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I think it’s important to stress how valuable and insightful we found this project. It has changed the way we think about our fan development work.Australian Football League
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.id applies a spatial, demographic lens to the location decision. We understand how cities are growing and changing and help our clients use this knowledge to decide where and when to invest in infrastructure, services and marketing effort.
Harness our curiosity and passion for cities. We are driven by a strong desire to contribute to a better Australia, and so we are excited by the projects we engage with and genuinely interested in the outcomes. We work collaboratively with our clients to scope the work and then design projects that are practical, achievable and dynamic. The results of our consulting projects are often delivered in an online spatial application, allowing easy, visual access to the results.
More than 250 councils in Australia and New Zealand subscribe to .id’s local government information resources, making it the trusted industry source for local government decision making for almost 20 years. This close relationship with local government, who are the gatekeepers of development, as well as close ties with the development industry, give .id a unique perspective into where and when development is occurring. It also means you’ll be using the same data source as the likely gatekeeper to your project.
Have Australia’s largest specialist demographics team work for you. Build a dream team of spatial consultants, urban planners, population forecasters, Census data experts, data management specialists and urban economists to answer your critical where and when location questions.MEET THE TEAM
We really valued being able to sit down and talk through problems and develop an elegant solution that worked. .id’s approach of delivering information in an online application facilitates this approach because we could build the data to answer one problem and then work through the problems in a staged and methodical way. Test a hypothesis, visualise it and then use the spatial patterns to inform the next stage of the analysis. We ended up with a strong sense of confidence that our network planning is based on a strong evidence base and narrative that everyone can understand which makes it easier to gain support for change.Australian Red Cross Blood Service
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The .id 2015 Toowoomba Economic Profile, combined with economy.id, provides a great resource for prospective investors and sets the foundation for future economic strategies, council policy, community development, and land-use strategies.
The profile was launched in August 2015. By the end of 2015, over 400 copies had been downloaded and over 200 hard copies had been distributed in Australia and overseas.
What is the economic story of Toowoomba? What are its traditional strengths? What are its bold ambitions? How do we promote our economy? How do we plan for growth?
The .id solution
.id took a different approach to previous economic profiles by developing an economic story for Toowoomba. This approach is designed to promote the region to investors by telling the economic story rather than repeating factual statements and presenting data. Instead, we tailored the story to the audience and effectively used charts, tables and maps to complement a narrative that identifies the unique characteristics of the local area.
Outcomes – data driven success
Over its rich history, the Toowoomba region has transformed into a diverse economy, offering a range of business, investment and employment opportunities.
The economic profile highlights the economic strengths of the region and how it is changing to identify future opportunities for growth.
Links are provided in the report to the suite of .id tools for readers who require additional information.
Most topics can be monitored annually using the .id suite of online tools. This approach informs decision makers and engages stakeholders in a more meaningful way.
ClientToowoomba Regional Council (QLD)
How to highlight the economic strengths of Toowoomba to catch the next wave of economic, employment and investment opportunities.
The profile is a great resource for prospective investors and sets the foundation for future economic strategies
This approach informs decision makers and engages stakeholders in a more meaningful way.
A national Australian charity was looking for ways to increase donation rates. In particular, they wanted to know where their donation centres should be located, now and in the future. Here’s how we built a powerful spatial evidence base to support their network planning.
Working with .id, the charity was able to determine the catchment area for permanent, mobile and new donation centres, quantify the potential donation population in each catchment and compare that to the centre’s performance. With access to .id’s population forecasts, they could also identify strategically important new sites and time their introduction.
Using the visualisation tools built into .id’s geo-spatial application .idPlacemaker they were able to overlay demographic and population data onto maps showing the catchment areas of individual donation centres. An ability to account for demographic differences showed that proximity to donation centres mattered less than expected in determining donation rates, which in turn suggested that education-based strategies may be more effective than access-based strategies in some areas.
Their network planning is now supported by a strong evidence base and narrative that everyone can understand which makes it easier to gain support for change.
The charity operates from over 80 permanent sites, as well as from 35 mobile units, which visit over 1,000 locations around the country. The charity required a well-designed evidence-base that could support network planning decisions about when and where to locate both permanent and mobile collection sites and target marketing activities.
However, ‘performance’ was not as easy to measure as hoped. The charity’s initial assumption was that penetration rates within catchments would give a clear signal as to which sites were under or over-performing. However, it was shown that catchments built on geographical proximity were too simplistic to capture actual donor behaviour, and there was significant competition between sites, especially between permanent and mobile sites.
The charity knew where their existing donor base was, but they didn’t know where potential donors were being missed and where they were leaving good will untapped within the community. Hence the need for a strategic review of their network planning.
They also wanted to know more about what was driving donation results. Was it access to a donation centre? Or was it the quality of information and level of service provided by different centres? Was it demographic drivers? They needed to understand the complexity of what motivates someone to donate and then find a way to measure that and turn it into meaningful numbers at the local geography.
The biggest challenge was forecasting demand (quantifying the size of the potential market in any geographic location). What constituted the available population? Was it the people who lived in the area or worked in the area or a combination of both? How do you quantify the size of a catchment for a donor centre given that people may live locally, or work locally but live far from their place of donation?
To make things more difficult, there was incomplete data internally for answering these questions as the charity only collected their donors’ residential address but not their work address.
The charity had used mapping software in the past, but did not have enough in-house skill with either GIS or Census data. They decided it would be more effective to engage external people with the expertise in applying spatial data to business problems.
The .id solution
Once .id’s consultants were engaged, we refocused the question of performance along geo-spatial and demographic lines. That is, “What are the characteristics of communities with a high or low donation rate?” “Where can we find other communities with these characteristics that we are not currently investing in?” Are there areas where we are currently investing that do not have good potential based on their underlying demographic characteristics?”
Ultimately, we brought it back to the charity’s objective – how to increase donations.
First we geo-coded donor information and calculated penetration rates within the population. We could then present heat maps showing where donations were higher and lower, and overlay this with demographic characteristics to make statements about the characteristics of communities with higher than average donation rates within the population.
Next we used our expertise in querying Census data to come up with an appropriate measure of the available population that took into account people living, working and/or studying in each geographic location during daytime hours when the donation centres are operating.
The last step was to overlay the collection site locations to see what the relationship was between site locations, penetration rates and available population.
We then used our expertise with analysing and presenting journey to work data, overlayed with data identifying the residential address of donors to map catchment geographies for each collection site that took into account both people’s living and working locations. Knowing how to use Census data this way, enabled us to resolve the problem that only the residential address of donors had been collected.
We presented the information in .idPlacemaker as a series of interactive heat maps, overlayed with site, donor and catchment data that enabled us to visualise and explore where demand was in relation to collection centres.
The results were surprising. Firstly, we discovered that access to a donation centre may not be the best indicator of donation behaviour. For example, Perth and Brisbane had similar donor penetration rates, but Brisbane has six times the number of donation points. In fact the underlying demographics of the community were shown to be a better indicator of donation behaviour than the location of collection sites.
It became clear that the leading indicator of a community’s propensity to donate was the proportion of people of non-English speaking backgrounds there were in that community. Once this was accounted for, donation rates across different cities were almost identical, regardless of the level of access. This indicated that increasing donation rates may require an education-based approach rather than an access-based approach.
The charity also identified that there was a significant overlap between mobile and static sites, and that they could redeploy their mobile collection sites more effectively based on the demand and catchment models developed.
Finally, based on .id’s population forecasts, the charity was also able to identify several additional areas of high population growth where they needed to establish a presence.
Learn more about how .id puts a consulting project together that combines our knowledge of place with spatial technology to answer your location questions.
ClientNational Australian charity
Difficult to measure and monitor the performance of donation centres and lack of clarity about what was driving demand.
Developed a spatial and demographic framework for understanding demand and measuring performance.
Demographic characteristics were found to be the leading indicator of demand. This indicated an education-based rather than an access-based strategy to increasing donations and the charity rationalised its mobile donation sites.
A prominent retirement living provider was looking to invest some hundreds of millions of dollars into retirement villages across Australia. They needed a robust assessment of potential demand so that they could invest with confidence.
Working collaboratively with the client, .id developed reliable and transparent predictions of future retirement living demand, as well as robust models of client catchment and take-up. The visualisation tools built into .id Placemaker also enabled the client to communicate clearly the basis of their investment decisions to relevant stakeholders.
The client was looking to make a major investment (some hundreds of millions of dollars) into retirement villages across Australia. They needed a robust assessment of potential demand, as well as an evidence-base for planning their supply response.
At the time, little modelling had been done of aged care demand, especially spatially, as it is effectively a niche, age-and-background specific segment of the housing market. Yet the business was planning to make serious investment decisions.
The .id solution
Using the location analysis application, .idPlacemaker, coupled with .id’s population forecasts, demographic analysis and data from the client, .id was able to construct a detailed picture of both current and future demand, keying off not just population by age, but detailed target market criteria, as well as demographic indicators for propensity to choose a retirement village, current penetration rates, ability to pay and site desirability.
.id was able to model catchment areas for retirement living villages, enabling the client to test existing rules of thumb – that people wouldn’t travel more than 15km to a retirement village, or that people were prepared to relocate further when moving to coastal villages, for example.
.id also helped the client identify areas where the current take-up of retirement living was low, potentially pointing to a lack of supply in the area. This also helped rule out areas with high demand but which were already well serviced by existing supply.
Through .idPlacemaker, the client was able to layer existing supply onto detailed maps of potential target markets, enabling them to make evidence-based investment – now and in the future.
The client said,
“They are passionate people focused on one specialist area – demographics. The result was a highly focused piece of work which provided us with the evidence-base to make rational, confident and consistent investment decisions.”
ClientProperty developer and retirement living provider
Major investment decision into niche market with little modelling available.
Developed a detailed picture of supply and demand for every suburb based on demographic evidence, client data and competitor information. The client could rank areas based on current and future levels of demand, relative to current supply, and select the best opportunities for investment.
Evidence-based, rational, confident investment decisions.