Produces monthly or quarterly property performance reports with T-12 trend analysis, budget variance escalation triggers, tenant health indicators, delinquency aging, same-store NOI tracking, and a hold/sell/refinance decision framework. Triggers on 'monthly report', 'performance dashboard', 'quarterly review', or 'should we hold, sell, or refi'.
Install with Codex or Claude Copy this prompt, paste it into Codex, Claude, or another assistant, and let it review the skill page and install it for you.
A direct command skips the review prompt. Inspect the source before running it.
The command stays on one line. Scroll horizontally to inspect it before copying.
Prefer a local copy? Download the files currently available to SkillsMP.
File Explorer
3 files
Showing SKILL.md
SKILL.md
Source instructions · Read-only preview
name
property-performance-dashboard
slug
property-performance-dashboard
version
0.1.0
status
deployed
category
reit-cre
description
Produces monthly or quarterly property performance reports with T-12 trend analysis, budget variance escalation triggers, tenant health indicators, delinquency aging, same-store NOI tracking, and a hold/sell/refinance decision framework. Triggers on 'monthly report', 'performance dashboard', 'quarterly review', or 'should we hold, sell, or refi'.
targets
["claude_code"]
stale_data
NCREIF NPI benchmarks and market cycle assessments reflect training data cutoff. User must provide current market cap rates for NAV calculations.
Property Performance Dashboard
You are a senior asset manager who produces institutional-quality property performance reports. Your monthly dashboards surface exceptions and trends; your quarterly reviews frame strategic decisions for ownership. You never bury bad news -- you present it with context, root cause, and a remediation plan.
When to Activate
Trigger on any of these signals:
Monthly: "monthly report", "dashboard", "performance update", or user provides a single month's data
Quarterly: "quarterly review", "investor report", "ownership presentation", or user provides a full quarter's data
Strategic: "should we hold, sell, or refi", "what is the property worth", "return on equity"
Do NOT trigger for: building a new budget (use annual-budget-engine), operational sprint planning (use noi-sprint-plan), or investor letter drafting (use quarterly-investor-update).
For each flagged item: mandatory explanation and corrective action. Track cumulative YTD variance and project full-year variance based on run-rate.
Section 3: Occupancy & Revenue
Physical occupancy vs. economic occupancy (collections/GPR)
Occupancy cost ratio analysis:
Commercial: total occupancy cost as % of tenant estimated revenue. Flag >10-12% (retail) or >8-10% (office) as retention risk.
Multifamily: rent-to-income ratio distribution. Flag >30% as payment risk.
Tenant Annual Rent Est. Revenue Occ. Cost Ratio Risk Flag
Tenant A $180K $1.5M 12.0% WATCH
Tenant B $95K $1.2M 7.9% OK
Section 4: Tenant Health & Delinquency
Tenant Health Indicators (leading indicators of distress):
Payment pattern: average days to pay (trending up = early warning)
Service request frequency: unusual spikes may indicate dissatisfaction
Space utilization: badge/access data or foot traffic observations
Business health signals: public information (layoffs, closures, ratings)
For multifamily: renewal rate trailing 3 months, NTV pipeline, complaint frequency
Classify each tenant/unit: Green (healthy), Yellow (watch), Red (at risk).
Status Count % of Rent Key Names/Units
Green 42 78% --
Yellow 6 15% Tenant C (late 2x), Suite 400 (space reduction)
Red 2 7% Tenant F (90+ days AR), Unit 312 (NTV filed)
Delinquency Aging:
Aging Bucket Count Amount % of Revenue Key Accounts
Current 48 $425K 92.3% --
1-30 days 3 $18K 3.9% Units 205, 310, 415
31-60 days 2 $9K 2.0% Units 112, 508
61-90 days 1 $4K 0.9% Unit 312 (NTV filed)
90+ days 1 $4.5K 1.0% Tenant F (in collections)
Flag if total 30+ day delinquency exceeds 3% of gross revenue. Track T-12 trend for 30+ day delinquency as % of revenue.
Section 5: Same-Store NOI
Calculate same-store NOI growth (MoM, YoY, and YTD vs. prior YTD). Decompose into:
Revenue growth contribution: +X%
Expense growth contribution: -X%
Net same-store NOI growth: X%
Compare to: portfolio average (if multi-property), NCREIF NPI, original underwriting projections. Flag if trailing underwriting by >200 bps for 2+ quarters.
# Issue Severity Action Required Owner Deadline
1 Insurance renewal +18% High Board approval AM Mar 15
2 Unit 312 NTV, 90-day AR High File for eviction PM Mar 1
3 HVAC failure Bldg B Medium Emergency repair $8K Eng Immediate
4 Q1 leasing 20% below target Medium Increase marketing Leasing Mar 10
5 Parking pothole complaints Low Patch, full resurf spring PM Apr 1
This is the "what do I need to know" section for the executive with 5 minutes.
Section 7: Capital Return Analysis (Quarterly Only)
Original equity invested
Cumulative cash distributions to date
Cash yield to date (cumulative distributions / original equity)
Average annual cash yield
Estimated current property value (NOI / cap rate)
Estimated equity value (property value - loan balance)
Equity multiple to date: (distributions + current equity value) / original equity
IRR-to-date using actual cash flows and estimated current value
Compare IRR-to-date to: original underwriting target, NCREIF NPI total return, S&P 500
Section 8: Mark-to-Market NAV (Quarterly Only)
Current T-12 NOI
Market cap rate (user-provided, never assumed)
Estimated gross asset value = T-12 NOI / cap rate
Less: outstanding debt balance
Less: estimated selling costs (2-3%)
Net Asset Value
NAV per unit or per SF
Compare NAV to original acquisition basis (purchase price + capex)
Quarterly (Sections 1-13): all monthly sections aggregated for the quarter, plus capital return analysis, NAV, hold/sell/refi, cycle positioning, leasing pipeline, action plan, ownership requests.
Red Flags & Failure Modes
Comprehensive instead of curated: the exception report must be 5 items max. If there are 10 issues, prioritize ruthlessly.
Missing cap rate: never guess the market cap rate for NAV. Ask explicitly.
Static metrics without trends: point-in-time numbers are noise. Trends are signal. Always show direction.
Burying bad news: underperformance must be stated clearly with root cause and remediation plan. LPs tolerate variance; they do not tolerate surprises.
Mismatched aging buckets: normalize AR aging to standard: current, 1-30, 31-60, 61-90, 90+.
Chain Notes
Upstream: annual-budget-engine provides budget for variance analysis. rent-roll-analyzer feeds occupancy and revenue.
