Previously one of the four main workstreams of DACP, PACE was designed to enable DE&S to implement changes in a way that was coherent and properly aligned with activities in other parts of the MoD. It also ensured that that centrally led projects were rolled-out across the organisation in a coordinated way.
PACE was launched in March 2008 and has three core projects that are due to end by Q1 2012:
• Capability delivery - drawing together related projects into coordinated programmes (strongly linked to TLCM and Programme Board agenda).
• Flexible resourcing - a more agile way of working than previously at DE&S where tasks are assigned to people based on priority, making more effective use of the existing skills in the business. In practice, more fluid staffing across business areas is intended.
• Collocation - consolidation of over half the total DE&S staff at Abbey Wood and Corsham. Major staff / post movements are envisaged from Andover, Whyton, Ensleigh, and Foxhill.
PACE is anticipated to deliver significant efficiency savings. A major part of these savings will be due to absolute reductions in staff numbers: 7000 posts will be eliminated by 2012, of the 27,000 in March 2008. And that is on top of the 15% reduction already delivered by flexible resourcing between April 2007 and September 2008. Considerable savings will also be derived from the elimination of overheads due to collocation.
Another component of PACE, more pertinent to the present study, is the initiative to upskill the workforce. This initiative lead to the appointment of Skills Directors, who have been tasked with implementing skills plans and improving skills capabilities across a number of key acquisition disciplines. Following the introduction of PACE, levels of achievement against key training targets have improved markedly.
The process of attempting to upskill the DE&S workforce through the PACE initiative is ongoing, and it is recognised that the process will take some time to complete. The PACE programme also acknowledges that performance improvements cannot be delivered simply by improving staff skills; systems and incentives also need to be in place to allow staff to utilise new skills within their working practices.