Lifecycle

The Lifecycle tab - the renewal need, what already funds it and where the gap sits, the projected replacement chart, the work that is due, and the Capital Brief.

The Lifecycle tab of the dashboard answers one question from the lifecycle fields on your asset records: can we afford to keep our assets in the condition we have promised, and if not, where is the shortfall? It answers first, proves the answer with one chart, then hands you the work that is due and the report you take to council.

An asset counts as due for replacement when it passes the end of its expected life (install year + useful life) or when its condition score falls below the condition threshold - whichever comes first. When the Infrastructure module is enabled, infrastructure features ride through the same forecast alongside facility assets, so linear and vertical assets appear in one picture.

Horizon

A slider at the top of the tab sets the horizon every figure is computed over, one year at a time, from 1 year to at least 30 and further when an asset in scope has a longer lifecycle. Everything below it recomputes as you drag.

The answer

Under the horizon, three figures computed from your data. Hover a label for its definition:

Need is computed from the same forecast the Capital Brief renders, so the figure that opens the brief and the brief itself cannot disagree. It follows the horizon, inflation and lifespan assumptions; the condition threshold is a timing rule for the chart and the replacement list and does not move it. Organizations whose plan does not include the Capital Brief see Need on its own.

Below the figures, a coverage line says how much of your replacement value the forecast could place in time - Covers 82% of replacement value. 1,337 assets have no install date and cannot be placed in time. An asset without an install date is counted in your portfolio value but appears in no forecast, so this line is the difference between a number you can defend and one you cannot. When the undated assets carry no replacement value either, the line says so instead of reporting full coverage beside a count, and when every asset in scope has a date it says that. Recording install dates on those assets closes it.

Scope and assumptions

The Scope & assumptions tab on the right edge opens a panel in two parts. Every figure on the tab recomputes as you change either. What you set is remembered for you on this browser - the tab, and the Capital Brief that follows it, open where you left them rather than back at the defaults. The remembered selections are yours alone; they change nothing for anyone else in your organization.

Scope narrows what the tab reports on:

Assumptions are what-if levers. They change what the numbers mean, not what they cover:

Reset all returns every scope filter and assumption, and the horizon, to its default, and clears what was remembered - so the inflation rate goes back to your organization's setting. The sustainable reinvestment rate is untouched: it is a saved organization value rather than a what-if.

Projected replacement costs

The main chart stacks projected replacement cost per year, split by system class, in future values at the inflation assumption. Click a year to see exactly which assets drive that bar. Infrastructure features stack alongside facility system classes, one segment per network; clicking a year lists facility assets individually - up to 500 of them, with each class's total and count always complete - and infrastructure as a single line per network with the number of features behind it, because a network is summarised rather than loaded feature by feature.

A toggle switches between two views:

• Lifecycle - the projected need, computed from install dates and useful lives.
• Planner - only the replacements actually scheduled on the replacement calendar, priced the way each calendar prices them. A year with nothing scheduled is empty here, however much lifecycle need it carries.

The difference between the two views is your plan's coverage: need the replacement planner has not scheduled yet.

Where it concentrates

Beside the chart, the system classes carrying the need over the horizon, largest first, each with its share of the total need and how much of it is already funded. Select a class to narrow the whole tab to it; select it again to widen back out. Infrastructure networks appear in the list but cannot be selected, since the tab's system class filter does not apply to them.

What to do

Work the strategies say is due - assets inside a lifecycle strategy trigger window - is a work queue, and lives in the replacement planner, not here.

The Capital Brief follows, open on the tab - see The Capital Brief below. It is available on AssetLab 360 and Enterprise plans.

Compare scenarios

A second tab on the right edge, below Scope & assumptions, opens Compare scenarios, which sets two assumption sets side by side. Save the assumptions as they stand under a name, move the sliders, then pick the saved scenario to compare against: need over the horizon and per year, funded and gap (where the Capital Brief is available), the number of assets due, and the peak year, with both projected cost curves on one chart. Both columns are priced through the same forecast and funding model as the rest of the tab; the chart covers facility assets. Scenarios are kept for the session.

The asset-by-asset list of what is due within the horizon lives on the Assets tab, where it replaced the poor-condition list; it uses the horizon set here.

The Capital Brief

The Capital Brief presents the same data as a resident-facing narrative - three movements that read like a capital-plan summary rather than an analytics screen. It sits open on the Lifecycle tab. The brief follows the tab's horizon, and its last movement reports the current year.

Each movement is a row of figures and one table. Hover a figure's label or a column heading for its definition, and use the download button on each movement to take its table to Excel.

Where we stand

Four figures - the portfolio's condition grade, its FCI (replacement value of overdue assets divided by total replacement value; under 10% is healthy), its replacement value, and today's backlog - then a strip showing how every asset in scope spreads across the condition grades. The table beneath lists each system class with its asset count, replacement value, FCI (a green, amber or red dot marks the band) and its own condition strip. Click a class to unfold its system groups; the printed copy shows every group.

What it takes

At the tab's horizon: Keep pace, the cost of renewing assets as they reach end of life, enough to hold FCI roughly steady; Need, keep pace plus today's backlog, which is the catch-up figure; Funded, the money already lined up; and the Gap, or Covered when funding exceeds the need. The table lists each class with its backlog, keep pace, need, funded amount and gap. The bar under each need shows how large it is against the largest class, with the funded share filled in. Click a class to unfold its system groups, each with its own backlog, need, funding and gap: a replacement plan counts toward its asset's group, and a project's share of a class is split evenly across the groups it is linked to in that class. A project linked to the class but to none of its groups shows as Not tied to a system group, so the groups still add up to the class. The printed copy shows every group.

What we do about it

This movement reports capital delivered through completed projects; maintenance spend is not counted here. Three figures for the current year - Invested, the cost of projects completed this year and how it compares with the target; the sustainable target itself (your sustainable reinvestment rate times replacement value, set among the assumptions); and the gap to target, the target less Invested, which reads Above target once Invested passes it. Projects still in progress count toward the gap only once they complete. Then capital delivered by year over the last five years, counted as Invested counts it, against the sustainable target as a dashed line, and where it went, the year's completed projects with what each cost. Projects still in progress and due by the end of the current year - overdue ones included - sit on this year's bar as a hatched segment, and a line under the figures gives their total. Their budgets are already counted as Committed under Funded in the movement above, which is why they stand beside Invested rather than inside it.

A project counts when its phase is classified complete, in the year of its end date (its start date if it has none), at its actual cost - approved and paid invoices plus expenses - or at its budget when neither has been recorded. Scope filters treat project spend the way they treat committed funding: sites and buildings decide whether a project counts, and its cost is split evenly across the system classes and networks it is linked to.

Where the funding-gap figures come from

Each figure traces to a specific set of records, so the gap is auditable rather than an estimate:

Funded follows the scope: Planned counts only replacements whose asset sits in the selected site, building, system class or group, and Committed counts only projects linked to the selected site or building. A project's budget cannot be split by system group, so under a group filter Committed stays at the level of the group's class.

Two consequences of that model worth knowing:

• A project contributes to Committed only if it's linked to at least one system class or infrastructure network - the links are what tell the brief which class the money belongs to. An unlinked budget is invisible here.
• Because a project's budget is split across everything it touches, a project spanning facilities and infrastructure credits each side proportionally - the total is conserved, never double-counted.

Planned tracks scheduled work, Committed tracks allocated money - together against Need they answer "is the plan funded?", which is a different question from the Budget page's "did we set an envelope and are we inside it?"