New research has highlighted a mental health crisis among leaders of small charities in England, with more than 80% of those in charge of non-profits reporting that their roles have negatively impacted their well-being.
The study, conducted by the social enterprise Fair Collective, surveyed over 350 leaders of charities with annual incomes of less than £1 million. The findings underscore the severe toll the pressures of charity leadership are taking, with 20% of respondents describing the impact on their mental health as severe.
Published today, the report—titled Breaking Point: The Mental Health Crisis in Small Organisation Leadership—reveals that, of those reporting negative mental health effects, more than 90% said their performance at work had been affected. Additionally, 28% of respondents described feeling unsupported in their roles.
One respondent shared their experience, describing how the intense pressure led to burnout and hospitalization. “I was feeling overwhelmed and depressed by the level of need and my inability to make ‘enough of a difference’. I even contemplated suicide, as the sector had been my entire life for the last 10 years. It took me several months to recover to a point of stability,” they said.
The research, which was conducted in partnership with the National Council for Voluntary Organisations (NCVO), identifies systemic challenges specific to social-purpose organizations, particularly smaller charities. Leaders of these organizations are often burdened with managing precarious financial situations while also being responsible for staff salaries and the delivery of services to vulnerable communities.
The report outlines several recommendations aimed at improving the situation. Among these are calls for funders to increase the availability of unrestricted and multi-year funding to support small charities. The study also advocates for greater dialogue across the sector to ensure charity leaders receive the support they need.
Emma Cantrell, CEO of the children’s charity First Days, reflected on the pressures of her role. “I have found myself in some dark places over the years, where my mental health has really suffered,” she said. “The combined weight of responsibility—helping people, dealing with funding shortages, and managing a team—has pushed me to my limits. Only now, after connecting with other charity leaders, do I realize this experience is common.”
Vic Hancock Fell, research lead and founder of Fair Collective, expressed concern over the impact of the findings. “Nearly 100% of charity closures in the last decade were small organizations, which shows the heavy burden on leaders’ shoulders,” he said. “This research should not fuel division, but instead encourage collaboration between leaders, boards, and funders to better support small charities.”
The data for the report was gathered through a digital survey conducted between late August and early October, which received 337 responses, alongside one-on-one interviews and focus groups with 58 participants.
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