The Center for Naval Analyses report (CNAR) on the US Army’s Human Terrain System (HTS) is available on our site (31 Mb, PDF). The report acknowledges that there were a number of success stories within HTS but that institutional and management woes crippled the program. The authors of the CNAR did a bang up job rarely mincing words. Moreover, they offer many solutions which is one of the stellar points of the CNAR.
The CNAR report vindicates, again, the stories and observations of the nearly 100 sources from inside the HTS program that were responsible for the production of a staggering 50 articles written over a two year period. It is in large measure their stories that were responsible for the severe rework of the program. Sound minds in the US Congress and within the US Army/OSD—including the AR-15 investigator should receive some sort of commendation for their efforts.
Now HTS is evolving into a program-of-record and is unabashedly an intelligence support program as everyone knew it always was. HTS teams will be a mix of information gatherers from a variety of military, intelligence and social science disciplines mixed with US Army warfighters and combat hardened contractors.
In short, the HTTs will become multidimensional teams capable of deploying around the globe with the capability to use “civilian power” but go kinetic in the snap of a finger. The Sri Lankan soldier who once said, “I fear Human Terrain Teams more than the CIA” was quite prescient.
The HTS effort will continue during Operation New Dawn in Iraq and is ongoing in Afghanistan. According to US Army FY2012 budget documents, the HTS program will expand into other combatant commands like AFRICOM.
According to the CNAR, US Army TRADOC leadership was largely ambivalent to the HTS program even as General David Petraeus, USA—and ostensibly the CG of TRADOC–aggressively supported the effort as the premier solution to the failure of American political and military to prepare the human-cultural terrain for American soldiers.
On their watch soldier/civilian casualties (KIA, WIA), a manslaughter and hostage case, and sexual harassment cases took place within HTS. That TRADOC leadership in G2 and up the chain of command in TRADOC tolerated this state of affairs is common but utterly distasteful.
And people get promoted while people and programs crash and burn around them?
Some say that the next generation HTS is doomed because the reputation of HTS is so horrid that many in the field will try to avoid getting ensnared in the social science/intelligence combination product that HTS pushes. Within the US Army’s budget documents justifying HTS and other intelligence programs, there is a note that indicates the costs have increased because more contractors are being used to perform intelligence tasks of all types–just so.
At any rate, two excerpts from the CNAR are listed below.
“It appears that HTS’s most significant problems revolve around human resourcing and the level of support provided to HTS by TRADOC. We believe that solutions to these immediate issues exist. We emphasize, however that, these issues are not new. Problems in human resourcing and support have been evident in HTS for years—and little has been done to address them to date. As a result, we conclude that a more fundamental problem may exist: there may be a lack of TRADOC institutional commitment to making HTS a success. Hence, while further exploration would need to be conducted to determine this definitively, it is possible that the HTS mission would be better served if HTS were located elsewhere, but potential alternatives are beyond the scope of this assessment.”
“It, it is unclear what the exact purpose and goals of past assessments have been and who the intended audience is. It appears that the Project Management Office was the primary recipient of HTS products and that TRADOC G2 has not received or reviewed HTS assessment products. Second, the current approach has made it difficult to conduct any trend analysis of the program’s development. Finally, there is not a formal process for implementing the suggestions/conclusions reached in the various assessments within HTS. Any organizational change that has come about due to past assessments has been the result of an informal decision-making process.”