{
  "abstract": "Background With fewer people donating to charity, NHS commissioning models under strain, and local ICB budget cuts, hospices are increasingly reliant on voluntary income. Case study interviews and patient feedback revealed that traditional language around hospice care was creating barriers.Research shows that myth-busting (Schwarz, Newman, Leach. Behav Sci Policy. 2016;2(1):85–95) is often ineffective; instead, making accurate information easier to process leads to better understanding. Staff engagement is also a key driver – when employees feel connected and proud, they are more likely to support and amplify fundraising efforts and collaboration can enhance and expand these opportunities (NCVO. Collaborative working to generate income. 2016 [internet]).Aim To embed an evidence-based, peer-led culture change programme that supports sustainable income generation and fosters positive, mission-aligned engagement across all hospice colleagues.Method Two hospices piloted and refined a training programme, supported by sector-specific marketing consultants. This included undertaking a full communications review, replacing fear-based language with a benefits-focused approach. The full training programme was based on the charities’ individual mission, statistics, and storytelling, alongside academic and government research. This included insights from the Government Office for Science (Five ways to mental wellbeing. GOV.UK. 2008 [internet]), Society for Personality and Social Psychology (Can money buy happiness? The relationship between money and well-being. ScienceDaily; 2015 Mar 01 [internet]), and the New Economics Foundation (Steed. Money and giving: do financial incentives deter or encourage co-operative behaviour? London: NEF; 2013) linking charitable giving with increased wellbeing. The programme was embedded via induction, clinical quality days, and external networks.Results One hospice trained 68% of staff in year one; 80% felt more confident discussing fundraising, and 79% viewed it more positively. Birdsong surveys showed 90–94% alignment with mission and pride in their role. Fundraising performance significantly improved, with one charity achieving its best results ever – a 25% increase in net profit. Another saw a £500k rise in core fundraising. Staff initiatives like supporter Thankathons and anecdotes from staff confirmed a cultural shift.Conclusion Language, behaviour, and mindset directly impact voluntary income. By focusing on the positive benefits of hospice care and empowering all hospice staff (particularly patient-facing), this approach drives income growth and sustainability in a challenging funding landscape.",
  "authors": [
    {
      "affiliations": [
        "St Christopher’s, London, UK"
      ],
      "name": "Tom Abbott"
    },
    {
      "affiliations": [
        "Havens Hospices, Southend-on-Sea, UK"
      ],
      "name": "Amy Dearing"
    }
  ],
  "title": "O-06 Embedding a culture of giving: changing language, shifting mindsets",
  "uid": "cc9cac01-ec1b-52c4-9d9d-1956467c7d93"
}