## Crowd Control June 2022

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. This publication supersedes ATP 3-39.33, dated 21 April 2014.

## Headquarters, Department Of The Army

This publication is available at the Army Publishing Directorate site https://armypubs.army.mil, and the Central Army Registry site https://atiam.train.army.mil/catalog/dashboard.To receive APD's weekly publishing update, subscribe at https://armypubs.army.mil/News/RssInstructions.aspx.

## Crowd Control Contents

Page
PREFACE........ v
ACKNOWLEDGEMENTS ........ vi INTRODUCTION ........ vii
Chapter 1
CROWD CONTROL OVERVIEW ........ 1-1
Crowd Control Considerations........ 1-1 Crowd Development ........ 1-8 Crowd Tactics ........ 1-10 Threat Analysis and Crowd Assessment ........ 1-13 Urban Terrain Analysis ........ 1-14 Plan, Prepare, Execute, and Assess Crowd Management ........ 1-14 Information Collection ........ 1-19 Integrating Police Intelligence Operations ........ 1-20
Chapter 2
CROWD CONTROL STRATEGIES AND TACTICS ........ 2-1
Crowd Control Strategies ........ 2-1 Crowd Control Tactics ........ 2-10
Chapter 3
CROWD CONTROL FORCE EMPLOYMENT ........ 3-1
Indicators of a Potential Civil Disturbance ........ 3-1 Prevention of Crowd Escalation ........ 3-2 Crowd Control Force Formations ........ 3-8
Actions Before Movement ........ 3-9
Actions at Rally Point ........ 3-9 Formations ........ 3-10 Extraction Teams ........ 3-14 Overwatch Teams ........ 3-15 Reserve Forces ........ 3-16
Chapter 4
CROWD CONTROL FORMATIONS ........ 4-1
Squad Formations ........ 4-1 Platoon Formations With Three Squads ........ 4-4 Platoon Formations With Four Squads ........ 4-20 Company Formations ........ 4-35 Formations With Vehicles ........ 4-45
Chapter 5
CROWD CONTROL FORCE EQUIPMENT AND INDIVIDUAL TECHNIQUES ...... 5-1
Crowd Control Shield and Crowd Control Baton Individual Techniques ........ 5-1 Additional Protective Equipment ........ 5-18

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

Figure 4-19. Platoon circle formation ........ 4-19 Figure 4-20. Platoon line formation with four squads ........ 4-21 Figure 4-21. Platoon line formation with 2d and 3d squads in general support ........ 4-22
Figure 4-22. Platoon line formation with 2d and 3d squads in lateral support ........ 4-23 Figure 4-23. Platoon line formation with 2d and 3d squads in direct support ........ 4-24 Figure 4-24. Platoon echelon left formation with four squads ........ 4-25 Figure 4-25. Platoon echelon left formation with 2d and 3d squads in general support ........ 4-26 Figure 4-26. Platoon echelon left formation with 2d and 3d squads in lateral support ........ 4-27 Figure 4-27. Platoon echelon left formation with 2d and 3d squads in direct support ........ 4-28 Figure 4-28. Platoon wedge formation with four squads ........ 4-29 Figure 4-29. Platoon wedge formation with 2d and 3d squads in general support ........ 4-30
Figure 4-30. Platoon wedge formation with 2d and 3d squads in lateral support ........ 4-31
Figure 4-31. Platoon wedge formation with 2d and 3d squads in direct support ........ 4-32 Figure 4-32. Junction check (right) with platoon line formation ........ 4-33 Figure 4-33. Open formation from a platoon line formation ........ 4-34 Figure 4-34. Company line in depth formation ........ 4-35 Figure 4-35. Company line-in-mass formation ........ 4-36 Figure 4-36. Company line mass formation with one platoon in depth ........ 4-37 Figure 4-37. Company line-in-mass formation with one platoon in lateral support ........ 4-37
Figure 4-38. Company line formation with one platoon in lateral support and one platoon in
general support ........ 4-38
Figure 4-39. Company echelon right formation with one platoon in lateral support and one platoon
in general support ........ 4-39
Figure 4-40. Company echelon right in mass formation with one platoon in lateral support ....... 4-40 Figure 4-41. Company echelon left formation with one platoon in general support ........ 4-41 Figure 4-42. Company echelon right in mass formation with one platoon in general support ..... 4-42 Figure 4-43. Company wedge formation with two platoons in general support ........ 4-43 Figure 4-44. Company wedge formation with one platoon in lateral support ........ 4-44
Figure 4-45. Company wedge formation with one platoon in lateral support and one platoon in
general support ........ 4-45
Figure 4-46. Company column formation with vehicles ........ 4-46 Figure 4-47. Company line formation with vehicles and two platoons in general support ........ 4-47
Figure 4-48. Company line formation with vehicles, one platoon in lateral support and one platoon
in general support ........ 4-47
Figure 4-49. Company echelon left formation with vehicles, one platoon in lateral support and one
platoon in general support ........ 4-48
Figure 4-50. Company line-in-mass formation with vehicles and one platoon in general support .. 4-
49
Figure 4-51. Platoon line formation with vehicles ........ 4-50 Figure 5-1. Crowd control shield positions at-the-ready and on guard ........ 5-2 Figure 5-2. Crowd control shield retention (top grab attempt) ........ 5-3 Figure 5-3. Crowd control shield retention (bottom grab attempt) ........ 5-3 Figure 5-4. Escalation of trauma chart ........ 5-5

## Preface

ATP 3-39.33 is aligned with Military Police Corps Regiment FM 3-39 and provides a doctrinal framework for crowd control. ATP 3-39.33 provides guidance for U.S. (United States) forces supporting or conducting crowd control to address demonstrations, rallies, or civil disturbances. This publication provides a framework for commanders and staffs on planning, preparing, executing, and assessing crowd control within the United States and outside of the United States. U.S. forces deploy in support of unified action, overseas contingency operations, and humanitarian assistance worldwide. During these operations, U.S. forces are often faced with crowds that have the intent of disrupting peace and the ability of U.S. forces to maintain peace. Worldwide instability, coupled with U.S. military participation across the range of military operations, require U.S.

forces to have access to the most current doctrine and techniques that are necessary to assist local, state, and host-nation authorities or support Army operations to


Maintain law and order.

Protect critical capabilities, assets, activities, life, and public property.

Deescalate crowd actions, if required.

Disperse crowds when needed.
Readers of this manual must fully understand the Army profession and moral principles described in ADP
6-22, the fundamentals of the operations process found in ADP 5-0, the principles of command and control as described in ADP 6-0, the protection principles discussed in ADP 3-37, the conduct of Army operations outlined in FM 3-0, and military police operations addressed in FM 3-39.

The principal audience for ATP 3-39.33 is commanders, staffs, leaders, and Soldiers who are responsible for planning, preparing, executing, and assessing crowd control in support of Army operations. All members of the profession of arms may use this manual to facilitate an understanding of the tasks of crowd control.

Trainers and educators throughout the Army will also use this manual. Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United States, international, and in some cases host-nation laws and regulations. Commanders at all levels ensure that their Soldiers operate in accordance with the law of war and rules of engagement. (See FM 6-27.)
ATP 3-39.33 uses joint terms where applicable. For joint and Army definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. Terms for which ATP 3-39.33
is the proponent publication (the authority) are italicized in the text and are marked with an asterisk (*) in the glossary. Terms and definitions for which ATP 3-39.33 is the proponent publication are boldfaced in the text. These terms and definitions will be included in the next revision of FM 1-02.1. ATP 3-39.33 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated. The proponent of ATP 3-39.33 is the United States Army Military Police School (USAMPS). The preparing agency is the Fielded Force Integration Directorate (FFID), Doctrine Division, Maneuver Support Center of Excellence (MSCoE). Send comments and recommendations on Department of the Army (DA) Form 2028 (*Recommended Changes to Publications and Blank Forms*) to Commander, FFID, Doctrine Division, MSCoE, ATTN: ATZT-FFD, 14000 MSCoE Loop, Suite 270, Fort Leonard Wood, MO 65473-8929; by email to usarmy.leonardwood.mscoe.mbx.mpdoc@army.mil; or submit an electronic DA Form 2028.

## Acknowledgements

The copyright owners listed here have granted permission to reproduce material from their works. Other courtesy credits listed.
Crowd Management. April 2019. Website: https://www.theiacp.org/sites/default/files/2020-
08/Crowd%20Management%20FULL%20-%2008062020.pdf. Reproduced with permission from International Association of Chiefs of Police.

Post GuidelinesCrowd Management, Intervention, and Control. March 2012. Website:
http://www2.oaklandnet.com/oakca1/groups/police/documents/webcontent/oak034615.pdf. Reproduced with permission from California Commission on Peace Officer Standards and Training. Bolling, Alexander R. The Formation of the Bonus Army and the Employment of Federal Troops for its Eviction from Washington D.C. in 1932.The Command and General Staff College, 1935.

## Introduction

Successful outcomes that follow crowd control situations are based on proper planning, Soldier and equipment employment, and on-the-ground decisions made by leaders and members of the crowd control force who are face-to-face with a crowd. ATP 3-39.33 discusses and describes the methods that are used by U.S. forces who are conducting crowd control response missions to assist local, state, and host-nation authorities or to support Army operations. This publication is a military police doctrinal publication; however, it is geared toward any unit that may be tasked to conduct crowd control. The information and diagrams used in ATP 3-39.33 are generic. The formations can easily be modified to suit multiple-size squads, platoons, and companies. It is ultimately the decision of the commander on the ground to determine how they will incorporate his or her units and Soldiers into formations in support of crowd control missions.

In recent years, there have been countless examples of rallies, demonstrations, protests, and civil disturbance situations around the world. The size and scope of these events have varied from small gatherings of people who were verbally protesting to full-blown riots that resulted in property destruction and violence against others. Law enforcement and professional experts have gained a better understanding of crowd dynamics, human behavior, and technological advancements. This knowledge has improved local, state, and host-nation authorities and Army forces responses to crowd control. This publication covers a wide array of information that concerns crowd control along with strategies, tactics, and techniques. ATP 3-39.33 discusses the crowd dynamics and human behaviors, crowd types, crowd control force basic equipment requirements, crowd control force individual techniques, and crowd control force formations required to support lawful and peaceful demonstrations, rallies, or protests. The publication addresses how crowd control methods can be employed to prevent lawful and peaceful events from escalating into civil disturbances. ATP 3-39.33 also provides commanders the resources to make ethical decisions and serves as a tool for approaching civil disturbances.

ATP 3-39.33 builds on the collective knowledge and wisdom that was gained through recent operations, numerous lessons learned, studies, and the deliberate process of informed reasoning throughout the Army and society. It is rooted in time-tested principles and fundamentals while accommodating new technologies, human behavior, and organizational changes. ATP 3-39.33 includes several changes. It


Describes how success is achieved through planning, pre-event contact, and maintaining contact
with event organizers and leaders, information gathering, and training.

Identifies how crowd control is more than the actions of the control force.

Discusses how crowd control is also used to manage lawful assemblies before, during, and after events for the purpose of maintaining public order.

Provides information on how crowd control strategies, tactics, and techniques in managing lawful assemblies and preventing those demonstrations or protests from becoming a civil disturbance.
The following is a brief introduction and summary of the chapters in this publication:


Chapter 1. This chapter provides an overview of crowd control considerations, crowd characteristics, and planning, preparing, executing, and assessing crowd control.

Chapter 2. This chapter discusses crowd control strategies and tactics that enable a crowd control force to effectively control a crowd during a demonstration or to address unlawful public assemblies and restore order during a civil disturbance.

Chapter 3. This chapter addresses employment considerations for a crowd control force if a crowd
must be dispersed or moved and is unwilling to do so on its own.

Chapter 4. This chapter establishes crowd control formations at the squad, platoon, and company
level.

## Introduction


Chapter 5. This chapter describes the appropriate individual crowd control techniques that enable a crowd control force to manage and control crowds during demonstrations and civil disturbances,
ensuring Soldier safety and proper use of force.

Chapter 6. This chapter covers the use of small military police teams and forced cell move teams
and the formations used to move an unruly inmate or detainee from one cell to another.

## Chapter 1 Crowd Control Overview

Demonstrations, public disorder, and civil disturbances happen for many reasons.

Some of these reasons are economic hardships, social injustices, ethnic differences, objections to world organizations or certain governments, political grievances, terrorist acts, man-made disasters, and natural disasters. U.S forces responding to planned rallies and demonstrations, spontaneous crowds, and civil disturbances must follow the procedures best designed to deescalate crowd actions and to protect life, the rights and safety of the persons involved, and property. This chapter provides an overview of crowd control considerations; crowd characteristics; and planning, preparing, executing, and assessing crowd control.

## Crowd Control Considerations

1-1. Crowd control techniques are used to manage lawful assemblies before, during, and after the event to maintain public order through event planning; pre-event contact with event organizers; the issuance of permits when applicable; information collection, analysis, and dissemination; personnel training; and other means. Crowd control is dependent on many factors, including the size and intent of the demonstration, propensity for violence or property damage, probability of counter-demonstrations, capabilities of the crowd control force, and other related factors.

1-2. Understandably, crowd control policies, procedures, and tactics vary between domestic authorities or host-nation authorities when operating outside the United States. Gathering in protest or demonstration may be a recognized right of any person or group, regardless of where U.S. forces are operating. In the United States, the fundamental right to protest is protected under the Constitution of the United States, and other countries have laws that protect or limit the rights of their citizens to protest or demonstrate.

1-3. All persons in the United States have the right to march, demonstrate, protest, or undertake similar activities protected under the First Amendment of the U.S. Constitution. Freedom of speech, association, and assembly and the right to petition the government are subject only to reasonable restrictions on the time, place, and manner of their expression. The content of the speech or message does not provide the basis for imposing limitations on these rights, which incorporate a wide variety of both verbal and nonverbal communication. These protected activities include the use of vigils, distribution of literature, display banners and signs, performance of street theatre, and other forms of expression, as long as they are conducted legally and peaceably. While law enforcement must strive to maintain peace during such events, officers and their agencies must also protect the rights of assembly and free speech guaranteed by the U.S. Constitution. By law, jurisdictions can impose reasonable restrictions on the time, place, and manner of public assemblies for expression of First Amendment rights.

1-4. U.S. forces must know the legal boundaries and their primary mission in support of crowd control, both in the United States and its territories, and outside the United States. The primary mission of U.S. forces in support of crowd control is to assist local and state authorities or host-nation authorities in maintaining law and order. This may be accomplished by breaking up unauthorized gatherings and by patrolling the demonstration area to prevent the commission of lawless acts, by using U.S. forces as show of force, establishing roadblocks, breaking up crowds, serving as security force or reserve, and performing other supporting tasks as required. Successful fulfillment of the missions will depend to a large extent upon sufficient planning, training, information, and coordinated actions with local, state, or host-nation jurisdictions.

1-5. The nature of crowd control also varies by the cultural differences between domestic authorities or host-nation authorities. Every event should be independently assessed using all available information and intelligence to determine the tactics that will effectively support crowd control and provide for public safety.

Tactics employed may evoke a positive or negative response (for example, a strong show of force may calm and disperse a crowd or incite them). Crowds are not a single entity, they are an element that consists of many individuals and can take on the attitude, personality, or actions of any one individual.

1-6. Commanders must be aware of the possibility that some individuals or groups within an organized demonstration may intend to cause disruption, incite violence, destroy property, and provoke authorities. The situation and actions of the crowd may dictate control and enforcement options. Agitators and criminal infiltrators within the crowd can lead to the eruption of violence. Inciting a crowd to violence or a greater intensity of violence by using severe enforcement tactics must be avoided.

Note. U.S. forces supporting local authorities must understand that local authorities are in charge of the situation. Military leaders should advise units to support and advise in the de-escalation of the situation. Key agitators, when identified, should be removed by law enforcement agents and only supported by military members as required. The strength of military presence is deterrence and respect. Respect will be lost if military personnel take sides on an issue.

1-7. Intolerance of ethnic differences can create an atmosphere of distrust, even hatred. Unrest among ethnic groups competing for jobs, living areas, and sparse essentials can cause an eruption of civil disorder that can lead to full riots. As emotions run high, violence becomes likely.

1-8. Criminal, terrorist, and extremist organizations may infiltrate groups within a demonstrating crowd.

These terrorist groups may intend to embarrass their government or other governments. Terrorist infiltrators can be used to provoke crowds as a diversion, as part of a demonstration, or as cover for terrorist acts.

1-9. Crowd intervention strategies executed by a crowd control force will depend on available resources and the totality of the circumstances. A control force is a disciplined, courteous, trained, and well-equipped force that is employed to conduct crowd control techniques and tactics to address unlawful public assemblies and restore order during a civil disturbance. The control force does this by containing the disturbance area, preventing it from spreading, exercising control over disobedient crowds, and by protecting people, their rights, and facilities. Crowds and criminal acts committed by participants within the crowd require a flexible response.

## The Bonus Army Of 1932

Following the 1918 Armistice that ended World War I, several million military service members came home to resume their lives as civilians. They found, however, that their pay during their time in service to the Nation compared very unfavorably to other Americans in the private sector. Many veterans groups, such as the American Legion and the Veterans of Foreign Wars (VFW) sought to rectify that pay for the World War I veterans. Eventually, Congressional legislation passed a bill that provided veterans a "bonus," although they would not receive it until 1945. With the onset of the Great Depression in 1929, thousands of those World War I veterans found themselves without jobs and many lost their homes. Their widespread poverty and massive unemployment meant the vets desperately needed the moneythey did not want to wait until 1945 for their bonus money. Thousands of vets and family memberssome estimates state as many as 25,000took to the rails and roads across the United States in early 1932 and made the trek to the Nation's capital to petition Congress and President Hoover for financial relief. Dubbed as the "Bonus Expeditionary Force," or the "Bonus Army," the veterans established themselves in "Hooverville" style camps in nearby Anacostia and throughout Washington, while seeking help from Congress. Their marches, rallies and public meetings were peaceful, although the Hoover Administration grew weary of having them in the capital, fearful that many were Communists or held Communist sympathies.

## The Bonus Army Of 1932 (Continued)

Although an FBI investigation showed these fears to be unfounded, the Administration gave the Washington Metropolitan Police a deadline to expel the veterans from their camps and the city.

While many veterans left and returned to their homes, some of those who remained got into a scuffle with police in late July. Some police officers sustained injuries, and one of the policemen fired upon the veterans in self-defense, killing two. This conflict gave pretext to the Hoover Administration to call up the Army. While the Army did not fire bullets upon the veterans, the presence of tanks, cavalrymen brandishing sabers, and infantrymen marching with fixed bayonets and resorting to tear gas shocked Washingtonians and the Nation. The presence of the Army Chief of Staff, General Douglas MacArthur, along with photos appearing in newspapers and newsreels of soldiers firing the shanties of unarmed veterans created a bad perception among the general public. In the end, the way the Hoover Administration and the Army reacted to the events helped lead to the defeat of President Hoover in the November 1932 election. Key lessons that can be learned from the Bonus Army events of 1932 is that the military should only be used as a last resort to quell domestic disturbances. Another is that when called upon to do so, the Army must be constantly aware of the optics of their activities and how it might be perceived by the media and the general public. Every effort must be expended to avoid negative actions and perceptions while still accomplishing the given mission. Below are a list of other lessons the Army recorded in the aftermath of the Bonus Army events, but the two lessons mentioned above are far and away the most important.

## Legal Considerations

1-10. Commanders must know the legal authorities, their sources, and how they apply to interacting with civilians in the United States and its territories, and outside the United States. The staff judge advocate office should be included in planning and involved in any activity with potential legal implications. For crowd control missions there are differences in the legal boundaries, and in how U.S. forces can be utilized, depending on if the event is within the United States or within a foreign country. The planning and execution for these missions needs to be conducted within those legal parameters. The development of simple easy to follow rules for the use of force (RUF) and rules of engagement (ROE) is key to mission objectives being met.

## Inside The United States Versus Outside The United States

1-11. Conducting crowd control missions within the United States will vary greatly when compared to conducting crowd control within a foreign country where the United States Army is conducting operations.

Except as expressly authorized by the *Constitution of the United States* or by another act of Congress, the Posse Comitatus Act (18 USC 1385) prohibits the use of the Active Army as enforcement officials to execute state or federal law and perform direct law enforcement functions within the United States and its territories. The National Guard has historically been called upon to conduct crowd control missions within the United States. For outside the United States operations, especially when the host nation does not have a legitimate government or law enforcement capabilities, the United States Army may have to perform these functions, including responding to civil disturbances and performing the tactics and techniques discussed in this manual.

1-12. When the United States Army is conducting operations within a foreign country, and there is a need for U.S. forces to conduct a crowd control mission, there are certain legal considerations that must be made. These considerations include (if applicable):


United Nations or non-United Nations mandates.

Status-of-forces agreements.

International laws.

Host-nation laws.

Civil authorities (if functioning) of the foreign country, and ROE.
1-13.  In the United States, a request for direct federal military support to a civil disturbance is unlikely except in extreme emergencies. Federal military support for civil disturbances does not fall under defense support of civilian law enforcement agencies when the Insurrection Act or other exemptions to the Posse Comitatus Act are used. Congress has delegated authority to the President of the United States to call up federal military forces during an insurrection or civil disturbance. The Insurrection Act authorizes the President to use federal military forces within the United States to restore order or enforce federal law in an emergency. The President normally executes this authority by first issuing a proclamation ordering the dispersal of those obstructing the enforcement of the laws. The President may act unilaterally to suppress an insurrection or domestic violence against the authority of the United States without the request or authority of the state governor.

1-14. A governor may call out the National Guard to assist in crowd control if the assessment of the crowd points toward disruptive or unlawful actions or to quell a civil disturbance when it threatens lives or property.

State forces support essential services, establish traffic control posts, cordon off areas, release smoke and obscurants, and serve as security or quick reaction forces. The state National Guard's joint task force commander provides liaison teams to each affected law enforcement agency and normally positioned in the incident command center and inside state and local emergency operations centers. In addition to supporting civilian law enforcement agencies, National Guard forces provide security for emergency responders. After review by the state attorney general, the governor approves the RUF.

1-15. United States Northern Command develops and maintains plans for support to crowd control. These plans provide the foundation for federal military civil disturbance support. They standardize most military activities and command relationships. Tasks performed by federal military forces may include joint patrolling with law enforcement officers; securing key buildings, memorials, intersections and bridges; establishing check points; or acting as a quick reaction force.

1-16. The *Constitution of the United States,* laws, regulations, policies, and other legal issues limit the use of federal military personnel in domestic support operations. Any Army involvement in civil disturbance operations involves legal issues requiring comprehensive legal reviews. However, federal forces are authorized for use in civil disturbance operations under certain circumstances. The following references pertain to the use of federal forces within the United States. Therefore, commanders, staffs, and leaders must be familiar with, and adhere to, the parameters within them:


Proclamation to disperse, Section 254, Title 10, United States Code (10 USC 254).

Posse Comitatus Act (18 USC 1385).

AR 381-10.

DODD 3025.18.

DODI 3025.21.

National Guard Regulation (NGR) 500-5.
1-17. The *Constitution of the United States* provides two exceptions for which the Posse Comitatus Act does not apply. These exceptions are based upon the inherent right of the U.S. government to ensure the preservation of public order and the carrying out of governmental operations within its territorial limits by force, if necessary. These two exceptions are


Emergency authority. A sudden and unexpected civil disturbance, disaster, or calamity may
seriously endanger life and property and disrupt normal governmental functions to such an extent that local authorities cannot control the situation. At such times, the federal government may use military force to prevent the loss of life or wanton destruction of property and to restore government functions and public order. In these circumstances, federal military commanders have the authority, in extraordinary emergency circumstances where prior authorization by the President is impossible and duly constituted local authorities are unable to control the situation, to engage temporarily in activities that are necessary to quell large-scale, unexpected civil
disturbances. (See DODD 3025.18 for more information.)

Protection of federal property and functions. When the need for the protection of federal property or federal functions exists, and duly constituted local authorities are unable to, or decline
to, provide adequate protection, federal action, including the use of military forces, is authorized.
1-18. Laws passed by the U.S. Congress include four exceptions to the Posse Comitatus Act. With the first three laws discussed below (10 USC 331333) there is a prerequisite that the President must take personal action, including the issuance of a proclamation calling upon the offenders to disperse and retire peaceably within a limited time. The four exceptions, based on law are


10 USC 251. When a state is unable to control domestic violence and they have requested federal
assistance, the use of the militia or Armed Forces is authorized.

10 USC 252. When ordinary enforcement means are unworkable due to unlawful obstructions or rebellion against the authority of the United States, use of the militia or Armed Forces is authorized.

10 USC 253. When a state cannot or will not protect the constitutional rights of the citizens, due
to domestic violence or conspiracy to hinder execution of state or federal law, the use of the militia
or Armed Forces is authorized.

Public Law 94-524, Presidential Protection Assistance Act of 1976. When requested by the
Director of the U.S. Secret Service (USSS), and approved by the Secretary of Defense, the
Department of Defense (DOD) will provide support to the USSS in accordance with DODD
3025.13. Such support is an express exception to the Posse Comitatus Act.

## Rules Of Engagement And Rules For The Use Of Force

1-19. The *rules of engagement* are directives issued by competent military authority that delineate the circumstances and limitations under which U.S. forces will initiate and/or continue combat engagement with other forces encountered (JP 3-84). Clearly stated ROE are published before Army forces are committed.

The highest military authority, with input from subordinate commanders, will continually evaluate the ROE and modify them as appropriate. Commanders must be aware that, in any confrontation ROE decisions made by Soldiers can have strategic political implications on current and future operations. Therefore, it is vital that leaders and Soldiers hold a shared understanding of when, how, and to what degree force is to be used. This requires training.

1-20. *Rules for the use of force* are directives issued to guide U.S. forces on the use of force during various operations. These directives may take the form of execute orders, deployment orders, memoranda of agreement, or plans (JP 3-28). The key with RUF is that the minimum force necessary to counter the threat should be used. Force should be used as a last resort, and the use of force must be reasonable in intensity, duration, and magnitude based on the totality of the circumstances to counter the threat. (For further discussion on the use of force for law enforcement and security duties, see AR 190-14.)
1-21. Commanders at all levels are responsible for establishing ROE and RUF for mission accomplishment that comply with the ROE and RUF of senior commanders, the law of armed conflict, and applicable international and domestic law. It is critical that commanders consult with their servicing judge advocates when establishing ROE and RUF (please see JP 3-28 for more information).

## Crowd Types

1-22. Gaining an understanding of crowd dynamics and behaviors that cause individuals or groups to join together is every leader's responsibility and critical during crowd control. For the sake of description, crowds are identified as casual, sighting, demonstration, and civil disturbance. Do not confuse motives inferred from the crowd actions with the description of the crowd type.

## Casual

1-23. Casual crowds are identified as individuals or small groups with nothing in common to bind them together. If they have an agenda, it is their own. They arrive separately and leave separately. Casual crowds are made up of individuals or small groups occupying the same common place, such as a shopping mall where these individuals or small groups meet.

## Sighting

1-24. Sighting crowds are similar to casual crowds with one additional elementan event. There are numerous events that cause people to come together as a crowd, such as sporting events, fires and accidents, music concerts, or labor strikes. Individuals or groups gather at these events for the same purpose. It is the event or the curiosity of individuals that compels a sighting crowd to come together.

## Demonstration

1-25. A demonstration is a legal assembly of persons who have organized primarily to express political or social doctrine or views. These types of events often allow for preparation as they are generally planned activities that often involve the procurement of permits. They include, but are not limited to marches, protests, and other assemblies that are largely designed to attract the attention of the public and the media. However, without the control of organizers and the presence of law enforcement, or with the presence of agitators, counterdemonstrators, legal demonstrations can evolve into civil disturbances that necessitate law enforcement interaction.

## Civil Disturbance

1-26. A civil disturbance is an unlawful assembly and is usually defined by law. Normally, it is a gathering that constitutes a breach of the peace or any assembly of persons where there is a threat of collective violence, destruction of property, or other unlawful acts. Civil disturbances can be spontaneous, planned, or evolve from demonstrations that require the emergency mobilization/employment of law enforcement officers, related emergency services, and U.S. forces. Law enforcement may employ crowd control techniques and tactics to address unlawful public assemblies to include a show of force, crowd containment, dispersal equipment and strategies, and preparation for possible multiple arrests.

## Crowd Dynamics And Behavior

1-27. Understanding crowd dynamics and behavior is critical to crowd control Information about the demonstrators (who are the demonstrators, where are they gathering, why are they demonstrating, and what are their capabilities) is necessary for proper planning and understanding how a crowd may behave. Under most circumstances, gathered crowds are orderly and present few, if any, problems for authorities.

1-28. Although, the dynamics of a crowd during a demonstration can change quickly and panic can erupt, especially when actions of the crowd become violent, destroy property, or other unlawful acts occur resulting in an unlawful civil disturbance. Individuals within the civil disturbance can easily sense that their safety and well-being are at risk. This puts crowd members in a fight-or-flight situation. The employment of riot control agents (RCA) to disperse a crowd may add to the panic and confusion. If individuals in a civil disturbance find no escape routes or blocked roads, it could lead to violent physical attacks.

1-29. When coupling the understanding of why crowds behave as they do with the known facts about the crowd, a more detailed plan can be achieved to control the crowd. With this information, contingencies can be put in place so that the crowd control force is proactive instead of reactive. There are multiple theories on crowd behavior, two of which are discussed below. Therefore, the benefits and risks of the employment of RCAs must be considered before they are employed. See TC 3-19.5 for additional information on the employment of RCAs.

Note. Riot control agents will be employed only when authorized by the President and geographical combatant commander, subject to the effective ROE or RUF, and then only defensively, to protect U.S. personnel and installations.

## Contagion

1-30.  Emotional contagion is the most dramatic psychological factor of crowd dynamics. It provides the crowd with a temporary bond of psychological unity. Lasting long enough, this unity can push a simple organized crowd into a mob. Normal law and authority are rejected by the crowd as a whole under these conditions, increasing the potential for violence and panic to erupt.

1-31. Being part of a crowd has certain effects on different people. Contagion theory suggests that each individual in a crowd is susceptible to behaving in a way that is contrary to their normal behavior. Some reasons for these behaviors could include the following:


Crowds provide individuals with a sense of anonymity. With so many others, an individual realizes that they are just another face in the crowd, giving a sense of invulnerability.

Crowd and individual behaviors are impersonal by nature. A them-against-us attitude affords those
within the crowd the ability to freely (without hesitation or reservation) be verbally abusive, throw objects, or attack anyone who gets in their way.

Crowds provide individuals with the idea that their moral responsibilities have shifted from
themselves as a person to the crowd as a whole. Large numbers of people often discourage individual behavior, and the urge to imitate individual within the crowd is strong. Individuals look to others around them for cues of what to do next, disregarding their own background and training. Often it is only the strong, well-disciplined person who can resist the prevailing crowd behavior.

Crowd behavior influences the actions of the disorderly individuals of the crowd and the authorities who are tasked to control them.

## Two-Crowd Theory

1-32. The two-crowd theory is based around the belief that at civil disturbance events there are two crowds present, one is civilians that have gathered (protesters, agitators, on-lookers) and the other is the uniformed personnel (crowd control force, law enforcement officials). According to the two-crowd theory, the outbreak of violence is not due to aspects of the contagion theory, but instead due to the action, reaction, and counteraction of both crowds that are present, known as circular reaction.

1-33. According to this theory, the blame for violence must be shared between the gathered crowd and the control force. It states that the actions and reactions of the crowd control force play a significant part in the levels of violence that occur and places the blame on law enforcement. Therefore, leaders and members of the crowd control force must be fully aware of their actions, reactions, and behaviors and how they affect the gathered crowd and its participants' actions and behaviors.

1-34. The interaction between the two crowds can be described using the metaphor of a dance, complete with well understood rules of dance etiquette. The escalation of tension and the potential for violence begins when one side or the other violates these rules. Through the violation of the implicit rules of dance etiquette, one crowd or the other triggers entry of both into an ever-escalating cycle of action, reaction, and counteraction. Dependent on preexisting expectations and on the present response, escalation of tension and violence may ensue.

1-35. Along with the interaction of the two crowds, there are several factors to consider for a crowd control event that affects the escalation of tension and outbreak of violence. Acknowledging and understanding these factors can help predict outcomes of crowd events and, thus, aid in prior planning and decision making on the scene. These factors are


Official anticipation. Official anticipation is the prediction of the occurrence of an event and eventual outcome by crowd control force leaders before the event. An expectation of escalation is
created through public pronouncements. Media reporting predictions by officials result in a selffulfilling prophecy, wherein authorities bring about confrontation by anticipating violence where none was imminent and by overreacting to minor incidents, making them into major ones.

Political intervention and diplomatic restriction. Political intervention or diplomatic restriction
affects the tactics and strategies used by the crowd control force by limiting the options available, or by dictating the choice of tactics. For example, in some countries where U.S. forces are
deployed, the use of chemical irritants is restricted. These restrictions reduce the on-scene
commander's options and crowd control arsenal.

Choice of strategy and tactics. Tactical and strategic choice points should be clearly identifiable.
Determine if tactical and strategic choices (for example, containment versus coercive dispersal)
made at those points served to increase or decrease the potential for tension and violence.

Rogue responses. Rogue responses are apparent random instances of hostility on either side that
serve to spotlight marginal participants and spectators and increase tension within core
participants. This behavior is considerably more aggressive than the behavior of others with similar responsibilities. For example, a crowd control force member strikes out with their riot baton hitting a demonstrator out of frustration or anger because of continuous verbal abuse while the rest of the crowd control force remains calm in formation. To qualify as rogue, less than 10
percent of the members or participants engage in this behavior during an event and engagement is clearly excessive.


Application (and misapplication) of nonlethal technology. Focused use of nonlethal weapons
(NLW) targeted on obvious offenders may decrease tension. Conversely, random and uncontrolled
application, such as spraying a crowd composed of participants, media, spectators, and passersby
with a chemical irritant may increase tension, may put focus on those involved, and may result in counter violence.

Boundaries. Drawing a line in the sand randomly creates an artificial boundary that either crowd
becomes firmly invested in to the point that their defense or their breach becomes a matter they believe requires the use of force.

Illusion of communication. The illusion of communication is when the crowd control force
operates as though instructions (an order to disperse) have been heard and understood, but individuals, groups, and crowds may not have heard or understood because of language barriers, garbled amplification, or inadequate projection.

Denigration and vilification. Denigration and vilification are the dehumanizing and stereotyping
of opposing crowds. The depersonalization of the opposing crowd leads to the magnification of
the sense of threat. (As in, the crowd control force labeling all protestors as anarchists, or when
demonstrators label all crowd control force members as mindless followers of an oppressive
government.)

Goldilocks principle. This principle refers to how the degree of response to a past crowd control
event by the crowd control force was characterized as too hard or too soft by political operatives or the media. Future events result in an adjusted response that is either too hard or too soft instead of responding to the situation as directed by the commander's guidance, planning, ROE, and RUF.

Official perspective. Official perspective is a variable that is also known as military police
knowledge, military police perception, or military police worldview. This perspective reflects the
filters applied in creating the definition of the situation upon which strategic and tactical decisions are made. It incorporates organizational culture, predispositions, and prejudices; personal
stereotypes; perception of legitimacy; and commitment to protecting the freedom of expression
and assembly. As such, it contributes to a self-fulfilling prophecyby behaving according to their
assumptions and expectations, the crowd control force may create and contribute to the expected
outcome. If the crowd is predicted to change into a violent mob and behaves accordingly, then the chances of a violent outcome are increased

## Crowd Development

1-36. Crowds are gathering of a multitude of individuals and small groups that have temporarily assembled in the same place. These small groups are usually composed of friends, family members, or acquaintances that represent a group belief or cause. People in small groups are known only to companions in their group and to others in the gathering that have come from the same neighborhood or community. Commanders must consider how the individuals and small groups assembled and how they are interacting during the gathering process. Crowd development is a process with a beginning, middle, and end.

Note. During planning, leaders must consider that the crowd may become more combative with the arrival of a response force. Planners must consider lines of efforts which have measurable indications of peaceful protests versus civil unrest/disturbance.

## Assembly Process

1-37. The first phase of crowd development is the assembly process. The assembly process of a gathering refers to the movement of people from different locations to a common location within a given period. This largely determines who participates.

1-38. Gatherings are often assisted by the activities of individuals or groups with a specific agenda, such as yelling catchy slogans and cheers that everyone can easily pick up and join in. Some groups are so well organized that they can pre-stage leaders to infiltrate a gathering. This creates unity, even inciting newcomers to join their cause. It can occur in one of two waysimpromptu or organized.

## Impromptu

1-39. An impromptu assembly usually develops informally and is mostly done by word of mouth (one person to another or one group to another). Participants spread information by telling one another when, where, and what is happening and inviting them to participate. An example of an impromptu gathering would be a gathering at a secured food distribution point after receiving information (by word of mouth) that a large truck carrying much-needed supplies and food is about to arrive. In this case, hunger would be the driving force causing the migration of people to the food distribution point. A more recent way of establishing an informal gathering is by spreading information via electronic means (text messages or social media).

Examples of this are best illustrated in Egypt and other countries during the Arab Spring that began in 2010 and in the United States during racial injustice protest and anti-lock down (COVID-19) protest in 2020.

## Gathering

1-40. The second phase of crowd development is the gathering itself. Studies show that


Crowds are made of many entities and all participants are not the same.

Crowds are not made of isolated individuals, but of a minority of individuals and a majority of small groups who may or may not be acquainted with each other.

Groups and individuals in the crowd are not unanimous in their motivation.

Groups and individuals in the crowd are usually not anonymous to each other, especially different
groups who gathered at the same place.

Individuals within a group do not want to draw specific attention to themselves and they do not participate in unique, emotional displays.

Groups within a crowd will often act in unison in an attempt to achieve their agendas.

Crowds are generally not unique or distinguished by violence or unlawful conduct.

## Dispersal Process

1-41. The final phase of any crowd development is the dispersal process. It involves the movement of people from the common location where they assembled to one or more alternate locations. Local community leaders could also assist in the dispersal of a crowd. The dispersal process ends the gathering or begins its decline.

Dispersal can occur on a routine, emergency, or coerced basis.

## Routine

1-42. Routine dispersal is when the crowd leaves on its own with no outside influence. The dispersal may be specified in advance and can be included in the assembly instructions given by the organizers of the event.

## Emergency

1-43. An emergency dispersal occurs when people evacuate an area as a result of an unexpected crisis (fire, explosion, bomb threat, or terrorist act). Individuals in such an emergency quickly recover from the initial shock and often find improvised ways of extricating themselves and their companions from the dangerous situation. Therefore, it is important that forces on the scene are careful not to confuse group dispersion from an attack or regrouping tactics.

## Organized

1-44. Like an impromptu assembly, an organized assembly also involves individuals and groups passing on information to one another. Passing information on police activity and occurrences and when and where events will take place helps organizers to prestige participants. Rarely is only one group responsible for pulling together a gathering. Organized assemblies rely heavily on established groups that attract people to gather. Examples of well-organized groups are anarchists, anti-globalization groups, and anti-free enterprise groups. Groups representing extreme religious faiths and ethnic organizations have been common as well. Another example of organized groups that contribute to the assembly process of certain gatherings is the political activist. Several far-right groups played a large role in the 2021 protests of Congress certifying the Electoral College votes from the 2020 Presidential Election in Washington, D.C.

1-45. Organized-gathering processes rely more on centralized planning and organization. One or more groups offer the organizers lists of individual names and groups from which they contact as potential participants. Modern technologies that allow for rapid information dissemination are available to these organizers. They can also use telephone banks, mailing lists, or e-mail addresses. In preparation for a long-term event, some group organizers have the means to provide logistical support, such as transportation, food, and water for the participants.

## Coercion

1-46. Coercion dispersal is caused by a use of force on some level. This is not necessarily the best way to disperse a crowd. The negotiated management of crowds is the preferred method and has proven to be highly successful in getting crowd organizers to police themselves especially if the demonstration or protest leaders are available and willing to participate.

## Crowd Tactics

1-47. Commanders and leaders must be aware that highly organized groups of protesters and demonstrators have developed tactics to disrupt the crowd control force. These crowd tactics were published in handbooks for communist organizers during the Cold War, and today, the Internet contains sites that are devoted to sharing these and other tactics with the general public and various protest groups. Although some of these tactics are outdated, commanders and leaders must be aware of them and their potential consequences.

Commanders must be aware that well-organized crowds may attempt to engage the control force, surround it, and overpower it by sheer numbers. To avoid this, commanders must do a detailed terrain analysis
(intelligence preparation of the battlefield [IPB]) of the area to include all approach and exit routes in the area. The control force flanks have to be protected to avoid being enveloped by the mob. To avoid being enveloped, the on-site commander should keep the crowd at a comfortable distance from the control force formation. Establishing predetermined rally points, choke points or develop primary, subsequent and alternate fall back positions for the control force is critical in the event that this type of tactic is used by the crowd.

1-48. If a demonstration turns into a civil disturbance, individuals and small groups within a crowd use any number of tactics to resist authority, disrupt, and add turmoil to achieve their goals. The more organized and purposeful a crowd becomes, the more likely that a tactic will be used. These tactics can be planned or unplanned and violent or nonviolent.

## Nonviolent Tactics

1-49. Most gatherings of individuals and small groups into a crowd do not involve violent behavior. A public disorder or disturbance usually involves some name-calling, demonstrations to express views, corporate yelling and chanting, and even singing and dancing. In recent events, members of crowds and bystanders have used professional and social media as a means to influence the actions of the control force. Nonviolent actions of a crowd are disruptive because they are in direct conflict with what authorities want them to do, such as refusing to leave when directed, locking arms, and sitting in front of or around areas and buildings that the authorities are attempting to clear.

## Violent Tactics

1-50. A crowd that becomes a mob can be very violent and destructive. Although some nonviolent activities occur, violent crowds strike out physically at bystanders, others in the crowd, or members of the control force on the scene. They destroy private and public property, set fires, employ bombs (in extreme cases), or use other weapons or tools at their disposal. Some violent tactics, such as setting fires, are done to create confusion or as a diversion from another activity. The only limitations for violent crowds are their own imaginations, the training of their leaders, and the materials readily available.

1-51. Civil disturbances vary considerably in targets and players. A communal riot, for instance, deals with deep-seated ethnic, religious, and language differences. Commodity civil disturbance involves an attack on property by acts of vandalism, looting, and arson. Protest civil disturbances (such as the riot around the World Trade Organization Assembly in Seattle, Washington, in 1999), illustrate individuals and groups that aggressively and sometimes violently act out or voice their opposition to the assembly. The Democratic Convention in Chicago, Illinois, in 1968 reflects a riot that directly targeted police and authority in general. Celebration civil disturbances occur across the United States as a result of home team victories in sporting events, among other reasons. Celebrating crowds look to make the moment more memorable through raucous acts that demonstrate their joy or happiness; for example, the civil disturbances that took place in Chicago in
1992 as a result of the Chicago Bulls winning the National Basketball Association Championship.

## Common Tactics Used Against Authorities During A Riot

1-52. During a civil disturbance organized participants try to defeat, disrupt, confuse, and deter the control force by employing several different tactics. These tactics include


Constructing barricades.

Using weapons and projectiles.

Feinting and flanking actions.

Participating in verbal abuse.

Perceiving that people are innocent or weak.

Using vehicles or other objects.

Setting fires.

Using lasers.
Note. Specialized equipment may be required to protect crowd control personnel from tactics used by crowds (for example, eye protection from lasers).

## Barricades

1-53. Violent crowds may erect physical barriers to impede the movement and prevent authorities from entering certain areas or buildings to hide their activities. Common materials used for barricades include


Vehicles.

Felled trees.

Furniture.

Felled light poles.

Fencing materials.
1-54. By constructing barricades, the rioters are trying to disrupt the movement of the control force. If the control force does advance toward the barricade, the rioters want the obstacle to split the control force and leave it vulnerable to mob actions.

## Weapons And Projectiles

1-55. Proper crowd control equipment is required to mitigate risk to Soldiers when deployed in this type environment. Mobs will often use various types of weapons and projectiles against authorities to achieve their agendas and goals. It is important that leaders train Soldiers to recognize possible threats of the various weapons that can be used by crowds or mobs, enabling the Soldiers to react with the appropriate minimum force. The types of weapons and projectiles used could be almost anything. Some examples include, but are not limited to


Firearms.

Molotov cocktails.

Explosives.

Blades.

Baseball bats.

Axes.

Bottles.

Rocks
1-56. Sniping or massing fire from within the crowd, in buildings, or other covered positions can, at times, be effective tools for terrorists or other belligerent rioters using a crowd to cover their acts.

1-57. Angry mobs will often attempt to disrupt the control force by throwing rocks and other projectiles. As the situation deteriorates, the mob may escalate the violence by using a battery of slingshots that will pellet the control force with projectiles. They may also use smoke grenades (homemade or store-bought) to mask their movements. Molotov cocktails are also used against personnel, employed vehicles, and portions of the control force. A group or individual may attempt to gain a position above an armored vehicle to enable them to drop a Molotov cocktail into an open hatch.

1-58. Explosives can be used by rioters in many ways: as simple diversions, to block the advances of formations, or to provide an escape for rioters. In worst-case scenarios, explosives can be used to purposely kill, injure, or demoralize authorities that are protecting the safety of everyone.

1-59. In many cases, a crowd throws anything in their reach that can be picked up. Rotten fruit or vegetables, rocks, bricks, bottles, sticks, and pieces of lumber are most often used because they are readily available. More sophisticated types of thrown objects are improvised bombs, such as petrol bombs or tennis balls with nails sticking out of them. Never discount that these individuals and groups could acquire hand-thrown explosives, such as dynamite or grenades.

## Feinting And Flanking Actions

1-60. Organized mobs may attempt to disrupt the movement of the control force by feinting an assault. When the control force moves to blunt the assault, the mob will assault the exposed flanks in an attempt to split the control force and envelop a portion of it.

## Verbal Abuse

1-61. In almost every instance of a civil disturbance or riot, verbal abuse will be an aggressive tool. Obscene language, racial remarks, taunts, ridicules, and jeers should always be expected. It is apparent that the purpose for using verbal abuse is to anger, demoralize, and provoke a physical response. Undisciplined, untrained Soldiers who face such an attack could cause the situation to escalate. Just one provoked action of a Soldier could be interpreted as an act of brutality by the media. Commanders must consider the risk versus deterrence and security.

## Perceived Innocent Or Weak People

1-62. Women, children, and the elderly are often used as pawns in civil disturbance events. On many occasions, the innocent and the weak are moved to the front of the crowd and used as a barrier. With the innocent and the weak directly facing authorities, aggressive and violence-prone individuals or groups behind them attempt to provoke authorities to react. Often, this tactic is to exploit the situation in the eyes of the media for propaganda value. Despite the perception of sometimes being physically weaker, women, children, and the elderly can be just as, or more committed to the cause as those behind them.

## Vehicles And Other Objects

1-63. Vehicles and other objects can be placed on higher ground (atop a hill or in a building) to disrupt the control force. For example, a vehicle or tire can be set on fire and rolled down a hill, carts or barrels filled with hazardous or flammable materials can be pushed down a hill, or burning furniture and petrol bombs can be thrown from two-story or higher buildings toward a formation of Soldiers.

## Fire

1-64. Rioters have set buildings, vehicles, and other structures on fire to block the advances of authorities and to create confusion and diversions. If property damage is the goal of a crowd, fire is an effective tool. A
sniper, for example, may set a building on fire to divert attention or provide maximum target possibilities.

Another tactic sometimes used is to flood the lower floors or basements of structures with flammable liquids or gas and then ignite it at an opportune moment.

## Threat Analysis And Crowd Assessment

1-65. Threat analysis is vital for any military mission. The assessment of crowds requires its own set of questions. These questions should be answered before a crowd assembles or as quickly as possible. In some cases, all the questions may not be answered. The following questions represent a logical way to develop an understanding of the crowd the commander is tasked to control:


Who are they and what is the overarching identity of the crowd? Do they identify themselves
as strikers, ethnic groups, religious factions, social protestors, some other group, or even a combination of these? Understanding who they are will indicate what they may do. It may be possible to determine identities and goals from advance assembling instructions, leaflets distributed to bystanders, placards and banners, or chants and songs.

What are their goals? What the group wants to accomplish by assembling could determine the extent to which they can be accommodated once they have assembled. They may only seek
recognition for their cause (being seen and heard). If so, this goal is usually easy to accommodate. However, some groups may have more demanding goals, for example the demonstrators in Seattle who sought to stop the World Trade Organization. Goals that cannot be accommodated make
confrontation very likely.

What is the composition of the crowd and are there any known factions? Seattle
demonstrations against the World Trade Organization were composed of groups that were
protesting environmental issues, wages, and child labor laws. Differing goals and the resulting
friction were evident between such organizations as the Ruckus Society and the American
Federation of LaborCongress of Industrial Organizations. Factions within a crowd represent
threats and opportunities.

What are they capable of doing? Protest groups often claim that they will assemble large numbers of people to produce some disruptive action. However, there is often a difference between
the claim and reality. An organization may claim that it can mass a 100,000 people, but in reality can only get 40,000. Organizers exaggerate because they want to boost the morale of their own people and they want the media to report that they have strength in numbers. Studying the past activities of a group may provide indications of what they are capable of doing in the future.

What are their traditional behaviors or cultural repertoires? What people do during protests
is not universal. It varies with the group, individual, and the culture. Social protestors and striking unions may carry placards and banners, while other groups may protest in a quiet way. Understanding these behaviors, along with their goals, can be helpful in deciding how to respond.

When and where will they assemble? Every protest organizer has a time and place for assembling and a destination for the crowd to move toward. If the organizer attempts to mobilize large numbers of participants, the time and place for assembling and dispersing must be made known in the instructions. This information may be stated in the mobilization instructions or disseminated by an informal network, such as word of mouth. Such impromptu networks in densely populated areas can enable rapid assembling. Knowing the location is a key to planning for a commander and his or her staff.

Where will they go? Many crowds have destinations. Organizations may march a specified
distance to ensure that their cause gets sufficient attention. Commanders need to know the route to minimize disruptions to the rest of the community. Knowing the route allows law enforcement agencies to take such measures as rerouting traffic to prevent congestion caused by protest marches. It is also necessary to provide security along the route to prevent counterdemonstrators from confronting the marchers. This will prevent an even greater problem for the community.

What are the possible targets of violence? Riot participants, in particular, may focus on target facilities, personnel, or objects. There is no set target list for rioters, and it depends on the location and what is in the area. Some common targets include: authority figures (the control force), government facilities, food supply facilities, gun stores, retail stores (especially those with high value items), and symbols of authority or government (such as statues, flags, or signs).

When and where will they disperse? Crowds have a life cycle that includes how they disperse. Commanders must consider this. It is essential that there be one or more avenues that individuals and groups can use to disperse. These dispersal routes should be clearly marked, visible, and openended. There may be a need for U.S. forces to assist the crowd with dispersal. Assistance includes:
securing routes, marking routes, and providing or helping arrange transportation.

Are there plans for subsequent gatherings?  Organizers may have multiple gatherings planned
on different dates or locations. Also, a crowd may disperse for a short time so that participants can take care of personal needs. This could be days or only a few hours.

What is the worst-case scenario? Worst-case scenarios must be recognized, discussed, and
planned for, if for nothing else, to avoid them. This could be when an originally peaceful demonstration evolves into a full-blown riot.

## Urban Terrain Analysis

1-66. Of all the environments in which the Army may need to conduct operations, the urban environment confronts commanders with a combination of difficulties rarely found in other environments. The distinct characteristics of the environment result from the combination of man-made features and supporting infrastructure superimposed on the existing natural terrain and the density of civilians in close proximity to combat forces. The human dimension it represents is potentially the most important and perplexing for commanders and their staffs to understand and evaluate. Commanders must make extraordinary efforts to assess and understand their particular urban environment to plan, prepare for, execute, and assess effective civil disturbance operations. See ATP 3-06 for detailed discussion of the urban environment and factors for planning military operations.

## Plan, Prepare, Execute, And Assess Crowd Management

1-67. The operations process is a commander-led activity informed by command and control principles. It consists of the major command and control activities performed during operations: planning, preparing, executing, and continuously assessing an operation (see figure 1-1). These activities may be sequential or simultaneous. They are rarely discrete and often involve a great deal of overlap. Commanders use the operations process to drive the planning necessary to understand, visualize, and describe their unique operational environments; make and articulate decisions; and direct, lead, and assess military operations. See ADP 5-0 for a detailed discussion of the operations process.

1-68. The commander begins visualizing the surrounding environment and the conditions and factors driving the demonstration or civil disturbance. Visualizing and understanding the environment and the problems driving demonstration or civil disturbance will enable the commander to visualize how to integrate crowd control forces and capabilities to support crowd control, describe the concept and intent to the staff, and helps drive the planning process and course of action (COA) development. Through constant assessment, the commander obtains enough information to begin directing the staff to achieve those tasks necessary to achieve mission success.

1-69. Information is the key to developing civil disturbance plans. One must know who the demonstrators are; when, where, and why they are demonstrating; what their capabilities are; and what their possible COA
is. A commander's need for current, valid information cannot be overemphasized. The commander must learn as much as they can about the participants (their age range, motivations, strategies, tactics, targets, and dedication). Military police collect information through police engagement. Police engagement is an information related capability that occurs between police personnel, organizations and populations for the purpose of maintaining social order. Also the integration of police intelligence operations into all military police operations (see ATP 3-39.20).

1-70. The more knowledge commanders have about the participants, the better equipped they are to counter different actions. Along with information on the situation itself, commanders and staffs need to know what they are authorized and prohibited from doing legally. Commanders and staffs need to know if there are counter protests planned nearby, are participants being bussed in or will they have access to their privately owned vehicles, and what are the demonstrators allowed to bring into the demonstration area (backpacks, signs with sticks). In planning for crowd control or civil disturbance missions, planners must decide what data is needed to develop threat assessments and courses of action.

1-71. Crowd control is complex and resource-intensive with regard to time, manpower, equipment, and sustainment resources and requires extensive and proactive coordination with local, state, or host-nation authorities. Successful crowd control planning requires an understanding of the capabilities and requirements
(tactical and technical) of the U.S. forces and their impacts on the concept of operations. Crowd control must be identified and synchronized during the planning activities of the operations process, requiring the critical reasoning skills and problem-solving techniques inherent in established Army planning (see ADP 5-0).

Throughout the planning process, the commanders and staff must advise supported authorities and their staffs about U.S. forces capabilities and recommended methods of employment. Critical to this effort is a shared common communication link/system.

1-72. The side that possesses better information and uses that information to gain understanding has a major advantage over its opponent. Forces that have this advantage can use it to bring about changes in attitudes, decisions, and actions in assembled demonstrators. Planners must attempt to control a situation prior to an event by limiting items that can be brought to a demonstration by the crowd that can be used as weapons and limiting what they have access to, and by using geography to distant counter protesters. Risk management must be used throughout crowd control planning, preparation, and execution.

## Plan

1-73. Planning is a part of command and control. Planning is the means by which the commander envision a desired future; lays out effective ways to achieve it; and communicates the vision, intent, and decisions that are made between commanders, their staff, subordinate commanders, and supported local, state, and hostnation authorities. Planning is a continuous, cyclic activity of the operations process. The output of planning is a plan or an order that directs future action.

1-74. Planning is initiated at the operational level with guidance from the strategic level. The planning includes guidance on crowd control and addresses responsibilities, training, organization, operating procedures, ROE and RUF. The most difficult and productive decisions are those made in the preincident planning process.

1-75. Planning should focus on the prevention of unfavorable outcomes. Experience has shown some law enforcement agencies (LEAs) attempting to help crowds accomplish their goals within the law has been beneficial and even led to conceding some violations for the purpose of avoiding confrontation. However, LEAs maintains a law enforcement presence, which signifies social restraint. The LEAs also decide when and where they will not compromise and the amount of force to use.

1-76. Commanders should define goals. When defining a goal, determining the end state is one of the first steps. Defining the goal is fundamental. However, actually working toward and accomplishing the goal is easier said than done, as the process can drive the situation. Commanders and leaders must be aware of this. The military force must focus on what they are trying to accomplish.

1-77. Planning is also based on imperfect knowledge and assumptions about the future. The following planning tasks help commanders and staffs to


Understand local political factors and how they will influence the plan once implemented:

Knowledge of Constitutional law.

Knowledge of law and supported agency policies as they relate to use of force and information gathering.

A willingness to reach out to protest groups and stakeholders.

Using time, patience, and communication to attempt to facilitate lawful protest activities and obtain voluntary compliance when feasible.

Seeking support of community and public agency resources

Crowd control training.

Anticipate events and adapt to changing circumstances.

Task-organize the force and prioritize efforts:

Proper incident documentation.

Effective strategies and tactics.

Appropriate level of force necessary.

Liaison with the media and a well-managed media relationship.

Understanding and working with social media and electronic communication.
1-78. Planning provides an informed forecast of how future events may unfold and how U.S. forces may be employed to support crowd control. This entails identifying and evaluating potential decisions and actions in advance to include thinking through consequences of certain actions. Planning involves thinking about ways to influence the future and how to respond to potential events. Put simply, planning is thinking critically and creatively about what to do and how to do it, while anticipating changes along the way.

1-79. A key aspect of planning is organizing U.S. forces for operations. *Task-organizing* is the act of designing a force, support staff, or sustainment package of specific size and composition to meet a unique task or mission (ADP 3-0). Through task organization, commanders establish command and support relationships and allocate resources to weigh the decisive operation or main effort. Command and support relationships provide the basis for a unity of command and effort in operations. See ADP 5-0 for additional information on Army command and support relationships. For additional information on planning see ADP 5-0.

1-80. Commanders integrate input from subordinate commanders and leaders, state, local, or host-nation authorities into their planning processes. Commanders and staffs must conduct proper mission analysis to determine what capabilities are required. Supporting unit commanders and leaders conduct parallel planning processes that provide effective outcomes for their units. Commanders and staffs planners coordinate U.S.

forces support with state, local, or host-nation authorities.

1-81. Unit commanders are responsible for the final decision on how U.S. forces will be employed during the mission. Commanders and military working dog (MWD) handlers should conduct a risk assessment to make informed decisions that balance U.S. forces capabilities and mission benefits. (See ATP 5-19 for additional information on conducting a risk assessment.)
1-82. During planning, commanders and staffs must remember any public assembly or demonstration, whether for lawful or unlawful purposes, may require the response of a crowd control force. The response can range from observation to engaging in various crowd control strategies. Crowd control strategies include containment, control, communication, information, coordination, and response. Planning for crowd control incidents should include contingencies. Crowd control intervention, strategies, and tactical considerations may include (not in priority order)


Establishing contact with the crowd.

Gaining verbal compliance.

Supporting and facilitating a right to protest.

Developing a traffic management or control plan.

Using crowd control and dispersal methods as required.

Protecting critical facilities.

Protecting public property.

Protecting people.

Providing a high-visibility law enforcement and crowd control force presence.

## Prepare

1-83. *Preparation* consists of those activities performed by units and Soldiers to improve their ability to execute an operation (ADP 5-0). Preparation creates conditions that improve opportunities for success of friendly forces. It requires commander, staff, unit, and Soldier actions to ensure the force is trained, equipped, and ready to execute operations. Preparation activities help commanders, staffs, and Soldiers understand a situation and their roles in upcoming operations and set conditions for successful execution. Preparation creates conditions that improves opportunities for success. Some primary functions of preparation include


Improving situational understanding on threats. U.S. forces supporting crowd control activities
requires updated intelligence reports of possible threats and hazards participating in the
demonstration.

Developing a shared understanding of threat tactics, techniques, and procedures.

Conducting deliberate mission rehearsals to ensure the U.S forces are integrated into mission
requirements and are able to and operate as members of the supported civil authorities.

Coordinating sustainment of resources, medical support, and communications equipment required
to communicate with local, state, or host-nation authorities.

## Execute

1-84. *Execution* is the act of putting a plan into action by applying combat power to accomplish the mission and adjusting operations based on changes in the situation (ADP 5-0). Commanders and staffs use situational understanding to assess progress and make execution and adjustment decisions. In execution, commanders and staffs focus their efforts on translating decisions into actions.

1-85. The employment of U.S. forces in support of crowd control includes a wide range of missions and tasks that enable local, state, or host-nation authorities to effectively conduct crowd control and provide for public safety and maintain law and order.

1-86. When possible, U.S. forces should avoid confrontation. Crowd situations are highly unpredictable, but history has proven that confrontation will most likely cause crowd resistance. When pushed, people tend to resist opposition to the realization of their purposes.

## Assess

1-87. *Assessment* is determination of the progress toward accomplishing a task, creating a condition, or achieving an objective (JP 3-0). Assessment precedes and then occurs during the other activities of the operations process. Assessment involves deliberately comparing forecasted outcomes with actual events to determine the overall effectiveness of force employment. Assessment helps commanders determine progress toward achieving a desired end state, accomplishing objectives, and performing tasks. Figure 1-2 shows the activities of assessment, which includes


Monitoring the current situation to collect relevant information.

Evaluating progress toward attaining end state conditions, achieving objectives, and performing tasks.

Recommending or directing action for improvement.
1-88. Assessment is a continuous activity of the operations process that helps military police commanders and staffs to recognize variations from initial assumptions and visualizations that subsequently could enable the identification of faulty planning. An assessment can identify changes in the operational environment that may require a revision in planning or changes to operations. The primary tools for assessing any operation include operations orders, commander's observations, running estimates, and assessment planning (measures of effectiveness, measures of performance, reframing criteria). The commander's visualization forms the basis for the commander's personal assessment of progress.
1-89. Continuous assessment enables commanders and staffs to make adjustments when minor variances or environmental changes are detected. It also allows the commander to conduct a major reframing of visualization and significant shifts in planning and operational execution when major variances are identified.

A variance indicates a difference between the actual situation during an operation and what the plan forecasted the situation would be at that time or event. Continuous assessment enables commanders and civil authorities to adapt to a fluid and changing environment and evolving situational understanding. The running estimate is the staff mechanism to document continuous assessments of the current and future environment.

(See FM 6-0 for additional information on continuous assessment and running estimates.)
1-90. During planning, commanders and staffs identify likely changes to the operational environment and options and actions required in the event that these changes reach identified thresholds. During execution, commanders and staffs monitor the situation to identify changes in conditions through change indicators. These change indicators can result from


Direct friendly or threat actions.

Second- or third-order effects of friendly or threat actions.

Natural or man-made conditions beyond the control of friendly or threat forces (natural disasters,
interventions by third-party elements).
1-91. Additionally, commanders must assess the magnitude and impact (positive or negative) of identified change indicators on friendly operations. Finally, they must identify opportunities and risks associated with the change indicators and determine what changes to friendly operations are required to address the identified conditions. Commanders and staffs establish and use measures of performance and measures of effectiveness to evaluate crowd control support to ongoing operations. It is critical for the staff to understand the use of these assessment tools and employ them effectively.

## Information Collection

1-92. Accurate information helps forces to anticipate problems and requirements. It allows commanders to control situations earlier and with less force, creating the conditions necessary to achieve the optimal end state. Military information support operations (MISO) and civil military operations are activities that may provide the commander with control techniques in the situational development phase during operations outside of the United States. Local and state authorities will provide threat and demonstration information to U.S. forces supporting crowd control within the United States and its territories.

1-93. Information is available from a multitude of sources. A diverse source pool is best because it prevents a single biased perspective. Primary sources are as follows:


Open sources.

Libraries.

Periodicals and newspapers.

Television and radio.

Internet.

Law enforcement sources.

Local LEAs.

National LEAs.

Host-nation LEAs.

Regional or state tasks forces.

Military sources (according to AR 381-10).

DOD intelligence community.

Local military intelligence field offices.

After action reports.
1-94. Army intelligence elements supporting DSCA are primarily governed by AR 381-10. This Army regulation is derived from The National Security Act of 1947 and Executive Order (EO) 12333 as amended. These two authorities establish a comprehensive program for national security. They define the roles and missions of the intelligence community and establish accountability for intelligence activities. Additionally, DODD 5240.01 implements the guidance contained in EO 12333 as it pertains to DOD. Following AR 381-
10 enables any Army organization performing authorized intelligence functions to carry out those functions in a manner that protects the constitutional rights of U.S. persons.

1-95. These authorities establish the operational parameters and restrictions under which intelligence activities, may be conducted. Intelligence activities are all activities that Department of Defense intelligence components are authorized to undertake pursuant to Executive Order 12333. (DODD 5240.01). In general, Army intelligence elements may collect military-related foreign information and produce intelligence when it is necessary to fulfill a lawful assigned function, provided they have the proper approvals. They must exhaust the least intrusive collection means before requesting a more intrusive collection means. (See ATP 2-91.7 for a detailed discussion of intelligence support to DSCA.)
Note. Most information collection activities are only done during operations outside the United States. The U.S. military does not conduct MISO and civil military operations within the United States and its territories. Commanders should consider impacted area assessments with operations personnel.

## Integrating Police Intelligence Operations

1-96. Police intelligence operations (PIO) must be integrated throughout crowd control planning and execution. *Police intelligence operations* is the application of systems, technologies, and processes that analyze applicable data and information necessary for situational understanding and focusing policing activities to achieve social order (FM 3-39). It supports the operations process and influence military police operations through the analysis of police information collected during military police activities and shared police information received from unified action partners and from the production and dissemination of police intelligence products (see figure 1-3).

1-97. PIO support crowd control through the production of tactical criminal intelligence and crime analysis that enable the anticipation of civil disorder and the instability to enhance police efforts to prevent, control, or mitigate the impacts of civil disturbances. While the focus to control a single demonstration can be enhanced by police intelligence products designed for specific tactical results, strategic crime analysis and criminal intelligence may also contribute to crowd control efforts. Strategic crime analysis can identify patterns, trends, and environmental conditions that may be contributing to multiple demonstrations throughout an area of operations. This understanding may enhance military police efforts to not only control an immediate demonstration, but also to address the underlying causes that fuel disorder or civil unrest to elevate a demonstration to a civil disturbance or civil unrest throughout a broader area.

Note. Collection of police information on U.S. persons implicates many legal considerations and restrictions. Judge advocates should be consulted during planning and collection of police information to ensure adherence to legal requirements.

## Chapter 2 Crowd Control Strategies And Tactics

 U.S. forces conduct crowd control to assist domestic authorities or host-nation authorities outside of the United States or to support Army operations. During crowd control missions U.S. forces will find themselves in difficult circumstances. In any situation, the responding crowd control force has many options for controlling the crowd. This chapter discusses crowd control strategies and tactics that enable a crowd control force to effectively control a crowd during a demonstration or to address unlawful public assemblies and restore order during a civil disturbance.

## Crowd Control Strategies

 Crowd control strategies are employed to direct or mitigate the actions of crowds of people. Lawful gatherings (casual crowds, sighting crowds, or demonstrations) may often conclude without any need for intervention. Every event and derivative events should be independently assessed to determine the crowd control strategies and tactics that will effectively support and facilitate a gathering, and provide for public safety and security. Strategies and tactics employed may prompt a positive or negative response from the crowd (for example, a strong show of force may calm and disperse a crowd or incite them).
 In support of domestic authorities, commanders and staffs coordinate crowd control strategies with state and local authorities. U.S. forces conducting crowd control outside of the United States  may come in contact with crowds that do not accept the presence of U.S. forces, which will make the conduct of crowd control and the protection of the citizens of the host-nation and critical assets difficult. U.S. forces will be under intense media and political scrutiny (an environment much like what law enforcement operate in on a day-to-day basis).

 U.S. forces supporting crowd control may appear to be invincible and intimidating, but they risk being portrayed as oppressors. Groups that perceive themselves as oppressed will readily seek to be seen as victims in an effort to gain the support of public opinion. Projecting a favorable image will require outreach to local leaders and citizens and coordination with local authorities. It will also require developing a relationship with the media. For example, the Los Angeles Sheriff's Department often invites the media to accompany their tactical commander during crowd control situations. This shows that they have nothing to hide. It also provides an opportunity for individuals to see the commander's side of an event.

 During crowd control, commanders must consider how actions will play among several audiences
local, allied, United States, and international. The media effect is inescapable. In some cases, it will be difficult to accommodate all of these audiences. However, the most important audience is the American public because it is vital to the continued support of U.S. forces.

 Crowd control strategies used will depend on available resources and the crowd's dynamics, behavior, and tactics. Crowds and criminal acts committed by participants within the crowd require a flexible response. Strategies include containment, control, communication, tactical information, coordination, and response.

Crowd control intervention, strategies, and tactical considerations may include


Developing a traffic management and/or control plan (see ATP 3-39.10 for more information).

Establishing contact with the crowd.

Gaining verbal compliance.

Supporting and facilitating the right to demonstrate.

Using crowd control and dispersal methods.

Developing and implementing a graduate response process.

Protecting critical facilities.

Providing a high-visibility crowd control force presence.

Coordinating for medical support in the event of injuries to individuals in the crowd or to the
crowd control force.

## Relationship Building With The Crowd

 Working relationships between commanders and protest group leaders are seen as the best means for preventing bad outcomes in crowd situations. This is called the negotiated management model of crowd control. Law enforcement agencies in the United States and Europe practice it. Initiate communication with group leaders to work out issues before an event. Commanders should make a concentrated effort to maintain a working relationship with the leaders of protest groups.
 Open dialog helps develop working relationships between commanders and demonstration leaders, providing an opportunity to communicate clearly. Talking allows group leaders to tell authorities and tactical commanders what they want to accomplish. It also allows authorities and commanders to tell group leaders what they are prepared to do and how they might respond to certain crowd behaviors. Such communications can do much to resolve issues and prevent violence.

 Communication also means persuasion. Commanders should try to win over demonstration leaders.

They may not be able to talk to all leaders before a crowd assembles. Some crowds will not have recognized leaders and are ad hoc organizations. Other groups may have several leaders, but only some of those leaders will negotiate. In such cases, meetings with some leaders may tell who the other leaders are and provide critical information that will enable decisions on crowd control. Negotiations may also encourage more moderate leaders to do things that will support the commander.

 Commanders may tell demonstration group leaders that they want to assist them in the event by conducting it safely. They should encourage demonstrators to protest in an acceptable way. Several rules apply in negotiations, and credibility is vital. Only communicate necessary information and those actions that authorities and commanders intend to do. Negotiations are made from a position of strength, and by negotiating an agreement may be reached. However, contingencies should be developed in the event that the agreement is violated.

 Working relationships between commanders and protest group leaders often result in protest groups policing themselves. This is one of the basic premises of negotiated management. Protesters are more likely to listen to their own leaders, as opposed to listening to U.S. forces. Protest organizers are likely to buy into a cooperative effort and agree to ground rules set during pre-protest negotiations. Many protest leaders seek to stay on the right side of the law.

## Protecting Critical Assets

 Critical assets that require protection against demonstrators must be identified and prioritized. Criticalasset security is the protection and security of personnel and physical assets or information that is analyzed and deemed essential to the operation and success of the mission and to resources required for protection (ADP 3-37). Critical assets can be people, property, equipment, activities, operations, information, facilities, or materials. Commanders and staffs use criticality, vulnerability, and threat probability assessments to prioritize critical assets that require protection (see ADP 3-37). Not all critical assets and facilities receive continuous protection. Some critical assets and facilities only receive protection assets based on available resources. U.S. forces conduct local and area security, apply antiterrorism measures, and implement physical security procedures to secure critical assets in support of crowd control. Commanders should consult with their servicing judge advocates when establishing ROE and RUF to protect critical assets.

## Apprehension Teams

 During the course of a civil disturbance, some members of the crowd may take part in unlawful activities, such as looting and assault. This will require the civil authorities or attached elements to apprehend, search, and detain people who are participating in the demonstration. Circumstances of the unfolding situation may require U.S. forces to be called upon to search, take custody of, and detain people who are participating in some form of protest and violating the law. Apprehensions are conducted to halt these violations and to deter future violations.

 U.S. forces will be in a supporting role to the local civilian authorities or acting as the control force in civil disturbance missions. When making apprehensions, it is best to use apprehension teams. These teams provide quick, organized responses to developing situations. Teams can be organized at the team, squad, or platoon level depending on the number of apprehensions expected. Information collection and IPB help prepare for events where apprehensions may be necessary.

 Each team (if possible) consists of a civilian police or apprehension officer, security element, and recorder. Team apprehension officers make the actual apprehension with the help of the security elements. If there is not a civilian police officer available to act as the apprehension officer, then it will be done by U.S. forces personnel (preferably a noncommissioned officer or an officer).

## Legal Considerations

 All apprehensions are made by the civil police force, unless it is not possible for them to do so.

Individuals must be known to have committed an illegal act, or there must be probable cause to believe that an individual committed such an act to be apprehended. If it becomes necessary for a military crowd control force to apprehend or temporarily detain such violators, control force members often do so with the approval of the civil authorities. This ensures that all searches, apprehensions, and detentions (if necessary) are conducted within the parameters of the law.

 Participating in a legal demonstration to express views is a right of all people, not just Americans in the United States. The actions, attitudes, and behaviors of U.S. Soldiers performing these operations are very important. Treat all people firmly, but with reasonable courtesy, dignity, and respect.

  U.S. forces should never be seen as a military policing force on our own soil or as an occupying force in another country. Treating people with contempt, hostility, or excessive force increases the likelihood of resistance and violence. Searching people, placing them under apprehension, and detaining them without probable and just causeor without concern for their rightscreates problems and hinders due process.

Numerous cases exist where authorities violated an individual's rights, resulting in the prosecution of police authorities or civil suits being waged against the officers and their leaders. This includes the military personnel assisting those officials.

 It is important that civil law enforcement (if available) is present and supervises all activities. Military personnel conducting a search or making an apprehension must carry out all the procedures carefully within the parameters of their training and the authority given to them. For each search and apprehension performed, the apprehension element must document the specific conduct of the person under apprehension.

 Apprehending officers and supporting U.S. forces personnel must provide careful descriptive data for each subject. This description must be sufficient so that, at a later time, the suspected person can be clearly identified as the subject in question. Names and addresses of witnesses to the violation must be obtained. This information can be recorded on DD Form 2708 (Receipt for Pre-Trial/Post-Trial Prisoner or Detained Person). Apprehension teams must retain and tag each item of physical evidence, such as weapons or stolen goods, which supports the apprehension on DA Form 4137 (Evidence/Property Custody Document). The subject is provided a copy of the DA Form 4137 as a receipt for the collected evidence.

## Apprehension Of Subjects

 Once an individual has been identified as a subject that has violated the law, inform them that they are under apprehension. Ensure that the apprehension process is properly conducted and documented.

 Security elements help the apprehension officer handle subjects. Security elements move, restrain, and search subjects under the supervision of the apprehension officer. The primary responsibility of the security elements is to watch the crowd and act as a blocking force, keeping the crowd from interfering with the apprehension. Recorders document the event, preferably by video, and complete DD Form 2708. If possible, recorders also photograph the apprehension officer with each subject. This aids in the identification process because it links the apprehension officer to the subject and provides the apprehension officer with documentation of the apprehension for use in court.

 Electronically capturing the events as they unfold is essential in all crowd control missions. If personnel and equipment are available, videotape the events as they happen or, at a minimum, take still photographs to provide pictorial documentation that may be used later in court. Recording the scene before, during, and after the apprehension provides necessary evidence and can also help eliminate additional hostile and illegal activities. Having control force members take videos or pictures helps control crowd reaction and makes crowd members less prone to unruly or illegal acts. Subjects need to be transported from the area. During operations within the United States and its territories, civil authorities will usually be responsible for providing the transportation of a subject. Exceptions to this may be if the demonstration occurs on an installation. Outside the United States operations may require U.S. forces to provide vehicles, such as trucks, buses, or sedans that will be used to transport a subject. Whenever possible, vehicles used to transport a subject should be modified with barriers to separate them from the drivers. If a barrier cannot be provided, a guard is to be placed in the vehicle. Passenger compartments are checked for items that could be used as weapons.

 Whenever possible, female civil authorities or female Soldiers are to be used during search and transport of a female subject. If a female escort in not available, then a minimum of two males will be used.

## Tactical Use Of Apprehension Teams

 During crowd control missions and the use of crowd control force formations, apprehension teams are a great asset. Apprehension teams are not only standalone teams used in apprehending subjects, but also can be part of an extraction team. Extraction teams are usually squad size and are generally formed from the support element. Extraction teams deploy from the crowd control force formation into the crowd, usually no more than 10 meters (30 feet), to extract individuals in danger or subjects to be detained. The crowd control force protects the extraction team and provides immediate support.

 Depending on the situation and mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (METT-TC), apprehension teams can be used to move throughout the demonstration or civil disturbance area primarily looking for law violators. If the risk is acceptable, these teams apprehend the violators. These teams are also used for information gathering and reporting, as well as deterrence to criminal activity and unlawful behavior from members of the crowd.

## Nonlethal Weapons

 U.S. forces regularly perform peacekeeping and peace enforcement missions at a greater tempo than in the past. In the peacekeeping and peace enforcement environment, the use of conventional firearms or the threat of their use may not be the solution to a situation where U.S. forces must separate two belligerent, hostile ethnic groups or prevent a similar group from entering an area that is off-limits to them. However, a show of force using NLW and nonlethal munitions should cause crowds to disperse, separate, or leave the area with minimal casualties. For more information on the tactical use of NLW, see ATP 3-22.40.

 The fundamental principles of mission planning are not changed by the incorporation of NLW into a plan. NLW are intended to be operational enhancement tools. The first concern of a commander is the successful completion of the mission. Nonlethal munitions provide a commander with a wider range of response options, but these munitions are not a replacement for lethal capabilities. Commanders must always be capable of answering a lethal attack with a lethal response.

 When a commander commits Soldiers and equipment to a crowd control situation, they commit their forces with the additional tools of nonlethal capabilities. This is an addition to the capabilities the control force commander now has available. Commanders that properly employ nonlethal munitions and weapons have a tactical advantage over those who rely completely on lethal means.

 There are various nonlethal capabilities, NLW, and nonlethal munitions available to U.S. forces. For more information on nonlethal munitions, capabilities, and training see TC 3-19.5. Examples of nonlethal include


RCAs (tear gas and pepper spray).

Rubber and bean bag munitions (fired from shotguns and grenade launchers).

Crowd control batons and crowd control shields.

Megaphone and other acoustical devices.

Riot grenades (rubber pellet filled or flash-bang).

Smoke grenades.

Electro-muscular disruption (TASER).
If the tactical situation dictates a nonlethal response, a Soldier who levels a weapon loaded with nonlethal munitions must be trained in distance to the target and appropriate points of aim. Based on the Soldier's understanding and training on the characteristics and capabilities of the round, they can easily discern and engage targets to the desired effect. NLW are only nonlethal when fired within their parameters.

 Nonlethal munitions and equipment are not completely nonlethal; they are nonlethal by design. The term nonlethal does not guarantee zero mortality or nonpermanent damage. NLW can add flexibility to combat operations and enhance protection by providing an environment in which friendly troops can engage threatening targets with a reduced risk of noncombatant casualties and collateral damage.

## Danger

If NLW are fired outside their parameters, they may cause serious injury or death.

## Core Capabilities

 Core capabilities are those fundamental competencies that enable the commander to achieve the desired operational outcome. In the case of NLW, this includes providing a flexible means of response to protect friendly forces and influence the actions of potential adversaries and noncombatants. With nonlethal capabilities, these goals can be achieved without resorting to lethal force and in a manner that will minimize collateral damage. The core capabilities associated with nonlethal effects fall into the following two major categories:


Counterpersonnel. Nonlethal counterpersonnel capabilities enable the application of military force with a reduced risk of fatalities or serious casualties among noncombatants or, in some instances, among enemy forces. There are several specific nonlethal counterpersonnel capabilities to be explored. These include the means to influence the behavior and activities of a potentially hostile crowd, and the capability to bring a mob engaged in a riot under control. While there are
many similarities in these two scenarios, each involves unique challenges, which may require radically different solutions.

Countermaterial. Nonlethal countermaterial capabilities enhance missions by rendering equipment and facilities unusable without complete destruction. Nonlethal countermaterial capabilities enable the application of military force to defuse potentially volatile situations under
circumstances in which more destructive conventional military means might prove counterproductive.

## Nonlethal Weapon Capabilities In Formations

 The mix of NLW within the control force formation is based on METT-TC. For example, the first rank of the formation will have crowd control shields, crowd control batons, and their personal weapon (slung across their back [left to right] with the butt up and muzzle down or holstered). The second row will have a mix of shotguns and grenade launchers. Shotguns and grenade launchers may be used as area denial or point target weapons depending on the specific munitions used. The shotgun provides cover for the slower loading grenade launcher. The commander may move these weapons within the formation to meet the needs of the mission and to create distance between the formation and the crowd.

Note. With the use of NLW, it is possible to create an effective standoff distance (15100 meters, or 50300 feet) between the crowd and the crowd control force. It is also possible to advance on and disperse the crowd without coming into direct contact with it.

## Military Working Dog Teams

 MWD teams may be employed with a control force formation as a method of deterring the crowd from approaching or engaging the formation. The teams should be in the rear of the formation in plain sight of the crowd, but in front of the command element. The MWD teams work back and forth behind the formation as an intimidation measure. The presence of the MWD may produce a profound psychological effect on the crowd. These teams may also be used to help control individuals who are under the control of apprehension teams by acting as a deterrent to unlawful acts. See ATP 3-39.34 for additional information on MWD.

## Caution

Do not unleash an MWD on a crowd.

## Video And Photography

 Units should use video and still camera capabilities (unmanned aerial systems, unmanned ground systems, closed circuit television, Soldiers) to make a photographic record of a demonstration and civil disturbance, and especially individuals in the crowd who are leaders and instigators. Events must be documented to hold personnel, factions, gangs, or groups accountable for acts that violate the law, destroy property, or cause physical harm. Electronically recording these events aids in the prosecution of such cases. Cameras also act as a deterrent since most individuals will not act in certain ways if they know they are being recorded.

Note. All personnel must save and protect any video or photographic recordings of crowd control operations and only delete or destroy any recordings after receiving proper authorization.

## Graduated Response

 The graduated-response process is a measured approach in response to a crowd gathering. By recognizing a use of force policy, Soldiers must be taught and understand that they use the minimum force necessary. Without the appearance of a graduated response, the gathering crowd may consider actions as excessive, causing a possible escalation of hostilities or violence. To aid in the graduated-response process, the following are possible actions:


Persuading the crowd to quietly disperse by talking with leaders.

Using translators as necessary.

Letting the first approach be by the local authorities (the mayor or police).

Passing out handbills requesting that the crowd return home.

Using video and still cameras to photograph individuals and events (this can be a deterrent, being
used later as evidence).

Giving warnings before moving to the next level of force.
Ideally, the force should be positioned out of sight of the crowd. Have the troops move into position with few shouted commands. For maximum effect on the crowd, have them form their formation decisively and professionally. To aid in the formation process, if properly authorized, do the following:


Display force in a graduated manner (for example a helicopter, hardened vehicles, and Soldiers with weapons).

Exploit the psychological effects of show of force.

Demonstrate force (not on unarmed civilians).

Escalate the MISO message.

Highlight the target pointer.

Demonstrate sniper precision strike capability.

Employ crowd control measures.

Use nonlethal munitions.

Use RCAs (tear gas, pepper spray) if authorized by the geographical combatant commander
(Soldiers must be certified and trained to use).

Move through the crowd using crowd control formations and movement techniques.

Use the graduated-response matrix (GRM).
With the increased participation of U.S. forces in unified actions around the world, it accentuates the need to establish procedures for applying graduated military responses to situations that threaten these missions. Numerous GRMs and similar products exist throughout the military. These products graphically portray available responses in a graduated manner. The intent of these products is to give the on-scene commanders a list of options with which to control or defuse a situation before it gets out of hand. Most threats can be eliminated without loss of life or collateral damage by effectively applying the resources available

## Plan A Graduated-Response Matrix

 The planning for, and development of, a GRM begins with the mission analysis portion of the military decision-making process. Some missions require U.S. forces to enforce treaties or accords to protect the lives of civilians in uncertain or hostile environments (such as noncombatant evacuation operations) or to provide large-scale humanitarian assistance. These missions require some sort of graduated-response criteria to maintain order and prevent uncertain environments from becoming hostile. The development of a GRM requires the following seven actions:


Identify the need for a GRM.

Establish a GRM development team.

Develop targets.

Coordinate staff functions.

War-game.

Receive command approval.

Operate deliberately.

## Identify The Need For A Graduated-Response Matrix

 Not all missions require a GRM. The decision to use a GRM requires careful consideration. Once it is agreed that a GRM is necessary, it requires guidance from the commander regarding the response options available. Determining the appropriate responses is based on the facts, assumptions, and limitations identified during mission analysis.

 Planners (staff) must agree on the intent of the GRM. The GRM can be used as a training and rehearsal tool. It provides leaders with the most likely vignettes that can be incorporated into a COA analysis, predeployment training, and rehearsals. The GRM can also be used as a reference during situations that require graduated responses.

## Establish A Team To Develop The Graduated-Response Matrix

 Establish a GRM development team with a broad range of skills, knowledge, and professionalism. The following list of individuals makes up a typical GRM team:


Provost marshal or senior military police advisor.

Fire support element.

Brigade legal officer.

PSYOP (psychological operations) planner.
Since the GRM is designed to give commanders graduated options for dealing with hostile and nonhostile threats to the mission, this team composition allows for target selection, application of the ROE, and attack methods using both nonlethal and lethal means.

## Develop Targets

 The fire support element, in conjunction with the S-2battalion or brigade intelligence officerand the S-9brigade civil affairs operations staff officerdevelops targets for response. In some cases these targets can be a specific point or piece of equipment on the ground, they can also include networks, capabilities, resources, and events. The GRM identifies situations or acts that subordinate elements could face during the mission. From the targeting standpoint, these are groups of more specific targets. Examples include


Stolen military or law enforcement equipment.

Agitators with identified weapons.

Key leaders/influencers to co-opt.

Media feeds and coverage/slants.

Key court determinations.

Social Media trending indicators for demonstrations.

Key significant calendar events.
During mission analysis, the fire support officer identifies the capabilities available to the unit that can deliver lethal and nonlethal effects. A PSYOP team attached to the unit is an example of a nonlethal asset that should not be overlooked. The following are examples of what the fire support officer should look for


RCAs.

Tactical teams.

Electromagnetic warfare assets.

Civil affairs operations.

Inform and influence activities.

Artillery smoke projectiles.

Aircraft.

Mortars.
The capabilities described could be used in a nonlethal show of force or demonstration to defuse a situation before it requires lethal force. The critical element of this mission analysis is not to focus solely on capabilities that produce lethal effects. In stability operations tasks, the Army establishes civil security to achieve: the cessation of large-scale violence, public order, physical protection, and territorial security.

 Graduated responses can range from command presence through the show of force, a demonstration, the use of RCAs,  and other techniques (such as the application of lethal force using snipers, small arms, aircraft, and indirect fires).

## Coordinate Staff Functions

 To coordinate staff functions, the rest of the GRM team assembles to complete the escalation sequence for each response. PYSOP and legal representatives are critical attendees during the escalation sequencing process. PSYOP forces are uniquely trained and equipped to exploit the effects of all responses.

 The legal officer evaluates each escalation of force option and graduated response to ensure that it is consistent with the ROE or RUF.  The GRM is designed to recommend applications of force consistent with the ROE, yet does not limit the leader's or Soldier's right to self-defense. A GRM should clearly show that if a hostile act or hostile intent occurs a lethal response is an option.

## Rehearse

 Once the types of escalations for each potential graduated response are determined and annotated, the GRM must then be rehearsed. The staff must walk through each act or situation from the on-scene commander's standpoint.

## Receive Command Approval

 Once the GRM has been war-gamed, it must be submitted to the commander for approval. This is the final check to ensure that the GRM team has applied the commander's guidance correctly and met their intent. (See table 2-1 for an example of a GRM card).

Crowd Action
Nonlethal Response
Command
Presence and
MISO
Show of Force
Demonstration of Force
Unarmed
Individuals
- Display force along
with escalating the
dispersal proclamation.
- Ensure that the
on-site tactical
PSYOP team leader directs
the broadcast
of the dispersal proclamation and passes out handbills.
- Display force in a
graduated manner,
such as a
helicopter hovering
over a crowd or
Soldiers with charged weapons.
Armed
Civilians
(Knives,
Clubs)
- Exploit the
psychological effect of a show of force.
Armed
Crowds
(firearms)
- Escalate the
tone of the
dispersal proclamation
from
information to
a warning
force.
- Use the minimum
response necessary.
- Use the
minimum response
necessary.
- Determine that
sniper response is
insufficient.
Armed
Threat
(Individual)
- Ensure that
target leaders
or troublemakers
are targeted.
- Consider
demonstrating capabilities.
- Exploit the
psychological
effect of an
attack.
- Exploit the
psychological effect of a lethal response.
- Do not demonstrate force
toward unarmed civilians.

Employ RCAs at the point of penetration.

Use MISO to
exploit the
psychological
effect.
- Display force along with
escalating the dispersal proclamation.

Move through the
crowd using crowd control formations
and movement
techniques.
- Highlight the target pointer. - Demonstrate sniper
precision strike capabilities.

Do not use RCAs;
they may escalate the situation.
- Use the minimum response
necessary.
- Use the minimum
response necessary.
- Determine that small arms
direct fire is ineffective.
- Determine that air
assets are
unavailable or
ineffective.
- Use a minimal precision
strike initially; use
subsequent fires based on
the situation.
- Exploit the psychological
impact of each strike.
- Ensure that the
response is directed by the on-site
commander.
- Close air support and indirect fires must be authorized.

- Consider requesting permission for use when

All lesser means have been ineffective.

There are physical eyes on the target.

Proximity to civilians has been considered.

Prudent risk to friendly forces and evacuee's outweighs the prudent risk of collateral damage.
Note. Table 2-1, page 2-9, is only a sample GRM card and would not be appropriate for every situation of civil disturbance. There are also significant differences in actions that can be taken by U.S. forces when operating outside the United States as compared to within the United States and its territories. Riot control agents will be employed only when authorized by the President and geographical combatant commander, subject to the effective ROE or RUF, and then only defensively, to protect U.S. personnel and installations.

 Operating deliberately affords commanders ample opportunity to plan and prepare for possible civil disorder situations. Through the effective gathering of information and a working cooperation with local government and police officials, commanders can often be made aware of dates, times, locations, and what groups may assemble before the operation. The purpose is to gather as much information as possible: who is involved, where are they assembling, what incident promoted the activity, and what seems to be the prevailing attitude of the assembling crowd.

 Civil disturbances are dynamic, ever-changing environments requiring effective communications both up and down the chains of command. They require advance preparation and planning using the established troop leading procedures. Troop leading procedures aid commanders and their subordinate leaders in planning and preparing for an operation. Most steps can be accomplished concurrently, but rarely is there enough time to go through each step in detail. Despite this, leaders must follow the troop leading procedure steps to ensure that nothing is left out of the planning process.

## Crowd Control Tactics

 When operating in an environment where civil disturbances occur, commanders must be aware of the various tactics that are used in managing a crowd. Sometimes there is ample time for planning and preparing, especially if there is a scheduled demonstration coming up, and there is also good communication with protest leaders. Other times, a civil disturbance may erupt without any prior warning, and the response is conducted in a hasty manner. See table 2-2 for crowd management techniques used during different levels of escalation and crowd behavior.

| Situation                                          | Response    |
|----------------------------------------------------|-------------|
| Lawful assembly                                    |             |
| Lawfully protected activities:                     |             |
| -                                                  |             |
| Speeches                                           |             |
| -                                                  |             |
| Marches                                            |             |
| -                                                  |             |
| Demonstrations                                     |             |
| -                                                  |             |
| Rallies                                            |             |
| -                                                  |             |
| Picketing                                          |             |
| -                                                  |             |
| Public assemblies                                  |             |
| -                                                  |             |
| Protests                                           |             |
| -                                                  |             |
| Celebratory events                                 |             |
| Isolated unlawful behavior                         |             |
| Isolated unlawful activity by individuals or small |             |
| groups should not cause the declaration that the   |             |
| assembly is unlawful.                              |             |
| -                                                  |             |
| Isolated destruction of property                   |             |
| -                                                  |             |
| Isolated acts of violence                          |             |
| -                                                  |             |
| Isolated object (rocks, bottles) throwing          |             |
| -                                                  |             |
| Individual sit down demonstrators                  |             |
| Unlawful assembly                                  |             |
| Assemblies may be dispersed when they are violent, |             |
| pose a clear danger of violence, or when they are  |             |
| breaking another law in the process. Action may be |             |
| taken to stop a crime before giving an order to    |             |
| disperse.                                          |             |
Crowd control techniques

Meet with event organizers and stakeholders

Determine crowd history and risk

Check permit limitations

Observe and assess crowd behavior

Separate opposing factions

Maintain a video log

Interact with organizers and gain cooperation

Use facilitation, not confrontation

Provide direction and expectations at mission briefing
Crowd intervention techniques

Use organizers, local, regional, or national respected leaders within the protest group to deescalate. to gain voluntary compliance

Isolate, apprehend, and remove law
violators as quickly as possible

Video Soldier and violator actions

Use amplified communication equipment to
gain compliance

Use low-profile tactics, do not increase
tensions by unnecessary aggressive
appearance or behavior
Use crowd control techniques

Put control force in place

Identify dispersal routes

Use amplified communication to give
dispersal proclamation

Disperse unlawful crowd

Video actions of Soldiers and violators

Apprehend those who fail to disperse or those conducting illegal activity

Ensure proper escalation of force

Deploy nonlethal munitions as needed to
defend control force or to disperse the crowd
| Situation                               |
|-----------------------------------------|
| Use Crowd Control Techniques            |
| -                                       |
| Put control force in place              |
| -                                       |
| Stop the illegal activity               |
| -                                       |
| Video actions of Soldiers and violators |

Civil Disturbance One or more groups or individuals that are part of a larger crowd that constitutes a breach of the peace or any assembly of persons where there is a threat of collective violence, destruction of property, or other unlawful acts.


Apprehend law violators

Deploy nonlethal munitions as needed to
defend control force or to disperse the crowd

Use lethal munitions if deadly threat exists

Ensure proper escalation of force

Protect lives, property, vital facilities

Remain present, reassess situation

Return to normalcy

Act quickly

Note. The crowd control techniques depicted in table 2-2 are carried out by the forces responding to the particular situation. Not all of these activities will be conducted by U.S. forces, especially if the event is within the United States and its territories and federal forces have been authorized to be used in a supporting role. Legal considerations must be adhered to, and federal forces must follow all applicable laws and regulations. However, when the Army is the primary force responding to for crowd control within the foreign country they are operating in (outside the United States), U.S. forces may have to conduct most, if not all of the activities discussed in table
2-2. The following tactics would most likely be conducted during crowd control missions outside the United States when the host-nation has no legitimate law enforcement capabilities and U.S. forces are in the lead. There are significant restrictions for the use of federal forces within the United States and its territories.

## Conduct Hasty Missions

 Conducting hasty missions seems to be the norm rather than the exception. Unlike deliberate missions, hasty crowd control is reactionary in nature with little or no time for planning. In these situations, the event of a crowd gathering is already underway. There is very little, if any, advanced warning of the unfolding situation, and commanders are usually put in the position of sending their Soldiers into an already volatile, and perhaps hostile, environment.

 Commanders should be in immediate and constant communication with local civil and police authorities. The purpose is to gather as much information as possible about who is involved, where they are assembling, what incident promoted the activity, and what seems to be the prevailing attitude of the assembling crowd. Local National Guard and law enforcement activities coordination on a regular nonemergency basis helps mitigate friction of hasty missions.

 It is essential that commanders operating in environments where crowd control missions are likely must ensure that their Soldiers receive the proper training to manage and control demonstrations and civil disturbances. Commanders and subordinate leaders need to instinctively rely on the same troop leading procedures that they would in a deliberate operation.

## Options For Crowd Control

 In the peacekeeping, support to civil security and civil control environment, or support to civil law enforcement the use of conventional firearms or the threat of their use may not be the solution. In a situation where U.S. forces must separate two belligerent, hostile ethnic groups or prevent a similar group from entering an area that is off limits to them, there are different tactical options.

 Crowd control options are often combined. Commanders choose their options based on an evaluation of the particular crowd. Commanders select any combination of control techniques and force options they think will influence the particular situation (METT-TC). Commanders must always try to choose the response that can be expected to reduce the intensity of the situation.

## Observing

 Observing an assembled crowd consists of gathering necessary information and watching it to determine progress and development. Gathered information helps commanders select the appropriate actions. Gathered information can often be used to help defuse a situation through persuasion.

 Observing is continuous. Without timely information, responses could cause the situation to escalate beyond what it should have or cause a response to be inadequate based on the situation.

 Commanders may task teams with specific missions to observe crowd activity and note any new developments. Observing done by these teams gives the commander up-to-the-minute information so that they can gauge crowd activity and intent in relation to the overall situation.

 Marksman/observer teams watch crowd activities and gather information. They observe and report on crowd size, location, and mood, as well as the developing situation. A marksman/observer team consists of a marksman, a radio operator, and an observer equipped with binoculars. They may be posted strategically on rooftops and other high terrain that overlooks the crowd.

 Observing is also done through the use of electronic surveillance equipment. These camera devices are strategically placed to observe sensitive areas such as entry control points, perimeters, government facilities, and other important locations such as combat outposts. High powered cameras mounted on towers and aerial vehicles are important tools for observing and developing situations on the ground. Commanders may also incorporate unmanned aerial systems, robotics, and sensors to gain a better understanding of the situation. If closed circuit television feeds are available commanders can coordinate with local authorities for access.
 The timely flow of information may allow the commander to influence the outcome of the situation with simple negotiations. Observing is appropriate when more decisive action is not feasible because of crowd size or when the intensity of a situation might escalate. It is particularly useful in large, nonviolent demonstrations. Observing can serve as an interim measure until more control forces arrive.
 Communication with crowd leaders and participants can help a commander control a situation without more severe measures. If communications exist with crowd leaders, the authorities may be able to divert the leaders or the crowd from their stated or apparent goal. Pressure can be put on leaders to channel the crowd into an area that minimizes disruption to the community and aids crowd control operations. March routes and demonstration areas can be limited to those that will help contain the crowd and reduce their potential for disrupting the community. Pressure can be positive (offering concessions) or negative (with deterrents).

 If the commander can gain the cooperation of crowd leaders, it can decrease the potential for disorder.

If crowd leaders seek cooperation from authorities, officials should try to be accommodating. Crowd leaders can be placed in liaison positions between the crowd and the control force. Crowd leaders can be made responsible for managing the crowd by policing their own activities.

 Taking still pictures or videotaping the faces of individuals within a crowd may prevent or reduce unlawful and violent acts. If needed, photographs or videotapes can be used as evidence for prosecution. To be effective, crowd members must see their presence and actions being recorded. The photographer or camera operator should be in uniform so that the crowd knows who they are. Recorders must be close enough to the crowd to be seen easily, but not close enough to be endangered.

## Patrolling

 Alert, proactive patrolling of the disturbance area deters the gathering of crowds. The use of patrolling is most effective for this purpose. It allows information to be collected, and it creates the psychological impression of the control force being everywhere at once.

 Standard military transport vehicles provide mobility and communications for area coverage. Soldiers must be deployed with enough vehicles to provide the flexibility to handle all situations in the disturbance area. The vehicles can be modified with sandbags, wire screens, or similar materials to protect against sniper fire and thrown objects. Armored vehicles are used to help protect against sniper fire or other small arms attacks and explosive devices.

 Armored vehicles patrolling an area of violence provide an added psychological effect and allow troops to maneuver close to snipers to make an apprehension. They may also be used as rescue vehicles to extract hostages or people surrounded by a hostile crowd.
 Varying patrol routes and times for mounted and dismounted Soldiers keeps lawbreakers from being able to pick a safe place or time to act. Patrols are particularly useful in preventing overt arson and other acts of violence. Patrol members can also spot and promptly report fires. Whenever possible, military patrols are integrated with civil police patrols. Joint patrols conserve military forces and aid civilian military communications. They also help troops quickly become familiar with an area. In addition, the civil police are available to make apprehensions, if needed. Patrol members must practice proper standards of conduct and fair treatment of civilians at all times. They are performing an important community relation and control function.

 Motorized patrols, because of their speed and mobility, provide timely reconnaissance and broad area coverage. Motorized patrols are always in radio contact with their headquarters. They can make periodic contact with foot patrols and stationary posts while patrolling their own areas. Moreover, motorized patrols can respond quickly to calls for help from other patrols and guard posts. Motorized patrols should have at least three vehicles with three personnel in each. Strength in numbers is necessary for protection. When planning patrol routes, avoid areas where the patrols can be isolated or placed in jeopardy. In addition, motorized patrols are equipped with fire extinguishers to put out small fires, thus reducing the burden on the fire department.

 Besides foot and motorized patrols, air patrols provide a third dimension in directing the overall control effort in the disturbance area. They can perform reconnaissance and surveillance and provide near real-time information of the disturbance. They are an excellent means of providing timely information to the commander concerning the demonstration area and its surrounding perimeter. They can observe the actions of rioters, the extent of damage, the status of access routes, locations and conditions of road barriers, and other important conditions. Drones and biometrics can be used outside the United States.

## Delaying

 Areas that units are assigned to patrol are often larger than what the unit has resources to manage effectively. In addition, units must manage taskings, contingency plans, and other commitments that will quickly drain available manpower. This problem will manifest itself when factions threaten to riot or gather in large numbers to demonstrate. In order for the commander to stall for time while they shift unit assets, delaying the arrival of buses and vehicles full of demonstrators is an option. This technique is based on the assumption that protestors are moving to the demonstration site by vehicle. Key and secondary routes into the demonstration site must be analyzed by the S-2 when they do the IPB.

Note. There should be an overwatch when this technique is attempted.

 As demonstrator buses or other vehicles move toward the demonstration site, Soldiers in two vehicles block the road just ahead of the approaching vehicles. Once the demonstrators dismount their vehicles and begin to close on the Soldiers, the Soldiers drive backwards approximately one kilometer (see figure 2-1)
down the road to repeat the process again. This is repeated as often as necessary. This process, if repeated enough times, may discourage the demonstrators enough that they give up and go home. If authorized for use, U.S. forces may employ nonlethal capabilities to protect critical assets, life or public property during the delay. At a minimum, it provides enough time to shift assets to the demonstration site.

 Demonstrators are just as capable of blocking areas or routes leading to a demonstration site. This prevents relief forces or other emergency services from assisting with the situation. One must remember that demonstrators are often well organized and have handheld radios and other items. A great example of this was the 1999 demonstration against the World Trade Organization in Seattle, Washington. Police had erected temporary portable fences in the downtown areas to keep demonstrators from disrupting the delegates.

Determined to be disruptive, the demonstrators relocated the temporary fences, thus blocking police from that area. Police were forced to back patrol cars over their own fences to gain access.

Note. Any type of barrier erected by the crowd control force could be used against it, including equipment if the intent is present with agitators or competitors.

## Blocking

 It is not uncommon for protests and demonstrations against the U.S. or its forces to occur outside the main entrances to U.S. military installations or embassies. Because of the sensitive nature of equipment and information that can be found at these locations, blocking unauthorized entry is critical. Blocking is also necessary to stop a crowd from gaining access to sensitive locations, such as food distribution points, or other areas deemed off limits to unauthorized persons.

 Blocking is the physical denial of advance upon a facility or an area by a crowd. Commanders may have to task their forces to block a crowd. Blocking physically denies crowd advance. Crowd control formations, particularly line formations, along with barricades can be used to block advancing crowds. Various items can be used as barricades to block (or channel movement) of a crowd. These items include:
vehicles, concertina wire or other fencing material, concrete barriers, or other types of barriers such as water filled barrels.

## Containing

 Containment is the process of limiting a crowd to the area that they are presently occupying. It is a suitable option when the crowd must be prevented from spreading to surrounding areas and communities. Additionally, it prevents those outside the already assembled crowd from joining. Containment is useful when apprehensions become necessary. Containment prevents those in the crowd from escaping. Crowd control formations, perimeter patrols, and barriers are effective containment methods. In all instances, caution must be used to avoid the fight-or-flight response that is common to people feeling trapped with no escape.

 Military vehicles are adaptable to roadblock operations, as they can serve as barriers if required. They can provide added protection for the Soldiers inside and those outside manning the roadblocks but they are also vulnerable to a crowd damaging or destroying the vehicle, crowds taking control of vehicles putting the crowd and public property at risk.

 Military vehicles traveling at close intervals in a column formation next to a crowd are largely a psychological barrier (see chapter 4). They can be used to contain a large, fast-moving crowd. The moving cordon creates a temporary obstacle between the crowd and the line beyond which they will not be allowed to cross. A well-trained driver in a mobile cordon can do a better job than dismounted Soldiers. To execute safe, quick reversals of direction for mobile cordons on narrow roads, the Soldiers executing this formation must be highly-trained vehicle operators.

 By-the-number commands issued over vehicle radios are the most common method for coordinating a cordon movement. Vehicles equipped with public address systems can also prove effective to issue both commands to troops and directives to the crowd. The cordon speed needs to be slow and safe, no more than five miles per hour with an interval of at least 20 feet. Blue and red lights, sirens, blinkers, and horns may or may not be used. Armored vehicles can also serve as mobile command posts. When used properly, vehicles provide security, communications, and mobility.

## Dispersing

 Dispersing is taking deliberate actions to fragment an assembled crowd to prevent the destruction of property or prevent injury. It is extremely effective against smaller crowds in congested urban environments. However, this may increase and spread lawless activity rather than reduce it. Thus, the commander's forces must control dispersal routes and the areas in which the dispersal will occur. Forces must protect the facilities that could be considered likely targets of opportunity for dispersing individuals or groups. Dispersal of the crowd may require apprehension of small groups or individuals still active in the area. Proclamations, shows of force, crowd control formations, and RCAs can disperse crowds.

 Avoid (if possible) the dispersion of crowds into wide-open areas because it gives the crowd the opportunity to grow rapidly in size. The direction of crowd movement is difficult to anticipate and channel.

 Once the crowd has started to disperse, it may occasionally be necessary for the forces to advance, keeping the crowd on the move and in the right direction. To avoid panic, a crowd on the move should not be hurried. At no time should the crowd be cornered in a position where there is the perception of no escape. This invokes an acute stress response, and can escalate violent activity.

 Issuing a proclamation (see figure 2-2) can help disperse a crowd. Proclamations officially establish the illegal nature of crowd actions and put the populace on notice that the situation demands special measures. Proclamations prepare the people for the presence of military authority and it tends to inspire respect. Proclamations support law-abiding elements and psychologically bolster military forces trying to restore order. They also demonstrate the gravity of the situation to all concerned and are excellent ways to make a commander's intentions known to a crowd. It is also a good way to reduce crowd size in case direct action is needed. Commanders can make a verbal proclamation similar to the following statement: "In the name of the President of the United States, I command that you disperse and retire peaceably to your homes."
 In making a proclamation, a commander may consider imposing a time limit. However, the situation may change, and not imposing a time limit leaves the commander free to choose other actions when required.

A proclamation must be specific in its instruction.

 If a time limit is stated, it must be a reasonable length of time for the crowd to comply with the instructions. When drafting a proclamation, the commander must consult closely with the staff judge advocate. They must use the simplest language possible to maximize the effects of the proclamation. If proclamations must be translated in a local language, the translation must be made with great care.

 The commander at the scene may direct that a proclamation be issued over public address systems.

The force of the words used in the proclamation must be gauged to the composition of the crowd. If the crowd consists of normally law-abiding citizens who are presently assembled to show disagreement with an existing situation, the proclamation requires less force. On the other hand, if the crowd consists of militant rioters, the proclamation requires more force. The text may take several forms, depending on the situation.
Note. The control force must ensure that the crowd actually hears and understands any proclamation given to avoid the illusion of communication.

 A show of force is often a useful measure for dispersing a crowd. When troops arrive, the psychological impact of their arrival can be used. Soldiers can dismount from the helicopters, buses, or trucks in plain sight of the crowd, but they must be far enough away to prevent a provoked attack of thrown objects. The first echelon to dismount from the vehicle secures the surrounding area.

 When small groups are scattered throughout a large disturbance area, a show of force can be made by marching troops conducting motor marches, conducting patrols, and setting up static posts. Sometimes marching well-equipped, highly disciplined Soldiers in view of a crowd may be all that is needed to convince them to disperse and retire peaceably. On the other hand, a show of force may attract people to an event. It may also provoke a nonviolent crowd into a violent confrontation. METT-TC and information collection contribute to the decision of what type of show of force is to be used to aid in crowd dispersal.

## I. Dispersal Unlawful Gathering

"Attention! Attention! This area must be cleared at once! Further unlawful behavior will not be tolerated. Clear this area at once or the necessary force to do so will be used."*

## Demonstration

"Disperse and Retire peaceably! "Disperse and Retire peaceably! Attention all Demonstrators!"
"The demonstration in which you are participating in ends at (**Time**). The permit that was agreed to by the leaders of the demonstration expires at that time. All demonstrators must depart from the area by (**Time).** All persons who wish to leave voluntary may board the buses. These buses will take you to (**Location**). Those who wish to take the buses should move to the pickup location. Those demonstrators who do not leave voluntarily will be arrested and taken to a detention center. All demonstrators are urged to abide by the permit."*

## Warning Of Looting

"Return to your homes! Someone may be looting your home at this very moment! During a disturbance, criminal activity is at its peak. Your family or your property may be in danger."*

## Ii. Employment Of Troops Employment

"Attention! Attention! Troops are present in the area. They are preparing to advance. Order must and will be maintained.

Disperse peaceably and leave this area. To avoid possible injury, leave at once".

"Disperse now and avoid possible injury! "Disperse now and avoid possible injury!

"Disperse now and avoid possible injury!  (Repeat until troops are committed)

## When Troops Are Committed

"Troops are advancing. They will not stop until the crowd is dispersed and order is restored. To avoid injuries, leave the area at once. Return to your homes as peaceful citizens. They will not stop until the crowd is dispersed and order is restored. Leave the area"*

## Iii. Presence Of Children

(Used in conjunction with other announcements)
"Attention! Attention! Do not attempt to cause further disorder. Disperse now in an orderly manner to avoid possible injury to children. Return to your homes at once. Leave the area!"*

## Iv. Additional Instructions

*Indicate the method, streets, and direction the crowd should use when dispersing.

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## Chapter 3 Crowd Control Force Employment

In any demonstration or civil disturbance situation, the commander of the responding unit has many options for controlling the crowd. These options include holding discussions with crowd organizers and leaders, making proclamations over loudspeakers, displaying a show of force, and employing NLW from a distance based on the level of threat and capabilities. The ability to identify indictors of a crowd and the ability to prevent crowd escalation can prevent a demonstration from turning into a civil disturbance. If prevention measures fail and the determination is made that the crowd must be dispersed or moved and is unwilling to do so on its own, the crowd control force is employed. A crowd control force has multiple tactics and techniques that can be utilized in varying situations. This chapter provides an overview of employment considerations for a crowd control force.

## Indicators Of A Potential Civil Disturbance

3-1. Predictive intelligence is the best indicator of a potential civil disturbance and may provide insight on internal planning, external influences, environmental conditions, or catalyst events that should influence task force planning and response. Any response to indicators should be sequential, measured, and focused on deescalatingrather than escalatingthe crowd.

3-2. When people begin to assemble, leaders should pay particular attention to crowd dynamics. If the crowd demeanor or dynamics change from a peaceful assembly to unruly behavior or unlawful acts, indicators should provide an advance warning and prompt a measured response. The following indicators of a potential change in crowd dynamics and unlawful activities should prompt immediate countermeasures:


Orientation. Crowd orientation is very important. Knowing where people are and what they are
doing is essential to crowd control. Crowd dynamics change from people milling around and
talking among themselves in isolated groups to a more collective focus concentrated on a single objective (task force personnel, specific agitators or magnets, a government figure, other activity).

Massing. The crowd begins to mass or tighten into a large contiguous body from a loose formation to a static congregation located in a more concentrated area. According to the Contagion Theory,
if unchecked, massing can provide anonymity and a collective feeling of invulnerability. This
change in group dynamics could provide ideal conditions for a civil disturbance (see figure 3-1,
page 3-2).

Chanting. People may begin chanting slogans or yelling ethnically charged rhetoric or obscenities. Because chanting can indicate an increase in crowd intensity, interpreters should be
positioned in strategic locations to interpret crowd rhetoric.

Signaling. Signaling occurs when members of the crowd position themselves to communicate and synchronize crowd actions tied to a plan with specific objectives. Signaling may indicate the intent
to escalate the message through the use of violent or unlawful acts.

Blocking. The crowd may attempt to block public thoroughfares (for example, entrances and exits
to public buildings, main supply routes, community streets, or other traffic areas that may degrade
freedom of movement or similar actions). This escalates the level of attention that is given to the crowd's message or prevents the freedom of movement to opposing persons or groups.

Arming. Any signs that the crowd is arming itself with objects (bottles, rocks, sticks) are a clear
indication of impending danger to the task force and other civilians. Sometimes members of the
crowd can be seen handing out bottles or other weapons to others in the crowd. Arming demonstrates intent toward violence and is unlawful.


Outside influence. The presence of people from outside the community may indicate more
sophisticated planning and resources than would otherwise be expected from local community members. Outside people may feel insulated from responsibility for local actions and, therefore, provide a dangerous catalyst for a violent civil disturbance.

Agitators and instigators. Agitators and instigators are common elements associated with civil
disturbances. They often provide a catalyst to incite the crowd toward violence. Whether spewing
rhetoric or committing unlawful acts, their continued presence will fuel potential strife.

Absence of children. Recent civil disturbances have shown that even when children were initially
present at a rally, they were absent before the civil disturbance erupted with violence. While the
presence of children is not a guarantee of a peaceful assembly, the removal of children from a rally
may provide early warning for a pending escalation of hostilities or a full-blown riot.
*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Prevention Of Crowd Escalation

3-3. Depending on the situation, crowd dynamics, intelligence, or indicators that a crowd is planning to or may spontaneously riot, crowd control forces should immediately engage crowd participants by using the following preventive tactics, techniques, and procedures:


Make early contact.

Warn the crowd.

Limit the crowd size.

Clear routes.

Isolate the area.

Establish overwatch.

Detain the person committing unlawful acts.

Position the quick reaction force.
3-4. It may not be necessary to employ all crowd control teams and elements, but they should be included in planning. The crowd control force should be task organized with the required teams and elements to execute and conduct crowd control tasks. Crowd control teams and elements should include camera, video, and unmanned aerial systems teams, interpreters (if required), checkpoints, quick reaction force, crowd control force formation, NLW teams, apprehension teams, blocking teams, and detainee evacuation teams, as required. Regardless of task organization, teams and elements must be prepared to execute the crowd control and civil disturbance tasks. The order to execute the following tactics, techniques, and procedures should be tailored based on local conditions.

## Early Contact

3-5. Engaging people as a crowd forms is essential to prevention. Whether based on intelligence or indicators, people should be engaged early. Figure 3-2 provides an example of camera teams, security teams, check points, and an established quick-reaction force in place to make contact with demonstrators before the crowd masses. Early contact will assist task forces in personalizing their interaction and ensuring that people understand their presence is known, documented, and can be linked to their actions.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

3-6. Cameras, video, and unmanned aerial systems are some of the best tools for preventing civil disturbances. The use of cameras to document crowd formations, particularly lens-size groups (small enough to fit in a single photo), will personalize contact and eliminate feelings of anonymity among the crowd.

People whose identity has been documented will think twice before committing unlawful acts. Even without documenting names, photo analysis can identify people associated with the civil disturbance, especially those who participated as crowd instigators, agitators, or those who may have committed unlawful acts.

3-7. As people begin to gather in and along streets, camera teams should be deployed as unobtrusively as possible to engage people before they congregate in mass. As depicted in figure 3-2, page 3-3, camera teams should consist of two Soldiers with an interpreter and be employed in a widely dispersed pattern. Such small, dispersed camera teams are less likely to intrude on lawful rallies or create invasive friction that might become a catalyst to a civil disturbance.

3-8. As the crowd begins to demonstrate indicators for a possible civil disturbance, camera and video teams should become more invasive by actively engaging groups to take their pictures and take video. Camera teams should focus cameras and video cameras on instigators, agitators, or magnets (personnel that garner respect or compliance from the crowd). If a person is purposely avoiding the camera, even if his or her activities are lawful, the team should take special measures to obtain the individual's picture. Each time a camera team takes a picture of a person or group of people, it must immediately engage them (using an interpreter if required). The camera team leader will make solid eye contact with the person or group and state the following warning: "We have taken your picture. You will be held accountable for your actions. If you commit an unlawful act, you will be detained, if not today, tomorrow. Blocking roads or access to public buildings is unlawful."
3-9. Once the crowd has massed and displays indicators or begins to riot, camera teams should immediately move behind the crowd control formation line (see figure 3-3). It is essential, however, that camera teams continue to document the event, focusing on people who are committing illegal acts such as arming themselves, throwing objects, and assaulting task force personnel.

3-10. Immediately following a crowd control or civil disturbance mission, photos and video must be consolidated, processed, and submitted to the task force analysis and control element for analysis. A near real-time analysis will provide immediate intelligence for ongoing operations to prevent subsequent civil disturbances or to enable the appropriate authority to detain violators from the previous operation.

## Limit Crowd Size

3-11. Persons seeking to conduct a rally or demonstration must apply for a permit through civilian authorities at least 72 hours prior. If a rally or demonstration has not been lawfully scheduled through civilian authorities, or if it has, but is demonstrating indicators and is turning into a civil disturbance, task force units and elements should attempt to limit the crowd or separate gatherings under 10 people (see figure 3-2, page 3-3). Walking patrols can assist camera teams in breaking up large groups. Walking patrols should operate in conjunction with camera and video teams. This will ensure that camera and video teams can accurately document and provide the aforementioned warning to prevent further escalation of crowd size or behavior.

## Clear Routes

3-12. Routes should be considered key terrain and must be controlled by the task force to retain the initiative.

Note how a quick-reaction force divides to clear side streets between protected buildings in figure 3-3, page
3-5. Blocking routes or public thoroughfares is not only illegal, but severely restrictive to civil disturbance operations. Routes must remain open to allow movement of task force and elements, whether it is for camera teams during early contact or for the quick-reaction force to respond during an actual civil disturbance.

Because blocking routes is illegal, camera and video teams must document responsible persons for immediate or subsequent detention and legal processing.

## Isolate The Area

3-13. As depicted in figure 3-3, checkpoints should be established to isolate the area. While checkpoints can prevent people from entering the isolated area, they should never prevent people from exiting the area. When trapped, people may escalate the level of violence out of fear, anger, or desperation. When placing checkpoints, leaders should find a location that is close enough to limit the number of persons being isolated, but far enough away that they will not draw a crowd from people within the isolated area. Checkpoints are essential to preventing others from joining the already gathered crowds. These checkpoints must provide adequate space for processing vehicles in both directions; but when limited by space or other considerations, they should simply block traffic trying to enter the isolated area. Improve force protection measures in and around checkpoints as necessary. Strategically placed checkpoints can provide numerous countermeasures to prevent and control a civil disturbance or to identify and detain persons who may have committed unlawful acts during the riot. Use checkpoints to prevent potential participants from joining the crowd or civil disturbance. Checkpoints should also prevent any activity that may commingle ethnic groups. The checkpoint must process people who departing the area by documenting personal and vehicle information with the pictures of all occupants in front ofor adjacent tothe vehicle.

## Establish Overwatch

3-14. The mentality of taking the high ground is just as important in civil disturbance operations as in any other type of operation. Although quick-reaction force assets on the ground have nonlethal and lethal capabilities, it is critical to ensure their safety by deploying marksman/observer teams, as shown with the C-team depicted on top of the buildings in figure 3-4.

## Detain Persons Committing Unlawful Acts

3-15. The detention and legal processing of persons who commit unlawful acts, against task force or local laws, sends a clear message that all people will be held accountable for their actions. Immediately detain individuals who are committing unlawful acts and are isolated or easily accessible, unless this would create a catalyst event or endanger the apprehension team. If it is not feasible to immediately detain them, a picture with relevant information should be forwarded for analysis and inclusion on the detain list for their detention at a later date and time. Remember, as stated in the warning, they will be detained, if not today, tomorrow.

Detained persons should be quickly relocated to the forward processing site for evacuation (see figure 3-4).

Evacuation sites should be behind the control formations to prevent any interference from the local population. Sites should be positioned at two separate locations, such as at the end of a town or located along a main supply route. All individuals who are detained based on the solid evidence of a crime (for example, pictures of them armed with dangerous objects, blocking a road, assaulting task force members) will be turned over to local authorities for legal processing. When executing a mission based on the detain list, do not show unauthorized persons the list or separate pictures from the list.

## Quick-Reaction Force

3-16. The quick-reaction force should be positioned with easy access to decisive points to interdict formations or gathering of crowds, support checkpoints, or provide sustained operations in support of early contact teams. Notice in figure 3-2, page 3-3, how the quick-reaction force is positioned out of direct sight of the crowd until employment becomes necessary. Quick-reaction force personnel are readily organized, equipped, and easily moved into position to move between buildings and through obstacles (see figure 3-3, page 3-5).

3-17. At this point, if the crowd ignores verbal orders, nonlethal munitions from appropriate standoff distances could be used to influence and motivate the crowd to comply. Use of nonlethal munitions could prevent the necessity for quick-reaction force personnel to come into direct physical contact with the crowd.

Early positioning of the quick-reaction force could become a catalyst event that may instigate a civil disturbance.

3-18. Assembling directly in front of the protected buildings demonstrates to the crowd that there is strength in numbers and the quick-reaction force is determined to disperse the crowd from the area. As a reminder, remove the flanking checkpoints that may block the dispersal of the crowd.

## Crowd Control Force Formations

3-19. Crowd control force formations are used to block, contain, or disperse a crowd. These formations are more effective in urban environments. When the control force is employed in urban areas, it is easier to split a crowd into smaller segments, isolate instigators, or funnel the crowd into the desired location by using buildings and other man-made structures. Commanders must be mindful that well-organized crowds may attempt to move to the flanks of a formation or get behind the formation to gain a positional advantage.

Note. With the use of NLW, it is possible to create an effective standoff distance (15100 meters)
between the crowd and the crowd control force. It is also possible to advance on and disperse the crowd without coming into direct contact with it.
3-20. Commanders must be aware of the limitations of crowd control force formations. They are not the answer to all demonstration or civil disturbance situations. Do not expose the formation to sniper fire or unnecessary violence simply for a show of force. Crowd control force formations should be used when it is decided that a crowd poses a threat and must be dispersed or moved to a specified area. If considering dividing a large crowd, the commander must consider that this might not solve the problem. It may worsen the problem by creating smaller elements that may engage the crowd control force in small-mob tactics, such as sniping, looting, burning, and attempting to envelop the crowd control force. These tactics can be defeated by area control measures, such as building searches, patrolling, and other tactics. After dispersing the crowd, the crowd control force must not assume that there will be an immediate return to peaceful activities. The use of formations is only part of the total dispersal effort.

3-21. Commanders must assess and secure the area that the crowd control force will be operating in. This may be accomplished with the use of helicopter overflights or unmanned aerial systems and by visually securing rooftops, high elevations, and vantage points. Designated marksman/observer teams may be used to secure the rooftops and provide overwatch for the control formation. The control force commander must be aware that designated marksman/observer teams are positioned on rooftops.

3-22. Crowd control formations and the support teams have more capabilities than just crowd dispersal. They also have the capability to apprehend and detain certain members of the crowd that the commander feels may instigate the crowd to further violence or those individuals who have blatantly committed a crime.

Commanders must analyze the threat, determine the mission of the crowd control force, and decide which formation will accomplish that mission based on METT-TC.

3-23. During control missions the crowd is primarily made up of civilians. However, commanders must analyze and prepare for any potential opposition. The formations discussed in this chapter are guidelines and may be adapted to fit any mission or situation. Whatever the modification, Soldiers must stay in position and on line. Through training and rehearsals, Soldiers become proficient in basic formation movements and are able to adjust to changing situations.

## Actions Before Movement

3-24. A commander is prudent to include crowd control training in the annual training plan of the unit. If the unit deploys to an area where demonstrations and civil disturbances are recurring events, sustainment training must occur more frequently.

3-25. Before moving the crowd control force to the rally point, an intense rehearsal must be conducted by the leaders and the crowd control force. A top-down review of the ROE and RUF must be accomplished. The ROE and RUF must be part of the unit training plan, and each Soldier must be trained to standard. The use of NLW (type-specific) must be granted to the on-site commander from the approval authority.

3-26. Before moving the crowd control force to the demonstration or civil disturbance area and into a potentially hostile urban environment, the commander and staff must review the preincident plans and expand them (as needed) based on current information. Because of the employment of forces against ambiguous threats, IPB becomes critical. Information is the key to developing an appropriate response to civil disturbances.

3-27. During the planning phase, the information provided by the IPB will aid the staff in selecting various routes and rally points. The selection of ingress and egress routes must include a variety of ways in and out of the area. Direct and indirect routes and those with cover and concealment are necessary. The rally point must be cleared and secured by an advance party capable of controlling the area.

## Actions At Rally Point

3-28. Once at the rally point, the commander makes contact with the local police, civil authorities, or military officer. The commander then assesses the situation, decides the next course of action, and issues orders, as appropriate. The platoon sergeants form the platoons into a column formation and place the team leaders directly in front of the teams (see figure 3-5). Team and squad leaders make last minute checks of the Soldiers and await orders.

*Note. The symbols used in this figure are not approved Army military symbols and were
developed to provide a better understanding of crowd control formations. See FM 1-02.2
for information on Army military symbols.
Legend:
FM
                field manual

3-29. The commander places the overwatch (designated marksman/observer teams) in areas that overlook the crowd control force and the crowd. They may be to the flanks and slightly to the front of the formation. It is the designated marksman/observer team responsibility to protect the formation from lethal fire by constantly scanning the crowd.

3-30. When the commander receives word that designated marksman/observer teams are in place, the crowd control force is put into a crowd control formation and is moved quickly from the rally point to where the crowd is assembled. Depending on the situation, movement should be in a column formation or one of the three basic control force formations (line, echelon, or wedge). Reserve forces are left at the rally point until ordered forward as additional overwatch or to reinforce the formation.

## Formations

3-31. Crowd control force formations, when properly employed and executed against a crowd of limited size, are one of the most practical methods of crowd control. Experience has indicated that the most frequently used crowd control formations are the line, echelon, and wedge. The two lesser-used formations are the diamond and circle. Descriptions of the formations are as follows:


Line formation. The line formation is the basic formation, and it is used more often because of
its offensive and defensive applications. As an offensive formation, the line formation is used to
push or drive crowds straight back, across an open area, or up a city street. As a defensive
formation, the line formation is used to hold the crowd or to deny access to areas.

Echelon formation. The echelon formation is an offensive formation, and it is used to turn or divert groups in open or built-up areas and to move crowds away from buildings, fences, and
walls.

Wedge formation. The wedge formation is an offensive formation that is used to penetrate and split crowds into smaller groups.

Diamond formation. The diamond formation, when used as an offensive formation, is used to
enter a crowd. It is the formation of choice for extraction teams. As a defensive formation, the
diamond formation is used when all-around security is required in open areas. The decision to use
this formation is based on the conformation of the crowd.

Circle formation. The circle formation is used for the same purpose as the diamond formation.
The decision to use this formation is based on the conformation of the crowd.
3-32. There are many suitable variations of the control force formations that may be employed, but appropriate commands and signals must be created to execute the formations. Because of the complicated nature and the coordination required for these formations, new variations must be trained, practiced, and rehearsed before they are used in a civil disturbance. Training must also enforce Soldier understanding of the need to stay formed for individual protection.

## Warning

Individual Soldiers are much more vulnerable to attack when they break ranks and chase after crowd members. When individual Soldiers break ranks, they not only put themselves in danger, but they also put the entire formation in danger.

## Vehicles And Formations

3-33. Military vehicles may be employed with the crowd control formation when determined by METT-TC.

They present a strong psychological effect and offer protection for the occupants. Wheeled armored vehicles are best because they do not deface the pavement. Whenever vehicles are used in a crowd control formation, the commander must ensure that they can still see and control the formation. This may require them to occupy a position in a similar vehicle behind the formation or command subordinate leaders to move away from the front line and into the line of sight control. This will require additional hand-and-arm signals to allow the commander and subordinate leaders to communicate. Commanders can effectively use vehicles as primary communication tools by using horns and lights as signals to organize movement or actions. However, vehicles are used, it takes a good measure of training and practice for them to be effective.

3-34. Although vehicles add strength to formations, certain precautions must be taken. Covering the windshield with sturdy, close-mesh fencing and the standard safety glass will offer some level of protection to the occupants. Shields or mobile barriers may be built by using barbwire to mount wooden or metal frame strung with across the front of a vehicle. Members of the formation should walk as near to the front corners of each vehicle as possible to keep rioters from attacking the sides and rear of the vehicles.

## Elements Of A Control Force Formation

3-35. There are four elements that make up the basic crowd control formation. They are as follows:


Base element. The base element is made up of two ranks. The first rank is shield holders, while
the second rank contains the NLW.  This is the front line of the formation.

Support element. The support element forms up in a column formation behind the base element
and has a variety of uses. It may be used to replace base element members as needed, provide lateral or direct support, or perform extraction team operations. The support element helps the base element by performing the following essential tasks:

General support. The general-support element is formed from an uncommitted squad in the platoon. When a company is tasked as the control force element, one of the platoons becomes the general-support element. The element is in a column formation centered on and behind the main formation. From this formation, the general-support element can move to lateral or
direct support, as needed.

Lateral support. The lateral-support element is used to protect the flanks of the formation.
This is done by moving a set number of teams forward from the general-support element or
by using the end teams in the formation; however, this will make the formation smaller. Once in position, these teams become part of the formation, with a  crowd control shields facing
the flanks of the formation.

Direct support. When direct support is ordered, the general-support element moves forward
as they move into a formation. While moving forward, the squad and team leaders from the
control force formation step back and allow the crowd control shield holders from the support
element to step behind crowd control shield holders of the original formation. This allows the
support crowd control shield holders to form up between and behind the crowd control shield holders of the original formation. Now, there are two lines of crowd control shield holders
between the crowd and NLW firers. This formation is the strongest of the formations and
requires more planning and practice to master.

Command element. The command element contains several different members. A general
configuration for the command element is the platoon leader, the platoon sergeant, a radio operator, a video recorder operator (if used), and an interpreter (if required). This element does
not have a fixed location within the formation and moves about as needed.

Overwatch element. The overwatch element is a team formed from reserve security forces.
3-36. The reserve support element is not part of the control force formation until it is brought forward from the rally point to join the formation. It remains until released by the formation commander. Overwatch teams are formed from the reserve force. Once overwatch teams are deployed and in position, they are under the control of the formation commander. Communication between the overwatch team and the formation commander is a priority because the commander approves target selection and engagement.

## Commands

3-37. Verbal commands are given to the crowd control force formation. Verbal commands for the on-guard position are given in one count. All other commands are given in two counts, a preparatory command followed by a command of execution. However, verbal commands cannot be relied on completely, so commanders must plan to use hand-and-arm signals (see figure 3-6, page 3-12).

3-38. Verbal commands are the primary method for communication during crowd control missions. When vehicles are part of the formation, radios become an alternate method for relaying commands. To improve communication, commanders may use hand-and-arm signals with verbal commands. The basic commands used in crowd control force formations are outlined in table 3-1. These commands can be added to or combined to form more complex commands, therefore forming more complex formations.

| Commands                        | Command                     | Given By                     |
|---------------------------------|-----------------------------|------------------------------|
| Platoon on line                 | Platoon leader or commander | To form a line formation     |
| Platoon wedge                   | Platoon leader or commander | To form a wedge formation    |
| Platoon echelon                 | Platoon leader or commander | To form an echelon formation |
| Platoon diamond                 | Platoon leader or commander | To form a diamond formation  |
| Platoon circle                  | Platoon leader or commander | To form a circular formation |
| Formations                      |                             |                              |
| Move                            | Platoon leader or commander |                              |
| As a command of execution       |                             |                              |
| Note:                           |                             | The platoon leader or        |
| commander also identifies the   |                             |                              |
| location for the formation by   |                             |                              |
| pointing the arm to the desired |                             |                              |
| location for the formation.     |                             |                              |
| Commands                            | Command                     | Given By                         |
|-------------------------------------|-----------------------------|----------------------------------|
| General support                     | Platoon leader or commander |                                  |
| To place a specified unit in the    |                             |                                  |
| rear of the base element            |                             |                                  |
| Lateral support                     | Platoon leader or commander |                                  |
| To place support elements on        |                             |                                  |
| the left or right flank of the base |                             |                                  |
| element                             |                             |                                  |
| Support                             |                             |                                  |
| Direct support                      | Platoon leader or commander |                                  |
| To move support elements            |                             |                                  |
| forward to strengthen the base      |                             |                                  |
| element                             |                             |                                  |
| Open                                | Extraction team leader      | To open a space in the formation |
| Up                                  | Extraction team leader      |                                  |
| To inform the extraction team to    |                             |                                  |
| start moving back to the main       |                             |                                  |
| formation                           |                             |                                  |
| Platoon leader or commander         |                             |                                  |
| Weapon system                       |                             |                                  |
| gunners, number of                  |                             |                                  |
| rounds, type of                     |                             |                                  |
| rounds, and prepare                 |                             |                                  |
| to fire                             |                             |                                  |
| To ready nonlethal gunners to       |                             |                                  |
| fire weapons; for example,          |                             |                                  |
| grenade launcher gunners, three     |                             |                                  |
| rounds, area target, prepare to     |                             |                                  |
| fire                                |                             |                                  |
| Fire                                |                             |                                  |
| Shield down                         | nonlethal gunners           |                                  |
| To tell crowd control shield        |                             |                                  |
| holders to get down on one knee     |                             |                                  |
| and lower the crowd control         |                             |                                  |
| shield to the ground.               |                             |                                  |
| Shield up                           | nonlethal gunners           |                                  |
| To tell crowd control shield        |                             |                                  |
| holders to stand and raise the      |                             |                                  |
| crowd control shield                |                             |                                  |
| Port arms                           | Platoon leader or commander |                                  |
| To use when not in contact with     |                             |                                  |
| the crowd                           |                             |                                  |
| Weapons                             |                             |                                  |
| High port                           | Platoon leader or commander |                                  |
| To tell nonlethal gunners what      |                             |                                  |
| position to hold the weapons in     |                             |                                  |
| while the formation is in physical  |                             |                                  |
| contact with the crowd. This        |                             |                                  |
| allows for rapid targeting and      |                             |                                  |
| firing of nonlethal munitions       |                             |                                  |

## Movements

3-39. Crowd control formations move in the same manner as regular formations. This allows the commander to maneuver the formation by commanding the number of steps it should move and in what direction, such as "*Five steps, forward march*." The normal rate of march for entering and leaving a control force formation is double-timing. The half-step march is used when the formation is in direct contact with the crowd. This slows the formation down and allows for better command and command. The squad and team leaders echo preparatory commands and provide cadence while in control force formations.

## Interval And Distance

3-40. Interval is the lateral space between elements. Distance is the space between elements in a column.

The usual interval and distance between Soldiers in control force formations is 30 inches (75 centimeters).

The interval and distance can be adjusted based on METT-TC. If the crowd has to be physically pushed back, a close interval is preferred. This allows the crowd control shields to be overlapped, creating a stronger wall.

During peaceful demonstrations, the interval could increase to double arm width, allowing the formation to cover more area and still control the crowd. The interval and distance could change several times during the course of operations before the crowd is dispersed.

## Extraction Teams

3-41. The extraction team is a squad (see figure 3-7) that is generally formed from the support element, but could also be formed from reserve security forces (if this squad has four teams, the formation commander may incorporate the fourth team into the formation or use it as a reserve for the squad). Once the team is formed, the crowd control formation commander has operational control until the team mission is complete and it returns to the rear of the formation. This team provides the crowd control formation with the means to employ nonlethal and lethal cover forward of the formation when authorized. During crowd control missions, extraction teams conduct the following:


Extract vehicles or personnel that are in immediate danger from the crowd.

Detain and escort downed rioters to the rear of the formation.

Detain and search subjects (done by the identified apprehension team).

Cover confined or congested areas where a full crowd control formation cannot be inserted.
3-42. The extraction team is usually a squad; however, based on METT-TC, it can be smaller or larger. While the recommended distance for deploying the extraction team from the crowd control force formation is no farther than 10 meters (30 feet), this too may change based on METT-TC. The crowd control force formation protects the extraction team and provides immediate support, if necessary.

3-43. The extraction team may deploy from anywhere within the formation. When given orders to deploy, the squad leader of the extraction team gives the formation commands, and identifies at least two personnel in the squad to be the apprehension team that conducts the search and apprehension of the subject. The squad leader leads the squad to the base line of the formation. The squad leader then extends his or her arm between the two crowd control shield holders and commands, "*Open*," while squeezing the crowd control shield holders on the side of the shoulder or provides a code word. The two crowd control shield holders take one step backward and one step to the right or left. This clears a path for the extraction team. The extraction team leader then states the number of personnel leaving the formation, such as "*Ten security personnel leaving*." As the last extraction team member exits the formation they state, "*Last man*." The two crowd control shield holders then return to the original position in the formation. The adjacent base element squad or team leaders pass the number of personnel in the team through the formation.

3-44. As the extraction team approaches an instigator or incapacitated demonstrator, the crowd control shield holders envelop the target and face in the direction of the nearest threat. Nonlethal gunners on the left and right cover the respective areas. The search and apprehension team immediately controls and restrains the target. To avoid confusion, one team member concentrates on controlling the subject while another team member applies a restraining system. When the search and apprehension team has the subject under control, the extraction squad leader sounds off with, "Up." Upon hearing the "Up" command, it is repeated by all extraction team members. Team members then grab a shoulder of the team member in front of them to backtrack into the formation. As the extraction team approaches the crowd control formation, the nearest base element leader will extend his or her arm and command, "*Open*," while squeezing the crowd control shield holders on the side of the shoulder or providing a code word. The crowd control shield holders move one step backward and to the right or left to open the formation. As the shield holder enters the formation, the extraction team leader sounds off with the number of personnel entering the formation, such as "Ten security personnel and one demonstrator." The adjacent base element leader counts the number of personnel as they enter the formation. When the last man enters the formation, they state, "*Last man*." The crowd control shield holders then return to the original places in the formation. The adjacent squad and team leaders in the base element pass the information through the crowd control formation that the extraction team has returned.

## Overwatch Teams

3-45. During a nonlethal engagement, the use of a designated marksman/observer team provides confidence and safety to those facing the mob. If a lethal threat is presented, the designated marksman/observer team in an overwatch position (armed with a standard military rifle that is mounted with a high-powered scope) can scan the crowd, identify agitators and riot leaders for apprehension, or fire lethal shots if so ordered or warranted. It is also ideally suited for flank and counter-sniper operations.

3-46. The designated marksman/observer team sets the security overwatch and provides real-time information and reporting that is vital to mission success. It provides coverage during the entire approach to the crowd, and its ability to select positions and provide cover fire (if and when warranted) is critical to the safety of the control force. Successful execution requires training, practice, and rehearsal with the control force formation.

3-47. The designated marksman/observer team is organized from a standard three- or four-Soldier team.

Each individual on the team is equipped with a standard-issue weapon. One individual has a rifle with a scope, another has a set of binoculars, and two other individuals provide security for the team. Each team is equipped with a radio for communication with the headquarters element of the control force formation.

3-48. The designated marksman/observer teams must have a visual advantage over the crowd to provide lethal protection to the formation. This is best accomplished by placing them on nearby rooftops, in the upper floors of buildings, or hilltops. They must have the optical equipment to identify mob leaders, instigators, and individuals with weapons. Team integrity must be maintained. With three-Soldier teams, the positions are marksman, observer, and security. If a team has four Soldiers, the fourth can be utilized as additional security, or another option is outfitting them with a camera to record events.

3-49. Two designated marksman/observer teams should be deployed to cover the flanks of the formation.

Each team should be deployed to a position that is in front of the formation and in an overwatch position.

The number of teams deployed is based on METT-TC. As the formation moves forward, the designated marksman/observer teams leapfrog forward from the formation.

3-50. The reserve forces, located at the rally point, can provide another lethal force of some size that can be brought forward, as needed. Each Soldier in the control force formation should have a sidearm or a rifle. The rifle is slung diagonally across the back with the rifle butt over the left shoulder and the muzzle below the right hip. Lethal munitions are in a separate ammunition pouch that is isolated from nonlethal munitions.

This is to prevent the mixing of nonlethal and lethal ammunition.

## Reserve Forces

3-51. A large reserve of Soldiers should be maintained during crowd control operations. Knowing that a large reserve force is available provides confidence and safety within the control force formation and helps prevent them from overreacting to provocative acts with disorderly and criminal elements in the crowd. When determining the number of reserve forces required, it should be resolved in favor of more than less. Lethal designated marksman/observer teams, forces to augment the control force, and apprehension teams come from the reserve forces.

3-52. Apprehension teams are a must when it is likely that a large number of people will be detained. These teams provide an organized response to what could be a chaotic situation. The teams can be organized at the team or squad level, depending on the number of detentions expected. These teams usually operate behind the base element. During peaceful demonstrations, these teams can be sent forward to remove demonstrators who refuse to disperse.

## Chapter 4 Crowd Control Formations

Crowd control formations, when properly used and effectively carried out, represent one of the most practical methods of controlling crowds. These formations are especially effective against large crowds because they enable the crowd control forces to split the crowd into small groups. However, commanders must realize their limitations; formations are not the answer to all situations. Soldiers should not be subjected to unnecessary sniper fire and the violent acts of troublemakers simply to impress the mob with a show of force. When small dispersed groups are running loose in an area of operations, crowd control formations will be of little value. This chapter discusses crowd control formations at the squad, platoon, and company level.

## Squad Formations

4-1. The smallest formation is a squad formation, which is used in the back of the main formation (usually a company formation) to cover side streets. Squad members must know the positions regardless of which control force formation they are in, squad or company.

Note. Three-team squads have been used in the following squad formation diagrams. When squads have four teams, the fourth team can be added to the crowd control formation or used as a reserve team for the squad formation.

4-2. When moving a squad into a crowd control formation from a column formation, the squad leader takes one or more steps to the right of the squad and faces it. The squad leader gives the command and hand-andarm signal for the formation they want. The squad leader then indicates where the formation is to be located by pointing in that general direction. The A-team leader commands, "*Follow me*," and places the baseman at the position indicated by the squad leader. The squad forms on the baseman position.

## Line Formation

4-3. The line is the basic formation and it is used more often because of its offensive and defensive applications. As an offensive formation, the line is used to push or drive crowds straight back, across an open area, or up a city street. As a defensive formation, the line is used to hold the crowd or to deny access to areas.

4-4. The command for forming a squad in a line formation is, "*Squad line formation, move*." On the command of execution, the A-team leader guides the baseman to the place indicated by the squad leader. The squad members align themselves in sequence with the baseman at normal intervals (see figure 4-1, page
4-2). Based on the situation, the squad leader may designate a specific interval. They do this when giving the preparatory command. If no interval is specified, the squad automatically forms using the normal interval.

## Echelon Formation

4-5. The echelon is an offensive formation used to turn or divert groups in open or built-up areas and to move crowds away from buildings, fences, and walls. The command for having a squad form in an echelon formation is, "*Squad echelon right (or left), move*." On the command of execution, the A-team leader places the baseman at the location indicated by the squad leader. The squad members align themselves in sequence with the baseman; one pace to the side and one pace to the rear (see figure 4-2).

## Wedge Formation

4-6. The wedge is an offensive formation that is used to penetrate and split crowds into smaller groups. The command for moving a squad formation into a wedge formation is, "*Squad wedge, move*." On the command of execution, the A-team leader moves the baseman to the place indicated by the squad leader. The A-team lines up to the left of the baseman, one pace to the left and one pace to the rear of each preceding man.

B-team members align themselves with the baseman, one pace to the right and one pace to the rear of each preceding man. C-team members align themselves in the same way to the left of the baseman (see figure
4-3).

*Note. The symbols used in this figure are not approved Army military symbols
and were developed to provide a better understanding of crowd control
formations. See FM 1-02.2 for information on Army military symbols.
Legend:
FM
                field manual

## Assembly

4-7. When assembling a squad from the line formation, the squad leader takes a position at a sufficient distance to the rear of the squad and commands, "*Squad assemble*." At the same time, the squad leader raises his or her right hand in the air and makes a circular motion. The A-team leader and the baseman do an aboutface movement.

4-8. The other squad members face toward the baseman. On the command of execution, "*Move*," the squad leader points to the place where they want the squad to assemble. The A-team leader double-times to the designated spot, and the other members of the squad follow. Team leaders fall into the file in the designated positions as they move to the assembly area (AA). To assemble from a squad echelon formation, the steps are the same as a line formation.

4-9. To assemble from a squad wedge formation, the squad leader takes the same steps as for the line and echelon formations. The B-team members do a half left face, and the A-team and C-team members do a half right face. The C-team pauses at the baseman position and allows the B-team to clear the formation before moving to the AA.

## Diamond And Circle Formations

4-10. The diamond and circle formations are used during extraction team operations. They are small formations used to penetrate the crowd or cover small areas. The decision on which formation to use is based on METT-TC and the ability of the squad to perform.

4-11. Commands for forming a squad in a diamond or circle formation is, "Squad diamond (or circle), move." On the command of execution, the A-team leader moves the baseman to the place indicated by the squad leader. The A-team lines up to the left of the baseman, covering the 912 o'clock positions. B-team members align themselves to the right of the baseman, covering the 15 o'clock positions. C-team members align themselves covering the 68 o'clock positions (see figure 4-4).

*Note. The symbols used in this figure are not approved Army military symbols and were developed to
provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military
symbols.
Legend:
FM
                field manual

4-12. To assemble from a squad diamond or circle formation, the squad leader takes the same steps as they would for a line formation. The A-team leads the squad to the AA, followed by the B-team and then the C-team. Teams fall into a column formation as they file back to the AA.

## Platoon Formations With Three Squads

4-13. The platoon headquarters consists of the following individuals: the platoon leader, the platoon sergeant, and a messenger or radio operator. When directed by the platoon leader, other individualssuch as the selected marksman, interpreter, RCA disperser operators, and firefightersmay augment the platoon headquarters. In forming all control force formations from the column, the platoon leader moves to the right of the platoon and faces it when giving commands. Along with the preparatory command, the platoon leader gives the hand-and-arm signal. On the command of execution, "*Move*," the platoon leader points to the approximate location where they want the platoon to form. The platoon leader pauses between the preparatory command and the command of execution to allow each squad leader to issue a preparatory command to the squad.

## Platoon Line Formation

4-14. The command for forming a platoon line is, "*Platoon on line, move*." Immediately following the platoon leader's preparatory command, the squad leaders of the 1st and 3d squads give the command, "Follow me." The leader of the 2d squad gives the command, "*Stand fast*." On the platoon leader's command of execution, the 1st and 3d squads move forward to the point designated by the platoon leader. The 1st team member of the 1st squad is the baseman for the platoon formation. The 1st squad forms a squad line to the left of the baseman while the 3d squad forms a squad line to the right of the baseman and dresses with the 1st squad. After the 1st and 3d squads have cleared the platoon, the 2d squad leader gives the command,
"*Follow me*." The 2d squad splits and the A- and B-teams form a line to the right of the 3d squad. The C-team (with the squad leader) forms a line to the left of the 1st squad (see figure 4-5).

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Assembling From A Platoon Line Formation

4-15. When assembling the platoon from the platoon line formation, the platoon leader and the headquarters personnel take a position to the rear of the platoon. The platoon leader then gives the command, "Platoon assemble," while raising his or her right arm and making a circular motion above his or her head. Platoon members automatically assume the port arms position. The 1st squad leader and the baseman do an about face. The 3d squad leader moves to the head of the squad. All other members do an about-face movement toward the baseman. On the platoon leader's command of execution, the platoon leader points to where they want the platoon to assemble. The 1st squad leader gives the command, "*Follow me*" and moves the squad toward the AA. The squad moves to make a single file line to the baseman's position followed by the C-team of the 2d squad. As the 1st squad clears the baseman's position, the 2d squad leader comes to a halt at the baseman's position. The 3d squad leader gives the command, "*Follow me*" and leads the squad to the AA
followed by the A- and B-teams of the 2d squad. The A-team leader of the 2d squad comes to a halt at the baseman's position. Once the 3d squad has cleared the baseman's position, the 2d squad leader gives the command, "*Follow me*" and leads the squad to the AA. The 2d squad reassembles into the original column formation as they move to the AA. As the 1st squad comes to a halt (facing the crowd) in the AA, the 3d squad dresses with the 1st squad and leaves space for the 2d squad to return to its place in the formation.

Once the platoon is formed into a column formation, headquarters personnel take the position in the formation. The platoon sergeant, giving commands, moves the platoon to the rally point.

## Platoon Line Formation With General Support

4-16. Whenever the command for establishing a crowd control formation contains the phrase "*In support*"
(without modification), it means that the support element is to remain in general support.

4-17. The command for forming a platoon line with the 2d squad in general support is, "Platoon line, 2d squad in support, move." The 1st and 3d squads of the platoon form the line while the 2d squad remains in the column (see figure 4-6). To assemble a platoon with a squad in general support, the procedure is the same as the platoon line, except that the 1st and 3d squads dress with the 2d squad.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Platoon Line Formation With Lateral Support

4-18. The command for forming a platoon line with 2d squad in lateral support is "Platoon line, 2d squad in lateral support, move." The 1st and 3d squads execute the line as before, and the 2d squad stands fast. After the line has been formed, the 2d squad leader gives the command, "*Follow me*." The A- and B-teams move to the right flank while the squad leader and the C-team move to the left flank of the formation. The 2d squad forms columns behind the last Soldiers of the line formation. If no direction is given, the 2d squad splits to cover both flanks. A squad may be used to cover one flank by giving the command, "2d squad right (or left)
lateral support" (see figure 4-7).

4-19. The 2d squad may be moved from general to lateral support at any time by the platoon leader. The platoon leader commands, "*2d squad, lateral support, move*." To have the 2d squad join the line from either support position, the platoon leader commands, "*2d squad, extend the line, move*." The 2d squad leader commands, "*Follow me*." On the command of execution, the squads set up individual lines, closing and dressing on the existing line. To assemble the platoon from a platoon line formation with lateral support, follow the same steps as for the platoon line.

## Platoon Line Formation With Direct Support

4-20. The command for forming a platoon line formation with 2d squad in direct support is "Platoon line,
2d squad in direct support, move." The 1st and 3d squads execute a line as before. The 2d squad executes a squad line directly to the rear and centered on the 1st line. The Soldiers in the supporting line cover the intervals between the Soldiers in the 1st line. To do this, the squad and team leaders of the 1st and 3d squads must take two steps to the rear to allow space for the 2d squad to move into place. After seeing the squad and team leaders move back from the line, the 2d squad leader commands, "*Follow me*" and leads the squad into position (see figure 4-8, page 4-8).

4-21. To assemble a platoon formation with direct support, the procedure is the same as the platoon line formation, except that the 2d squad moves to the AA first. To assemble the support squads from any position to general support, the platoon leader commands, "*2d squad in support, move*." The 2d squad then returns to a column behind the line formed by the other two squads.

## Platoon Echelon Right And Left Formations

4-22. The command for forming a platoon echelon right formation is "*Platoon, echelon right, move*." After the platoon leader's preparatory command, the squad leader of the 1st squad commands, "*Follow me*." The squad leaders of the 2d and 3d squads command, "*Stand fast*." On the command of execution, the 1st squad moves out and executes an echelon right at the location designated by the platoon leader. As the 1st squad clears the column, the 3d and 2d squads extend the echelon. The 2d squad performs support to this formation in the same way that it supports a line formation.

4-23. The command for forming a platoon echelon left is "*Platoon echelon left, move*." The platoon echelon left is formed in the same manner as the echelon right (see figure 4-9). Figure 4-10, page 4-10; figure 4-11, page 4-11; and figure 4-12, page 4-12, show support formations in a left echelon.

4-24. To assemble the platoon, the platoon leader takes up position to the rear of the formation with the platoon headquarters. On the preparatory command, "*Platoon assemble*," the 1st squad leader does an aboutface movement while all other members assume the port arms position and face the baseman. On the command, "*Move*," the 1st squad moves first, followed by the 3d and 2d squads. Each squad dresses with the
1st squad as it reaches the AA. The assembly of the echelon right formation is the same as the echelon left.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

Legend: FM
field manual

## Platoon Wedge Formation

4-25. The command for forming the platoon wedge formation is "*Platoon wedge, move*." After the platoon leader's preparatory command, the squad leaders of the 1st and 3d squads command, "*Follow me*." At the same time, the 2d squad leader commands, "*Stand Fast*." On the platoon leader's command of execution, the
1st and 3d squads move directly to the front. The 1st squad executes an echelon left on the baseman while the 3d squad executes an echelon right. When the last man of the 1st and 3d squads clear the 2d squad, the 2d squad leader commands, "*Follow me*," and moves out to the left and right. The 2d squad splits and the A- and B-teams go to the right and the C-team goes to the left to extend the formation (see figure 4-13).

Assembly of the wedge formation is the same as the platoon line.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Platoon Wedge Formation With General Support

4-26. The command for forming a platoon wedge formation with support is "Platoon wedge, 2d squad in support, move." The 1st and 3d squads execute the wedge, while the 2d squad remains in a column formation
(see figure 4-14, page 4-14).

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

Legend:

## Platoon Wedge With Lateral Support

4-27. The command for forming a platoon wedge formation with lateral support is "Platoon wedge, 2d squad in lateral support, move." The 1st and 3d squads execute the wedge while the 2d squad stands fast. After the
1st and 3d squads have cleared the column, the 2d squad leader commands, "*Follow me*." If no direction is given, the 2d squad splits to cover both flanks. A squad may be used to cover one flank by commanding, "2d squad right (or left) lateral support" (see figure 4-15 and figure 4-16, page 4-16).

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

4-28. To move the 2d squad from general support to lateral support, the platoon leader commands, "2d squad, lateral support, move." To have the 2d squad join the wedge from general or lateral support, the platoon leader commands, "*2d squad, extend the wedge, move*." To extend the wedge, the 2d squad splits and the teams move to the left and right, respectively.

## Platoon Wedge With Direct Support

4-29. The command for forming a platoon wedge formation with the 2d squad in direct support is "Platoon wedge, 2d squad in direct support, move." The 1st and 3d squads execute a wedge. The 2d squad waits for the squad and team leaders to move to the rear, as in the line formation, before executing a wedge directly behind and centered on the main formation. The individuals in the supporting wedge cover the intervals between individuals in the leading wedge (see figure 4-17, page 4-17).

## Platoon Diamond And Circle Formations

4-30. These formations are used in open areas or where the crowd may be able to envelop the formation. The diamond and circle formations are primarily defensive in nature and difficult to maneuver. The decision about which formation to use is based on the ability of the platoon to perform them. The command for having a platoon form in a diamond or circle formation is "*Platoon diamond (or circle), move*." On the command of execution, the 1st squad leader moves the baseman to the place indicated by the platoon leader. The baseman becomes the 12 o'clock position while the 1st squad lines up to the left of the baseman covering the 812
o'clock positions. The 3d squad aligns itself to the right of the baseman, covering the 124 o'clock positions and the 2d squad aligns itself, covering the 48 o'clock positions (see figure 4-18, page 4-18, and figure
4-19, page 4-19).

provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military
4-31. To assemble from a platoon diamond or circle formation, the headquarters element takes the same steps as that of a line formation. The 1st squad leads the platoon back to the AA, followed by the 2d and 3d squads. Squads fall into a column formation as they file back to the AA.

## Relief For Elements In Place

4-32. During crowd control operations, the platoon leader may rotate squads to give them a rest. The platoon leader is not limited to using only those squads specified in the preceding examples as the lead elements of the formations. They can replace the base elements by commanding direct support to the 1st squad and then directing the 1st squad into general support. The support element (the 2d squad) then passes through the 1st squad. Once the 2d squad is formed directly behind the 1st squad, the 1st squad leader commands, "Right face." The members of the 1st squad do a right face movement and the 2d squad steps quickly though the 1st squad and forms the base formation. The 1st squad leader then commands, "*Follow me*," and leads his or her squad to the general support position. This procedure is often necessary when protective masks are used and chemical irritants have been employed. The 1st squad then replaces the 3d squad in the same manner.

Platoons participating in company operations are relieved in the same manner.

## Platoon Formations With Four Squads

4-33. When forming control force formations from the column, the platoon leader moves to the right of the platoon and faces it when giving commands. The platoon leader gives the hand-and-arm signal and the preparatory command. On the command of execution, "*Move*," the platoon leader points to the approximate location where they want the platoon to form. The platoon leader pauses between the preparatory command and the command of execution to allow each squad leader to issue a preparatory command to the squad.

## Platoon Line Formation

4-34. The command for forming a platoon line formation is "*Platoon line, move*." Immediately following the platoon leader's preparatory command, the squad leaders of the 1st and 4th squads command, "Follow me." The squad leaders of the 2d and 3d squads command, "*Stand fast*." On the platoon leader's command of execution, the 1st and 4th squads move forward to the point designated by the platoon leader. The 1st A-team member of the 1st squad is the baseman for the platoon formation. The 1st squad forms a squad line to the left of the baseman and the 4th squad forms a squad line to the right of the baseman with all lines dressed to the right. After the 1st and 4th squads have cleared the platoon, the 2d and 3d squad leaders command, "*Follow me*." The 2d squad forms a squad line to the left of the 1st squad. The 3d squad forms a squad line to the right of the 4th squad. All squads dress with the 4th squad (see figure 4-20).

## Platoon Line Formation Assembly

4-35. When assembling from the platoon line formation, the platoon leader and the headquarters personnel take a position to the rear of the platoon. The platoon leader then gives the command, "*Platoon assemble*," while raising his or her right arm and making a circular motion above his or her head. Platoon members automatically assume the port arms position. The 1st squad leader and the baseman do an about-face movement. All other platoon members do an about-face movement toward the baseman. On the platoon leader's command of execution, the platoon leader points to where they want the platoon to assemble. The squad leader commands, "*Follow me*," and moves the squad toward the AA. The 1st squad files to the baseman's position, followed by the 2d squad. As the 2d squad clears the baseman's position, the 4th squad leader then commands, "*Follow me*," and leads the squad to the AA, followed by the 3d squad. As the 1st squad comes to a halt facing the crowd in the AA, the 2d squad assumes its position to the right of the 1st squad. As the 4th squad assembles, it dresses on the 1st squad, leaving space for the 3d squad to return to its place in the formation. Once the platoon is formed into a column formation, headquarters personnel take a position in the formation. The platoon sergeants then commands, "*Counter-column, march*," and moves the platoon to the rally point.

## Platoon Line Formation With General Support

4-36. Whenever the command for establishing a crowd control formation contains the phrase "*In support*"
without any other modification, such as "*Lateral*," it means that the support element is to remain in general support. The command for forming a platoon line with two squads in general support is "Platoon line, 2d and 3d squads in support, move." The 1st and 4th squads execute the line, while the 2d and 3d squads remain in the column (see figure 4-21). To assemble a platoon with two squads in general support, the procedure is the same as that of the platoon line, except that the 1st and 4th squads dress on the 2d and 3d squads.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Platoon Line Formation With Lateral Support

4-37. The command for forming a platoon line formation with two squads in lateral support is "Platoon line,
2d and 3d squads in lateral support, move." The 4th and 1st squads execute the line as before, and the 2d and
3d squads stand fast. After the line has been formed, the squad leaders of the 2d and 3d squads command,
"*Follow me*." The 2d squad forms a column behind the last man of the 1st squad. The 3d squad forms a column behind the last man of the 4th squad (see figure 4-22).

provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military
4-38. Squads may be moved from general support to lateral support at any time by the platoon leader. The platoon leader commands, "*2d and 3d squads, lateral support, move*." To have the 2d and 3d squads join the line from either support position, the platoon leader commands, "*2d and 3d squads, Extend the line, move*."
The 2d and 3d squad leaders command, "*Follow me*." On the command of execution, the squads set up individual lines, closing and dressing with the existing line. To assemble the platoon from a platoon line with lateral support, the procedure is the same as that of the platoon line, except lateral support squads face forward until they move to the AA.

## Platoon Line Formation With Direct Support

4-39. The command for forming a platoon line with two squads in direct support is "Platoon line, 2d and 3d squads in direct support, move." The 1st and 4th squads execute a line as before. The 2d and 3d squads execute a second line directly to the rear and centered on the first line. The members in the direct support line cover the intervals between members in the baseline. To do this, the squad and team leaders of the 1st and
4th squads must take two steps to the rear to allow space for the 2d and 3d squads to move into place. After seeing the squad and team leaders move back from the line, 2d and 3d squad leaders command, "*Follow me*,"
and lead the squads into position (see figure 4-23, page 4-24).

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

Legend: FM
field manual
4-40. To assemble the support squads from any position to general support, the platoon leader commands,
"*2d and 3d squads in support, move*." The 2d and 3d squads then return to a column behind the line formed by the 1st and 4th squads. To assemble the entire platoon, the procedure is the same as that of a platoon line, except that the 2d squad moves to the AA first, followed by the 3d, 1st, and 4th squads.

## Platoon Line Formation With One Support Squad

4-41. The command for forming a platoon line formation with one squad in support is "Platoon line, 3d squad in support, move." The 1st squad moves out and executes a squad line. The 2d and 4th squads form a line on the side of the left and right sides of the 1st squad. The 3d squad remains in column formation. The support squad may be used in lateral support on one or both sides of the formation or in direct support of any segment of the formation. To assemble the platoon, the procedure is the same as that of a platoon line, except that all squads dress with the 3d squad.

## Platoon Echelon Right And Left Formations

4-42. The command for forming a platoon echelon right formation is "*Platoon echelon right, move*." After the platoon leader's preparatory command, the squad leader of the 1st squad commands, "*Follow me*." The squad leaders of the 2d, 3d, and 4th squads command, "*Stand fast*." On the command of execution, the 1st squad moves out and executes an echelon right at the location designated by the platoon leader. As each squad clears the column, the next successive squad moves out and extends the echelon that has been formed.

To assemble the platoon, the procedure is the same as that of a platoon line, except that all squads file back in order.

4-43. The command for forming a platoon echelon left formation is "*Platoon echelon left, move*." The platoon echelon left is formed in the same manner as the platoon echelon right, but in reverse order (see figure 4-24). To assemble the platoon, the procedure is the same as that of an echelon right. (See figure 4-25, page 4-26; figure 4-26, page 4-27; and figure 4-27, page 4-28, for examples of echelon formations with support.)
*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military
*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Platoon Wedge Formation

4-44. The command for forming the platoon wedge formation is "*Platoon wedge, move*." After the platoon leader's preparatory command, the 1st and 4th squad leaders command, "*Follow me*." At the same time, the 2d and 3d squad leaders command, "*Stand fast*." On the platoon leader's command of execution, the 1st and
4th squads move directly to the front. When the last members of the 1st and 4th squads clear the 2d and 3d squads, the 2d and 3d squad leaders command, "*Follow me*," and move out to the left and right. The 1st squad executes an echelon left on the baseman and the 4th squad executes an echelon right. The 2d squad forms an echelon left on the last man of the 1st squad. The 3d squad forms an echelon right on the last man of the 4th squad. This completes the wedge formation (see figure 4-28). To assemble the platoon, the procedure is the same as that of a platoon line.

## Platoon Wedge Formation With General Support

4-45. The command for forming a platoon wedge formation with two squads in support is "Platoon wedge,
2d and 3d squads in support, move." The 1st and 4th squads execute the wedge while the 2d and 3d squads remain in column formation (see figure 4-29, page 4-30).

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Platoon Wedge Formation With Lateral Support

4-46. The command for forming a platoon wedge formation with lateral support is "Platoon wedge, 2d and
3d squads in lateral support, move." The 1st and 4th squads execute the wedge while the 2d and 3d squads stand fast. After the 1st and 4th squads have cleared the column, the 2d and 3d squad leaders command,
"*Follow me*" and move out to the left and right. The 2d squad forms a column formation behind the last man of the 1st squad. The 3d squad forms a column formation behind the last man of the 4th squad (see figure
4-30).

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

4-47. To move the 2d and 3d squads from general to lateral support, the platoon leader commands, "2d and
3d squads, lateral support, move." To have the 2d and 3d squads join the wedge from general or lateral support, the platoon leader commands, "*2d and 3d squads, extend the wedge, move*." The 2d and 3d squad leaders command, "*Follow me*," and move out to the left and right to extend the wedge on the 1st and 4th squads.

## Platoon Wedge Formation With Direct Support

4-48. The command for forming a platoon wedge with two squads in direct support is "Platoon wedge, 2d and 3d squads in direct support, move." The 1st and 4th squads execute a wedge. The 2d and 3d squads execute a wedge and close in on the leading wedge. The members in the supporting wedge cover the intervals between members in the leading wedge. To do this, the squad and team leaders of the 1st and 4th squads must take two steps to the rear to allow space for the 2d and 3d squads to move into place. After seeing the squad and team leaders move back from the line, the 2d and 3d squad leaders command, "*Follow me*," and lead the squads into position (See figure 4-31). To move the 2d and 3d squads back to general support, the platoon leader commands, "*2d and 3d squads support, move*." Then the 2d and 3d squads move to the general support positions. To assemble a platoon from a platoon wedge with direct support, the procedure is the same as that of a platoon wedge, except that the 2d squad assembles first, followed by the 3d, 1st, and 4th squads.

## Platoon Wedge Formation With One Support Squad

4-49. The command for forming a platoon wedge formation with one squad in support is "Platoon wedge,
3d squad in support, move." The 1st squad moves out and executes a squad wedge. The 2d and 4th squads form echelons left and right on the 1st squad. The 3d squad remains in the column formation.

## Platoon Diamond And Circle Formations

4-50. The platoon diamond and circle formations are used in open areas or where the crowd may be able to envelop the formation. They are primarily defensive in nature and hard to maneuver. The decision concerning which formation to use is based on the ability of the platoon to perform them. The command for having a platoon form in a diamond or circle formation is "*Platoon diamond [or circle], move*." On the command of execution, the 1st squad leader moves the baseman to the location indicated by the platoon leader. The baseman becomes the 12 o'clock position. The 1st squad lines up to the left of the baseman covering the
912 o'clock positions. The 4th squad aligns themselves to the right of the baseman covering the 123
o'clock positions. The 3d squad aligns itself covering the 36 o'clock positions. The 2d squad aligns itself covering the 69 o'clock positions.

4-51. To assemble a platoon from a platoon diamond or circle formation, the headquarters element uses the same procedures as that of a line formation. The 1st squad leads the platoon back to the AA, followed by the 2d, 3d, and 4th squads. The squads fall into a column formation as they file back to the AA.

## Junction Check

4-52. A junction check is basically the modification of a line formation where one end of the line turns inward to a 90 degree angle. This formation is used to see down a cross street, alley, or area around a structure such as a building. To conduct a junction check, the leader of the element that is currently in a line formation gives the command, "*Junction check, right [or left]*." On the command of execution, the element on the opposite side of the direction given turns inward (staying on line) 90 degrees to the main line. The element is now facing down the direction given by the leader and can observe the junction (cross street, alley, or side of building). Figure 4-32 shows the junction check with a platoon line.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Open Formation

4-53. The open formation is utilized when there is no immediate threat to the control force, when the element wants to move more quickly without staying in a tight line or other formation, or when the control force wants to cover more area and give off a larger presence to the crowd. To put the element into the open formation, the leader commands, commands, "*Platoon [or another element], open*." The open order can be given to any element. To transform into the open formation, internal elements (for example, squads), remaining on line, stagger behind or in front of another element. The individual Soldiers spread out to a distance of one baton plus 6 inches (15 centimeters) between them. Figure 4-33 shows a platoon line formation that has moved into the open formation. In this example, 1st squad stays in place, 2d squad forms in front, and 3d squad forms behind 1st squad. The command element moves rearward to allow space for the formation, and remains behind the main element.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Company Formations

4-54. When Company commanders order their company into control force formations from a column, they move to the left near the head of the column so that they are seen by the platoon leaders. The commander then faces the company. As the commander gives the preparatory command, they point to where they want the formation. If no location is indicated, the company forms immediately in front of the lead platoon. For relieving elements in place, a platoon leader within a company formation may rotate the squads to give them rest.

## Company Line Formations

4-55. A company commander has several options of line formations for the company. These include line in depth and line in mass with the various methods of support used.

## Company Line In Depth Formation

4-56. The command for forming a company line in depth formation (see figure 4-34) is "Company line in depth, move." After the company commander's preparatory command, each platoon leader gives the command, "*Platoon line*." The squad leaders follow with the commands to the squads to form the platoon line. On the command of execution, each platoon establishes a platoon line immediately to its front.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

Legend: FM
field manual
4-57. If the commander wants a more formidable formation, they command, "2d platoon, direct support, move." The squad and team leaders from the 1st platoon take two steps backward. The 2d platoon moves forward and covers the intervals between the members of the lead platoon. The platoon leader of the 3d platoon then moves his or her platoon forward to occupy the position formerly held by the 2d platoon.

4-58. If the 3d platoon is called on to support the company line, it moves forward and takes up a position directly behind the 2d platoon in the same manner. Platoon leaders and platoon sergeants help each other in controlling the company.

## Company Line-In-Mass Formation

4-59. The command for forming a company line-in-mass formation is "*Company line in mass, move*" (see figure 4-35). The company line in mass is the same as a company line with both platoons in direct support.

Instead of forming it in stages, the company commander indicates the desire for this formation in the initial command. The platoons each form a line, and the 2d and 3d platoons close on the 1st platoon without further command.

## Company Line Formations With Support

4-60. In company formations, the 1st platoon usually forms the lead element and the 2d and 3d platoons provide support (see figure 4-36; figure 4-37; and figure 4-38, page 4-38). The support platoons can be employed in the same manner as the support squads in platoon formations. One platoon can be relieved from the lead element by another platoon, while in formation, by having a support platoon pass through the lead platoon.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

## Company Echelons And Wedge Formations

4-61. Company echelons (see figure 4-39; figure 4-40, page 4-40; figure 4-41, page 4-41; and figure 4-42, page 4-42) and company wedge formations (see figure 4-43, page 4-43; figure 4-44, page 4-44; and figure
4-45, page 4-45) are formed in the same manner and with the same variations as the company line formation.

A company assembles from a crowd control formation in the same manner that a platoon or a squad does. However, due to the size of company formations, the commander must consider the area that the company is operating in when assembling the company. If following the guidelines of platoon assembly, the commander will have no difficulty. When assembling the company, the commander takes a position to the rear of the formation and commands, "*Company assemble*." The platoon leaders take charge of his or her respective platoons. Usually, the 3d platoon assembles first, just behind the formation. After the 3d platoon is assembled, the 2d platoon assembles in front of the 3d platoon and the 1st platoon assembles in front of the 2d. All platoons assemble facing the commander. The 2d and 3d platoons then dress with the 1st platoon. As each platoon is assembled, they are ordered to port arms by the platoon leader to await further orders from the commander. If four platoons are used, the 4th platoon assembles first.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military

## Formations With Vehicles

4-62. The commands for vehicles and foot troops are the same as those for foot troops alone. Because of the additional noise and distances involved, the company commander gives the hand-and-arm signal for the line.

The command and the signal apply to the lead platoon only. The other platoons remain in general support until further directed (see figure 4-46, page 4-46; figure 4-47 and figure 4-48, page 4-47; figure 4-49, page
4-48; figure 4-50, page 4-49; and figure 4-51, page 4-50.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to
provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military
symbols.
Legend:
FM
                field manual

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military
*Note. The symbols used in this figure are not approved Army military symbols and were developed to provide a better understanding of crowd control formations. See FM 1-02.2 for information on Army military symbols.

FM
field manual
4-63. The motor section moves out with vehicle number two moving to the right. Vehicle number two passes the lead vehicle and establishes the position for the center of the line. At the same time, the 3d and 4th vehicles swing out to the left and right. They form to the left and right and slightly to the rear of vehicle number two.

The 1st and 4th squads of the lead platoon then move forward and form lines to the left and right, on the front end of vehicle number two. As soon as the troops are in position, the 3d and 4th vehicles close in on the squads and tighten the formation. The 2d and 3d squads of the lead platoon then form a line to the left and right of the 3d and 4th vehicles to complete the company line. The command vehicle (vehicle number one)
takes up a position behind the line where the commander can direct and control the unit. The 2d and 3d platoons move forward and are used in general, lateral, or direct support. In some instances, troops on the ground move into position first and vehicles join the formation, as needed.

4-64. To form a company echelon or a company wedge with vehicles, the company follows the same procedures used for company formations without vehicles. Vehicles are moved into the appropriate positions using procedures similar to those used for a company line.

4-65. To assemble troops and vehicles, the command vehicle moves to a position behind the formation. The commander faces the formation and gives the vehicle section the signal for assembly. Immediately, the vehicles return to the proper positions in column formation behind the command vehicle while the troops stand fast. The second in command then assembles the troops in the usual manner.

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## Chapter 5 Crowd Control Force Equipment And Individual Techniques

During crowd control missions, there are several key pieces of equipment that are recommended to enhance the effectiveness of Soldiers and to aid in their protection.

The correct execution of individual crowd control techniques, the use of the proper crowd control equipment, and the implementation of risk management all aid in a successful crowd control mission. This chapter describes the appropriate individual crowd control techniques that enable a crowd control force to manage and control crowds during demonstrations and civil disturbances and ensure Soldier safety and proper use of force.

## Crowd Control Shield And Crowd Control Baton Individual Techniques

5-1. A Soldier may be required to be part of a crowd control formation where his or her primary tool is a crowd control baton and his or her key protection is a crowd control shield. A crowd control baton is a very versatile weapon that can be used as an offensive or defensive weapon. The crowd control shield offers versatile protection, and covers primarily from the top of the head to below the knees.

5-2. Use of the crowd control baton and crowd control shield is based on METT-TC and the commander's decision on use-of-force options. Formations committed to crowd control with crowd control batons must have overwatch, lethal and NLW within the formation, and reserve forces with additional nonlethal and lethal capabilities. The reserve forces are positioned to rapidly reinforce the control force formation.

5-3. During the termination phase of the disturbance (when the violence has subsided and is expected to remain that way), Soldiers are placed in a defensive posture. They may be equipped with a crowd control shield and a crowd control baton to perform their tasks. The crowd control baton is sometimes used as an offensive weapon when the formation is in close contact with the crowd.

## Crowd Control Shield

5-4. The crowd control shield has proven to be the first line of defense for a crowd control force formation.

The crowd control shield may also be used as an offensive weapon when in contact with an aggressive crowd.

The crowd control shield is constructed of hard, durable plastic and is held with one arm. It is secured to the support-side arm with a strap and handle system. This system is designed to make the crowd control shield an extension of the Soldier's arm. It is designed to protect the Soldier's face, torso, and upper legs. The crowd control shield is held at a slightly inward angle. This allows for debris thrown at the Soldier to fall harmlessly to the ground.

## Carrying Positions

5-5. There are three basic crowd control shield-carrying positions (see figure 5-1):

Shield front. The shield front position is used when providing static security and violent
confrontation is not immediately expected. It allows for better situational awareness and presents a less threatening posture. The Soldier rests the bottom edge of the shield on the ground and places
his or her hands on the top edge. The visor is worn in the up position.

At-the-ready. The at-the-ready position is used while in a column formation or on the move
toward a disturbance. This position is designed for rapid movement. It should not be used when in contact with a crowd.

On-guard. The on-guard position is used when the control force formation is in contact with the
crowd or contact is eminent. It is used primarily in the following formations:

Line.

Wedge.

Echelon.

Diamond.

Circle.
Note. See chapter 4 for control force formations.

## Defense And Retention Techniques

5-6. The crowd control shield is designed to withstand strikes from objects thrown by the crowd. Each crowd control shield holder must be confident in the defensive capabilities of the shield. They must also be trained and proficient in crowd control shield retention techniques.

5-7. When the control force is in contact with the crowd, rioting individuals may attempt to strip the crowd control shield from the Soldier. When a subject grabs the top of the crowd control shield (see figure 5-2), the crowd control shield holder slaps the crowd control shield with his or her strong hand near the subject's hands and gives a loud, verbal command "*Let go, get back, get away, stop*" while continuing to slap the shield until the subject lets go.

5-8. If the crowd control shield is grabbed from the bottom (see figure 5-3), then the crowd control shield holder drops to one knee, pinning the subject's fingers or hands to the ground. The Soldier gives a loud, verbal command (such as, "*Let go*") and stands back up. Repeat this as necessary until the subject has released of the shield.

## Crowd Control Baton

5-9. A crowd control baton in the hands of a properly trained Soldier is a formidable weapon; however, it must be used in conjunction with other measures to be most effective. Soldiers must be trained with the crowd control baton to the point that its various techniques are automatic to them. This training must also include learning the vulnerable points of the human body so that they can avoid areas that may cause permanent injury or death when struck.

## Warning

The crowd control baton is never raised above the head to strike a
subject in a club fashion. Not only is it likely to cause severe injury,
but it also gives an unfavorable image of the control force. The
Soldier is also vulnerable to an attack on his or her rib cage when
the arm is raised.

## Target Areas Of The Human Body

5-10. The target areas of the human body are divided into three areas that represent the primary, secondary, and final target areas. These target areas (shown in figure 5-4) are represented in gray (primary), white
(secondary), and patterned gray (final).


Primary target areas. The primary target areas are those areas which, when struck or restrained,
cause the least amount of trauma to the body. These include the meaty or muscular areas of the body, such as the

Foot, shin, and instep.

Inside and outside of the thigh.

Lower abdominal region.

Forearm and upper arm.

Secondary target areas. The secondary target areas are those areas of the body, which when
struck or restrained, cause a moderate level of trauma to the body. This type of trauma tends to be longer lasting because the time to heal is longer than with other parts of the body. If these areas
are struck with a crowd control baton, serious injury may occur; however, some of these areas are
used for control or restraining holds that tend to lessen the threat of injury. Some secondary targets
of the body include the

Collar bone and shoulder blades.

Elbows and knees.

Upper abdominal region.

Final target areas. The final target areas are those areas which, when struck with a crowd control
baton, cause serious trauma that tends to be fatal or critical. However, there are some areas that (when used for restraining only), will not cause death or serious injury. Some final targets of the body include the

Front and back of the head (eye, ear, nose, upper lip, and hollow behind the ear).

Neck and throat.

Upper chest.

Xiphoid process (lowest segment of the human sternum).

Spinal column.

Groin area.

## Types Of Crowd Control Batons

5-11. The Army has two basic types of crowd control batons: wooden and expandable. The wooden crowd control baton is approximately 36 inches (90 centimeters) in length and usually has a small, leather strap
(thong) attached at the grip portion for better retention control. The expandable crowd control baton is 24
inches (60 centimeters) and expands to 36 inches (90 centimeters). Regardless of the baton, all techniques for blocking and striking are identical. The crowd control baton offers offensive and defensive capabilities.

5-12. Soldiers must be properly trained in all blocking and striking techniques. Improper use of a crowd control baton by an untrained Soldier may have the potential to cause greater injury than intended to the aggressor or to the Soldier.

## Parts Of The Crowd Control Baton

5-13. The crowd control baton is divided into four basic parts: the long end, long portion, grip portion, and grip end (see figure 5-5, page 5-6). Although the expandable and solid crowd control batons differ, their nomenclature is similar.

## Carrying And Positions

5-14. As with any other weapon, there are certain carries and positions with which the crowd control baton may be used offensively or defensively.

## Horizontal Carry

5-15. The horizontal carry position is used when providing static security and violent confrontation is not immediately expected. It presents a less threatening posture than the vertical, low-profile carry. The Soldier holds the baton horizontally, parallel to the ground with arms resting naturally below the waist. The visor is worn in the up position.

## Two-Hand Carry

5-16. The two-hand carry is intended for executing all blocks and returning with strikes. When the expandable crowd control baton is in the collapsed position (at 24 inches/60 centimeters), the long end of the crowd control baton is angled downward approximately 45 degrees. When it is extended to 36 inches (90
centimeters), the long end is angled upward approximately 45 degrees.

5-17. The Soldier grips the crowd control baton with both hands. The strong hand grips the grip end of the crowd control baton, and the support hand grips the long portion of the crowd control baton, 24 inches (5
10 centimeters) from the long end. The palm is down, with the strong hand pulled in close against the strongside hip.

## Outside-Arm Carry (Expandable Crowd Control Baton Only)

5-18. The outside-arm carry is used with the expandable crowd control baton in the collapsed (at 24 inches/60
centimeters) position only. Assuming a wide-based defensive stance (knees slightly bent and feet shoulder width apart), a Soldier draws the grip portion of the crowd control baton with his or her strong hand. Without striking out or widely swinging the crowd control baton, the Soldier brings the long portion up against the outer part of the strong arm (the triceps area). The Soldier's support hand should be raised in a position to protect and block strikes from an aggressor. It is from this carrying position that a Soldier can effectively use both the front and rear strikes.

## Vertical, High-Profile Carry

5-19. Assuming a wide-based defensive stance, the Soldier draws the crowd control baton with his or her strong hand by the grip portion. Once the crowd control baton has been drawn from the carrier, the Soldier swings the crowd control baton in a downward motion, fully extending the arm and holding the crowd control baton down and parallel to the strong-side leg, ensuring that it is visible to crowd members. The Soldier's support hand is raised in a position to protect and block strikes from an aggressor (see figure 5-6). Although this carry can be used with both crowd control baton systems, it is best suited for the expandable crowd control baton collapsed to 24 inches (60 centimeters). The vertical high-profile carry clearly shows the Soldier with a drawn crowd control baton in an effective defensive posture and ready for attack. A drawn crowd control baton in the hands of a trained Soldier may offer just the kind of deterrence needed to stop the activity of an aggressor.

## Vertical, Low-Profile Carry

5-20. Assuming a wide-based defensive stance, the Soldier draws the crowd control baton with his or her strong hand by the grip portion. Once the crowd control baton has been drawn from the carrier, the Soldier swings the crowd control baton in a downward motion, fully extending the arm and holding the crowd control baton down and behind the strong-side leg. The Soldier's support-side hand is raised in a position to protect and block strikes from an aggressor (see figure 5-7, page 5-8). Although this carry can be used with both types of crowd control batons, it is best suited for the expandable crowd control baton collapsed to 24 inches
(60 centimeters). This position portrays the Soldier in an effective defensive position ready for an attack, but with a possible hidden weapon. In a low-profile carry, the Soldier holds the crowd control baton hidden behind the strong-side leg displaying a nonaggressive posture, while in a high-profile carry the baton is outside of the leg and easily seen. A drawn crowd control baton in the hands of a trained Soldier may offer the deterrence needed to stop the activity of an aggressor.

## Crowd Control Baton Blocking Techniques

5-21. The use of a crowd control baton in a defensive manner is done primarily through the use of blocking techniques. There are many ways that an aggressor attacks a control force Soldier. Common items used by the aggressor include sticks, baseball bats, bricks, clubs, and pipes.

## High Block

5-22. The high block is very effective in blocking a downward, vertical strike directed at the top of the head and shoulders. This type of downward, vertical strike may be from a club, pipe, or similar object. The high block is a three-step movement. To perform a high block, the Soldier completes the following steps:


Step 1. Raise the crowd control baton straight across the body until the baton is parallel to the
ground (see figure 5-8).

Step 2. Bring the crowd control baton straight up in front of body until the long portion of the
crowd control baton is in front of the forehead (approximately 2 inches/5 centimeters from the
head). The crowd control baton should be in a horizontal position above the head and slightly
angled down toward the support hand as it absorbs the shock from the strike (see figure 5-8). The
fingers of the support hand should be open and behind the long portion of the crowd control baton
when blocking the object to protect the fingers from being injured by the strike.

Step 3. Assess the situation following a high block, and take appropriate follow-up action as
needed.

## Low Block

5-23. A low block is very effective in blocking an upward, vertical strike directed at the groin, lower abdomen, chest, or chin. This upward, vertical strike may be from an individual's foot, knee, fist, or from a weapon such as a club or pipe. To perform a low block, the Soldier completes the following steps:


Step 1. Raise the crowd control baton straight across the body until the baton is parallel to the
ground (see figure 5-9).

Step 2. Bring the crowd control baton straight down in front of the body, bending at the knees and
keeping the body upright until the long portion of the crowd control baton is just below the knees.
The crowd control baton should be horizontal and parallel to the ground as it absorbs the shock
from an upward strike. The support hand fingers should be open and behind the long portion of
the crowd control baton when blocking the object to protect the fingers from being injured by the
strike.

Step 3. Assess the situation following a low block, and take appropriate follow-up action, as
needed.

## Strong-Side Block

5-24. A strong-side block is very effective in blocking a horizontal strike directed at the strong side of the head, neck, chest (or flank), or hip area. The horizontal strike may be from an individual's foot, fist, elbow, knee, or from a weapon. To perform a strong-side block, the Soldier completes the following steps:


Step 1. Raise the crowd control baton straight across the body in a vertical position where the grip
portion is in the strong hand and the long portion is in the support hand (see figure 5-10).

Step 2. Turn body laterally by rotating the hips toward the strong side and moving the crowd
control baton across the body, keeping the crowd control baton vertical (see figure 5-10).

Step 3. Assess the situation following a strong-side block, and take appropriate follow-up action
as needed.
5-25. The strong-side block provides protection for a Soldier from the front to the rear of the body. A crowd control baton held in the vertical position absorbs the shock of a strike coming from the strong side. The fingers of the Soldier's support hand should be open and behind the long portion of the crowd control baton when blocking the object to protect the fingers from being injured by the strike.

## Support-Side Block

5-26. A support-side block is very effective in blocking a horizontal strike directed at the support side of the head, neck, chest, or hip area. The horizontal strike may be from an individual's foot, fist, elbow, or knee or from a weapon. To perform a support-side block, the Soldier completes the following steps:


Step 1. Move the crowd control baton in a vertical position toward the support side, ensuring that
the grip portion is pointing straight down and the long portion is pointing straight up.

Step 2. Keep the fingers of the support hand open and behind the long portion of the crowd control
baton when blocking the object to protect the fingers from being injured by the strike. At the
moment of contact with the opposing strike, the blocking surface of the long portion should be at a right angle to the opposing object.

Step 3. Assess the situation following a support-side block, and take appropriate follow-up action as needed.

## Middle Block

5-27. A middle block is very effective in blocking a front horizontal strike directed at the face, throat, chest, abdomen, or hip. The horizontal strike may be from an individual trying to tackle near the waist or shove or punch at the face. To perform a middle block, the Soldier completes the following steps:


Step 1. Move the crowd control baton toward the middle of the body at a 45-degree angle, keeping
the long portion pointed up and slightly forward of the grip portion (see figure 5-11).

Step 2. Keep the fingers of the support hand open and behind the long portion of the crowd control
baton when blocking the object to protect the fingers from being injured by the strike. The support
hand, however, may have to grip the long portion when pushing an individual away or forcing an individual down on the ground if the individual is trying to tackle.

Step 3. Assess the situation following a middle block, and take appropriate follow-up action, as
needed.

## Crowd Control Baton Striking Techniques

5-28. Seven strikes can be executed using the crowd control baton. Two of these strikes come from the outside-arm or vertical carry. The other five strikes come from the two-hand carry.

## One-Hand Forward Strike

5-29. The one-hand forward strike is a very quick and effective offensive strike. It is usually employed as a countermeasure to an attack from the front that has been blocked effectively. Target areas can be as high as the outside upper arm, down to the outer thigh region. An effective one-hand, forward strike must be aggressively quick, with the purpose of distracting, disabling, or altering behavior. Therefore, those employing this technique must be sensitive to what part of the crowd control baton they use to strike the individual. Strike the target with the last 24 inches (510 centimeters) of the long end for optimal results.

When selecting available targets, consider proper placement according to the zones discussed in figure 5-4, page 5-5. The one-hand forward strike is employed in one of three ways:


A horizontal manner.

A downward diagonal manner to destabilize an individual.

A vertical manner in front of the body to clear an aggressor's hands.
Note. When the one-hand, forward strike is used in a vertical manner, keep the long portion straight up, not angled forward. By keeping the long portion up rather than angled forward, the chance of striking the individual in the face or head is significantly reduced. For the counterstrike to be effective, follow through with the technique when the baton makes contact with the aggressor or the object to destabilize the aggressor. A pattern of movement such as a forward shuffle, forward pivot, strong-side step, or rear pivot may enhance this technique.

## Warning

This technique is used with the expandable crowd control baton in
the nonextended position. Do not execute the one-hand, forward
strike with the 36-inch (90-centimeter) wooden baton or
expandable crowd control baton in the extended position. It has
been shown to cause injury to the wrist.

5-30. When using the vertical or outside-arm carry position, the Soldier quickly moves the crowd control
baton across the body using the strength and power of the hips, swinging the baton from the strong side
through the support side (see figure 5-12). Ending this strike leaves the crowd control baton positioned under
the support-side armpit in preparation for the one-hand, reverse strike (see figure 5-12). When delivering this
strong-side strike technique (in a horizontal or downward diagonal manner), ensure that the palm is facing
up. In a vertical delivery, the palm will be toward the chest rather than up. Pause following the one-hand,
forward strike and assess the situation. Take appropriate follow-up action, as needed. If the situation does
not call for additional strikes, do not strike again.

## One-Hand, Reverse Strike

5-31. The starting position for the one-hand, reverse strike is under the support-side armpit (see figure
5-13). The one-hand, reverse strike is used as a follow-up strike and is quick and effective. Target areas can be as high as the outside upper arm, down to the outer thigh region. An effective one-hand, reverse strike must be aggressively quick, with the purpose of distracting, disabling, or altering behavior. Those employing this technique, therefore, must be sensitive to which part of the crowd control baton they use to strike the individual. Strike the target with the last 24 inches (510 centimeters) of the crowd control baton for optimal results. When selecting a target, consider proper placement according to the zones discussed in figure 5-4, page 5-6. A Soldier may employ a one-hand, reverse strike in one of the following ways:


A horizontal manner.

A downward diagonal manner to destabilize an individual.

A vertical manner (in front of the body to clear an aggressor's hands).
5-32. When the one-hand, reverse strike is used in a vertical manner, keep the long portion straight up, not angled forward. By keeping the long portion up rather than angled forward, the chance of striking the individual in the face or head is significantly reduced.

5-33. The one-hand, reverse strike is considered a follow-up strike to the one-hand, forward strike. As a follow-up strike, it is important that Soldiers are taught the discipline of assessing the target. An aggressor may not require another strike, based on the condition and actions after enduring the one-hand, forward strike.

5-34. When using the one-hand, reverse strike, the Soldier quickly moves the straight baton across the body, using the strength and power of the hips (from support-side to strong-side). When the strike is completed, the Soldier's arm will be back in the outside-arm carry position. The Soldier ensures that the palm is facing down when delivering the counterstrike in a horizontal or diagonal manner. This will prevent injury to the user's wrist. In a vertical delivery, the palm will be toward the chest rather than up. Following the one-hand, reverse strike, assess the situation and take appropriate follow-up action, as needed. If the situation does not call for additional strikes, the Soldier should avoid striking again.

5-35. For the counterstrike to be effective, follow through with the technique when the baton makes contact with the aggressor or the object to destabilize them. A pattern of movement such as the forward shuffle, forward pivot, strong-side step, or rear pivot may enhance this technique.

## Warning

This technique is used with the expandable crowd control baton in
the nonextended position. Do not execute the one-hand, reverse
strike with a 36-inch (90-centimeter) wooden baton or expandable
crowd control baton in the extended position. It has been shown to
cause injury to the wrist.

## Two-Hand, Strong-Side, Horizontal Strike

5-36. The two-hand, strong-side, horizontal strike starts from the two-hand carry position and is aggressively quick. The purpose of this strike is to create distance, distract, disable, or alter behavior. Strong-side, horizontal strikes are quick and effective offensive strikes, usually employed as a countermeasure to close frontal attacks that have been effectively blocked.

5-37.  The two-hand carry position enables Soldiers to use crowd control batons at the 24- or 36-inch length
(6090 centimeters). To effectively employ this strike, use the strength and power of the hips to thrust the crowd control baton in a horizontal manner. Simultaneously, pull back with the support hand as the strong hand drives the grip end toward the target, striking a rib or the abdominal region of the aggressor (see figure
5-14). A pattern of movement, such as a forward shuffle or forward pivot, can enhance this technique.

Following the two-hand, strong-side, horizontal strike, assess the target before following up with another strike. An aggressor may not require another strike, based on the aggressor's condition and actions after an initial strike.

## Two-Hand, Support-Side, Horizontal Strike

5-38. An effective two-hand, support-side, horizontal strike must be aggressively quick to create distance, distract, disable, or alter behavior. The support-side, horizontal strike is a quick and effective offensive strike usually employed as a follow-up strike to the strong-side, horizontal strike. It is a countermeasure designed for close frontal attacks that have been effectively blocked. Maintaining a strong defensive stance after employing a strong-side, horizontal strike puts the Soldier in position to execute a two-hand, support-side, horizontal strike.

5-39. Use of the two-hand carry position enables Soldiers to use crowd control batons at 24 or 36 inches (60
or 90 centimeters). To effectively employ this strike, use the strength and power of the hips to thrust the crowd control baton in a horizontal manner. Simultaneously, pull back with the strong hand as the support hand drives the grip forward toward the aggressor, striking a rib or the abdominal region of the target (see figure 5-15). A pattern of movement, such as a forward shuffle or forward pivot, can enhance this technique.

Following the two-hand, support-side, horizontal strike, it is important to assess the aggressor. An aggressor may not require another strike, based on the aggressor's condition and actions after an initial strike.

## Two-Hand,Front Jab

5-40. The two-hand, front jab starts from the two-hand carry position. It is aggressively quick and creates distance, distracts, disables, or alters behavior. Front jabs are effective offensive strikes, usually employed as a countermeasure to charging and overpowering frontal attacks.

5-41. Use the strength and power of the hips to effectively employ this strike in a slightly downward or horizontal manner. Simultaneously, use both arms to shoot the long end of the crowd control baton straight out from the body to the target area. Immediately, pull back the crowd control baton to the two-hand carry position.

5-42. Forward jabs drive the long end of the crowd control baton toward the aggressor, striking a rib, a hip flexor, or the abdominal region (see figure 5-16, page 5-16). A pattern of movement, such as a forward shuffle, enhances the power of this technique. Following the two-hand, front jab, it is important that Soldiers assess the aggressor before following through with another strike, as the aggressor may not require another strike.

## Two-Hand, Rear Jab

5-43. Starting from the two-hand carry position, the two-hand, rear jab is aggressively quick and creates distance, distracts, disables, or alters behavior. Rear jabs are quick and effective offensive strikes usually employed as a countermeasure to charging and overpowering attacks from the rear.

5-44. To effectively employ this strike, a Soldier turns the head to the rear to identify the target. The Soldier then uses the strength and power of the hips to thrust the crowd control baton slightly downward or in a horizontal manner (see figure 5-17). They use both arms to shoot the crowd control baton back from the body to the targeted area and immediately pull back the crowd control baton to the two-hand carry position. A
pattern of movement, such as a rear shuffle, enhances the power of this technique.

## Two-Hand, Middle Strike

5-45. The two-hand, middle strike starts from the two-hand carry position. It is aggressively quick and creates distance, distracts, disables, or alters behavior. It is proven to be an effective follow-up technique to a two-hand support- or strong-side block or to destabilize an individual by pushing them back and away. The two-hand, middle strike is used as a two-count movement.

5-46. To perform a two-hand, middle strike (see figure 5-18) the Soldier does the following:


Step 1. Brings the crowd control baton up to chest level and slightly off parallel to the ground.

Step 2. Steps forward aggressively, simultaneously thrusting the long portion of the crowd control baton forward in a horizontal manner. Both arms are fully extended at the end of the movement with a quick snappy return to the Step 1 position. The Soldier uses the entire body to generate the
power.

## Crowd Control Baton Retention

5-47. A common technique an aggressor may use is grabbing for a Soldier's crowd control baton or, in some cases, even taking the crowd control baton and using it against the Soldier. This causes a disruption or distraction. Maintaining physical control of the crowd control baton is essential for the safety of the Soldier and the control force as a whole. Aggressors will generally attempt to grab the crowd control baton where they can get the strongest hold. Soldiers must resist the instinct of getting into a tug-of-war match over the crowd control baton, which often proves to be ineffective.

5-48. Using the momentum of the aggressor to pull the crowd control baton away, the Soldier simply steps into or closer to the aggressor with the support-side foot. With the momentum created, the aggressor's hold on the crowd control baton is lessened. The Soldier then rapidly uses the tracing-C technique to retain control of the crowd control baton.

5-49. The movement of the tracing-C techniques wraps the aggressor's arms around themselves and then causes them to release the baton. A Soldier using the tracing-C technique does the following:


Step 1. Pushes up on the crowd control baton.

Step 2. Pulls the crowd control baton down and around in an upward swing as if tracing a C in the
air from bottom to top with the long end.

Step 3. Drives (immediately, with a quick and forceful movement) the long end of the crowd control baton straight down, as if slicing the C in half (see figure 5-19, page 5-18).
5-50. Once the Soldier reaches the top of the C and the aggressor is tied up, it is impossible for the aggressor to maintain hold of the crowd control baton. Further actions such as a strike may or may not be necessary.

Soldiers must be able to assess the situation and react accordingly.

## Additional Protective Equipment

5-51. Along with the crowd control batons and crowd control shields, there are additional pieces of equipment (face shields, elbow pads, shin guards, protective vests, and ballistic shields) that increase the effectiveness of a crowd control force. These items provide the individual Soldier with added protection to the sensitive and vital areas of the body. They also provide excellent protection for the Soldier from trauma often inflicted from thrown objects  (rocks, bricks, sticks, or bottles).

## Face Shields

5-52. All Soldiers operating in a crowd control environment should be outfitted with face shields. The face shields have two adjustable positions and are designed to fit securely on the Soldier's helmet. A nonballistic crowd control face shield is constructed of hard, durable plastic and protects the Soldier's head, face, and neck from thrown objects (see figure 5-20). It is also designed to be worn over the Soldier's protective mask if needed. Nonballistic face shields are not bullet-resistant.

5-53. Units can also obtain ballistic face shields for use during crowd control missions. The ballistic face shield is constructed of acrylic and bullet-resistant materials that provide the wearer with Level IIIA
protection. Because of the extra weight, ballistic crowd control face shields should not be worn for standard crowd control formations. They are best suited for use within specialized teams associated with the crowd control mission; for example, teams responsible for the search and apprehension of identified criminals or for building or alley clearing.

## Shin Guards

5-54. All Soldiers operating in a crowd control environment should be outfitted with shin guards. They are designed to protect the Soldier's feet, shins, and knees from thrown objects or strikes. The nonballistic shin guards are constructed from durable plastic and are easily fastened to a Soldier's legs. They are not bulletresistant.

5-55. Units can obtain ballistic shin guards for use in civil disturbance missions. Ballistic shin guards are constructed of bullet-resistant materials (Kevlar), and provide the Soldier with Level IIIA protection to the feet, shins, and knees. They also protect the Soldier from hand-thrown objects. Because of the excessive weight (710 pounds), ballistic shin guards should not be used as part of the standard crowd control formation. Instead, they are best suited for use within specialized teams that are responsible for the search and apprehension of identified criminals or for building or alley clearing. (See figure 5-21.)

## Ballistic Shields

5-56. Units may obtain ballistic shields for crowd control missions. They are constructed from bulletresistant material that provides Level IIIA protection to the face, torso, and upper legs. Because of its excessive weight (18 or more pounds), the ballistic shield should not be used as part of a standard crowd control formation. They are best suited for use within specialized teams for search and apprehension of identified criminals, or for building and alley clearing. (See figure 5-22.)

## Fire Extinguishers

5-57. During crowd control response missions, fire extinguishers are highly recommended. As stated earlier, individuals in a crowd may use incendiary devices such as Molotov cocktails against the control force. With a Soldier behind the front line of shields carrying a fire extinguisher, the control force has the ability to quickly respond to, and put out, a fire near or on other control force members before there is a chance of serious injury or threat to the shield line.

## Crowd Control Team Techniques

5-58. Teamwork is essential during crowd control mission. Soldiers should never have to rely solely on their own skills or abilities in crowd control missions. Although individual skills are discussed in this chapter, it is important to know that well-trained Soldiers who employ offensive, defensive, crowd control shield, crowd control baton, and NLW techniques working as a team will perform the collective task of crowd control well.

## Team Technique For Retaining A Crowd Control Shield

5-59. Crowd control operations are dynamic and often chaotic. Soldiers armed with crowd control shields provide a first line of defense, while those armed with crowd control batons and firearms provide overwatch as the formation moves toward engaging a hostile crowd. To work effectively and in concert, Soldiers must be properly trained, drilled, and exercised. If an aggressor approaching a line of skirmishers (members of an employed control force) violently grabs a crowd control shield, help is required to maintain control. A Soldier armed with a 36-inch (90-centimeter) wooden baton or an expandable baton (extended to 36 inches/90
centimeters) can be of assistance. The Soldier simply moves forward into a gap between the crowd control shields, where the Soldier can quickly strike the top or side of the crowd control shield, slicing the long end across or straight down onto the hands and fingers of the aggressor.

5-60. Crowd control batons are not the only way to effectively knock an aggressor's hands from a crowd control shield. Soldiers armed with shotguns or rifles can just as effectively strike the hands or fingers of a persistent aggressor with the barrel of the weapons using the technique described above.

## Tap-Down Technique For Employing Nonlelthal Rounds

5-61. Commanders must be familiar with the characteristics and capabilities of all nonlethal rounds to use them effectively. When shotguns or grenade launchers are used within a line of skirmishers (usually located behind the crowd control shields), it is imperative that a method is developed, trained, and practiced to effectively operate as a team. Operators of these weapons may encounter problems in crowd control situations when trying to identify and effectively engage legitimate targets. The tap-down technique is used to enhance target identification and engagement with nonlethal munitions. If ordered to engage targets or the situation authorizes an engagement, Soldiers armed with nonlethal munitions may step forward, level the weapons, and fire upon legitimate targets.

5-62. A Soldier who is armed with a NLW and is using the tap-down technique must first tap on the shield holder's shoulder. Squeezing the shield holder's shoulder or providing a code word alerts the shield holder that the gunner is preparing to fire. In response to the tap, the shield holder drops to one knee while keeping the crowd control shield firmly affixed to the front for protection. The gunner takes a step forward and fills the gap. The gunner then leans into the crowd control shield bearer's back and fires. This technique ensures that the long end of the weapon is extended beyond the crowd control shield.

5-63. Once Soldiers firing munitions have fired, they raise the weapon back to a high-port arms. The Soldiers clear the weapons and tap the crowd control shield bearer a second time, signaling them to rise to a standing position.

## Push/Pull With Verbal Commands Technique For Employing Nonlethal Rounds

5-64. Another technique for employing nonlethal rounds from a line of skirmishers on a legitimate target is the push/pull with verbal commands technique. This technique is basically an evolution of the tap-down technique previously discussed, and is seen as a superior method.

5-65. A Soldier who is armed with a NLW and is using the push/pull with verbal commands technique will step forward and physically grab the shield holder's shoulder area, give a command such as, "Nonlethal, get down" and then physically push the shield holder down. The shield holder goes down to one knee while keeping the crowd control shield firmly affixed to the front for protection. The nonlethal gunner leans into the shield bearer's back and fires, ensuring that the end of the weapon is extended beyond the shield.

5-66. After firing, the nonlethal gunner raises the weapon back to a high-port arms and clears the weapon.

The nonlethal gunner then physically grabs the shield bearer's shoulder area and gives a command such as, "*Nonlethal clear, get up*." The nonlethal gunner then helps pull the shield holder back up, and the shield holder resumes the position with the line.

5-67.  This technique is considered superior to the tap-down technique since it employs more physical contact and verbal commands so that the shield holder knows exactly what is happening. If the shield holder is expecting the tap-down method, there may be confusion at times when, during a skirmish line, something accidentally taps a shield holder and they get down, as this was not the intent.

## Warning

The long end (barrel) of the weapon must be projected beyond the crowd control shield before firing. This is a critical safety step, which prevents nonlethal projectiles from hitting the crowd control shield or Soldiers and causing injury.

## Weapon Positions

5-68. The primary method of carrying weapons in the control force formation is at the safe-port position (see figure 5-23, page 5-22). It allows the Soldier to control both ends of the weapon while moving in and out of the formation and advancing on the crowd.

5-69. High-port position (see figure 5-23) is a position of complete readiness. It is used whenever troops are in contact with a crowd that is showing resistance or not withdrawing. This is a tiring position and is hard to maintain for extended periods. Commanders must rest the troops at every opportunity by using less tiring positions.

## Chapter 6 Detention And Confinement Facilities

Civil disturbances do not always occur in large, open areas where the size of the responding force or the type of formation employed is not hampered by a lack of space. In the military detention or confinement environment, inmate or detainee disturbances often occur in small, closed areas, such as an inmate's housing unit, a gymnasium, a dining facility, or a chapel, where maneuver space and equipment limit the size of the element that is employed. The layout of each facility is different and presents its own unique problems when employing forces. This chapter covers the use of small military police teams, forced cell move teams (FCMTs), and the formations used to move an unruly inmate or detainee from one cell to another. Small, generic crowd control formations are discussed to provide the commander with a basic employment option that they can tailor to the facility to enable them to regain control of the affected area. The use of nonlethal munitions and RCAs are incorporated into this discussion as well.

## Crowd Dynamics

6-1. Within a confinement or detention facility, detainees or inmates can be of various backgrounds and cultures. Inmates usually form groups based on these factors, but also based on things such as gang or group affiliation, protection needs, or shared ideas and beliefs. Disturbances in these facilities occur for various reasons and to different degrees of severity and size. Sometimes different groups of inmates with opposing views clash. The most severe, and usually the most dangerous, disturbance is when the majority of detainees or inmates come together and riot against the facility and its cadre. In detention and confinement facility disturbances, detainees and inmates employ a number of tactics to resist control or achieve goals. These tactics may be unplanned or planned and nonviolent or violent. When a disturbance carries many purposes, it is likely that tactics are well planned.

## Nonviolent Tactics

6-2. Nonviolent tactics range from name calling to building barricades. Inmates may attempt to distract control force members by shouting at or ridiculing them by using abusive language, obscene remarks, taunts, and jeers. The goals of the inmates are to anger and demoralize the control force. They also want authorities to take actions that may be exploited as acts of brutality.

## Violent Tactics

6-3. Violent crowd tactics used by detainees or inmates are often destructive and can include physical attacks on cadre, other detainees, inmates, or property. The use of violent tactics is limited only by the attitudes and ingenuity of the detainee or inmates, leader training, and the materials available to them.

Detainees and inmates often commit violence with crude homemade weapons. If unplanned violence occurs, detainees and inmates will use mops, brooms, chairs, beds, or other items on hand as weapons of violence.

During planned violent disturbances, detainees and inmates can easily conceal makeshift weapons or tools to use against the control force. Detainees and inmates often erect barricades to impede troop movement or to prevent the control force from entering certain areas or buildings. Detainees and inmates can be expected to vent emotions on individuals (cadre, detainees, or inmates), the crowd control force, equipment, and institution's property. Detainees or inmates direct potentially dangerous items like carts, barrels, liquids, and burning material at the control force.

## Grievance Protest

6-4. A grievance protest may be organized as a riot; however, under normal circumstances, a riot of this type is not of an extremely violent nature. It may turn violent when leaders attempt to exploit any successes or weaknesses found in the control force.

## Unorganized Riots

6-5. Unorganized riots are characterized as being spontaneous in nature; however, they could be exploited and diverted by leaders at any subsequent stage of the riot, turning it into a different type. Unorganized riots may begin as an isolated assault against authority figures, or acts of civil disobedience. Under determined leadership, an unorganized riot could change to an organized riot.

## Multiple Riots

6-6. Multiple riots may happen when a disturbance occurs in one area of the detention or confinement facility, causing others to riot in the areas. To control this situation with only one riot control force available, the force commander should first subdue the most violent riot. At the same time, force commander should employ control forces to contain the other riots until the main control force is able to move to those locations to subdue them.

## Cadre Behavior

6-7. The cadre or guard force is susceptible to crowd behavior. They become emotionally stimulated during tense confrontation with unruly and violent detainees or inmates. Commanders must be aware of the mood and attitude of the crowd and its effect on the control force. To counteract the effects of crowd behavior on the cadre or guard force, commanders must institute rigorous training and firm and effective leadership. This training must include a complete awareness and understanding of the use of force and the commander's intent. These are all necessary to offset the effect of crowd contagion or the control force as a second crowd effect upon the control force. Even with the best training and leadership, control force members must exercise individual and collective restraint.

## Planning

6-8. Planning includes the preparation and training conducted before a crisis. The purpose of planning is to have plans and standard operating procedures (SOPs) in place so that the cadre or guard force may react to an emergency and successfully contain and neutralize the situation. The planning process includes plan development, information collection, and training.

Note. Information collection is essential for the successful containment, neutralization, or prevention of a riot within a detention or confinement facility.

6-9. During the planning process, leaders must be aware of the potential risks, as well as the level of risk, involved in quelling disturbances within a detention or confinement facility. Careful planning minimizes collateral damage and risks to the control force and hostages (if taken). When a disturbance in a detention or confinement facility occurs, leaders need to determine and disseminate key pieces of information, including


The location of the disturbance.

The estimated number of participants or rioters.

Accessibility to weapons, tools, and cleaning supplies.

The inmates' or detainees' military training.

If there is a hostage situation.
Note. During planning, leaders must consider that the crowd may become more combative with the arrival of a control force.

6-10. Once the control force has been alerted to a disturbance within the detention or confinement facility, leaders further develop a plan to fit the situation. Troop leading procedures and METT-TC come into play;
however, in these situations, time is a factor and the team must act quickly. Having quality plans and SOPs, and with previous training, the control force team is able to move in quickly to deal with any situation that may occur.

6-11. Based on the analysis of the factors from paragraph 5-9, the commander makes an estimate of the situation. This estimate must be as thorough as time permits. Using the estimate, the commander considers COAs, selects NLWs and RCAs to be used, and determines the need for engineer support. In choosing a COA, the following factors of the disturbance are considered:


The number of hostages.

The number of inmates holding the hostages.

Who the leader is.

The attitude and demeanor of the rioters.

The location of the riot.

Inside areas of the confinement facility, such as the dining facility, work site, or housing wing.

Outside areas of the confinement facility, such as the exercise or work areas.

The accessibility of weapons or material to make weapons.

The accessibility of chemicals, such as cleaning supplies.
6-12. The use of NLW and nonlethal munitions must be considered when developing plans. There must be strict accountability and control of RCAs, employment, and other appropriate nonlethal means (such as highpressure water hoses).

## Use Of Irritants

6-13. The use of irritants can be a valuable nonlethal tool for control force leaders to consider during the planning phase. These irritants can drive a threat from an established, enclosed position or deny the rioters access to a certain area without long-lasting effects to those involved. Irritants include chemical irritants such as CS and organic compounds such as pepper. The proper use of irritants may prevent the control force from having to enter a dangerous area; however, improper use can cause property damage, injury, or death.

Note: The use of pyrotechnic devices to disseminate irritants in enclosed spaces increases the risk of asphyxiation due to lack of oxygen.

6-14. The installation commander or detention facility commander authorizes the use of chemical irritants after the control force leader determines the type and dosage. The detention or confinement facility's SOP
needs to outline the procedures for securing authorization and provides guidance to help the control force leader make decisions. The detention or confinement facility commandant/commander should inform his or her higher headquarters of the situation. Control force team members must be aware of how chemical irritants affect personnel and plan accordingly. Detainees or inmates not involved must be removed from the areas effected by RCAs. The available emergency services should be on standby during operations involving RCAs.

## Pepper Irritant

6-15. The pepper irritant receives its name from varieties of the capsicum plant that it is made from. The active ingredient, is extracted from the plant and micro-pulverized to make the irritant. It is neither a chemical nor a gas, but an all-natural organic substance. It is effective against individuals who are emotionally disturbed or under the influence of drugs or alcohol. There is a very small part of the population that are not affected by pepper spray (less than 1 percent).

6-16. Pepper spray is often used to divert the threat from making or continuing an assault. OC does not cause permanent damage. Its effects last 3060 minutes after individuals are placed in fresh air. Pepper spray can have various effects on people. These effects include


Swelling of mucous membranes and the upper respiratory system; however, the system is not shut down.

Burning (intense) and discoloration (bright red) of exposed skin.

Dilating of the capillaries.

Swelling of the eyelids.

Burning and involuntary closing of the eyes.

Coughing uncontrollably.

Gagging.

Gasping for air.

Losing strength and coordination (temporarily).

## Dissemination Of Irritants

6-17. Careful consideration for the dissemination of irritants must be taken by leaders and Soldiers when the approval for use has been given. There are six methods of dissemination.

## Pyrotechnic Method

6-18. In the pyrotechnic method of dissemination, the chemical irritant is placed in a canister with an inert material that is ignited when the device is activated. The agent is then carried into the air on the smoke particles of the inert material.

6-19. There are some disadvantages when using a pyrotechnic device indoors. These disadvantages are that the device


May cause a fire.

Has a very slow saturation time (4045 seconds to burn completely).

Can be thrown back by the threat, even while burning.

## Bursting Method

6-20. In the bursting method of dissemination, the irritant and an inert powder are placed in a saw-toothed canister. After a small detonation, the canister splits and expels the irritant in a cloud. The bursting method has both advantages and disadvantages:


Advantages.

There is no risk of fire.

There is no risk of the canister being thrown back.

The contents disseminate quickly.

The canister is effective, easy to carry, and easy to control.

Disadvantages.

There is a slight possibility of fragmentation when detonated.

The fuse head may separate from the canister.

Only 5090 percent of the irritant may be disseminated.

The direction of the cloud formation depends on where the device is detonated.

## Aerosol Method

6-21. In the aerosol method of dissemination, the irritant is suspended in an inert liquid that is located in the rear portion of the device. When the projectile penetrates the structure, the rear portion splits open and the irritant is disseminated in a mist. The aerosol method is most appropriate for tactical operations when chemical irritants are used before entry. The aerosol method has both advantages and disadvantages:


Advantages.

Easily carried.

Easily deployed from various ammunition (37-millimeter, 40-millimeter, and 12-gauge).

Quick dispersal of contents.

Easily controlled and accurate (fin-stabilized rounds).

Disadvantages.

Can cause injury to individuals if fired at close range.

Can damage property if it strikes a weak portion.

## Projectile Method

6-22. Chemical-containing projectiles can be very effective when used correctly. A Soldier must know which projectile to use in each unique situation.


Thirty-seven-millimeter projectile. A 37-millimeter projectile can incapacitate individuals in an
enclosed area of 4,500 cubic feet. It can penetrate the following:

A sheet of 3/4-inch (2-centimeter) plywood at 25 yards (75 feet).

An automobile windshield at 33 yards (100 feet).

A hollow-core door at 58 yards (175 feet).

Forty-millimeter projectile. A 40-millimeter projectile is more effective at greater ranges than a 37-millimeter projectile because of its rifled bore. It can incapacitate individuals in an enclosed area of 4,500 cubic feet. It can penetrate the following:

A sheet of 1-inch (2.5-centimeter) plywood at 10 yards (30 feet).

An automobile windshield at 55 yards (165 feet).

A hollow-core door at 109 yards (325 feet).

Twelve-gauge projectile. A 12-gauge projectile can be loaded into a shotgun with no modifications to the weapon. It can be fired as a single round, or it can be magazine-fed. The 12-
gauge projectile can incapacitate individuals in an enclosed area of 1,000 cubic feet. The angle at
which the projectile strikes the barrier can affect its penetration capability. It can penetrate the
following:

A sheet of 3/4-inch (2-centimeter) plywood at 33 yards (100 feet).

An automobile windshield at 33 yards (100 feet).

A hollow-core door at 100 yards (300 feet).

## Fogging Method

6-23. The irritant is suspended in a fogging solution and dispersed with a fogging machine. It is not recommended for tactical operations. The fogging method has both advantages and disadvantages:


Advantages.

Produces enough chemical irritant to cover an enclosed area of 100,000 cubic feet in 26 seconds.

Disseminates quickly.

Provides high-volume capabilities.

Is very effective for riot control and crowd dispersal.

Disadvantages.

Noisy.

Cumbersome.

## Multipurpose Grenade Method

6-24. A multipurpose grenade can be hand-thrown or launched from a shotgun with an adapter. It has an extended shelf life of 6 years and an adjustable fuse delay of 25 seconds. The irritant is located in the cylinder portion of the device and is forced out of the bottom of the grenade upon detonation.

## Warning A Multipurpose Grenade Deployed Incorrectly Could Result In Injury. Safety Rules Should Be Observed At All Times. Record Of Events

6-25. Reporting procedures for serious incidents should be included in planning. A record of events must be initiated to provide a basis for the preparation and submission of a formal report to higher headquarters. At a minimum, this needs to include the


Time the incident was reported and by whom.

Time the incident was reported to the facility commander.

Time the control force was assembled.

Time the control force entered the facility.

Weather conditions as they relate to the use of RCAs.

Number of cadre and inmates injured or killed, including how they were injured or killed and the medical attention given to them.

Time the operation was completed.

Time the riot control force restored order.

## Equipment

6-26. Leaders must consider what equipment is to be used by the control force. This information needs to be clearly established in the SOP of the unit. The recommended basic riot gear used by the control force in a confinement facility includes


A crowd control baton.

A crowd control shield.

A helmet with face shield.

A groin protector.

Body armor.

Leather gloves.

Shin protection.

## Control Force Formations

6-27.  The five basic formations for crowd control are the line, wedge, echelon, diamond, and circle. In a detention or correctional environment the basic formations for disturbances are the line, wedge, or echelon with apprehension teams in support. Generally, the diamond and circle formations are not used in the detention or correctional environment. The minimum size force that the commander should consider is an augmented platoon, with a two-to-one advantage over the rioters.

6-28. Detention and correctional facility cadre must be proficient in all crowd control formations. These are usually trained at the squad level and above, but performed by a platoon- or company-size unit. Squad line, echelon left, echelon right, and wedge formations form the basis for platoon and company formations. Each squad must be adept in the basic formations before practicing in platoon-size or larger formations. In the detention and correctional environment, the support platoon plays a key role by supporting the control formation with apprehension and equipment teams. See chapter 4 for an in-depth discussion on crowd control formations.

## Specialized Teams

6-29. Situations and events during a civil disturbance situation within a detention or confinement facility can vary greatly. Due to the confined space within a facility, the employment of specialized teams (extraction teams and FCMTs) requires careful planning and procedures to be in place. The members that make up these teams need to be thoroughly trained and confident in their duties and abilities. These specialized teams, team responsibilities, and the signals used (verbal and hand-and-arm) need to be clear in the SOP of the unit. Due to various sizes and designs of detention and confinement facilities, as well as a unit's personnel and experience, specialized teams can be of various sizes and responsibilities. The following discussion on the two primary specialized teams is general in nature, and is only a recommendation for some of the basic requirements. Teams need to be flexible to meet the needs of the commander and the situation.

## Extraction Team

6-30. Extraction teams give the control force the ability to remove inmates from the crowd. Detainees or inmates identified as leaders or agitators and detainees or inmates that are injured or no longer want to resist can be extracted from the crowd. Extraction teams can also be used to enter confined areas where the formation cannot operate.

6-31. A typical extraction team consists of eight members and one leader. The nine-Soldier team has four shield holders, two nonlethal gunners, two apprehension and search members, and a squad leader. The squad leader controls the movement of the team and assists the team in exiting the control formation. They maintain communications with the formation and coordinate the team's operations with the formation. The squad leader also ensures that the team uses the minimum amount of force necessary to extract inmates.

6-32. The extraction team may deploy through the middle of the formation or from around either of the flanks. The team should be deployed within a distance of approximately 10 meters (30 feet) so that the formation can still provide immediate support. If the extraction team is deployed farther than 10 meters (30
feet), the formation must advance to close the gap.

6-33. The extraction team exits the formation in two columns; shield holders in the first and second ranks, nonlethal gunners in the third rank, apprehension and search members in the fourth rank, and the leader last.

Team members grip the shoulder or equipment of the member in front of them. The shield holders will envelop the inmate that is to be extracted and form a protective barrier. Once the shield holders have enveloped the detainee or inmate, the nonlethal gunners will cover the sides with the weapons while the apprehension and search members control and restrain the detainee or inmate. When the team has the detainee or inmate under control, the squad leader will give the order for the team to withdraw. The team withdraws in reverse order (apprehension and search members with the inmate, followed by nonlethal gunners and shield holders). Team members then move backward, facing the crowd and gripping the shoulder or equipment of the member in front of them.

6-34. Proper equipment that is both offensive and defensive in nature is required for an extraction team.

Recommended equipment for an extraction team includes


Disposable restraints (zip-ties).

Restraint cutters.

Pepper spray.

Helmets with face shields.

Groin protectors.

Body armor.

Elbow pads.

Leather gloves.

Shin protectors.

Knee pads.

A video camera.

## Forced Cell Move Team

6-35. The other specialized team is the FCMT. The intent of a forced cell move is to move an unruly or uncooperative detainee or inmate from a cell to another location. This is a difficult task and must not be taken lightly. A forced cell move must be thoroughly planned, rehearsed, and resourced to ensure the safety of the team members and the detainee or inmate.

6-36. The commander considers a forced cell move for several reasons. The detainee or inmate may refuse to eat, take medication, accept medical attention, maintain personal hygiene, work, or move or rotate cells when ordered to. A detainee or inmate may become unruly, a danger to themselves or cell mates, or may require medical attention but is refusing. A detainee or inmate in these situations may also be verbally and physically abusive to facility cadre.

6-37. A typical FCMT is composed of six corrections Soldiers and two support personnel from military police and medical sections specially trained in forced cell movement. Primarily, the team consists of the following personnel:


One officer in charge (OIC).

Five corrections Soldiers.

One military police investigator.

One medic.
6-38. Proper equipment that is offensive and defensive in nature is required for an FCMT. Recommended equipment for an FCMT includes


Helmets with face shields.

Groin protectors.

Body armor.

Elbow pads.

Leather gloves.

Shin guards.

Knee pads.

A pinning shield.

Restraints (hand or leg irons or zip ties).

A video camera.

## Actions Prior To Team Employment

6-39. The OIC gives an operations order to team member five (the team leader) of the FCMT. As a minimum, the operations order should answer the following questions about the incident leading up to the move:


Did the detainee or inmate fail to comply with orders?

Did the detainee or inmate assault cadre/guard or other inmates?

What is the objective of the forced move?

Is pepper spray authorized for use?

Has the detainee or inmate been moved before?

What is the condition of the area where the inmate is currently located?

Has the detainee or inmate tested positive for human immunodeficiency virus (HIV)?

Does the detainee or inmate have a weapon or the materials to make one?

Is the area barricaded?

Have detainees or inmates smeared themselves with body fluids or other slippery substances?

Can the detainee or inmate be approached without risk to them or others?
6-40. The team is assembled for inspection by the OIC, and the team members are required to brief the OIC
on individual duties and responsibilities. A line formation is the customary formation for this inspection. It should take place out of sight of the detainee or inmates.

6-41. Each Soldier takes one step forward and briefs the OIC with his or her rank and name, team member number, duties and responsibilities, and the equipment they possess. The team member then faces so that the camera can record the number printed on the back of the body armor, and they hold up any special equipment they are to use (see figure 6-1 and figures 6-2 and 6-3, page 6-10).

## Individual Team Member Responsibilities

6-42. Each FCMT team member has individual responsibilities during a forced cell move. The team members must do their designated jobs and work as a team. The following discussion is based on a typical eight member team. As always, situations and needs of the commander may alter what or how missions are executed.


Team member one. During the team inspection, team member one steps forward and briefs the
OIC as follows: "I am [rank and name], team member one. My mission is to pin the inmate using
the minimum amount of force necessary. I carry the pinning shield." Team member one is the eyes and ears of the team. Their responsibility is to carry the pinning shield up to the cell door and
describe the scene with as much detail as possible (especially including anything that may cause harm to the team). The pinning shield is used to protect the team from body fluids thrown at them by the inmate. Team member one describes the scene in the cell to his or her teammates by turning
to the right and speaking in a loud voice so that all team members can hear them. A slap on the
right shoulder by team member two alerts team member one that all team members have heard the
information. If team member one receives a slap on the left shoulder from team member two, or
no slap at all in a timely manner, they repeat the situation report in a loud, clear voice. At a
minimum, they must answer the following questions and report then answers to the team:

Does the detainee or inmate have a weapon; if so, what kind?

Does the detainee or inmate appear dry?

Is the detainee or inmate clothed or wearing extra clothing?

Has the detainee or inmate smeared anything on their body?

Can the detainee or inmate's hands be seen?

Is the cell barricaded or visibly booby-trapped?

Is the cell dry?

Are cell furnishings intact?
The decision to enter the detainee or inmate's area with or without the pinning shield is team member one's decision, unless the inmate is known to have a weapon. Should team member one decide to enter without the pinning shield, they then enter with both hands held approximately chest high. When team member one is unable to determine if the inmate has a weapon, the pinning shield is used. Charging through the open cell door, team member one drives the inmate to the bunk or ground with the shield. Once pinned and other team members have secured the detainee's or inmate's arms and legs, team member one secures the detainee's or inmate's head and ensures that it is not twisted or turned in relation to its natural form. Various pressure points on the detainee or inmate's head may be utilized to help subdue them.


Team member two. During the team inspection, team member two steps forward and briefs the
OIC as follows: "I am [rank and name], team member two. My mission is to secure the detainee
or inmate's right arm using the minimum amount of force necessary. I carry one set of hand irons."
They then hold the hand irons up for video camera taping and say, "I also carry one canister of
pepper spray to be used at the direction of the team OIC." They then hold up the canister for video
camera taping and then turn around so that the camera can record the number on the back of the
body armor. Team member two lines up directly behind team member one. Member two keeps
contact with team member one until they can secure the detainee's or inmate's strong arm. Once
inside the cell, team member two secures the prisoner's strong hand with wrist restraints and
announces, "*Hands secured*" to team member five. If the inmate's strong arm cannot be
immediately secured, team member two secures a portion of the detainee's or inmate's body and
progresses to the detainee or inmate's strong arm. Once the inmate's hands are secure, they
announce, "*Hands secured*" to team member five.

Team member three. During the team inspection, team member three steps forward and briefs the OIC as follows: "I am [rank and name], team member three. My mission is to secure the detainee's or inmate's left arm using the minimum amount of force necessary." Team member
three then faces so that the camera can record the number on the back of the body armor. Team member three lines up directly behind team member two. Team member three keeps contact with team member two until they can grasp a portion of the detainee's or inmate's body. They then
concentrate on securing the detainee or inmate's support hand and assisting team member two in
applying hand restraints. Team member three maintains control of the detainee's or inmate's hands
and looks at team member five for further instructions.

Team member four. During the team inspection, team member four steps forward and briefs the
OIC as follows: "I am [rank and name], team member four. My mission is to secure the detainee's or inmate's right leg using the minimum amount of force necessary. I carry one set of leg irons."
They hold the leg irons up for the camera to record and then faces so that the camera can record the number on the back of the body armor. Team member four lines up directly behind team
member three. Team member four keeps contact with team member three until team member four can secure a portion of the detainee's or inmate's body. Team member four concentrates on
securing the right leg of the detainee or inmate. It is team member four's responsibility to apply
the leg irons. Once the legs are secure, team member four announces, "*Legs secure*" to team
member five.

Team member five (team leader). Team member five steps forward and briefs the OIC as
follows: "I am [rank and name], team member five. My mission is to secure the detainee's or inmate's left leg using the minimum amount of force necessary. I carry a restraint key (hold up for the camera to view). I am also the team leader for this mission and it is my responsibility to ensure that the team uses the minimum amount of force necessary to subdue the detainee or
inmate." The team leader then faces so that the camera can record the number on the back of the
body armor. Team member five taps team member four on the right shoulder when they have
heard the situation report from team member one. If they do not hear the report or need to hear it
again, they tap team member four on the left shoulder. Team member five keeps in contact with
team member four until they can secure a portion of the detainee's or inmate's body. Team
member five secures the left leg and assists team member four in applying the leg irons. Once they
have heard that the hands and legs are secure, team member five signals for the team to conduct a search of the detainee or inmate for weapons and contraband. The team leader then directs the
team to conduct an equipment check, which is done in place.
Note. At no time is the inmate to be released by any team member during equipment check.


Medic. During the team inspection, the medic briefs the OIC in the following manner: "I am [rank
and name], the medic. My mission is to treat all injuries that may occur during the move." The
medic follows the instructions given by the OIC. Their mission is to observe the inmate for signs
of injury before the forced cell move and assess the detainee's or inmate's condition during and
after the move.

Military police investigator. The military police investigator is responsible for videotaping the entire forced cell move. This includes the OIC briefing the operations order, each team member
briefing his or her responsibilities to the OIC, and any medical treatment rendered to the detainee
or inmate.

Officer in charge. The OIC, usually an E-7 or above, is responsible for ensuring that the team
uses the minimum amount of force necessary to subdue the detainee or inmate. The OIC is also
responsible for ensuring that all necessary precautions have been taken to ensure team and detainee or inmate safety. The OIC gives the inmate the initial orders to comply and informs the detainee
or inmate of the consequences of noncompliance. The OIC does this by placing themselves at the
front of the detainee's or inmate's cell. The orders are not given until they can be enforced by the
FCMT (see figure 6-4).
6-43. The following is an example of a prepared statement that is read to the detainee or inmate by the OIC:
"I am (rank and name), OIC of this team. At this time I am ordering you to lie face down on your bunk (or other designated location) with your head to the rear of the cell. Cross your hands behind your back and cross your feet as the team enters the cell and uses the minimum amount of force necessary to place you in restraints and move you to (give location). Failure on your part to comply with these instructions or to resist the team will result in the use of force, to include pepper spray pepper spray, physical self-defense, and physical restraint. Do you understand these instructions? If so, lie down on the bunk."
6-44. After reading the instructions to the detainee or inmate, the OIC faces the camera and states if the inmate complied. The OIC then waits 60 seconds and motions for the team to position itself in front of the inmate's cell. The OIC directs the opening of the cell when the team is positioned at the cell entrance and prepared to enter. The OIC positions is so that they can observe team entry to and departure from the cell. If pepper spray is authorized, the OIC tells the team when to spray the inmate with pepper spray.

6-45. Once the FCMT has secured and searched the detainee or inmate, team member five commands,
"*Prepare to lift.*" Team member one positions his or her hands to control the inmate's head during the move, and turns the detainee's or inmate's head toward the wall. Team members two and three position themselves on the detainee's or inmate's right and left sides. They grasp the wrist or forearm of the team member opposite them to form a platform for the detainee or inmate to lie on. Team member four is positioned on the detainee's or inmate's right side even with the detainee's or inmate's knees. This places team member four in position to control the detainee's or inmate's legs. Team member five's position is on the detainee's or inmates left side and enables them to control the detainee's or inmate's lower legs and feet. When in position, team member five ensures that all team members are in place before commanding, "*Ready, lift*."
6-46. On the command "*Lift*," all team members simultaneously stand, bringing the detainee or inmate up with them. They should sandwich the detainee or inmate between them to facilitate control. Team member five then commands, "*Prepare to turn, readyturn*." The inmate is always turned toward the bunk. If a bunk is not available, team member five should specify which direction to turn the detainee or inmate. The detainee or inmate is then removed from the cell.

## Treating Any Injuries

6-47. Once the detainee or inmate is on the tier, outside the cell, team member five commands, "Prepare to lower, teamlower." The team simultaneously lowers the detainee or inmate to the floor with the team keeping positive control of the detainee or inmate. The medic asks the detainee or inmate, "Do you have any injuries at this time?" If the detainee or inmate has no injuries, the medic looks at the camera and states,
"*detainee or Inmate [detainee or inmate name] appears to have sustained no injuries*." If the detainee or inmate has sustained injuries, the medic treats those injuries and completes a sworn statement. If pepper spray was employed, the medic decontaminates the detainee or inmate using water and paper towels. The medic instructs the detainee or inmate to tilt their head to the side, and then proceeds to flush their eyes with water for approximately 5 minutes. The medic then dries the detainee's or inmate's face.

## Placement Of The Inmate In A Cell

6-48. Team member five orders an equipment check before returning the detainee or inmate to a cell. The team leader then commands, "*Prepare to lift, teamlift*." Team members position themselves exactly where they were when they removed the detainee or inmate from the cell. Next, team members simultaneously lift the inmate and return them to the predetermined cell. They move the detainee or inmate into the cell head first with their face toward the bunk. Once inside the cell, team member five commands the team to lower the detainee or inmate onto the bunk. Team members then remove the detainee's or inmate's restraints, keeping positive control of the detainee or inmate at all times. Team members use a nonverbal signal (or verbal, if needed) to notify team member five when the restraints are removed. They signals another equipment check. Team members then account for all equipment in place and prepare to exit the cell.

## Team Exiting The Cell

6-49. The team exits the cell in the same manner as they entered, but in reverse order. Team member four moves into a position where they can control both of the detainee's or inmate's legs while team member five moves toward the cell door. When team member four is ready to exit the cell, team member three moves to control the detainee's or inmate's legs, team member two moves to where they can control both of the detainee's or inmate's arms, and team member one maintains control of the detainee's or inmate's head.

Team member four maintains contact with team member three at all times. When team member three is ready to exit the cell, team member two moves into a position where they can control the detainee's or inmate's lower body and team member one moves into position to control the detainee's or inmate's upper body. Using a prearranged, nonverbal signal (or verbal, if needed), the team pulls team members one and two from the cell. The FCMT is prepared to reenter the cell if the detainee or inmate attempts to attack team members one and two as they exit the cell. The FCMT remains ready to reenter until the cell door is secured.

## Glossary

The glossary lists acronyms with Army or joint definitions. Where Army and Joint definitions differ, (Army) precedes the definition. The Army proponent publication for other terms is listed in parentheses after the definition.

## Section I - Acronyms And Abbreviations

AA
ADP
ATP
ATTN
COA
DA DC DD
DOD
DODD
DODI
FCMT
FFID

FM
GRM
IPB
JP
METT-TC

MISO
MO
MSCoE
MWD
No.
NLW
OIC
PIO
RCA ROE
RUF
SOP
U.S.
USAMPS
assembly area Army doctrine publication
Army techniques publication
attention
courses of action
Department of the Army
District of Columbia
Department of Defense form
Department of Defense Department of Defense directive Department of Defense instruction forced cell move team Fielded Force Integration Directorate
field manual
graduated-response matrix
intelligence preparation of the battlefield
joint publication mission, enemy, terrain and weather, troops and support available, time available, and civil considerations military information support operations Missouri
Maneuver Support Center of Excellence military working dog number
nonlethal weapons
officer in charge police intelligence operations
riot control agent
rules of engagement standing rules for the use of force standard operating procedures United States United States Army Military Police School
United States Code
USC

## Section Ii - Terms

This section contains no entries.

## References

All websites accessed on 17 February 2022.

## Required Publications

These documents must be available to intended users of this publication. DOD Dictionary of Military and Associated Terms. March 2022.
FM 1-02.1. *Operational Terms.* 9 March 2021.

FM 1-02.2. *Military Symbols*. 18 May 2022.

## Related Publications

These documents contain relevant supplemental information.

## Department Of Defense And Joint Publications

Most Department of Defense publications are available online at https://www.esd.whs.mil/DD/. Most joint publications are available online at http://www.jcs.mil/doctrine/.

DODD 3025.18. *Defense Support of Civil Authorities (DCSA).* 29 December 2010.

DODD 5240.01. *DOD Intelligence Activities*.  27 August 2007.

DODI 3025.21. *Defense Support of Civilian Law Enforcement Agencies.* 27 February 2013.

JP 3-0. *Joint Operations.* 17 January 2017.

JP 3-28. *Defense Support to Civil Authorities*. 29 October 2018.

JP 3-84. *Legal Support*. 2 August 2016.

## Army Publications

Unless otherwise indicated, Army publications are available online: https://armypubs.army.mil/. ADP 3-0. *Operations.* 31 July 2019.

ADP 3-37. *Protection.* 31 July 2019. ADP 5-0. *The Operations Process.* 31 July 2019. ADP 6-0. *Mission Command: Command and Control of Army Forces.* 31 July 2019.

ADP 6-22. *Army Leadership and the Profession.* 31 July 2019.

AR 190-14. Carrying Firearms and Use of Force for Law Enforcement and Security Duties.

12 March 1993.

AR 381-10. *U.S. Army Intelligence Activities.* 3 May 2007.

ATP 2-91.7. *Intelligence Support to Defense Support of Civil Authorities*. 29 June 2015.

ATP 3-06. *Urban Operations.* 7 December 2017. ATP 3-22.40/MCTP10-10A/NTTP 3-07.3.2/AFTTP 3-2.45/CGTTP 3-93.2. Multiservice Tactics, Techniques, and Procedures (MTTP) for Tactical Employment of Nonlethal Weapons (NLW). 29 May 2020.

ATP 3-39.10. *Police Operations.* 24 August 2021.
ATP 3-39.20. *Police Intelligence Operations.* 13 May 2019.
ATP 3-39.34. *Military Working Dogs.* 19 May 2022.
ATP 5-19. *Risk Management.* 9 November 2021.

## References

FM 3-0. *Operations.* 6 October 2017. FM 3-39. *Military Police Operations.* 9 April 2019.

FM 6-0. *Commander and Staff Organization and Operations.* 16 May 2022.

FM 6-27/MCTP 11-10C. *The Commander's Handbook on the Law of Land Warfare.* 7 August 2019. TC 3-19.5. *Nonlethal Weapons Training.* 6 May 2014.

## United States Code

Most acts and public laws are available at http://uscode.house.gov/. 10 USC. Chapter 13. Insurrection.

10 USC. Section 251. *Federal Aid for State Governments*. 10 USC. Section 252. *Use of Militia and Armed Forces to Enforce Federal Authority*. 10 USC. Section 253*. Interference With State and Federal Law.*
10 USC. Section 254. *Proclamation to Disperse*.

18 USC. Part I, Chapter 67, Section 1385. *Use of Army and Air Force as a Posse Comitatus.*

## Other Publications

Cons*titution of the United States.* https://www.archives.gov/founding-docs/constitution-transcript.

Executive Order 12333. *United States Intelligence Activities.* Website https://dpcld.defense.gov/Portals/49/Documents/Civil/eo-12333-2008.pdf.

Public Law 94-524, Presid*ential Protection Assistance Act of 1976*. 17 October 1976. Website http://uscode.house.gov/statutes/pl/94/524.pdf.

NGR 500-5. National Guard Domestic Law Enforcement Support and Mission Assurance operations.

18 August 2010. Website https://www.ngbpmc.ng.mil/Portals/27/Publications/ngr/ngr%20500-5.pdf?ver=2018-09-07-
082540-767.

## Prescribed Forms

This section contains no entries.

## Referenced Forms

Unless otherwise indicated, DA forms are available on the Army Publishing Directorate (APD) website at https://armypubs.army.mil/. DD Forms are available on the Executive Services Directorate (ESD) website: http://www.esd.whs.mil/Directives/forms/.

DA Form 2028. *Recommended Changes to Publications and Blank Forms*.

DA Form 4137. *Evidence/Property Custody Document*. DD Form 2708. Receipt for Pre-Trial/Post-Trial Prisoner or Detained Person.

RECOMMENDED READING
ADP 3-28. *Defense Support of Civil Authorities.* 31 July 2019.

AR 380-13. Acquisition and Storage of Information Concerning Nonaffiliated Persons and Organizations. 30 September 1974.

DODD 5200.27. Acquisition of Information Concerning Persons and Organizations not Affiliated With the Department of Defense. 7 January 1980.

House Joint Resolution 1292. 6 June 1968. Website STATUTE-82-Pg170-3.pdf (govinfo.gov).

## Index

Entries are by paragraph number.

## A

accountability. 6-12
agendas. 1-40, 1-55
air patrols. 2-74
analysis. 1-47, 1-65, 1-66, 2-39, 3-
  6, 3-10, 3-15, 6-11

clear routes. 3-12
combined arms. 1-71
command and support. 1-77
commands. 2-37, 2-83, 3-32, 3-
  37, 3-39, 3-43, 4-2, 4-7, 4-13,
  4-15, 4-19, 4-21, 4-25, 4-27, 4-
  28, 4-35, 4-38, 4-40, 4-47, 4-53,
  4-56, 4-61, 4-62, 5-7, 5-64, 6-
  45, 6-47

company echelons and wedge
  formations. 4-61

anarchists. 1-35, 1-44
anonymous. 1-40
antiglobalization. 1-44
apprehension team. 2-12, 2-19, 2-
  25, 2-34, 3-4, 3-51, 6-27

arming. 3-2, 3-9

company line formation. 4-61
company line formations with
  support. 4-60

## B

company line in depth formation.

4-56
company line-in-mass formation.

4-59
ballistic riot face shield. 5-53
barricades. 1-52, 1-53, 2-79, 6-2
baton blocking techniques. 5-21

high block. 5-22
low block. 5-23
middle block. 5-27
strong-side block. 5-24
support-side block. 5-26

baton carries. 5-14

two-hand carry. 5-16

containment. 1-35, 2-80
control force. 1-29, 1-32, 1-35, 1-
  47, 1-50, 1-54, 1-57, 1-63, 1-65,
  1-69, 2-13, 2-22, 2-24, 2-28, 2-
  33, 2-65, 2-67, 2-69, 2-90, 3-19,
  3-20, 3-25, 3-30, 3-31, 3-33, 3-
  36, 3-37, 3-40, 3-41, 3-42, 3-46,
  3-51, 4-13, 4-33, 4-53, 4-54, 5-
  2, 5-5, 5-7, 5-21, 5-47, 5-51, 5-
  59, 6-2, 6-3, 6-4, 6-9, 6-13, 6-
  25, 6-30

behavior. 1-22, 1-31, 1-35, 1-49,
  1-65, 2-7, 2-16, 2-32, 3-2, 3-11,
  5-29, 5-31, 5-36, 5-38, 5-40, 5-
  45, 6-7

blocking. 2-21, 2-77, 2-78, 3-2, 3-
4, 3-8, 3-15, 5-11, 5-21, 5-23,
5-24, 5-26, 5-27

by-the-number commands. 2-83

control force team. 6-10
correctional facility cadre. 6-28
course of action (COA). 1-69, 2-
  41, 6-11

## C

crowd assessment. 1-64
crowd control. 1-35, 1-74, 2-1, 2-
  3, 2-28, 2-59, 2-66, 2-79, 2-80,
  3-4, 3-10, 3-22, 3-30, 3-31, 3-
  33, 3-39, 4-2, 4-16, 4-32, 4-36,
  4-61, 5-1, 5-56, 5-58

crowd control options. 2-59
crowd dispersal. 1-46, 3-22, 6-23
crowd types. 1-22

casual. 1-23 sighting. 1-24

cadre behavior. 6-7
cameras. 2-35, 2-36, 2-64, 3-6, 3-
  8
casual crowds. 1-23
catalyst. 3-2, 3-7, 3-15
chanting. 1-49, 3-2
checkpoints. 3-4, 3-13
chemical irritants. 1-35, 6-13, 6-17
children. 1-62, 3-2
civil law enforcement. 2-18

crowds. 1-8, 1-23, 1-24, 1-27, 1-
  28, 1-31, 1-32, 1-35, 1-36, 1-40,
  1-46, 1-47, 1-50, 1-51, 1-53, 1-
  65, 1-75, 2-26, 2-69, 2-79, 3-13,
  3-16, 3-19, 3-31

## D

deliberate operation. 2-57 demonstrations. 1-1, 1-24, 1-49,
1-65, 2-65, 3-40, 3-52
Department of Defense (DOD). 1-
93
detain list. 3-15 dispersal process. 1-41
coercion dispersal. 1-46 emergency dispersal. 1-43
routine dispersal. 1-42

dispersing. 1-65, 2-84, 2-91, 3-20
dissemination of chemical irritants.
  6-17
   aerosol method. 6-21
   blasting method. 6-20
   fogging method. 6-23
   multipurpose grenade method.
     6-24

projectile method. 6-22
pyrotechnic method. 6-18

## Dm Teams

see designated marksmen teams. 3-21, 3-29, 3-45

## E

expandable riot baton. 5-11, 5-16,
5-19, 5-20, 5-30, 5-36, 5-59
explosives. 1-55, 1-58, 1-59 extraction teams. 2-23, 3-31, 3-41,
6-29

## F Fcmt

see forced cell move team. 6-
1, 6-29, 6-35, 6-39, 6-42, 6- 45, 6-49

fight-or-flight. 1-28, 2-80, 2-86
final phase. 1-41
fire. 1-24, 1-43, 1-50, 1-52, 1-56,
  1-63, 1-64, 2-42, 2-47, 2-70, 2-

## Entries Are By Paragraph Number.

72, 3-20, 3-29, 3-45, 5-61, 5-65,
6-19
mission command. 1-71
mob. 1-26, 1-35, 1-50, 1-52, 1-57,
1-60, 2-32, 3-20, 3-45

Molotov cocktails. 1-55
monitoring. 2-65
motorized patrols. 2-73
multiple riots. 6-6

## N

firearms. 1-55, 2-26, 2-58, 5-59
forced cell move team (FCMT). 6-
  40
   inspection. 6-42
   medic. 6-42
   officer in charge. 6-40, 6-42
   team member five. 6-42, 6-45,
     6-46, 6-48

negative indicators. 3-3, 3-8, 3-9
negotiated management. 1-46, 2-
  6, 2-10

team member four. 6-42, 6-45
team member one. 6-42
team member three. 6-42, 6-49
team member two. 6-42, 6-49

negotiations. 2-8
NLW

forced cell move team (FCMTs).
  6-1

## G

see nonlethal weapons. 2-26,
2-32, 3-1, 3-4, 3-25, 3-35, 5- 2, 5-62, 5-65
nonballistic riot face shield. 5-52
nonviolent tactics. 1-49, 6-2

## O Oic

see officer in charge. 6-39, 6-
40, 6-42, 6-43, 6-45

gathering. 1-2, 1-35, 1-36, 1-39, 1-
  40, 1-44, 1-49, 1-65, 2-25, 2-36,
  2-52, 2-55, 2-80, 3-11, 3-16, 6-
  8
   assembly process. 1-44
   impromptu. 1-38, 1-44, 1-65
   organized. 1-6, 1-30, 1-38, 1-
      44, 1-48, 1-52, 1-60, 2-77,
      3-19

open sources. 1-93
orientation. 3-2

grievance protest. 6-4 GRM

## P

see graduated response matrix. 2-39, 2-40

## H

patrol routes. 2-72
pepper spray. 2-29, 6-15, 6-39, 6-
42, 6-43, 6-47
hand-and-arm signals. 3-33, 3-37
HN
see host nation (HN). 1-93, 2-2
hostages. 2-71, 6-9
humanitarian assistance. 2-39

## I

photographic record. 2-35
physical barriers. 1-53
planned violent disturbances. 6-3
planning process. 1-27, 2-53, 6-8
plans. 1-65, 1-69, 2-75, 3-26, 6-8,
  6-10

integrated planning. 1-71
interval and distance. 3-40

## L

platoon. 2-13, 3-28, 3-35, 4-13, 4-
15, 4-17, 4-18, 4-20, 4-23, 4-25,
4-27, 4-28, 4-29, 4-30, 4-31, 4-
34, 4-35, 4-37, 4-38, 4-40, 4-44,
4-45, 4-46, 4-47, 4-49, 4-53, 4-
54, 4-57, 4-60, 4-61, 4-62, 4-63,
6-27

law enforcement agencies. 1-93
law enforcement sources. 1-93
lethal overwatch. 3-14, 3-21, 3-29,
  3-45, 3-51, 5-2

platoon diamond and circle
  formations. 4-30, 4-50

lethal protection. 3-48

platoon echelon right and left
  formations. 4-22, 4-42

## M

platoon formations. 4-13, 4-60
four squads. 4-33 three squads. 4-13
massing. 1-56, 3-2
military police investigator. 6-37,
6-42
platoon line formation. 4-14, 4-15,
4-18, 4-19, 4-21, 4-25, 4-34, 4-
military sources. 1-93
military transport vehicles. 2-70 military working dog (MWD). 2-34
35, 4-36, 4-37, 4-38, 4-41, 4-52,
4-53, 4-56
platoon wedge formation. 4-25, 4-
44
platoon wedge formation with direct support. 4-48
platoon wedge formation with general support. 4-26, 4-45
platoon wedge formation with one support squad. 4-49
platoon wedge with direct support.

4-29
platoon wedge with lateral support. 4-27, 4-46
police intelligence definition. 1-96

police operations. 1-71, 1-96
political grievances. 1-1
predeployment. 2-41
predictive intelligence. 3-1
preparation and training. 6-8
proclamation. 2-84, 2-87, 2-88, 2-
  90, 3-1

## R

rate of march. 3-39 RCA
see riot control agent. 1-28, 2-
29, 2-34, 2-37, 2-47, 2-84,
4-13, 6-1, 6-11, 6-25
reserve forces. 3-30, 3-50, 3-51,
5-2
responsibilities. 1-31, 1-35, 1-74,
6-29, 6-40, 6-42

riot baton. 1-35, 2-29, 2-33, 5-1, 5-
9, 5-10, 5-13, 5-14, 5-16, 5-18, 5-21, 5-23, 5-24, 5-26, 5-27, 5-
28, 5-30, 5-31, 5-36, 5-37, 5-39,
5-41, 5-44, 5-47, 5-49, 5-58, 6-
26

riot baton retention. 5-47, 5-51
riot baton striking techniques. 5-28
one hand, reverse strike. 5-31,
5-32

one-hand forward strike. 5-29
two-hand, front jab. 5-40
two-hand, middle strike. 5-45
two-hand, rear jab. 5-43
two-hand, strong-side,
  horizontal strike. 5-36

two-hand, support-side,
  horizontal strike. 5-38

riot gear. 6-26

## Entries Are By Paragraph Number.

see standard operating procedure. 6-8, 6-10, 6-14
unified action. 1-71 unorganized riots. 6-5
riot shield. 2-29, 2-33, 3-35, 3-40,
3-43, 3-44, 5-1, 5-6, 5-9, 5-51,
5-56, 5-58, 5-62, 5-63, 6-26
squad formations. 4-1

## V

variance definition, 1-19
riots. 1-7, 1-51, 6-5 rocks. 1-55, 3-2, 5-51 ROE
see rules of engagement. 1-35,
1-74, 2-43, 2-49, 3-25

assembly formation. 4-7
circle formation. 4-10
diamond formation. 4-10
echelon formation. 4-5
line formation. 4-4
wedge formation. 4-6

vehicles. 1-52, 1-63, 2-22, 2-37, 2-
  64, 2-71, 2-76, 2-79, 2-81, 3-33,
  3-38, 3-41, 4-62, 4-63, 4-64

standoff distance. 2-33, 3-17, 3-19

## S

violent tactics. 6-3

## T W

sample proclamation. 2-88
scalable effects process. 2-36
show of force. 2-26, 2-37, 2-91, 3-
  1

tap-down technique. 5-61, 5-64
thrown objects. 1-59, 2-70, 2-91,
  5-51, 5-54

tracing-C technique. 5-48

sniper. 1-64, 2-37, 2-47, 2-70, 3-
  20, 3-45

## U

walking patrols. 3-11
war. 1-47, 5-47
war game. 2-39, 2-50
weapon positions. 3-36
wooden riot baton. 5-11, 5-59

SOP

unanimous. 1-40

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By Order of the Secretary of the Army:
Official:
MARK F. AVERILL
Administrative Assistant to the Secretary of the Army
 2216507
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