Security had deteriorated rapidly after US forces departed. Within weeks, the Afghan battalion commander at Nangalam could not safely get to meetings in a Asadabad, Kunar’s bustling capital 25 miles east. The Taliban overran and occupied the capital of a nearby district center.
At the same time, insurgents routinely attacked Afghan National Army (ANA) patrol routes. By May, the Afghan commander stationed at Nangalam had abandoned the outpost, along with his top staff.
“It was better before” the US left, says Afghan commander Col. Adam Khan Matin. “When the coalition forces left, the [insurgent] training camps came back.”
Lt. Col. Colin Tuley, the top US commander at Nangalam, grappled with how to address the regression. His battalion now had responsibility for an area that had previously needed two. His 800-plus soldiers were spread out across multiple forward operating bases and command posts.
Simply holding that ground would be challenge enough. After evaluating the capabilities of the ANA at Nangalam, Col. Tuley came to a conclusion. “We needed to do something else.”
In his idea is a hope central to the American exit strategy: If US troops focused more intently on creating a workable partnership with the Afghans, perhaps the mentoring could make up for the diminished number of US troops and ensure that a decade's worth of US battles are for not for naught.
So began what Tuley calls a “permanent embedded partnership” – or PEP – an experiment that could hold lessons for the American war effort in Afghanistan.