Caring for the Caretakers: Addressing Mental Health and Burnout in Public Administration

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Nijer Reaves
June 13, 2025

Coming off the heels of Mental Health Awareness Month, it’s a fitting moment to reflect on the persistent irony in government service: public administrators are responsible for managing the very systems meant to support society, yet they’re often perceived as disconnected from the struggles those systems are designed to address. They’re expected to lead with logic and efficiency while also embodying selfless dedication to the public good—all within the rigid confines of bureaucracy and limited resources. When public programs falter, criticism often targets administrators as uncaring or out of touch, overlooking the reality that many of them share the same societal challenges as the communities they serve. What’s less discussed is the toll this duality takes: the mounting personal and professional pressures that lead to burnout, diminished well-being and ultimately, reduced capacity to govern effectively.

A recent study by the MissionSquare Research Institute revealed that 56% of state and local government employees reported heightened job-related stress over the past year, and 44% were considering leaving their roles due to burnout. While workplace stress is not unique to public service, administrators face a distinct burden: they are expected to lead with precision and consistency even as crises escalate and resources contract. As the nation grapples with rapid social, economic and political change, public officials—like the communities they serve—are navigating uncertainty. But unlike most citizens, administrators must do so while preserving the stability, responsiveness and efficiency that public systems depend on. This raises a critical question: how are government institutions supporting the mental health and resilience of those tasked with holding the system together?

Unlike the private sector, where workplace wellness programs are more commonly integrated into organizational culture, public administration environments have historically lagged behind in addressing employee mental health. However, momentum is growing as more states begin to prioritize the well-being of their workforce. Oklahoma launched its innovative Thrive program designed to support the mental, physical and emotional health of state employees and their families. Florida, Michigan and Missouri have also developed comprehensive initiatives that focus on the holistic needs of public workers. Missouri in particular has led the way with trauma-informed mental health programs tailored to the unique stressors faced by government employees. In addition to these state-level efforts, agencies across the country are expanding access to confidential counseling services, implementing peer support networks and embedding wellness into leadership training.

Even with mental health programs in place, their success hinges on the organizational culture that surrounds them. Studies indicate that while a significant number of employers offer Employee Assistance Programs (EAPs), utilization remains low. For instance, a survey by Unum found that although 93% of HR professionals report offering EAPs, nearly half of employees are unaware of these benefits or unsure if they exist. This disconnect is often due to inadequate communication and lingering stigma around mental health.

In my own experience within a public agency, a therapist was available on-site—but only during limited hours. Many colleagues, including myself, were hesitant to utilize this resource due to concerns about confidentiality and the potential impact on job security. Even worse, the organizational culture of this agency was one in which topics related to mental health—particularly anxiety—were often downplayed. Those open about their struggles found themselves the butt of jokes. The fear that seeking help could be perceived negatively or jeopardize one’s career is a significant barrier.

Moreover, even when wellness portals and resources are available, they often go underutilized. A study published by the National Library of Medicine found that 53% of public health workers didn’t use their EAPs during the COVID-19 pandemic because they had difficulty accessing them. This underlines the necessity for not just the provision of mental health resources but also the cultivation of a workplace environment that encourages and normalizes their use.

As the landscape of public administration continues to shift in response to growing societal pressures, the mental health of those who lead and manage our government systems must not be considered merely an afterthought. Administrators are not immune to the very challenges they work to address. While many agencies have made important strides through wellness programs, EAPs and trauma-informed initiatives, these efforts will fall short unless they are supported by an organizational culture that values psychological safety, transparency and access.

Public servants must feel empowered—not penalized—for acknowledging when they are struggling. This begins with leadership modeling vulnerability, destigmatizing help-seeking behavior and investing in infrastructure that makes mental health care not only available but visible, accessible and trusted. Policies that safeguard confidentiality, protect job security and integrate well-being into performance metrics can serve as structural supports for real cultural change.

Ultimately, caring for the people who care for our public systems is not just an ethical imperative—it’s a practical one. A resilient, mentally healthy workforce is essential to effective governance, sustainable policy implementation and long-term public trust. Public perception of administrative performance may, in part, be influenced by the unaddressed mental health challenges faced by those in government roles. When the public perceives administrators as ineffective or disengaged, it is worth considering how chronic stress and insufficient mental health support may be contributing factors to diminished performance or responsiveness. By taking a proactive, human-centered approach to employee wellness, public institutions can not only reduce burnout but also enhance the overall quality and continuity of service delivery in communities across the country.

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Author: Nijer Reaves is an MPA student at Rutgers-Newark with a passion for public service and policy analysis. She holds a BA in Journalism and Media Studies and uses her writing to explore critical issues in public administration, aiming to inform, empower, and advocate for stronger, more effective governance. She can be reached at [email protected].

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