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Plans, Analysis and Integration Office

The Plans, Analysis and Integration Office (PAIO) 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 commander's focal point for strategy and management planning.

PAIO is located in Building 107, 2nd Floor, 745 Wright Ave., Wheeler Army Airfield

Work assignments are structured with a primary and secondary program manager. All staff are assigned functional areas to provide the field with personal customer service:

  • Chief: 808-656-0875
  • Management Analysts: 808-656-0880/0881/0884
  • Plans Specialists: 808-656-0877/0889
  • Fax: 808-656-0895
Integrated Management System

USAG-HI uses a Baldrige-based Integrated Management System (IMS) to implement and sustain the Installation Management Command Campaign Plan (IMCP) and to align existing services in support of that plan.

The IMS was developed to incorporate existing business processes into a larger system that builds mutual support for system components. Further, it effectively integrates and aligns our strategic planning approach with our management system to create a cyclic and systematic process of planning and execution. 

The IMS is the composite of several sub-processes, such as workforce development, customer listening and learning, and the review of performance, and is continuous with all of its activities happening every day. The system “starts” with the direction provided to us by the IMCP and the Garrison Lines of Operation (LOO). Six cross-functional teams aligned to the LOOs and comprised of organizational leaders, subject matter experts, partners and suppliers are officially chartered to develop the plans that will translate IMCOM direction into specific objectives and action plans that are responsive to the needs and expectation of USAG-HI’s customers and stakeholders. 

To translate IMCOM guidance, the teams use intelligence gathered through the course of the year that tells us what we are doing well, what we need to improve and what we need to be prepared for to ensure sustainability and success in future years.  This information feeds Phases 1 and 2 of the Strategic Planning Process which identifies organizational strengths, weaknesses, opportunities and threats from which objectives and action plans can be developed. Once objectives are resourced with both the money and the manpower necessary to support them, their execution becomes part of our daily battle rhythm and progress in their achievement is reviewed at least quarterly. 

These business results allow us to understand how we are doing in achieving our strategic objectives (changing the business) and how well we’re doing with customer satisfaction, employee engagement, and routine organizational processes (running the business). They form the common operating picture that tells us whether the system is working.  

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