"The (ActiveXchange) Investment Planning Model Report contributed to the receipt of $20m in State Government funding commitments for the development"
Up until 2019 infrastructure planning decisions across Australia were often made on ‘gut feel’ or at the very least a subjective and inconsistent evidence base. To establish a picture of demand (who the likely users are, where they live, what they’ll use etc.) for a new or upgraded venue the analysis would look at basic population and maybe even demographic catchment data. There might have even been a consideration of AusPlay national participation rates, albeit these have limited application when considering the dimensions of a pool, the likely commercial sustainability of a gym or the social impact a new oval will generate across a local community. This inadequate approach was adopted over and over again, leading to the wrong offer, in the wrong place, at the wrong time.
ActiveXchange has set a new precedent over the last two years for infrastructure planning across Australia, creating a predictive Investment Planning Model (IPM) based on real world, up to date data from hundreds of existing operational venues. This model has been used to inform over 100 infrastructure projects, with capital expenditure ranging from $250k to $110m.
A highlight of this journey to date was the recent collaboration between the Paatsch Group and ActiveXchange, who’s approach to data science in evidencing the need for the new Fremantle Sport and Leisure Precinct contributed to the receipt of $20m in State Government funding commitments for the development.
The IPM is only possible because of ActiveXchange’s wider technology initiative (SportsEye) which is used nationwide throughout the leisure and sport sector, integrating with and extracting user and attendance data from third party member and player registration systems used by venue operators and state sports. ActiveXchange provide SportsEye accounts back to these organisations, which evidence growth areas, operational business intelligence, and community impact. These accounts provide benchmarks, market insights and predictive modelling, which can be shared also with local government across a common SportsEye Network, to help better connect a sector. The Network also powers the National Infrastructure Database, now used widely across WA. A biproduct of this technology is Australia’s largest ever pool of user, attendance and venue performance data, now exceeding 3 million member records.
It is therefore this technology platform, and up to date data feeds from hundreds of leisure venues and tens of thousands of sport clubs that powers the IPM, ensuring the model can be configured and validated on a rolling basis. For East Fremantle this innovation validated the location, identified new facility type opportunities, supported by market demand projections, and subsequent guidelines for development. The IPM also informed the business plan which demonstrated the ongoing viability of the facility.
The new state of the art hub will be a welcoming and vibrant local space where sports, leisure and recreation thrive together, thereby delivering an entirely new model for the integration of an iconic WAFL club into the community, guided by the mantra: “A Community Facility for People of All Ages and Interests with a WAFL Club at its heart”.