Background In order to respond to the ever changing, complex environment, our hospice needed to use our values to help ground us in times of change.

Aims The on-going work is about creating a values based culture which enables and empowers staff to have important conversations, provides continuity in times of change and enables the hospice to respond positively to change and difference. We have taken an organisational development approach allowing the work to evolve overtime.

Methods We have purposefully and obviously integrated our values into key aspects of our patient-centred delivery. Values have been supported through practical and tangible projects:

• Creating and supporting a staff led Mental Health First Aiders Network compassionately creating safe spaces to listen;

• Delivering a creative and stretching three–day ‘developing yourself as a manager’ programme enabling a cross–hospice cohort to learn more about themselves and their teams;

• Initiating brave ‘reflecting on our own death’ conversations;

• Facilitating a values conversation at the whole organisation induction;

• Using the change in NMC standards to start using coaching approaches in our meaningful conversations;

• Engaging the Board of Trustees in their own values conversation.

Results Over the past year, we have reviewed our progress against our benchmark culture mapping, learning and adapting, looking for opportunities to develop new projects, such as a ground up process for identifying core competencies for the whole hospice and new approach for the induction of all volunteers which is accessible and inclusive.

‘I will see my role as part of a much bigger service and value others more than I would have done before’, New starter

Conclusions What works for us so far?:

• Starting with ourselves and being disruptive;

• Being informed and driven by the engagement and initiative of staff;

• Demonstrating that collaborating with others across silos gets things done.