BRAC 2005 Implementation Decision Support Tools

2006

Decision Analysis, 2006

In 2001, Congress enacted legislation that required a 2005 Base Realignment and Closure (BRAC) round to realign military units, remove excess facility capacity, and support defense transformation. The United States Army used multiple-objective decision analysis to determine the military value of installations and an installation portfolio model to develop the starting point to identify potential unit realignments and base closures, providing the basis for all recommendations. Ninety-five percent of the army’s recommendations were accepted by the BRAC 2005 Commission. The army expects these recommendations to create recurring savings of $1.5 billion annually after completion of BRAC implementation. This paper offers four contributions to decision analysis literature: an instructive application of multiple-objective decision analysis methods to portfolio selection, a useful method for constructing scales for interdependent attributes, a new method for assessing weights that explicitly...

The Congress established the 2005 Defense Base Closure and Realignment Commission (BRAC) to ensure the integrity of the base closure and realignment process. As directed by law, the Commission will provide an objective, non-partisan, and independent review and analysis of the list of military installation recommendations issued by the Department of Defense (DoD) on May 13, 2005. The recommendations provided by DoD are extremely complex and interrelated and will require in-depth analysis and careful attention to detail. The Commission will follow a fair, open, and equitable process, as set forth by statute. The Commission's mission is to assess whether the DoD recommendations substantially deviated from the Congressional criteria used to evaluate each military base. While giving priority to the criteria of military value, the Commission will also take into account the human impact of the base closures and will consider the possible economic, environmental, and other effects on the surrounding communities. Volume 1 contains the Executive Summary and Chapters 1-4

International Transactions in Operational Research, 2005

Interfaces, 2007

Senior leaders responsible for managing US Army installations asked the United States Military Academy to analyze the regional organization of the US Army’s Installation Management Agency (IMA) and recommend alternatives. They wanted an analysis of IMA’s use of four geographical regions to manage installations in the continental United States. We interviewed stakeholders to identify the functions of the IMA regional organization. We used decision analysis to define the potential value added of various regional alternatives by measuring how well each alternative would perform the functions. The measures captured the effectiveness and efficiency of the regional organization for each function. We then developed and evaluated several regional alternatives (one region, two regions, three regions, four regions, five regions, and eight regions). Using decision analysis, we showed that four was a reasonable number of regions to manage installations effectively. We demonstrated that decreasi...

… An International Journal, 2009

Command and Control Research Program, 2004

: The terrorist attacks that occurred on September 11, 2001 caught the nation off guard and made it apparent that existing homeland security capabilities were inadequate. There also was a realization that federal, state, and local government agencies require an installation security system that serves as an interagency communication and decision support tool. This tool would present one Common Operational Picture (COP), and provide common situational awareness in real time. Such a system must enhance the government's ability to effectively combat terrorism and respond to large-scale emergencies and disasters in a coordinated fashion. Installation security is both a force protection and public safety assurance measure that must detect and identify threats, deter attacks, secure key facilities, and protect personnel to ensure national security and mission readiness. There are currently a number of endeavors being undertaken in parallel efforts to field such a system. None of these...

2013

: As part of its plan to reduce its active duty force by 80,000 personnel by 2017, the Army will be inactivating 10 BCTs currently stationed in the United States and reorganizing the remaining BCTs. The Army conducted analyses of different stationing options, which included the use of its military value analysis model to compare installations based on their ability to support BCTs. GAO was asked to review the decision making process the Army used for its BCT stationing decisions, including its military value analysis model. This report does the following: (1) describes the analyses the Army conducted to make its BCT decisions, and (2) evaluates the extent to which the Army has established guidance and processes related to the use of the military value analysis model as a part of its stationing decisions. GAO reviewed the Army's stationing guidance, current and previous versions of the military value analysis model, documents on the BCT decisions, and spoke with cognizant officia...

1986