Plans, Analysis and Integration Office


Provide professional strategic and management services which facilitate mission readiness and promote well-being for all supported elements.


PAIO is responsible for gathering and analyzing data, tracking the implementation of higher headquarters' policies and programs, and overseeing the integration of long range plans.


Army Performance Improvement Criteria (APIC):

APIC is the framework we use to deploy an organizational assessment. Strategic planning is a key aspect in that self-assessment process. Conducting an APIC self-assessment is required for all installations that compete for the ACOE award. The seven APIC categories are: Leadership; Strategic Planning; Customer Focus; Measurement, Analysis and Knowledge Management; Human Resource Focus, Process Management and Results.

Army Stationing & Installation Plan (ASIP):

ASIP is the single source for installation planning and provides a population baseline that provides a consistent look at forces to be supported and visibility of potential planning issues. ASIP data is a basis for Military Construction (MILCON), Installation Status Report (ISR) data collection, Base Operations (BASOPS) Service requirements, and is used by the Army Staff as the database of record for installation demographics.

Common Levels of Support (CLS):

CLS is the Army’s coordinated strategy for transforming installation services management by focusing on service delivery costs and performance. CLS will bring a corporate management discipline to installation management, an Army goal with the centralization of installation management in October 2002 under the Installation Management Command.

Enterprise Performance Management (EPM):

EPM is an automated tool designed to deliver accurate, multi-faceted views of various functions within the garrison. The EPM Strategy determines mission-aligned measures that allow you to make informed decisions to maximize resources and capitalize operational efficiencies. The EPM Process clearly defines the collection, reporting and analysis of data to provide a consistent and standard foundation for improved decision making. The EPM Tool automates the collection of performance information that provides summary views tailored to your perspective for effective monitoring of performance results.

Executive Quality Council (EQC):

The Executive Quality Council provides executive oversight and recommends guidance relative to the deployment of lean six sigma to the BI-LSS deployment director and champion. The EQC will prioritize, select, and approve projects based on their level of alignment with enterprise goals and objectives, local impact, timing and resource availability.

Installation Status Report (ISR):

Developed by the Army in 1994, ISR is a way to assess installation level conditions and performance against Army-wide standards. ISR is comprised of three main components: Services, to include Service Based Costing (SBC), Infrastructure, and Natural Infrastructure.

Interactive Customer Evaluation (ICE):

ICE is an online program that allows customers to submit comment cards via the web for services they receive. Customers are able to request feedback for the comments they make or they can choose to remain anonymous. It allows garrison directorates the opportunity to gage how their services are perceived by customers.

Organizational Self Assessment (OSA):

A tool that provides corporate surveillance of operations – identifying both strengths and opportunities for improvement; and, identifies potential preferred practices.  Its an industry standard tool that embeds the expectation for continuous improvement  - a theme of IMCOM’s Corporate Management Process – within the organization as a whole.  The OSA Tool is designed to simulate an ACOE Site visit.

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Army Communities of Excellence (ACOE):

The Army Communities of Excellence (ACOE) Program recognizes excellence in installation management. The program, sponsored by the Chief of Staff of the Army and overseen by the Installation Management Command (IMCOM), encourages and rewards installations that optimize their environments and demonstrate a commitment to facility as well as service excellence. With the concept of continuous improvement as a guide to achieving customer service and satisfaction, the Army Communities of Excellence program encourages and acknowledges installationsí commitment to excellence.

Army Suggestion Program (ASP):

The Army Suggestion Program is used to capture and implement good ideas of Army Soldiers and Civilians. It allows employees to document ideas and be recognized for those ideas that make a difference through increased efficiency and productivity of the Army. Implemented ideas can result in dollar savings, streamlined processes, higher quality products, faster cycle times or process improvements that save organizations time and/or money.

Competitive Sourcing (CS):

Competitive Sourcing is the act of conducting public-private competitions that entails comparing the performance of a government organization with a private sector organization using quality, cost, and/or other criteria. It encourages the private sector to focus on continuous improvement and removing roadblocks to better performance and greater efficiency. The objective is to focus on the most effective and efficient way of accomplishing an organization’s mission, regardless of whether it is done by civil servants or contractors.

Environmental Management System (EMS):

EMS is the part of the organization’s overall management system that integrates environmental concerns and issues in the organization’s management processes. EMS helps organizations avoid environmental problems by increasing awareness and developing sustainable activities and processes.

Installation Planning Board (IPB):

The IPB serves as the platform for identifying and providing a common operating picture of installation capabilities and tenant requirements. Implementing a standard IPB approach across installations institutionalizes a mechanism for enhanced communication and decision making at the installation, as well as providing a template for prioritizing local requirements, gauging impact on readiness, and highlighting issues for elevation to Army senior leaders.  IPB results will be used to establish initiatives for the installation’s strategic plan.  The IPB exists to disseminate information and show integration of garrison functions, particularly as they relate to the senior commander and other installation tenants.  The IPB is not a decision making body, but receiving tenant feedback and concerns are vital functions.  The IPB is a forum where results and concerns are discussed and integrated.

Lean Six Sigma (LSS):

LSS is a business improvement methodology that maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. Both Lean and Six Sigma have roots in manufacturing. Lean focuses on the speed of a process, or how long it takes to accomplish it, whereas Six Sigma focuses on the quality. When coupled together as Lean Six Sigma, it is a more balanced and efficient approach of improving service quality.

Strategic Planning (SP):

Determines where an organization is going over the next 5/10/25 years or more and how it is going to get there.

PAIO Director

Garrison Commander Colonel Darcy A. Brewer

Mr. Steve Young

PAIO is comprised of two branches:

Planning & Integration Branch

Management Analysis Branch