield County, Connecticut.
Are Solenvia’s new locations already earning revenue?
No. Home Health Care News reported that both locations are still in licensing and onboarding and have not yet generated revenue.
What does a home-care franchise involve?
A franchisee independently operates under a company’s brand and business system, paying fees and royalties. The franchisor may provide training, operational guidance and brand resources; the specific terms depend on the company’s agreement.
What support do the established companies describe?
Right at Home said it provides pre-opening training and ongoing coaching. Home Helpers described candidate screening and a support team assigned to new franchisees for at least two years.
Do the reported examples show that franchises are profitable?
The report does not provide comparative profitability data. Solenvia’s two new locations have not generated revenue, and the executives’ descriptions of their models are not independent proof of financial results.
Source: rss
