Reprinted from Truthdig
AP / David Guttenfelder
Success in Afghanistan is measured in Washington by the ability to create an indigenous army that will battle the Taliban, provide security and stability for Afghan civilians and remain loyal to the puppet government of Hamid Karzai. A similar task eluded the Red Army, although the Soviets spent a decade attempting to pacify the country. It eluded the British a century earlier. And the United States, too, will fail.
American military advisers who work with the Afghan National Army, or ANA, speak of poorly trained and unmotivated Afghan soldiers who have little stomach for military discipline and even less for fighting. They describe many ANA units as being filled with brigands who terrorize local populations, exacting payments and engaging in intimidation, rape and theft. They contend that the ANA is riddled with Taliban sympathizers. And when there are combined American and Afghan operations against the Taliban insurgents, ANA soldiers are fickle and unreliable combatants, the U.S. advisers say.
American military commanders in Afghanistan, rather than pump out statistics about enemy body counts, measure progress by the swelling size of the ANA. The bigger the ANA, the better we are supposedly doing. The pressure on trainers to increase the numbers of the ANA means that training and vetting of incoming Afghan recruits is nearly nonexistent.
The process of induction for Afghan soldiers begins at the Kabul Military Training Center. American instructors at the Kabul center routinely complain of shortages of school supplies such as whiteboards, markers and paper. They often have to go to markets and pay for these supplies on their own or do without them. Instructors are pressured to pass all recruits and graduate many who have been absent for a third to half the training time. Most are inducted into the ANA without having mastered rudimentary military skills.
"I served the first half of my tour at the Kabul Military Training Center, where I was part of a small team working closely with the ANA to set up the country's first officer basic course for newly commissioned Afghan lieutenants," a U.S. Army first lieutenant who was deployed last year and who asked not to be identified by name told me. "During the second half of my tour, I left Kabul's military schoolhouse and was reassigned to an embedded tactical training team, or ETT team, to help stand up a new Afghan logistics battalion in Herat."
"Afghan soldiers leave the KMTC grossly unqualified," this lieutenant, who remains on active duty, said. "American mentors do what they can to try and fix these problems, but their efforts are blocked by pressure from higher, both in Afghan and American chains of command, to pump out as many soldiers as fast as possible."
Afghan soldiers are sent from the Kabul Military Training Center directly to active-duty ANA units. The units always have American trainers, know as a "mentoring team," attached to them. The rapid increase in ANA soldiers has outstripped the ability of the American military to provide trained mentoring teams. The teams, normally comprised of members of the Army Special Forces, are now formed by plucking American soldiers, more or less at random, from units all over Afghanistan.
"This is how my entire team was selected during the middle of my tour: a random group of people from all over Kabul—Air Force, Navy, Army, active-duty and National Guard—pulled from their previous assignments, thrown together and expected to do a job that none of us were trained in any meaningful way to do," the officer said. "We are expected, by virtue of time-in-grade and membership in the U.S. military, to be able to train a foreign force in military operations, an extremely irresponsible policy that is ethnocentric at its core and which assumes some sort of natural superiority in which an untrained American soldier has everything to teach the Afghans, but nothing to learn."
"You're lucky enough if you had any mentorship training at all, something the Army provides in a limited capacity at pre-mobilization training at Fort Riley, but having none is the norm," he said. "Soldiers who receive their pre-mobilization training at Fort Bragg learn absolutely nothing about mentoring foreign forces aside from being given a booklet on the subject, and yet soldiers who go through Bragg before being shipped to Afghanistan are just as likely to be assigned to mentoring teams as anyone else."
The differences between the Afghan military structure and the American military structure are substantial. The ANA handles logistics differently. Its rank structure is not the same. Its administration uses different military terms. It rarely works with the aid of computers or basic technology. The cultural divide leaves most trainers, who do not speak Dari, struggling to figure out how things work in the ANA.
"The majority of my time spent as a mentor involved trying to understand what the Afghans were doing and how they were expected to do it, and only then could I even begin to advise anyone on the problems they were facing," this officer said. "In other words, American military advisers aren't immediately helpful to Afghans. There is a major learning curve involved that is sometimes never overcome. Some advisers play a pivotal role, but many have little or no effect as mentors."
The real purpose of American advisers assigned to ANA units, however, is not ultimately to train Afghans but to function as a liaison between Afghan units and American firepower and logistics. The ANA is unable to integrate ground units with artillery and air support. It has no functioning supply system. It depends on the American military to do basic tasks. The United States even pays the bulk of ANA salaries.
"In the unit I was helping to mentor, orders for mission-essential equipment such as five-ton trucks went unfilled for months, and winter clothes came late due to national shortages," the officer told me. "Many soldiers in the unit had to make do for the first few weeks of Afghanistan's winter without jackets or other cold-weather items."