Wellbeing survey results

91% of organisations used the award to do something new or different. Connection and care are key themes.

The following chart shows top ranking uses mentioned by more than one organisation.

16 organisations used some or all the award for opportunities to reconnect staff teams.

For example: away days, wellbeing retreats, social events, team building, and facilitated group wellbeing activities.

• "I think it’s important for us to have opportunities to catch up and spend time together as people, not just colleagues who talk about work."
• "We held a team day including our wider casual staff which was a rare opportunity to come together with facilitated conversations covering topics such as health and wellbeing support, organisational culture, mentoring and shadowing, the longer term vision and social activities to bring the team together."

15 organisations used some or all the award for individual care work

For example: individual wellness budgets, Employee Assistance Programmes, wellbeing vouchers and gifts, 1-2-1 racial trauma support.

• "This funding has further strengthened our wellbeing strategy, allowing us to allocate to each staff a personal wellbeing package, with freedom of choice on how to support their wellbeing."
• "We increased our individual wellbeing budget from £100 to £200 per staff member; this was used for a range of activities supporting people's wellbeing, from choir membership, sports and exercise programmes, meditation and mindfulness workshops and creative activities."

Wellbeing initiatives were often developed after staff consultation

• "To ensure the Wellbeing Fund was used in a way that truly resonated with our team, we gathered employee feedback which showed a strong preference for group wellbeing activities, shared lunches, & experiences outside the office routine.”

100% of organisations reported that the support deepened staff relationships, highlighting opportunities for teams to connect in person to share experiences, heal, reflect, and relax.

• “Staff felt very happy about the time away together. It gave them the opportunity to get to know each other much better. Everyone felt safe and welcome. Staff continue to talk about the experience. It helped with bonding and ensuring staff feel known and valued.”

Over 50% of organisations cited the impact of the support on individual wellbeing, with access to tailored offers and personal wellbeing budgets leaving staff feeling empowered, valued, and hopeful.

• “The £100 wellbeing allowance had a genuinely positive impact on staff morale. It gave people permission to prioritise their own wellbeing when delivering in often difficult frontline and emotionally intensive roles. Because it came from an external funder, it felt like a vote of confidence in us as individuals, not just as workers. Staff used it in varied and meaningful ways. Many staff said they wouldn’t have spent that money on themselves otherwise, especially during the cost-of-living crisis. The psychological benefit of knowing that their wellbeing matters was just as important as the practical support.”

Organisations’ main concern is the ability to support and sustain levels of wellbeing in a challenging economic and social climate with insufficient resources and public support systems available. This has increased demand for services and pressure on, often small, teams of staff and volunteers already stretched to capacity.

• “One ongoing challenge is ensuring consistent support across different roles and work patterns, especially for remote or part-time staff who may feel less connected. Workload and capacity can still impact wellbeing during busy periods, making it important to continue promoting balance and boundaries. There’s also a need to maintain momentum—ensuring wellbeing isn’t seen as a one-off event but as an ongoing priority. Mental health support, while improved, could be strengthened further through more targeted resources or training.”

The second most reported well-being concern is the emotional toll of the work and the associated risk of burnout, particularly for staff, trustees, and volunteers with lived experience whose role exposes them to potential triggers.

• “Staff continue to handle complex and often distressing frontline cases, including safeguarding and trauma-related issues, without consistent access to clinical supervision or debriefing support. The emotionally demanding nature of the work, coupled with limited resources, risks burnout and affects the overall wellbeing and sustainability of the team.”