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Large portions of recent Army budgets have been allocated for Base Realignment and Closure (BRAC), including more than two billion dollars from 1989 to 1995. These allocations have been made in anticipation of savings in annual operating costs, including an estimated $480 million per year for the BRAC 1995 recommendations alone. These overall savings are critical to a future smaller, modernized, more efficient Army. BRAC economics and decision making are a very complex process, encompassing financial, military, and political considerations. This thesis provides an analysis of how the Army's 1995 determination of military value was performed, and how it contributed to the BRAC process. For historical reference, it also provides a detailed description of the 1995 process, and how that process differed from some of the previous rounds. The analysis provides a critical review with recommendations that will improve the process for future Army BRAC decisions.
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