Mobile home parks and RV parks are the two most misunderstood asset classes in commercial real estate — and, for the owners who actually run them well, two of the most durable cash flow machines the tax code has ever produced. This guide is the full owner's operating manual for 2026: how parks are valued, what buyers pay per pad, how submetering and ECRI rewrite the NOI line, when a refinance beats a sale, and — when you do decide to exit — how to do it without cutting the IRS a seven-figure check.
The two asset classes are often grouped together because they share more than they do not. Both are pad-rent businesses, where the owner collects monthly rent for the right to occupy a prepared pad with water, sewer, and electric. Both have supply constraints so severe that 10,000 parks in the US have closed in the last twenty years while almost no new ones have been built. Both benefit from institutional capital discovering them late, agency debt from Fannie Mae and Freddie Mac that nothing else in real estate quite matches, and a permitting environment hostile to new supply. And both reward disciplined, boring, unglamorous operations in a way few asset classes still do.
The two classes also differ meaningfully. Mobile home park tenants own (or are financed into) homes that sit on the land for fifteen to forty years and rarely move. RV park tenants can be gone in a week. MHP lot rent is the purest cash-flow asset in commercial real estate because the tenant's economic cost of leaving is enormous. RV parks look more like hotels than real estate, with seasonal revenue, nightly and weekly rates, and meaningful hospitality operations. Buyers, lenders, and tax structures treat the two differently, and a successful exit depends on understanding where your specific community sits on that spectrum.
The 2026 RV & MHP Market in Plain English
Both asset classes entered 2026 in a similar posture: a period of normalization after a remarkable five-year institutional run, with fundamentals holding up far better than valuations.
MHP cap rates have widened but stayed tight relative to history. After bottoming below 5.0% in late 2021 and early 2022, all-community MHP cap rates have averaged roughly 6.0% to 6.5% for the past six quarters. Class A institutional parks in top metros still trade in the 5.0%–5.75% range. Class B parks in secondary markets typically clear between 6.0% and 7.0%. Tertiary, value-add, or utility-challenged parks can trade at 8% or wider. The institutional buyer pool has been net-buyer through the first half of 2026, with Fannie Mae and Freddie Mac reopening their DUS and Optigo lanes for MHP after a brief pause in 2023.
RV park cap rates are a wider range. RV parks span a far larger quality spectrum than MHPs. A trophy destination RV resort in a coastal or mountain market can trade at 6.0%–7.0%, with institutional capital competing for the asset. A seasonal or workforce RV park with limited amenities may trade at 8.5%–10% or wider. Luxury glamping and class A motorcoach resorts are their own sub-category with cap rates approaching hospitality. The market has bifurcated cleanly: destination RV resorts with strong amenities trade like institutional real estate; everything else trades closer to small business multiples.
Per-pad pricing has stabilized. Median per-pad pricing for MHPs transacted in 2025 was approximately $52,000 per lot nationally — up from $38,000 five years ago but down from the 2022 peak of roughly $58,000. RV park per-site pricing varies dramatically by product type: premium destination RV resorts routinely trade above $50,000 per site in top markets, while workforce or seasonal parks often trade between $10,000 and $25,000 per site.
Lot rent growth remains positive. Unlike most real estate asset classes, MHP lot rents continued to grow year-over-year through 2024 and 2025, averaging 5% to 7% annually across the national portfolio. The structural driver is simple: the supply of MHPs is fixed and declining, while the pool of renters unable to qualify for conventional housing is growing. RV park nightly and monthly rate growth moderated to the 2%–4% range after several years of double-digit increases during the pandemic-era boom.
New supply is effectively zero. Fewer than 15 new traditional mobile home parks have been permitted and built in the United States annually over the last decade, against 10,000+ that have been closed or converted to other uses. RV park new supply is modestly higher — a handful of large destination resort developments are in the pipeline — but nothing like the flood that would be required to meaningfully shift demand-supply dynamics. This structural undersupply is the single most important fact about both asset classes.
What this means for your community
If you own a stabilized MHP in 2026, you own an asset trading at roughly a 125-basis-point wider cap rate than its 2022 peak but with stronger rent-growth fundamentals than most commercial real estate. The peak 2021 pricing window has closed, but the long-term case for MHPs is arguably stronger now than at any point in the last decade. RV park owners sit in a more bifurcated market — destination resorts with real amenities command institutional pricing, and the older, simpler, more seasonal parks trade at multiples that feel closer to operating businesses than real estate. Most of the wealth-preserving moves for park owners do not depend on timing a market top — they depend on having a plan that survives any market.
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Community Types & Sub-Classes
"Mobile home park" and "RV park" are broad labels. Buyers and lenders underwrite each sub-class differently, and the right exit strategy depends on which kind of community you actually own.
Mobile Home Park Sub-Classes
1. Class A All-Age Community. Paved streets, professional landscaping, amenities, playgrounds, sometimes a pool or clubhouse. Majority of tenants own their homes. Well-maintained, mature trees, strong curb appeal. Institutional buyers strongly prefer this sub-class. Typically trades at the tightest cap rates in the MHP universe.
2. Class A Age-Restricted (55+). Similar physical quality with additional age-restriction compliance. Tenant base is older, more financially stable, longer average tenure. Traded at a small premium over comparable all-age product because of tenant quality.
3. Class B Workforce Community. The largest segment by unit count. Functional paving, adequate utilities, basic amenities. Mixed tenant-owned-home (TOH) and park-owned-home (POH) composition. The core of the US affordable housing supply. Trades in the middle of the cap rate range.
4. Class C Tertiary / Rural. Older infrastructure, sometimes private well and septic, gravel roads, limited amenities. Often owned by original developer or a single family for decades. Frequently undermanaged with meaningful operational upside. Trades at wider cap rates but can be excellent cash flow assets.
5. Park-Owned Home (POH) Communities. Parks where the operator owns most or all of the homes and rents them as home-plus-lot. Higher gross revenue but materially higher expense ratio and operational burden. Institutional buyers typically discount these heavily unless there is a clear conversion plan to tenant-owned homes.
6. Urban Infill / High-Density. Parks in or near major metros on land that has meaningful highest-and-best-use value for redevelopment. A different underwriting exercise — the cash-flow value is often exceeded by the land value, and the exit is sometimes a redevelopment sale rather than a pure park sale.
RV Park Sub-Classes
1. Destination RV Resort. Full-service resorts in desirable locations (coastal, mountain, near national parks) with a mix of long-term, seasonal, and nightly guests. Amenities: pool, clubhouse, activity programming, sometimes lakes, golf, or marinas. The institutional sub-class. Cap rates approach resort real estate.
2. Class A Motorcoach Resort. Premium RV resorts targeting luxury Class A motorhome owners. Individual concrete pads, full hookups, often ownership-based (with lot owners owning their pads as real estate). Pricing approaches luxury hospitality.
3. Long-Term Stay / Workforce RV Park. Parks whose tenant base is primarily long-term monthly residents, often workers in nearby industries (energy, construction, agriculture, healthcare travelers). Economics resemble a workforce MHP more than a resort. Trades at wider cap rates.
4. Seasonal RV Park. Parks with heavy seasonality — summer northern parks, winter snowbird parks — where a large portion of annual revenue is concentrated in a few months. More operational complexity, different underwriting, often better suited to owner-operators than institutional capital.
5. Transient / Overnight RV Park. Parks primarily serving traveling RVers on nightly stays. Economics more like a hotel than real estate — high operational intensity, booking engine reliance, online reputation driven. Trades at multiples that reflect the hospitality nature of the business.
6. Glamping / Alternative Accommodation. The newest segment. Yurts, tiny homes, safari tents, Airstream rentals. Higher revenue per site, higher operational intensity, growing institutional interest. Often paired with a traditional RV park as a higher-margin revenue layer.
7. RV / MHP Hybrid. A meaningful share of MHPs include 10%–30% RV sites, and many RV parks include a long-term MHP section. These hybrids are often the most flexible communities to own, with both hospitality and real estate characteristics. They also tend to confuse lenders and buyers, which can produce pricing inefficiency at sale — an opportunity for a disciplined owner to structure the marketing thoughtfully.
How Parks Are Actually Valued
There are three generally accepted approaches to park valuation: income capitalization, sales comparison, and replacement cost. For stabilized MHPs and destination RV resorts, the income approach drives the conclusion. For seasonal or transient RV parks, buyers increasingly apply hospitality-style multiples on EBITDA rather than pure cap rates.
The Income Approach (Direct Capitalization)
The dominant method for MHPs. The formula is simple but the inputs require judgment:
Value = Stabilized Net Operating Income ÷ Market Cap Rate
Net Operating Income for a park is gross revenue (lot rent, utility reimbursements, ancillary) minus operating expenses (not debt service, depreciation, income taxes, or capital expenditures). The critical word is stabilized — sophisticated buyers underwrite what a well-run park should produce at market lot rent, full utility pass-through, disciplined rent increases, and professional management. Private owners routinely under-report this number because of below-market rents, un-passed-through utility costs, deferred maintenance running through opex, and absent revenue management. The buyer's NOI is often 20%–40% higher than the seller's trailing twelve months — which is both why they can pay more and why they still achieve their target yields after closing.
Cap rate is the market-observed yield buyers demand for that specific asset quality in that specific market. A Class A age-restricted park outside Phoenix trades at a different cap rate than a Class C rural park an hour from a tertiary metro.
The Per-Pad Approach
MHP brokers and buyers routinely check value on a per-pad basis. Recent transaction data shows national median per-pad pricing of approximately $52,000 in 2025, with institutional Class A parks trading above $80,000 per pad and tertiary Class C parks trading below $25,000 per pad. Per-pad pricing is a useful sanity check but rarely drives value alone — two parks with the same per-pad price can have very different cash flow profiles.
RV Park Valuation Wrinkles
RV parks blur the line between real estate and hospitality. Long-term monthly-focused parks are priced on cap rate like MHPs. Destination resorts with substantial nightly revenue are often priced on EBITDA multiples in the 7x–10x range, reflecting the operational component. Glamping operations may trade at hospitality multiples even higher. The right framework depends on the specific revenue mix — a park with 80% long-term monthly tenants should be priced as real estate; a park with 80% nightly transient revenue should be priced as a hospitality business.
The Replacement Cost Floor
Because MHP new supply is effectively zero and RV park new supply is extremely limited, replacement cost is often materially above trading value. This is a structural feature of both asset classes — the permitting environment, entitlement difficulty, and community opposition make new product nearly impossible to deliver at market pricing. For owners, this is the single most important protection against long-term downside: you cannot be competed out of business by cheaper new construction.
Mobile home parks and RV parks are two of the last asset classes in commercial real estate where the supply side is genuinely broken — the right park, properly run, produces cash flow you simply cannot replicate with new construction at any price that makes economic sense. — Carson Jones, Passive Investments
Current Cap Rates & Pricing by Asset Quality
Cap rates in 2026 are bifurcated by asset quality, market tier, and operational sophistication. Here is where transactions are actually clearing:
| Asset Profile | Market Tier | Typical Cap Rate Range | Typical Price / Pad or Site |
|---|---|---|---|
| Class A all-age MHP, direct-billed utilities, professional management | Primary metro | 5.0% – 5.75% | $80,000 – $130,000 / pad |
| Class A age-restricted 55+ MHP | Primary metro | 4.75% – 5.5% | $90,000 – $150,000 / pad |
| Class B workforce MHP, tenant-owned dominant | Secondary metro | 6.0% – 7.0% | $45,000 – $75,000 / pad |
| Class C rural MHP, master-metered, mom-and-pop | Tertiary | 7.5% – 9.5% | $20,000 – $40,000 / pad |
| Park-owned home heavy MHP | Any tier | 7.0% – 9.5% | Discount to TOH comps |
| Destination RV resort with amenities | Coastal / mountain / park | 6.0% – 7.25% | $45,000 – $85,000 / site |
| Class A motorcoach resort | Desirable destination | 5.5% – 7.0% | $80,000 – $200,000+ / site |
| Long-term / workforce RV park | Secondary / tertiary | 7.5% – 9.0% | $18,000 – $35,000 / site |
| Seasonal / transient RV park | Any tier | EBITDA multiple 6x–9x | Varies by revenue mix |
| Value-add, below-market rents, master-metered | Any tier | 8.0% – 10%+ | Deep discount to comps |
Two observations. First, the spread between a well-run institutional Class A park and a tired mom-and-pop Class C park is often 200–350 basis points of cap rate, which on a typical $1 million NOI translates to $5–7 million of valuation difference. Second, most of that spread can be closed through operational upgrades — direct billing of utilities, disciplined lot-rent increases, converting POHs to tenant-owned, enforcing park rules — that a disciplined owner can execute in 12–24 months before listing.
The Sell vs. Refinance vs. Hold Decision
Park owners approach me with a binary question: should I sell? In practice, the real question is three-way — sell, refinance, or hold with operational upgrades. Each path serves a different objective.
When Selling Makes the Most Sense
- You are ready to step away from operations and the park does not qualify for passive ownership without installing professional management first.
- Your market has seen meaningful cap rate compression and buyer demand is strong.
- You face a major near-term capital requirement (road resurfacing, lift station replacement, electrical upgrade, water line replacement) that would strain your balance sheet.
- You have significant estate planning goals that require liquidity or the step-up in basis that comes with a spousal or generational transfer.
- Your tax basis is extremely low and you have a plan to defer or eliminate gain through a 1031 exchange or Qualified Opportunity Fund investment.
- The park is in a market where highest-and-best-use has shifted away from a park — an urban infill redevelopment opportunity is often the strongest exit by dollar.
When Refinancing Is the Smarter Move
- Your current debt is materially above current agency lending rates, or your loan maturity is within 24 months.
- You have meaningful accumulated equity that could be extracted tax-free through a cash-out refinance into Fannie Mae or Freddie Mac agency debt.
- You have a strong operating plan and the park's NOI growth trajectory supports continued appreciation.
- Your intent is long-term hold and eventually transfer to heirs — in which case triggering a sale gives up the step-up in basis they would receive at your death.
- Exit market conditions for your asset type are unfavorable, but rate conditions have improved.
When Holding and Upgrading Is the Answer
- Your park has clear operational upside (below-market lot rents, master-metered utilities, no CAM pass-through, untapped infill lots, park-owned homes to convert).
- You have 24–36 months of additional operating runway before a planned exit and are willing to execute the value-add work to widen the spread at sale.
- You are early-career and the cash flow from the park is meeting your current income needs.
- Your park is a candidate for a major infill or expansion that will fundamentally reset its trajectory.
Who Actually Buys MHPs and RV Parks
The buyer pool for MHPs and RV parks has evolved significantly over the last decade. Understanding who is likely to buy your park determines how you position, market, and price it.
The Public MHP REITs
Sun Communities and Equity LifeStyle Properties are the two dominant public REITs in the space, with UMH Properties as a smaller third. Together they own hundreds of MHPs and RV resorts across the US. They typically acquire institutional-quality Class A assets in top markets, frequently in portfolio transactions. Both have expanded into RV resorts and have publicly signaled continued interest in quality destination RV product at institutional pricing.
Institutional Private Equity and Specialist Platforms
Firms like RHP Properties, Yes! Communities, Inspire Communities, Horizon Land Company, and dozens of specialist operators are actively buying. Many focus on specific niches (RV resorts, age-restricted MHPs, secondary-market value-add). Typical check sizes range from $10 million to $500 million, sometimes through programmatic joint ventures with large capital sources such as Carlyle, Blackstone, Stockbridge, and sovereign wealth partners. Pricing is disciplined but competitive for quality assets.
Private Family Offices and High-Net-Worth Syndications
Substantial capital is flowing into MHPs from family offices and accredited-investor syndications. These buyers typically operate in the $2 million to $50 million park size range, often with a value-add thesis. Many offer seller-financing or creative structuring that institutional buyers cannot match.
Owner-Operators Trading Up
Individual operators looking to grow their portfolios. Often the best buyers for mom-and-pop operated parks because they can underwrite operational upside that passive investors cannot. Frequently leverage SBA or agency financing for single-park acquisitions. The "MHP community" on social media has created a new generation of operator-buyers who can move quickly on quality assets.
1031 Buyers
Investors completing 1031 exchanges from apartments, retail, or other asset classes who view MHPs as a long-duration, lower-management, more tax-efficient cash flow alternative. This buyer pool moves quickly when their 45-day identification clock is ticking. Listing during known heavy 1031 periods can produce strong pricing pressure from this segment.
RV-Specific Buyers
Destination RV resorts attract a different buyer pool — dedicated RV platforms like Sun RV Resorts, Blue Water Development, Equity LifeStyle's RV portfolio, KOA franchise holders, Campspot-integrated operators, and specialist private equity platforms focused on RV resort roll-ups. Glamping operations increasingly attract hospitality capital rather than real estate capital.
Lot Rent Strategy and the ECRI Playbook
Perhaps the single largest gap between sophisticated operators and mom-and-pop operators in MHPs is lot-rent strategy and existing-customer rate increases (ECRI). This is true in every class of community, but the NOI gap is widest in rural and tertiary parks where lot rents have been set once and never meaningfully revisited.
What Professional Lot-Rent Management Actually Does
Professional operators compare their lot rents to every comparable community within a 15-minute drive radius at least annually, calibrate their rent to the market, and execute a disciplined annual lot-rent increase on every in-place tenant. In a park where the prior owner raised rents by $5/month every three years "to avoid upsetting anyone," the sophisticated operator will frequently implement a $30–$75/month increase as the market-rate adjustment, followed by 5%–7% annual increases thereafter. The economic cost to the resident of moving a tenant-owned home is so high (often $8,000–$15,000 to move a single-wide, and many homes cannot practically be moved at all) that the move-out rate on disciplined ECRI is typically under 2%.
The Math of MHP Lot-Rent Upside
Consider a typical 100-pad park with average lot rent of $350/month producing $420,000 of annual lot revenue. A sophisticated operator identifies that market lot rent in that submarket is $425 and implements a one-time adjustment plus disciplined 5% annual ECRI. Within three years, lot rent averages $492/month, revenue is $590,000, and the incremental $170,000 of revenue flows almost entirely to NOI because operating expenses barely move. At a 6.5% cap rate, that NOI uplift is worth approximately $2.6 million of additional asset value — on a park that may have traded for $4–5 million at acquisition.
RV Park Rate Discipline
RV parks face a similar gap. Long-term monthly rates, in particular, are routinely set once by a prior owner and never revisited. Nightly and weekly rates should be managed dynamically, with the tools borrowed directly from hospitality: demand-based pricing, length-of-stay discounts, event-driven rate overrides, and seasonal calibration. The major RV park management platforms (Campspot, RoverPass, Newbook) support this natively.
Submetering and Utility Bill-Back
Submetering — the practice of installing meters on each pad and billing the tenant directly for water, sewer, and electric — is the single highest-ROI operational upgrade available to most MHP owners. It also applies to many RV parks, particularly long-term monthly stay parks.
Why Master-Metered Parks Leak Money
A typical master-metered MHP has the owner paying $30,000–$80,000 per year in water and sewer utilities without recovery. When water lines leak, when a tenant's plumbing fails, when irrigation runs continuously, the owner absorbs 100% of the cost. Tenants have no incentive to use water responsibly. Submetering converts this variable cost into a direct pass-through, typically recovering 60%–90% of the utility expense as tenant bill-back.
The Cash Flow Arithmetic
A 100-pad master-metered park absorbing $50,000 per year in unrecovered water and sewer costs can typically reduce its unrecovered burden to $8,000–$12,000 per year after submetering. The $40,000 of incremental NOI is worth approximately $615,000 at a 6.5% cap rate. The installed cost of a professional submetering rollout with tenant notification, hardware, and billing integration is typically $600–$1,100 per pad — paying back in 18–36 months and producing enormous asset value uplift.
The Regulatory Detail That Matters
Submetering is regulated at the state and sometimes local level. Many states permit ratio utility billing systems (RUBS) as an alternative when submetering is impractical — allocating utility cost to tenants based on occupancy, bedroom count, or square footage. A handful of jurisdictions restrict pass-through entirely or impose cap on monthly bill-back. Any submetering rollout requires a jurisdiction-specific review; done properly it is legal and defensible, done sloppily it creates tenant complaints and regulatory exposure.
Park-Owned vs. Tenant-Owned Homes
The single largest operational choice an MHP owner makes is whether to own the homes or have the tenants own them. The economics, risk profile, valuation, and lender treatment of the two models are completely different.
Tenant-Owned Home (TOH) Economics
The owner operates as a pure land-lord: rents the pad, bills the utilities, enforces community rules. The tenant owns the home, pays the financing, maintains it, and is responsible for it. Lot rent is the owner's only revenue line. Expense ratios are low (usually 30%–40% of effective gross revenue). Cap rates are tighter because the cash flow is more durable and institutional buyers strongly prefer this model. Lender treatment is favorable — agency lenders (Fannie Mae, Freddie Mac) prefer TOH-dominant parks.
Park-Owned Home (POH) Economics
The owner owns the homes and rents the home-plus-pad as a single unit. Gross revenue is higher but so is expense burden — maintenance, turnover, depreciation, insurance, sometimes vacancy of the home itself. Expense ratios run 50%–65%. Cap rates are wider. Lender treatment is less favorable. Institutional buyers typically discount the POH component or require a plan to convert to tenant-owned over time.
The Conversion Play
One of the most lucrative value-add strategies is converting POHs to tenant-owned homes through a seller-financed note or a third-party chattel lender (Triad Financial, 21st Mortgage, CountryPlace). The operator sells the home to the resident on a 15- or 20-year note, stops maintaining the home, and captures the cap rate compression that comes from converting to a TOH-heavy park. Done well, a 60-month POH-to-TOH conversion program can move a park's cap rate by 100–200 basis points at exit.
Operations & Technology Stack
MHP and RV park operations in 2026 are run very differently than they were in 2015. Technology has fundamentally changed the staffing and labor economics of smaller communities.
Cloud-based park management software — Rent Manager, ManageAmerica, Aptexx, Yardi, and specialist platforms like Campspot (for RV) and ManageAmerica (for MHP) centralize lot rent, tenant communication, collections, lease document management, and financial reporting.
Automated ACH and card-on-file billing — standard in every professional park. Dramatically reduces collections and late-fee management burden.
Submetering and utility billing integration — platforms like Aptexx, NWP, and SubMeter Solutions integrate directly with the rent roll, producing consolidated tenant invoices.
Online rental applications and e-sign leases — standard. Removes friction from tenant onboarding.
RV park booking engines — Campspot, RoverPass, and Newbook provide reservation management, dynamic pricing, channel manager integration, and revenue reporting equivalent to mid-scale hospitality software.
On-site kiosks and keypad access — reducing on-site staffing and allowing 24-hour check-in for RV parks.
Call center and centralized contact handling — for multi-park operators, centralizing inbound calls produces better conversion and dramatically reduces per-park labor.
A 2020-vintage mom-and-pop park running paper rent rolls, a single on-site manager 40 hours a week, and master-metered utilities can often have its labor costs cut by 30–50%, its utility recovery improved by 70%+, and revenue increased by 10–20% in the first twelve months of a technology upgrade, submetering rollout, and lot-rent calibration. That is the playbook professional operators use to pay premium prices and still achieve their target yields.
Expense Ratios & Benchmarks
MHPs have some of the lowest operating expense ratios in commercial real estate, particularly compared with apartments or hotels — a feature that drives much of the institutional appeal. Typical expense ratios (operating expenses as a percentage of effective gross revenue) run:
- Class A TOH-dominant MHP: 30%–37%.
- Class B workforce TOH-dominant MHP: 35%–42%.
- Park-owned home dominant MHP: 50%–65%.
- Long-term / workforce RV park: 35%–45%.
- Destination RV resort: 45%–60% (amenity and hospitality operations lift expenses).
- Transient / nightly RV park: 50%–65% (approaching hospitality).
The principal expense categories for an MHP:
- Property taxes — typically the single largest expense line. Can be appealed.
- Utilities (unrecovered) — the largest variable expense in master-metered parks. Largely eliminated by submetering.
- Repairs and maintenance — roads, lift stations, water lines, common areas, playgrounds.
- On-site management — community manager wages and benefits.
- Insurance — has risen materially in the last three years, particularly in wildfire and hurricane zones.
- Management fee — 4%–6% of effective gross revenue if third-party managed.
- Marketing — Google Ads, signage, referral, resident-acquisition programs.
- Administrative — software, legal, accounting, licensing.
Most park owners who have not professionally managed their own community for the last several years can identify 5–12 percentage points of expense ratio reduction available to them immediately — almost all in labor, utility recovery, and renegotiated vendor contracts.
Cost Segregation and Tax Strategy
Cost segregation is the single most underused tax strategy in MHPs and RV parks — and arguably the most impactful. These asset classes are uniquely well-suited to cost segregation because a very high proportion of the depreciable basis is in 15-year land improvements (roads, utilities, landscaping, lighting) rather than the building.
Why Parks Benefit More Than Other Real Estate
For a typical commercial building, 20%–30% of depreciable basis might be reclassified into short-life categories through a cost segregation study. For a mobile home park or RV park, that figure is frequently 60%–75% of depreciable basis. The reason: the "property" is mostly land improvements, underground utilities, paving, and site infrastructure — nearly all of which qualifies as 15-year property under current IRS classifications, with significant additional 5- and 7-year equipment categories.
OBBBA and 100% Bonus Depreciation
The One Big Beautiful Bill Act permanently restored 100% bonus depreciation for qualifying property placed in service after January 19, 2025. For MHP and RV park owners — particularly those who recently acquired a park, completed a major expansion, or undertook substantial infrastructure renovation — cost segregation combined with 100% bonus depreciation can produce first-year depreciation deductions that shelter a very large portion of operating cash flow from federal income tax.
A Typical MHP Cost Segregation Outcome
A $5 million stabilized MHP (excluding land) might typically allocate 65% of depreciable basis — approximately $3.25 million — to 15-year, 7-year, and 5-year categories through a professional cost segregation study. With 100% bonus depreciation, that is approximately $3.25 million of first-year depreciation deduction that would otherwise have been spread over 27.5 years. At a combined federal-and-state marginal rate of 40%, that is $1.3 million of tax deferred in year one — often multiples of the owner's annual cash flow. For most recent acquirers, this is the single most impactful tax decision of the ownership period.
The Recapture Tradeoff
Accelerated depreciation creates depreciation recapture that must be addressed at sale. For owners planning a 1031 exchange or hold-to-death strategy, this is not a problem — the recapture is deferred by the exchange or eliminated by the step-up in basis. For owners planning a taxable sale, the cost segregation analysis has to weigh near-term benefit against future recapture at ordinary income rates (capped at 25% for real property recapture, 15-year property recapture). Run the numbers both ways before committing.
Have a Question? Talk to Carson
Whether you're buying, selling, or evaluating a commercial real estate deal, Carson Jones and Passive Investments can help. Text to start a conversation, or explore his brokerage services.
Property Tax Appeals
Property taxes are typically the single largest operating expense line on a stabilized MHP or RV park. They are also, in many jurisdictions, the most frequently over-assessed — particularly in states where assessors struggle with the distinctive valuation of park real estate. An experienced property tax appeal firm operating on contingency (typically 30%–40% of first-year savings) can often reduce assessments meaningfully.
Grounds for appeal usually include: recent comparable assessments indicating your park is over-valued, declining market rents or occupancy, deferred maintenance or functional obsolescence, erroneous assessor estimates of pad count or park-owned home value, or confused treatment of park-owned homes (which are sometimes incorrectly taxed as real estate when they should be taxed as chattel, or vice versa). In tax years following a major rent decline or market correction, assessments frequently lag — a targeted appeal that year often pays for itself several times over.
Financing Parks in 2026
MHPs benefit from one of the most favorable commercial lending environments in any real estate asset class, thanks to agency debt programs at Fannie Mae and Freddie Mac. RV park financing is more traditional and closer to small commercial CRE. Six financing structures dominate.
1. Fannie Mae DUS and Freddie Mac Optigo
The flagship financing for stabilized MHPs. Non-recourse, 5-, 7-, 10-, or 12-year terms with 30-year amortization, up to 75%–80% LTV, priced at competitive spreads to Treasuries. Both agencies have robust MHP programs with dedicated underwriting. Requires tenant-owned home majority (typically 50%+ TOH), direct-billed utilities or a submetering plan, and professional management. Available through agency-approved sellers (Berkadia, Walker & Dunlop, Greystone, Wells Fargo, JLL, and others). For qualifying MHPs, agency debt is the gold standard.
2. Freddie Mac Green Advantage
A program that offers pricing benefits and additional proceeds to MHPs that commit to water-conservation and energy-efficiency improvements. Submetering rollouts are a qualifying investment. Meaningful LTV and pricing benefit for parks that execute the required scope.
3. Life Insurance Company Debt
For larger, stabilized, institutional-quality parks. Non-recourse, longer terms (10, 15, or 20 years), typically 55%–65% LTV, often the tightest pricing available. Minimum loan size typically $10 million. Life companies are highly selective on asset quality and market.
4. CMBS (Commercial Mortgage-Backed Securities)
Conduit lending for stabilized parks. Non-recourse, typical 10-year term with 30-year amortization, 65%–75% LTV. Useful when agency debt is unavailable or when the owner needs specific prepayment flexibility. CMBS prepayment restrictions (defeasance or yield maintenance) can be material.
5. Community and Regional Banks
Typical for smaller parks (under $5 million), RV parks, or parks that do not qualify for agency debt. LTV in the 65%–75% range, typically recourse, 5- and 7-year terms with 20- to 25-year amortization. Relationship-based underwriting. Personal guarantees are standard.
6. SBA 7(a) and 504 Loans
The best option for owner-operators acquiring their first park, particularly RV parks which do not qualify for agency debt. SBA 7(a) allows up to 85%–90% LTV with terms up to 25 years. SBA 504 pairs bank financing with a low-rate SBA debenture for fixed-asset financing. Both require owner-user operation. Process is involved but pricing is competitive.
A Note on RV Park Financing
RV parks generally do not qualify for Fannie Mae or Freddie Mac agency debt, because the tenant base does not fit the agency definition of "manufactured housing community." RV park owners rely more heavily on banks, life insurance companies, CMBS, and SBA financing. The exception is large destination RV resorts held in platform portfolios, which often qualify for bespoke portfolio financing from life companies or capital-markets execution.
Expansion and Value-Add
Many parks have meaningful value-add opportunities that have not been executed. Common plays:
- Submetering of water, sewer, and electric — already addressed; typically the highest-ROI project available.
- Lot-rent repositioning and ECRI — the second highest-ROI project. Calibrate to market, implement annual increases.
- Infill of vacant lots — many parks have 5%–30% of lots vacant because the previous owner never replaced moved-out homes. A disciplined infill program (often with seller-financed chattel loans to new residents) can add meaningful NOI with no land acquisition cost.
- Adding storage revenue — most parks have unused land that can be configured for tenant storage (boats, RVs, trailers). Small revenue item but high margin.
- POH-to-TOH conversion — selling park-owned homes to residents on seller-financed notes. Reduces operational burden, widens cap rate compression at exit.
- CAM and miscellaneous pass-through — trash, pest control, administrative fees, late fees. Properly calibrated, adds meaningful recovery.
- Amenity upgrades — playgrounds, dog parks, community buildings. Particularly impactful for Class A positioning.
- Converting a portion of the park to RV sites — for parks with available land and demand.
- Adding cabins or park models — RV parks can often layer higher-margin accommodations (cabins, safari tents, yurts, tiny homes) onto existing infrastructure.
- Expansion onto adjacent land — adding pads or RV sites where zoning permits.
A disciplined 18- to 24-month value-add program — submetering, lot-rent calibration, infill, POH-to-TOH conversion, and professional management rollout — can often move a park's NOI by 30%–60% and its market cap rate by 75–150 basis points. The combined effect on valuation is frequently transformational.
The Full Menu of Tax-Free Exit Strategies
Park owners have frequently accumulated significant gain, particularly those who acquired or built parks 15+ years ago. Writing a seven-figure check to the IRS at sale is not mandatory. Multiple pathways exist to defer, reduce, or entirely eliminate capital gains tax on a park sale. The right strategy depends on the owner's goals, age, risk tolerance, and estate plan.
Section 1031 Like-Kind Exchange
The foundational tax deferral strategy for real estate. Sell your park and reinvest the proceeds into "like-kind" real estate (which means essentially any real property held for investment or business use — you can 1031 an MHP into an apartment building, an industrial park, a self-storage facility, or another MHP). The 45-day identification and 180-day closing deadlines apply. Done properly, the entire capital gain and depreciation recapture is deferred.
1031 Into a Delaware Statutory Trust (DST)
For owners who want to stop actively managing real estate but want to preserve full 1031 tax deferral. A DST is a passive, professionally-managed real estate investment held through a trust structure that qualifies as like-kind replacement property under Section 1031. You sell your park, exchange into DST interests, and receive monthly distributions without operational responsibility. Illiquid, accredited-investor only, 5–10 year typical hold. The 1031-into-DST path is the single most common solution for tired park owners.
Qualified Opportunity Zone Fund (QOF)
For owners willing to elect gain recognition but willing to reinvest into designated Opportunity Zones, the QOF structure allows partial gain deferral and — critically — complete elimination of any appreciation on the QOF investment if held for 10+ years. Following the One Big Beautiful Bill Act, the OZ program has been made permanent with new rules effective January 1, 2027. For long-horizon investors, OZ investment can structurally outperform a 1031 on an after-tax basis.
Installment Sale (Section 453)
Spread the recognition of capital gain over multiple tax years by taking back a seller-financed note. Useful for managing the marginal rate on a large gain, particularly for owners who will be in lower tax brackets in retirement. Parks are particularly well-suited to seller financing because the cash flow supports the note payments and the collateral is high-quality.
Charitable Remainder Trust (CRT)
For owners with significant charitable intent. Contribute the park to a CRT before sale; the trust sells without immediate tax liability, pays an income stream to the owner for life or a term of years, and the remainder passes to charity at termination. Provides a current-year charitable deduction plus deferred recognition of gain across the income period.
Hold Until Death — The Step-Up in Basis
The most underutilized strategy. Under current law, assets held at death receive a step-up in basis to fair market value at the date of death. Heirs can then sell without any capital gain on the appreciation that occurred during the decedent's lifetime. For older owners with parks held 30+ years and very low basis, the combination of (a) refinancing to extract tax-free equity and (b) holding to death is often the strongest after-tax outcome. The federal estate tax exemption is $15 million per individual / $30 million per couple under current law.
Seller Financing as a Tax Tool
Taking back paper is both a valuation tool (it can expand the buyer pool and improve proceeds) and a tax tool (it spreads gain recognition under Section 453). For retired owners with comfortable cash flow from seller-financed payments, this is often an overlooked path that beats a fully taxable sale.
1031 Into a DST: The Passive Owner's Path
For MHP and RV park owners who have decided they are done with active management, the 1031-into-DST path deserves careful attention. It is the only pathway that simultaneously preserves full 1031 deferral (including the deferral of depreciation recapture) and delivers a genuinely passive ownership experience.
How It Works
You sell your park and place the proceeds with a Qualified Intermediary within the required 45-day identification window. You identify one or more DSTs as replacement property. Your QI funds the purchase of the DST interests at closing, and you receive beneficial interests in the trust in place of direct real estate. The DST owns institutional-quality property (often multifamily, industrial, medical office, grocery-anchored retail, or, increasingly, MHPs themselves) managed by a professional sponsor. You receive monthly distributions — typical yields in 2026 are in the 4.5%–6.0% range depending on asset class and sponsor.
MHP-Specific DSTs
A growing sub-segment of the DST market is dedicated MHP DSTs sponsored by specialist operators. These give former park owners the option to remain in the asset class they understand while transitioning to passive ownership. For an owner who wants continued MHP exposure without the operational burden, this structure is often a natural fit.
Who It Fits
DST investors must be accredited. Most DSTs are sold through broker-dealer networks to investors meeting SEC accreditation thresholds ($200,000 individual income, $300,000 joint, or $1 million net worth excluding primary residence). Hold periods are typically 5 to 10 years — DSTs are illiquid, and the investor gives up operational control in exchange for passivity. The structure does not fit investors who need immediate liquidity or who will want to actively manage real estate again.
The 721 Exchange Off-Ramp
Some DSTs offer a 721 exchange option at the end of the holding period, where the DST interest can be contributed to a REIT's operating partnership in exchange for OP units on a tax-deferred basis. This creates a graceful long-term off-ramp from direct real estate entirely while maintaining tax deferral. Not all DSTs offer 721 options — those that do provide meaningful flexibility for long-term passive investors.
Opportunity Zones for Park Sellers
Qualified Opportunity Zone investing deserves serious evaluation by any MHP or RV park owner facing a large capital gain. For the right owner profile, it is structurally superior to a 1031 exchange on an after-tax basis.
The Core Benefit
Unlike a 1031 (which defers gain), a Qualified Opportunity Zone Fund investment held for 10+ years eliminates any capital gains tax on the QOF investment's appreciation. The original deferred gain is still owed at the end of the deferral period, but any further growth on the invested capital is tax-free. For long-horizon investors, this is the difference between a deferral strategy and a true elimination strategy.
OZ 2.0 Under OBBBA
The One Big Beautiful Bill Act made the Opportunity Zone program permanent with a new round of zone designations taking effect January 1, 2027. The new rules include updated substantial improvement requirements, a rolling 5-year basis step-up, and a refreshed map of designated zones. Expect substantial capital to flow into QOFs in 2026 and 2027 as the program transitions.
Structural Differences vs. 1031
A 1031 requires continued direct real estate ownership (or DST interest) and is subject to the 45-day / 180-day clock. A QOF investment has a longer election window (180 days from the gain event), does not require like-kind reinvestment, and can be diversified across asset classes including operating businesses within the Zone. For a park owner with a $5 million gain who does not want to own more real estate, the QOF path can be transformational — and it pairs well with diversified passive real estate vehicles within the Zone framework.
The Park-Owner Advantage
MHPs often sit in opportunity zones themselves — many of the workforce communities that qualify for OZ designation are located in the same submarkets as MHPs. This creates a structural pairing that is less common in other real estate categories: an MHP owner selling a Class A park in an expensive market can reinvest into a Class B park in an Opportunity Zone, capture both the tax elimination and the rent-growth tailwind of a workforce submarket, and exit the same asset class with better economics.
The Inherited Park Playbook
If you have inherited a mobile home park or RV park, you are almost certainly in a materially different tax position than you realize — and your decision set is different from the one a long-time owner faces.
The Step-Up in Basis Changes Everything
When the prior owner died, the park's tax basis was stepped up to its fair market value on the date of death. If the park was acquired decades ago for $300,000 and was worth $4.5 million at the date of inheritance, your tax basis as heir is $4.5 million — a sale at $4.5 million today generates essentially no capital gains tax. The depreciation recapture the decedent would have owed is also eliminated. This is the single most valuable estate planning feature in the Internal Revenue Code, and most heirs do not fully grasp the implication.
The Three-Decision Framework for Heirs
An heir of a park typically faces three decisions, in this order:
- Do I keep it or sell it? If you keep it, you inherit the operational complexity of community management — tenants, maintenance, collections, compliance. If you sell it, the stepped-up basis means little or no tax.
- If I keep it, do I manage it myself or hire a third-party manager? Professional MHP and RV park management firms exist in most regions and can run parks for fees typically in the 4%–6% of EGR range. Well-managed, a park can deliver comparable NOI with little owner involvement.
- If I sell it, where do I put the money? Because the basis is stepped up, most heirs do not need a 1031 — they can simply sell, take the proceeds, and redeploy into whatever investment strategy fits their financial plan, including diversified passive real estate, marketable securities, or other uses.
The Expensive Mistake Heirs Frequently Make
Holding the park too long without establishing a management structure, then selling at a distressed price when operations deteriorate. Parks degrade quickly when leadership is absent — lot rents slip below market, deferred maintenance accumulates, POHs sit vacant, collections suffer, and the eventual sale happens at a cap rate 150–250 basis points wider than it would have six months after inheritance. If you are inheriting a park and are not going to actively manage it, move quickly — either install professional management or sell into the stepped-up basis opportunity within the first 12 months.
"Tired of Managing It" — Five Paths Forward
This is the single most common conversation I have with long-time MHP and RV park owners. You have owned and run the community for 15, 20, 30 years. The cash flow is still good. But you are tired of the tenant complaints, the evictions, the 2 AM water line break calls, the staffing headaches, the endless drumbeat of property tax appeals and road repairs and capex. You want to step back without destroying the financial outcome. There are five paths.
Path 1: Sell Outright
A straightforward taxable sale. Pay the tax. Take the cash. Invest it however you want. This is the simplest path and often the right one if your tax basis is high, your gain is manageable, and you value simplicity.
Path 2: 1031 Into a DST
Sell and exchange into a Delaware Statutory Trust. Preserve full tax deferral. Receive monthly distributions. Have zero operational responsibility. Best for accredited investors with significant deferred gain who want to remain in tax-deferred real estate while becoming fully passive. Covered in detail above.
Path 3: Hire Professional Management
Keep the park, hire a national or regional third-party management company. Typical fees are 4%–6% of effective gross revenue. Many professional managers will also add meaningful operational upside (lot-rent calibration, ECRI discipline, submetering, technology upgrades) that can offset much or all of the management fee. You retain the asset, the cash flow, the future sale decision, and the step-up in basis for heirs — but you relinquish day-to-day responsibility. Best for owners with long intended hold periods and meaningful embedded gain.
Path 4: Refinance and Redeploy Equity
A cash-out refinance through Fannie Mae, Freddie Mac, or a life insurance company extracts a portion of your equity tax-free while preserving ownership. Park owners are unusually well-positioned for this path because agency debt is so favorable. The extracted equity can be invested passively while the park continues to generate cash flow. Works well as a bridge to eventual hold-to-death with step-up in basis.
Path 5: Seller-Financed Sale to a Family Member or Operator
For owners with family members, long-time managers, or an identified operator interested in continuing ownership, an installment sale with seller financing can transfer the asset over time while providing retirement income to the seller. The park's stable cash flow supports the note. Structured properly, this is both a succession plan and an income stream.
Real Owner Scenarios with Dollar Math
The Tired MHP Owner Goes Passive
A couple in their late 60s own a 140-pad Class B workforce MHP in a secondary metro. Acquired in 2004 for $2.1 million. Current NOI: $720,000. Current value at a 6.25% cap rate: approximately $11.5 million. Remaining mortgage: $1.4 million. Tax basis after depreciation: approximately $600,000.
A taxable sale would generate approximately $9.5 million of combined capital gain and depreciation recapture, producing a federal-and-state tax bill in the range of $2.3–2.6 million. The owners are tired, ready to be passive, and have no intent to buy more active real estate.
The strategy: Sell the park, complete a 1031 exchange into a diversified portfolio of Delaware Statutory Trusts (including one MHP-specific DST). Target DST yield of approximately 5.0% on $10.1 million of net equity produces approximately $505,000 per year of passive income. Tax deferred indefinitely; if held to death, the step-up eliminates the deferred gain entirely for their heirs.
The Value-Add MHP Operator
A 42-year-old operator acquired a 95-pad tertiary-market MHP two years ago for $3.2 million. Park is master-metered on water, sewer, and electric; lot rent is $295 versus a $385 market; 18 of 95 pads are vacant infill opportunities; 11 park-owned homes are scheduled for disposition; property tax is over-assessed. Current NOI: $185,000. Current market value at the current operational quality: approximately $2.6 million (well below acquisition cost; the opex is that bad).
The strategy: 30-month value-add program. Submeter water, sewer, and electric (project cost $85,000, NOI lift ~$42,000). Implement lot-rent calibration to market plus 6% annual ECRI (NOI lift over 30 months ~$125,000). Infill 14 of 18 vacant pads with seller-financed chattel sales to new residents (NOI lift ~$59,000). Convert POHs to TOHs (NOI lift ~$18,000, cap rate compression ~75 bps). File successful property tax appeal (NOI lift ~$12,000). Install professional on-site management with centralized back office (expense ratio reduction ~2%). Projected stabilized NOI: $465,000. Projected stabilized cap rate at that quality: 6.25%. Projected stabilized value: approximately $7.4 million. Net value creation: approximately $4.2 million over 30 months.
The RV Resort Refinance-and-Hold
A 55-year-old owner has held a 220-site destination RV resort in a high-demand mountain market for 18 years. Original acquisition basis: $3.8 million. Current value: approximately $18 million (7.25% cap rate, blended EBITDA/cap rate methodology). Current NOI: $1.3 million. Remaining mortgage: $2.9 million. Owner has three adult children and significant estate planning motivation. Owner intends to hold 10+ years and pass to heirs.
The strategy: Cash-out refinance at 60% loan-to-value through a life insurance company ($10.8 million new debt, amortizing over 25 years), extracting approximately $7.9 million of tax-free equity (the refinance proceeds are not a taxable event). Redeploy the extracted equity into a diversified passive portfolio (combination of DSTs, QOFs, private credit). Continue to own and operate the resort with existing professional staff. At death, the resort receives a step-up in basis, eliminating all deferred gain and depreciation recapture.
The Inherited MHP and Stepped-Up Basis
A 49-year-old professional inherits her father's 62-pad MHP after a decade of his semi-retired management. Date-of-death valuation: $3.6 million. Current NOI: $210,000 (running below potential — lot rent is $310 vs $380 market, master-metered, POH-heavy). Heir lives 1,200 miles away, has a demanding career, and has no interest in operating the park.
The strategy: Step 1 — engage professional MHP management within 45 days of inheritance; preserve optionality. Step 2 — run a 6-month operational diagnostic, estimating achievable stabilized NOI with submetering, lot-rent calibration, and POH conversion at approximately $340,000. Step 3 — list for sale at a 6.25% cap rate on a partially-calibrated NOI of $270,000 (reflecting operational progress during the sale period), targeting $4.3 million sale price. Given stepped-up basis of $3.6 million, capital gain on sale is $700,000 — producing tax of approximately $175,000. Net after-tax proceeds: approximately $4.1 million. Redeploy into diversified passive real estate and marketable securities.
Ten Expensive Mistakes Park Owners Make
- Selling without a tax plan. Writing the listing agreement before consulting a tax advisor. By the time you are under contract, most of the deferral and elimination strategies have narrower or no windows. The planning conversation should happen 12+ months before the sale.
- Leaving master-metered utilities in place at sale. A buyer will underwrite submetered economics or discount the cap rate by 75–150 basis points for the operational risk. A 12-month submetering rollout before listing can produce $500,000–$2 million of additional proceeds.
- Under-calibrated lot rent. Owners who have not raised lot rents to market in 5+ years are leaving enormous embedded equity behind. Buyers will underwrite market lot rent — so they get the upside if the seller does not capture it first.
- Too many park-owned homes. POH-heavy parks trade at materially wider cap rates. A 12- to 24-month POH-to-TOH conversion program before sale is often the highest-ROI work an owner can do.
- Missing the 45-day 1031 identification window. Identification is binding. Once the clock runs, the transaction fails and the full gain becomes taxable. Plan replacement property options before you close on the sale, not after.
- Skipping cost segregation. MHPs and RV parks are uniquely well-suited to cost segregation because of the high proportion of 15-year land improvements. For any park acquired or built within the last 15 years, a cost segregation study is almost always a positive-NPV decision.
- Ignoring property tax appeals. Most jurisdictions allow an annual appeal. Most owners never file one. For a typical park, a successful appeal is worth multiples of its cost.
- Under-utilizing agency debt. Fannie Mae and Freddie Mac MHP programs offer some of the most favorable financing in commercial real estate. Owners who finance through banks when agency debt is available are paying hundreds of basis points per year they do not need to pay.
- Undershooting the refinance window. Owners wait until their loan is within 90 days of maturity to start the refinance process. A thoughtful refinance conversation should start 12–18 months out, when rate lock options and cash-out structuring give you the most leverage.
- Failing to plan for the step-up in basis. Older owners with low basis and strong estate positions often sell and pay substantial tax when a hold-to-death strategy would have eliminated the liability entirely. The step-up is the single most valuable feature of the US tax code for long-term real estate owners. Plan around it.
Frequently Asked Questions
Why Planning Ahead Matters
Park ownership, more than most commercial asset classes, rewards advance planning. Owners who begin conversations about exit strategy, tax structure, and succession 12 to 24 months before a transaction routinely achieve outcomes meaningfully better than those who wait until a letter of intent is in hand. Owners who plan several years ahead — incorporating step-up-in-basis strategy, generational transfer, or Qualified Opportunity Zone positioning — can effectively eliminate the entire tax liability on a lifetime of accumulated gain.
The most common regrets I hear from park owners after a sale are variations on the same themes: sell without a tax plan; refinance without considering whether to sell; pay full tax when a deferral or elimination strategy would have applied; stay in active management for years longer than they wanted to because they did not realize a passive alternative existed; leave master-metered utilities and below-market lot rent in place at sale and leave seven figures of upside for the next owner.
The planning window is always wider before the transaction than after. If you are looking at a pending decision on a park — whether mobile home or RV — it is worth a conversation before the listing agreement is signed, before the closing is scheduled, before the loan is refinanced. Most of these strategies require advance planning to execute well.
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This article is for informational and educational purposes only and does not constitute tax, legal, investment, or financial advice. Every property and every owner's situation is unique. Tax laws are complex and change frequently. Always consult your CPA, attorney, and financial advisor before making any financial, tax, or investment decisions. All investments and property ownership carry risk, including the potential loss of principal. Delaware Statutory Trust and Qualified Opportunity Fund investments involve illiquid securities with long lock-up periods and are generally restricted to accredited investors. Market data, cap rates, rents, and other figures cited in this article reflect general market conditions as of early 2026 and may not be current or applicable to specific properties. Past performance is not indicative of future results. Carson Jones, Passive Investments, and the author make no guarantees regarding the tax treatment, performance, or outcome of any specific investment strategy described in this article.