Each month shows three columns — Actual (Xero delivered — blank for months that haven't happened yet), Budget (Xero budget for costs; engine income at the planned mix) and Contracted (engine at the signed run-rate; Bud and Con both include scheduled site consulting income and enrolment incentives). The Actual column is shaded by collection vs contracted (green ≥ 98%, amber, red < 90%) for completed months. Click ▸ a line for the per-site breakdown.

Account-level monthly figures from Xero. Budget row = portfolio site budgets straight-lined /12. Select a year with the chips above; "All years" shows the latest complete + current FY.

FY24 seeded from final Xero actuals. FY27 YTD updates with the 3x-daily sync.

Opportunity cost sums each available operating bedroom's budget SDA rate plus RRC. Reserved, on-hold, absorbed and offline bedrooms are excluded. This is potential income, not guaranteed funding or profit.

Pick the site, then a dwelling when the site has more than one house (or leave Whole site to cover every dwelling until a house is overridden). Add two or more providers to the same site or dwelling; each keeps its own status, agreement end date and notes. Adding a provider keeps existing allocations. To finish an allocation, set that provider to ended. Provider from the CRM list or free-text. Statuses: pre-marketing → active → ended; the end date is the marketing-agreement expiry and shows amber when inside 60 days. Allocations appear on Pipeline, Site file, Portfolio and Development.

Coordinates are suburb-level. Zoom into Adelaide, Newcastle or the mid-north coast to separate clustered sites; hover any marker for the site's status and beds, click to open its statement.

How to read this card: green line = the plan of record (all remaining beds filled in 6 months). Amber line = your scenario from the two sliders. Bars = the scenario\u2019s monthly net. The one number to watch is Δ vs plan — everything else explains it. Tap any i for the exact formula with this site\u2019s numbers. Sliders and the fitout box save automatically; Accrual vs Cash-timed shifts income by the NDIS collection-lag assumption.

How hard to push: marketing buys earlier fills, and the return is biggest where the upside column is biggest — a bed filled during rent-free is nearly pure margin. Spend where upside-per-dollar is highest; ease off once a site is tracking at or ahead of plan. Base % is editable above; geo risk per site in Admin.

Occupancy joined per-dwelling from the live rooms feed. Use this for investor reporting packs.

Print uses your browser's Save-as-PDF for the cleanest output. Download builds a PDF file directly. Reports render on white for paper.

SDA enrolment is the trigger. Handover happens, enrolment follows, and at enrolment the lease commences, the rent-free clock starts and SDA income becomes claimable. Planned enrolment drives the forecast and forward budgets; actual enrolment replaces it the day it happens and becomes the concrete date. Planning, construction and OC dates are project tracking — they validate the enrolment date but do not move money on their own. A planned date whose month has passed is treated as not having happened: that site is held out of the forecast rather than booking income for months that did not occur.

Geo risk — how the number works: it is a difficulty multiplier for filling rooms at that location, used by the Fill Planner and Forecasting. 1.0 = neutral baseline (fills at our historical average pace, standard marketing allocation). 2.0 = twice as hard — expect roughly double the time/marketing spend to fill a room (budget = base % × upside × urgency × geo). 0.8 = easier than average — strong local demand, fills faster with less spend. Typical range 0.7–1.5. Judge it on: local SDA supply vs participant demand, SIL provider density nearby, how fast this site filled historically, and active pipeline deals in the region. "% plans incorrect" is separate — that's the share of residents whose NDIS funding needs a plan change (drives cash-timing, not fill difficulty).

The cash model is a statement of what we know, not a what-if: Cohort = the site-level "% plans needing change" assumption (fine from ~6 months out). Per resident = each identified resident carries their own delay switch (Auto follows funding status: pending = delays on); beds with nobody identified yet still project at budget on the fill plan. Every projection — forecast, fill planner, cash, portfolio balance — follows whichever model the site is set to.

Changes apply to the next forecast render immediately and to the nightly stored forecast.

Access is invite-only — nobody can sign themselves up. Inviting creates their account here and now. Choose Microsoft sign-in for avenu.au people (no email is sent — they just go to www.avenu.business and click Sign in with Microsoft), or Email invite for anyone else (they get a link to set their own password).

Roles: Director and Finance see everything. Operations sees Property, Residents, Calendar and Map — no rent, outgoings or P&L. Removing someone revokes access immediately, even if they are already signed in.

~ = estimated exposure (funded SDA rate × days unclaimed), not an invoice — if it was actually claimed, tick the blueprint/CRM and it clears. SLA: a claim issue with no note for 14 days turns amber. Sources: Xero AR aging · claim issues · CRM transitions.

Amounts are computed by the billing engine, not read from Xero. A blocked line is still shown — never hidden — with the reason it cannot be issued. Posting to Xero is disabled at database level during the parallel run.

Nothing is sent. accounts@avenu.au is inbound-only and auto-forwards to Xero for supplier-bill reading, so sending receivables from it would turn every reply and bounce into a spurious draft bill. A dedicated address (invoices@ or billing@) with SPF and DKIM is needed before delivery can be switched on — until then the database refuses to mark any row as sent.