Nearly half of nonprofit workers report burnout. Learn how structural strain and emotional fatigue are reshaping the sector, and which states are under the most pressure.
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Burnout in the nonprofit sector isn’t a new story, but where it hits hardest, what drives it, and how leaders can actually respond often gets overlooked.
In the past, many nonprofit professionals reported challenges with a low salary, finding affordable childcare, and, most importantly, burnout. Today, workloads continue to grow for nonprofit employees, and nonprofits have to stretch their resources even more. Even the most resilient teams are feeling the strain.
To better understand where that pressure is building and how it affects staff, we conducted a national survey of 250 nonprofit professionals across various roles, regions, and management levels.
We also developed a state-by-state Burnout Pressure Index (BPI), which combines structural indicators such as nonprofit employment density and access to mental health care. Together, this sentiment and geographic data provide a more comprehensive picture of burnout in the sector; not just how it feels, but also where it’s quietly gaining ground.
In this report, we’ll dig into:
Keep reading to see what the data reveals and how you can act on it.
Burnout isn’t evenly distributed across the US. To capture where nonprofit workers are under the most strain, we developed the Burnout Pressure Index (BPI) - a composite measure that factors in:
Essentially, the higher the score, the worse it is for burnout.
What we found:
But “low pressure” doesn’t mean “no pressure”. Even in more favorable states, burnout remains a sector-wide concern.
It’s no surprise that nonprofit staff feel burned out. What matters more is understanding what actually causes it across the US.
Our data shows that while certain stressors are universal, the intensity and type of pressure vary by region.
Here’s what we found:
Why this matters: Knowing what drives burnout in your region is the first step to fixing it.
Addressing burnout isn’t just about workloads; it’s also about whether staff feel safe raising concerns in the first place.
Our data shows that psychological safety varies dramatically by region, with some staff far more comfortable speaking up than others.
What we found:
Why this matters: Silence around burnout compounds the problem. If employees don’t feel safe sharing what they’re experiencing, leaders lose the chance to intervene early and often don’t realize the extent of the issue until turnover or disengagement sets in.
While the missions of many nonprofits are meaningful to employees, they aren’t tangible enough to predict retention.
Speaking about the pressure of burnout on grant writers specifically, Nichole Yamchuk, a grant consultant, points out that “it’s not unusual for grant writers to work late nights or weekends to meet deadlines for organizations that don’t understand the complexity of the work.”
When burnout leads people to leave their jobs, the strain doesn’t disappear; it shifts to the colleagues left behind.
That turnover then fuels more burnout, creating a cycle that nonprofit leaders can’t afford to ignore. Understanding what convinces staff to stay is key to breaking that cycle.
Here’s what we found keeps nonprofit employees retained:
Why does this matter? Retention isn’t about asking staff to endure hardship for the mission. It’s about creating conditions where nonprofit employees can thrive, through fair pay, clear roles, and visible paths for growth.
Even incremental improvements in these areas can mean the difference between keeping valued staff and losing them to preventable burnout.
The pressures highlighted in this report don’t mean the sector is failing. Rather, they show just how much nonprofits are being asked to do with limited resources.
Staff shortages, role creep, and high workloads can feel unavoidable, but burnout is not inevitable. Leaders have real levers they can pull to protect their teams while still delivering on their mission.
According to grant expert and nonprofit consultant Patrice Shumate, nonprofit leaders can still make a difference even when funds are limited:
“Nonprofits are trying to fix the world’s hardest problems, but too often, the people inside the work are not resourced or supported with the same care they extend to their communities…Retention improves when staff feel both materially supported and humanly respected. Even when budgets are tight, nonprofits can invest in transparent communication, mental health benefits, professional development, and cultures that value wellness as much as productivity.” —Patrice Shumate
Here are some practical steps nonprofits can take to fight burnout in real time:
With the right mix of strategy, infrastructure, and care, nonprofits can build organizations that are both service-driven and sustainable, places where people can thrive in their roles for the long haul.
And according to grant strategist and consultant Erin Sekerak, the best way to achieve this is to invest in the sector as a whole:
“Bottom line - society needs to be educated that investing in nonprofits benefits them in social capital and consequently financially. When the nonprofit sector succeeds, leaders will then be able to offer higher compensation to more people so financial security is reached and so is retention and a less stressful environment preventing burnout.” —Erin Sekerak
Burnout may be widespread, but it isn’t a foregone conclusion for the nonprofit sector. The data in this report shows that while the pressures differ by region, the underlying truth is the same: nonprofits thrive when their employees thrive.
The good news is that leaders already have tools at their disposal, whether that means setting clearer roles, addressing staff shortages creatively, building a culture of safety, or investing in technology and infrastructure that lighten the load. None of these changes require sacrificing mission; in fact, they make achieving the mission possible.
If nonprofit leaders take even small steps to address burnout and strengthen retention, the ripple effects can be transformative: more engaged teams, stronger organizations, and communities better served.
The next move is yours. How will your organization turn awareness into action?
Instrumentl streamlines grant prospecting and management, allowing nonprofit teams to reclaim hours each week for mission-critical work, which helps reduce some of the very pressures highlighted in this research.
This content is available for non-commercial use. When referencing these findings, please credit Instrumentl and include a link to this page.
Nonprofit burnout is a state of physical, mental, and emotional exhaustion that develops when sustained demands outpace an employee’s capacity to recover. In the nonprofit sector, it often stems from a mix of high workloads, emotional investment in mission-driven work, and limited organizational resources. Employees may face pressure from urgent community needs, shifting grant requirements, and constant budget constraints, all while navigating the emotional toll of serving populations in crisis. Over time, this strain can lead to decreased performance, lower morale, and higher turnover.
In Instrumentl’s 2025 Breaking Point report, 42% of nonprofit employees reported feeling burned out in the past year. Burnout rates vary by region: in the South, more than half of respondents reported burnout, while in the Midwest, the rate was closer to one-third. Factors such as organizational size, staffing levels, and access to mental health care influence these outcomes. Smaller nonprofits, in particular, often operate with lean teams, so when vacancies occur, workloads spike quickly. Without adequate support, staff in these environments are more vulnerable to sustained exhaustion.
Yes—but not dramatically. Women in the nonprofit sector reported burnout at 43% as compared to men at 41%.
The bigger disparity shows up in how safe employees feel raising the issue: 48% of men said they were comfortable discussing burnout with leadership, while only 41% of women said the same.
Women are also more likely to report taking on out-of-scope work, meaning tasks outside their job descriptions that add invisible weight without added pay. This reflects a broader equity problem: a 2021 Drexel University study found that women executives at nonprofits earned 8.9% less than their male counterparts.
What leaders can do: Conduct regular role and pay equity reviews, ensure workloads align with job descriptions, and create cultures where all staff - especially women - feel safe voicing concerns without stigma. Leaders should also recognize the invisible emotional labor women often carry—managing team morale, smoothing conflicts, or supporting colleagues informally—which adds to burnout even when it doesn’t show up on a job description.
Not consistently. Just over half (54%) of nonprofit employees said they have access to mental health support, while 46% reported their organizations provide none. Access also varies by group: 64% of men reported having support compared to 51% of women. Managers (63%) were more likely to have benefits than non-managers (54%).
Even when benefits exist, stigma is a barrier. Nearly 1 in 5 employees said they worry that taking mental health leave would lead leadership to question their capacity. Men and managers were the most likely to fear this judgement (23%), compared to women and non-managers (18%).
What leaders can do: Normalize conversations about mental health, clearly communicate available benefits, and ensure staff who take leave aren’t penalized or stigmatized. Even in resource-constrained organizations, small steps - like offering Employee Assistance Programs, peer support groups, or flexible scheduling - can make a huge difference.
Role creep—taking on tasks outside of one’s job description—is widespread in the nonprofit sector. Our survey found that 74% of nonprofit staff take on out-of-scope work at least once in a while. More than half (57%) reported increasing workloads without additional pay or resources, and for managers, that figure jumped to 65%. Yikes!
This problem isn’t limited to entry-level employees: 60-63% of both managers and staff reported “sometimes” absorbing responsibilities that fall outside their official roles. Over time, this pattern accelerates burnout, undermines job satisfaction, and deepens inequities (especially for women, who report higher rates of scope creep.)
What leaders can do: Review workloads quarterly, ensure job descriptions match reality, and redistribute tasks strategically. Clear communication about priorities can help prevent staff from silently absorbing extra responsibilities that stretch them too thin.
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