You might say that Norco Virtual University was born of frustration. The Web-based training tool is used by Norco, a Boise, Idaho-based home medical equipment
by Susanne Hopkins

You might say that Norco Virtual University was born of
frustration. The Web-based training tool is used by Norco, a Boise,
Idaho-based home medical equipment provider, to keep its employees
updated on new rules and regulations.

But before the Web site was devised eight years ago, Norco,
whose roots reach back to the 1940s and which has three other
strongly regulated divisions — welding, safety and
calibration gas — was struggling to keep hundreds of
employees in diverse locations up to speed with ever-changing
regulations. There were also problems with continuity of training
and keeping track of who was trained in what procedure.

“We had an overwhelming training need. We couldn't keep up
with training our drivers, keep up with OSHA and all the regulatory
and accreditation needs. We needed a tool to train our people
effectively, so we looked at an online solution,” says CEO
Jim Kissler.

The company teamed up with two respiratory therapists who were
doing Internet work and created a Web site that offered up-to-date
information, says Robbie Roberts, RT, Norco's compliance
officer.

“We initially designed it so that it would be information
[employees] could use to understand and do their jobs,” says
Roberts. “On a couple of occasions, we put together a series
of courses for medical billers and managers, and they received a
special certificate.”

Managers were required to complete the series as part of their
bonus, Roberts says. Medical billers were rated in several areas,
and that influenced their compensation as well.

The training was successful, so Norco kept adding courses to the
site. Within a few years, it had attracted the attention of buying
group VGM, Waterloo, Iowa.

“Basically, we decided to partner with Norco when we
needed to provide an avenue for our members to have online
education,” says Sara Bauer, VGM's director of education.
“We knew Norco was providing that to their employees, and
they were doing it quite well.”

“We were able to brand some screens for [VGM]. They used
Norco courses and developed some of their own,” says
Roberts.

The two organizations now share courses and collaborate from
time to time, Bauer says. “We use some of their accident
courses that they have written with their expertise, and they have
used some of our courses, like our [human resources] course,”
she says. “It's been a very beneficial
relationship.”

NVU has now grown to be an integral part of Norco's training
efforts, according to Roberts. Employees can select from 72 course
offerings with topics ranging from Medicare billing for DME to
disease management programs and Department of Transportation driver
training.

“All new hires have to take five different courses in
order to understand the quality system at Norco, our benefits
system, our safety. Then there are other [courses] they would take
depending on their job function,” says Roberts.

Once employees have completed a course satisfactorily (yes,
there are tests!), they get a certificate signed by Kissler and
President Ned Pontius.

“They can do it from home or on the job. And as they go
through the training curve at Norco where they need to be more
knowledgeable and take on more job responsibilities, they can take
more training,” Kissler says. “For example, we have
Level One billers, Level Two billers and Level Three
billers.”

Staff can also refer to the site for up-to-the-moment
information on industry rules and regulations.

To date, more than 1,200 people have taken training on NVU,
according to Roberts. He says the feedback from employees has been
mixed. “Most of the comments are, ‘It's nice to take
the training at any time,’” he says. “Another
comment is that it is consistent.”

Users also like the immediate feedback when they answer course
questions, he notes. But those employees who are not what Roberts
calls “techies” are very wary of NVU, he says, and it
may take them a while to feel comfortable on the site.

Still, NVU has been an invaluable tool for Norco. With 700
employees and 42 stores in six states, “trying to make sure
everyone was on the same page as far as training goes was a neat
trick,” says Roberts.

NVU allows the latest information to be accessible to all
employees at the same time. It has also aided the company in
continuity of training, which is vital in keeping its
accreditation.

“We found it difficult to demonstrate continuity at every
one of our locations,” Roberts recalls, referring to the days
before NVU. Different teachers stressed different things;
information was sometimes more extensive at one site than at
another.

With NVU, Roberts says, “we can point to one course that
is taught the same way every time. It improves our competency, it
improves our communication and it improves our turnaround time to
be able to demonstrate that the training was completed.”

Training has become a simpler process, Roberts says, adding that
it has improved the company's ability to handle an accreditation
site inspection or an FDA or DOT inspection. “We've been a
lot less stressed because we know our people are trained, and we
have the documentation to prove it. Now, with the new quality
standards, you never know when they are coming out. A company has
to be ready at all times for a visit.

“[Online training] allows an organization to take the
stress off because they can figure out what they want their people
to be trained on, how often they are trained. And, you can pull up
reports.”

Through NVU, reports detailing who is taking a course and who
completed a course are generated every month for managers, Roberts
says. “We use it to monitor as well as to encourage,”
he continues. “A manager is notified when the employee has
completed the course, and that allows them to go back and say
‘thanks.’”

He also says managers find NVU's record-keeping capabilities
helpful when they are doing annual evaluations because “it
gives us tangible evidence to point to on an employee's training,
knowledge and performance.”

But it's not perfect. “Online training is not a
panacea,” cautions Roberts. “It is not going to solve
all of a company's problems. It doesn't replace hands-on training.
[People] still have to know how to handle the piece of equipment,
handle the servicing of it. Those portions we still do
live.”

In fact, Roberts says, he has purposely not put everything
online. “Monthly safety training is not put on NVU. The
manager still does that at a monthly meeting,” he says.
“We just think there is some training that is better done
face-to-face.”

He recognizes, too, that an online training tool is not easily
accomplished by smaller providers. There are record fees, hosting
fees, licensing fees and the cost of the application, he points
out. In addition, “you have to have someone who is dedicated
to coordinating the training products.”

At Norco, one person spends about a third to one-half of her
time working on the site. Courses are developed by Norco employees
as well as experts in the industry, Roberts says. All of that is
costly.

“If you have under 100 employees, you might not be able to
cost it out,” he says. “If a provider can join an
already established group, it would be easier to implement
this.”

Despite the costs, the benefits of NVU have been so many that
Norco has its eye on expanding the product. Perhaps Norco would put
together training sites for others in the DME industry, Roberts
suggests. But there is an even bigger dream.

“What we would like to do is take NVU to the next
level,” he says. He envisions teaming with a university that
does online training to offer a recognized certification program or
even a degree related to the DME industry, such as a degree in
applied sciences with an emphasis on DME, or certification in
medical billing or equipment management.

Roberts thinks such a program would garner a lot of interest.
“A lot of people would like to go back to school,” he
says.

Especially if they could do so in their pajamas.