Opinion: Helping the helpers: Nonprofit workers call for a culture of health

Dan Prater

Nonprofits in the U.S. experienced a staggering 87% increase in requests for mental health programs and services last year.

That statistic is one of the key findings in Forvis Mazars’ 2025 State of the Nonprofit Sector Report, an annual study that explores various aspects of organizations’ operations and health throughout the nation. The report, which includes insights gathered from a survey of more than 230 nonprofit organizations, will be released in March.

The past few years have been hard on many, personally and professionally. Lingering effects of the pandemic, record-high inflation, social and political polarization, and the constant connectivity of social media have led to feelings of anxiety, stress, depression, and a sense of hopelessness for many.

Recognizing that poor mental health significantly impacts workplaces, companies are seeking help for their employees.

Andrea Bishop, executive director of the Ozarks Counseling Center, told me her center has had several local employers contact their organization to arrange services to support employees who are dealing with anxiety and depression: “The employers who are reaching out clearly care about the well-being of their people, but they also have a financial stake in retaining high-quality employees who are simply suffering with issues that are very common in American society today.”

Industry challenges
Many nonprofits perform “passion” work, addressing complex and life-altering issues. Naturally, they tend to attract staff who are passionate about specific issues and share a deep commitment to that mission.

These employees willingly make sacrifices and work long hours under difficult circumstances to improve conditions for those they serve. The constant pressures of heavy workloads, tight budgets and limited resources, as well as the emotional toll that comes with regularly interacting in emotionally charged situations with clients can lead to mental and physical exhaustion.

“People in the nonprofit world are also often caring for individuals with very challenging personalities and/or who have suffered greatly in life and that can lead to vicarious trauma over time,” says Bishop.

Caring for employees, the cause
Employee happiness plays an important role in job performance and cuts down on absenteeism and turnover. Factors like excessive workloads, lack of autonomy and poor management hurt employee morale. Supportive environments that encourage work-life balance, recognize personal achievements and align mission with daily tasks boost morale and create a culture of well-being.

There are six budget-friendly things all organizations, regardless of their size or scope, can do to foster of culture of health:

1. Encourage rest. Promote a work-life balance by encouraging employees to take breaks and to use their vacation time.

2. Develop team wellness. Host wellness activities such as walking groups, yoga or meditation classes. Make it fun by creating individual or team competitions and celebrate winners.

3. Empower employees. Give your employees the resources and freedom they need to be successful in their jobs. This helps them feel respected and valued.

4. Provide development. Enhance employee learning by giving them time to participate in trainings such as informational webinars or local conferences.

5. Leverage partnerships. Consider partnering with another nonprofit or even a for-profit company to host coaching sessions, wellness events or other health resources for your employees.

6. Training. Teach those in supervisory positions how to recognize signs of mental illness and how to respond appropriately.

Further implications
When nonprofit employees are overwhelmed, the consequences extend far beyond the organization’s four walls. A staff vacancy may shift the workload upon other maxed-out employees or other organizations. Or worse, no one fills the gap and the need goes unmet.

In essence, protecting your employees is protecting your mission.

Protecting employees will require leadership (staff and board) to move away from a poverty mindset of scarcity and fear to one of value and worth. The poverty mindset refuses to provide adequate resources or competitive compensation. It is afraid to invest into employees or infrastructure or anything not labeled “program.”

The mindset of value and worth doesn’t expect employees to sacrifice their well-being to work in the nonprofit sector. It understands that good employees are invaluable to mission accomplishment and is willing to go above and beyond to ensure they are healthy and happy.

The care you give to your employees is a direct reflection of the quality of programs and services your organization provides.

It’s not just about doing good. It’s making sure that those who do good are doing good themselves.

Dan Prater is a senior managing consultant at Forvis Mazars. He can be reached at dan.prater@us.forvismazars.com.