necessary to employ thousands of workers for periods of time ranging from eight
weeks to six months, at one hundred and fifty sites across the country.
methods, a material logistics network, and an enumeration system.
constraints were identified. Similarly, it was determined what resources, both
manpower and physical, would be needed, and it was decided to computerize the field
planners' specifications. Due to postponement of the census and the final decision
on the date of the Census Day occurring only shortly before the date itself, we
were forced to reorganize the rentals at the last minute. We had to compromise on
the size, nature, and even the location of the sites rented. Ideally, we had aimed to
use public buildings, so as to minimize inconvenience to the public, but in the end we
were even obliged to use a number of private dwellings. In choosing accommodation,
special attention was paid to preparing the building for census needs.
installed, and a complete equipment inventory was supplied, according to a pre-set
standard, in every site. This equipment comprised some six hundred items, from
tables to training aids. Equipment planning had taken into account the category of
items required, the source of supply, the issue of tenders, an extensive
procurement effort, quality control and stock and management control of the
from central warehouse, which compiled an appropriate set of items and transported
it to every site. Equipment, such as furniture and computers, as well as the census
questionnaires, was supplied direct to each site by the manufacturer and/or agent,
referred to the Control Center, set up on the grounds of the Central Bureau of
Statistics in Jerusalem. The Control Center was manned 14 hours per day, from 8:
00 in the morning until 10:00 at night, which were the enumeration offices' hours of
and the three Headquarters units (Planning, Operations, Information Technology).
Problems that could not be solved at census Headquarters level, chiefly
administrative ones, were referred on to the Bureau management. Every solution to
a problem which arose at one field office was communicated by the Center to all
other offices, so as to avoid the need to find ad-hoc solutions locally and to
maintain uniformity and homogeneity of working methods around the country.
It was set up very late in the process, by which time the staffers best qualified to
run it were no longer available. As a result, the brunt of the burden on the Center
was borne by one person, the Director, a fact that significantly reduced the
proper functioning and efficiency of the Control Center.
one and its part in the correct implementation of the fieldwork was considerable.
and field offices in the areas of staff administration, enumeration, payments, and
logistics. For Headquarters, computerization was an instrument of administration,
overview and control of census operations, and a means of ongoing supervision, by
comparing actual performance against planned performance.
management (recruitment, assessment, training, placement, drawing up contracts of
employment, comparing job slots against worker roster, etc.) through to
administration of enumerator and worker payments system (from overviewing of
individual output to payment of wages) to control and monitoring of the work of
enumerators, supervisors and logistics.
three types of sites - census Headquarters, regional offices, and sub-regional
offices -- about 150 sites in all. Since numerous difficulties of equipment
operation were anticipated, the system service provider needed to cope with the
system's special features, which were:
to act as a node of communications between the supplier and users. The duties of
the Help Desk were defined as follows:
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