Mental health and wellness are not just client issues, they are workforce issues

While May is often recognized for celebrating mothers and graduates, it is also Mental Health Awareness Month. I knew coming into this month that this message would focus on mental health. As we near the end of the month, this message feels even more important than it did at the beginning. I write this after intentionally taking an extra day away from work over the Memorial Day weekend. It wasn’t planned, nor was I facing an emergency, but I realized I needed an extra day to reset and care for myself.

Working in the field of homelessness and housing, especially with families, mental health and wellness are paramount to our work. Every day, we provide critical case management, connection, and resources to help mitigate the trauma that unstable housing can have on both children and adults. These efforts directly impact brain development, school readiness, and long-term housing stability.

At the same time, we do not always focus enough attention on how this work affects those providing the support. Exposure to chronic stress, secondary trauma, compassion fatigue, PTSD, and burnout can take a significant toll on staff working so closely with families in crisis. This, in turn, directly impacts the families we are serving. 

In addition to the emotional toll this work can take, staff are continually balancing growing demands, shifting public policy, and restricted funding, all while striving to remain present for both the families we serve and our own families at home. Too often, secondary trauma and burnout become normalized in this field, regardless of role.

The reality is that the work of ending homelessness and supporting families in crisis is both meaningful and demanding. It shouldn’t be debilitating. But awareness alone is not enough if intentional action and policy shifts are not forthcoming. As the number of unhoused families increases, we must be prepared, as a community, to meet the demand adequately and sustainably.

What would help? Greater willingness from public and private funders to invest not only in programs, but also in the people doing this work every day. Salaries, benefits, mental health support, and professional development are not simply overhead costs; they are essential to sustaining healthy organizations and strong outcomes for families.

This work will always be challenging, but I remain hopeful. Every day, I witness dedicated professionals showing up with compassion, resilience, and determination. By investing in the well-being of our teams, we strengthen our ability to serve families and sustain our mission until the day when Families Moving Forward is no longer needed.