By William Hix
The military has been doing its half to assist downsize the safeguard institution, last 23 significant installations within the 4 rounds of base closures and realignments, remaining many extra minor intallations, and realigning others. Many think that extra deploy skill continues to be, so extra rounds are certain to come. The Army's procedure for choosing installations has obtained the main compliment between these of the army departments, however it could be more suitable.
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Additional info for Taking Stock of the Army's Base Realignment and Closure Selection Process
Sample text
Provide a home for the institutional component of the Army’s training system) How the Army Has Approched Recent BRACS 35 2. an explication of the operational requirements for such installations, described in more detail below 3. , retain a separate school for each branch) 4. , retain the unique facilities at Ft. Bragg). More needs to be said about part 2, operational requirements. As described in the Army’s report of its 1995 process (TABS, Vol. 9. While TABS asserts that these 13 requirements were translated directly from the strategic requirements of the then-current Bottom-Up Review (Aspin, 1993), a reading of the Bottom-Up Review leads to the conclusion that the Army drew inferences from that document that are not entirely straightforward.
The methodology fails, however, to demonstrate all the functions an installation might perform and, therefore, how many small, singlefunction installations might eventually be closed by consolidating functions at larger installations. ARMY STATIONING STRATEGY, MILITARY VALUE ASSESSMENT, AND RECOMMENDATIONS The preceding section dealt with the installation assessment, a ranking of the capabilities of current installations, by category of installation, using objective, quantitative measures. That step may be thought of as providing (however imperfectly) the supply side of the analysis: the assets that each installation offers.
The assignment of weights to attributes is a highly subjective aspect of this process. Weights are developed and decided through a collaborative staff process, the results of which are only partially justified in TABS. For example, the report fails to resolve the logical inconsistency that results from varying the weights of individual criteria by category of installation while holding the weights of the aggregated classes of criteria constant. For example, the process allocates 45 percent of the weight for all installations, regardless of installation category, to the Mission Requirements and Operational Readiness class.