The Iraq Study Group Report Part 10

We also rejected the immediate withdrawal of our troops, because we believe that so much is at stake.

We believe that our recommended actions will give the Iraqi Army the support it needs to have a reasonable chance to take responsibility for Iraq's security. Given the ongoing deterioration in the security situation, it is urgent to move as quickly as possible to have that security role taken over by Iraqi security forces.

The United States should not make an open-ended commitment to keep large numbers of American troops deployed in Iraq for three compelling reasons.

First, and most importantly, the United States faces other security dangers in the world, and a continuing Iraqi commitment of American ground forces at present levels will leave no reserve available to meet other contingencies. On September 7, 2006, General James Jones, our NATO commander, called for more troops in Afghanistan, where U.S.

and NATO forces are fighting a resurgence of al Qaeda and Taliban forces. The United States should respond positively to that request, and be prepared for other security contingencies, including those in Iran and North Korea.

Second, the long-term commitment of American ground forces to Iraq at current levels is adversely affecting Army readiness, with less than a third of the Army units currently at high readiness levels. The Army is unlikely to be able to meet the next rotation of troops in Iraq without undesirable changes in its deployment practices. The Army is now considering breaking its compact with the National Guard and Reserves that limits the number of years that these citizen-soldiers can be deployed. Behind this short-term strain is the longer-term risk that the ground forces will be impaired in ways that will take years to reverse.

And finally, an open-ended commitment of American forces would not provide the Iraqi government the incentive it needs to take the political actions that give Iraq the best chance of quelling sectarian violence. In the absence of such an incentive, the Iraqi government might continue to delay taking those difficult actions.

While it is clear that the presence of U.S. troops in Iraq is moderating the violence, there is little evidence that the long-term deployment of U.S. troops by itself has led or will lead to fundamental improvements in the security situation. It is important to recognize that there are no risk-free alternatives available to the United States at this time. Reducing our combat troop commitments in Iraq, whenever that occurs, undeniably creates risks, but leaving those forces tied down in Iraq indefinitely creates its own set of security risks.

RECOMMENDATION 40: The United States should not make an open-ended commitment to keep large numbers of American troops deployed in Iraq.

RECOMMENDATION 41: The United States must make it clear to the Iraqi government that the United States could carry out its plans, including planned redeployments, even if Iraq does not implement its planned changes. America's other security needs and the future of our military cannot be made hostage to the actions or inactions of the Iraqi government.

RECOMMENDATION 42: We should seek to complete the training and equipping mission by the first quarter of 2008, as stated by General George Casey on October 24, 2006.

RECOMMENDATION 43: Military priorities in Iraq must change, with the highest priority given to the training, equipping, advising, and support mission and to counterterrorism operations.

RECOMMENDATION 44: The most highly qualified U.S. officers and military personnel should be a.s.signed to the imbedded teams, and American teams should be present with Iraqi units down to the company level. The U.S. military should establish suitable career-enhancing incentives for these officers and personnel.

RECOMMENDATION 45: The United States should support more and better equipment for the Iraqi Army by encouraging the Iraqi government to accelerate its Foreign Military Sales requests and, as American combat brigades move out of Iraq, by leaving behind some American equipment for Iraqi forces.

Restoring the U.S. Military

We recognize that there are other results of the war in Iraq that have great consequence for our nation. One consequence has been the stress and uncertainty imposed on our military--the most professional and proficient military in history. The United States will need its military to protect U.S. security regardless of what happens in Iraq.

We therefore considered how to limit the adverse consequences of the strain imposed on our military by the Iraq war.

U.S. military forces, especially our ground forces, have been stretched nearly to the breaking point by the repeated deployments in Iraq, with attendant casualties (almost 3,000 dead and more than 21,000 wounded), greater difficulty in recruiting, and accelerated wear on equipment.

Additionally, the defense budget as a whole is in danger of disarray, as supplemental funding winds down and reset costs become clear. It will be a major challenge to meet ongoing requirements for other current and future security threats that need to be accommodated together with spending for operations and maintenance, reset, personnel, and benefits for active duty and retired personnel.

Restoring the capability of our military forces should be a high priority for the United States at this time.

The U.S. military has a long tradition of strong partnership between the civilian leadership of the Department of Defense and the uniformed services. Both have long benefited from a relationship in which the civilian leadership exercises control with the advantage of fully candid professional advice, and the military serves loyally with the understanding that its advice has been heard and valued. That tradition has frayed, and civil-military relations need to be repaired.

RECOMMENDATION 46: The new Secretary of Defense should make every effort to build healthy civil-military relations, by creating an environment in which the senior military feel free to offer independent advice not only to the civilian leadership in the Pentagon but also to the President and the National Security Council, as envisioned in the Goldwater-Nichols legislation.

RECOMMENDATION 47: As redeployment proceeds, the Pentagon leadership should emphasize training and education programs for the forces that have returned to the continental United States in order to "reset" the force and restore the U.S. military to a high level of readiness for global contingencies.

RECOMMENDATION 48: As equipment returns to the United States, Congress should appropriate sufficient funds to restore the equipment to full functionality over the next five years.

RECOMMENDATION 49: The administration, in full consultation with the relevant committees of Congress, should a.s.sess the full future budgetary impact of the war in Iraq and its potential impact on the future readiness of the force, the ability to recruit and retain high-quality personnel, needed investments in procurement and in research and development, and the budgets of other U.S. government agencies involved in the stability and reconstruction effort.

4. Police and Criminal Justice

The problems in the Iraqi police and criminal justice system are profound.

The ethos and training of Iraqi police forces must support the mission to "protect and serve" all Iraqis. Today, far too many Iraqi police do not embrace that mission, in part because of problems in how reforms were organized and implemented by the Iraqi and U.S. governments.

Recommended Iraqi Actions

Within Iraq, the failure of the police to restore order and prevent militia infiltration is due, in part, to the poor organization of Iraq's component police forces: the Iraqi National Police, the Iraqi Border Police, and the Iraqi Police Service.

The Iraqi National Police pursue a mission that is more military than domestic in nature--involving commando-style operations--and is thus ill-suited to the Ministry of the Interior. The more natural home for the National Police is within the Ministry of Defense, which should be the authority for counterinsurgency operations and heavily armed forces. Though depriving the Ministry of the Interior of operational forces, this move will place the Iraqi National Police under better and more rigorous Iraqi and U.S. supervision and will enable these units to better perform their counterinsurgency mission.

RECOMMENDATION 50: The entire Iraqi National Police should be transferred to the Ministry of Defense, where the police commando units will become part of the new Iraqi Army.

Similarly, the Iraqi Border Police are charged with a role that bears little resemblance to ordinary policing, especially in light of the current flow of foreign fighters, insurgents, and weaponry across Iraq's borders and the need for joint patrols of the border with foreign militaries. Thus the natural home for the Border Police is within the Ministry of Defense, which should be the authority for controlling Iraq's borders.

RECOMMENDATION 51: The entire Iraqi Border Police should be transferred to the Ministry of Defense, which would have total responsibility for border control and external security.

The Iraqi Police Service, which operates in the provinces and provides local policing, needs to become a true police force. It needs legal authority, training, and equipment to control crime and protect Iraqi citizens. Accomplishing those goals will not be easy, and the presence of American advisors will be required to help the Iraqis determine a new role for the police.

RECOMMENDATION 52: The Iraqi Police Service should be given greater responsibility to conduct criminal investigations and should expand its cooperation with other elements in the Iraqi judicial system in order to better control crime and protect Iraqi civilians.

In order to more effectively administer the Iraqi Police Service, the Ministry of the Interior needs to undertake substantial reforms to purge bad elements and highlight best practices. Once the ministry begins to function effectively, it can exert a positive influence over the provinces and take back some of the authority that was lost to local governments through decentralization. To reduce corruption and militia infiltration, the Ministry of the Interior should take authority from the local governments for the handling of policing funds. Doing so will improve accountability and organizational discipline, limit the authority of provincial police officials, and identify police officers with the central government.

RECOMMENDATION 53: The Iraqi Ministry of the Interior should undergo a process of organizational transformation, including efforts to expand the capability and reach of the current major crime unit (or Criminal Investigation Division) and to exert more authority over local police forces. The sole authority to pay police salaries and disburse financial support to local police should be transferred to the Ministry of the Interior.

Finally, there is no alternative to bringing the Facilities Protection Service under the control of the Iraqi Ministry of the Interior.

Simply disbanding these units is not an option, as the members will take their weapons and become full-time militiamen or insurgents. All should be brought under the authority of a reformed Ministry of the Interior. They will need to be vetted, retrained, and closely supervised. Those who are no longer part of the Facilities Protection Service need to partic.i.p.ate in a disarmament, demobilization, and reintegration program (outlined above).

RECOMMENDATION 54: The Iraqi Ministry of the Interior should proceed with current efforts to identify, register, and control the Facilities Protection Service.

U.S. Actions

The Iraqi criminal justice system is weak, and the U.S. training mission has been hindered by a lack of clarity and capacity. It has not always been clear who is in charge of the police training mission, and the U.S. military lacks expertise in certain areas pertaining to police and the rule of law. The United States has been more successful in training the Iraqi Army than it has the police. The U.S. Department of Justice has the expertise and capacity to carry out the police training mission. The U.S. Department of Defense is already bearing too much of the burden in Iraq. Meanwhile, the pool of expertise in the United States on policing and the rule of law has been underutilized.

The United States should adjust its training mission in Iraq to match the recommended changes in the Iraqi government--the movement of the National and Border Police to the Ministry of Defense and the new emphasis on the Iraqi Police Service within the Ministry of the Interior. To reflect the reorganization, the Department of Defense would continue to train the Iraqi National and Border Police, and the Department of Justice would become responsible for training the Iraqi Police Service.

RECOMMENDATION 55: The U.S. Department of Defense should continue its mission to train the Iraqi National Police and the Iraqi Border Police, which should be placed within the Iraqi Ministry of Defense.

RECOMMENDATION 56: The U.S. Department of Justice should direct the training mission of the police forces remaining under the Ministry of the Interior.

RECOMMENDATION 57: Just as U.S. military training teams are imbedded within Iraqi Army units, the current practice of imbedding U.S. police trainers should be expanded and the numbers of civilian training officers increased so that teams can cover all levels of the Iraqi Police Service, including local police stations. These trainers should be obtained from among experienced civilian police executives and supervisors from around the world. These officers would replace the military police personnel currently a.s.signed to training teams.