Computer/Electronics Accommodations Program
Defense Personal Property System (DPS)
Patriot Express Shuttle Bus schedule
Sexual Assault and Domestic Violence Response Hotline
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Plans, Analysis and Integration Office
The Plans, Analysis, and Integration Office provides oversight of assigned programs; conducts analytical reviews; monitors Army baseline standards; captures and enables implementation of best business practices; identifies, tracks, and orchestrates reporting of performance measures; and integrates and optimizes use of technology. This office is the garrison commanders focal point for strategy and management planning for installations.
To accomplish its missions and functions, the PAI Office is managed by a PAI officer and organized into two branches — the Management Analysis Branch and the Planning Integration Branch.
civ (0611) 705‑7004/7404; mil 337-7004/7404
Planning Integration Functions
Provides analysis and advice to the garrison commander, staff and operating officials. Provides independent assessments of program alternatives and priorities. Executes short and long range planning programs and selected business improvement initiatives including:
- Strategic Planning and Analysis
- Integration of Garrison Force Structure Actions
- Garrison Standardization
- (AR 5-10 Actions)
- Transformation
- Installation Planning Board (IPB)
- Strategic Communications
- Long-Range Calendar
- Commanders Workshops and Briefings ISSP
- Special Studies ASIP
- Common Levels of Support DRRSA Service
Management Analysis Functions
Provide analysis and advice to the garrison commander along with program oversight to assigned garrison officials and staff. Oversee and execute performance measurement programs including:
- Army Communities of Excellence (ACOE)
- Installation Status Report Services (ISR-Services)
- Installation Status Report (ISR) Integration
- Installation Readiness Assessment System (IRAS)
- Lean Six Sigma (LSS)
- Quality Improvement Programs
- Baseline Services/Common Levels of Support
- Army Stationing and Installation Plan (ASIP)
- Stationing/Restationing (AR 5-10 Actions)
- Performance Management Review/Review and Analysis
- Army Suggestion Program (ASP)
- Knowledge Management
- Strategic Readiness System (SRS)/Balanced Scorecard
- Interactive Customer Evaluation (ICE)
- WEB Page
Programs
Army Stationing and Installation Plan
The Army Stationing and Installation Plan is the official Army database of populations on Army installations worldwide. It is based on the Structure and Manpower Allocation System (SAMAS) and The Army Authorization Document System (TAADS) as well as other official Army data sources. The ASIP is a baseline for installation planning that provides a consistent look at forces to be supported and provides visibility of potential planning issues.
Service Based Costing
Service Based Costing (SBC). The SBC program is the key to our base operations funding, as it reports dollars and all other output measures for the 95 official BASOPS services.
Strategic Plan
A strategic plan is the result of long-term, future-oriented endeavors to assess, set goals, and make decisions that map a clear path from the present to the vision of the future
Army Performance Improvement Criteria
The Army Performance Improvement Criteria (APIC) is a "greened" version of the Malcolm Baldrige National Quality Award criteria, the standard for measuring world-class performance among United States commercial and government enterprises, the APIC requires installations to address such questions as: Who are your customers? What are their requirements? How do you plan to meet them? How do you manage execution? How do you systematically evaluate and improve? How do you know your customers are satisfied? The APIC has helped the ACOE awards program transition from what some saw in the past as poorly defined installation goals, standards and measures toward a more rigorous assessment of an installations mission effectiveness and efficiency. The Army is clearly on the fast track in using the APIC as a framework for managing its organizational change and improvement efforts. As a result, the Army has consistently made a strong showing in the Presidents Quality Award and other competitions.
Army Performance Excellence Award Program
The Army Performance Excellence Award (APEA) Program is the Secretary of the Armys Program. The program was established in August 2003, as the Army Capstone's award program for organizational performance excellence. The program recognizes organizations for their overall performance and improvement efforts as well as serves as a vehicle for sharing best ideas and techniques across the Army. The program is undergoing operational changes and will be fully implemented in 2006.
Common Levels of Support
Common Levels of Support is a method for ensuring the delivery of high quality Base Operations Support services within the funds available to the Army. Soldiers, civilians and family members deserve consistent, high quality programs and services at every installation. Common Levels of Support will allow the distribution of resources to enable this in a consistent and equitable manner.CLS Benefits:
- Consistency in service delivery across the Army installations worldwide
- Equitable funding distribution to Army garrisons
- Visibility of affordable and nonaffordable support programs
- Predictable environment of Base Operations Service delivery for the Armys Soldiers, civilians and family members
Installation Status Report
The Installation Status Report (ISR) program will assist the Army Leadership in making appropriate and responsible decisions required to sustain or improve the management of installation's facilities (quality and quantity of facilities), environmental programs (Compliance, Conservation, Pollution Prevention, Restoration and Foundation), and services (quality, efficiency and availability of services provided).Balanced Score Card/SRS
What is the Balanced Score Card?
- A framework for communicating strategy in terms of measurements and targets
- A tool for making sure you really are executing your strategy
- A structure to accurately capture cause effect relationships between various objectives
- A single consistent method that everyone can follow for managing performance
The Army is already using over 200 score cards (strategic readiness system)
- Need to execute on IMCOM strategy
- Better communicates strategy
- Ensures IMCOM is a high performance organization
- Things that get measured get done
- The Government's Performance and Results Act (GPRA) requires a strategy
- The President's Management Agenda mandates a focus on results and outcomes
Total Army Quality
Army Regulation 5-1 is the Armys Management Philosophy. This regulation establishes policy, procedures, and responsibility for Total Army Quality Management. This regulation serves as the capstone for the AR 5-series of management regulations. Army leaders and managers will use AR 5-1 to develop sound management practices.
Activity Based Costing/Management (ABC/M)
The Activity Based Costing is a managerial costing approach for the local manager to measure the historical cost of resources consumed and output produced at the activity level in order to meet the specific needs of individual managers. ABC traces historical costs (resources consumed) to activities and then through those activities to products or services provided. ABC allows local managers to develop activities for their cost needs while simultaneously generating service or process costs. The advantage of the detail in ABC for the manager is to give visibility to value added and non-value activities.