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·	From Theory To Practice

• The U.S. experience highlights a number of lessons regarding:
• the potential for efficiency gains and service improvements;
• implementation issues;
• human resource management issues; and,
• the National UI Information Technology Support Centre.

• Few if any states are really re-engineering their UI systems. The emphasis tends to be on improving specific components of the existing delivery network, rather than on full system re-engineering. As a result, the use of automation is not cross-functional in design, and potential opportunities for systematic efficiency gains may not be fully realized.
• The computer network analogy is that different Local Area Networks (LANs) are developed for specific UI activities, but they do not necessarily talk to one another.

• Although experience in the U.S. has not ruled out the use of the types of technologies and automation examined in this paper, several cautions can be noted.
• The use of telephone processing for initial claims is still a matter of debate—while the use of a VRS for inquiries and continued claims is gaining wide acceptance among governments and UI claimants.
• Experience with kiosks in sophisticated and multi-use applications is still quite limited.
• Expert systems are potentially useful, particularly for federal programs, but may encounter difficulties in gaining user support.
• Direct deposits seem to lack client support, at least in the early stages.

• At the present time, there is a lack of hard estimates to demonstrate or compare the cost-effectiveness of various applications of automation and new technologies.

• The U.S. experience highlights the importance of having a clear plan of the whole delivery system before going ahead, particularly in the case of major changes.
• New changes should be well tested. Pilots continue to be good testing vehicles.
• The implementation of new technologies should be organized into manageable pieces.
• Each stage of implementation should fit well with the other stages being developed or implemented. For example, if certain forms need to be changed to facilitate a new technology, this should be recognized and done before the new technology is introduced.
• Also, it is important to build lots of time into the implementation schedule for working out any technical or programming problems that occur with each new application.

• Linking new technologies to an existing system can sometimes be difficult. Therefore, issues of compatibility and limitations should be examined very early in the process.
• If new technologies are implemented during a recession or when other changes in UI are being implemented, it is important to factor in the prospects of major changes in demands on the delivery network.

• Users need to understand re-engineering and how it affects work flow.
• Advanced planning for human resources is an important part of managing the transition, particularly in the case of changes involving relocations.
• On-site staff need to be well trained before a new technology or system is implemented. Also, the user positions need to be well staffed and well supported.
• It is important to have realistic estimates of initial staff requirements. When in doubt, it is better to have a large initial staff that can ensure good service at the start, than to encounter service problems and a lack of trained staff.

• The ISTC in College Park, Maryland, offers a useful model to support the development and use of best practices in a devolution setting. The Centre was established by the Department of Labour, and represents an innovative partnership of federal, state and private sector participants. Each of the principal partners bring important expertise to the project:
• the state of Maryland contributes state experience in UI initiatives;
• the Mitre Corporation contributes program management and system engineering;
• the Lockheed Martin Corporation contributes information systems methodology and laboratories; and,
• the University of Maryland contributes training and the worldwide web.

• Many of the projects underway at the Centre will provide useful information regarding actual and potential use of new technologies and automation, including the areas of initial claims taking, UI appeals automation, expert systems, hire reports and electronic data interchange technology.
• To fully develop its potential, the engineering and operational expertise of ITSC is being supplemented by evaluative expertise (Mathematica Inc.).