The short answer
Oliver Group's fee for a childcare centre valuation is fixed and set by the annual turnover of the centre, starting at $1,495 + GST where turnover is under $2 million. Where the licence sits in one entity and a property or lease arrangement needs separate treatment, the additional-entity surcharge of $795 usually applies. Across the wider market, full valuation reports at traditional firms typically run $5,000–$15,000 or more, and most providers do not publish fees at all, you find out by requesting a quote.
Why childcare is valued differently: a regulated asset, not a shopfront
Most small businesses generate revenue by trading in an open market: a cafe can add tables, a retailer can extend trading hours, a tradesperson can take on more jobs. A childcare centre cannot. Its revenue ceiling is set by an approved-places number fixed in its service approval, and its ability to operate at all depends on continued compliance with the National Quality Framework (NQF) and the conditions attached to that approval. Layer on top of that a revenue base where the Child Care Subsidy (CCS), a government payment governed by family income testing and activity rules, funds the majority of most centres' income, and the earnings stream starts to look less like a trading business and more like a regulated annuity: a capped, government-influenced income stream sitting behind a licence that can be varied, suspended or made conditional. Valuing that requires reviewing the regulatory instrument itself, not just the profit and loss statement.
Oliver Group's fixed fees for childcare centre valuations
Fees are fixed at engagement and never contingent on the conclusion the report reaches. Every report is signed under an independence statement, and the working file is retained for ten years. Oliver Group's fees are set by the annual turnover of the business: a Small Business Valuation is $1,495 + GST for turnover under $2 million, a Medium Business Valuation is $2,495 + GST for turnover between $2 million and $10 million, and a Large Business Valuation is $3,495 + GST for turnover over $10 million. For small-business reports a draft is delivered in 2 business days and for medium-business reports in 3 business days; the delivery date for a Large Business Valuation is agreed before commencement. Delivery time starts once payment and all required information have been received. Retrospective valuation dates are +$495 each and additional entities are +$795 each. The fee is fixed in writing before work begins and never depends on the concluded value.
Annual turnover under $2 million. Draft delivered in 2 business days.
Annual turnover $2 million to $10 million. Draft delivered in 3 business days.
Annual turnover over $10 million. Delivery date agreed before commencement.
What adds analysis to a single-centre childcare valuation
A handful of features recur across childcare engagements, and each one adds genuine analysis rather than padding:
- ·Multi-centre groups: each additional licensed service has its own approved-places number, occupancy trend and compliance history, and each additional entity valued adds $795
- ·Freehold-plus-business valuations: where the operator owns the land and buildings as well as the licence, property value has to be separated from business (licence and earnings) value, which is a distinct valuation exercise layered onto the trading analysis
- ·Developer or leaseback arrangements: purpose-built centres sold to an investor and leased back to the operator introduce a second set of contractual terms (rent reviews, lease term, renewal options) that materially affect the operator's maintainable earnings and need their own review
- ·A retrospective valuation date: adds $495 per historical date and restricts the evidence to what was reasonably knowable at the time
The regulatory check: approved places, NQF ratings and service approval conditions
Before maintainable earnings can be concluded, three regulatory facts need independent verification, not a business owner's summary of them. First, the approved-places number in the service approval: this is the hard ceiling on revenue regardless of demand, and it is checked against the National Quality Agenda IT System or state regulatory authority records rather than taken on trust. Second, the current NQF quality rating and any history of Working Towards ratings, compliance notices or enforcement action: a rating downgrade, or a live compliance issue, is a direct risk to future earnings because it can affect enrolments, CCS eligibility for the service, and in serious cases the approval itself, so it changes what the valuer can call maintainable rather than simply being a disclosure item. Third, the conditions attached to the service approval and the provider approval: some are routine, others (a condition following a prior compliance failure, for example) constrain how the centre can operate going forward. None of this makes Oliver Group a regulatory adviser; we do not assess compliance or predict a regulator's decisions. What we do is verify the documented regulatory position and reflect what it means for the durability of earnings: which is analysis a generic small-business valuation never has to perform. It is a real part of the work, and it does not change the fee.
The funding-stream analysis: CCS dependence and occupancy economics
The core earnings evidence in a childcare valuation is not simply revenue and EBITDA: it is occupancy against licensed capacity, and how that occupancy translates into CCS-funded revenue. A centre licensed for 80 places running at 60% occupancy has a materially different earnings trajectory, and a materially different risk profile, from one running at 90% with a waitlist, even where current-year revenue happens to be similar. The analysis typically covers: occupancy percentage by age group against approved places, since fee structures and staffing ratios differ by age band under the NQF; the trend in occupancy over the past two to three years, to test whether current earnings are an anomaly or the maintainable norm; CCS dependence as a proportion of total fee revenue, since a swing in the subsidy settings or activity-test outcomes for a centre's family base carries different risk depending on how concentrated that dependence is; and educator-to-child ratio compliance costs, which are a structural cost of the licence rather than a discretionary expense a purchaser could simply cut. This is the evidence base a capitalisation of maintainable earnings methodology actually rests on in this sector, and building it properly is a meaningful share of the analysis hours in a childcare file.
The lease and property driver: when scope changes shape
A purpose-built childcare centre is a distinct property type: the fit-out, outdoor space ratios, car parking and long lease term are specific to the use, and they carry more of the total value than a generic retail or office premises would. Two situations create a genuine scope step-change beyond a standard trading valuation. Where the operator holds a long lease over purpose-built premises, the lease terms (remaining term, options, rent review mechanism, make-good obligations, and any landlord consent required to assign the licence with the business) have to be read in full, because a sale of the business cannot complete without the lease transferring on workable terms. Where the operator owns the freehold, the engagement becomes two valuations under one roof: the property value, generally informed by a separate property valuation or market evidence for childcare-use land, and the business value, being the licence and earnings stream that trades independently of who owns the building. Developer/leaseback structures, increasingly common as purpose-built centres are sold to investors and leased back to operators, sit in the same category: the lease terms of that arrangement directly determine the operator's maintainable earnings and need to be factored into the methodology, not treated as a side issue.
What complexity changes, and how to scope your valuation
Fixed-fee pricing only stays honest if it is clear what moves the fee and what does not. A childcare valuation has to carry a licence, an approved-places cap and a CCS-dependent revenue stream and test them against each other. That is more documents, more analysis and more time to get the information complete; it does not change the fee, which is set by annual turnover and the two fixed add-ons. One limit applies at every package: the fixed fee does not cover a cross-check of the conclusion against a second or third methodology, expert witness work or tax advice. The fastest way to an accurate fixed fee is to send the shape of the centre or group before committing to anything: the number of licensed services and their approved-places numbers, financial statements for each entity for the last three to five years, the current NQF rating and any compliance history, the lease or property ownership position, and the purpose and valuation date. Two companion pages complete the picture: the full childcare valuation methodology, covering multiples and how occupancy and CCS evidence build the earnings base, sits at /industries/childcare-centres, and the broader market landscape, free calculators, broker appraisals, accountant letters, desktop estimates and formal reports, is set out in the pricing guide in our resources library, alongside a general explanation of what drives valuation cost at /insights/business-valuation-cost-australia. One boundary stated plainly, as always: Oliver Group prepares independent valuations only. We are not a registered tax agent and do not provide tax, legal or financial advice, and we do not assess regulatory compliance or predict a regulator's decisions: those matters sit with your accountant, lawyer and the relevant regulatory authority. Our part is a supportable value for the asset you actually hold, at a fee you knew before we started.