1.) For the decennial census,  having a diverse workforce is particularly important. Recruiting for Temporary Decennial Workforce

The success of the 2010 Census depends, in part, upon the Bureau’s ability  to recruit, hire, and train a very large temporary workforce that works for  a very short period. Moreover, the advertisements were in a variety of  languages to attract different ethnic groups, and were also targeted to  different races, senior citizens, retirees, and people seeking part-time  employment. In Census  2000, the Bureau first used a paid advertising campaign to create and  produce an advertising campaign to inform and motivate the public to  complete and return the census form by using a variety of media to stress  the message that participating in the census benefits one’s community. The Bureau also included in the  solicitation a requirement that the contractor have expertise and  experience in marketing to historically undercounted populations, such as  African Americans, Asians, Hispanics, American Indian and Alaska  Natives, Native Hawaiians, and Pacific Islanders. The Bureau expects to  award this communication campaign contract in September 2007. For the 2010 Census, the Bureau will continue a program first  implemented for Census 2000 in which it partners with local, state, and  tribal governments. In awarding and  administering its contracts related to the 2010 Census, the Bureau will  need to be mindful of its obligations to promote contracting opportunities  for various categories of contractors, such as small businesses, women- owned businesses, small disadvantaged businesses, and others. For example, the solicitation for the advertising  and outreach campaign requires that the contractor establish and adhere  to a subcontracting plan that provides maximum practicable opportunity  for small business participation in performing the contract. Our review of data pertaining to the racial, ethnic, and gender composition  of the Bureau’s upper-level management as well as the grades of those  most likely to rise to that level of management shows that, the Bureau’s  leadership ranks are generally as diverse as the federal government as a  whole. As in 2000, for  2010 the Bureau intends to use an integrated communications strategy,  including advertising, that is carried out by contractors and  subcontractors that have the expertise and experiences in marketing to  historically undercounted populations. It will be important for the Bureau  to build on its efforts to ensure an accurate and cost-effective census by  maximizing the potential offered by a diverse workforce and by ensuring  that its contractors perform as promised. Human Capital: Diversity in the Federal SES and the Senior Levels of  the U.S.
Why GAO Did This Study

For the 2010 Census, the U.S. Census Bureau (Bureau) faces the daunting challenge of cost-effectively counting a population that is growing steadily larger, more diverse, increasingly difficult to find, and more reluctant to participate in the decennial census. Managing its human capital, maintaining community partnerships, and developing advertising strategies to increase response rates for the decennial census are several ways that the Bureau can complete the 2010 Census accurately and within budget. This testimony, based primarily on past GAO work, provides information on (1) diversity in the Bureau's workforce, (2) plans for partnering with others in an effort to build public awareness of the census; and (3) certain requirements for ensuring contracting opportunities for small businesses.

What GAO Found

Diversity in senior leadership is important for effective government operations. GAO found that the racial, ethnic, and gender makeup of the Bureau's senior management and staff in grades most likely to rise to senior management is generally in line with that of the federal government as a whole. The success of the 2010 Census depends, in part, upon the Bureau's ability to recruit, hire, and train a temporary workforce reaching almost 600,000. In 2000, the Bureau used an aggressive recruitment strategy, including advertising in various languages to attract different ethnic groups and races, as well as senior citizens, retirees, and others seeking part-time employment. The Bureau intends to use a similar recruitment strategy for the 2010 Census. For 2010, the Bureau also intends to involve community and other groups to encourage participation in the census, particularly among certain populations, such as persons with limited English proficiency and minorities. Further, the Bureau plans to hire a contractor to develop an advertising campaign to reach undercounted populations. In its contract solicitation, the Bureau has included a requirement that the contractor establish goals for subcontracting with, amongst other groups, women-owned and small disadvantaged businesses, and a requirement that the contractor have experience in marketing to historically undercounted populations such as African Americans, Asians, Hispanics, American Indian and Alaska Natives, Native Hawaiians, and Pacific Islanders. This contract is expected to be awarded in September 2007. For the Bureau to leverage the benefit of its diversity and outreach efforts, it will be important for it to follow through on its intentions to recruit a diverse workforce, and utilize the experience of a diverse pool of partners, including community groups, state and local governments, and the private sector.