• Military Menu                       

• Introduction
• Systems
• Facilities
• Agencies
• Industry
• Operations
• Countries
• Hot Documents
• News
• Reports
• Policy
• Budget
• Congress
• Links

• WMD
• Intelligence
• Homeland Security
• Space

United States Plan for Sustaining the Afghanistan National Security Forces

June 2008
Report to Congress iIn accordance with the
2008 National Defense Authorization Act
(Section 1231, Public Law 110-181)

---

Section 2: Afghan National Army

2.1 Programmed ANA End State

By the end of 2008, the GIRoA plans to field a total of 70,000 ANA personnel. An additional 10,000 personnel are expected to be fielded by the end of 2009. Continued training, mentoring, and development will be required beyond this timeframe. As stated above, the long-term ANA posture may include a more robust ANAAC capability and a larger army. The current program calls for a light infantry force of 15 brigades, including artillery, armor, commando, combat support, combat service support, an air corps, and the requisite intermediate commands and sustaining institutions.

2.2 Training Efforts

The soldier training process begins with quality, needs-based recruiting. New recruits receive initial entry training (IET) at the Basic Warrior Training Course (BWT), conducted by Afghan trainers with international supervision. ANA basics are taught to an objective standard uniformly applied throughout the force. The BWT provides the basics, but the individual soldier’s foundation is strengthened through branch-specific Advanced Combat Training. Although the necessity of fielding the force resulted in an initial focus on infantry and other combat-specific branches, training for the support specialties has also developed.

Immediately following a new unit’s fielding and arrival at its Corps and brigade area, it undergoes a 60-day period of individual and collective training before being put into the rotation for combat operations. Combat and security operations continue to round out ANA development. Each ANA combat unit is accompanied by either a U.S. Embedded Training Team (ETT) or a NATO-ISAF Operational Mentoring and Liaison Team (OMLT). OMLTs and ETTS perform the same function: providing ANA units with comprehensive mentoring across the full spectrum of operations. Specifically, the teams provide the ANA unit leadership with advisory support on all unit functions as well as direct access to U.S. and NATO-ISAF resources and enablers that enhance the operational effectiveness of the Afghan units. They coach unit staffs and commanders and assist them in development of their training programs, logistics and administrative systems, and planning and employment in operations. ETTs and OMLTs facilitate the assessment of ANA units, helping the ANA identify strengths, shortfalls, and opportunities for improvement. They also serve as role models and liaisons between ANA and international forces.

As more ANA units improve their capabilities and achieve operational independence it becomes increasingly important to track and record their progress. CSTC-A and the GIRoA have recently deployed Validation Training Teams (VTTs) consisting of U.S. and Afghan personnel to each of the ANA Corps to begin the validation process with the Corps’ most capable units. VTTs assist ETTs and OMLTs in establishing collective training strategies and evaluation standards to assess unit operational capability. These teams have begun to validate the most capable units. March 2008 saw the 203rd Corps Headquarters and the 3rd Kandak, 2nd Brigade, 203rd Corps become the first ANA units validated as CM1.

In many instances, ANA combat units are assigned an ISAF partner unit during combat operations. In general, those ANA units with U.S. or NATO-ISAF partner units have shown a marked increase in their capability to provide security in their areas. However, it should be noted that some Afghan commanders have shown great initiative and improvement without the benefit of an international partner.

CSTC-A and the MoD have enacted a cyclical readiness system to manage individual soldier and unit readiness. This cycle is designed around a four-month rotation that allows units to manage missions, training, schools, and leave. The system recognizes past experience, poor banking infrastructure, and issues with overall unit manning levels and readiness. This program has helped to reduce the absent without leave (AWOL) rate to a manageable 10 percent.

2.3 Equipment

The three infantry companies in each kandak, or battalion, are equipped with former Warsaw Pact rifles, light and heavy machine guns, and rocket propelled grenade launchers. The weapons company in each kandak provides anti-armor capability with SPG-9 recoilless rifles and indirect fire with 82mm mortars. Plans are in place to effect a transition to NATO standard weapons. CSTC-A is currently converting the ANA from the AK-47 to the M16 (or the Canadian version, the C7). Later in 2008, the ANA will begin converting to U.S. model light and medium machine guns and 81mm mortars.

Each brigade has an artillery battery consisting of eight former Warsaw Pact D-30 howitzers. Currently, 82 of the 132 required are functional. CSTC-A has contracted to have the howitzers assessed for complete refurbishment and conversion to facilitate NATO standard interoperability.

One ANA brigade is designed to include a mechanized kandak and an armor kandak, but they are currently equipped with BMPs (amphibious infantry fighting vehicles) and T-62 main battle tanks in various states of functionality. Procurement and donation options are currently being studied to upgrade this capability.

The ANA’s primary vehicle is the light tactical vehicle (LTV), a Ford Ranger truck. CSTC-A has procured more than 4,100 up-armored high mobility multipurpose wheeled vehicles (HMMWVs) (M1151/M1152) which will be fielded beginning in the summer of 2008. These HMMWVs will displace many of the LTVs, particularly in the combat battalions, to provide a protected mobility capability.

The ANAAC currently consists of the following aircraft: seven medium cargo airplanes (five AN-32s and two AN-26s) and 17 helicopters (13 MI-17s and 4 MI-35s). The ANAAC will eventually include reconnaissance and light attack air-to-ground fixed wing aircraft. By December 2008, the inventory will include an additional 11 MI-17s, 6 MI-35s, and two AN-32s. Four, of a total of 20, C-27s are will be delivered in 2009.

Strategic command and control is accomplished through an ANA-controlled telecommunications network that connects the NMCC and Corps headquarters. The ANA communication network provides voice, video, and data communications capabilities. An offline commercial encryption capability provides secure data messaging. Secure voice capability will be provided by commercial TalkSECURE Digital Wireline terminals and wireless phones. U.S.-made Datron high frequency (HF) base station, vehicle-mounted, and man pack radios, with commercial encryption capacity, provide tactical and backup strategic command and control and extends HF communications to mobile forces. Thuraya satellite phones have been fielded to key ANA leadership to provide a tertiary means of strategic command and control. Tactical phones and field switches provide battlefield communication capability. Additionally, commercial cell phones provide backup tactical command and control in urban areas with cell phone coverage.

2.4 Readiness and Assessment Tools

The MoD readiness reporting system is maturing and provides a metrics-based analytical and decision-support tool to improve readiness. The ANA system, similar to the U.S. Army’s Unit Status Report, is well-established and providing accurate, timely, and useful information that enables the ANA to manage the force more effectively. The system assesses ANA units using CM ratings on a monthly basis. Contractors developed the ANA readiness reporting system regulations and are currently in the process of updating them. Future improvements to the system will enable analysis of ANA mission essential personnel and equipment unique to different types of units (e.g. pacing items).

In order to brief unit status on manpower, equipment, munitions, and other operational readiness subjects, the ANA Combat Power Assessment briefing was redesigned to allow ANA leadership a more powerful reporting tool. This briefing is an increasingly Afghan- owned and run briefing chaired by the ANA G3 and other key staff. To enable its effective use, training and mentorship was provided to the GS G3 and Corps commanders.

2.5 Building and Sustaining the Officer Corps

The ANA officer corps is working to improve its professionalism. Illiteracy rates remain high in Afghanistan, but members of the officer corps are required to have basic reading and writing abilities. Plans are being made to improve the educational level of the officer corps. Overall, officers are proficient at the tactical level though not yet fully mature in operational and strategic concepts. Nevertheless, the majority of the officers, and most importantly the very senior officers, believe in the concept of a national military and are starting to use the military decision-making process and provide information and decision briefs to their superiors. The chain of command works well when exercised, and there is strict adherence to direction from higher ranks.

Entry-level officer training occurs in three forms. Officers with previous experience in the former Afghan Army attend an eight-week Officer Training Course which provides professional ethics training. New officers attend the six-month Officer Candidate School or the four-year National Military Academy of Afghanistan.

Training provided by or coordinated with CSTC-A is conducted with the intent of building a self-sufficient, strong, and fully capable ANA. The keystone of the ANA end-to-end career and training program is the formation and incorporation of branch service schools and combined career progression courses. Advanced training conducted on both branch specific and general military and leadership subjects ensures that the professional non-commissioned officers (NCOs) and officers continue their professional development. A planned career path that includes professional, advanced schooling also allows for reinforcement of the values and goals of the GIRoA and develops an appreciation for and support of the national agenda. Although initially based on the U.S. Army branch and higher military education system, the ANA career schools must reflect Afghan organization and operation to ensure internalization and independence. In the interim, this training is provided through MTTs and on-the-job training provided by either ETTs or OMLTs.

2.6 Merit-Based Rank, Promotions, and Salary Reform

There is currently an increasingly effective soldier and NCO promotion process in place. The regulation and process refinement for senior NCO and officer promotion has been held in abeyance pending passage of the Military Service Law. However, in February 2008 a policy referred to as “Pay by Rank” was decreed and implemented. The policy ensured that officers are paid according to their post-reform rank. The implementation of this policy will work toward ensuring salaries are based on merit and appropriate rank is worn.

2.7 Mechanisms for Incorporating Lessons Learned and Best Practices

The process for capturing ANA lessons learned has been resident at the ANA Training and Education Command. Both international and Afghan members of VTTs have the responsibility to capture lessons learned and appropriately process the information so that it eventually arrives in the ANA Training and Education Command Doctrine Cell. Once it has reached the Doctrine Cell it is incorporated into the relevant ANA guidance.

The build-up of additional mentors at the NMCC and NPCC and other staff agencies will result in more opportunities to mentor Afghans on proper operational and administrative functions. To date, minimal mentor manning has resulted in missed learning opportunities, as there was insufficient coverage to identify all areas in need of correction and/or mentoring.

2.8 Oversight Mechanisms

2.8.1 Personnel

2.8.1.1 Recruiting and Retention

2007 surpassed the previous four years in ANA recruitment of soldiers. The ANA has recruited 32,135 soldiers in the year leading up to March 20, 2008. Annual recruitment numbers for the past four years, beginning with the most recent, are: 21,287; 11,845; 15,790; and 9,671.

The year-to-date re-enlistment average in the fielded ANA is 50 percent for soldiers and 56 percent for NCOs. Factors that preclude higher re-enlistment rates include the desire for larger salaries, better leadership, and to be stationed closer to family.

In the February 2008, the ANA had an 8.4 percent absentee rate. This rate is down from the 12 percent rate experience at the height of summer 2007. The three Corps most consistently in contact with insurgents and anti-government elements had the highest AWOL rates, but on average they experienced an average rate of less than 10 percent in 2007 and the beginning of 2008. This decrease in AWOL rates has contributed directly to an increase of 20,000 in ANA end strength since January 2007. This increase in end strength coupled with a deliberate effort to fully man combat units fully and overfill entry level soldier authorizations should further mitigate this issue. During the past year, AWOL rates in ANA combat forces have decreased three percent. With increasing emphasis on pay and incentives, better facilities and training, better leadership in the ANA, and more robustly manned units, we anticipate AWOL rates will continue to decrease through 2008.

2.8.1.2 Accountability

To improve personnel management, the ANA is currently implementing the Personnel Accounting and Strength Reporting (PASR) system at all levels of command. The objective is for all units to provide accurate information in a standardized format. The supporting policy and regulation have been distributed throughout the ANA, and training on the various processes is taking place by MTTs in the Corps’ respective areas. Once training is complete, a decree will be issued directing all units to use the new PASR system.

The military justice system serves as a model for the civilian law enforcement and judicial system. CSTC-A’s ANA mentors have focused upon manning, equipping, and training the military attorneys and judges throughout the ANA. Each Corps has a staff judge advocate office comprised of prosecutors, one or more defense attorneys, and military judges. There is also a Court of Military Appeals staffed with five military judges. There is currently one U.S. or NATO-ISAF force judge advocate at each Corps mentoring the Corps staff judge advocates. The ANA military justice system is operating effectively and hundreds of ANA soldiers have been court-martialed for misconduct.

CSTC-A also oversees the creation of justice centers at each of the five ANA Corps. The justice centers will serve as courthouses, office space for ANA attorneys, and short-term detention facilities. Additionally, CSTC-A mentors have been involved in the drafting, reviewing, and staffing of three cornerstone military justice laws: (1) the Military Courts Law, Military Crimes Code and Military Criminal Procedure Code (currently in force by Presidential decree); (2) the Prosecutor and Criminal Investigative Department Law (final draft recently forwarded to Minister of Defense); and (3) the Military Disciplinary Punishment Regulation (final draft recently forwarded to Minister of Defense). The passing and promulgating of these laws will enhance the ANA’s ability to enforce good order and discipline and ensure fairness in the military justice process.

The MoD Inspector General (IG) system is very well established. It is currently rated as capable with international support (CM2) with the expectation that it will be capable of independent operations (CM1) by the end of 2008 or early 2009. IG offices are at the MoD, GS, Corps, and brigade levels and more than 98 percent of assigned IG personnel are school-trained.

In addition, the MoD IG, the ANA GS IG, and the MoI Internal Affairs (IA) all have functional hotlines. Any soldier, policeman, or civilian can call these hotlines to report misconduct or request assistance.

2.8.2 Tracking of Equipment

There are two systems used to maintain oversight of ANA equipment, the Core Information Management System (Core-IMS), and the National Asset Visibility (NAV) System. Core-IMS is a commercial warehouse management system that has been used at the primary ANA national logistics depots since 2006. Core-IMS complies with ANA supply decree processes and is used to track and document equipment receipt, inventory, and issues resulting from ANA national-level depot operations. The NAV system has been used since 2001 and is a mechanism to track by-unit issue transactions for munitions, vehicles, and communications items. NAV entries are made using Core-IMS issue data from ANA national level depot operations and updated when battle damage documentation is received. Continued training and development of the systems are required to address current challenges with asset visibility and reporting.