Nonprofit Staff Are Not OK: The Changemaker Wellbeing Index

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The 2025 Changemaker Wellbeing Index Report shows that 30% of nonprofit workers are experiencing food insecurity. This new study confirms what so many in our sector already feel every day: burnout, financial strain, and constant pressure.

In this episode of The Small Nonprofit Podcast, Maria Rio is joined by Caitlin McBride, CFRE, a fundraising executive with over a decade of experience. Together, they unpack Future of Good’s 2025 Change Maker Wellbeing Index and what it reveals about food security, mental health, and overall wellbeing across Canadian nonprofits.

Burnout in Nonprofits - The Highlights:

1. We’re not in alignment with our values
   The study found that about 30% of nonprofit staff are experiencing food insecurity. Many organizations try to fight poverty in the community while it is happening inside their own four walls.
2. Wellbeing is alarmingly low
   In arts, culture, and recreation, nearly half of staff reported poor wellbeing. Government-linked organizations like schools and hospital foundations reported lower but still concerning rates.
3. Leadership and frontline experiences are different
   About half of entry-level and frontline staff reported poor wellbeing, compared to about 30% in senior leadership. Power, pay, and job security shape stress in very different ways.
4. Turnover creates sector-wide brain drain
   More than 70% of entry-level staff who quit nonprofit roles leave the sector entirely. That is loss of experience, momentum, and future leadership.
5. The future of the sector is at risk without change
   If early-career staff burn out and leave, organizations lose continuity and capacity. Sustainable missions require sustainable workplaces.

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✨ Key Quote

“Doing good does not put food on the table. Just because someone wants to make a difference does not mean it should come at the expense of their health or financial security.” – Caitlin McBride

Burnout in Nonprofits: 3 Actionable Tips

1. Compete on decent work
   If salary increases are limited, pull other levers: four-day work weeks, flexible schedules, real time off, meeting caps, and workload boundaries. However, if you can raise pay do it.
2. Invest in systems for stability
   Track attrition, build simple budgets, create documented processes, and plan beyond year-end. Stable systems reduce chaos and protect staff wellbeing.
3. Make wellbeing a core sustainability strategy
   Treat staff health and security as mission-critical. Align internal practices with external values so your team experiences the dignity your programs promise.

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