To calculate a property’s physical apartment vacancy rate, divide the number of vacant rentable units by the total number of rentable units, then multiply by 100. If three units are vacant in a 30-unit property, the physical vacancy rate is 10 percent. State the date of the count and which units were included. Otherwise the next report may use a different denominator without anyone noticing.
The calculation answers one question: how many units are vacant at that point in time? It does not explain how long they have been vacant, what work is holding them, or when they can be leased. An owner needs the unit list behind the percentage.
Ask whether the count includes a unit that is empty but under repair, a unit ready to show, or a unit leased for a future move-in. Keep each status visible. A single vacancy percentage cannot tell the owner whether the next action belongs with maintenance, marketing, leasing, or a scheduled move-in.
The U.S. Census Bureau uses a specific definition for its rental vacancy rate: the share of rental inventory that is vacant for rent. That survey measure is useful market context. A property-level operating report may group units differently, so use the same local definition from month to month and show the underlying unit statuses.
For every vacant unit, ask for the move-out date, inspection date, approved work, ready-to-market date, listing date, and expected move-in if one is scheduled. A unit that has been empty for two days calls for a different conversation than one that has been waiting six weeks for an unfinished turn. The open-unit list should name the next action and the person responsible.
Check whether the vacancy count is falling because units are leasing or because units have been taken out of the rentable inventory. The denominator matters. If a unit is offline for a major project, keep that status and its expected return date visible rather than letting it disappear from the owner’s discussion.
Physical vacancy is a count of units. Income loss needs a separate calculation based on the rent that could have been earned, the actual rent billed, concessions, and unpaid balances. Do not use the physical percentage as a shortcut for lost revenue. Two empty units can have different rents and different time out of service.
Ask the manager to show the assumption and period used for any income-loss figure. Compare it with the rent roll and ledger. If the report uses “economic vacancy,” ask exactly what it includes. That label can cover more than empty units, and the owner should be able to trace each component.
Review the longest-open units first. Then compare renewal trends, recorded move-out reasons, and recurring resident-service or maintenance issues with the leasing and turn record. I would not call recurring turnover a pricing problem until those records have been checked together. They raise questions; they do not prove why any resident left. Is a repair scope unapproved? Is the work complete but the listing still waiting? Are prospects touring without applying? Do the asking terms need another look? The report should show the specific obstacle before anyone recommends a price change or a marketing spend.
The same review should connect to the monthly owner package. Coastline’s reporting guide describes the unit-level vacancy, turn, leasing, and collections records an apartment owner should be able to see. Its lease-up guide covers the sequence from ready unit to move-in. The multifamily management guide covers the wider owner review.
If your current report gives you a percentage but cannot explain the open units, request a Property Management Performance Review. The first conversation can start with the unit list and the questions it raises.
For definitions and a separate income-loss review, see the PME Economic Vacancy Operational Standard and Physical Vacancy Rate Guide.