ACA Pulse Check 2025 – Queensland Insights

Emma Brain & Angelina Pillai , 23 June 2025

Queensland respondents to the ACA Pulse Check 2025 highlight a challenging economic landscape, with shrinking project pipelines, delayed payments, revenue instability and cost escalation putting enormous pressure on practice leaders. However, many practices are responding with expansion into other sectors, the leveraging of flexible work models, adoption of new technologies, and evolving business strategies.

THE NUMBERS

The Pulse Check survey had 41 responses from Queensland architectural practices, with strong representation across both metropolitan (29) and regional (16) areas. The respondent group reflects a mature professional landscape – over half (56%) of participating firms have been operating for more than 21 years. Small practices dominate the state’s architectural scene, with 85% currently employing 1–5 staff. Despite the passing of time since the pandemic, there has been minimal large-scale growth, indicating a cautious or constrained recovery across the sector.

WHAT REALLY STOOD OUT FOR US …

The 2025 ACA Pulse Check shows that Queensland’s architectural sector is balancing resilience and reinvention against mounting operational and market pressures. Practices report major challenges around staffing, work pipeline uncertainty, and financial strain. However, a growing number are leveraging flexible work models, adopting new technologies, and adapting business strategies. The diversity of responses reflects a profession in flux, with innovation at one end and instability at the other.

FIVE KEY TAKEAWAYS QUEENSLAND

1. Work is drying up for many

Almost 70% of respondents say their pipeline is thin or critically low. Some report being the quietest in over 20 years, citing fewer project inquiries and prolonged delays in contract awards.

“We need more work – now. There’s almost nothing in the pipeline.”

2. Notable drops in revenue

Nearly half of Queensland respondents experienced revenue decline in the past six months. Many are facing client spending hesitation, project cancellations, and rising cost pressures, including insurance and salaries.

“Our income dropped 30% from FY23 to FY25.”

3. Staffing continues to strain practices

While two-thirds hired new staff in 2024, most struggled to find candidates with suitable skills and experience. Mid-career architects and regional placements are especially hard to recruit. Nearly half of Queensland respondents had to let staff go or fear they soon may.

“Graduates aren’t equipped with real-world construction skills. We’re losing valuable time and output.”

4. Flexible work is embedded – but mixed in outcome

Almost every Queensland practice (97%) now offers flexible arrangements, but senior leaders often note reduced productivity and challenges with hybrid collaboration.

“Flexibility is essential, but it’s clear senior management isn’t benefiting from WFH.”

5. Practice leaders experience pressure and burnout

Employee wellbeing is improving thanks to flexible policies, social support and structured check-ins. But directors and senior leaders report increasing pressure and burnout, with persistent concerns about workflow gaps and financial security.

FURTHER INSIGHTS

What did the Queensland Pulse Check reveal about staffing?

• 67.6% of practices hired new staff in the past year.
• 48.7% either already let staff go or fear they may need to soon.
• Recruitment was hardest for mid-career and regional placements.
• Employers cited a lack of real-world skills in graduates and declining applicant quality overall.

What’s happening with revenue?

• 44% of Queensland respondents reported falling revenue over the past six months.
• Factors include: decreased project volumes, delays in procurement, client hesitancy and spending caution, fee undercutting and increasing operational costs. Delayed payments – particularly from government clients – were a persistent problem.

“We’re often waiting four months for payment, post completion.”

What positive developments are we seeing?

• 97% of QLD practices offer flexible working, including remote, part-time, flexible hours, and nine-day fortnights.
• Wellbeing is supported through: informal and formal check-ins (93%); company wellbeing activities (100%); and Mental Health First Aid and ACA EAP uptake.
• A third of practices have implemented new policies, adopted hybrid models, or expanded their sector focus since the beginning of the pandemic.

 What challenges are most pressing?

• A shrinking project pipeline
• Revenue instability and cost escalation
• Difficulty attracting and retaining skilled staff
• Leadership burnout
• Fragmented workflows in hybrid teams
• Fee pressure and delayed payments.

 What ACA resources were most valued?

Queensland members appreciated ACA’s ongoing support with:

• The ACA EAP – a vital resource for small practices lacking inhouse HR and an existing Employee Assistance Program
• Guides on flexibility and business management
• Pulse Check insights – used by many for internal benchmarking
• Events/webinars – especially on procurement, contracts and fee-setting

“The ACA is our main source for business insight tailored to architects – essential for survival.”

How the ACA will use these insights

Queensland member responses will help guide ACA efforts towards:

• Tools to strengthen financial resilience and pricing strategies
• Case studies and templates for managing flexible and hybrid teams
• Targeted leadership and wellbeing resources
• Advocacy on procurement fairness, regional education pathways, and risk management
• Tailored support for emerging practices and sole practitioners.