Advice & Resources, BB News, Industry Insight
As 2025 comes to an end and we find ourselves a quarter of the way through the 21st century, I find myself reflecting on what has been both a challenging yet profoundly purposeful year in public sector and not-for-profit finance recruitment. After over 24 years working in recruitment across Yorkshire, and celebrating 4 years with Broster Buchanan in December, I’ve witnessed many market cycles, but 2025 stands out as another year when purpose-driven organisations faced ongoing talent challenges whilst simultaneously being asked to deliver more with less.
For those of us dedicated to supporting public sector organisations including the NHS, local government and NDPBs, housing associations, academy schools, universities, further education providers, charities, and not-for-profit organisations across Yorkshire; 2025 has required resilience, creativity, and an unwavering commitment to finding exceptional finance professionals who genuinely believe in mission-driven work and aren’t solely motivated by where they can earn the highest salary.
The phrase “the big squeeze” became a defining narrative for the charity and not-for-profit sector in 2025. The National Council for Voluntary Organisations accurately described a perfect storm: reduced funding, rising costs, increased demand for services, and declining public donations all creating unprecedented pressures on organisations already operating on tight margins.
The charity sector saw job postings fall by 20% in 2025, following a 22% decline the previous year—stark figures that reflect genuine financial constraint rather than reduced need. Yet beneath this challenging headline, demand for skilled finance professionals remained remarkably resilient. Organisations recognised that strong financial leadership wasn’t a luxury during difficult times—it was essential for future survival.
The UK government’s 2025 Spending Review allocated a £3.25 billion Transformation Fund, signalling sustained commitment to public sector modernisation despite broader budget constraints. This created a fascinating paradox in the Yorkshire recruitment market: reduced overall headcount targets alongside increased demand for finance professionals who could deliver transformation, drive efficiency, and ensure compliance with evolving regulatory frameworks.
Public sector employment intentions fell to -8 in the final quarter of 2025, according to CIPD research, meaning more public sector employers expected staff numbers to decrease rather than increase. However, finance and transformation roles bucked this trend. Organisations needed professionals who could implement new systems, optimise processes, and provide the data-driven insights required to justify every pound spent.
The public sector recorded the quickest reduction in vacancies for both permanent and temporary workers overall, yet finance roles—particularly those combining technical expertise with transformation capability—remained difficult to fill. Local authorities and public bodies increasingly turned to interim and contract professionals to deliver specific projects whilst maintaining flexibility around long-term headcount.
Housing associations across Yorkshire provided one of the more positive recruitment stories of 2025. Major housing providers either with a dedicated Yorkshire focus or national providers, but with Yorkshire head offices, all maintained active recruitment throughout the year, particularly for finance business partner roles that combined technical accounting with strategic advisory capability.
The housing sector required finance professionals who understood more than debits and credits. Organisations needed people who could navigate complex regulatory environments, support technology transformation projects, ensure compliance with consumer standards, and communicate financial insights to non-finance stakeholders. One Finance Business Partner role I recruited for at a West Yorkshire housing association perfectly exemplified this evolution—combining tech transformation support with traditional financial stewardship and attracted a salary of c£49,000 with flexible working and a generous pension scheme and holiday allowance illustrating that many candidates are looking for reward packages beyond just the financials.
Yorkshire Housing, the region’s largest housing association, continued investing in talent throughout 2025, offering competitive packages alongside the sector’s traditional benefits: generous holiday allowances (26 days rising to 31), strong pension contributions, and the genuine satisfaction of supporting communities across the region.
Research into what accountancy and finance professionals actually want in 2025 revealed truths we’ve known anecdotally but now have data to support: salary is still important, but it’s not the whole story.
Irrespective of age, gender, or seniority, competitive salary remains the primary driver for candidates. However, many professionals particularly emphasised the importance of flexibility alongside fair compensation. The public sector and not-for-profit organisations successfully recruiting in 2025 were those that could articulate their total value proposition: yes, salary might not match commercial rates in all instances, but meaningful work, work-life balance, generous pension schemes, and job security carried genuine weight with the right candidates.
The most successful hires I made in 2025 were candidates motivated by purpose rather than purely financial reward. These were professionals who’d frequently spent years in commercial environments and reached a point where they wanted their finance expertise to make a tangible difference in communities. Understanding this motivation and matching it with organisations whose missions genuinely resonated became the art of effective recruitment.
The charity finance market in 2025 was characterised by organisations doing more with less. Finance professionals in the sector weren’t just managing accounts—they were strategic advisors helping leadership teams make critical decisions about service delivery, fundraising strategy, and organisational sustainability.
The Wood for Trees State of the Sector report revealed that despite recruitment challenges, the charity sector saw 7% income growth compared to 2023, continuing an upward trajectory held since 2020. Regular giving now contributes nearly 40% of total donations, making it a reliable and resilient revenue source. For finance professionals, this meant developing sophisticated understanding of donor behaviour, lifetime value analysis, and multi-channel income management.
Digital transformation accelerated throughout 2025, with over 50% of new supporters recruited via digital channels. Finance teams needed professionals comfortable with CRM systems, data analytics, and the ability to translate digital fundraising metrics into strategic insights.
Temporary and interim positions became particularly important in the charity sector during 2025. I observed many organisations bringing in experienced interim finance professionals to deliver specific projects, implement new systems, or provide maternity cover without long-term salary commitments.
Working extensively across Yorkshire for over 24 years has given me deep appreciation for our region’s unique strengths. Yorkshire’s public sector and not-for-profit landscape is characterised by strong community focus, collaborative working relationships, and organisations punching well above their weight in terms of social impact.
Leeds remained the regional hub for finance recruitment activity, but opportunities across Bradford, York, Sheffield, Harrogate, and throughout North and West Yorkshire demonstrated the sector’s geographic spread. The ability to offer hybrid working remains a non-negotiable in 2025 to attract the most talented people—candidates expect flexibility, and organisations that insist on full-time office presence risk significantly reducing their talent pool. With many charities retaining a London based HQ, but reducing the numbers of days required on site, it does mean that many people comfortable with occasional long commutes are able to enjoy the benefits of a Yorkshire cost base, but a London weighted salary.
Let’s address the elephant in the room: public sector and not-for-profit salaries continued to lag behind commercial rates in 2025. However, the gap narrowed slightly, with public sector pay rising 5.8% year-on-year according to ONS data—outpacing private sector growth and reflecting government recognition that competitive compensation matters for retention and recruitment.
The most sought-after finance professionals commanded salaries that would have been unthinkable in the sector five years ago. Finance Business Partner roles in larger housing associations reached £49,000-£55,000, senior finance managers in public sector organisations ranged from £55,000-£70,000, and charity CFO positions in larger organisations exceeded £80,000 in some cases.
Total reward packages made the difference. When I’ve counselled candidates considering moves into the sector, I’ve encouraged them to calculate their actual take-home value including pension contributions (often 15-20% in public sector roles), holiday allowances (typically 26-31 days plus bank holidays), and job security. For many professionals, particularly those in their mid to later stages of their careers, these benefits carry significant financial value.
2025 reinforced that technical competence remained table stakes—candidates needed solid accounting qualifications (ACA, ACCA, CIMA) and demonstrable experience in financial management. However, the differentiators were softer skills and sector-specific knowledge:
Systems Implementation Experience: Finance professionals who could lead ERP implementations, migrate to cloud-based systems, or integrate new technology platforms commanded premium positions. Housing associations modernising legacy systems and charities implementing new CRM platforms needed people who could manage both the technical and change management aspects of transformation.
Stakeholder Management: The ability to communicate complex financial information to non-finance audiences became increasingly important. Trustees, board members, and operational teams needed finance partners who could translate numbers into narrative and support decision-making without drowning people in detail.
Regulatory Compliance: Understanding sector-specific requirements—whether social housing regulation, charity commission reporting, or public sector transparency obligations—separated candidates who could hit the ground running from those requiring extensive orientation.
Data Analytics and Insight: Finance professionals who could move beyond historical reporting to provide forward-looking analysis, scenario planning, and strategic recommendations added genuine value. The ability to use business intelligence tools, create compelling data visualisations, and extract meaning from large datasets distinguished exceptional candidates from merely competent ones.
Several specific challenges shaped my work throughout the year:
Speed vs Quality: Organisations needed to recruit quickly to maintain service delivery, but rushing hiring decisions can risk poor fits and early departures. Balancing urgency with due diligence required constant calibration.
Candidate Scarcity: The pool of candidates with both relevant finance experience AND genuine passion for mission-driven work remained frustratingly small. Many candidates were attracted to purpose-driven organisations in principle but struggled with salary compromises or organisational cultures that differed significantly from commercial environments. This is where an ongoing focus on in-depth and in-person interviews with prospective candidates remained essential to my success; my placements are built on not just who can *do* the job, but who can positively *align* their values with the mission and values of the organisation they are joining.
Budget Constraints: Finance leaders knew they needed exceptional talent but faced genuine constraints around salary offers. Creative problem-solving—enhanced benefits packages, accelerated progression pathways, flexible working arrangements—became essential tools for competitive offers.
Perception Challenges: Overcoming outdated perceptions about public sector and charity work required constant education. Many candidates still associated these sectors with bureaucracy, limited technology, and reduced professional development—perceptions often contradicted by reality but difficult to shift nonetheless.
As we move into 2026, I predict that several trends will shape Yorkshire’s public sector and not-for-profit finance recruitment landscape:
Continued Digital Transformation: Organisations will increasingly require finance professionals comfortable with automation, AI-enabled analytics, and integrated technology platforms. The ability to evaluate technology investments and drive digital adoption will become core finance competencies.
Interim and Contract Growth: Budget uncertainty will drive continued growth in flexible resourcing. Organisations will increasingly bring in experienced interim finance professionals to deliver specific transformation projects, implement new systems, or provide strategic advisory support without permanent headcount increases.
ESG and Impact Reporting: Finance teams will play expanding roles in measuring, reporting, and communicating social impact. Professionals who can quantify and articulate organisational value beyond financial returns will be highly sought after.
Younger Talent Pipeline: Organisations must continue to invest in attracting early-career finance professionals, offering development opportunities, mentorship, and clear progression pathways. Apprenticeship programmes, graduate schemes, and partnerships with local universities will become increasingly important for building sustainable talent pipelines. For those starting their careers in 2026 and facing upwards of 50 years of working life before reaching pensionable age, it becomes a marathon rather than a sprint and so young people take time to assess where they will be happy “right now”, rather than tolerating unreasonable demands on work life balance to simply climb a career ladder as fast as they can.
Purpose-Driven Career Moves: I anticipate continued growth in mid-career professionals transitioning from commercial to mission-driven organisations. I continue to observe a broader shift in career priorities that should accelerate in 2026.
2025 has reinforced why I’ve dedicated my career to public sector and not-for-profit recruitment. Yes, it’s been challenging—the volume of roles has been significantly higher than in 2024, but still lower than in other years, organisations have had less budget flexibility, and candidates have been understandably cautious about career moves during uncertain times.
But it’s also been profoundly meaningful. I’ve placed finance professionals into roles where they’re supporting vulnerable individuals access safe housing. I’ve helped charities find CFOs who’ve enabled them to scale their impact across Yorkshire communities. I’ve matched candidates with organisations whose missions genuinely resonate, creating career moves that enhance both professional satisfaction and organisational effectiveness.
The relationships I’ve built over 24 years in Yorkshire’s finance recruitment market have been invaluable during difficult times. Candidates I placed five, ten, even fifteen years ago have returned as hiring managers, trusted me to support their organisational growth, and referred talented colleagues seeking purpose-driven career opportunities. These long-term relationships, built on transparency, professionalism, and genuine care for outcomes, represent the foundation of sustainable recruitment success.
To the organisations I’ve supported throughout 2025—thank you for trusting me with your most important asset: your people. To the candidates who’ve allowed me into their career journeys, thank you for your openness, your patience during (sometimes) lengthy recruitment processes, and your commitment to using your finance expertise for social good.
To my colleagues at Broster Buchanan, thank you for supporting my work in this specialist niche, celebrating successes, and providing encouragement during inevitable challenges. Being part of an organisation that values long-term relationships over short-term placements has enabled me to work with integrity and purpose.
2025 has reminded me that recruitment isn’t transactional—it’s relational. It’s about understanding what motivates people, what organisations genuinely need (which at times differs from what they initially articulate), and finding the alignment that creates sustainable success for everyone involved.
As we move into 2026, I remain optimistic about Yorkshire’s public sector and not-for-profit landscape. Yes, we face continued funding challenges and ongoing pressure to deliver more with less. But we’re also home to some of the UK’s most innovative, committed, and purpose-driven organisations staffed by exceptional professionals who show up every day to make their communities better.
If you’re a finance professional considering a move into mission-driven work, or an organisation seeking financial leadership that combines technical excellence with genuine passion for your cause, I’d welcome a conversation. After 24 years, I’m still learning, still building relationships, and still committed to connecting exceptional talent with meaningful opportunities across Yorkshire.
Here’s to 2026, may it bring continued purpose, professional growth, and the satisfaction of work that genuinely matters.
About the Author
Lucy Rider is a Senior Director at Broster Buchanan, specialising in finance and corporate services recruitment across Yorkshire’s public sector and not-for-profit landscape. With over 24 years of experience, Lucy has built deep networks across councils, housing associations, education, charities, and community organisations throughout the region. She is a Mental Health Champion, advocate for Equality, Diversity and Inclusion, a committed charity fundraiser, GirlGuiding UK Leader and a qualified Coach in Running Fitness who regularly participates in events from one mile to ultra-marathon distances.
Contact: For confidential discussions about finance recruitment across Yorkshire’s public sector and not-for-profit organisations, contact Lucy Rider at Broster Buchanan.
📱 07983 549 758 | ☎️ 0113 868 0884 | ✉ lucyrider@brosterbuchanan.com
