Can We Do ANYTHING Right?
You heard WorstPresidentEver over and over again: our success in Eye-Rack is contingent upon the success of our training of the security forces. Well, according to today's report in the Washington Post, that plan is coming along like, well, a dripping shit house:
The U.S. military's effort to train Iraqi forces has been rife with problems, from officers being sent in with poor preparation to a lack of basic necessities such as interpreters and office materials, according to internal Army documents.The shortcomings have plagued a program that is central to the U.S. strategy in Iraq and is growing in importance. A Pentagon effort to rethink policies in Iraq is likely to suggest placing less emphasis on combat and more on training and advising, sources say.
In dozens of official interviews compiled by the Army for its oral history archives, officers who had been involved in training and advising Iraqis bluntly criticized almost every aspect of the effort. Some officers thought that team members were often selected poorly. Others fretted that the soldiers who prepared them had never served in Iraq and lacked understanding of the tasks of training and advising. Many said they felt insufficiently supported by the Army while in Iraq, with intermittent shipments of supplies and interpreters who often did not seem to understand English.
The Iraqi officers interviewed by an Army team also had complaints; the top one was that they were being advised by officers far junior to them who had never seen combat.
Some of the American officers even faulted their own lack of understanding of the task. "If I had to do it again, I know I'd do it completely different," reported Maj. Mike Sullivan, who advised an Iraqi army battalion in 2004. "I went there with the wrong attitude and I thought I understood Iraq and the history because I had seen PowerPoint slides, but I really didn't."
. . .A separate internal review this year by the military's Center for Army Lessons Learned, based on 152 interviews with soldiers involved in the training and advisory program, found that there was "no standardized guideline" for preparing advisers and that such instruction was needed because "a majority of advisors have little to no previous experience or training."
. . .After arriving in Iraq, advisers said, they often were shocked to find that the interpreters assigned to them were of little use. Ciesinski reported that at his base in western Nineveh province, "They couldn't speak English and we would have to fire them."
Nor were there enough interpreters to go around, said Sullivan. "It was a real juggling act" with interpreters, he said, noting that he would run from the headquarters to a company "to borrow an interpreter, run him over to say something, and then send him back."
But he was better off than Maj. Robert Dixon, who reported that during his tour in 2004, "We had no interpreters at the time."
The Center for Army Lessons Learned study, whose contents were first reported by the Wall Street Journal, found one unit that learned after 10 frustrating months that its interpreters were "substandard" and had been translating the advisers' instructions so poorly that their Iraqi pupils had difficulty understanding the concepts being taught.
Trainers and advisers also reported major problems with the Army supply chain. "As an adviser, I got the impression that there was an 'us' and 'them' " divide between the advisers and regular U.S. forces, said Maj. Pete Fedak, an adviser near Fallujah in 2004. "In other words, there was an American camp and then, outside, there was a bermed area for the Iraqis, of which we were part."
Well, when Bush first campaigned, he said we should not be nation builders, and damned if he isn't keeping THAT promise. The problem with the whole mission could be summed up in this nutshell:
"The thing the Army institutionally is still struggling to learn is that the most important thing we do in counterinsurgency is building host-nation institutions," he told the interviewers, "yet all our organizations are designed around the least important line of operations: combat operations."