Military reference books and manuals (2009-2023, Volume 6)

Control Force Formations

4-54. The 2d squad may be moved from general to lateral support at anytime 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

4-55. 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 4-12).

Figure 4-12. Platoon line formation with direct support

4-56. 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

4-57. 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 ways it supports a line formation.

4-58. 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 4-13, page 4-14). Figure 4-14,

page 4-14; figure 4-15, page 4-15; and figure 4-16, page 4-15 show support formations in a left echelon.

4-59. 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

about-face 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.

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Control Force Formations

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 4-19 and figure 4-20).

Figure 4-19. Platoon wedge formation with the 2d squad in lateral support

Figure 4-20. Platoon wedge formation with the 2d squad in lateral support (right)

4-63. 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

4-64. 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

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Chapter 4

behind and centered on the main formation. The individuals in the supporting wedge cover the intervals

between individuals in the leading wedge (see figure 4-21).

Figure 4-21. Platoon wedge formation with the 2d squad in direct support

PLATOON DIAMOND AND CIRCLE FORMATIONS

4-65. 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 8 to 12 o’clock positions. The 3d squad aligns itself to the right of the baseman, covering the

12 to 4 o’clock positions and the 2d squad aligns itself, covering the 4 to 8 o’clock positions (see figure

4-22 and figure 4-23).

Figure 4-22. Platoon diamond formation

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Figure 4-23. Platoon circle formation

4-66. 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

4-67. 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 squad to the general support position. This procedure is often necessary when protective

masks are used and chemical irritants 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

4-68. 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 he wants 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

4-69. 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 4-24, page 4-20).

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Control Force Formations

commands, “Follow me,” and moves the squad toward the AA. The 1st squad files to the baseman position,

followed by the 2d squad. As the 2d squad clears the baseman 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 PSG then commands, “Counter-column, march,” and moves the platoon to the rally

point.

Platoon Line Formation With General Support

4-71. 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 4-25). 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.

Figure 4-25. Platoon line formation with 2d and 3d squads in general support

Platoon Line Formation With Lateral Support

4-72. 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 4-26, page 4-22).

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Chapter 4

Figure 4-26. Platoon line formation with 2d and 3d squads in lateral support

4-73. 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

4-74. 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 4-27).

Figure 4-27. Platoon line formation with 2d and 3d squads in direct support

4-75. 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

4-76. 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 rights 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

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Control Force Formations

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

4-77. 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.

4-78. 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 echelon right, but in reverse order (see figure

4-28). To assemble the platoon, the procedure is the same as that of an echelon right. (See figure 4-29, page

4-24; figure 4-30, page 4-24; and figure 4-31, page 4-25 for examples of echelon formations with support.)

Figure 4-28. Platoon echelon left formation with four squads

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Control Force Formations

Figure 4-31. Platoon echelon left formation with 2d and 3d squads in direct support

PLATOON WEDGE FORMATION

4-79. 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 4-32). To assemble the platoon, the

procedure is the same as that of a platoon line.

Figure 4-32. Platoon wedge formation with four squads

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Chapter 4

Platoon Wedge Formation With General Support

4-80. 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 4-33).

Figure 4-33. Platoon wedge formation with 2d and 3d squads in general support

Platoon Wedge Formation With Lateral Support

4-81. 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 4-34).

Figure 4-34. Platoon wedge formation with 2d and 3d squads in lateral support

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Control Force Formations

4-82. 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

4-83. 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 4-35). 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.

Figure 4-35. Platoon wedge formation with 2d and 3d squads in direct support

Platoon Wedge Formation With One Support Squad

4-84. 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

4-85. 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 9 to 12 o’clock positions. The 4th squad aligns themselves to the right of the baseman

covering the 12 to 3 o’clock positions. The 3d squad aligns itself covering the 3 to 6 o’clock positions. The

2d squad aligns itself covering the 6 to 9 o’clock positions.

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Chapter 4

4-86. 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.

COMPANY FORMATIONS

4-87. When a company commander orders his 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.

4-88. For relieving elements in place, a platoon leader within a company formation may rotate the squads

to give them rest.

COMPANY LINE FORMATIONS

4-89. 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

4-90. The command for forming a company line in depth formation (see figure 4-36) 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.

Figure 4-36. Company line in depth formation

4-91. 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 platoon forward to occupy the position formerly held by the 2d platoon.

4-92. 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 PSGs help each other in controlling

the company.

Company Line-in-Mass Formation

4-93. The command for forming a company line-in-mass formation is “Company line in mass, move” (see

figure 4-37). 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

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Chapter 4

Figure 4-40. Company line formation with one platoon in lateral support and one

platoon in general support

COMPANY ECHELONS AND WEDGE FORMATIONS

4-95. Company echelons (see figure 4-41; figure 4-42; figure 4-43; and figure 4-44, page 4-32) and

company wedge formations (see figure 4-45, page 4-32; figure 4-46, page 4-33; and figure 4-47, page 4-33)

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 as 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 the 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.

Figure 4-41. Company echelon right formation with one platoon in lateral support and one

platoon in general support

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Chapter 4

Figure 4-53. Platoon line formation with vehicles

4-97. 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, foot

troops move into position first and vehicles join the formation, as needed.

4-98. 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.

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Control Force Formations

4-99. 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.

ADDITIONAL FORMATIONS

4-100. Along with the five basic control force formations (line, echelon, wedge, diamond, and circle),

there are additional formations that are utilized for specific situations. It is up to the leader on the ground to

determine which formations, or variations of those formations are necessary and best suits the situation that

the control force encounters. Two additional formations that can be used by the control force are junction

check and open formation.

JUNCTION CHECK

4-101. 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° 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 4-54 shows the junction check with a platoon line.

Figure 4-54. Junction check (right) with platoon line formation

OPEN FORMATION

4-102. 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

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Chapter 5

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 confinement environment, inmate 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 from one cell to another. Small generic riot 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

5-1. Within a confinement facility, inmates can be of various backg2rounds and cultures. Inmates usually

form groups based on these factors, but also based on such things 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 inmates come together and riot

against the facility and its cadre. In confinement facility disturbances, 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

5-2. Nonviolent tactics range from name calling to building barricades. Inmates may attempt to distract

control force members by shouting at or ridiculing them or by using abusive language, obscene remarks,

taunts, and jeers. The inmates’ goals are to anger and demoralize the control force. They also want

authorities to take actions that may later be exploited as acts of brutality.

VIOLENT TACTICS

5-3. Violent crowd tactics used by inmates are often extremely destructive and can include physical

attacks on cadre, other inmates, and property. Use of violent tactics is limited only by the attitudes and

ingenuity of the inmates, leader training, and the materials available to them. Inmates often commit

violence with crude homemade weapons. If unplanned violence occurs, inmates will use mops, brooms,

chairs, beds, or whatever else is on hand as weapons of violence. During planned violent disturbances,

inmates can easily conceal makeshift weapons or tools to use against the control force. Inmates often erect

barricades to impede troop movement or to prevent the control force from entering certain areas or

buildings. Inmates can be expected to vent emotions on individuals (cadre or inmates), the control force,

equipment, and institution’s property. Inmates direct potentially dangerous items like carts, barrels, liquids,

and burning material at the control force.

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Chapter 5

GRIEVANCE PROTEST

5-4. 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

5-5. 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. They

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

5-6. Multiple riots may happen when a disturbance occurs in one area of the 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, he should employ some of his

control forces to contain the other riots until the main control force is able to move to those locations to

subdue them.

CADRE BEHAVIOR

5-7. The cadre is susceptible to crowd behavior. They become emotionally stimulated during tense

confrontation with unruly and violent inmates. Commanders must be aware of the mood and attitude of the

crowd and its effect on the control force cadre. To counteract the effects of crowd behavior on the cadre,

the 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

5-8. Planning includes the preparation and training conducted before a crisis occurs. The purpose of

planning is to have plans and standing operating procedures (SOPs) in place so that the cadre 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 confinement facility.

5-9. 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 confinement facility. Careful planning minimizes collateral

damage and risks to control force members and hostages. When a disturbance in a confinement facility

occurs, leaders need to determine and disseminate key pieces of information, these include—

Location of the disturbance.

Estimated number of participants or rioters.

Accessibility of weapons, tools, and cleaning supplies.

The inmates’ 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.

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5-10. Once the control force team has been alerted to a disturbance within the 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.

5-11. 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:

Number of hostages.

Number of inmates holding the hostages.

Who the leader is.

Attitude and demeanor of the rioters.

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.

Accessibility of weapons or material to make weapons.

Accessibility of chemicals, such as cleaning supplies.

5-12. 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

high-pressure water hoses).

USE OF CHEMICAL IRRITANTS

5-13. The use of chemical irritants can be a valuable nonlethal tool for control force leadership to consider

during the planning phase. These chemical 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. The proper use of

chemical irritants may prevent the control force from having to enter a dangerous area; however, improper

use can cause property damage, injury, or death.

5-14. The installation commander authorizes the use of chemical irritants after the control force leader

determines the type and dosage. The confinement facility’s SOP needs to outline the procedures for

securing authorization and provides guidance to help the control force leader make decisions. The

confinement facility commandant/commander should inform the installation commander of the situation,

since the installation commander is ultimately responsible. Team members must be aware of how chemical

irritants affect personnel and plan accordingly. Inmates not involved must be removed from the area and

the chemical cloud’s path. The fire department and emergency medical services should be on standby

during operations involving chemicals.

Pepper Irritant

5-15. 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). Pepper spray is often used to divert

the threat from making or continuing an assault. OC does not cause permanent damage. Its effects last 30 to

60 minutes after individuals are placed in fresh air.

5-16. Pepper spray can have various effects on people, which include the following:

Swelling of mucous membranes and the upper respiratory system; however, it does not shut

down the system.

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

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Dilating 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 Chemical Irritants

5-17. Careful consideration for the dissemination of chemical irritants must be taken by leaders and

Soldiers when the approval for use has been given. There are six methods of dissemination discussed in the

following paragraphs.

Pyrotechnic Method

5-18. 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.

5-19. 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 (40 to 45 seconds to burn completely).

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

Bursting Method

5-20. 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, which include—

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 50 to 90 percent of the irritant may be disseminated.

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

Aerosol Method

5-21. 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, which

include—

Advantages—

Easily carried.

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

Contents are dispersed quickly.

Easily controlled and accurate (fin-stabilized rounds).

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Disadvantages—

Can cause injury to individuals if fired at close range.

Can damage property if it strikes a weak portion.

Projectile Method

5-22. 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 thick plywood at 25 yards.

An automobile windshield at 33 yards.

A hollow-core door at 58 yards.

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 thick plywood at 10 yards.

An automobile windshield at 55 yards.

A hollow-core door at 109 yards.

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 plywood at 33 yards.

An automobile windshield at 33 yards.

A hollow-core door at 100 yards.

Fogging Method

5-23. 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 its advantages and disadvantages, which

include—

Advantages—

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

seconds.

Disseminates quickly.

Provides high-volume capabilities.

Very effective for riot control and crowd dispersal.

Disadvantages—

Noisy.

Cumbersome.

Multipurpose Grenade Method

5-24. 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 2 to 5 seconds. The irritant is located in the

cylinder portion of the device and is forced out the bottom of the grenade upon detonation.

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WARNING

A multipurpose grenade deployed incorrectly could result in

injury. Safety rules should be observed at all times.

RECORD OF EVENTS

5-25. 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 following:

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

5-26. Leaders must consider what equipment is to be used by the control force. This information needs to

be clearly established in the unit’s SOP. The recommended basic riot gear used by the control force in a

confinement facility includes—

Riot baton.

Riot shield.

Helmet with face shield.

Groin protector.

Body Armor.

Leather gloves.

Shin protection.

CONTROL FORCE FORMATIONS

5-27. The five basic formations for civil disturbance operations are the line, wedge, echelon, diamond, and

circle. In the 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

correctional environment. The minimum size force that the commander should consider is an augmented

platoon, with a two-to-one advantage over the rioters.

5-28. Correctional facility cadre must be proficient in all riot 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 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 civil disturbance formations.

SPECIALIZED TEAMS

5-29. Situations and events during a civil disturbance situation within a confinement facility can vary

greatly. Due to the confined space within a facility, the employment of specialized teams (extraction teams

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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 duties and abilities. These specialized teams, team

responsibilities, and the signals used (verbal and hand-and-arm) need to be clear in the unit’s SOP. Due to

various sizes and designs of 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

5-30. Extraction teams give the control force the ability to remove inmates from the crowd. Inmates

identified as leaders or agitators and 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.

5-31. 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.

5-32. 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 so that the formation

can still provide immediate support. If the extraction team is deployed farther than 10 meters, the formation

must advance to close the gap.

5-33. 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 inmate, the nonlethal gunners will cover the sides with the weapons while the apprehension

and search members control and restrain the inmate. When the team has the 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 backwards, facing the crowd and gripping the shoulder or equipment of the member in front of them.

5-34. Proper equipment that is both offensive and defensive in nature is required for an extraction team.

Recommended equipment for an extraction team include—

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

5-35. The other specialized team is the FCMT. The intent of a forced cell-move is to move an unruly or

uncooperative 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 inmate.

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5-36. The commander considers a forced cell-move for several reasons. The inmate may refuse to eat, take

medication, accept medical attention, get a haircut, keep himself clean, work, or move or rotate cells when

ordered to. An inmate may become unruly, a danger to themselves or a cell mate, or may require medical

attention but is refusing. An inmate in these situations may also be verbally and physically abusive to

facility cadre.

5-37. 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.

5-38. Proper equipment that is offensive and defensive in nature is required for an FCMT. Recommended

equipment for a FCMT include—

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

5-39. 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 inmate fail to comply with orders?

Did the inmate assault cadre or other inmates?

What is the objective of the forced move?

Is pepper spray authorized for use?

Has the inmate been moved before?

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

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

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

Is the area barricaded?

Has he smeared himself with body fluids or other slippery substances?

Can the inmate be approached without risk to them or others?

5-40. 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 inmates.

5-41. Each Soldier takes one step forward and briefs the OIC with their rank and name, team member

number, their 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 5-1, figure 5-2, and figure 5-3).

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Individual Team Member Responsibilities

5-42. Each FCMT team member of has their own 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 teammates

by turning his head to the right and speaking in a loud voice so that all team members can hear

him. A slap on the right shoulder by team member two alerts member one that all team members

have heard the information. If 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, he must answer the following questions and report them to the team:

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

Does the inmate appear dry?

Is the inmate clothed or wearing extra clothing?

Has the inmate smeared anything on his body?

Can the 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 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 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 inmate’s arms

and legs, team member one secures the inmate’s head and ensures that it is not twisted or turned

in relation to its natural form. Various pressure points on the 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 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 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 inmate’s body and progresses to the 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

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 inmate’s body. They then concentrate on

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securing the inmate’s support hand and assisting team member two in applying hand restraints.

Team member three maintains control of the 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

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 they can secure a

portion of the inmate’s body. Team member four concentrates on securing the right leg of the

inmate. It is their responsibility to apply the leg irons. Once the legs are secure, 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 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 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 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 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 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 their responsibilities to the OIC, and any medical treatment rendered to the 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 inmate. The OIC is also responsible

for ensuring that all necessary precautions have been taken to ensure team and inmate safety.

The OIC gives the inmate the initial orders to comply and informs the inmate of the

consequences of noncompliance. The OIC does this by placing themselves at the front of the

inmate’s cell. The orders are not given until they can be enforced by the FCMT (see figure 5-4,

page 5-12).

5-43. The following is an example of a prepared statement that is read to the 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.”

5-44. After reading the instructions to the 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

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prepared to enter. The OIC positions himself so that he 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.

Figure 5-4. OIC with FCMT prior to cell entry

Movement of the Inmate

5-45. Once the FCMT has secured and searched the inmate, team member five commands, “Prepare to

lift.” Team member one positions their hands to control the inmate’s head during the move, and turns the

inmate’s head toward the wall. Team members two and three position themselves on the inmate’s right and

left sides. They grasp the wrist or forearm of the team member opposite them to form a platform for the

inmate to lie on. Team member four positions himself on the inmate’s right side even with the inmate’s

knees. This places member four in position to control the inmate’s legs. Team member five’s position is on

the inmate’s left side and enables them to control the inmate’s lower legs and feet. When in position, team

member five ensures that all team members are in place before commanding, “Ready, lift.”

5-46. On the command “Lift,” all team members simultaneously stand, bringing the inmate up with them.

They should sandwich the inmate between them to facilitate control. Team member five then commands,

“Prepare to turn, ready—turn.” The inmate is always turned toward the bunk. If a bunk is not available,

team member five should specify which direction to turn the inmate. The inmate is then removed from the

cell.

Treating Any Injuries

5-47. Once the inmate is on the tier, outside the cell, team member five commands, “Prepare to lower,

team—lower.” The team simultaneously lowers the inmate to the floor with the team keeping positive

control of the inmate. The medic asks the inmate, “Do you have any injuries at this time?” If the inmate has

no injuries, the medic looks at the camera and states, “Inmate [inmate name] appears to have sustained no

injuries.” If the inmate has sustained injuries, the medic treats those injuries and completes a sworn

statement. If pepper spray was employed, the medic decontaminates the inmate using water and paper

towels. The medic instructs the 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 inmate’s face.

Placement of the Inmate in a Cell

5-48. Team member five orders an equipment check before returning the inmate to a cell. The team leader

then commands, “Prepare to lift, team—lift.” Team members position themselves exactly where they were

when they removed the inmate from the cell. Next, team members simultaneously lift the inmate and return

them to the predetermined cell. They move the 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 inmate onto the bunk. Team

members then remove the inmate’s restraints, keeping positive control of the inmate at all times. Team

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members use a nonverbal signal (or verbal, if needed) to notify team member five when the restraints are

removed. He signals another equipment check. Team members then account for all equipment in place and

prepare to exit the cell.

Team Exiting the Cell

5-49. The team exits the cell in the same manner as they entered, but in reverse order. Team member four

moves into a position where he can control both of the 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 inmate’s legs, team member two moves to where they can control both of the inmates arms, and team

member one maintains control of the 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 he can control the inmate’s lower body and team member one moves into position to

control the 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 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.

21 April 2014

ATP 3-39.33

5-13

Appendix B

Practical Application

It is always best to derive lessons learned from practical operations in the field. These

are operations where a measure of success was acquired, along with important

lessons learned. The following reflects an actual task force application of the doctrine

highlighted in the contents of this manual.

GENERAL INFORMATION

B-1. The purpose of this appendix is to provide task force units and elements with the latest guidance on

providing crowd control and preventing civil disturbances.

Note. See figure 4-1 for a symbol key for the figures in the appendix.

B-2. Local civilians often gather in towns or along strategic locations throughout an area of operation to

demonstrate grievances or other causes (for example, protesting the apprehension of a fellow citizen,

policies of U.S. forces, and policies of government services). Although civilians have the right to assemble,

crowd gatherings are predominantly ethnically based, motivated, and influenced. Local civilians can apply

for a permit to legally conduct a rally 72 hours in advance as long as their assembly is peaceful and

unobtrusive to government services, freedom of movement, or the rights of others. On occasion,

information collection can indicate a possibility for violence. In these instances or during spontaneous

crowd formations, the task force must provide forces in support of a safe and secure environment or to

assist civilian police in preventing unlawful acts. If unlawful acts are committed, detain violators for

adjudication under the legal system.

B-3. During lawful assemblies, the task force must make every effort to treat individuals with respect.

This means that the task force must engage in peaceful gatherings using interpersonal communication

skills. This ensures that demonstrators understand that task force personnel respect their right to lawfully

assemble during peaceful demonstrations. When possible, task force engagement of a peaceful assembly

should be unobtrusive.

B-4. Take precautions to avoid becoming a catalyst to the civil disturbance. Do not display civil

disturbance equipment or weapons, overtly prepare defenses against a crowd, or aggressively violate crowd

space, unless presented with information, intelligence, or negative indicators of pending violence.

NEGATIVE INDICATORS OF A POTENTIAL CIVIL DISTURBANCE

B-5. 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 negative indicators should be sequential, measured, and

focused on deescalating rather than escalating the crowd.

B-6. When people begin to assemble, leaders should pay particular attention to crowd dynamics. If the

crowd demeanor or dynamics change from peaceful assembly to unruly behavior or unlawful acts, negative

indicators should provide an advance warning and prompt a measured response. Negative indicators of a

potential change in crowd dynamics and unlawful activities should prompt immediate countermeasures.

ORIENTATION

B-7. Crowd orientation is very important. Knowing where people are and what they are doing is essential

to crowd management. Crowd dynamics change from people milling around and talking among themselves

21 April 2014

ATP 3-39.33

B-1

Appendix B

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

B-8. 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 B-1).

Figure B-1. Crowd massing

CHANTING

B-9. 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

B-10. 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

B-11. 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

B-12. 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

B-13. 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

B-2

ATP 3-39.33

21 April 2014

Practical Application

insulated from responsibility for local actions and, therefore, provide a dangerous catalyst for a violent civil

disturbance.

AGITATORS AND INSTIGATORS

B-14. 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

B-15. 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.

PREVENTION OF CROWD ESCALATION

B-16. If task force personnel believe, based on intelligence or negative indicators, that a crowd is planning

to, or may spontaneously, riot they should immediately engage crowd participants using the preventive

tactics, techniques, and procedures.

B-17. The force executing these preventive techniques can include a number of civil disturbance teams and

elements capable of executing the tasks shown in figure B-2; figure B-3, page B-4; and figure B-4, page

B-4. These figures demonstrate a full range of crowd control teams and elements, to include camera teams

with interpreters, checkpoints, quick reaction force, riot control formation, NLW teams, apprehension

teams, blocking teams, and detainee evacuation, as required. Figure B-2, figure B-3, and figure B-4

illustrate the evolution of a crowd formation and the recommended positioning of teams and elements to

engage people as they congregate. Included with each security team is a designated camera or video

recorder.

Figure B-2. Early contact and unobtrusive crowd control measures

B-18. Depending on the situation and crowd dynamics, it may not be necessary to establish all crowd

control teams and elements, but they should be included in planning. 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.

21 April 2014

ATP 3-39.33

B-3

Appendix B

Figure B-3. More obtrusive engagement as the crowd demonstrates

negative indicators

Figure B-4. Full engagement as crowd unlawfully demonstrates

EARLY CONTACT

B-19. Engaging people as a crowd forms is essential to prevention. Whether based on intelligence or

negative indicators, people should be engaged early, before the crowd masses as shown in figure B-1, page

B-2, rather than waiting until after the crowd masses as shown in figure B-2, page B-3. 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.

B-20. Cameras are one 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

B-4

ATP 3-39.33

21 April 2014

Practical Application

identify people associated with the civil disturbance, especially those who participated as crowd instigators,

agitators, or those who may have committed unlawful acts.

B-21. 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 B-2, page B-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.

B-22. As the crowd begins to demonstrate negative indicators for a possible civil disturbance (see figure

B-3 camera teams should become more invasive by actively engaging groups to take their pictures. Camera

teams should focus 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 their activities are

lawful, the team should take special measures to obtain their picture. Each time a camera team takes a

picture of a person or group of people, they must immediately engage them using the warning outlined in

paragraph B-25.

B-23. Once the crowd has massed and displays negative indicators or begins to riot, camera teams should

immediately move behind the riot formation line (see figure B-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.

B-24. Immediately following a crowd control or civil disturbance mission, photos 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 detain violators from the previous operation.

CROWD WARNING

B-25. Once the team has taken a picture of a person or group of people, they should warn the crowd that as

individuals they would be held accountable for their actions. Using an interpreter, the camera team leader

will make solid eye contact with the person or group and state the following warning: “We have 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.”

LIMIT CROWD SIZE

B-26. Persons seeking to conduct a rally must apply for a permit through civilian authorities at least 72

hours prior to the meeting. If a rally has not been lawfully scheduled through civilian authorities, or if it

has, but is demonstrating negative 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 B-2, page B-

3). Walking patrols can assist camera teams in breaking up large groups. Walking patrols should operate in

conjunction with camera teams. This will ensure that camera teams can accurately document and provide

the aforementioned warning to prevent further escalation of crowd size or behavior.

CLEAR ROUTES

B-27. 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 B-3, page B-4. 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 teams must document responsible

persons for immediate or subsequent detention and legal processing.

ISOLATE THE AREA

B-28. As depicted in figure B-2, page B-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

21 April 2014

ATP 3-39.33

B-5

Appendix B

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, it 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 of or adjacent to the vehicle.

ESTABLISH LETHAL OVERWATCH

B-29. 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 B-3, page B-4 and figure B-4, page B-4.

DETAIN PERSONS COMMITTING UNLAWFUL ACTS

B-30. 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

persons 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. Detainees should be quickly relocated to the forward processing site for detainee evacuation (see

figure B-4, page B-4). Detainee 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 people who are detained based on 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

B-31. 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 B-2, page B-3, how the QRF 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 B-3, page B-4).

B-32. 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.

B-33. 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.

B-6

ATP 3-39.33

21 April 2014

Glossary

The glossary lists acronyms with Army or joint definitions.

SECTION I - ACRONYMS AND ABBREVIATIONS

assembly area

ADP

Army doctrine publication

ADRP

Army doctrine reference publication

Army regulation

ATP

Army techniques publication

ATTN

attention

CFR

Code of Federal Regulation

COA

course of action

CONUS

continental United States

Department of the Army

District of Columbia

DCSA

Defense Support of Civil Authorities

Departement of Defense

designated marksman

DOD

Department of Defense

DODD

Department of Defense directive

DODI

Department of Defense instruction

FCMT

forced cell move team

Fed

federal

field manual

G-2

Assistant Chief of Staff, Intelligence

GRM

graduated-response matrix

HIV

human immunodeficiency virus

host nation

IPB

intelligence preparation of the battlefield

joint publication

LEA

law enforcement agency

METT-TC

mission, enemy, terrain and weather, troops and support available,

time available, and civil considerations

military intelligence

MISO

military information support operations

Missouri

MSCoE

Maneuver Support Center of Excellence

MWD

military working dog

MTTP

multi-Service tactics, techniques, and procedures

NGR

National Guard regulation

No.

number

NLW

nonlethal weapons

OCONUS

outside the continental United States

OIC

officer in charge

PIO

police intelligence operations

PSG

platoon sergeant

21 April 2014

ATP 3-39.33

Glossary-1

References

REQUIRED PUBLICATIONS

These are the sources quoted or paraphrased in this publication.

ADRP 1-02. Terms and Military Symbols. 24 September 2013.

JP 1-02. Department of Defense Dictionary of Military and Associated Terms. 8 November 2010.

RELATED PUBLICATIONS

These documents contain relevant supplemental information.

ARMY PUBLICATIONS

Most Army doctrinal publications are available online at <www.apd.army.mil >.

ADP 3-28. Defense Support of Civil Authorities. 26 July 2012.

ADRP 3-28. Defense Support of Civil Authorities. 14 June 2013.

ADRP 5-0. The Operations Process. 17 May 2012.

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

12 March 1993.

AR 380-13. Acquisition and Storage of Information Concerning Nonaffiliated Persons and

Organizations. 30 September 1974.

AR 381-10. US Army Intelligence Activities. 3 May 2007.

ATTP 3-39.34. Military Working Dogs. 10 May 2011.

FM 2-01.3. Intelligence Preparation of the Battlefield/Battlespace. 15 October 2009.

FM 3-06. Urban Operations. 26 October 2006.

FM 3-22.40. Multiservice Tactics, Techniques, and Procedures (MTTP) for Tactical Employment of

Nonlethal Weapons (NLW). 24 October 2007.

FM 3-39. Military Police Operations. 26 August 2013.

FM 5-19. Composite Risk Management. 21 August 2006.

FM 27-10. The Law of Land Warfare. 18 July 1956.

TC 3-19.5. Nonlethal Weapons Training. 5 November 2009.

JOINT PUBLICATIONS

Most joint publications are available online at <www.dtic.mil/doctrine/new_pubs/jointpub.htm >.

JP 1-04. Legal Support to Military Operations. 17 August 2011.

JP 3-28. Defense Support to Civil Support. 31 July 2013.

OTHER PUBLICATIONS

32 CFR, Part 215. Employment of Military Resources in the Event of Civil Disturbances.

Constitution of the United States.

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

DODD 5200.27. Acquisition of Information Concerning Persons and Organizations not Affiliated with

the Department of Defense. 7 January 1980.

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

Executive Order 12333. United States Intelligence Activities. 4 December 1981.

Fed-Std 376B. Preferred Metric Units for General Use for the Federal Government. 27 January 1993.

House Joint Resolution 1292. 6 June 1968.

21 April 2014

ATP 3-39.33

References-1

References

NGR 500-1. National Guard Domestic Operations. 13 June 2008.

10 USC, Subtitle A, Part I, Chapter 15, Section 331. Federal Aid for State Governments.

10 USC, Subtitle A, Part I, Chapter 15, Section 332. Use of Militia and Armed Forces to Enforce

Federal Authority.

10 USC, Subtitle A, Part I, Chapter 15, Section 333. Interference With State and Federal Law.

10 USC, Subtitle A, Part I, Chapter 15, Section 334. Proclamation to Disperse.

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

PRESCRIBED FORMS

None.

REFERENCED FORMS

DEPARTMENT OF THE ARMY FORMS

DA Forms are available on the APD web site: <www.apd.army.mil >.

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

DA Form 4137. Evidence/Property Custody Document.

DEPARTMENT OF DEFENSE FORMS

DD Forms are available from the OSD web site:

<http://www.dtic.mil/whs/directives/infomgt/forms/index.htm >.

DD Form 2708. Receipt for Pre-Trial/Post Trial Prisoner or Detained Person.

WEB SITES

Army Knowledge Online, Doctrine and Training Publications Web site,

<https://armypubs.us.army.mil/doctrine/index.html >, accessed on 28 January 2014.

Army Publishing Directorate, Army Publishing Updates Web site,

<http://www.apd.army.mil/AdminPubs/new_subscribe.asp >, accessed on 28 January 2014.

Army Publishing Directorate Web Site, <www.apd.army.mil >, accessed on 28 January 2014.

Joint Electronic Library Web site, <www.dtic.mil/doctrine/new_pubs/jointpub.htm >, accessed on

28 January 2014.

Military reference books and manuals (2009-2023, Volume 6) - page 34