If you work in specialist care, whether that’s children’s residential, supported living, specialist education, or adult care , you will probably have noticed that things feel busy right now. Busier than usual, and in some ways quite different from even a year ago.
At Compass Associates, we spend a lot of time talking to people across the sector – candidates, managers, operators, and leaders at every level and thought it was worth sharing what we’re hearing, because some of it is directly relevant to the decisions you might be thinking about in your own career.
If you’re a registered manager in children’s care, your value has never been higher
There is a genuine and well-documented shortage of registered managers in children’s residential care, and it is getting more acute, not less. The path to registration is long – typically 18 months with Ofsted – even for experienced deputies and demand for new homes is outpacing the supply of people qualified to run them. Without a registered manager, a home simply cannot open.
What this means in practice is that if you hold a registration and have a strong inspection track record, you are in an exceptionally strong position right now. We are seeing registered managers command salaries that, in some cases, exceed those of regional managers which is a genuine shift from the traditional pay hierarchy. Providers are not just offering more money they are also building growth plans around specific individuals.
If you have been in your current role for a while and have not recently benchmarked your salary against the market, it is worth doing. The data has moved significantly in the last 12 months.
Children’s care is growing, but the landscape is changing
The sector has grown year on year for a decade, and that is not stopping. But some things are shifting that are worth being aware of if you are thinking about your next move or the kind of organisation you want to work for.
Geographic saturation is starting to emerge in some areas, particularly Greater Manchester and parts of the Northwest, which now has more children’s homes than any other region. This means growth is moving elsewhere, and businesses that are expanding are doing so more strategically than before.
There is also a clear move towards single occupancy homes supporting one child rather than two or three, often with more complex needs. This changes the working environment considerably. Care ratios shift, the intensity of the role increases, and the skills required are different. Some people thrive in that environment; others prefer the dynamic of a busier home. It is worth being clear with yourself about which suits you, particularly if you are weighing up a move to a provider who is heading in that direction.
Local authority scrutiny is also increasing, with growing interest in not-for-profit providers and early conversations about cost controls. The businesses that are best placed for the next phase are those investing seriously in quality and leadership, which tends to mean better environments to work in, and better support for the people doing the job.
Senior leadership roles are evolving, and so is what gets you there
If you are working towards a more senior leadership role in children’s care or specialist education, it helps to understand what businesses are actually looking for at that level right now. The foundation is still sector expertise: knowledge of the registration process, how to navigate Ofsted, and the networks to know where demand is and where spaces exist. The ability to open homes quickly is genuinely valued, we have recently seen candidates open four homes in 12 months, and that kind of track record opens doors.
But as businesses scale, the profile shifts. Operators growing from 30 homes to 60 or beyond need leaders who combine that specialist knowledge with commercial understanding and strategic thinking people who know what good care looks like and can build the systems to deliver it consistently at scale. That combination is rare, and if you have it or are developing it, you are working on something that is in real demand.
We are also seeing more leaders come into the sector from private equity and adjacent backgrounds, particularly at CEO and group director level. This works when the wider team is deeply grounded in children’s care expertise. It is worth understanding this dynamic if you are considering a role with a larger or investor-backed operator.
Providers are expanding their pathways, creating new opportunities
One of the quieter but more interesting developments in the sector right now is the growth of pathway-of-care models. Residential providers are moving into education. Education providers are adding residential provision. Supported accommodation providers are starting to offer adult services so that the young people they already support do not have to move on at 16 or 18.
This is good news for young people, and it is also creating a genuinely new category of leadership role people who can operate across multiple service types and regulatory frameworks, who understand the full arc of a young person’s care journey, and who can hold the complexity of running different kinds of provision under one roof.
If you have experience across more than one area of specialist care or you’re pursuing that goal, this is increasingly the kind of profile that organisations developing these pathways are looking for.
The employment law changes coming in January and what they mean for you
You may already know that the Employment Rights Act changes due in January 2027 will affect probationary periods significantly. From that point, workers will gain enhanced employment rights at the six-month mark – rights that currently only apply after two years.
What this means practically is that the first six months in a new role will carry more weight on both sides. Employers will need to make decisions earlier, and that is likely to mean more structured onboarding, clearer expectations from the outset, and more regular check-ins during the settling-in period. For you as a candidate or employee, the positive flip side is real: if you make it to six months, your employment rights are considerably stronger than they are today.
If you are currently considering a move, it is worth factoring in timing. Starting a new role sooner rather than later means the six-month mark arrives before the new rules take effect in January, though the practical impact will depend on your specific employer and situation. It is worth understanding the changes if you haven’t already.
Thinking about your next move?
Whether you are actively looking or just keeping an eye on what’s out there, we are happy to have a no-pressure conversation about where the market is and what opportunities might be a good fit for where you are in your career. We work across children’s residential care, specialist education, adult care, and supported living, and we have a good view of which organisations are growing, investing in their teams, and worth talking to.