Background: UK policy recommends that Mental Health staff receive skills training in the assessment and management of suicide risk with updates approximately every 3-year.Methods: This multiple case study explored the processes involved in the dissemination of suicide risk training (STORM) and, its ability to become sustained into practice.Semi-structured telephone interviews were conducted with 33 Participants, who were either Facilitators of STORM training or Service Managers, across three large study sites over a 12-month period.Data were analysed twice using a theoretical framework, firstly to explore a culture that supports training and then, using the Normalization Process Theory (NPT), to highlight the work involved in its sustainability.Results: The outcome of this study found that a culture that supports training is needed if suicide risk training is to be sustainable and therefore, effective.A culture of training was identified as having a strategic approach, resource allocation, confidence in the training package, and staff with the knowledge, skills and confidence to deliver the training.The Normalization Process Theory highlighted that training was sustained to some degree in all three study sites.However, not all training needs could be supported by the training culture alone; a measure of goodwill from staff delivering the training was necessary to ensure it continued.Conclusion: In spite of other prioritized training, suicide risk training (STORM) became Normal practice; services considered it important creating a culture that enabled its dissemination and sustainability.However, the process also relied on the goodwill of staff, which in itself is unlikely to be sustainable.Services must look to improve the conditions of a culture of training if suicide risk training is to remain an important part of staff development, now and in future.