Where Nonprofit Burnout Hits Hardest: New Data & Risk Map

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.

By Karen Lee

September 5, 2025

15 min read

Key Takeaways

  • 42% of nonprofit employees report feeling burned out, emotionally exhausted, or overwhelmed in the past year.
  • 57% reported that their workload increased without receiving extra pay or resources.
  • 53% rank staff shortages as the top organizational stressor, with a peak of 63% in the Midwest.
  • In comparison to men, women were more likely to take on roles outside of their job description, leading to burnout.
  • Only 45% feel at least somewhat safe speaking candidly about burnout with their leadership.
  • Staff shortages (53%), role creep (44%), and budget cuts (27%) are the top stressors for nonprofit organizations.
  • Our Burnout Pressure Index (BPI) ranks the District of Columbia as having the highest risk score of 68.7, while New Mexico has the lowest score at 21.4.

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.

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:

  • Which states experience the highest burnout pressure
  • The top stressors by region that fuel burnout (and how they differ)
  • What really drives staff retention in nonprofits
  • Practical, expert-backed solutions nonprofits can start implementing now

State-by-State Nonprofit Burnout Pressure

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:

  • Nonprofit density per capita - more organizations competing for the same donor pool
  • Employment burden - the demand placed on nonprofit workers relative to available staffing
  • Access to mental health care - infrastructure gaps that limit affordable support for staff.

Essentially, the higher the score, the worse it is for burnout.

What we found:

  • The District of Columbia ranks highest on the BPI, reflecting its dense nonprofit landscape and strained access to mental health care.
  • Rural states like North Dakota and South Dakota follow, where nonprofits often serve as the primary safety net but lack adequate support systems.
  • By contrast, many Western states scored lower, likely due to stronger mental health infrastructure and less competition for resources.

Top Organizational Stressors Driving Burnout by Region

Our data shows that while certain stressors are universal, the intensity and type of pressure vary by region.

Here’s what we found:

  • In the Midwest, staff shortages stand out as the top driver of burnout, with 63% of employees citing vacant roles as their biggest challenge.
  • In the South, role creep is the leading stressor (49%), closely followed by staff shortages (48%). This highlights how burnout doesn’t always stem from under-staffing alone; unclear expectations can be just as damaging.
  • In the Northeast, stress also comes from both staff shortages (53%) and role creep (41%), creating a dual challenge of too few hands wearing too many hats.
  • In the West, burnout looks different: while staff shortages are common, role creep is far less reported at just 25%. This suggests that clearer role boundaries may buffer against some of the strain.

Which Region Feels Safest Discussing Burnout?

Addressing burnout isn’t just about workloads; it’s also about whether staff feel safe raising concerns in the first place.

What we found:

  • In the West, over half of nonprofit employees (59%) report feeling safe discussing burnout. This suggests a more open culture around mental health and work-life balance.
  • In the South, the numbers look very different: far fewer staff feel comfortable voicing concerns (39%). For many, burnout may remain hidden until it’s too late.
  • The Midwest(45%) and Northeast(44%) fall in between.

What Drives Retention in the Nonprofit Workforce

While the missions of many nonprofits are meaningful to employees, they aren’t tangible enough to predict retention.

  • Just 45% of nonprofit professionals said they plan to stay in their current role.
  • An additional 14% are actively looking or have already accepted new positions.

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:

  • Competitive compensation leads the way: 59% of staff and 67% of managers named pay as their top reason to stay.
  • Role clarity matters: 36% of staff and 33% of managers said clear expectations influenced their decision to remain in their role.
  • Leadership accountability and growth opportunities also emerged, though at lower rates, showing that transparency and career pathways still make a difference.
  • Surprisingly, only 20% cited mission alignment as a retention factor.

How Nonprofits Can Support Staff Without Compromising Mission

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.

Here are some practical steps nonprofits can take to fight burnout in real time:

  • Model vulnerability at the top. When leaders share their own boundaries and challenges, staff are more likely to open up.
  • Create anonymous feedback loops. Tools allow staff to voice concerns without fear of judgement.
  • Reward honesty: Recognize staff who raise workload concerns—it builds trust and prevents issues from festering.
  • Align support with mission: Embed staff care into your values.

With the right mix of strategy and care, nonprofits can create environments where employees thrive, and achieve their mission effectively.