Introduction

In 2024, the Australian Counselling Association (ACA) partnered with Survey Matters to conduct its first Workforce Census — a national research project designed to deliver accurate, independent data about Australia’s counselling profession.

With over 20,000 members and rapid growth, ACA was facing a key challenge: the profession lacked timely, detailed, and reliable data to inform advocacy, support policy discussions, and deepen its understanding of its members. As a profession still in its formative years, counselling in Australia has long lacked sector-specific data. This absence of data presented a challenge for not only ACA, but the broader community including policymakers and stakeholders aiming to understand and support the workforce. “We didn’t have specific data — and what we did have was vague at best,” said Jodie McKenzie, CEO of ACA. “Without data, it is very difficult to create policies and drive change.”

What followed was a collaboration that gave ACA new visibility into the demographics, capacity, identity and needs of their workforce — insights that now underpin the association’s strategic direction, policy submissions, and member engagement.

What didn’t they know?

Before engaging with Survey Matters, ACA – like many organisations representing emerging professions – faced a significant information gap. There was no comprehensive, profession-wide data on where counsellors were located, how they practised, or the types of clients they supported. This made it challenging to advocate at a national level, particularly on topics such as workforce planning, mental health service capacity, and the evolving professional identity of counsellors.

The absence of evidence also limited ACA’s ability to make fully informed strategic decisions. Key questions around early career pathways, workforce sustainability, or what services were needed remained unanswered. “We had no hard evidence that provided us the average number of client appointments counsellors see in a week and what capacity they had to take on more clients,” said McKenzie. “And if we couldn’t answer that, how could we respond quantifiably and confidently to the role of counsellors within a mental health workforce shortage?”

By recognising this gap and taking action, ACA positioned itself as a leader in driving the profession forward with data-led insight and clarity.

What did they learn?

ACA has gained an accurate picture of its workforce in greater detail. Working closely with Survey Matters, they uncovered insights that would have been impossible to gather internally, with 1 in 5 of their practicing members completing the survey (approx. 21%). The research revealed the spread of counsellors across metropolitan, regional, rural, and remote areas, giving ACA the data it needed to address geographical service gaps. It showed that counsellors, on average, had the capacity to take on seven more appointments per week, providing a clear response to government claims about national mental health workforce shortages.

One of the most valuable findings was the identification of the top five reasons Australians seek counselling. “We never had that before,” said McKenzie. “Now when we talk to government or contribute to national policy discussions, we can back up what we’re saying with real, current data.”

The results also gave ACA new visibility into early career pathways. They found that most new counsellors begin in employed roles and tend to move into private practice after around five years, a key insight that now shapes the advice ACA gives to students and early career professionals.

The research revealed a shift in the demographic profile of the profession as well. ACA confirmed that the average student age is now 43, younger than expected, and that the gender split has increased to 81% female. These insights have raised new strategic questions, such as how to encourage more men into the field and how to support students entering the profession later in life.

For the first time, ACA now has strong evidence to support meaningful and informed conversations with training institutions, government agencies, and members themselves.

How did they apply what they learned?

The impact of the research was immediate and wide-ranging. ACA used the insights to strengthen their advocacy work, including in a national project on developing professional standards for counsellors and psychotherapists led by the Department of Health and Aged Care. The Workforce Census data was submitted alongside the policy response, giving ACA an increased level of credibility and influence.  “It was real data, gathered ethically, analysed independently, and trusted by the people we were engaging with.”

Internally, ACA began applying the findings to reshape its member strategy. With clearer personas, they were able to tailor communications and support materials more effectively, including offering students a better understanding of what to expect in the first five years of their careers. For members, ACA shared the top 10 findings as part of an executive summary, along with a recorded explainer that translated the results into meaningful next steps. “We told them, ‘Here’s what you told us. Here’s what it means. And here’s what we’re going to do with it,’” said McKenzie.

Strategically, the data unlocked new projects. ACA is now developing targeted content based on the research, including resources for private practitioners, initiatives to address the gender gap, and new campaigns to support the industry’s future growth.

Looking ahead, ACA plans to run the Workforce Census every two years, starting again in 2026. This will allow them to track trends, measure change, and evolve their strategy with confidence. They also plan to refine and expand the data they collect, having identified additional gaps and opportunities during the first survey round.

Reflecting on the experience, McKenzie encourages other associations to take the leap. “Until you really know your members and get the insights you didn’t even realise you needed, you can only go so far,” she said. “Once you have that knowledge, you have a responsibility to create change.”