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a ee eal @ 22. More serious, there had never been any definition of training goals, and the base and Headquarters were working at cross-purposes. The chief of the training pase in Guatemala never received any letter of instruction. 23. The situation at the New Orleans Base in March 1961 was even more chaotic. The instructors found a training area which was 90% swamp and filled with poisonous snakes. Demolition classes had to be conducted along a footpath leading from a theater to a mess hall, with constant interruptions from passers-by. Nobody seemed. able to define the training that was required. A demolitions instructor was assured on arrival that the group he had come to train did not need the instruction; in any case, there were no explosive training materials, no r adequate range, and.no gear to set one up. Another instructor, sent to New Orleans to train a small raider group, found himself expected to train, organize and equip a 90-man guerrilla force. A week later he found himself training a 160-man assault battalion instead. The training requirement was never spelled out, and the training equipment never showed up. 2k. Training activity of various sorts was going on contin- ually; there were requirements for everything from counterintelli- gence to small boat handling. But there was no full-time chief of training in the project to oversee requirements, define responsibilities, set up facilities and provide support. eae ~ : we EE ee i ee ee ee eR ee ee wre ee a i ee cee ees oe ch ee