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Decide what to do with every building in your portfolio. Score each one for physical condition, financial performance, mission fit, and redevelopment potential, and the planner recommends a strategy for each: hold and maintain, renew and reinvest, reposition, redevelop, or dispose. It then builds the 10-year capital plan, tests it against your reserves, flags expiring operating agreements and maturing debt, and turns it all into a board report and a presentation.
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Asset strategy
Portfolio asset strategy
How the scores and strategies work
Work through it in order
Portfolio and settings. Name the portfolio, set the date, the province, and the capital cost escalation rate.
Buildings. Enter one row per building: its profile, condition, finances, agreements, mission fit, and site. Add buildings one at a time, or download the spreadsheet template, fill it in, and upload it.
Scoring rules. The weights and cut-offs come preset. Adjust them to your board's priorities; they print on the board report.
Results. Read the portfolio map, the strategy register, the capital plan, and the maturities. Override any recommendation in the building's own panel, with a rationale.
Board outputs. Compare scenarios, work the portfolio checks, then download the board report or present it.
Key terms
Facility Condition Index (FCI). Deferred and near-term repair cost divided by the cost to replace the building. Under 5% is good, 5 to 10% fair, 10 to 30% poor, and over 30% critical.
Asset Health. Condition and financial performance combined into one score out of 100.
Mission Fit. How well the building serves the people and places your strategic plan says matter most.
Redevelopment Potential. How much of the property's value is in the land, and how many more homes the zoning allows.
Debt service coverage ratio (DSCR). Net operating income divided by annual mortgage payments. Lenders usually want 1.1 or more.
Reserve funding ratio. Reserves on hand plus 10 years of contributions, divided by the 10-year capital plan.
How the strategy is chosen
A building below the Asset Health cut-off with Redevelopment Potential at or above its cut-off is flagged to redevelop. Otherwise, strong health and strong fit means hold and maintain; weak health and strong fit means renew and reinvest; strong health and weak fit means reposition to a program that fits; weak health and weak fit means dispose or transfer. The recommendation is a starting point for the board's judgment, not a decision.
Privacy
The planner records buildings and dollars, never tenants. Everything you enter stays in this browser on this device unless you save a planner file. Nothing is sent to Dewling Strategies.
Portfolio asset strategy report to the board
1. Portfolio and settings
Dollar amounts are in today's dollars. The escalation rate grows the capital plan each year.
2. Buildings
One entry per building. Open a building to enter its data; the scores and recommendation update as you type. Ratings run from 1 (lowest) to 5 (highest).
The Excel template comes filled with your current buildings and includes instructions. Uploading adds buildings; it does not replace the ones already here.
3. Scoring rules
Preset to common practice. Change them to match your board's priorities; weights within each score are rebalanced to 100%. Every setting prints on the board report.
Show the scoring rules
Asset Health
Condition score weights
Financial score weights and targets
Mission Fit weights
Redevelopment Potential weights
Strategy cut-offs (score out of 100)
Capital funded under each strategy (% of the 10-year need)
4. Portfolio at a glance
Add at least one building with units in section 2 to see results here.
What the portfolio is saying
5. Portfolio map
Each building is plotted by Mission Fit (across) and Asset Health (up), sized by units and coloured by its strategy. A dashed gold ring marks a building flagged to redevelop. The lines are your cut-offs.
6. Strategy register
The recommendation comes from the scores. Where the board's strategy differs, the rationale recorded in the building's panel prints here and in the report.
7. 10-year capital plan
8. Operating agreements and debt maturities
Over the next 10 years. Red diamonds are operating agreement or subsidy expiries; navy dots are mortgage maturities. The shaded band is the next five years.
9. Scenario comparison
Three portfolio strategies side by side: the planner's recommendations, your plan with the board's overrides, and holding every building as it is.
10. Portfolio checks
On track meets good practice, Watch needs attention before the next plan, and Action should be fixed now.
Save, share, and export
Your work saves in this browser on this device. Use Save planner file to keep a copy you can open anywhere or share with a colleague.
Want a second opinion before the board decides?
Dewling Strategies helps housing providers build portfolio strategies, test redevelopment options, and take asset plans to their boards and funders. Email greg@dewlingstrategies.ca or call 780-907-4542.
