Achieving record-breaking compliance with modernized resuscitation training at NCH
Faced with the growing demand to maintain resuscitation credentials across a large clinical workforce, Naples Comprehensive Health (NCH) set out to modernize its training approach. Their nurse educators were entrenched in live, in-person classes for over 3,000 staff members, running weekly sessions that required significant time and resources.
Leaders recognized that educators were spending far too many hours in classrooms instead of supporting their teams on the floor—a challenge that catalyzed a broader transformation in how NCH delivered and managed resuscitation training. What began as a tactical step toward easing the burden on nurse educators evolved into an inspiring case study in strategic and meaningful change management.
The tipping point: nurse educator and operational fatigue
As an Advanced Community Healthcare System™ serving more than 40,000 patients annually, NCH is no stranger to scale. With two hospitals, over 700 beds, and hundreds of care sites throughout Southwest Florida, the organization must maintain resuscitation credentials across a wide clinical workforce. Prior to 2023, maintaining compliance depended on live, instructor-led classes for over 3,000 employees—requiring weekly sessions that pulled nurse educators away from the bedside, while incurring significant costs for classroom space and instructor time.
The operational impact was significant. Nurse educators were devoting much of their time and resources to these live sessions, while unit managers faced ongoing scheduling constraints, yet a majority of their staff struggled to remain compliant.
“It was an unsustainable model,” said Risa Wildeman, DNP, MSN-NE, RN, Director of Educational Services at NCH. “Our educators were burned out, and our learners weren’t keeping up.”
A shift in modality, led by a shift in mindset
The turning point came in early 2023 when Wildeman and Sarah D. Barlow, MSN, RN, NPD-BC, NCH's Resuscitation Training Center Coordinator, proposed replacing the live model with the self-directed American Red Cross Resuscitation Suite™, delivered by HealthStream. The shift involved more than simply swapping content or updating tools—it required rethinking delivery, engagement, accountability, and support.
Leadership recognized the inefficiencies educators and staff were experiencing with their current training model, so the light turned green, Wildeman led the implementation and delivery of the new training program across the organization in just three weeks.
“Looking back, the timeline was incredibly ambitious,” she said. “But the urgency was there. We had to reclaim educator time, and we had to restore confidence in the training process.”
System-wide change management: clarity, access, accountability
To reduce friction and promote adoption, the team approached the rollout as a cross-functional project. Barlow conducted a detailed mapping of job roles to BLS, ALS, and PALS requirements—an up-front investment that streamlined tracking and compliance downstream.
At the same time, the team reimagined how training was introduced to their workforce. A digital campaign deployed banners and click-through resources on NCH’s intranet. Posters and print materials were distributed throughout the organization. But the most effective tactic proved to be the most analog: Wildeman’s “manikin roadshow,” a series of in-unit demos where clinical teams could interact with the new manikins without the pressure of assessment.
“These hands-on encounters helped demystify the technology,” Barlow said. “By the time staff had to use the manikins for their skills training, the intimidation factor was greatly reduced.”
Measurable outcomes—within months
The compliance gains were rapid. Within eight weeks of implementation, the number of noncompliant staff had dropped by more than 50%. Within ten months, system-wide compliance across BLS, ALS, and PALS reached 99%—a milestone NCH had never achieved before.
But the impact extended beyond metrics. Nurse educators, once tethered to weekly sessions, now had capacity to implement other training methods, run mock codes, and support floor operations more effectively. “We didn’t just reduce classroom time,” said Wildeman. “We reinvested that time where it adds the most value.”
The Resuscitation Suite also introduced new program management functionality and operational visibility. Barlow continues to leverage the Learning Progress Report to monitor engagement and course completions in real time. “I can see when someone starts their online training but doesn’t finish,” she said. “Which allows me to reach out to that learner and offer support before it becomes a compliance issue.”
From skeptics to advocates
Both Wildeman and Barlow admit to initial reluctance. “We were both trained through the traditional classroom model,” Barlow said. “Self-directed training with the manikin felt like a loss of control at first.” But the exceptional outcomes—operational, clinical, and cultural—have forever shifted their perspective.
Their advice to other organizations considering a similar transition? “Be willing to challenge legacy processes,” Wildeman said. “And be visible. Educators need to lead from the floor, not the front of a classroom.”
In less than a year, NCH moved from reactive compliance management to proactive workforce development. Through a combination of modern tools, strategic execution, and a willingness to reimagine what resuscitation training could look like, they built not just a new model—but a more resilient one.