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Flaws Cited in Effort To Train Iraqi Forces
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."
Lt. Col. Michael Negard, a spokesman for the Multi-National Security Transition Command-Iraq, the headquarters for training, said he has not seen the Lessons Learned report and so does not know whether the training has been improved or standardized since that report was issued.
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."
Replacing basic office materials was one of the toughest problems advisers reported. "Guys would come under fire so they could get computer supplies, paper and things like that," Sullivan said. "It was a surreal experience."
Lt. Col. Paul Yingling, a staff officer with the 3rd Armored Cavalry Regiment in Iraq in 2005 and 2006 who worked with Iraqi units, came away thinking that the Army fundamentally is not geared to the task of helping the advisory effort.
"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."
Advisers found that the capabilities of Iraqi forces "ran the gamut from atrocious to excellent," as it was put by Lt. Col. Kevin Farrell, who commanded an armored unit in east Baghdad last year and this year.
Many worried that the Iraqi units being advised contained insurgents. An Iraqi National Guard battalion "was infiltrated by the enemy," said Maj. Michael Monti, a Marine who was an adviser in the Upper Euphrates Valley in 2004 and 2005.
Some advisers reported being personally targeted by infiltrators. "We had insurgents that we detected and arrested in the battalion that were planning an operation against me and my team," Allen said.
But Iraqi officers may have had even more to fear, because their families were also vulnerable. "I went through seven battalion commanders in eight weeks," Allen noted. Dixon reported that in Samarra both his battalion commander and intelligence officer deserted just before a major operation.
Iraqis also had some complaints about their U.S. advisers, most notably that junior U.S. officers who had never seen combat were counseling senior Iraqi officers who had fought in several wars. "Numerous teams have lieutenants . . . to fill the role of advisor to an Iraqi colonel counterpart," the Lessons Learned report stated.
Farrell, the officer in east Baghdad, said some advisers were literally "phoning in" their work. Some would not leave the forward operating base "more than one or two days out of the week -- instead they would just call the Iraqis on cellphones," he said.
Dixon was grim about the experience. "Would I want to go back and do it again?" he asked. His unambiguous answer: "No."
Yingling came to a broader conclusion. He recommended an entirely different orientation in Iraq, both for trainers and for regular U.S. units. "Don't train on finding the enemy," he said. "Train on finding your friends, and they will help you find your enemy. . . . Once you find your friends, finding the enemy is easy."
Staff researcher Julie Tate contributed to this report.