(nicknamed the Black Knights), of the First Battalion, Sixty-fourth Armor Regiment. Wilhite’s battalion arrived in Iraq in late May 2007 and departed in July 2008. He took over as the commander of D company in August 2007 and served throughout his deployment in that position. His area of operation included Washash, Iskan, Arabi, Dur Sud, Mutanabi, Hai Draq, Mansour, and Andalus. This put him on the eastern side of the battalion’s area. Unlike much of the 1-64 AR’s terrain, his area had not only an Al Qaeda presence but also Shiite militias, and in much of the area, these militias were the main threat.
“Dur Sud was where we established the JSS on August 25,” Wilhite said. “This became known as the Sunni- Shiite ‘fault line’ for most of our battalion meetings. For lack of a better analogy, this was our line in the sand, where we wanted to prevent JAM expansion to the south. To the south of these areas, we faced the Sunni- insurgent threat, AQI. This area was unique because it was not necessarily as disputed as Amriya or Jamia. Often patrols encountered the deep-buried IED threats in Amriya and Jamia; however, this threat was not present in Andalus. Primarily, I saw this as a support zone where AQI used to facilitate operations in Amriya and Jamia. In the vicinity of the Grand Mosque was another interesting problem due to the high number of displaced persons, embassies, abandoned dense market areas, and high-level foreign officials in the area. Al Rawad Square had just suffered a vehicle-borne IED [VBIED] strike following a soccer game that killed over forty Iraqis in late July 2007.”
I asked Wilhite what the area was like when he first arrived. “‘Desolate’ was the one word that came to mind,” he said. “My first patrol over eastern Mansour prior to assuming command of D Company was an eye- opener. I had hopped on a few patrols with my battalion commander’s security detail, but actually having the opportunity to walk the streets of these places and getting a back brief from some of my platoon leaders really opened my eyes. As I look back at my notes and video, specifically on Washash, the smell of raw sewage running through the streets in 105-degree heat, sights of Muqtada al-Sadr pictured everywhere, Naji graffiti everywhere, few people in sight, and young guys in tracksuits watching us at every corner and disappearing around the next corner come to mind. At the time, it was a nightmare, but an opportunity.”
Wilhite explained that among his challenges were getting the Iraqi army to buy in to their plan and the persistent image of security in his area. “In July, prior to taking command of D Company and establishing the JSS, the company arrested one of the company commanders in the IA [Iraqi army] battalion who was actively working with Naji in Washash. We identified the IA company commander as being complacent and facilitating JAM operations in Washash and Arabi. He was detained and replaced.”
Iraqi army cooperation with the Americans in the fall of 2007 prevented further collaboration with the Mahdi Army, he said. “Seeing the pure dissatisfaction and anger in their face at having to dig up their own people from shallow graves, having JAM kill a few of their soldiers or attack their checkpoints, affected their leadership—which, in turn, directly influenced their soldiers. Also, the IA’s first battalion commander we had to work with was terribly ineffective. The establishment of relationships, much like with any person in Arab culture, was absolutely critical. The relationship I had with Captain Salim and his second battalion commander, Lieutenant Wael, was a great one. Whenever we had good information, we shared it. When we detained someone, we made sure we both got the information from questioning. We made it a point to have all of our subordinate patrol elements do every patrol possible together after January. We took IA patrols to their FOB and did training exercises on dismounted patrolling techniques, marksmanship, vehicle search, home search (we actually learned more from them on this one), and room clearing. We made it a point to bring all of the leadership, IA officers and NCOs, to our planning sessions and patrol briefs. Often IA checkpoints would get in brief firefights with JAM. We always made it a point to get a patrol there as soon as possible to support them.”
Another problem was the lack of effective local government leaders, Wilhite said. “There was no one—at least, very few. Literally, everyone had stepped down, fled the area, or been killed as a result of AQI attacks in the south, JAM in Mutanabi and Washash. When we didn’t have leaders we (us and the IA) asked around and made them to eliminate the perception of an area under martial law. I inherited a company that had great, ambitious small-unit leaders, but the vision and direction of where we were going was not clearly articulated. I wanted to compartmentalize the different lines of effort against Sunni and Shia insurgents and the effort to support the Iraqi population.”
There were many different kinds of Iraqi police in Wilhite’s area, such as traffic, local, regional, and a quick reaction force. “Most of them were useless and corrupt,” he told me. “The local ones based out of the Yarmuk area for the Mansour district were by far the most reliable. Our liaison in our JSS proved very helpful at times during the Sons of Iraq integration.” With respect to the Iraqi army, he said, “competence varied here considerably, but collectively they were and became the most reliable, active, and trustworthy of the whole lot. This was, along with all ISF organizations, very officer-centric—the opinions, actions, and demeanor of the battalion commander drove the pulse of the whole organization. Our first battalion commander struck me as wishywashy, lethargic, and not a strong leader. He rarely provided us good feedback or buy-in about his area and was reserved to let the IA company commanders do what they saw fit with little back briefs. Lieutenant Colonel Wael came in with great ideas, a strong personality, and an open mind. A few commanders out there, I would go so far as to trust my soldiers to be led by them. Others should have been rooted out and fired. Sectarianism was present in their ranks.
“The Sons of Iraq turned out to be an excellent gamble yet arrived with a lot of baggage. Inspired from the Anbar Awakening and the success of Lieutenant Colonel Kuehl’s integration of the neighborhood watch in Amriya with 1-5 CAV, we adopted a program for recruitment of the concerned local citizens program, later known as the Sons of Iraq program, to support the Iraqi army security efforts in the area. The ability to get these guys on checkpoints inside the
Wilhite’s area “was less of an Al Qaeda stronghold and more of a transitory meeting area based on the terrain,” he explained. “In the fall, mainly in Dawoodi and Andalus, we would usually use just one platoon with an IA company and conduct meet-and-greet ‘soft knock’ patrols.” Most of the area was abandoned or had Sunni IDPs moving into the area. By searching abandoned homes for explosives and engaging local religious leaders, Wilhite’s troops kept a pretty good pulse on the situation. For the most part, except for some questionable embassy areas that were off-limits, things remained quiet. Typical insurgent tactics remained ineffective—they used “soda pop” IEDs (which had little or no effect against U.S. vehicles) and murdered government officials to little avail. “Our biggest worry,” Wilhite told me, “was that AQI would attempt to turn the area into a mini Amriya and Jamia.” This was doubtful, however. By that time most AQI fighters had fled from Baghdad because of pressure in those areas. Winter was very quiet. In the spring insurgents regrouped and began using different tactics. The standard IEDs became slightly larger and targeted only the Iraqi army, not U.S. forces. Insurgents began intimidating new markets that were popping up in the area by creating a diversion (usually an argument), leaving behind a satchel on time delay, and blowing up a store. They also began using stationary VBIEDs to target passing convoys and busy market areas.
In light of the shifting tactics, Wilhite said the Sons of Iraq provided vital intelligence. A few found out information about Al Qaeda cell meetings and even possible attacks in the area. “As you can guess,” Wilhite said, “Salim had a personal stake in running these guys down. Some informants led us to higher-level folks.” But, he said, he had been barred from discussing the details of these cases. AQI’s most effective attack targeted one of Wilhite’s dismounted patrols at a marketplace in southeastern Mutanabi. It was a suicide attack—the first and only time this method was used in the area.
Expulsion, displacement, and intimidation had been rampant before the JSS was built, but AQI’s ability to dump bodies and intimidate the populace decreased as U.S. forces established themselves in the area. Wilhite said they monitored the return of many families through the neighborhood council in the winter and spring of 2008, as conditions improved. The process for expulsion and displacement was fairly simple. Families were made to pay protection and rent to the Mahdi Army. If they didn’t pay, they were evicted, and if they didn’t leave, they were killed. Additionally, the Mahdi Army controlled propane, heating gas, and fuel in and around the
Wilhite said he would characterize the Washash tribal leaders as Sadrists, or “White JAM.” They had full knowledge of the killings that occurred in 2006 and 2007 but did not act on this knowledge for fear of their own lives
