It includes all major assets & liabs, inc some pers prop that has value (or is individually insured) & I would consider selling to fund new found opportunities or if there was a major emergency requiring a change in budgeting/liquidity.My PBS is currently three pages long, broken into sections w/ sub totals to assist in analysis:AssetsReal Prop (Assessed, Purchase/Rent data, 2-3 free online providers like Redfin, then averaged.)Personal Property (Cars, Art, Hard Assets, things not in an account or "foggy" daily market value)Cash Accounts (ie funds w/ access not limited by age, Banks, Brokerages, CVLI, prepaid taxes,large pending incomes like insurance settlements & reimbursements owed to me.)MineSpouseCo-AccountsRetirement Accounts (or anything where access to the value is age restricted)MineSpouseBusiness 1 (Net number carried over from separate business records)Business 2 (List as needed)Liabilities (Would section these out too if I had enough to justify it)Listed in order of assets above if tied to such, mortgages, HELOC, etc.General liabilities listed next, largest to smallest.Net Worth CalculationThen I include several lines of totals; subtotal of amount available for conversion to REI, ratios & simple measures like mo / mo & trailing 12 mo avg % & $ return.My FI goal is over the long term to average at least 1% mo / mo gain in net worth.I have found this to be best for me for several reasons:I have a hard time visualizing a set $ amount as a goal because my amount required to retire would then seem too big to tackle.

Tax treatment gets a little complicated when two individuals buy a multi-unit property and one of them occupies a unit. 

They respect the property because they are your friend, or they routinely expect special treatment from you because they are your friend.  

I’d run like a bat out of hell from a lagoon or a water treatment plant , though.Again, it is best to get some input from an experienced operator but consider this:  if a newbie who has just been reading books and listening to podcasts can pinpoint red flags, you know that’s a deal to run from.  

Ie. monthly visual assesments of the properties, helping with property turn over, helping find the best contractor for a job.

@Michael DeakinDepending on how much you paid out for the property in total a cost seg may make sense.The agricultural structures have a much more favorable depreciation schedule and tax treatment than a traditional commercial building. 

@Ashish Acharya is correct here regarding federal treatment. 

Only downside ... most of these types of products are incredibly expensive (I would obviously account for the cost when calculating cash flow)This would be a visual example of what I am talking about...This is from a fenestration company located here in Phoenix.

I have extensive experience building insightful and useful dashboards to visualize data in Tableau.

That is what is inexcusable here.We did not recommend you seek management elsewhere because you asked us not to run move in specials - the reasons as previously explained was due to your treatment of our staff and the obvious - we aren’t meeting your expectations or how YOU would want things done (Why did you even hire us then in the first place if YOU want to call all of the shots?)