Governance
Action closure, decision packet timing, records response, and policy review show whether decisions and information move with visible ownership.
Open property leadership dataset
Measure the decisions—not the volume of activity.
A practical library of 24 property oversight KPIs with definitions, formulas, cadence, ownership, evidence, and the board question behind each number.
Quick answer
A useful KPI has an owner, evidence, and a decision.
Counts become oversight only when leadership understands what is included, how the measure is calculated, what changed, why it changed, and what action the result may require.
This library covers governance, operations, finance, vendors, resilience, and capital projects. It defines the measures but does not prescribe universal targets. Select the indicators that match the property’s current decisions and document local thresholds separately.
24 KPIsAcross six oversight categories
8 fieldsFor every metric definition
2 formatsCSV and structured JSON
Six oversight lenses01 02 03 04 05 06
Choose measures around the risk and decision.
Operations
Preventive work, cycle time, repeat issues, backlog age, and inspection completion reveal flow, reliability, and unresolved condition.
Finance
Variance closure, cash coverage, receivables aging, forecast accuracy, and reserve alignment connect reporting to future obligations.
Vendors
Service-level attainment, invoice exceptions, insurance documentation, and corrective closure connect contracts to delivered evidence.
Risk
Readiness completion, critical-system testing, and incident follow-up show whether resilience actions exist before and after disruption.
Projects
Change-order rate, schedule variance, and closeout completion make scope change, delay, and final evidence visible.
Metric dictionary
Definitions your team can reproduce.
The table is generated directly from the downloadable CSV so the page and dataset stay aligned.
| Category and KPI | Formula | Cadence | Decision question |
|---|---|---|---|
| GovernanceAction closure rateShare of board-approved actions completed with evidence by the agreed date | Closed on time / actions due x 100 | MonthlyOwner: Board secretary or manager | Which overdue action creates the greatest property risk?Evidence: Action log and completion evidence |
| GovernanceDecision packet timelinessShare of decision packets delivered by the board's agreed review deadline | Packets on time / packets due x 100 | Per meetingOwner: Manager or meeting owner | Did leaders receive enough time and evidence to decide?Evidence: Distribution timestamp and packet index |
| GovernanceRecords response cycleMedian elapsed business days from a valid records request to documented response | Median business days to response | MonthlyOwner: Records custodian | Where does access depend on one person or system?Evidence: Request and response register |
| GovernancePolicy review completionShare of policies scheduled for review that were approved or explicitly deferred | Policies closed / policies due x 100 | QuarterlyOwner: Board or compliance owner | Which outdated policy changes current authority or risk?Evidence: Policy register and minutes |
| OperationsPreventive work ratioShare of completed maintenance work that was planned preventive activity | Preventive work orders closed / all work orders closed x 100 | MonthlyOwner: Facilities lead | Is emergency work crowding out prevention?Evidence: CMMS or work-order export |
| OperationsWork-order cycle timeMedian elapsed time from valid request to verified completion | Median hours or days from open to verified close | MonthlyOwner: Property manager | Which categories are slow because of approval parts or vendor delay?Evidence: Time-stamped work-order history |
| OperationsRepeat issue rateShare of closed work orders followed by the same issue in the same area within the review window | Repeat work orders / work orders closed x 100 | MonthlyOwner: Facilities lead | Are teams closing symptoms instead of causes?Evidence: Asset location and failure-code history |
| OperationsBacklog ageCount and value of open work grouped by age band | Open items grouped 0-30 31-60 61-90 and 90+ days | MonthlyOwner: Property manager | Which old items now affect safety service or cost?Evidence: Open work-order register |
| OperationsInspection completionShare of scheduled property inspections completed with findings and ownership | Inspections evidenced / inspections scheduled x 100 | MonthlyOwner: Facilities or compliance owner | Are findings converted into owned work?Evidence: Inspection calendar reports and action log |
| FinanceMaterial variance closureShare of material budget variances with cause forecast impact and action recorded | Explained material variances / material variances x 100 | MonthlyOwner: Treasurer or finance lead | Which unexplained variance changes the year-end outlook?Evidence: Variance report invoices and forecast |
| FinanceCash coverage daysEstimated days of operating cash available against normalized operating outflow | Available operating cash / average daily operating outflow | MonthlyOwner: Treasurer | What obligation would create a liquidity decision first?Evidence: Reconciled cash and cash-flow forecast |
| FinanceReceivables aging exposureShare of total receivables aged beyond the board's selected threshold | Receivables beyond threshold / total receivables x 100 | MonthlyOwner: Finance or collections owner | Does the trend change cash or collection assumptions?Evidence: Aged receivables report and collection status |
| FinanceForecast accuracyDifference between prior forecast and actual result for selected material accounts | Absolute actual minus forecast / forecast x 100 | MonthlyOwner: Treasurer or manager | Which assumption is repeatedly unreliable?Evidence: Prior forecast and current actuals |
| FinanceReserve-plan alignmentShare of current reserve contributions and planned uses reconciled to the latest adopted funding schedule | Reconciled reserve lines / applicable reserve lines x 100 | QuarterlyOwner: Treasurer with reserve professional | Which component or funding assumption needs professional update?Evidence: Current study budget ledger and project plan |
| VendorsService-level attainmentShare of measurable contracted service requirements delivered with acceptable evidence | Requirements met / requirements due x 100 | MonthlyOwner: Contract owner | Is the issue isolated recurring or rooted in unclear scope?Evidence: Contract SLA service log and inspection evidence |
| VendorsInvoice exception rateShare of reviewed vendor invoices with unsupported pricing scope approval or completion evidence | Invoices with exceptions / invoices reviewed x 100 | MonthlyOwner: Accounts payable and contract owner | Which exception should block approval or trigger correction?Evidence: Invoice contract approval and service evidence |
| VendorsInsurance certificate coverageShare of active vendors with current required insurance documentation on file | Compliant active vendors / active vendors x 100 | MonthlyOwner: Risk or vendor owner | Which vendor should not mobilize until documentation is current?Evidence: Vendor register and certificates |
| VendorsCorrective-action closureShare of vendor corrective actions closed on time with verified evidence | Verified closures on time / corrective actions due x 100 | MonthlyOwner: Contract owner | When does nonperformance require escalation rebid or transition?Evidence: Notice response evidence and follow-up inspection |
| RiskReadiness task completionShare of time-sensitive resilience tasks complete before the defined seasonal or event deadline | Tasks complete / tasks due x 100 | Weekly in seasonOwner: Risk or emergency lead | Which incomplete task has the highest consequence?Evidence: Readiness plan and evidence links |
| RiskCritical-system test completionShare of scheduled tests completed for generators pumps alarms access and communications | Tests evidenced / tests scheduled x 100 | MonthlyOwner: Facilities lead | Which failed or missed test needs immediate ownership?Evidence: Test logs findings and corrective work |
| RiskIncident follow-up cycleMedian elapsed time from incident stabilization to documented review and assigned corrective action | Median hours or days to assigned action | Per incidentOwner: Property executive | What control failed and how will closure be proven?Evidence: Incident report evidence and action log |
| ProjectsChange-order rateApproved change-order value as a share of original approved contract value | Approved change-order value / original contract value x 100 | MonthlyOwner: Project sponsor | Are changes caused by scope gaps concealed conditions or owner choices?Evidence: Contract change log and approvals |
| ProjectsSchedule varianceDifference between current forecast completion and approved baseline completion | Forecast completion date minus baseline date | MonthlyOwner: Project manager | Which dependency now controls completion?Evidence: Baseline schedule and current forecast |
| ProjectsCloseout completionShare of required closeout items accepted before final release | Accepted closeout items / closeout items required x 100 | At closeoutOwner: Project sponsor | What evidence is missing before final acceptance or payment?Evidence: Punch list warranties manuals releases and approvals |
Interpretation rules
Protect the dashboard from misleading conclusions.
Trend before snapshotCompare the same definition over time and explain breaks caused by systems, scope, season, or classification.
Segment before blameSeparate priority, asset, location, cause, vendor, and work type before treating an aggregate as performance.
Evidence before closureA favorable status should point to verifiable completion—not only an updated field or closed ticket.
Targets belong to the property. Establish them using applicable requirements, contracts, risk tolerance, budget, historical performance, system quality, and appropriately qualified professional advice.
Board dashboard design
Keep the top page small and decision-ready.
- SelectChoose six to twelve measures tied to current property objectives, material risks, contractual obligations, and upcoming decisions.
- DefineFreeze the formula, population, exclusions, source, owner, refresh date, and threshold before reporting a trend.
- ExplainFor every exception, state what changed, the likely cause, property impact, confidence, and missing evidence.
- DecideShow the approval, direction, resource, or escalation needed—not just red, amber, or green status.
- AssignName one accountable owner and due date, with proof required for closure.
- ReviewRetire measures that no longer support a decision and add temporary measures for emerging risks or projects.
Open downloads
Use the library in a spreadsheet or application.
CSV provides a flat table for spreadsheets and reporting tools. JSON preserves metadata, limitations, fields, and structured metric objects for applications or automated analysis.
The files may be adapted with attribution. Add property-specific targets in a separate controlled field so local expectations are never confused with universal benchmarks.
Available formats
CSV24 rows · spreadsheet-readyJSONMetadata and structured metricsVersion September 15, 2026 · UTF-8 · metric definitions, not universal targetsFrequently asked questions
Property dashboard questions.
Which KPIs should an HOA or condominium board track?
A concise board dashboard can track action closure, packet timeliness, material budget variance explanations, cash and receivables, preventive work, repeat issues, backlog age, inspection closure, vendor service levels, corrective actions, readiness tasks, and major-project changes.
Does the KPI library include universal performance targets?
No. It defines metrics but intentionally avoids universal targets. Thresholds should reflect property risk, contracts, service standards, governing documents, historical performance, budget, systems, and professional advice.
How many property KPIs should a board dashboard show?
Use the smallest set that supports current decisions. A monthly board view may contain six to twelve measures, with detailed operational metrics available below it for managers and specialists.