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Background Basic Life Support (BLS) training is mandatory for the clinical hospice workforce (Resuscitation Council UK. Quality Standards: Introduction and overview [internet] 2020). Although cardiopulmonary resuscitation is not an appropriate intervention for many of our patients (Decisions relating to cardiopulmonary resuscitation: Guidance from the British Medical Association, the Resuscitation Council (UK) and the Royal College of Nursing [internet]; 3 rd ed. 2016), hospice-based clinicians should maintain competence with this skill to support colleagues or visitors, if required. Previously, the hospice relied upon external training providers, with annual expenditure. Ongoing financial pressures on hospices (House of Lords Library. Hospices: State funding [internet]; 2024), led to an in-house approach to BLS training being introduced.Aims To implement an internal BLS training programme for clinical staff, with sessions timed to match clinical rotas. To assess the financial benefit, and evaluate accessibility, relevance and effectiveness of the in-house provision compared to the previous externally-procured training.Methods Volunteers from the clinical workforce, attended 1-day Resuscitation Link Worker training from a Resuscitation Council UK accredited provider. On completion they delivered regular, scheduled BLS sessions across both hospice sites. Attendance was recorded and sessions evaluated by means of an anonymous questionnaire.Results 165 staff members were trained in-house over a 12-month period, comparable to the number trained in the previous year with the external provider. Implementation yielded a significant cost saving (circa £7,900). Of survey respondents, 97% reported that the in-house sessions fulfilled their training needs, was relevant and delivered at a convenient time and location. Due to clinical commitments, trainer availability was sometimes a barrier.Conclusion The implementation of an in-house BLS training approach yielded a significant cost saving, crucial for hospices dealing with financial constraints. Training activity was at a level comparable to the external provider, with improved accessibility and relevance. Future work includes training more staff to deliver sessions to mitigate against potential future staff turnover, and ensuring that trainers attend regular refresher courses to maintain their knowledge and skills.Opportunities for income generation by offering BLS training to outside organisations will also be explored.