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ACA Pulse Check 2025 – WA Insights

Emma Brain & Angelina Pillai , 23 June 2025

Western Australian participants report a challenging business environment, with shrinking pipelines, squeezed margins and high uncertainty. Delays, cancellations and slow-moving procurement have had significant impacts, yet many WA practices continue to adapt, moving into new sectors and delivery methods. Read on for the key takeaways from WA, including the latest insights on staffing, revenue, positive developments and challenges.

THE NUMBERS

This year’s Pulse Check captured responses from 31 WA-based architectural practices, with the vast majority (84%) located in capital cities. Most are well-established businesses – 45% have been operating for over two decades – while only a small portion (10%) are newer entrants under 10 years old. Practice size skews small, with nearly half (47%) currently employing 1–5 staff. Larger firms are less common but present, including one with 35 full-time technical staff. The data offers a valuable cross-section of WA’s architectural sector, particularly small to medium practices navigating shifting business conditions.

WHAT REALLY STOOD OUT FOR US …

Western Australian practices report a year of significant disruption, marked by shrinking pipelines, squeezed margins and high uncertainty. Delays, cancellations and slow-moving procurement have created significant project bottlenecks, particularly for those relying on government contracts. Yet amid these challenges, WA practices show resilience – embracing flexible work, redefining service models, and actively managing wellbeing. Several are even pivoting into new sectors or delivery methods, including becoming builders themselves. However, many are rapidly depleting their financial reserves while waiting for work to materialise.

FIVE KEY TAKEAWAYS FROM WA

1. Work pipelines are fractured

Over half of WA respondents said they need more work immediately or only have 1–2 months’ visibility. Delays, stalled contracts and cancelled projects are disrupting confidence and cash flow.

“We’ve basically burned through our reserves waiting for government contracts to be signed.”

2. Revenue decline is widespread

Two-thirds of WA practices experienced a revenue drop over the past six months – many citing declines over 30%.  Core drivers included project cancellations, cost increases and fee competition.

“We’ve reset – now making more profit off less revenue.”

3. Staffing remains challenging

While 60% of WA practices hired new staff in 2024, 73% either let people go or may need to soon. Recruitment remains difficult – especially mid-career and regional roles – and mentoring time is stretched.

“I’m avoiding hiring and using contractors to stay flexible.”

4. Wellbeing focus is strong – but pressure is constant

WA practices are leaders in offering wellbeing programs – yet many report high stress and burnout, especially at senior levels. Formal supports exist, but day-to-day pressures are compounding.

“The pressure is constant – especially with long approval delays and thin pipelines.”

5. Flexibility and innovation are taking root

Nearly all WA practices now offer flexible work – including WFH, nine-day fortnights, and even four-day weeks. Some have expanded services, moved into new sectors, or taken on development roles.

“We’ve become developers to gain more control and stability.”

 

FURTHER INSIGHTS

What did the WA Pulse Check reveal about staffing?

  • 60% hired new staff – but mostly juniors
  • 73% of practices either already let staff go or fear they may soon
  • Recruiting experienced practitioners remains tough
  • Regional and remote practices report extreme difficulty finding qualified staff
  • Mentoring and leadership time are under pressure.

What’s happening with revenue?

  • 62.5% reported falling revenue; 26% saw drops >30%
  • Contributing factors include: delayed or cancelled projects; increased costs and low fee expectations; Government client slowdowns and unpaid invoices; and a major shift in client spending habits
  • Some practices improved profitability by tightening delivery.

“We’re running leaner – but also smarter.”

What positive developments are we seeing?

  • 96% of WA practices now offer flexible work, including: remote work; flexible hours; four-day weeks or nine-day fortnights; time-in-lieu and job sharing
  • Wellbeing support includes: regular check-ins and wellbeing champions; shared activities and EAP use; and a strong culture of flexibility and open communication
  • Several practices: streamlined internal systems; entered new sectors or delivery models; and improved business planning

What challenges are most pressing?

  • Lack of work and delayed contracts
  • Falling revenue and fee pressure
  • Client delays in payments – some >160 days overdue
  • Government procurement barriers
  • Mentoring and leadership burnout
  • Contract admin risk rising – lowest paid, highest stress

What ACA resources were most valued?

WA members highly rated:

“ACA is the only group consistently pushing for realistic business tools and procurement reform.”

How the ACA will use these insights

WA findings will guide the ACA in:

  • Advocating for better procurement, timely payments, and fairer contracts
  • Business support tools to build resilience
  • Resources on practice leadership, mentoring and practice management
  • Expanding EAP access and wellbeing case studies
  • Supporting sole practitioners and practices moving into new delivery models

Photo: Nathan Hurst, Unsplash