Civil Disturbance Operations

FM 3-19.
15
CIVIL
DISTURBANCE
OPERATIONS
Headquarters, Department of the Army

April 2005
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

This publication is available at
Army Knowledge Online (www.us.army.mil) and
General Dennis J. Reimer Training and Doctrine
Digital Library at (http://www.train.army.mil)
*FM 3-19.15 (FM 19-15)
Field Manual Headquarters

No. 3-19.15 Department of the Army
Washington, DC, 18 April 2005
Civil Disturbance Operations
Contents
Page
PREFACE .................................................................................................................. iv
Chapter 1 OPERATIONAL THREATS OF THE CIVIL DISTURBANCE ENVIRONMENT ...... 1-1

General Causes for Civil Unrest............................................................................... 1-1
Crowd Development................................................................................................. 1-2
Gatherings................................................................................................................ 1-2
Crowd Building ......................................................................................................... 1-4
Dispersal Process of a Gathering ............................................................................ 1-4
Crowd Dynamics ..................................................................................................... 1-5
Crowd Types ............................................................................................................ 1-6
Crowd Tactics .......................................................................................................... 1-7
Tactics Used to Defeat Authorities .......................................................................... 1-9
Weapons .................................................................................................................. 1-9
Chapter 2 CONTROL FORCE OPERATIONS ......................................................................... 2-1

Civil Disturbance Planning Considerations .............................................................. 2-1
Legal Considerations ............................................................................................... 2-9
Multinational Operations ........................................................................................ 2-12
Scalable Effects ..................................................................................................... 2-12
Chapter 3 APPREHENSION, SEARCH, AND DETENTION.................................................... 3-1

Legal Considerations ............................................................................................... 3-1
Types of Subjects..................................................................................................... 3-2
Apprehension ........................................................................................................... 3-3
Chapter 4 RIOT SHIELD AND RIOT BATON TECHNIQUES.................................................. 4-1

Overview .................................................................................................................. 4-1
Riot Shield................................................................................................................ 4-1
______________________
Distribution Restriction: Approved for public release; distribution is unlimited.
*This publication supersedes FM 19-15, 25 November 1985.
i
Contents
Page
Riot Baton ................................................................................................................ 4-3

Working as a Team ............................................................................................... 4-21
Nonlethal Munitions ............................................................................................... 4-22
Chapter 5 NONLETHAL CAPABILITIES SET AND EMPLOYMENT CONSIDERATIONS.... 5-1

Personnel Protectors ............................................................................................... 5-1
Personnel Effectors ................................................................................................. 5-4
Mission Enhancers ................................................................................................ 5-12
Core Capabilities .................................................................................................. 5-20
Additional Capabilities .......................................................................................... 5-22
Employment Considerations.................................................................................. 5-22
Nonlethal Weapons Capabilities in Formations ..................................................... 5-22
Chapter 6 CIVIL DISTURBANCE FORMATIONS ................................................................... 6-1

Overview.................................................................................................................. 6-1
Actions Before Movement ....................................................................................... 6-2
Rally Point Actions................................................................................................... 6-3
Control Force Formations ....................................................................................... 6-3
Extraction Team Operations .................................................................................. 6-10
Lethal Overwatch Teams ...................................................................................... 6-11
Reserve Forces ..................................................................................................... 6-12
Squad Formations ................................................................................................. 6-13
Chapter 7 CIVIL DISTURBANCE OPERATIONS IN CONFINEMENT FACILITIES ............... 7-1

Crowd Dynamics Within the Confinement Facility .................................................. 7-1
Use of Chemical Irritants ........................................................................................ 7-3
Record of Events ..................................................................................................... 7-7
Training.................................................................................................................... 7-7
Equipment ............................................................................................................... 7-8
Riot Control Formations........................................................................................... 7-9
Apprehension Teams .............................................................................................. 7-9
Forced Cell Move Teams ...................................................................................... 7-12
Chapter 8 CIVIL DISTURBANCE TRAINING .......................................................................... 8-1

Unit Training Strategy Development........................................................................ 8-1
Training Plan Development ..................................................................................... 8-1
Range Setup............................................................................................................ 8-2
Appendix A METRIC CONVERSION CHART ............................................................................ A-1
Appendix B OPERATIONS AND LEGAL CONSIDERATIONS IN THE CONTINENTAL UNITED

STATES .................................................................................................................. B-1
Federal Intervention and Aid ................................................................................... B-1
Roles and Responsibilities of Various Agencies...................................................... B-2
State and Local Government Responsibilities ......................................................... B-3
ii FM 3-19.15 18 April 2005

Contents
Page
Legal Considerations and Constraints .................................................................... B-5

Support to Civil Law Enforcement .......................................................................... B-9
Lead Agency Concept and Role of Military .......................................................... B-12
Appendix C URBAN TERRAIN ANALYSIS ............................................................................... C-1

Significant Factors................................................................................................... C-1
Urban Terrain Types ............................................................................................... C-2
Urban Form and Function ....................................................................................... C-5
Urban Society.......................................................................................................... C-6
Urban Infrastructure ............................................................................................... C-6
Appendix D PRACTICAL APPLICATION .................................................................................. D-1

Overview ................................................................................................................. D-1
Procedures.............................................................................................................. D-1
GLOSSARY ................................................................................................ Glossary-1
BIBLIOGRAPHY.................................................................................... Bibliography-1
INDEX ............................................................................................................... Index-1
18 April 2005 FM 3-19.15 iii

Preface
Field Manual (FM) 3-19.15 addresses continental United States (CONUS) and outside
continental United States (OCONUS) civil disturbance operations. Today, United States (US)
forces are deployed on peacekeeping, peace enforcement, and humanitarian assistance operations
worldwide. During these operations, US forces are often faced with unruly and violent crowds
intent on disrupting peace and the ability of US forces to maintain peace. Worldwide instability
coupled with increasing US military participation in peacekeeping and related operations
requires that US forces have access to the most current doctrine and tactics, techniques, and
procedures (TTP) necessary to quell riots and restore public order.
In addition to covering civil unrest doctrine for OCONUS operations, FM 3-19.15 addresses
domestic unrest and the military role in providing assistance to civil authorities requesting it for
civil disturbance operations. It provides the commander and his staff guidance for preparing and
planning for such operations. The principles of civil disturbance operations, planning and training
for such operations, and the TTP employed to control civil disturbances and neutralize special
threats are discussed in this manual. It also addresses special planning and preparation that are
needed to quell riots in confinement facilities are also discussed.
In the past, commanders were limited to the type of force they could apply to quell a riot. Riot
batons, riot control agents, or lethal force were often used. Today, there is a wide array of
nonlethal weapons (NLW) available to the commander that extends his use of force along the
force continuum. This manual addresses the use of nonlethal (NL) and lethal forces when quelling
a riot.
Appendix A complies with current Army directives, which state that the metric system will be
incorporated into all new publications.
The proponent for this publication is HQ, TRADOC. Send comments and recommendations on
Department of the Army (DA) Form 2028 (Recommended Changes to Publications and Blank
Forms) directly to Commandant, US Army Military Police School (USAMPS), ATTN: ATSJ-DD,
401 MANSCEN Loop, Fort Leonard Wood, MO 65473-8929.
Unless this publication states otherwise, masculine nouns or pronouns do not refer exclusively to
men.
iv FM 3-19.15 18 April 2005

Chapter 1
Operational Threats of the Civil Disturbance Environment

As the Cold War ended with the fall of the Berlin Wall and the collapse of
Soviet communism in 1989, the Army was no longer concerned with
containing the aggressive Soviet Union. The US Army began to transform
because the battlefield on which it would fight had changed. Operations
Just Cause, Joint Endeavor, Desert Shield, and Desert Storm have all
been recognized as containing nontraditional battlefields. Following these
operations, the Army was called upon to conduct peacekeeping, peace
enforcement, and humanitarian assistance operations. These operations
required US forces to protect refugees and humanitarian workers and
keep hostile factions separate to enforce peace.
GENERAL CAUSES FOR CIVIL UNREST

1-1. In these modern times, demonstrations, civil unrest, public disorder, and
riots happen for a number of reasons. Some of these reasons are economic
hardships, social injustices, ethnic differences (leading to oppression),
objections to world organizations or certain governments, political grievances,
and terrorist acts. An event can be triggered by a single cause or a
combination of causes. For example, operations in the Balkans involving civil
unrest and riots were the result of ethnic hatred, a lack of civil authority, food
shortages, a revolution, and religious-based fighting factions.
1-2. Demonstrations may range from simple, nonviolent protests that address
specific issues, to events that turn into full-scale riots. Gatherings in protest
are recognized rights of any person or group, regardless of where US forces
may be operating. Th is fundamental ri gh t is protected under th e
Constitution of the US. During peacekeeping or peace enforcement
operations, US forces should never violate basic civil or human rights. Most
protesters are law-abiding citizens who intend that their protests be
nonviolent, but some protest planners insist that the event involve some kind
of violence. Often, in the media, protesters can gain sympathy for their cause
by prompting authorities to take physical action against them. Violence is
often the result of demonstrators beginning to conduct unlawful or criminal
acts and authorities (who are responsible for the safety and welfare of all)
enforcing the laws of the municipality, state, or nation. The depth of violence
is determined by the willingness of demonstrators to display and voice their
opinions in support of their cause.
1-3. Commanders must be aware of the possibility that some individuals or
groups within an organized demonstration may have the intent to cause
disruption, incite violence, destroy property, and provoke the authorities. The
tactical situation and actions of the crowd should dictate control and
enforcement options. Agitators and criminal infiltrators within the crowd can
18 April 2005 FM 3-19.15 1-1

lead to the eruption of violence. Inciting a crowd to violence or a greater

intensity of violence through the use of brutish enforcement tactics should be
avoided. Publicity can be detrimental to authorities and beneficial to crowds
because it can further their causes.
1-4. Community unrest results in urban conflicts that arise from highly
emotional social and economic issues. Economically deprived inner city
residents may feel that they are treated unjustly or ignored by people in power
and authority. Tensions can build quickly in a community over a variety of
issues, such as hunger, poor employment opportunities, inadequate
community services, poor housing, and labor issues. Tension in these areas
creates the potential for violence. When tensions are high, it takes a small
(seemingly minor) incident, rumor, or act of injustice to ignite groups within a
crowd to riot and act violently. This is particularly true if community relations
with authorities are part of the problem.
1-5. Significant ethnic differences in a community 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 and/
or riots. As emotions run high, violence becomes likely.
1-6. Terrorist 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.
CROWD DEVELOPMENT
1-7. Crowds are a gathering of a multitude of individuals and small groups
that have temporarily assembled in the same place. These small groups are
usually comprised of friends, family members, or acquaintances that
represent a group belief or cause. Individuals assume a sense of anonymity
they are viewed as just another face in the crowd. 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 assembled and how they are interacting during
the gathering process.
GATHERINGS
1-8. 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. Creating a gathering from a crowd is a
process with a beginning, middle, and end. As shown in Figure 1-1 a crowd
has an assembly process that leads to the gathering of the crowd, which is
always followed by a dispersal process.
1-9. 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 on. Some groups are so well organized
that they can prestage leaders to infiltrate a gathering. This creates unity,
1-2 FM 3-19.15 18 April 2005

even inciting newcomers to join their cause. The first phase of the gathering is
the assembly process. It can occur in one of two waysimpromptu or
organized.
assembly
process dispersal
gathering process
Figure 1-1. Crowd Building
IMPROMPTU GATHERINGS
1-10. Impromptu gatherings usually develop informally and are mostly done
by word of mouth (one person to another or one group to another).
Participants spread intelligence 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
facility.
ORGANIZED GATHERINGS
1-11. Like an impromptu gathering, an organized gathering can also involve
individuals and groups passing on information to one another. Passing
intelligence of police activity and occurrences and on when and where events
will take place helps organizers to prestage participants. Rarely is one
represented group responsible for pulling together a gathering. Organized
gatherings rely heavily on established groups that attract people to gather.
Recent examples of these well-organized groups are anarchists, anti-
globalization groups, and anti-free-enterprise groups. Groups representing
extreme religious faiths and ethnic organizations have been common too.
Some gatherings involve groups from rival, or even warring, factions.
1-12. Organized gathering processes rely more on centralized planning and
organization. One or more of the groups offer organizers lists of individual
names and groups, which they contact as potential participants. Modern
technologies are available to these organizers through telephone banks,
mailing lists, or e-mail addresses. In preparation for a long-term event, some
18 April 2005 FM 3-19.15 1-3

group organizers have the means to pr ovide logistical support of

transportation, food, and water to participants.
During the preelection period, Bosnian-Serbs (in a bid not to lose any of the
territory they had won during the war) began to organize this fiercely contested
city. Serbian mobs attacked US forces with bricks, rocks, metal bars, and
firebombs. Organization for this altercation started days before, as many
witnessed the prestaging of the items to be used in the attack. Wheelbarrows,
55-gallon metal drums, and other large containers were filled with the ammunition
that would later be used to attack peacekeepers.
Brcko, Bosnia
September 1996
CROWD BUILDING
1-13. The second phase of the gathering process is the building of the crowd.
Old concepts of crowds based on stereotypes are no longer true. Studies show
that
z Crowds are made of many entities, and all participants are not the
same.
z 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.
z Groups and individuals in the crowd are not unanimous in their
motivation.
z Groups and individuals in the crowd are usually not anonymous to
each other, especially different groups gathered at the same place.
z Individuals within a crowd are not given to unique emotional displays;
although known within a group, most individuals would not want to
draw attention to themselves.
z Groups within a crowd will often act in unison in an attempt to
achieve their agendas.
z Crowds are generally not unique or distinguished by violence or
unlawful conduct.
DISPERSAL PROCESS OF A GATHERING

1-14. The last and final phase of any gathering of a crowd is the dispersal
process. It involves the movement of people from the common location where
they assembled to one or more alternate locations. The dispersal process ends
the gathering of a crowd or at least begins its decline. The dispersal can occur
on a routine, emergency, or coerced basis.
ROUTINE DISPERSAL
1-15. The routine dispersal may be specified in advance. It can also be
included in the assembly instructions given by the organizers of an event.
1-4 FM 3-19.15 18 April 2005

EMERGENCY DISPERSAL
1-16. An emergency dispersal occurs when people evacuate an area in result
of an unexpected crisis, such as a fire, explosion, bomb threat, or terrorist act.
Individuals in such an emergency quickly recover from the initial shock. They
keep their wits about them and improvise ways of extricating themselves and
their companions from the dangerous situation. However, tragedies have
occurred in some emergency dispersal situations. Therefore, it is important
that forces on the scene are careful not to misinterpret what is occurring.
COERCION DISPERSAL
1-17. Coercion dispersal is caused by the use of force at some level. This is not
necessarily the best way to force the dispersal of 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 and/or protest leaders are available and willing to participate.
CROWD DYNAMICS
1-18. Understanding crowds and how individuals and groups form crowds
through the gathering process is important because these issues apply to the
dynamics of a crowd. Under most circumstances, gathered crowds are orderly
and present little or no problems for authorities. Crowds consist of people
who, although very motivated and passionate, are also subject to their own
need for creature comforts. Rainy, cold, and nasty weather has a way of
disheartening all but the few highly motivated and disciplined individuals. If
problems exist, they usually fall into the following three categories:
z Public disorder. Public disorder is a basic breach of civic order.
Individuals or small groups assembling have a tendency to disrupt the
normal flow of things around them.
z Public disturbance. Public disturbance is designed to cause turmoil
on top of the disruption. Individuals and groups assembling into a
crowd begin chanting, yelling, singing, and voicing individual or
collective opinions.
z Riot. A riot is a disturbance that turns violent. Assembled crowds
become a mob that violently expresses itself by destroying property,
assaulting others, and creating an extremely volatile environment.
1-19. Being part of a crowd of people has certain effects on different people.
Each individual in a crowd is susceptible to behaving in a way that is contrary
to their normal behavior. Some reasons for these behaviors are as follows:
z Crowds provide individuals with a sense of anonymity. With so many
others, an individual realizes that he is just another face in the crowd,
giving a sense of invulnerability.
z Crowd and individual behaviors are impersonal by nature. The
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 the way.
18 April 2005 FM 3-19.15 1-5

z 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 discourage individual behavior,
and the urge to imitate others 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 behavior of a crowd.
z Crowd behavior influences the actions of both the disorderly
individuals of the crowd and the authorities tasked to control them.
1-20. Individuals within a crowd are at times driven by deep-felt emotions.
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 en masse under these conditions,
increasing the potential for violence and panic to erupt.
1-21. Panic can erupt quickly, especially when crowds turn into mobs.
Individuals within the mob can easily sense that their safety and well-being
are at risk, putting them in a fight-or-flight mentality. Adding to the panic
and confusion is the use of riot control agents (RCAs) by authorities in an
attempt to gain control. Individuals in a mob, during the heat of
confrontation, may attempt to leave and find that there are no escape routes
and that roads are blocked. This can often lead to violent, physical attacks.
CROWD TYPES
1-22. Gaining an understanding of crowds and the dynamics that cause
individuals or groups to join together in a crowd should be every leaders
responsibility. Active, expressive, acquisitive, and hostile are not acceptable
terms used to describe a crowd. They are the motives inferred from the actions
the crowd takes. No gathering of a crowd is persistently or exclusively active,
expressive, acquisitive, or hostile. For the sake of description, crowds can be
identified as casual, sighting, agitated, or mob-like.
CASUAL CROWDS
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 CROWDS
1-24. Sighting crowds are similar to casual crowds with one additional
elementan event. People migrate as a crowd to sporting events, are
attracted to fires and accidents, and attend music concerts. Individuals or
small groups gather at these events for the same purpose. It is the event and/
or ones curiosity that compels a crowd to come together.
1-6 FM 3-19.15 18 April 2005

AGITATED CROWDS
1-25. Agitated crowds add responses that are based on the elements (people,
space, and event). Individuals with strong emotional feelings within a crowd
can quickly spread and infect the rest of the crowd. As more people within the
crowd become emotionally involved, a sense of unity can develop, causing
changes in the overall demeanor of the crowd. Yelling, screaming, crying, and
profane name-calling are all associated with an agitated crowd.
MOB-LIKE CROWDS
1-26. Mobs have all the elements found in the first three types of crowds, with
the addition of aggressive, physical, and sometimes violent actions. Under
these conditions, individuals within a crowd will often say and do things they
usually would not. Extreme acts of violence and property damage are often a
part of mob activities. Mobs consist of (or involve) the elements of people and
groups being mixed together and becoming fluid.
CROWD TACTICS
1-27. During a public disorder or disturbance, individuals and small groups
within a crowd use any number of tactics to resist authority and disrupt and
add turmoil in order to achieve their goals. These tactics can be unplanned or
planned and violent or nonviolent. The more organized and purposeful a
crowd becomes, the more likely a tactic will be used.
NONVIOLENT BEHAVIOR
1-28. As explained earlier in this chapter, most gatherings of individuals and
small groups into a crowd do not involves violent behavior. A public disorder
or disturbance usually involves some harmless name-calling, demonstrations
to express views, corporate yelling and chanting, and even singing and
dancing. In some instances, there may be property damage and the erection of
makeshift barricades. All four types of crowds can be nonviolent, but mobs
and agitated crowds have the greatest tendency to turn violent. 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 BEHAVIOR
1-29. A crowd that becomes a mob can be very violent and destructive.
Although some nonviolent activities occur, violent crowds strike out physically
at bystanders or others in the crowd, destroying both private and government
property, setting fires, and employing bombs (in extreme cases). The only
limitations for violent crowds are their own imaginations, the training of their
leaders, and the materials readily available.
1-30. Violent crowds may erect barricades and physical barriers to impede the
movement of authorities and prevent them from entering certain areas and/or
buildings and to hide their activities. Common materials used for barricades
18 April 2005 FM 3-19.15 1-7

include vehicles, felled trees, furniture, felled light poles, fencing materials, or
anything else on hand and readily available.
1-31. Setting fires and preventing firefighters access to the structure by
blocking it is another violent crowd tactic. Often, fires are set to create
confusion in authorities or as a diversion to another activity.
RIOTS
1-32. A riot is one or more groups or individuals who are part of a larger
crowd that involves threats of violence against persons or property. In some
cases, a crowd will continue to gather until it evolves into a riot.
1-33. Riots vary considerably in both targets and players. A communal riot,
for instance, deals with deep-seated ethnic, religious, and language
differences. Commodity riots involve an attack on property by acts of
vandalism, looting, and arson. Protest riots, such as the riot around the World
Trade Organization (WTO) Assembly in Seattle, Washington (30 November
1999), illustrated individuals and groups aggressively and sometimes
violently acting out or voicing 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 riots occur across the US
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 riots
that took place in Chicago in 1992 as a result of the Chicago Bulls winning the
National Basketball Association (NBA) Championship.
1-34. Commanders and leaders must be aware that highly organized groups
of protesters and/or demonstrators have developed tactics to disrupt the
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 tactics with the general public and various protest
groups. Although these tactics are somewhat outdated, commanders and
leaders must be aware of them and their potential consequences. Many of
these groups, such as anarchists, often mock the tactics employed against
large crowds; for example, they may identify the police as Darth Vader Cops
when the control force response is in full riot control gear. 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, which is usually the
lethal zone of his NL munitions. Establishing predetermined rally points for
the control force is critical in the event that this type of tactic is used by the
crowd.
1-8 FM 3-19.15 18 April 2005

TACTICS USED TO DEFEAT AUTHORITIES

1-35. Organized mobs will try to defeat the control force by employing several
different types of tactics. These tactics include the following:
z Constructing barricades.
z Using Molotov cocktails, smoke grenades, rocks, and slingshots.
z Feinting and flanking actions.
BARRICADES
1-36. By constructing barricades, the rioters are trying to protect themselves
from assault by the control force. If the control force does advance toward the
barricade, rioters hope that the barricade will split the control force and leave
it vulnerable to actions by the mob.
MOLOTOV COCKTAILS, SMOKE GRENADES, ROCKS, AND SLINGSHOTS

1-37. 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 a barrage of projectiles ranging from small rocks to marbles.
They may also use smoke grenades (homemade or store-bought) to mask their
movements. Finally, Molotov cocktails are used against personnel, employed
vehicles, and portions of the control force. The mob will attempt to gain a
position above an armored vehicle to enable them to drop a Molotov cocktail
into an open hatch.
FEINTING AND FLANKING ACTIONS

1-38. 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.
WEAPONS
1-39. Mobs will often use various types of weapons against authorities to
achieve their agendas and goals. It is extremely important that leaders train
soldiers to recognize possible threats of the various weapons used by crowds or
mobs, enabling the soldiers to react with the appropriate minimum force.
VERBAL ABUSE
1-40. 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.
18 April 2005 FM 3-19.15 1-9

PERCEIVED INNOCENT PEOPLE OR THE WEAK

1-41. Women, children, and the elderly have often been used as pawns in civil
disturbance operations. 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 weaker, women,
children, and the elderly can be just as committed to the insurgency as those
behind them.
BARRICADES
1-42. Barricades are made of anything large or heavy enough to impede or
prevent the movement of authorities. Trees, vehicles, fires, and furniture are
all examples of items used to erect a barricade.
THROWN OBJECTS
1-43. In many cases, a crowd will throw anything in their reach that can be
picked or picked up. Rotten fruit and/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 sticks of dynamite or grenades.
VEHICLES AND OTHER OBJECTS

1-44. Vehicles and other objects can be placed on higher ground (atop a hill or
in a building) to disrupt civil disturbance operations. 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
or toward a formation of soldiers.
FIRE
1-45. 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. Other tactics used, particularly in the Balkans, were to flood the
lower floors or basements of structures with flammable liquids or gas and
then ignite it in an opportune moment.
FIREARMS
1-46. Sniping or massing fire from within the crowd, in buildings, or other
covered positions can (at times) be effective tools for terrorists using a crowd
to cover their acts. Firearms are anything that fires a projectile toward a
target of opportunity.
1-10 FM 3-19.15 18 April 2005

EXPLOSIVES
1-47. A bombers imagination is the only limiting factor in the use of
explosives. Explosives can be used as simple diversions to block the advances
of formations or provide an escape for rioters. The worst use of explosives is to
purposely kill, injure, or demoralize authorities that are protecting and
assuring the safety of everyone.
18 April 2005 FM 3-19.15 1-11

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Chapter 2
Control Force Operations

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 course
of action (COA) is. A commanders need for current, valid information
cannot be overemphasized. The commander must learn as much as he can
about the participants (their motivations, strategies, tactics, targets, and
dedication). The more knowledge a commander has about the participants,
the better equipped he is to counter their actions. He needs sound
information to decide how to best use his available resources.
CIVIL DISTURBANCE PLANNING CONSIDERATIONS

2-1. 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. In planning for crowd control or civil
disturbance operations, planners must decide what data is needed to develop
threat assessments. This decision is based on a multitude of information
sources.
STANDARDIZED POSTURES IN COMPANY TACTICAL STANDING OPERATING

PROCEDURES
2-2. Within squads, platoons, and companies, equipment may be increased or
decreased, as needed. Some examples are as follows:
z Choose the M9 pistol for extraction and apprehension teams. The use
of a long weapon (for example, an M16 with an M203, an M4 with an
M203, or a 12-gauge shotgun) with NL munitions capability is also
recommended, especially for overwatch personnel.
z Add nonstandard weapons such as shotguns for greater NL
capabilities.
NOTE: The shotgun is used to protect the M203 gunner as he reloads.
z Add NL munitions to existing organic weapons systems, such as the
M203.
z Arm soldiers in the front line of the formation with their standard
weapon. If the weapon is a long weapon, it should be carried across the
back from left to right or vice versa, with the butt up and muzzle
down. Ensure that the weapon is cleared and that the magazine is in
the appropriate ammunition pouch.
18 April 2005 FM 3-19.15 2-1

z Balance the mix of weapons and munitions according to the mission,

enemy, terrain, troops, time available, and civilian considerations
(METT-TC).
z Establish command relations and determine who has or gives the
authority to fire NL munitions.
z Maximize the distance and barriers between the crowd and control
formations. Use NL munitions to create a standoff distance.
z Maintain a lethal overwatch of the control force at all times.
z Maintain a reserve force at all times to reinforce the control force, as
needed.
z Create NLW range cards for static positions.
z Consider environmental conditions and their effect on the
performance of NL munitions. Proper storage, periodic inspections,
and the rotation of NL munitions are critical to maintaining the
effectiveness and viability of NL munitions.
WEAPON AND AMMUNITION CONFIGURATIONS

2-3. Individuals designated as NL shooters must have the means to transition
to lethal rounds, if required. Lethal rounds are carried separately from NL
rounds so that the shooter will not confuse them in the heat of confrontation.
However, in the heat of confrontation where a lethal option is necessary, NL
rounds can be used lethally by adjusting the point of aim to a vulnerable part
of the body and closing in on the distance to the target.
2-4. Squad leaders should designate NL shooters within their squad. Ideally,
the squad should not change its organization to accommodate NLW.
2-5. Commanders should not dispatch NL patrols. They should plan a combat
or security patrol with NL capabilities. Soldiers are never sent in harms way
without lethal protection. NLW are only considered additional tools for the
mission and not a mission in itself. There is no such thing as a NL mission.
2-6. Soldiers manning a static position should have NL capabilities depending
on METT-TC. Shotguns and the M203 work well at static positions.
2-7. Recovery, apprehension, and/or extraction teams should be established
before deployment. Team members should be equipped with personal
protective equipment (PPE), an M9, NL munitions and weapons, and Flex-
Cufs. They should have some training in open-hand control, pain
compliance, and handcuffs and/or Flex-Cufs.
2-8. Crowd control formations (see Chapter 6) should be well trained and well
rehearsed. Rapid, coordinated movements of a well-trained and well-
rehearsed control force can often be a strong enough deterrent. A lethal
overwatch marksman always covers the control force.
2-9. During a NL engagement, the use of designated marksmen (DM)
provides confidence and safety to those facing a riot. The DM in an overwatch
position scans the crowd to identify threats and designate personnel for
recovery and lethal rounds firing (if a lethal threat is presented). They are
ideally suited for flank security and countersniper operations.
2-2 FM 3-19.15 18 April 2005

NONLEHTAL PLANNING
2-10. 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. NL 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.
2-11. When a commander commits his soldiers and equipment to a crowd
control situation, he commits his forces with the additional tools of NL
capabilities. This is an addition to the force continuum that the force
commander now has available to him. Commanders that properly employ NL
munitions and weapons have a tactical advantage over those who rely
completely on lethal means.
2-12. When developing a tactical standing operating procedure (TSOP) (see
Chapter 6), units should consider the following:
z Crowd control formations.
z Extraction teams.
z Apprehension teams.
z Lethal overwatch marksmen and/or observer teams.
z Reserve and/or security forces.
MILITARY WORKING DOG TEAMS

2-13. Military working dog (MWD) teams may be employed with a control
force formation as a method of increasing crowd apprehension about
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 and
the M33A1 squad RCA disperser. 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 have been captured by the
recovery and apprehension teams.
CAUTION
Do not unleash an MWD on a crowd.
COMBAT CAMERAMEN
2-14. Video and still cameramen should make a photographic record of the
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 law, destroy property, or cause physical harm. Electronically
recording events aids in the prosecution of such cases and eliminates the
sense of anonymity that people in large crowds often feel.
18 April 2005 FM 3-19.15 2-3

INFORMATION OPERATIONS
2-15. Information superiority 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.
Public affairs, psychological operations (PSYOP), and civil military operations
are activities that will allow the commander to control situations earlier and
with less force.
2-16. Information is available from a multitude of sources. A diversity of
sources is the best approach because it prevents biased perspectives. Primary
sources are as follows:
z Open sources.
Libraries.
Newspapers and news periodicals.
Radio and television.
Internet.
z Law enforcement sources.
Local law enforcement agencies.
National law enforcement agencies.
z Military sources.
Department of Defense (DOD) intelligence community (most
restrictive source).
Local military intelligence (MI) field offices.
2-17. Police intelligence operations (PIO) is one of the five military police
functions. This function is a process of actively and passively collecting
information that is of a police, criminal, or combat nature. As military police
perform the other four functions of maneuver and mobility support (MS), area
security (AS), law and order (L&O), and internment and resettlement (I/R),
they are gathering information that supports, enhances, and contributes to
the commanders protection program, situational awareness, and battlefield
visualization by portraying relevant threat information that may affect
operational and tactical environments.
2-18. IPB is a continuous process for analyzing the threat and the
environment of a specific geographic area. During the IPB process, the
Intelligence Officer (US Army) (S2) or Assistant Chief of Staff, G2
(Intelligence) (G2) uses all available databases, intelligence sources and
products, and related MI discipline to analyze the threat and the
environment. The PIO function supports this process by providing the S2 with
collected police, criminal, and combat information that can directly and
significantly contribute to the success of the MI effort. In addition to combat
information, the PIO function provides additional information on possible
criminal threats and COAs. This is intended to support the S2 IPB process
and can be used by the commander to upgrade force protection. (See
FM 19-10.)
2-4 FM 3-19.15 18 April 2005

THREAT ANALYSIS
2-19. Crowd control requires its own thought process. Emphasis should be on
prevention rather than confrontation. In combat, military forces are taught to
fight and eliminate threats. In crowd control, military forces must deal with
noncombatants that have internationally recognized rights. These rights must
be respected while maintaining public order. This is an issue that law
enforcement agencies (LEAs) have been struggling with for years.
2-20. Dealing with crowd control incidents is a matter of using some basic
guidelines. It also includes asking the right questions in a logical manner so
that key issues are not omitted. The commander must use these guidelines in
context with METT-TC and the location of the incident (CONUS or
OCONUS).
PREINCIDENT PLANNING
2-21. This phase of planning begins before the incident and 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, use of force (CONUS), and/or rules of
engagement (OCONUS). The most difficult and productive decisions are those
made in the preincident planning process.
Avoid Confrontation
2-22. Crowd situations are highly unpredictable, but one thing seems
certainconfrontation will likely cause crowd resistance. When pushed,
people tend to resist opposition to the realization of their purposes.
Focus on Prevention
2-23. Planning should key in on the prevention of unfavorable outcomes.
Experience has shown some LEAs attempting to help crowds accomplish their
goals within the law that have been beneficial and even led to conceding some
violations for the purpose of avoiding confrontation. However, LEAs maintain
a law enforcement presence, which signifies social restraint. LEAs also decide
when and where they will not compromise and the amount of force to use.
Define Goals
2-24. When defining a goal, deciding what must be accomplished is the first
step. 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.
BACKGROUND INFORMATION AND INTELLIGENCE

2-25. Seek to know as much as possible about social protest groups (within
the limits of the law, see Appendix B) before an incident. This will provide
insight into the organization and its functions and provide a warning as to
what to expect. When you know as much about these organizations as
possible, then it is possible to anticipate their next move. See Appendix C.
18 April 2005 FM 3-19.15 2-5

2-26. Continually assess what is to be accomplished against what others are

trying to accomplish. Some groups may not have goals that conflict with those
of US forces, but their actions may. Other groups may have goals and
activities that do conflict. In either case, the assessment of group goals
compared to the goals of US forces helps to understand and avoid potential
conflicts.
CIVIL DISTURBANCE OPERATIONS PREPARATION

2-27. Counterdemonstration workgroups are a mixture of traditional and
nontraditional staff proponents brought together to coordinate the resources
to be employed by task force (TF) units before a potential civil disturbance.
Meetings of the counterdemonstration workgroup are held on a regular basis
(generally weekly) and are chaired by the Assistant Chief of Staff G3
(Operations and Plans) (G3). The following staff proponents may be involved,
and others may be involved as needed:
z Public affairs office (PAO).
z Joint military commission (JMC), if organized.
z Provost marshal office (PMO).
z PSYOP.
z G2, Assistant Chief of Staff G5 (Civil Affairs) (G5), Assistant Chief of
Staff G6 (Signal) (G6).
z Civil affairs (CA).
z Army airspace command and control (A2C2).
z Chaplain.
z Engineer.
z Surgeon.
z Fire support element (FSE).
RELATIONSHIPS DEVELOPMENT
2-28. Working relationships between commanders and protest group leaders
are increasingly seen as the best means for preventing bad outcomes in crowd
situations. This is called the negotiated management model of crowd control.
LEAs in large metropolitan cities in the US and Europe practice it.
2-29. Open dialog helps develop working relationships between commanders
and protest group 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.
2-30. Commanders may not be able to talk to all leaders before a crowd
assembles. Some groups do 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 you
who the other leaders are and provide critical information. Negotiations may
also encourage more moderate leaders to do things that will support the
commander.
2-6 FM 3-19.15 18 April 2005

2-31. 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.
2-32. Communication also means persuasion. Commanders should make a
concerted effort to win over demonstration leaders. Commanders may tell
group leaders that they want to help them complete their mission in a safe
manner. They should encourage demonstrators to protest in an acceptable
way and, if possible, offer favors to get them to do just that.
NOTE: Commanders must only offer what they are willing and able to
deliver.
2-33. Several rules apply in negotiations, and credibility is key. 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.
2-34. 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 US forces. Protest organizers are
likely to buy into a cooperative effort and agree to ground rules set during
preprotest negotiations. Many protest leaders seek to stay on the right side of
the law.
ACCEPTABILITY
2-35. Deployed US forces will find themselves engaged in crowd control
operations under difficult circumstances. The host nation (HN) may have
groups that do not accept the presence of US forces, which will make imposing
order and the protection of citizens difficult at best. US forces will be under
intense media and political scrutiny (an environment much like what LEAs
operate in on a day-to-day basis).
2-36. Winning in this environment is not like winning in combat. US forces
may appear to be invincible and formidable, but they risk being portrayed as
oppressors. Thus, US forces can lose by appearing to win. Groups that
perceive themselves as oppressed will readily seek victimhood in an effort to
gain the support of public opinion. Winning in this environment is about
seizing and holding the moral high ground. US forces must maintain the
authority and legitimacy of what they are doing.
2-37. Projecting a favorable image will require outreach to local leaders and
citizens. It will also require developing a relationship with the media. For
example, the Los Angeles Sheriffs 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 commanders side of an event.
2-38. In this environment, commanders must consider how actions will play
among several audienceslocal, allied, US, and international. The media
effect is inescapable. In some cases, it will be difficult to accommodate all of
18 April 2005 FM 3-19.15 2-7

these audiences. However, the most important audience will be the US public,
which is key to the continued support of US forces.
CROWD ASSESSMENT QUESTIONS

2-39. Assessing crowds requires its own set of questions. These questions
should be answered before a crowd assembles or as quickly as possible if a
gathering occurs without notification. In some cases, all the questions may not
be answered. These questions represent a logical way to think about crowds.
The questions are as follows:
z Who are they? What is the overarching identity of the crowd?
Are they strikers, ethnic factions, or social protesters? Do they
identify themselves as strikers, ethnic groups, religious
factions, or protesters against some perceived social injustice?
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,
and chants and songs.
z 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 WTO. Goals that cannot be accommodated make
confrontation very likely.
z What is the composition of the crowd and are there any known
factions? Seattle demonstrations against the WTO were comprised 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 Labor-Congress of Industrial Organizations (AFL-CIO).
Factions within a crowd represent threats and opportunities.
z 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 for the
following reasons: 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.
z What are their traditional behaviors or cultural repertoires?
What people do during protests is not universal. It varies with the
group and the culture. Social protest organizations and striking
unions will carry placards and banners. Other groups will protest in a
more quiet way, like the 5,000 women in Sarajevo whose standard
Sunday behavior was to sit and block traffic. They were protesting the
loss of male relatives in the Bosnian war. Understanding the goals of
2-8 FM 3-19.15 18 April 2005

the protesters can be helpful in deciding how to respond to their

behaviors.
z When and where will they assemble? Every protest organizer has
a time and place for assembling and perhaps 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.
z 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. In Los Angeles, LEAs
attempt to reroute traffic and 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.
z What are the possible targets of violence? Riots, in particular,
may focus on target facilities. In the 1992 Los Angeles riots, gun stores
were major targets. In developing countries, targets may be more
basic. In Somalia, throngs of people stormed food supply facilities. In
Haiti, riots broke out over trash dumps where US forces had discarded
the remnants of meals, ready to eat (MREs).
z What is the worst-case scenario? The worst-case scenario must be
recognized for the sake of avoidance. This may be when a peaceful
crowd degenerates into a violent riot.
z When and where will they disperse? Crowds have a life cycle that
includes how they disperse (see Chapter 1). Commanders must
consider this. It is essential that there be one or more avenues that
individuals can use to disperse. These dispersal routes should be
clearly marked, visible, and open-ended. There may be a need for US
forces to assist the crowd with dispersal. For example, in Los Angeles
a 70,000-man march went from east to central Los Angeles. Once at
their destination, they engaged in peaceful activities and then
dispersed. The LEAs provided transportation back to the assembly
area (AA); otherwise, the protesters would have returned to the AA in
a disorganized and unsupervised manner.
z Are there plans for subsequent gatherings? A crowd may
disperse for a short time so participants can take care of personal
needs. This could be days or only a few hours.
LEGAL CONSIDERATIONS
2-40. The legal authority in which a peace operation is conducted defines the
parameters of the operation. All commanders, leaders, and soldiers must
know the legal authority that regulates their operations.
18 April 2005 FM 3-19.15 2-9

MANDATES
2-41. There are two types of mandatesUnited Nations (UN) and non-UN.
Mandates are the authority under which an operation is conducted. UN
mandates are created from resolutions by the UN Security Council (UNSC) or
the UN General Assembly (UNGA) that authorize and define an operation.
Non-UN mandates are created from treaties, accords, resolutions, or
agreements evolving from other international or regional organizations.
STATUS OF FORCES AGREEMENT AND STATUS OF MISSION AGREEMENT

2-42. A status of forces agreement (SOFA) and a status of mission agreement
(SOMA) are key documents that define the legal authority and responsibilities
of a force and force personnel participating in an operation. A SOFA or SOMA
may be a treaty or memorandum of understanding. It is an agreement
negotiated between the UN and the host countries, which details the rights,
privileges, immunities, and nature of services to be provided to the force and
its personnel and their responsibilities and obligations.
INTERNATIONAL LAW
2-43. Legally, international law affects most stability operations and support
operations (SOSO). These laws consist mainly of international agreements,
treaties, and customary international law, which include the agreements and
laws known as the law of war. International agreements prescribe the rights,
duties, powers, and privileges of nations relative to particular undertakings.
International agreements will affect US participation in SOSO in the
z Right of US forces to enter a foreign country.
z Status of US forces while in the foreign country.
z Construction and operation of US bases of operations.
z Aircraft overflights and landing rights.
z Processing of claims for any damage to persons and property of the
foreign country.
2-44. These agreements or customary international laws govern all aspects of
operations carried out. In the absence of a viable HN government or proper
international agreement, many aspects of the operations are controlled by
domestic (US) or customary international law.
UNITED STATES LAW

2-45. Operations in peace and conflict must comply with US law, whether as a
statute, executive order, regulation, or other directive from a branch or agency
of the federal government. The Uniform Code of Military Justice (UCMJ)
applies to questions of military justice. Various statutes, Executive Order
12333; Section 3, Code of Federal Regulations (CFR); and DOD and service
regulations govern all intelligence-gathering activities. The staff judge
advocate (SJA) must actively advise and participate in all activities from
initial planning to redeployment.
2-10 FM 3-19.15 18 April 2005

HOST NATION LAW

2-46. If a viable HN government exists, whether at the national or the local
level, all laws of the HN will apply to US forces in that country unless an
international agreement provides otherwise. The types of laws that may
inhibit US operations are in the fields of immigration, labor, currency
exchange, the procurement of goods and services, customs and taxes, and
criminal and civil liabilities. A SOFA usually covers these areas before an
operation begins. Therefore, planners must understand the law to assess it
and determine if it will adversely affect the operation. Assistance may be
available from the local US embassy or the command judge advocate; if not,
the command may have to rely on other sources for guidance. If local law
hinders the operation, the commander must inform the US embassy and
request that it negotiate a solution.
CIVIL AUTHORITIES
2-47. There will be times that US forces will deploy to nations where the
infrastructure of civil authorities has survived the conflict and is functional.
Local authorities and police are responsible for ensuring the safety of their
citizens, including the UN High Commissioner for Refugees (UNHCR). US
forces assist in this by providing general military security and by facilitating
negotiations. In countries where the civil authority infrastructure has
collapsed, the UN mandate may require the coalition of forces to help ensure
the safety of citizens until their own civil authorities can be rebuilt.
RULES OF ENGAGEMENT
2-48. The rules of engagement (ROE) are the commanders rules for the use of
force (RUF). Commanders are responsible for interpreting, drafting,
disseminating, and training on the ROE. Ensure that the SJA assists
throughout the ROE development process. This will ensure that the ROE will
not improperly constrain actions, but are still consistent with domestic and
international law and policies and orders of the chain of command.
2-49. 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. When the use
of NLW has been authorized in the ROE, the decision to use NLW should be
delegated to the lowest possible level, preferably the platoon or squad level.
This requires that all personnel, not just leaders, have a clear understanding
of the ROE and the commanders intent (see FM 3-22.40).
2-50. In peace operations, the use of force is restrained while the diplomatic
solution is sought through negotiation or mediation. Accordingly, ROE are
more restrictive in peace operations, making them more politically sensitive.
In todays world, peace operations are usually conducted by a coalition of
forces operating under the purview of the UN charter and customary
international law. Therefore, the UN may mandate certain restraints. Using
overwhelming force could compromise diplomatic efforts to reach a peaceful
settlement. Even a single, relatively small engagement could jeopardize the
legitimacy of the peacekeeping force and upset negotiations or mediations.
Commanders must beware that in any confrontation ROE decisions made by
18 April 2005 FM 3-19.15 2-11

soldiers can have strategic political implications on current and future

operations. Therefore, it is vital that leaders and soldiers hold a common
understanding of when, how, and to what degree force is to be used. This
requires training.
MULTINATIONAL OPERATIONS
2-51. Multinational operations include military forces from different nations.
These operations are usually interagency operations. Conducting operations
with foreign military partners, like operations with civilian partners, is
uncommon to many soldiers, so a clear understanding of this different
environment is necessary.
2-52. The majority of US peace operations will be part of a UN peace
operation. Their multinational character merits particular attention because
national interests and organizational influence may compete with doctrine
and efficiency. Commanders can expect contributing nations to adhere to
national policies and priorities, which at times complicate the multinational
effort.
2-53. When working within a multinational force and with allies, do the
following:
z Train coalition partners and allies on tactics and techniques.
z Remember that teamwork and trust are essential.
z Achieve unity of effort.
z Consider equipment and communications capability and interface.
z Strive to eliminate sources of confusion and misunderstanding.
z Remember that military doctrine varies from country to country.
z Remember that national culture influences the way units operate.
z Remember that language barriers represent a significant challenge.
SCALABLE EFFECTS
2-54. Scalable effects concepts are 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. Do
the following to aid in the scalable effects process:
z Try to persuade the crowd to quietly disperse by talking with leaders.
z Use translators as necessary.
z Let the first approach be by local authorities (the mayor or police).
z Pass out handbills requesting that the crowd return home.
z Use video and still cameras to photograph individuals and events for
later use at trials.
z Give warnings before moving to the next level of force.
2-55. Ideally, the force should be positioned out of sight of the crowd. Have
the troops move into position with few shouted commands. For maximum
2-12 FM 3-19.15 18 April 2005

effect on the crowd, have them form their formation decisively and
professionally. Do the following to aid in the formation process:
z Display force in a graduated manner (for example, a UH 60, hardened
vehicles, and soldiers with charged weapons).
z Exploit the psychological effects of show of force.
z Demonstrate force (do not use on unarmed civilians).
z Escalate the PSYOP message.
z Highlight the target pointer.
z Demonstrate sniper precision strike capability.
z Employ riot control measures.
z Use NL munitions.
z Use RCAs (if approved).
z Move through the crowd using riot control formations and movement
techniques.
z Use the graduated response matrix (GRM)
2-56. With the increased participation of US forces in contingency operations
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

2-57. The planning for and development of a GRM begins with the mission
analysis portion of the military decision-making process (MDMP). Some
missions require US forces to enforce treaties or accords to protect the lives of
civilians in uncertain or hostile environments (such as noncombatant
evacuation operations [NEO]) 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 steps:
z Identify the need for a GRM.
z Establish a team to develop the GRM.
z Develop targets.
z Coordinate staff functions.
z War-game.
z Receive command approval.
z Operate deliberately.
Identify the Need for a Graduated Response Matrix

2-58. 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.
18 April 2005 FM 3-19.15 2-13

Determining the appropriate responses is based on the facts, assumptions,

and limitations identified during mission analysis.
2-59. 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 handy reference
during situations that require graduated responses.
Establish a Team to Develop the Graduated Response Matrix

2-60. 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:
z Provost marshal or senior military police advisor.
z FSE.
z Brigade legal officer.
z PSYOP representative.
z Land information warfare or information operations officer.
2-61. Since the GRM is designed to give commanders graduated options for
dealing with both hostile and nonhostile threats to the mission, this team
composition allows for target selection, application of the ROE, and attack
methods using both NL and lethal means.
Develop Targets
2-62. The FSE, in conjunction with the S2 section, develops targets for both
lethal and NL attacks. In the case of stability operations, these targets are
usually not the conventional specific point or piece of equipment on the
ground. They are more situational than specific. The GRM identifies
situations or acts that subordinate elements could face during the mission.
The sample GRM in Figure 2-1 shows three possible situations or acts that on-
scene commanders could expect to encounter. From the targeting standpoint,
these are groups of more specific targets.
2-63. During mission analysis, the fire support officer (FSO) identifies both
lethal and NL assets available to the unit. A tactical PSYOP team (TPT)
attached to the unit is an example of a NL attack asset that should not be
overlooked. The following are examples of what the FSO should look for:
RCAs.
TPTs.
Electronic warfare assets.
CA teams.
Information operations (IO) teams.
Artillery smoke projectiles.
Aircraft (AH-64s, OH-58Ds, and AC-130s).
Mortars.
2-64. The lethal assets described could be used in a NL 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 lethal assets. In
2-14 FM 3-19.15 18 April 2005

Crowd
Nonlethal Response
Action
Command Riot Control Means
Show of Force Demonstration of Force
Presence/PSYOP (if approved)
Unarmed - Ensure that the - Display force along with - Do not demonstrate force - Employ RCAs at the
Civilians on-site commander escalating the dispersal toward unarmed civilians. point of penetration.
of the TPT directs proclamation.
- Use PSYOP to
the broadcast of
- Display force in a exploit the
the dispersal
graduated manner, such psychological effect.
proclamation and/
as a helicopter hovering
or passes - Move through the
over a crowd or soldiers
handbills. crowd using riot
with charged weapons.
control formations and
- Escalate the tone
- Exploit the psychological movement techniques.
of the dispersal
effect of a show of force.
proclamation from
information to a
warning of force.
Armed - Display force along with
Civilians escalating the dispersal
(knives, proclamation.
clubs)
- Highlight the target pointer.
- Demonstrate sniper precision
strike capabilities.
Armed - Do not use RCAs
Crowds/ they may escalate
Military the situation.
(firearms)
e
Hostile intent/hostile act occurs by armed threat.
pl
Crowd
Lethal Response
m
Action
Small Arms
Sniper Response Aerial Fires Indirect Fires
Sa
Direct Fire
Unarmed - Ensure that target - Determine that sniper - Determine that small arms - Determine that air
Civilians leaders or attack is insufficient. direct fire is ineffective. assets are unavailable
troublemakers are - Consider demonstrating - Use the minimum response or ineffective.
targeted. capabilities. necessary. - Use the minimum
- Use the minimum response necessary.
- Exploit the psychological - Use a minimal precision strike
response
effect of a lethal initially; use subsequent fires - Ensure that the
necessary.
response. based on the situation. response is directed
- Exploit the by the on-site
- Escalate gradually, - Exploit the psychological
psychological commander.
starting with a small impact of each strike.
effect of an attack.
caliber, single round and
work up to a large caliber,
automatic.
Armed - CAS/indirect fires must be authorized by the
Civilians MACOM commander.
(knives,
- Consider requesting permission for use when
clubs)
All lesser means have been ineffective.
There are physical eyes on target.
Proximity to civilians has been considered.
Risk to friendly forces/evacuees outweighs the
risk of collateral damage.
Armed
Civilians/
Military
(firearms)
Figure 2-1. Sample GRM Card
18 April 2005 FM 3-19.15 2-15

stability operations, the Army wants to prevent acts of hostility first and then
be prepared, if necessary, to apply lethal force.
2-65. 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, AC-130s, and indirect
fires).
Coordinate Staff Functions

2-66. 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. In the area of psychological operations, the TPT must exploit the
effects of all responses.
2-67. The legal officer evaluates each escalation of force option and graduated
response to ensure that it is consistent with the ROE. The GRM is designed to
recommend applications of force consistent with the ROE, yet not limit the
leader or individual soldiers right of self-defense. A GRM should clearly show
that if a hostile act occurs, lethal options would be first and foremost.
2-68. In the case of lethal responses, the commanders guidance must again
be applied. For example, lethal responses are allowed only in self-defense.
War-Game
2-69. Once the types of escalations for each potential graduated response are
determined and annotated, the GRM must then be war-gamed. The staff must
walk through each act or situation from the on-scene commanders standpoint.
Receive Command Approval

2-70. 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 commanders guidance correctly and met his intent.
Operate Deliberately
2-71. 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 they are
assembling, what incident promoted the activity, and what seems to be the
prevailing attitude of the assembling crowd.
2-72. Civil disturbance operations 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 (TLP) outlined in FM 3-19.4. The eight-step process
of TLP aids 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,
2-16 FM 3-19.15 18 April 2005

leaders must follow these steps to ensure that nothing is left out of the
planning process. As outlined in FM 3-19.4, the following are the eight steps of
TLP:
z Receive and analyze the mission.
z Issue a warning order.
z Make a tentative plan.
z Initiate movement.
z Conduct a reconnaissance.
z Complete the plan.
z Issue the order.
z Supervise, refine, and rehearse.
CONDUCT HASTY OPERATIONS

2-73. Conducting hasty operations seems to be the norm rather than the
exception. Unlike deliberate operations, hasty civil disorder operations are
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.
2-74. 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.
2-75. It is essential that commanders operating in environments where civil
disturbance operations are likely ensure that their soldiers receive training at
all levels. Commanders and subordinate leaders need to instinctively rely on
the same TLP that they would in a deliberate operation. See FM 3-19.4.
CONDUCT TACTICAL OPTIONS

2-76. 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 US forces must separate two belligerent, hostile ethnic groups
or prevent a similar group from entering an area that is off limits to them.
2-77. 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.
Monitoring
2-78. Monitoring an assembled crowd consists of gathering necessary
intelligence and watching them to determine progress and development. It is
this gathered information that helps commanders select the appropriate
18 April 2005 FM 3-19.15 2-17

actions. Gathered information can often be used to help defuse a situation

through persuasion.
2-79. Monitoring 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.
2-80. Commanders may task teams with specific missions to monitor crowd
activity and note any new developments. Monitoring done by these
observation teams gives the commander up-to-the-minute information so he
can gauge crowd activity and intent in relation to the overall situation.
2-81. Observation teams monitor crowd activities to gather information. They
observe and report on crowd size, location, and mood and on the developing
situation. An observation team may consist 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. Sometimes
observers use helicopter-mounted observation devices. This also affords
security for the operational forces. Commanders must know where their
observation teams are located so they are not mistaken for teams of snipers.
2-82. The timely flow of information may allow the commander to influence
the outcome of the situation with simple negotiations. Monitoring 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. Monitoring can serve as an interim
measure until more control forces arrive. It includes establishing
communication with crowd leaders to convey official interest and intent to the
crowd. Monitoring also includes efforts to gain the cooperation of crowd
leaders.
2-83. 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).
2-84. If the commander can gain the cooperation of crowd leaders, it can
decrease the potential for disorder, and 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.
2-85. Taking still pictures or videotaping the faces of individuals within a
crowd may prevent or reduce unlawful and violent acts. This could lessen
their sense of anonymity. If needed, photographs or videotapes can be used as
evidence for prosecution. To be effective, crowd members must see their
2-18 FM 3-19.15 18 April 2005

presence being recorded. The photographer or cameraman should be in

uniform to let the crowd know who he or she is. Recorders must be close
enough to the crowd to be seen easily, but not close enough to be endangered.
Blocking
2-86. It is not uncommon for protests and demonstrations against the US or
its forces to occur outside the main entrances to military installations or US
Embassies. Because of the sensitive nature of equipment and information that
can be found at these locations, blocking unauthorized entry is critical.
2-87. 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.
Barricades of vehicles, concertina wire, and water-filled barrels are used to
block or channel the movement of the crowd.
Dispersing
2-88. Dispersing is taking deliberate actions to fragment an assembled crowd
in order 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 commanders 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 still active
in the area. Proclamations, shows of force, crowd control formations, and
RCAs can disperse crowds.
2-89. 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.
2-90. 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. A crowd on the move should not be hurried to avoid panic. At no
time should the crowd be cornered in a position where there is the perception
of no escape. This invokes the fight-or-flight syndrome, possibly escalating
violent activity.
2-91. Issuing a proclamation (see Figure 2-2, page 2-20) 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 before direct action is taken. Commanders can make
18 April 2005 FM 3-19.15 2-19

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. Such a proclamation may even make direct action
unnecessary.
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 ends at ______. The permit that was agreed to
by the leaders of the demonstration expires at that time. All demonstrators must depart from the
______ by _____. All persons who wish to leave voluntarily may board the buses. These buses
will go to the _____. Those who wish to take buses should move to ______. Those
demonstrators who do not leave voluntarily by ______ will be arrested and taken to a federal
detention center. All demonstrators are urged to abide by the permit.*
Warning of Looting
Return to your homes! Someone may be looting them at this moment! During a disturbance,
e
criminal activity is at its peak. Your family or your property may be in danger.*
pl
II. EMPLOYMENT OF TROOPS

m
Employment
Sa
Attention! Attention! Troops are present in this 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!*
(Repeat until troops are committed.)
When Troops Are Committed
Troops are advancing now. They will not stop until this crowd is dispersed and order is restored.
To avoid injuries, leave the area at once. Return to your homes as peaceful citizens. Troops have
their orders, and they will not stop until the crowd is dispersed. Do not get hurt. Leave this 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
and avoid possible injury to children. Return at once to your homes.*
IV. ADDITIONAL INSTRUCTIONS
*Indicate the method, streets, and direction that the crowd should use when dispersing.
Figure 2-2. Sample Proclamation
2-20 FM 3-19.15 18 April 2005

2-92. 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 he wants. A
proclamation must be specific in its instruction.
2-93. 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 SJA. He must use the simplest
language possible to maximize th e effects of the pro clamation. If
proclamations must be translated to a local language, the translation must be
made with great care.
2-94. The commander at the scene may direct that a proclamation be issued
over public address (PA) 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 a number of forms, depending on the
situation.
2-95. 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.
2-96. When small groups are scattered throughout a large disturbance area, a
show of force can be made by marching troops conducting motor marches,
conducting saturation patrolling, 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. Intelligence can help
best in preparing a show-of-force response.
Containing
2-97. Containment is the process of limiting a crowd to the area 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 the
gathering. Containment is useful when apprehensions become necessary for
preventing those in the crowd from escaping. Crowd control formations,
perimeter patrols, and barriers are effective methods to accomplish
containment. In all instances, caution must be used to avoid the
fight-or-flight syndrome common to people feeling trapped with no escape.
2-98. Armored vehicles, armored security vehicles (ASVs), and up-armored
high-mobility multipurpose wheeled vehicles (HMMWVs) are adaptable to
roadblock operations as they can serve as barriers. They also provide added
protection for the soldiers inside and those outside manning the roadblocks
because they provide an easily accessible barrier for them to crouch behind.
18 April 2005 FM 3-19.15 2-21

2-99. Military vehicles traveling at close intervals in a column formation next

to a crowd are largely a psychological barrier (see Chapter 6). 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. In order to execute safe, quick reversals of direction
for mobile cordons on narrow roads, the soldiers executing this formation
must be highly-trained vehicle operators.
2-100. By-the-number commands issued over vehicle radios are the most
common method for coordinating a cordon movement. Vehicles equipped with
PA systems can also prove effective to issue both commands to troops and
directives to the crowd. The cordon speed is no more than 5 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.
DECIDE TO CONTAIN OR DISPERSE

2-101. Current crowd control doctrine places emphasis on crowd dispersal.
Forced dispersal may result in a crowd breaking up into multiple groups that
scatter over a large area. This may pose even greater public order problems
and may pose a continued threat to control forces. A crowd is often better
controlled by means of containment (confining its activities to a given area). A
crowd has a limited duration, and its numbers are likely to diminish as
individual needs take precedence over those of the crowd.
2-102. During the G8 summit protest in Ottawa, Canada, in June 2002,
several thousand people showed up to demonstrate against the evils of world
corporate leaders. Canadian Police determined that their best response to this
event was a soft response. Throughout the two-day event, hundreds of
officers in standard patrol uniforms operated in four-officer teams, prestaged
throughout the city. As the demonstrators began to assemble and eventually
took to marching, officers provided escorts both in the front and rear of the
enormous crowd along with officers marching to the flanks of the
demonstration. This soft approach frustrated demonstrators, especially
those who had it within their agenda to cause property damage and personal
injury. Even more frustrating to the demonstrators was the heavy downpour
of rain they endured on both days. Their organizations quickly disbanded out
of concern for their own creature comforts. In the end, 10,000 people
participated in the protest, with only three arrests made in two days.
USE PATROLS
2-103. Alert, aggressive patrolling of the disturbance area deters the
gathering of crowds. The use of saturation 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.
2-104. Standard military transport ve hicles 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
2-22 FM 3-19.15 18 April 2005

area. The vehicles can be modified with sandbags, wire screens, or similar
materials to protect against sniper fire and thrown objects. If sniper fire is
expected or has been encountered, then up-armored HMMWVs or light
armored vehicles should be used for patrolling.
2-105. 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.
2-106. Varying patrol routes and times for mounted and dismounted patrols
keep lawbreakers from being able to pick a safe place or time to act. Patrols
are particularly useful in preventing overt arson and 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 become
familiar with an area quickly. 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.
2-107. Motorized patrols, because of their speed and mobility, provide timely
reconnaissance and broad area coverage. Motorized patrols are in radio
contact with TF headquarters (HQ). 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
men 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.
2-108. 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
formation over the disturbance area. They are an excellent means of providing
timely information to the commander concerning the demonstration area and
its surrounding perimeter. They can monitor the actions of rioters, the extent
of damage, the status of access routes, locations and conditions of road
barriers, and other important conditions.
USE DELAYING TACTICS

2-109. AOs that units are assigned to patrol are often larger than the unit has
resources to manage effectively. In addition, units must manage taskings,
contingency plans, and other commitments, which 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 he shifts unit assets, he may want to delay the arrival of buses
and vehicles full of demonstrators. This technique is based on the assumption
that demonstrators are moving to the demonstration site by vehicle. Key and
secondary routes into the demonstration site must be analyzed by the S2
when he does the IPB.
18 April 2005 FM 3-19.15 2-23

NOTE: There should be an overwatch when this technique is

attempted.
2-110. As demonstrator buses and/or vehicles move toward the demonstration
site, soldiers in two HMMWVs block the road just ahead of the approaching
vehicles. Once the demonstrators dismount their vehicles and begin to close in
on the soldiers, the soldiers leapfrog (see Figure 2-3) 1 kilometer farther down
the road to repeat the process again. This is repeated as often as necessary.
This process, if repeated enough times, should discourage the demonstrators
enough that they give up and go home. It should also provide enough time to
shift assets to the demonstration site.
2-111. Demonstrators are just as capable of blocking secondary and key
routes leading into a demonstration or riot site to prevent relief forces from
assisting with riot control as US forces are capable of preventing
demonstrators access to the site. 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 WTO 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 by not allowing
police to enter the area. Police were forced to back patrol cars over their own
fences to gain access.
HMMWVs Bus loads of

move a short Demonstrators
distance down Demonstrators
Figure 2-3. Delaying Tactics
2-24 FM 3-19.15 18 April 2005

Chapter 3
Apprehension, Search, and Detention

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 US military 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. Search,
apprehension, and detention operations are conducted to halt these
violations and to deter future violations.
LEGAL CONSIDERATIONS
3-1. 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 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.
3-2. Commanders operating overseas, similar to Bosnia and Kosovo, may find
themselves without an established government or LEAs to work with.
Commanders on the ground are then thrust into positions of authority,
making them responsible for the actions, conduct, searches, apprehensions,
and detentions performed by their troops.
3-3. If US military forces are called upon by the local authorities, certain
policies have to be observed during search, apprehension, and detention
operations. First, treat all people firmly but with reasonable courtesy and
dignity. Remember that participating in a legal demonstration to express
views is a right of all people, not just Americans in the US. The action,
attitude, and behavior of US soldiers performing these operations are very
important.
3-4. Our 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 cause or without concern for their
constitutional rights create problems and hinder due process. Numerous cases
exist where authorities violated an individuals rights, resulting in the
prosecution of police authorities or civil suits being waged against the officers
18 April 2005 FM 3-19.15 3-1

and their leaders. This includes the military personnel assisting those
officials.
3-5. It is very important that civil law enforcement (if available) be present
and supervise 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 that violated the law.
3-6. Apprehending officers and supporting US servicemen 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 Department of Defense (DD)
Form 2708 (Receipt for Inmate or Detained Person). Apprehension teams must
retain and tag each item of physical evidence, such as weapons or stolen
goods, that supports the apprehension on DA Form 4137 (Evidence/Property
Custody Document). The team must give the owner a receipt for all property
collected as evidence and retained.
TYPES OF SUBJECTS
3-7. There are two types of subjects (cooperative and uncooperative); they are
as follows:
z Cooperative. Cooperative subjects actively and willingly comply with
instructions. Cooperative subjects are usually compliant and offer no
resistance to verbal directions or physical actions. However, if they
provide any resistance to authority, it is usually passive. Some
examples of this resistance are as follows:
Yelling.
Screaming.
Tightening the body.
Pulling away.
Letting the body go limp.
z Uncooperative. Uncooperative subjects will display preattack cues.
Uncooperative subjects will actively resist being apprehended. Often,
this resistance comes in the form of physical actions, such as
Assaulting verbally.
Refusing to be handcuffed.
Refusing to be searched.
Attempting to push away, forcing a pursuit.
Wrestling with the apprehension team.
Striking out at the apprehension team with fists, hands and
elbows, and feet.
Striking out at the apprehension team with weapons, such as
knives, clubs, bats, bricks, rocks, or firearms.
3-2 FM 3-19.15 18 April 2005

APPREHENSION
3-8. US military forces will be in a supporting role to the local civilian
authorities or acting as the control force in civil disturbance operations. 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. The intelligence information gathered helps to
prepare for events where apprehensions may be necessary.
3-9. 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 may
be an officer or noncommissioned officer (NCO).
3-10. Ensuring that the apprehension process is properly conducted and
documented, determine who is to be apprehended. Then inform the subject of
why he is under apprehension and supervise his handling.
3-11. 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 o fficer with documentation of the
apprehension for use in court.
3-12. Electronically capturing the events as they unfold is essential in all civil
disturbance operations. 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 can help control crowd reaction. It
reduces the feelings of anonymity that a crowd often enjoys and makes crowd
members less prone to unruly or illegal acts.
3-13. Verbal commands given to the subject should be in a voice and manner
appropriate for the purpose and the situation. Commands should be simple,
concise, and in an understood language. Verbal commands should be
convincing and convey an expectation that the instructions will be obeyed.
With desperate, frightened people, sympathy combined with an attitude of
firm assurance on the soldier's part may avoid additional violent behavior or
trouble. An attitude of forceful authority may be needed with an
uncooperative person. Commands given by soldiers must be done in a manner
and context so that the subject has no confusion as to what the soldier is
ordering them to do.
3-14. A subject will need to be transported from the area. In CONUS
operations, civil authorities will usually be responsible for providing the
18 April 2005 FM 3-19.15 3-3

transportation of a subject. Exceptions to this may be if the demonstration

occurs on an installation. OCONUS operations may require US 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. When
guards are required, the guard always sits with his weapon away from the
prisoner. Prisoners must be placed where they can be best controlled, but they
are not fastened to the vehicle with hand irons or Flex-Cufs. When seat belts
are available they must be fastened. See Soldier Training Publications (STPs)
19-95C1-SM and 19-95C24-SM-TG.
3-15. Female escorts should always be used to transport a female subject. If
female escorts are not available, measures must be taken to avoid false
charges of molestation or sexual misconduct. Net control stations should be
notified of the departure and arrival times and vehicle mileage readings
(before and after). At least two male escorts must be present at all times when
a female escort is not available. These procedures also apply when the male
and female roles are reversed.
FLEX-CUFS
3-16. The two main positions used to place Flex-Cufs on a subject are the
standing-supported and the prone.
3-17. When using the standing-supported position, the search man
z Escorts the subject to a wall or other sturdy vertical surface (see
Figure 3-1).
Figure 3-1. Standing-Supported Position
z Instructs the subject (verbally) to do the following:

Turn his head away.
Place his free arm (palm out, thumb down, and elbow locked)
against the surface of the wall.
3-4 FM 3-19.15 18 April 2005

Spread his feet until instructed to stop.

Place his heels against the wall.
z Uses the leg closest to the controlled arm to pin the subjects leg
(above the knee) to the wall.
z Reinforces verbal commands with pain compliance techniques if the
subject fails to follow instructions.
z Maintains a double 90 hold on the controlled arm with his inside
hand. With his free hand, the search man grasps the middle portion of
the Flex-Cuf, keeping one cuff up and one cuff down.
z Places the first cuff (bottom cuff) on the subjects controlled arm,
maintaining wrist manipulation (see Figure 3-2).
z Reaches through the free cuff with his outside hand and instructs the
subject to place his free hand in the center of his back. With his
outside hand, the search man takes the subjects free hand and
completes the restraint by securing the cuff. He ensures that there is
at least one-finger distance between the cuff and the subjects wrist
(see Figure 3-3, page 3-6).
Figure 3-2. Cuffing the First Hand From the Standing Supported Position
3-18. When using the prone position, the search man

z Grasps the Flex-Cuf with his outside hand, maintains tension on the
subjects arm, and places the first cuff on the subjects controlled wrist
(see Figure 3-4, page 3-6). Next, the search man secures the cuff,
keeping at least a one-finger distance between the cuff and the wrist.
z Reaches through the free cuff with his outside hand and instructs the
subject to place his free hand in the center of his back (see Figure 3-5,
page 3-7).
z Reinforces verbal commands with pain compliance techniques if the
subject fails to follow instructions. The search man bends the subjects
controlled arm (using the natural break of the elbow as a hinge)
toward the hand in the middle of the subjects back. With the outside
hand, the search man takes the subjects free hand and completes the
restraint by securing the cuff.
18 April 2005 FM 3-19.15 3-5

Figure 3-3. Cuffing the Second Hand From the Standing Supported Position
Figure 3-4. Cuffing the First Hand From the Prone Position
3-6 FM 3-19.15 18 April 2005

Figure 3-4. Cuffing the First Hand From the Prone Position (continued)
Figure 3-5. Cuffing the Second Hand From the Prone Position
SEARCHES
3-19. Initial contact with the subject is the most dangerous time during any
apprehension; therefore, initial contact must be a swift and decisive team
effort. Do not give the subject time to think or react. Distract his attention
when possible. Apprehension teams are comprised of a search man, threat
cover man, and security man (if necessary). Their responsibilities are as
follows:
z The search man
Issues verbal commands.
Conducts searches.
Handles radio communication.
Holsters his weapon before approaching a subject and informs the
threat cover man that he is holstering his weapon.
Performs control procedures and handcuffs the subject.
18 April 2005 FM 3-19.15 3-7

Moves the subject to a safe area.

Removes weapons (if any) and sensitive evidence from the subject.
Disengages after the subject is restrained.
Controls and escorts the subject to a detention area.
z The threat cover man
Provides cover for the search man.
Discourages escape and resistance.
Discourages hostile interference.
Alerts the search man of threats.
Resists distractions and maintains target acquisition or scanning.
Assesses threats constantly and prepares for the unexpected.
z The security man (if necessary)
Provides cover for the search man.
Discourages hostile interference.
Alerts the search man of threats.
Resists distractions and maintains target acquisition or scanning.
Assesses threats constantly and prepares for the unexpected.
Search Principles
3-20. A subject should always be put at a disadvantage and searched
immediately, but circumstances may dictate postponing the search until a
safer place can be found. At a minimum, a quick pat down can be done en
route to a safer location. The longer the apprehension takes, the greater the
risk of drawing a hostile crowd and violent acts toward the control force.
3-21. Crowds often sympathize with a subject and try to help him or escalate
the activities of the crowd toward violence. A subject's actions may also incite
the crowd to violence. The longer a subject is the focal point of an
apprehension, the easier it is to stir a crowd to hostile or violent acts.
Apprehension teams should choose to move the subject out of the crowds
view. For the safety of the team, always apply Flex-Cufs or handcuffs and
escort the subject to an area where a search can be done safely.
3-22. Search team members never operate alone; searches are conducted by a
minimum of two team members. Initial steps must be taken to put the subject
at a physical disadvantage. Before conducting a search (regardless of rank,
sex, position, age, or physical condition), a team member applies the handcuffs
or Flex-Cufs. Verbal commands must be short, clear, and distinct.
3-23. A search is conducted on everyone that has been apprehended to ensure
that the team and those being apprehended are safe. The search man must
abide by the following procedures when conducting a search:
z Search in a clear, secure area (when possible).
z Be ready to counter any resistance or an assault by the subject.
Consider the subject armed until proven (by search) otherwise.
z Employ the appropriate level of force immediately, based on the
actions of the subject.
3-8 FM 3-19.15 18 April 2005

z Do not step over the subject when he is at a disadvantage on the

ground; go around him and remain out of sight.
z Do a 360 search of the subjects waistline for weapons. Search obvious
and inconspicuous areas. Inconspicuous areas such as the groin,
armpits, chest, and small of the back must be searched on both men
and women; however, do not linger in these areas.
NOTE: Conduct same-gender searches when possible. If mixed gender
searches are necessary for speed or security, conduct them in a
respectful manner and avoid any action that could be interpreted as
sexual in nature. To prevent allegations of sexual misconduct, the
apprehension officer shows careful control of the soldiers who
perform mixed-gender searches.
z Maintain security.
z Brief subjects quickly on what to do and who to follow.
z Remember that when conducting a search, a subjects body can be
divided for a more efficient and thorough search. For example, search
from head to toe or from side to side.
NOTE: The search man announces the items found and secures
weapons and contraband.
z Military forces (when supporting civil authorities) may perform
searches of people and property that are not usually subject to
military law during a civil disturbance.
z Remember that it is always better for civilian police to search civilians
and civilian property (when possible).
z Remember that if military forces are called upon to support police it is
usually a last resort and there are not enough civilian officers
available to accomplish the mission.
z Military personnel may search people incident to an apprehension.
3-24. The prescribed methods of searching someone are the frisk, the
standing, and the prone. The method of search used largely depends on the
situation and the mission. Searches are made not only of the subject and his
personal effects such as purses, bags, and wallets, but also of the immediate
surrounding area. This prevents the subject being searched from grabbing a
weapon or destroying evidence. It may also be necessary for military forces to
search private property, including vehicles, if there is
z Reasonable belief that a person has committed or is committing a
violent crime and is hiding in a building or a vehicle.
z Reasonable belief that a vehicle contains weapons or instruments of
violence.
z Probable cause for searching a building or a vehicle.
z Probable cause to believe that (unless immediate action is taken)
evidence of a crime will be destroyed before a warrant can be obtained.
NOTE: Search teams should always consist of two personnelone to
conduct the search, and the other to provide security and overwatch
for the soldier conducting the search. Before being searched, a
subject should always be restrained and put at a disadvantage by
18 April 2005 FM 3-19.15 3-9

securing his hands with handcuffs or Flex-Cufs. Ask the subject if

there is anything in his pockets that could hurt the searcher, such as
knives or needles.
Frisk Search
3-25. The frisk search (also known as the stop and frisk, pat down, and terry
stop) is a search incident to a lawful stop. Subjects are not under
apprehension at this point, but if it were an apprehension situation, handcuffs
or Flex-Cufs would be applied first. Frisk searches are used when there is
reasonable belief that a subject may be armed with anything that could be
considered a safety threat.
3-26. Legal and regulatory circumstances for conducting a frisk search are
covered in the Manual for Courts-Martial (MCM). When a lawful stop is
performed, the person stopped may be frisked for weapons when that person
is reasonably believed to be armed and dangerous.
3-27. The primary purpose of a frisk search is safety. Frisk-search techniques
are to be used only on a compliant subject. Frisk searches only cover the outer
garments. Do not search the pockets of the individual unless a weapon is
suspected. A frisk search begins when the search man informs the subject of
the intent to search.
z During the preparation phase, the search man
Tells the subject that he must perform a search for weapons for
the subjects safety and his own.
Tells the subject to turn and face away from him and instructs the
subject to keep his hands out to his sides where they are visible.
NOTE: The cover man providing security moves around the subject
and positions himself out of reach and in front of the subject.
Instructs the subject to spread his feet until instructed to stop
( m o r e t h a n s h o u l de r w id t h ) and point his toes outward
compromising his balance (see Figure 3-6).
NOTE: Do not kick at the subjects feet to spread them apart; it is
unnecessary and unprofessional.
Tells the subject to bring both of his hands back to the small of his
back with palms out, thumbs up, and the back of his hands
together.
Instructs the subject not to move (see Figure 3-7).
z During the performance phase the search man
Approaches the subject from behind (if possible) at a 45 angle, off
center. The search man approaches with caution to ensure that his
feet are to the outside of the subjects stance. See Figure 3-8, page
3-12.
Stays just inside arms reach and grips the subjects fingers with
his support hand. The search man firmly grips at least one finger
on each of the subjects hands (both thumbs, both index fingers, or
an index and middle finger). An overhand or an underhand grip
can be used effectively.
3-10 FM 3-19.15 18 April 2005

Figure 3-6. Approaching the Subject to Perform a Frisk Search
Figure 3-7. Giving Instructions to Subject Before Frisk Search
NOTE: The primary purpose of gripping the fingers is to control the

subjects hands while performing the frisk search (see Figure 3-9,
page 3-12). If the subject is going to resist or become aggressive, he
will attempt to free his hands first. If the subject attempts to pull his
fingers from the search mans grip, the search man must respond
instantly by increasing his grip. If the grip on the fingers is lost, the
search man should immediately push away from the subject and
create a safe distance. This will allow the search team to respond
with the necessary force to regain control of the situation.
18 April 2005 FM 3-19.15 3-11

Figure 3-8. Performing a Frisk Search
Figure 3-9. Gripping the Subjects Fingers During a Frisk Search
Ensures that the subject always looks away from him.

Places his strong hand on the outside of the subjects elbow
(similar to the handcuffed escort position).
NOTE: The search man searches one side (the front, back, or side) at a
time from head to foot.
Divides the subject (visually) straight down his middle and does
not cross the line while conducting the search.
NOTE: The search man is just feeling or searching for possible
weapons, so an open hand should be used.
Works at arms reach. It is the sense of touch not the sense of sight
that is being used. While performing the search, search men
3-12 FM 3-19.15 18 April 2005

should stay behind and to the side of the subject. This provides the
search man with a tactical advantage and prevention from being
struck by the subjects elbows or knees if he should begin to resist.
3-28. When searching below the subjects knees, the search man takes a half
step back and to the outside. He squats down, but does not drop his knees to
the ground.
3-29. If no weapons are found and the subject is to be detained, the hands are
secured with Flex-Cufs and the subject is escorted to the holding area. If the
subject is to be released, collect information (name and address) and escort
him away from the crowd.
Standing Search
3-30. Safety is the primary concern when dealing with a subject under
apprehension. Therefore, the search man must protect himself by restraining
subjects under apprehension before conducting the standing search. All
subjects under apprehension have the propensity to turn violent or hostile.
Putting a subject at a physical disadvantage provides safety for the subject
and the search man. It limits the subjects ability to hide, destroy, or remove
any evidence he may have on him.
3-31. Apply Flex-Cufs to the subject quickly during the apprehension. It is
impossible to predict what a subject will do when put under apprehension. A
subject may initially be cooperative and compliant, but as the subject becomes
aware of his situation he may be overcome with emotion and begin to struggle
or pull away.
3-32. There is no legal or regulatory prohibition against opposite-gender
searches. Common sense prevails and whenever possible, searches should be
done by soldiers of the same gender to avoid obvious questions and
complaints. Once a subject is put at a physical disadvantage by cuffing and is
more easily controlled, it affords the necessary time to get someone of the
same gender there to conduct the search.
NOTE: Standing searches always begin with the subject in the
handcuffed escort position (see Figure 3-10, page 3-14).
Takes his outside hand (farthest from subject) and places it on the
outside of the subjects elbow while his inside hand (closest to
subject) has a reverse-handshake grip of the subjects hand. At
this point, both hands are on the same arm (see Figure 3-10,
page 3-14).
Ensures that his position is on the same side of the subjects body
being controlled (behind and to the side). When changing sides,
change hand position.
Instructs the subject to spread his feet until instructed to stop
(usually more than shoulder width) and point his toes outward,
compromising the subjects balance.
18 April 2005 FM 3-19.15 3-13

Figure 3-10. Handcuffed Escort Position
NOTE: Do not kick at a subjects feet to spread them; it is unnecessary

and unprofessional. If the subject becomes noncompliant or
aggressive, pain compliance is usually the best tool to use, but only
use enough force to gain compliance.
Uses his outside hand to conduct the search. His inside hand is
always used to maintain control during the search.
z During the performance phase, the search man
NOTE: Only one side (the front, back, and side) of the subject is
searched at a time from head to toe (see Figure 3-11).
Divides the subject (visually) (straight down the middle using the
spine as the centerline). He does not cross this line while
conducting the search. Searches must be systematic, from head to
foot. If there is an interruption, it must be started all over again.
Searches with an open hand, using a rub down or squeezing
method. Do not only pat down like in the frisk search.
Works at arms reach. It is the sense of touch, not the sense of sight
that is being used. To prevent the possibility of being struck by an
elbow or knee, the search man stays behind and to the side of the
subject.
Takes a half step back and to the outside when searching below
the subjects knees. The search man squats down, but does not
drop his knees to the ground. Maintaining positive control is
essential throughout the search, so never the reverse handshake
is never released.
Change sides when satisfied that all items have been removed
from the side in which the search started. Without losing positive
control, the search man conducts the search on the other side of
the subject.
3-14 FM 3-19.15 18 April 2005

Figure 3-11. Performing the Standing Search
NOTE: Changing sides is accomplished by moving the outside hand

(the searching hand) to the subjects uncontrolled handcuffed hand
located on the outside. The outside hand and forearm will cross over
the top of the reverse-handshake grip of the inside hand (see
Figure 3-12, page 16).
Crosses over the reverse-handshake grip with the outside hand
and grips the subjects uncontrolled handcuffed hand in a
reverse-handshake grip.
Releases (quickly) the first reverse-handshake grip moving that
hand to the subjects elbow as he sidesteps to the side yet to be
searched. The search man repeats the standing search technique
used on the first side of the subject.
Gives strong verbal commands and uses only the force necessary
to control the subject if he resists or becomes aggressive at any
time during the search.
Removes all items found during the search to be evaluated as
potential evidence or a weapon. Items not considered a weapon or
of evidentiary value will be returned to the subject at a later time.
Prone Search
3-33. Safety is the primary concern when dealing with a person under
apprehension. Therefore, the search man must protect himself by restraining
subjects under apprehension before conducting this search. Remember that
all subjects under apprehension have the propensity to turn violent or hostile.
That is the reason a prone search would be necessary. After performing an
arm bar takedown on a noncompliant subject, it is especially important for the
search man to put him at a physical disadvantage to provide for the subjects
safety and his own. By doing so, the subjects ability to hide, destroy, or
remove any evidence is limited.
18 April 2005 FM 3-19.15 3-15

Figure 3-12. Performing the Standing Search (Changing Sides)
3-34. The safest way to handcuff or Flex-Cuf a noncompliant subject is in the

prone position, when the search man has greater control of the subject. It is
usually the safest position in which to conduct a search
3-35. Handcuff the subject quickly during the apprehension. It is impossible
to predict what a subject will do when put under apprehension. Often a
subject may initially be cooperative and compliant; however, as the he
becomes aware of his situation, he may become overcome with emotion and
begin to struggle or pull away.
3-36. There is no legal or regulatory prohibition against opposite-gender
searches. Common sense prevails and whenever possible, searches should be
done by the same gender to avoid obvious questions and complaints. Once a
subject is at a physical disadvantage by cuffing and is more easily controlled,
it affords the necessary time to get someone of the same gender there to
conduct the search.
NOTE: The subject is put into a physical disadvantage when he is
taken facedown to the ground using an arm bar takedown and cuffed.
Ensures that the Flex-Cufs are not too tight.
Rotates his entire body around the subjects shoulder and center
at the outside of the subjects hip with his shin over the subjects
shoulder and one knee on the ground. At least one knee should
remain over the subjects back (near side), with the other on the
ground.
Pins the subject down by pressing his knee on the side of the
subjects back or down on his closest elbow if resistance or
aggression is encountered. He simultaneously grips the subjects
closest handcuffed hand, grabs it with a reverse handshake, and
applies pain for compliance.
3-16 FM 3-19.15 18 April 2005

Uses strong, forceful verbal commands, such as Stop resisting,

stop moving around.
Ensures that the subjects feet and ankles are crossed.
CAUTION
Stay alert. If the subject uncrosses his feet and ankles, it is
usually a sign of preattack.
Removes all items found during the search so they can be

evaluated as potential evidence. Items not considered a weapon or
of evidentiary value will be returned to the subject at a later time.
z During the performance phase, the search man
NOTE: The search man must be systematic from head to foot while
conducting the prone search. If interrupted during the search, it is
important to start from the beginning to ensure that nothing is
missed. It is better to go over the same area two or more times than to
miss something that can be used as a weapon.
NOTE: The search man searches only one side (the front, back, or
side) of the subject at a time until that side is complete.
Divides the subject (visually) straight down the middle, using the
spine as the centerline.
NOTE: He does not cross this line while conducting the search.
Searches with an open hand, using a rub down or squeezing
method for best results. He does not just pat down the subject like
in the frisk search.
Works at an arms reach, searching only the area of the subjects
body that is not in contact with the ground. The sense of touch, not
the sense of sight, is being used.
Stops the search as the subjects knees are reached. He taps one of
the subjects legs and firmly commands him to raise his foot up
and back, allowing for an inspection of the bottom of his foot. He
then searches from the knee to the ankle area. This is performed
on both the subjects legs and feet.
NOTE: At this point, the entire back side of has been searched. What
remains to be searched is the front side of the subject (the chest and
front of the hips, waist, groin, and thighs).
Pivots back and faces the subject. Using the hand closest to the
subjects head, the search man reaches across the subjects back
and firmly grips the shoulder, rolling the subject up on the his side
toward him to expose the areas not yet searched.
Rolls the subject back down on his chest once all areas have been
searched.
18 April 2005 FM 3-19.15 3-17

3-37. The search man must be completely satisfied that he has found
everything. He must be especially sensitive to areas where weapons are often
concealed like the waistband, the small of the back, ankles, pockets, shoes, the
tongue of the shoes, and the groin area.
NOTE: Before removing subjects from the area, a brief summary must
accompany them. The summary must include the subjects name,
what he is suspected of doing, the time and date of the incident, and
who saw him do the action.
DETENTION
3-38. Civil authorities must provide adequate detention facilities for all
subjects. Authorities must be prepared to detain large numbers of people.
They may choose to expand existing detention facilities or set up temporary
facilities to accommodate the extra load. If possible, large-scale arrests are
delayed until sufficient detention facilities have been set up.
3-39. If US military forces are committed to support local authorities,
commanders should coordinate with them to ensure that adequate detention
facilities are available and to learn their locations and capacities. If there are
more detainees than civil detention facilities can handle, civil authorities may
ask the military to provide support by setting up and operating temporary
facilities. Army correctional facilities cannot be used to detain civilians. A
temporary military detention facility can be set up if
z Federal troops have been employed according to provisions.
z The TF commander has verified that available civilian detention
facilities can no longer accommodate the number of prisoners awaiting
arraignment and trial by civil courts.
z The Army Chief of Staff has granted prior approval.
3-40. Use of the temporary facility ends as soon as civil authorities can take
custody of the detainees. Military forces are responsible for the custody,
health, comfort, and sustenance of all detainees in their facilities until custody
is transferred to civil authorities. Temporary facilities cannot be used to
confine people arraigned or convicted in civil courts.
3-41. Women are detained in their own facility. Temporary facilities are
supervised and controlled by officers and NCOs trained and experienced in
military correctional operations. Females guard females. If two female guards
are unavailable, use two male guards or one male and one female guard (see
FM 3-19.40).
3-42. The same operational procedures that apply to the management of an
installation confinement facility (see FM 3-19.40) apply to the management of
temporary detention facilities, except for training, employment, and
administrative discipline. Guards and support personnel under direct
supervision and control of military officers and NCOs need not be trained or
experienced in military correction operations. They must be specifically
instructed and closely supervised in the proper use of force, custodial
procedures, and the completion of military and civilian forms and reports that
may be used. Soldiers that may be tasked to operate a temporary detention
3-18 FM 3-19.15 18 April 2005

facility should be familiar with the forms and reports used for civilian
apprehensions too.
3-43. Temporary facilities are set up on the nearest military installation or on
suitable property under federal control. Ideally, the facility should be close
enough to the disturbance area to minimize transportation and escort needs.
However, it should be far enough away not to endanger those being detained.
Whenever possible, existing structures are adapted for this use, but
construction may be needed to provide segregation for ensuring effective
control and administration.
3-44. The basic structure must include the following:
z Search areas.
z Holding areas for incoming men and women.
z A processing area.
z Holding areas for men and women who have committed
misdemeanors.
z Holding areas for men and women who have committed felonies or are
violent.
z A holding area for detainees property and evidence obtained during a
search.
z A holding area for administrative support and records.
z A medical station.
z Latrines.
For more information on these structures see FM 3-19.40.
3-45. Facility personnel must ensure that proper sanitation is maintained.
When large numbers of people are detained or processed through a facility,
sanitation becomes a problem. Medical personnel must conduct regular health
inspections to detect unsanitary practices and conditions.
3-46. Facilities must be organized for a smooth flow of traffic. Processing
stations must be set up so there is a linear or circular sequence of movement.
These stations are set up out of sight of the holding areas. If possible, they are
separated by a door to reduce noise. To reduce distractions, each station may
be partitioned. Detainees may be more cooperative if they are out of sight of
each other.
3-47. Injured people are given prompt medical treatment and transportation
to medical facilities when necessary. A medical aid station for screening
detainees and treating minor injuries is set up inside or next to the detention
facility. Treatment areas, however, must be out of sight of the processing and
holding areas. If possible, access to the medical facility bypasses the holding
and processing areas. Facility personnel may also consider setting up a
separate holding area for injured detainees.
3-48. Detention facility operation plans must contain emergency procedures.
As a minimum, the following areas must be addressed:
z Fire evacuation.
z Disturbance control.
z Facility security.
18 April 2005 FM 3-19.15 3-19

NOTE: Depending on the situation, other emergency procedures may

be needed.
3-49. Upon arrival at the detention facility, the detainee is logged in and
searched, regardless of whether a complete search has already been conducted
by the apprehending team in the field. Separate search areas are set up for
men and women. Weapons, contraband, flame-producing devices, suspected
evidence, money, and high-value items are confiscated. Medications are also
confiscated. Medical personnel screen detainees that have had medications
confiscated. Receipts are provided for any property or evidence that is
confiscated. Confiscated items are tagged, and the items are stored in a
controlled-property area.
3-50. As a detainee is brought to the facility, a file is initiated. Assigned
detainee case numbers are used on all paperwork, such as logs, evidence tags,
reports, and visual documentation. All paperwork (including photographs)
that began outside the detention facility is marked with the case number.
Facility personnel may also use hospital identification tags. Using indelible
ink, the case number is written and attached to the tag on the detainee's
wrist. Different colors may be used to identify different subject classifications,
such as misdemeanors, felonies, or violent offenders. If opposing factions are
involved, procedures are established to ensure that members of opposing
factions are not processed together or detained in the same holding area.
3-51. After a detainee has been searched and classified, he is taken to a
processing station where his paperwork is processed. If subjects passively
resist by going limp, they may be moved by wheelchair. This reduces the
number of escorts needed and the fatigue to facility personnel. Paperwork is
reviewed to ensure that all information is complete, including charges,
witnesses, and reasons for the apprehension.
3-52. Equipment such as height charts, scales, fingerprinting equipment, and
cameras must be available for completing the police report and identifying the
subject. Detainees may use aliases and not carry identification, so pay special
attention to obtaining as much information as possible about the detainee's
physical characteristics.
3-53. After processing is complete, the detainee is placed in the appropriate
holding area. Paperwork for the detainee is forwarded to the administrative
section. Files are reviewed for completeness and to determine the disposition
of the detainee. Information from the file may be placed in a computer to find
repeat subjects. Computers may be used to file criminal information only.
3-54. Custody transfers and release procedures must be coordinated with civil
authorities and the appropriate legal counsel. Every effort must be made to
arraign subjects quickly. The purpose of a detention facility is not to keep
people off the streets, but to aid in processing subjects through the legal
system. To speed up the release process, planners should consider issuing
citations or subpoenas for minor offenses.
3-55. Military force members may have to respond to writs of habeas corpus.
Writs are court orders addressed to a prisoner's custodian. Such a writ directs
the custodian to bring the prisoner to court to determine the legality of the
3-20 FM 3-19.15 18 April 2005

prisoner's apprehension and detention. Custodians must ensure that all

documentation concerning the case is brought to court with the detainee.
3-56. Military personnel must obey writs issued by federal courts. For writs
issued by a state court, the custodian or his legal advisor should respectfully
reply that US authority is holding the prisoner. The Office of the SJA can
answer any questions and explain the correct procedures.
18 April 2005 FM 3-19.15 3-21

Chapter 4
Riot Shield and Riot Baton Techniques

A soldier may be required to be part of a riot control formation where his
primary weapon is a riot baton and his only protection a riot shield. A riot
baton in the hands of a well-trained soldier is an invaluable weapon in a
crowd control situation and may also be the most appropriate weapon. A
riot baton is a very versatile weapon that can be used as an offensive
and/or defensive weapon. The riot shield offers protection from the top of
the head to just below the knees.
OVERVIEW
4-1. Use of the riot baton and riot shield is based on METT-TC and the
commanders choice-of-force option. Formations committed to a riot with riot
batons must have lethal overwatch, lethal weapons, and NLW employed
within the formation and reserve forces with additional NL and lethal
capabilities. These forces are positioned to rapidly reinforce the control force
formation.
4-2. 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 riot shield and a riot baton to
perform their tasks. The riot shield is primarily a defensive weapon, which
may be used in an offensive mode. It is primarily used as an offensive weapon
when the formation is in close contact with rioters. The riot baton can also be
used when formations are on the offensive and in contact with the crowd.
However, crowd control elements employed with riot shields and riot batons
must have lethal weapons and NLW available.
WARNING
Riot control formations are never employed with riot
shields and riot batons only. There must always be lethal
overwatch elements in position and lethal and NL
capabilities within the riot control formation with a ready
reserve force armed with lethal and NL capabilities.
RIOT SHIELD
4-3. In the hands of a properly trained soldier, the riot shield has proven to be
the first line of defense for a formation. The riot shield may be used as an
offensive weapon when in contact with an aggressive crowd.
4-4. The riot shield may be held with one arm. It is secured to the weak side
arm with a self-sticking strap system and a handle. This system is designed to
18 April 2005 FM 3-19.15 4-1

make the riot shield an extension of the soldiers arm. The riot shield is held at
a slightly inward angle. This allows for debris thrown at the soldier to fall
harmlessly to the ground (see Figure 4-1).
At the Ready On Guard On-Guard Profile
Figure 4-1. Riot Shield Positions
RIOT SHIELD CARRIES

4-5. The two basic riot shield carries are as follows:
z At the ready. The at-the-ready position is used while in a column
formation or on the move toward hostilities. This position is designed
for rapid movement. It should not be used when in contact with a
crowd.
z On guard. The on-guard position is used when the riot control
formation is in contact with the crowd or contact is eminent. It is used
primarily in the following formations:
Line.
Wedge.
Echelon.
Diamond.
Circle.
DEFENSIVE AND RETENTION TECHNIQUES

4-6. The primary purpose of the riot shield is for defense. However, each riot
shield holder must be proficient in riot shield retention techniques.
4-2 FM 3-19.15 18 April 2005

DEFENSE
4-7. The first line of defense for the formation is the riot shield. It is designed
to withstand strikes from objects thrown by the crowd. In addition to
protecting the riot shield bearer, it also protects other members of the
formation from thrown objects.
RETENTION
4-8. When the control force is in contact with the crowd, the crowd will
attempt to strip the riot shield from the bearer. When a subject grabs the top
of the riot shield (see Figure 4-2), the riot shield holder slaps the riot shield
with his strong hand near the subjects hands and gives the following
commands (while continuing to slap the riot shield until the subject releases
it):
z Get back.
z Get away.
z Stop.
Figure 4-2. Riot Shield Retention Technique (Top Attempt)
4-9. If the riot shield is grabbed from the bottom (see Figure 4-3, page 4-4),
then the riot shield holder forcefully drops to one knee, pinning the subjects
fingers and/or hands to the ground. This must be done quickly and with force.
RIOT BATON
4-10. A riot 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 riot baton to the point that
its various techniques are automatic to them. This training must also include
18 April 2005 FM 3-19.15 4-3

Figure 4-3. Riot Shield Retention Technique (Bottom Attempt)
learning the vulnerable points of the human body so they can avoid areas that
may cause permanent injury or death when struck.
WARNING
The riot baton is never raised above the head to strike a
subject in a club fashion. Not only is it likely to cause
permanent injury; but it also gives an unfavorable image
of the control force. The soldier is also vulnerable to an
attack on his rib cage when his arm is raised.
TARGET AREAS OF THE HUMAN BODY

4-11. The target areas of the human body are divided into three areas that
represent the primary-, secondary-, and final-target areas. These areas are
color coded as green (shown as gray in Figure 4-4), yellow (shown as white in
Figure 4-4), and red (shown as patterned gray in Figure 4-4).
Primary-Target Areas
4-12. 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
z Foot, shin, and instep.
z Inside and outside of the thigh.
z Lower abdominal region.
z Fore- and upper-arms.
4-4 FM 3-19.15 18 April 2005

Ears Temple
Eyes
Bridge of nose Back of
Upper lip Hollow neck
Jaw behind ear
Throat
Upper
Collarbone Shoulder arm Shoulder
blades
Upper Solar Kidneys
abdomen plexus
Spine
Forearm Rib Inside of
cage Elbow
wrist
joint
Groin
Lower Back of
abdomen hand Tailbone
Thigh (coccyx)
Knee joint Buttock
Shin Back of heal

Instep Calf
(Achilles tendon)
Green (lowest level of Yellow (moderate Red (deadly force)

trauma) level of trauma) Final-target areas:
Primary-target areas: Secondary-target
Reasoning: Minimum areas:
level of resultant trauma.
Injury tends to be Reasoning: Moderate Reasoning: Highest
temporary rather than level of resultant trauma. level of resultant trauma.
permanent; however, Injury tends to be more Injury tends to be
exceptions can occur when permanent, but may also permanent rather than
applying as a restraint be temporary when temporary and may
technique. applying as a striking include unconsciousness,
technique. serious bodily injury,
NOTE: When shock, or death.
performing a block
with a riot baton, the
whole body is a green
area, except for the
head, neck, and spine.
Figure 4-4. Escalation of Trauma Chart
18 April 2005 FM 3-19.15 4-5

Secondary-Target Areas
4-13. 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 riot 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 are the
z Collar bone and shoulder blades.
z Elbows and knees.
z Upper abdominal region.
Final-Target Areas
4-14. The final-target areas are those areas which, when struck with a riot
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-target areas are the
z Front and back of the head (eyes, ears, nose, upper lip, and hollow
behind the ear).
z Neck and throat.
z Upper chest.
z Xiphoid process.
z Spinal column.
z Groin area.
JOINTS OF THE HUMAN BODY

4-15. The joints of the human body are often described as hinges and, when
manipulated in a certain fashion, allow for better control of the subject being
restrained, especially if he is aggressive. When applied correctly, minimal
pressure is needed to control the subject. When a subject attempts to resist, he
creates additional pain for himself. By anatomically locking out these hinges,
the subject will be forced to comply. When restraining a subject, emphasis
must be placed on locking out two of the three joints of the upper body or two
of the three joints of the lower body. The joints are as follows:
z Shoulder. Apply pressure to the shoulder to prevent the subject from
freely moving the upper portion of his body.
z Elbow. Apply pressure on the elbow or just above the elbow on the
ulner nerve.
z Wrist. Apply pressure by pancaking the hand to twist or lock out the
wrist. Apply pressure at the break of the wrist and push the subjects
thumb toward a stationary object (the wall or the ground) to lock the
hand out.
z Hip. Apply pressure to the hip to knock the subject off balance or alter
his center of gravity.
4-6 FM 3-19.15 18 April 2005

z Knee. Apply pressure to the knee by pushing outward on it to cause

the subject to be placed off balance, or use the knee as a hinge for pain
compliance.
z Ankle. Apply pressure to the ankle by clasping and turning it in a
counterclockwise manner to lock the hinge out.
TYPES OF RIOT BATONS

4-16. The Army is currently fielding two types of riot batons, wooden and
expandable. The most common riot baton is the 36-inch hickory riot baton
with thong. There is also the 24- to 36-inch expandable riot baton, which has
been added to the nonlethal capabilities set (NLCS). Regardless of which riot
baton the soldiers are equipped with, all techniques for blocking and striking
are identical. Similar to the riot shield, the riot baton offers soldiers both
offensive and defensive capabilities.
4-17. Soldiers must be properly trained in all blocking and striking
techniques. Improper use of the riot baton by an untrained soldier has the
potential for creating a greater problem than what already exists.
NOMENCLATURE OF THE RIOT BATON

4-18. The riot baton is divided into four basic parts: the long end, long portion,
grip portion, and grip end (see Figure 4-5). Although the expandable and
wooden riot batons differ, their nomenclature is quite similar.
Long end
Grip portion
Long portion
Grip end
Figure 4-5. The Riot Baton
TYPES OF RIOT BATON CARRIES AND POSITIONS

4-19. As with any other weapon that the soldier will use, there are certain
carries and positions from which the riot baton may be used offensively or
defensively.
Two-Hand Carry
4-20. The two-hand carry is the most common carry for the riot baton. It is
intended for executing all blocks and returning with strikes. When the
expandable riot baton is in the collapsed position (at 24 inches), the long end
of the riot baton is angled downward approximately 45. When it is extended
to 36 inches the long end is angled upward approximately 45.
18 April 2005 FM 3-19.15 4-7

4-21. The wooden riot baton is secured with the soldiers hand by means of a
leather thong. He hooks the thumb of his strong hand (palm down) in the
thong, pulls the thong across the back of his hand, and grips the riot baton.
This provides him with a very secure grip (see Figure 4-6).
4-22. The two-hand carry is intended for executing all blocks and returning
with strikes. The soldier grips the riot baton with both hands. His strong hand
grips the short end of the riot baton, and his weak hand grips the long portion
of the riot baton, 2 to 4 inches from the end. His palm is down with his strong
hand pulled in close against his strong side hip.
4-23. Wherever the long portion of the riot baton is pointed is where the
soldier will strike or jab. The riot baton should be kept at a 45 angle to the
ground. All blocks and two-hand jabs and strikes are executed from the
two-hand carry.
Figure 4-6. Two-Hand Carry
Outside-Arm Carry (Expandable Riot Baton Only)

4-24. The outside-arm carry (see Figure 4-7) is used with the expandable riot
baton in the collapsed (24-inch) position only. Assuming a wide-based
defensive stance (knees slightly bent and feet shoulder width apart), a soldier
draws the grip portion of the riot baton with his strong hand. Without striking
out or widely swinging the riot baton, he brings the long portion up against
the outer part of his strong arm (the tricep area). The soldiers weak 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. Front and rear strikes should never be performed with an
expandable riot baton in the expanded position or with a 36-inch wooden riot
baton.
CAUTION
The expandable and 36-inch wooden riot batons provide a
greater risk of injury to the soldiers wrist.
4-8 FM 3-19.15 18 April 2005

Figure 4-7. Outside-Arm Carry
Vertical High-Profile Carry

4-25. Assuming a wide-based defensive stance, the soldier draws the riot
baton with his strong hand by the grip portion. Once the riot baton has been
drawn from the carrier, the soldier swings the riot baton in a downward
motion, fully extending the arm and holding the riot baton down and parallel
to the strong side leg. The soldiers weak hand is raised in a position to protect
and block strikes from an aggressor (see Figure 4-8, page 4-10). Although this
carry can be used with both riot baton systems, it is best suited for the
expandable riot baton collapsed to 24 inches. The vertical high-profile carry
clearly shows the soldier with a drawn riot baton in an effective defensive
posture and ready for attack. A drawn riot 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

4-26. Assuming a wide-based defensive stance, the soldier draws the riot
baton with his strong hand by the grip portion. Once the riot baton has been
drawn from the carrier, the soldier swings the riot baton in a downward
motion, fully extending his arm and holding the riot baton down and parallel
to his strong side leg. His weak side hand is raised in a position to protect and
block strikes from an aggressor (see Figure 4-9, page 4-10). Although this
carry can be used with both types of riot batons, it is best suited for the
expandable riot baton collapsed to 24 inches. This position portrays the soldier
in an effective defensive position ready for an attack, but with a possible
hidden weapon. The major difference between the vertical low-profile and
high-profile carry is that in the low-profile carry the soldier hides the riot
18 April 2005 FM 3-19.15 4-9

baton behind his strong side leg, allowing for some element of surprise to a
potential aggressor. A drawn riot baton in the hands of a trained soldier may
offer the deterrence needed to stop the activity of an aggressor.
Figure 4-8. Vertical High-Profile Carry
Figure 4-9. Vertical Low-Profile Carry
4-10 FM 3-19.15 18 April 2005

RIOT BATON BLOCKING TECHNIQUES

4-27. There are five basic types of riot baton blocking techniques that are
executed from the two-hand carry position.
High Block
4-28. 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 two-step
movement. To perform a high block the soldier performs the following steps:
Step 1. Raises the riot baton straight across his body until it is parallel to
the ground (see Figure 4-10).
Step 2. Brings the riot baton straight-up in front of his body until the
long portion of the riot baton is in front of his forehead (approximately 2
inches from his head). The riot baton should be in a horizontal position
above his head and slightly angled down toward his weak hand, as it
absorbs the shock from the strike (see Figure 4-10). The fingers of his
weak hand should be open and behind the long portion of the riot baton
when blocking the object to protect his fingers from being smashed by the
strike.
Figure 4-10. High Block (Steps 1 and 2)
Low Block
4-29. 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, or fist (for example, an upper cut
to the chin). To perform a low block, the soldier performs the following steps:
Step 1. Raises the riot baton straight across his body until it is parallel to
the ground (see Figure 4-11, page 4-12).
Step 2. Brings the riot baton straight down in front of his body, bending
at his knees and keeping his body upright until the long portion of the riot
baton is just below his knees (see Figure 4-11). The riot baton should be
horizontal and parallel to the ground as it absorbs the shock from an
18 April 2005 FM 3-19.15 4-11

upward strike. His weak hand fingers should be open and behind the long
portion of the riot baton when blocking the object to protect his fingers
from being smashed by the strike.
Figure 4-11. Low Block (Steps 1 and 2)
Strong Side Block

4-30. 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 individuals foot, fist, elbow, knee, or
weapon. To perform a strong side block, the soldier performs the following
steps:
Step 1. Raises the riot baton straight across his body in a vertical position
where the grip portion is in his strong hand and the long portion is in his
weak hand with the fingers straight up (see Figure 4-12).
Step 2. Turns his body laterally by rotating his hips toward his strong
side and moving the riot baton across his body, keeping the riot baton
vertical (see Figure 4-12).
4-31. The strong side block provides protection for a soldier from the front to
the rear of his body. A riot baton held in the vertical position absorbs the
shock of a strike coming from the strong side. The fingers of his weak hand
should be open and behind the long portion of the riot baton, when blocking
the object to protect his fingers from being smashed by the strike.
Weak Side Block

4-32. A weak side block is very effective in blocking a horizontal strike
directed at the weak side of the head, neck, chest, or hip area. The horizontal
strike may be from an individual's foot, fist, elbow, or knee. To perform a weak
side block, the soldier performs the following steps:
Step 1. Moves the riot baton in a vertical position toward his weak side,
ensuring that the grip portion is pointing straight down and the long
portion is pointing straight up.
4-12 FM 3-19.15 18 April 2005

Figure 4-12. Strong Side Block (Steps 1 and 2)
Step 2. Keeps the fingers of his weak hand open and behind the long
from being smashed 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 weak side block, and take
appropriate follow-up action, as needed.
Middle Block
4-33. 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 performs the following steps:
Step 1. Moves the riot baton toward the middle of his body at a 45 angle,
keeping the long portion pointed up and slightly forward of the grip
portion (see Figure 4-13, page 4-14).
Step 2. Keeps the fingers of his weak hand open and behind the long
from being smashed by the strike. However, his weak hand 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.
RIOT BATON STRIKING TECHNIQUES

4-34. Seven strikes can be executed using the riot baton. Two of these strikes
come from the outside-arm or vertical carry. The other five strikes come from
the two-hand carry.
18 April 2005 FM 3-19.15 4-13

Figure 4-13. Middle Block
One-Hand Forward Strike

4-35. 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.
4-36. 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 riot
baton they use to strike the individual. Strike the target with the last 2 to 4
inches of the long end for optimal results.
4-37. A one-hand forward strike may be employed in one of the following
three ways. When selecting available targets, use the principles in Figure 4-4,
page 4-5.
z A horizontal manner.
z A downward diagonal manner to destabilize an individual.
z A vertical manner in front of the body to clear an aggressors 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 and/or
his object to destabilize the him. A pattern of movement such as a
4-14 FM 3-19.15 18 April 2005

forward shuffle, forward pivot, strong side step, or rear pivot may
enhance this technique.
WARNING
Do not execute the one-hand forward strike with the
wooden or expandable riot baton in the extended position.
It has been shown to cause injury to the wrist of the user.
4-38. When using the vertical or outside-arm carry position (see Figures 4-7,
page 4-9 and 4-8, page 4-10), the soldier quickly moves the riot baton across
his body using the strength and power of his hips, moving from his strong side
to his weak side (see Figure 4-14, page 4-16). Ending this strike leaves the riot
baton positioned under the weak side armpit in preparation for the one-hand
reverse strike (see Figure 4-14). 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, avoid striking again.
One-Hand Reverse Strike

4-39. The starting position for the one-hand reverse strike is under the weak
side armpit (see Figure 4-14). The one-hand reverse strike is used as a follow-
up strike and is quick and effective.
4-40. 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. Therefore,
those employing this technique must be sensitive to what part of the riot
baton they use to strike the individual. Strike the target with the last 2 to 4
inches of the riot baton for optimal results.
4-41. A soldier may employee a reverse strike in one of the following three
ways:
z A horizontal manner.
z A downward diagonal manner to destabilize an individual.
z A vertical manner.
4-42. In front of the body to clear an individuals hands. 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. When selecting available targets, use the principles in
Figure 4-4, page 4-5.
4-43. 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 his condition and actions after enduring the one-hand
forward strike.
18 April 2005 FM 3-19.15 4-15

Forward Strike Target Assessment Reverse Strike
Figure 4-14. One-Hand Forward and Reverse Strikes
4-44. When using the one-hand reverse strike, the solder quickly moves the
straight baton across his body, using the strength and power of his hips (from
weak side to strong side). When the strike is completed, the soldiers arm will
be back in the outside-arm carry position (see Figure 4-7, page 4-9). The
soldier ensures that his palm is facing down when delivering the counterstrike
in a horizontal or diagonal manner. This will prevent injury to the users
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.
4-45. 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 an 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
and/or his object to destabilize him. A pattern of movement such as the
forward shuffle, forward pivot, strong side step, or rear pivot may enhance
this technique.
WARNING
This strike will not be executed with a 36-inch wooden or
expandable riot baton in the extended position. It has
been shown to cause injury to the wrist of the user.
Two-Hand Strong Side Horizontal Strike

4-46. Starting from the two-hand carry position, the two-hand strong side
horizontal strike can be 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
4-16 FM 3-19.15 18 April 2005

countermeasure to close frontal attacks that have been effectively blocked.

When selecting available targets, use the principles in Figure 4-4, page 4-5.
4-47. The two-hand carry position enables soldiers to use riot batons at the
24- or 36-inch length. To effectively employ this strike, use the strength and
power of the hips to thrust the riot baton in a horizontal manner.
Simultaneously, pull back with the weak hand as the strong hand drives the
grip end toward the target, striking a rib or the abdominal region of the
aggressor (see Figure 4-15, page 4-18). 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 his condition and actions
after enduring the one-hand forward strike.
NOTE: A pattern of movement such as a forward shuffle or forward
pivot may enhance this technique.
Two-Hand Weak Side Horizontal Strike

4-48. An effective two-hand weak side horizontal strike must be aggressively
quick to create distance, distract, disable, or alter behavior. The weak 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 to close frontal attacks that have been effectively blocked. When
selecting available targets, use the principles in Figure 4-4. Maintaining a
strong defensive stance after employing a strong side horizontal strike puts
the soldier in position to execute a two-hand weak side horizontal strike.
4-49. Use of the two-hand carry position enables soldiers to use riot batons at
24 or 36 inches. To effectively employ this strike, use the strength and power
of the hips to thrust the riot baton in a horizontal manner. Simultaneously,
pull back with the strong hand as the weak hand drives the grip forward
toward the aggressor, striking a rib or the abdominal region of the target (see
Figure 4-15). Following the two-hand weak side horizontal strike, it is
important to assess the aggressor. An aggressor may not require another
strike, based on his condition and actions after enduring the one-hand forward
strike.
NOTE: A pattern of movement such as a forward shuffle or forward
pivot may enhance this technique.
Two-Hand Front Jab

4-50. The two-hand front jab starts from the two-hand carry position (see
Figure 4-16, page 4-18). It is aggressively quick and creates distance,
distracts, disables, and/or alters behavior. Front jabs are effective offensive
strikes, usually employed as a countermeasure to charging and overpowering
frontal attacks. When selecting available targets, use the principles in
Figure 4-4.
18 April 2005 FM 3-19.15 4-17

Figure 4-15. Two-Hand, Strong Side, and Weak Side Horizontal Strikes
4-51. Use of the two-hand carry position enables soldiers to use riot batons at
24 or 36 inches. 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 riot baton straight out from the body to
the target area. Immediately, pull back the riot baton to the two-hand carry
position (see Figure 4-16).
Figure 4-16. Front Jab
4-52. Forward jabs drive the long end of the riot baton toward the aggressor,
striking a rib, a hip flexor, or the abdominal region (see Figure 4-4, page 4-5).
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.
NOTE: A pattern of movement such as a forward shuffle will enhance
the power of this technique.
4-18 FM 3-19.15 18 April 2005

Two-Hand Rear Jab

4-53. 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. When
selecting available targets, use the principles in Figure 4-4, page 4-5.
4-54. Use of the two-hand carry position enables soldiers to employ riot
batons at 24 or 36 inches. To effectively employ this strike, use the strength
and power of the hips to thrust the riot baton in a slightly downward or
horizontal manner. Simultaneously, turn the head to the rear to see and
assess the target. Use both arms to shoot the riot baton straight back from the
body to the targeted area and immediately pull back the riot baton to the two-
hand carry position (see Figure 4-17).
NOTE: A pattern of movement such as a rear shuffle will enhance the
power of this technique.
Figure 4-17. Rear Jab
Two-Hand Middle Strike

4-55. 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
weak or strong side block or to destabilize an individual by pushing him back
and away. The two-hand middle strike is used as a two-count movement.
When selecting available targets, use the principles in Figure 4-4.
4-56. To perform a two-hand middle strike (see Figure 4-18, page 4-20) the
soldier does the following:
Step 1. Brings the riot baton up to chest level and slightly off parallel to
the ground.
Step 2. Steps forward aggressively, simultaneously thrusting the long
portion of the riot baton forward in a horizontal manner. Both arms are
18 April 2005 FM 3-19.15 4-19

fully extended at the end of the movement with a quick snappy return to
the step 1 position. Use the entire body to generate the power.
NOTE: It is important that soldiers assess the aggressor before
applying a follow-up strike. If the soldier steps forward as he employs
the middle strike, it will afford greater impact and power.
Figure 4-18. Middle Strike
Riot Baton Retention

4-57. A common technique an aggressor may use is grabbing for a soldiers
riot baton or, in some cases, even taking the riot baton and using it against
the soldier. This causes a disruption or distraction.
4-58. Maintaining physical control of the riot baton is essential for the safety
of the soldier and the control force as a whole. Aggressors will generally
attempt to grab the riot baton where they can get the strongest hold. Soldiers
must resist the instinct of getting into a tug-of-war match over the riot baton,
which often proves to be ineffective.
4-59. Using the momentum of the aggressor to pull the riot baton away, the
soldier simply steps into or closer to the aggressor with the weak side foot.
With the momentum created, the aggressors hold on the riot baton is
lessened. The soldier then rapidly uses the tracing-C technique to recover the
riot baton.
4-60. A soldier using the tracing-C technique does the following:
Step 1. Pushes up on the riot baton.
Step 2. Pulls the riot baton around in an upward swing as if tracing a C
in the air from bottom to top with the long end.
NOTE: This movement seems to wrap the aggressors arms around
themselves (see Figure 4-19).
Step 3. Drives (immediately with a quick and forceful movement) the
long end of the riot baton straight down, as if slicing the C in half (see
Figure 4-19).
4-20 FM 3-19.15 18 April 2005

Figure 4-19. Riot Baton Retention
4-61. 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 riot baton. Further
actions such as a strike may or may not be necessary. Soldiers must be able to
assess the situation and react accordingly.
WORKING AS A TEAM
4-62. Soldiers never have to rely solely on their own skills or abilities in riot
control operations. Although individual skills were discussed in this chapter,
it is important to remember that well-trained soldiers employing offensive,
defensive, riot shield, and riot baton techniques will perform the collective
task of crowd control well.
4-63. Riot control operations are dynamic and often chaotic. Soldiers armed
with riot shields provide a first line of defense while those armed with riot
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 violently grabs a riot shield, help is required to maintain control
(see Figure 4-20, page 4-22). A soldier armed with a 36-inch wooden riot baton
or an expandable riot baton (extended to 36 inches) can be of assistance. The
soldier simply moves forward into a gap between the riot shields where he can
quickly strike the top or side of the riot shield, slicing the long end across or
straight down onto the hands and fingers of the aggressor (see Figure 4-18).
4-64. Riot batons are not the only way to effectively knock an aggressors
hands from a riot shield. Soldiers armed with 12-gauge shotguns or
M16/M203s can just as effectively smash the hands or fingers of a persistent
aggressor with the barrel of their weapons using the technique described
above.
18 April 2005 FM 3-19.15 4-21

Figure 4-20. Clearing a Riot Shield
NONLETHAL MUNITIONS
4-65. With the inclusion of NL munitions, commanders now have additional
tools that afford excellent standoff capabilities. This is critical because
commanders now have intermediate options for dealing with a hostile crowd.
No longer will a commander issue a proclamation, have it ignored by the
crowd, and then be forced to use lethal munitions to backup the proclamation.
Now he can use NL munitions to gain the same standoff distance but without
the catastrophic results of lethal munitions.
4-66. NL munitions include (but are not limited to) a 12-gauge shotgun and
40-millimeter rounds. These blunt munitions have the capability of effectively
engaging targets as close as 5 meters and as far as 50 meters. Range is
dependent upon each round. These munitions are used from a distance to
dissuade, discourage, and disperse the crowd. If the crowd disperses from 50
meters and soldiers are in close contact with the crowd, then the mission has
been successful.
TAP-DOWN TECHNIQUE
4-67. Commanders must be familiar with the characteristics and capabilities
of all rounds to use them effectively. When 12-gauge and M203 weapons are
used within a line of skirmishers (usually located behind the riot 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 riot
control situations when trying to identify and effectively engage legitimate
targets. The tap-down technique is used to overcome target identification and
engagement with NL munitions. If ordered to engage targets or the situation
authorizes an engagement, soldiers armed with NL munitions may step
forward, level their weapons, and fire upon legitimate targets (see
Figure 4-21).
4-68. A soldier that is armed with a NLW and is using the tap-down
technique must first tap on the shield holders shoulder. Tapping on the shield
holders shoulder alerts him that the gunner is preparing to fire. In response
4-22 FM 3-19.15 18 April 2005

to the tap, the shield holder drops to one knee while keeping the riot shield
firmly affixed to their front for protection. The gunner takes a step forward
and fills the gap. He then leans into the riot shield bearers back with his knee
and fires. This technique ensures that the long end of the weapon is extended
beyond the riot shield.
WARNING
The long end of the weapon must be projected beyond the
riot shield before firing. This is a critical safety step, which
will prevent NL projectiles from hitting the riot shield and
injuring soldiers.
4-69. Once soldiers firing munitions have fired, they raise their weapon back
to a high port arms. The soldiers clear their weapons and tap the riot shield
bearer a second time, signaling them to rise to a standing position.
Figure 4-21. Tap-Down Technique
18 April 2005 FM 3-19.15 4-23

Chapter 5
Nonlethal Capabilities Set and Employment Considerations

During the past several decades, US forces have regularly performed
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 US 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 NL munitions
will cause crowds to disperse, separate, or leave the area with minimal
casualities. The NLCS is a well-rounded, versatile package of both
commercial off-the-shelf (COTS) and government off-the-shelf (GOTS) NL
equipment and munitions. NLCS contents are divided into four distinct
categories: personnel protectors, personnel effectors, mission enhancers,
and training devices.
PERSONNEL PROTECTORS
5-1. Personnel protectors provide the individual soldier with added protection
to the sensitive and vital areas of his body. They provide excellent protection
for the individual soldier from trauma often inflicted by thrown objects (such
as rocks, bricks, sticks, and bottles).
NONBALLISTIC RIOT FACE SHIELD

5-2. A nonballistic riot face shield (see Figure 5-1, page 5-2) has two
adjustable positions and is constructed of hard durable plastic that securely
attaches to the Kevlar helmet. It may be worn with an M17 or M40
protective mask and is designed to protect the soldiers head, face, and neck
from thrown objects. Nonballistic riot face shields will not protect from attacks
with ballistic weapons, such as firearms. All soldiers operating in a civil
disturbance environment should be outfitted with riot face shields.
NONBALLISTIC FULL-LENGTH SHIELD

5-3. A nonballistic full-length riot shield (see Figure 5-2, page 5-2) is a body
shield constructed of hard durable plastic. Left- and right-handed personnel
can easily use the nonballistic full-length riot shield. It is designed to protect
the soldiers face, torso, and upper legs from thrown objects. Nonballistic full-
length riot shields will not provide protection from ballistic weapons. Only the
front line of skirmishers and those providing lateral protection to both flanks
of the formation will be outfitted with nonballistic full-length riot shields.
18 April 2005 FM 3-19.15 5-1

Figure 5-1. Nonballistic Riot Face Shield
Figure 5-2. Nonballistic Full-Length Riot Shield
NONBALLISTIC SHIN GUARD

5-4. The nonballistic shin guards (see Figure 5-3) are constructed of hard
durable plastic and are easily fastened to a soldiers legs. They are designed to
protect the soldiers, feet, shins, and knees from thrown objects. They will not
provide protection from ballistic weapons, such as firearms. All soldiers
operating in a civil disturbance environment should be outfitted with shin
guards.
BALLISTIC RIOT FACE SHIELD

5-5. The ballistic riot face shield (see Figure 5-4) has two adjustable positions
constructed of acrylic and bullet-resistant materials that provide the wearer
with Level IIIA protection. The ballistic riot face shield easily attaches to the
Kevlar helmet and is capable of being worn with either an M17 or M40
protective mask. It will protect the soldier from hand-thrown objects. Because
of its excessive weight (3.4 pounds), the ballistic riot face shield should not be
worn for standard riot control operations. Ballistic riot face shields are best
suited for use within specialized teams associated with riot control operations;
for example, teams responsible for the search and apprehension of identified
criminals or building- and alley-clearing operations.
5-2 FM 3-19.15 18 April 2005

Figure 5-3. Nonballistic Shin Guards
Figure 5-4. Ballistic Riot Face Shield
BALLISTIC FULL-LENGTH RIOT BODY SHIELD WITH LIGHT KIT

5-6. The ballistic full-length riot body shield (see Figure 5-5, page 5-4) is
constructed from Spectra Shield bullet-resistant material that provides a
soldier with Level IIIA protection. It will protect the soldier from thrown
objects. Because of its excessive size (18 pounds and 20 by 36 inches), the
ballistic full-length riot body shield should not be used as part of a standard
riot control operation. Ballistic full length riot body shields are best suited for
use within specialized teams associated with riot control operations; for
example, teams responsible for the search and apprehension of identified
criminals or building- and alley-clearing operations.
18 April 2005 FM 3-19.15 5-3

Figure 5-5. Ballistic Full-Length Riot Body Shield
BALLISTIC SHIN GUARDS

5-7. Ballistic shin guards (see Figure 5-6) are constructed of Kevlar KM2
materials and provide a soldier with Level IIIA protection to the feet, shins,
and upper legs. They protect the soldier from hand-thrown objects. There are
three different sizes, and because of their excessive weight (7 to 10 pounds),
ballistic shin guards should not be deployed as part of a standard riot control
operation. Ballistic shin guards are best suited for use within specialized
teams associated with riot control operations; for example, teams responsible
for the search and apprehension of identified criminals or building- and
alley-clearing operations.
Figure 5-6. Ballistic Shin Guards
PERSONNEL EFFECTORS
5-8. Personnel effectors are those items that provide soldiers with an NL
response without the necessity of always coming into direct physical contact
with aggressors. Personnel effectors are 12-gauge and 40-millimeter
ammunition that inflict blunt trauma. These munitions are compatible with
the shotgun and the M203 grenade launcher already in the Army inventory.
There are also diversionary and rubber ball grenades, which distract and
inflict blunt trauma.
5-4 FM 3-19.15 18 April 2005

WOOD RIOT BATON WITH BELT RING (36 INCHES)

5-9. The 36-inch wood riot baton (see Figure 5-7) is made from solid oak.
When held properly, the riot baton thong provides greater retention
capabilities. Intended primarily for self-defense, the 36-inch wood riot baton
can be used effectively as an offensive tool if it becomes necessary to keep
rioters out of arms reach of soldiers conducting crowd control operations.
Figure 5-7. Wood Riot Baton
EXPANDABLE RIOT BATON WITH CARRIER (24 TO 36 INCHES)

5-10. The expandable riot baton (see Figure 5-8) provides the soldier with an
NL means of crowd control and self-defense. The riot baton comes with a
mounting device that attaches the riot baton to a belt. The riot baton is 24 to
36 inches in length and is primarily intended for self-defense. The expandable
riot baton can be used effectively as an offensive tool if it becomes necessary to
keep rioters out of arms reach of soldiers conducting crowd control operations.
Figure 5-8. Expandable Riot Baton and Carrier
18 April 2005 FM 3-19.15 5-5

500 (3 INCH) 12-GAUGE SHOTGUN

5-11. The 12-gauge shotgun (see Figure 5-9) is a pump action shotgun
currently in NLCS inventory. The pump action shotgun is chambered to take
up to 3-inch shells. The 3-inch chamber allows for the use of M1012 and
M1013 NL munitions. This shotgun also provides a visually distinct
alternative to standard military weapons that may be desired based on
mission considerations (force signature and acceptability).
Figure 5-9. 12-Gauge Shotgun
M7 66-MILLIMETER LAUNCHER WITH M315 INSTALLATION KIT

5-12. The M7 (see Figure 5-10) is a 66-millimeter vehicle-mounted, NL,
grenade-launching device that is mounted on a HMMWV. It is an indirect fire
support system that can deliver the M98 distraction grenade that creates a
flash-bang effect, L96A1 antiriot grenade, or M99 blunt trauma grenade that
creates a sting-ball effect. The M315 installation kit is used to install an M7
discharger on the turret ring of appropriate HMMWV variants. An adjustable
bracket allows the launch angle to be depressed for engaging targets at ranges
of 50, 75, and 100 meters. The system enforces standoff distances and deters
potential threats.
Figure 5-10. M7 Launcher
5-6 FM 3-19.15 18 April 2005

MODIFIED CROWD CONTROL MUNITION-GROUND EMPLACEMENT

5-13. Similar in nature to the claymore mine, the modified crowd control
munition-ground emplacement (MCCM-GE) (see Figure 5-11) is an NL
munition that can deliver six hundred .32-caliber rubber pellets and a flash-
bang effect. The MCCM-GE will stop, confuse, disorient, and/or temporarily
incapacitate area targets and/or personnel at ranges out to 30 meters.
WARNING
Avoid employing the MCCM-GE within 10 meters of
personnel as it may cause serious bodily harm or death.
Figure 5-11. MCCM-GE
12-GAUGE, FIN-STABILIZED POINT, NONLETHAL CARTRIDGE (M1012)

5-14. The M1012 (see Figure 5-12) is a single projectile round made of hard
rubber that is shaped like a bomblet and designed to be fired a at a single
target. With a muzzle velocity of 500 feet per second, the M1012 has the
effective range of no closer than 5 meters and no further than 30 meters.
Engagement inside 5 meters could cause serious injury or death. Beyond 30
meters the kinetic energy dissipates to the point where the round becomes
ineffective.
Figure 5-12. M1012
18 April 2005 FM 3-19.15 5-7

12-GAUGE, CROWD DISPERSAL, NONLETHAL CARTRIDGE (M1013)

5-15. The M1013 (see Figure 5-13) is a multiple projectile round with .23
caliber hard rubber pellets that is designed to be fired at and employed with
the purpose of affecting multiple targets. With a muzzle velocity of 900 feet
per second, the M1013 has an effective range of no closer than 5 meters and no
further than 30 meters. Engagement inside 5 meters could cause serious
injury or death. Beyond 30 meters, the kinetic energy dissipates to the point
where the rubber pellets become ineffective.
Figure 5-13. M1013
40-MILLIMETER SPONGE GRENADE (M1006)

5-16. The M1006 (see Figure 5-14) is a single projectile round made of pliable
foam rubber with a hard plastic back. The M1006 is designed to be aimed and
fired at a single target. With a muzzle velocity of 265 feet per second, the
M1006 has an effective range of no closer than 10 meters and no further than
50 meters. Engagements inside 10 meters could cause serious injury or death.
Beyond 50 meters, the kinetic energy dissipates to the point where the round
becomes ineffective.
Figure 5-14. M1006
5-8 FM 3-19.15 18 April 2005

40-MILLIMETER CROWD DISPERSAL CARTRIDGE

5-17. The crowd dispersal cartridge (CDC) (see Figure 5-15) is a multiple
projectile round with .48 caliber hard rubber balls that is designed to be fired
and employed with the purpose of affecting multiple targets. With a muzzle
velocity of 450 feet per second, the CDC has an effective range of no closer
than 10 meters and no further than 30 meters. Engagement inside 10 meters
could cause serious injury or death and beyond 30 meters the kinetic energy
dissipates until the rubber balls become ineffective.
Figure 5-15. CDC
RUBBER BALL GRENADE (GG04)

5-18. The GG04 (see Figure 5-16, page 5-10) is a multiple projectile, flash-
bang grenade with 100 .25-caliber hard rubber pellets. Each grenade has a
fuse delay of 2.8 to 3 seconds with a flash measuring approximately 1 million
CP and 180 decibels at 3.5 feet. At detonation, rubber pellets are dispatched at
360 with an effective range of 2 to 3 meters and a maximum engagement
range of 15 to 20 meters. The rubber ball grenade is designed to be hand-
thrown or muzzle-launched from a 12-gauge shotgun.
RUBBER BALL GRENADE LAUNCHING CUP AND AA30 12-GAUGE LAUNCH ROUND
5-19. The launch cup (see Figure 5-17, page 5-10) firmly attaches to the 12-
gauge shotgun without any additional tools. It works in concert with the AA30
12-gauge launch round to propel the rubber ball grenade approximately 100
meters. The shooter simply inserts the full body and the safety lever of the
grenade into the launching cup, pulls the pin, loads a 12-gauge round, and
fires (approximately) at a 30 angle. The desired effect is to have the grenade
explode approximately 7 to 10 feet above the target.
RELOADABLE FLASH-BANG GRENADE (M84)

5-20. The M84 (see Figure 5-18, page 5-10) is a reloadable flash-bang thrown
grenade. Each grenade has a 1- to 2-second fuse delay, with a flash capability
of 1.5 to 2.5 million CP and a bang of 168 to 175 decibels. Although it is part of
18 April 2005 FM 3-19.15 5-9

the NLCS, use of the M84 is not recommended for use in crowd control
situations. Specialty teams, such as security response teams, and search
teams may use this device effectively.
Figure 5-16. GG04
Figure 5-17. Launching Cup and AA30
Figure 5-18. M-84
5-10 FM 3-19.15 18 April 2005

FLEX-CUFS
5-21. Flex-Cufs consist of a tough pliable plastic band with a self-locking
mechanism in the center for each end. When the Flex-Cuf (see Figure 5-19) is
threaded the restraint bands circle around the wrists or ankles, impeding
movement and securing the individual. They are lightweight and disposable
and require a cutting tool or other instrument to remove.
Figure 5-19. Flex-Cufs
INDIVIDUAL RIOT CONTROL AGENT DISPERSER (M36)

5-22. The M36 (see Figure 5-20) contains a Dibenz (F, -1 4-oxazepine [CR]
solution. It can deliver 25 one-second bursts out to 12 feet. Individual
disposable RCA dispersers are intended primarily for self-defense or to keep
rioters out of arms reach of soldiers conducting crowd control formations or
soldiers engaged in missions where a noncombatant exists.
Figure 5-20. M36
MIDSIZE RIOT CONTROL AGENT DISPERSER (M37)

5-23. The M37 (see Figure 5-21, page 5-12) is the size of a standard fire
extinguisher that uses compressed air to force the RCA out to a range of 30
feet. It has the capacity to employ 18 bursts for 3 seconds per charge. It is
excellent for providing a wide coverage of RCAs onto a hostile crowd while
18 April 2005 FM 3-19.15 5-11

maintaining excellent standoff capability. The M37 can be refilled and is

rechargeable. It can be filled with CR solution (liquid agent) or CS1 (dry
agent). For training purposes, CR can be substituted with water and CS1 can
be substituted with talcum powder.
Figure 5-21. M37
SQUAD RIOT CONTROL AGENT DISPERSER (M33A1)

5-24. The M33A1 (see Figure 5-22) is designed to provide crowd control and
protection at the squad level. It is capable of projecting a ballistic stream of
RCAs beyond 25 feet in up to 25 half-second bursts. It consists of a frame and
harness assembly, compressed-gas cylinder (agent container assembly), air
pressure assembly, gun and hose assembly, multijet spray unit, and check
valve assembly. The M33A1 can be refilled and is rechargeable. For training
purposes, CR can be substituted with water and CS1 can be substituted with
talcum powder.
Figure 5-22. M33A1
MISSION ENHANCERS
5-25. Mission enhancers aid the commander in various tactical situations.
Mission enhancers include various types of devices used for illumination,
vehicle denial, traffic control missions, and force protection enhancement.
5-12 FM 3-19.15 18 April 2005

PORTABLE BULLHORN
5-26. The portable bullhorn (see Figure 5-23) provides squad leaders with the
capability to project their voices above the noise and commotion created by
crowds and mobs. The megaphone has a built-in siren for alarm purposes that
allows the operator to use the device as an ordinary megaphone and siren
alarm during emergencies. The bullhorn is portable and easy to carry. The
acoustic range of the megaphone for a clear voice output is to 1 mile. The
power output of the megaphone is rated at 15 watts with a maximum rating of
20 watts. The dimensions of the megaphone are 14.5 inches with a 9-inch
diameter bell. It weighs 3.5 pounds without batteries. Battery requirements
for the megaphone are eight dry-cell size C batteries.
Figure 5-23. Portable Bullhorn
GROUND-MOUNTED BULLHORNS
5-27. Ground-mounted bullhorns (see Figure 5-24, page 5-14) are a critical
communication enhancement device for conducting crowd control tactics. The
bullhorn can facilitate communication with the crowd in conjunction with
PSYOP support and assistance with the communication of commands to
troops engaged in the crowd control process. The power output of the ground-
mounted bullhorn is rated at 22 watts. The dimensions of the bullhorn are
13.75 by 9 by 14.75 inches, and it weighs 15 pounds.
INDIVIDUAL VOICE AMPLIFICATION SYSTEM (M7)

5-28. The M7 (see Figure 5-25, page 5-14) is a critical communication
enhancement device for conducting crowd control tactics using RCAs while
wearing the M40 protective mask. The M7 is fitted to the M40 protective mask
to facilitate oral communication and increase the user's ability to
communicate using radios and other devices.
18 April 2005 FM 3-19.15 5-13

Figure 5-24. Ground-Mounted Bullhorns
Figure 5-25. Individual Voice Amplification System
INDIVIDUAL HIGH-INTENSITY SEARCHLIGHT WITH HOLSTER

5-29. The individual high-intensity searchlight (see Figure 5-26) is used
primarily for illumination in crowd control operations at night. An individual
can use it for general illumination of the operational area to pinpoint agitators
and threats, reduce the ability of the rioters to see troop formations and
actions, enhance tactical deception and actions, and enhance tactical
deception techniques for units conducting crowd control operations.
HIGH-INTENSITY LIGHT
5-30. A high-intensity light (see Figure 5-27) is intended for use in low light or
night conditions. A high-intensity light can project a beam that will enable the
user to identify an individual person up to 1,900 yards away. It has an
adjustable beam spread of 1 to 15 and will run continuously at maximum
power for up to 45 minutes. The internal power supply requires 4 hours for a
full charge.
5-14 FM 3-19.15 18 April 2005

Figure 5-26. Individual High-Intensity Searchlight with Holster
Figure 5-27. High-Intensity Light
HIGH-INTENSITY LIGHT SYSTEM WITH 12-GAUGE SHOTGUN ATTACHMENT KIT

5-31. This 12-guage high-intensity light system (see Figure 5-28, page 5-16) is
used to illuminate possible targets in crowd control situations where there is
little or no light. It serves to blur or blind the aggressors ability to see. It
mounts easily to the end of the 12-gauge shotgun barrel.
40-MILLIMETER CARRYING POUCH

5-32. The 40-millimeter carrying pouch is made from durable canvas
material, (see Figure 5-29, page 5-16) and can be easily affixed to load-bearing
equipment (LBE) and/or a load-bearing vest (LBV) using Velcro straps. It is
capable of carrying up to six 40-millimeter rounds.
18 April 2005 FM 3-19.15 5-15

Figure 5-28. 12-Gauge High-Intensity Light System With 12-Gauge Shotgun

Attachment Kit
Figure 5-29. 40-Millimeter Carrying Pouch
12-GAUGE UTILITY POUCH

5-33. The 12-gauge utility pouch is made from durable canvas material (see
Figure 5-30). It can be easily affixed to an LBE and/or LBV using metal clasps.
The 12-gauge utility pouch is capable of carrying up to twenty-five 12-gauge
shotgun rounds.
Figure 5-30. 12-Gauge Utility Pouch
5-16 FM 3-19.15 18 April 2005

12-GAUGE BUTTSTOCK CUFF

5-34. The 12-gauge buttstock cuff (see Figure 5-31) firmly attaches to the
shotgun by sliding over the stock. Elastic straps aid in preventing the
buttstock cuff from sliding or rolling. It holds up to seven 12-gauge cartridges,
which give the soldier quick access to additional rounds.
Figure 5-31. 12-Gauge Buttstock Cuff
DIVERSIONARY AND/OR RUBBER BALL GRENADE POUCHES

5-35. The diversionary and/or rubber ball grenade pouch (see Figure 5-32) is
an ammunition-carrying pouch made of durable canvas material. It is
partitioned in a manner to provide the soldier with a means of holding up to
six rubber ball grenades or six flash-bang grenades in separate compartments.
Figure 5-32. Diversionary and/or Rubber Ball Grenade Pouch
CALTROPS
5-36. The caltrop (see Figure 5-33, page 5-18) is a field-expedient area denial
system. Securing approximately 50 caltrops to 550-type military cord allows a
soldier to quickly toss and recover the system. Caltrops are used to deny
vehicle and pedestrian movement in designated areas. The four prongs are
approximately 2 inches tall and will puncture tires or boots. A soldier can
easily employ the caltrop by scattering it in a designated area hidden by
camouflage.
18 April 2005 FM 3-19.15 5-17

Figure 5-33. Caltrop
PORTABLE VEHICLE ARREST BARRIER

5-37. A portable vehicle arrest barrier (PVAB) (see Figure 5-34) is a
lightweight, portable, manually-emplaced and recoverable-barrier
entrapment device that is used (on command) to create a barrier that will stop
vehicles being driven by known or suspected hostile forces with minimal
damage to the vehicle and its occupants. Two individuals can easily emplace it
in approximately 4 to 8 hours. It has the capability of stopping a light truck
(up to 7,500 pounds) at speeds of up to 45 miles per hour with a stopping
distance of less than 200 feet. It is not to be used as a stand-alone system. The
PVAB may be used at dismount points, checkpoints, and roadblocks to
prevent unauthorized access by wheeled vehicles into or out of areas.
Figure 5-34. PVAB
TRAINING DEVICES
5-38. Training devices that commanders can use to effectively prepare their
soldiers are included in the NLCS. Training devices allow soldiers to learn
and build confidence in the development of personal defensive skills. These
are critical pieces of equipment because they allow soldiers to train at almost
full speed, which provides reinforcement of realistic motor skills. Training in
this manner has proven to be more effective than just striking out at the air.
5-18 FM 3-19.15 18 April 2005

IMPACT TRAINING SUIT

5-39. Impact training suits (see Figure 5-35) are made of closed-cell shock-
absorbent foam that allows soldiers to hone their riot baton skills through
realistic hand-to-hand training. Impact training suits absorb strikes inflicted
by the current expandable and wooden riot batons. They provide protection for
the head, face, hands, and legs without significant degradation of the wearers
mobility.
Figure 5-35. Impact Training Suits
TRAINING STRIKE BAGS

5-40. Training strike bags (see Figure 5-36) give the soldier a durable, yet
absorbing surface to strike or kick for training. It also helps develops
proficiency in open-hand control and riot baton techniques.
Figure 5-36. Training Strike Bag
18 April 2005 FM 3-19.15 5-19

PRACTICE GRENADE BODY (GG05)

5-41. The GG05 is blue in color and is easily identified as a practice grenade
(see Figure 5-37). It is designed to replicate the live GG04 rubber ball grenade.
It is made of durable rubber and can be hand-thrown or muzzle-launched from
the 12-gauge shotgun. It can be reloaded.
Figure 5-37. GG05
PRACTICE GRENADE FUSE

5-42. The practice grenade fuse (see Figure 5-38) is identified by its blue
spoon and brown stripe. It easily screws into the body of the GG05. Once used,
unscrew the practice grenade fuse from the body and reload it with a new
fuse.
Safety pin
Pull ring
Fuse thread
Safety lever
Figure 5-38. Practice Grenade Fuse
CORE CAPABILITIES
5-43. 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 in order to protect friendly
forces and/or influence the actions of potential adversaries and
noncombatants. With the availability of the NLCS (see Figure 5-39) these
goals can be achieved without resorting to lethal force and in a manner that
will minimize collateral damage. The core capabilities associated with NL
effects fall into the following two major categories:
5-20 FM 3-19.15 18 April 2005

NOTE: There are nine platoon equivalents within a light infantry battalion.
PLT Organization Personnel and Weapons Nonlethal Weapons & Equipment
3 riot face shields

3 sets of shin guards
3 sets of full-body restraints
3 individual voice amplification systems
3 individual RCA dispensers with carriers
1 portable bullhorn
7 personnel 1 ground-mounted bullhorn
(5 M16/M4 and 2 M60/ 1 high-intensity searchlight
M240) 1 set of caltrops
PLT 3 ballistic riot face shields
3 sets of ballistic shin guards
3 ballistic riot body shields
1 riot baton training suit
1 riot baton strike pad
3 riot face shields

3 riot body shields
3 expandable riot batons with carriers
3 personnel 9 sets of cinch-strap restraints
(3 M16/M4) 3 individual voice amplification systems
SQD SQD SQD 3 individual RCA dispensers with carriers
3 individual high-intensity search lights
with carriers (see Figure 5-26)
24 riot face shields

TM TM TM TM TM TM 100 sets of disposable flex-cuffs
24 individual voice amplification systems
24 personnel 24 individual RCA dispensers with carriers
(12 M16/M4 and 6 M16/ 6 expandable riot batons with carriers
M4 with M203 6 SAW) 11 grenade pouches
12 forty-millimeter grenade pouches
6 twelve-gauge ammunition pouches
6 twelve-gauge bitstock ammunition
carriers
Figure 5-39. NLCS Distribution
z Counterpersonnel. NL 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 NL 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. For more information, see
FM 3-22.40.
z Countermaterial. NL countermateriel capabilities enhance
operations by rendering equipment and facilities unusable without
complete destruction. An NL countermateriel capabilities enable the
18 April 2005 FM 3-19.15 5-21

application of military force to defuse potentially volatile situations

under circumstances in which more destructive conventional military
means might prove counterproductive. For example, pre-emptive
strikes against troublesome and aggressive nations may be politically
unacceptable when only conventional weapons with the high risk of
casualties are involved. With NL countermateriel capabilities, the
enemys ability to threaten its neighbors could be curtailed with less
political risk by attacking only their weapons of war and their
supporting infrastructure. For more information, see FM 3-22.40.
ADDITIONAL CAPABILITIES
5-44. NLW are only NL when fired within their parameters.
DANGER
If NLW are fired outside their parameters, they may cause
serious injury or death.
5-45. If a situation turns from NL to lethal, an NL gunner only needs to

change his point of aim and distance to inflict serious bodily harm and/or
death to the threat. The closer the soldier is to the target, the greater the
kinetic energy and the more severe the effects are to the threat.
EMPLOYMENT CONSIDERATIONS
5-46. NL munitions and equipment are not completely NL; they are NL by
intent. The term NL does not guarantee zero mortality or nonpermanent
damage. NLW can add flexibility to combat operations and enhance force
protection by providing an environment in which friendly troops can engage
threatening targets with a reduced risk of noncombatant casualties and
collateral damage.
5-47. If the tactical situation dictates a NL response, a soldier who levels a
weapon loaded with NL munitions must be trained in distance to the target
and appropriate points of aim. Based on the soldiers understanding and
training on the characteristics and capabilities of the round, they can easily
discern and engage targets to the desired effect. If the tactical situation
dictates a lethal response, soldiers can easily adjust the point of aim to a more
vulnerable target location on the body and move in closer to the target. NL
munitions can be used as a lethal response if the situation dictates and the
intent of the soldier is to inflict death.
NONLETHAL WEAPONS CAPABILITIES IN FORMATIONS

5-48. The mix of NLW within the formation is based on METT-TC. For
example, the first rank of the formation will have riot shields, riot 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 M203s. Shotguns and M203s may be used as area denial or point target
5-22 FM 3-19.15 18 April 2005

weapons depending on the specific munitions used. The shotgun provides

cover for the slower loading M203. 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 (see Appendix D).
18 April 2005 FM 3-19.15 5-23

Chapter 6
Civil Disturbance Formations

Control force formations, when properly employed and executed against a
crowd, are some of the most practical methods of crowd control. The riot
baton has been the weapon of choice for the control force. With the
development of NLW, the commander now has more options at his
disposal. Before NLW, the only other choices were chemical irritants,
MWDs, and lethal force. Now commanders can create a standoff distance
with NLW that reduces the risk of close fighting with the mob. During any
crowd control operation, the commander must protect the control force
with lethal overwatch. This overwatch may be in the form of marksmen
and observer teams (sniper with observer) and a response force with lethal
capabilities.
OVERVIEW
6-1. With advances in NLW, it is possible to create an effective standoff
distance of 15 to 100 meters between the crowd and the control force
formation. It is now possible to advance and disperse the crowd without
coming into direct contact with it. Some NLW may also be used to assist in the
identification and apprehension of instigators.
6-2. Control force formations are used to disperse, contain, and/or block a
crowd. These formations are more effective in urban areas than in open areas,
such as parks or fields. When control force operations are 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 of the fact that well-
organized crowds may attempt to move to the flanks of a formation and/or get
behind the formation to gain a tactical advantage.
6-3. Commanders must be aware of the limitations of control force
formations. They are not the answer to all civil disturbance situations. Do not
expose the formation to sniper fire and/or unnecessary violence simply for a
show of force. 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.
Before 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 control force in small-mob tactics, such as
sniping, looting, burning, and attempting to envelop the control force.
Commanders must anticipate that breakaway crowds may engage in small-
mob tactics. These tactics can be defeated by area control measures, such as
building searches, saturation patrolling, and other tactics. After dispersing
the crowd, the control force must not assume that there will be an immediate
18 April 2005 FM 3-19.15 6-1

return to peaceful activities. The use of formations is only part of the total
dispersal effort.
6-4. Commanders must assess and secure the areas of operations (AOs). This
may be accomplished with the use of helicopter overflights and by visually
securing rooftops, high elevations, and advantage points. Designated
marksmen teams may be used to secure the rooftops and provide lethal
overwatch for the control formation. The control force commander must be
aware that designated marksmen teams are positioned on rooftops.
6-5. Crowd control formations and their 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. Commanders must analyze the threat,
determine the mission of the control force, and decide which control force
formations will accomplish the mission according to METT-TC.
6-6. During CONUS operations, there are usually no enemy forces. 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. Only through training and rehearsals will soldiers
become proficient in basic formation movements and be able to adjust to
changing situations. Soldiers must also be prepared to employ NLW.
Figure 6-1 is used as a key to identify soldiers within crowd control
formations.
Team leader
Platoon leader
Radio operator
PSG
Baseman
Squad leader A team member
B team member
Vehicle
C team member
Figure 6-1. Symbols for a Formation Element
ACTIONS BEFORE MOVEMENT

6-7. Before moving the control force to the civil disturbance area and into a
potentially hostile urban environment, the commander and his staff must
review the preincident plans and expand them (as needed) based on current
information. Because of the employment of forces against ambiguous threats,
6-2 FM 3-19.15 18 April 2005

IPB becomes critical. Information is the key to developing an appropriate

response to civil disturbances.
6-8. Civil disturbance training must be part of the annual unit training plan.
If a soldier is deployed to an area where civil disturbances are a recurring
event, sustainment training must occur more frequently. Before moving the
control force to the rally point, an intense rehearsal must be conducted by the
leadership and the control force. A top-down review of the rules of engagement
(ROE/rules for the use of force (RUF) must be accomplished. The ROE/RUF
must be part of the unit training plan and each soldier must be trained to
standard (see Chapter 8). The use of NLW (type specific) must be granted to
the on-site commander from the approval authority.
6-9. Information is the key to developing plans for appropriate responses to a
civil disturbance, and IPB is crucial to the success of the mission. During the
planning phase (see Chapter 2), 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 advanced party capable of
controlling the area.
RALLY POINT ACTIONS

6-10. Once at the rally point, the commander makes contact with the local
police, civil authorities, or military officer. He then assesses the situation,
decides the next COA, and issues orders, as appropriate. The platoon sergeant
(PSG) forms the platoon into a column formation and places team leaders
directly in front of their teams (see Figure 6-2, page 6-4). Team and squad
leaders make last minute checks of their soldiers and await orders.
6-11. The commander places his lethal overwatch (designated marksmen
[DM] teams) in areas that overlook the control force and the mob. They may
be to the flanks and slightly to the front of the formation. It is their
responsibility to protect the formation from lethal fire by constantly scanning
the crowd.
6-12. When the commander receives word that DM teams are in place, he
forms the control force into a crowd control formation and moves them 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. Reserve forces are left at the rally point until ordered
forward as additional lethal overwatch or to reinforce the formation.
CONTROL FORCE FORMATIONS

6-13. 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 control force
18 April 2005 FM 3-19.15 6-3

4th squad
1st squad
2d squad
3d squad
Figure 6-2. Column Formation
formations are the line, echelon, and wedge. The two lesser-used formations
are the diamond and circle. Descriptions of all the formations are as follows:
z Line formation. 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.
z Echelon formation. 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.
z Wedge formation. The wedge is an offensive formation that is used
to penetrate and split crowds into smaller groups.
z Diamond formation. The diamond, when used as an offensive
formation, is used to enter a crowd and is the formation of choice for
extraction teams. As a defensive formation, the diamond 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.
z Circular formation. The circular 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.
6-14. There are many suitable variations of control force formations that may
be employed, but appropriate commands and signals must be created to
execute the formations. Because of their somewhat complicated nature and
6-4 FM 3-19.15 18 April 2005

the coordination required for these formations, new variations must be

trained, practiced, and rehearsed before they are used in a civil disturbance.
VEHICLES AND FORMATIONS

6-15. Vehicles may be employed with troops in control force formations,
especially when a large riotous crowd is on hand. 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 and/or mobile barriers
may be built by mounting a wooden or metal frame strung with barbed wire
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.
6-16. Up-armored HMMWVs, ASVs, or armored vehicles may be employed
with the control force 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 he is still able to see and control the formation. This may require him to
occupy a position in a similar vehicle behind the formation or command
subordinate leaders to move away from the front line and into line-of-sight
(LOS) 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 to be effective.
ELEMENTS OF A CONTROL FORCE FORMATION

6-17. Four elements make up the basic crowd control formation. They are as
follows:
z 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.
z 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 three
essential tasks:
General support. The general-support element is formed from
an uncommitted squad in the platoon (generally the 2d squad).
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
18 April 2005 FM 3-19.15 6-5

end teams in the formation; however, this will make your

formation smaller. Once in position, these teams become part of
the formation, with their riot shields facing the flanks of the
formation.
Direct support. When direct support is ordered, the
general-support element moves forward as they form their own
formation. While moving forward, the squad and team leaders
from the control force formation step back and allow the riot shield
holders from the support element to step behind riot shield
holders of the original formation. This allows the support riot
shield holders to form up between and behind the riot shield
holders of the original formation. Now there are two lines of riot
shield holders between the crowd and NLW firers. This formation
is the strongest of the formations and requires more planning and
practice to master.
z Command element. The command element contains several
different members. A general configuration for the command element
is the platoon leader, the PSG, a radio operator, a video recorder
operator (if required), and an interpreter (if required). This element
does not have a fixed location within the formation and moves about
as needed.
z Lethal overwatch element. The lethal overwatch element is a team
formed from reserve security forces.
6-18. 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. Lethal overwatch teams
are formed from the reserve force. Once lethal overwatch teams are deployed
and in position, they are under the control of the formation commander.
Communication between the lethal overwatch team and the formation
commander is a priority because he approves target selection and
engagement.
WEAPON POSITIONS
6-19. At the commanders discretion, members of the control force formation
may carry their weapons in any of the positions prescribed in FM 3-21.5.
However, the primary method of carrying weapons in the control force
formation is at the safe-port position (see Figure 6-3). It allows the soldier to
control both ends of the weapon while moving in and out of the formation and
advancing on the crowd.
6-20. High-port position (see Figure 6-3) 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 their troops at every opportunity by
using less tiring positions.
6-6 FM 3-19.15 18 April 2005

Safe-port arms High-port arms
Figure 6-3. Weapons Positions
COMMANDS
6-21. Commands are given to the control force formation orally or with
hand-and-arm signals. Oral 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, oral commands
cannot be relied on completely, so commanders must plan to use hand-and-
arm signals too. 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 (see Figure 6-4, page 6-8) with
oral commands. The basic commands used in control force formations are
outlined in Table 6-1, page 6-9. These commands can be added to or combined
to form more complex commands, therefore forming more complex formations.
MOVEMENTS
6-22. Control force formations move in the same manner as regular
formations. This allows the commander to more precisely 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 control. The
squad and team leaders echo preparatory commands and provide cadence
while in control force formations.
INTERVAL AND DISTANCE

6-23. 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. 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 riot shields to be overlapped,
creating a stronger wall. During peaceful demonstrations, the interval could
18 April 2005 FM 3-19.15 6-7

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.
Line
Raise both arms from the sides until
they are horizontal. The arms and
hands should be extended with the Echelon (Right or Left)
palms down. Extend one arm 45 above the
horizontal and the other 45 below
the horizontal. The arms and
hands should be extended. The
upper arm shows the direction of
the echelon when the commander
faces the troops.
Wedge
Extend both arms downward and to the
sides at a 45 angle. The arms and hands
should be extended with the palms down
and in.
Circular
Give the diamond signal. Then
give a circular motion with the right
hand.
Diamond
Extend both arms above the head.
Bend the elbows slightly, and
touch the fingertips together.
Figure 6-4. Hand-and-Arm Signals
6-8 FM 3-19.15 18 April 2005

Table 6-1. Basic Commands
Commands
Command Given by Purpose
for
Platoon On Line Platoon leader and/or commander To form a line formation.
Platoon Wedge Platoon leader and/or commander To form a wedge formation.
Platoon Echelon Platoon leader and/or commander To form an echelon formation.
Platoon Diamond Platoon leader and/or commander To form a diamond formation.
Platoon Circle Platoon leader and/or commander To form a circular formation.
Formations Move Platoon leader and/or commander As a command of execution.
NOTE: The platoon leader and/
or commander also identifies
the location for the formation
by pointing his arm to the
desired location for the
formation.
General Support Platoon leader and/or commander To place a specified unit in the
rear of the base element.
Lateral Support Platoon leader and/or commander To place support elements on the
left or right flank of the base
element.
Direct Support Platoon leader and/or commander To move support elements
Support
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.
Weapon System Platoon leader and/or commander To ready NL gunners to fire
Gunners, Number weapons; for example, M203
of Rounds, Type gunners, three rounds, area
of Round, and target, prepare to fire.
Prepare to Fire
Fire
Shield Down NL gunners To tell riot shield holders to get
down on one knee and lower the
riot shield to the ground.
Shield Up NL gunners To tell riot shield holders to stand
and raise the riot shield.
Port Arms Platoon leader and/or commander To use when not in contact with
the crowd.
High Port Platoon leader and/or commander To tell NL gunners what position
Weapons to hold their weapons in while the
formation is in physical contact
with the crowd. This allows for
rapid targeting and firing of NL
munitions.
18 April 2005 FM 3-19.15 6-9

EXTRACTION TEAM OPERATIONS

6-24. The extraction team is a squad (see Figure 6-5) that is generally formed
from the support element, but could also be formed from reserve security
forces. Once the team is formed, it is OPCON to the formation commander
until the teams mission is complete and it returns to the rear of the
formation. This team provides the riot control formation with the means to
employ NL and lethal cover forward of the formation. It also provides the
formation with the ability to remove and detain rioters downed by munitions.
Figure 6-5. Extraction Team Formation
The extraction team

z Extracts vehicles or personnel that are in immediate danger from the
crowd.
z Detains and escorts downed rioters to the rear of the formation.
z Restrains and searches subjects.
z Covers confined or congested areas where a full riot control formation
cannot be inserted.
6-25. The extraction team is usually a squad. While the recommended
distance for deploying the extraction team from the control force formation is
no farther than 10 meters, this may change based on METT-TC. The control
formation protects the extraction team and provides immediate support, if
necessary.
6-26. 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, identifies at least two personnel in the squad to conduct
the search and apprehension of the subject, and leads the squad to the base
line of the formation. He then extends his arm between the two riot shield
holders and commands, Open, while tapping the riot shield holders on the
side of the shoulder. The two riot 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 he states, Last Man. The two riot shield
holders then return to their original position in the formation. The adjacent
base element squad and/or team leaders pass the number of personnel in the
team through the formation.
6-27. As the extraction team approaches an instigator or incapacitated
demonstrator, the riot shield holders envelop the target and face in the
6-10 FM 3-19.15 18 April 2005

direction of the nearest threat. NL gunners on the left and right cover their
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 formation, the nearest
base element leader will extend his arm and command, Open, while tapping
the riot shield holders on the side of the shoulder. The riot shield holders move
one step backward and to the right or left to open the formation. As he 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, he states, Last Man. The riot shield holders then return to their
original places in the formation. The adjacent squad and team leaders in the
base element pass information through formation that the extraction team
has returned.
LETHAL OVERWATCH TEAMS

6-28. During a NL engagement, the use of a DM team provides confidence
and safety to those facing the mob. If a lethal threat is presented, the DM
team in an overwatch position (armed with a standard infantry rifle that is
mounted with a high-powered scope) can scan the crowd, identify agitators
and riot leaders for apprehension, or fire lethal fire if so ordered or warranted.
It is also ideally suited for flank and countersniper operations.
6-29. The DM team sets the security overwatch and provides real-time
intelligence 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.
6-30. The DM team is organized from a standard three- or four-man team.
Each individual on the team is equipped with a standard-issue weapon. One
individual has an infantry 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 HQ element of the control
force formation.
6-31. The 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, and on hilltops. They must
have the optical equipment to identify mob leaders, instigators, and/or
individuals with weapons. Team integrity must be maintained. In
organizations with three-man teams, one individual becomes the marksman,
another the observer, and another the security. When teams have a 4th
18 April 2005 FM 3-19.15 6-11

member, that individual becomes the video camera operator. This will help
identify individuals for later apprehension and provides a record of events.
6-32. Two 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. As the formation moves forward, the teams leapfrog
forward from the formation.
6-33. 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 (9-millimeter pistol) or an M16
or M4 rifle. The rifle is slung diagonally across his back with the rifle butt
over his left shoulder and the muzzle below his right hip. Lethal munitions
are in a separate ammunition pouch that is isolated from NL munitions. This
is to prevent the mixing of NL and lethal ammunition.
6-34. Once the lethal overwatch teams are deployed, they are under the
OPCON of the formation commander. The lethal overwatch element must
have direct and secure communications with the formation commander. The
number of teams deployed is based on METT-TC. Teams will leapfrog to keep
ahead of the advancing control force formation with one team in the
overwatch position at all times.
RESERVE FORCES
6-35. A large reserve of soldiers should be maintained during civil
disturbance operations. Knowing that a large reserve force is available
provides confidence and safety within the control force 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 a large number. Lethal overwatch
teams, forces to augment the control force, and apprehension teams come from
the reserve forces.
6-36. Apprehension teams are a must when it is likely that a large number of
people will be apprehended. 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 apprehensions 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.
6-37. Each team consists of an apprehension, movement, and security
element (added if the control force cannot provide security); a recorder; and a
video or still photographer. The apprehension element is an officer or NCO
and a civilian police officer (CONUS or OCONUS) or US marshal. It decides
who will be apprehended, informs the subject of the reasons, supervises the
handling of the subject, and ensures that the apprehension is properly
conducted and documented. The apprehension team is responsible for the
overall apprehension process, limiting the number of individuals appearing in
court to document the apprehension. The movement element helps the
apprehension element handle the subject. They move, restrain, and search the
individuals being apprehended under the supervision of the apprehension
6-12 FM 3-19.15 18 April 2005

element. The security element prevents the crowd from interfering with the
mission. The recorder documents the apprehension on DD Form 2708. When
possible, the video and/or still photographer recorder photographs each
subject with the apprehension element. This provides the apprehension
element with the necessary documentation for use in court. One individual
may need to conduct many of the duties of an apprehension team based on
METT-TC.
6-38. The video and/or still photographer record the situation before, during,
and after the apprehensions. These images may also be used as pictorial
documentation for use in court. It is possible that the presence of video and
still cameras actively recording the situation can cause crowd members to be
less prone to unruly or criminal acts.
6-39. The behavior of the selected individual to be apprehended is observed to
decide if the subject is violent, cooperative, or passive. Unless there is good
reason to believe otherwise, the subject must be considered dangerous. The
mood of the crowd is observed to estimate what it might do. Is it only curious
onlookers or does it support the individual targeted for apprehension? Will it
interfere?
6-40. When apprehending an individual, the actions must be kept as simple
as the situation allows. The element of surprise can give the apprehension
team an advantage over the apprehended individual. It is best not to use
surprise if the individual might panic and injure someone. Select an area for
the apprehension that is to the advantage of the team and not the individual.
Avoid apprehensions in crowded areas as these areas provide many avenues
of escape and contain supporters of the apprehended individual.
6-41. All verbal commands given to the apprehended individual must
convincing authority with short, clear, and distinct commands. Voice,
attitude, and deportment must convey an expectation that the apprehended
individual will comply.
6-42. The individual should be searched immediately; however,
circumstances (violence or sympathizers for the indi vi dual being
apprehended) may dictate temporarily postponing the search until the
individual can be moved to a safer area. Flex-Cufs or hand irons may be
applied.
SQUAD FORMATIONS
6-43. Civil disturbance training is a collective task. Using team and squad
concepts, team leaders instruct their teams and squad leaders instruct their
squads. Safety is key when using force on force training for the control force
formation. Soldiers must understand that serious injuries may occur if they do
not follow guidelines set by the commander.
6-44. The smallest formation is a squad formation, which is used in back of
the main formation to cover side streets. Squad members must know their
positions regardless of which control force formation they are in, squad to
company.
18 April 2005 FM 3-19.15 6-13

6-45. Training must enforce soldiers understanding of the need to stay

informed for individual protection. Individual soldiers are much more
vulnerable to attack when they break ranks and chase after crowd members.
When an individual soldier breaks ranks he not only puts himself in danger,
but the entire formation.
6-46. 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. He gives the command and hand-and-arm signal for the
formation he wants. Then he indicates where he wants the formation located
by pointing in that general direction. The A team leader commands, Follow
Me. He places the baseman at the position indicated by the squad leader. The
squad forms on the baseman position.
LINE FORMATION
6-47. The command for forming a squad in a line formation is Squad Line
Formation, Move. On the command of execution, the A team leader leads 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 6-6). Based on the situation, the squad leader may designate a specific
interval. He does this when he gives the preparatory command. If no interval
is specified, the squad automatically forms using the normal interval.
Figure 6-6. Squad Line Formation
ECHELON FORMATION
6-48. The command for having a squad form in an echelon formation is
Squad Echelon Right (or Left), Move (see Figure 6-7). 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.
WEDGE FORMATION
6-49. 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 6-8).
6-14 FM 3-19.15 18 April 2005

Figure 6-7. Squad Echelons Left and Right Formations
Figure 6-8. Squad Wedge Formation
ASSEMBLY
6-50. When assembling a squad from the line formation, the squad leader
takes a position a sufficient distance to the rear of the squad and commands,
Squad Assemble. At the same time, he raises his right hand in the air and
makes a circular motion. Squad members, who hear the command,
automatically come to the port arms position. The A team leader and the
baseman do an about-face movement.
6-51. The other squad members face toward the baseman. On the command of
execution Move, the squad leader points to the place where he wants the
squad to assemble. The A team leader double-times to the designated spot,
and the other members of the squad follow him. Team leaders fall into the file
in their designated positions as they move to the AA. To assemble from a
squad echelon formation, the steps are the same as a line formation.
6-52. To assemble from a squad wedge formation, the squad leader takes the
same steps as for the line and echelon formations. 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

6-53. 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.
18 April 2005 FM 3-19.15 6-15

6-54. 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 8 to 12 oclock positions.
B team members align themselves to the right of the baseman, covering the 12
to 4 oclock positions. C team members align themselves covering the 4 to 8
oclock positions (see Figure 6-9).
Figure 6-9. Squad Diamond or Circle Formation
6-55. To assemble from a squad diamond or circle formation, the squad leader
takes the same steps as he 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.
THREE-SQUAD PLATOON FORMATIONS

6-56. The platoon HQ consists of the following individuals: the platoon leader,
the PSG, and a messenger or radio operator. When directed by the platoon
leader, other individuals such as the selected marksman, interpreter, RCA
disperser operators, and firefighters may augment the platoon HQ. In forming
all control force formations from the column, the platoon leader moves to the
right of the platoon and faces them when giving his commands. He gives the
hand-and-arm signal and the preparatory command. On the command of
execution Move, he 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 his squad.
Platoon Line Formation

6-57. 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.
6-16 FM 3-19.15 18 April 2005

The C team (with the squad leader) forms a line to the left of the 1st squad
(see Figure 6-10).
Figure 6-10. Platoon Line Formation
Assembling From a Platoon Line Formation

6-58. When assembling the platoon from the platoon line formation, the
platoon leader and his HQ personnel take a position to the rear of the platoon.
He then gives the command, Platoon Assemble, while raising his right arm
and making a circular motion above his 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 his 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 he wants
the platoon to assemble. The 1st squad leader gives the command, Follow
Me, and moves his squad toward the AA. The squad moves to make a single
file line to the baseman position followed by the C team of the 2d squad. As
the 1st squad clears the baseman position, the 2d squad leader comes to a halt
at the baseman position. The 3d squad leader gives the command, Follow
Me, and leads his 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
position. Once the 3d squad has cleared the baseman position, the 2d squad
leader gives the command, Follow Me, and leads his squad to the AA. The 2d
squad reassembles into their 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, HQ personnel take their position in the formation. The PSG then
gives the command, Countercolumn March, and moves the platoon to the
rally point.
Platoon Line Formation With General Support

6-59. 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.
6-60. The command for forming a platoon line with the 2d squad in general
support is Platoon Line, 2d Squads in Support, Move. The 1st and 3d squads
of the platoon line with general support execute the line, while the 2d squad
18 April 2005 FM 3-19.15 6-17

remains in the column (see Figure 6-11). 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.
Figure 6-11. Platoon Line Formation With General Support
Platoon Line Formation With Lateral Support

6-61. The command for forming a platoon line with one 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 men on 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 6-12).
6-62. 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 with lateral support, follow the same
steps as for the platoon line.
6-18 FM 3-19.15 18 April 2005

Figure 6-12. Platoon Line Formation With Lateral Support (Right)
Platoon Line Formation With Direct Support

6-63. The command for forming a platoon line with one 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 men in the supporting line cover the
intervals between the men 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 his squad into position (see Figure 6-13).
Figure 6-13. Platoon Line Formation With Direct Support
6-64. To assemble a platoon with direct support, the procedure is the same as
the platoon line, 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.
18 April 2005 FM 3-19.15 6-19

Platoon Echelon Right and Left Formations

6-65. The command for forming a platoon echelon right 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.
6-66. The command for forming a platoon echelon left is Platoon Echelon
Left, Move. The platoon echelon right is formed in the same manner as the
echelon left (see Figure 6-14). Figures 6-15; 6-16, page 6-22; and 6-17,
page 6-23 show support formations in a left echelon.
Figure 6-14. Platoon Echelon Left Formation
6-67. To assemble the platoon, the commander takes his position to the rear
of the formation with the platoon HQ. On the preparatory command, Platoon
Assemble, the 1st squad leader does an about-face movement while all other
6-20 FM 3-19.15 18 April 2005

Figure 6-15. Platoon Echelon Left Formation With 2d Squad in

General Support
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.
Platoon Wedge Formation

6-68. 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 4th 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 4th 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
18 April 2005 FM 3-19.15 6-21

Figure 6-16. Platoon Echelon Left Formation With 2d Squad in

Lateral Support
team goes to the left to extend the formation (see Figure 6-18). Assembly of
the wedge formation is the same as the platoon line.
Platoon Wedge Formation With General Support

6-69. 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 6-19,
page 6-24).
Platoon Wedge Formation With Lateral Support

6-70. 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
6-22 FM 3-19.15 18 April 2005

Figure 6-17. Platoon Echelon Left With 2d Squad in Direct Support
Figure 6-18. Platoon Wedge Formation
may be used to cover one flank by commanding, 2d Squad Right (or Left)
Lateral Support (see Figures 6-20 and 6-21, page 6-25).
6-71. 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
18 April 2005 FM 3-19.15 6-23

Figure 6-19. Platoon Wedge Formation With 2d Squad in General Support
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 Formation With Direct Support

6-72. 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/or
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 6-22, page 6-26).
Platoon Diamond and Circle Formations

6-73. 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.
6-24 FM 3-19.15 18 April 2005

Figure 6-20. Platoon Wedge Formation With 2d Squad in Lateral Support
Figure 6-21. Platoon Wedge Formation With 2d Squad in Right Lateral

Support
18 April 2005 FM 3-19.15 6-25

Figure 6-22. Platoon Wedge Formation With 2d Squad in Direct Support
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 squad leader.
The baseman becomes the 12 oclock position while the 1st squad lines up to
the left of the baseman covering the 8 to 12 oclock positions. The 3d squad
aligns itself to the right of the baseman, covering the 12 to 4 oclock positions
and the 2d squad aligns itself, covering the 4 to 8 oclock positions (see Figures
6-23 and 6-24).
6-74. To assemble from a platoon diamond or circle formation, the HQ
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 ELEMENTS IN PLACE

6-75. During crowd control operations, the platoon leader may rotate his
squads to give them a rest. He is not limited to using only those squads
specified in the preceding examples as the lead elements of the formations. He
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.
6-26 FM 3-19.15 18 April 2005

Figure 6-23. Platoon Diamond Formation
Figure 6-24. Platoon Circle Formation
FOUR-SQUAD PLATOON FORMATIONS

6-76. When forming control force formations from the column, the platoon
leader moves to the right of the platoon and faces it when giving his
commands. He gives the hand-and-arm signal and the preparatory command.
On the command of execution, Move, he points to the approximate location
where he wants the platoon to form. The platoon leader pauses between the
18 April 2005 FM 3-19.15 6-27

preparatory command and the command of execution to allow each squad

leader to issue a preparatory command to his squad.
Platoon Line Formation

6-77. 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 6-25).
Platoon Line Formation Assembly

6-78. When assembling from the platoon line formation, the platoon leader
and his HQ personnel take a position to the rear of the platoon. He then gives
the command, Platoon Assemble, while raising his right arm and making a
circular motion above his 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, he points to where
he wants the platoon to assemble. He commands, Follow Me, and moves his
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 his 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, HQ personnel take their position in the formation. The PSG then
commands, Countercolumn, March, and moves the platoon to the rally point.
Platoon Line Formation With General Support

6-79. 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. 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 6-26, page 6-30). 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
with the 2d and 3d squads.
6-28 FM 3-19.15 18 April 2005

Figure 6-25. Platoon Line Formation With Four Squads
18 April 2005 FM 3-19.15 6-29

Figure 6-26. Platoon Line Formation With d and 3d Squads in General

Support
Platoon Line Formation With Lateral Support

6-80. 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 6-27).
6-81. Squads may be moved from general support to lateral support at any
time by the platoon leader. He 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.
6-30 FM 3-19.15 18 April 2005

Figure 6-27. Platoon Line Formation With 2d and 3d Squads in Lateral Support
Platoon Line Formation With Direct Support

6-82. 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 2d
line directly to the rear and centered on the 1st 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 their squads into position (see
Figure 6-28).
Figure 6-28. Platoon Line Formation With 2d and 3d Squads in Direct Support
6-83. 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.
18 April 2005 FM 3-19.15 6-31

Platoon Line Formation With One Support Squad

6-84. 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 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

6-85. 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.
6-86. 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 6-29). To assemble the
platoon, the procedure is the same as that of an echelon right. See
Figures 6-30, page 6-34; 6-31, page 6-35; and 6-32, page 6-36, for examples of
echelon formations with support.
Platoon Wedge Formation

6-87. The command for forming the platoon wedge formation is Platoon
Wedge, Move. After the platoon leaders 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 leaders 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 6-33, page 6-36). To assemble
the platoon, the procedure is the same as that of a platoon line.
Platoon Wedge Formation With General Support

6-88. 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 6-34, page 6-37).
6-32 FM 3-19.15 18 April 2005

Figure 6-29. Platoon Echelon Left Formation With Four Squads
Platoon Wedge Formation With Lateral Support

6-89. 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 6-35, page 6-38).
6-90. 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
18 April 2005 FM 3-19.15 6-33

Figure 6-30. Platoon Echelon Left Formation With 2d and

3d Squads in General Support
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

6-91. 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 their squads into position (See
Figure 6-36, page 6-38). 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 their general support positions. To
6-34 FM 3-19.15 18 April 2005

Figure 6-31. Platoon Echelon Left Formation With

2d Squad in Lateral Support
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

6-92. 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

6-93. 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 squad leader.
The baseman becomes the 12 oclock position. The 1st squad lines up to the
18 April 2005 FM 3-19.15 6-35

Figure 6-32. Platoon Echelon Left Formation With 2d and 3d Squads in Direct Support
Figure 6-33. Platoon Wedge Formation With Four Squads
6-36 FM 3-19.15 18 April 2005

Figure 6-34. Platoon Wedge Formation With 2d and 3d Squads in General

Support
left of the baseman covering the 9 to 12 oclock positions. The 4th squad aligns
themselves to the right of the baseman covering the 12 to 3 oclock positions.
The 3d squad aligns itself covering the 3 to 6 oclock positions. The 2d squad
aligns itself covering the 6 to 9 oclock positions.
6-94. To assemble a platoon from a platoon diamond or circle formation, the
HQ 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
6-95. When a company commander orders his company into control force
formations from a column, he moves to the left near the head of the column so
he can be seen by the platoon leaders. He then faces the company. As he gives
his preparatory command, he points to where he wants the formation. If he
does not indicate a location, the company forms immediately in front of the
lead platoon.
18 April 2005 FM 3-19.15 6-37

Figure 6-35. Platoon Wedge Formation With 2d and 3d Squads in Lateral

Support
Figure 6-36. Platoon Wedge Formation With 2d and 3d

Squads in Direct Support
Relieving Elements in Place

6-96. During crowd control operations, the platoon leader may rotate his
squads to give them a rest. See paragraph 6-76, page 6-27.
6-38 FM 3-19.15 18 April 2005

Company Line in Depth Formation

6-97. The command for forming a company line in depth formation (see
Figure 6-37) is Company Line in Depth, Move. After the company
commanders preparatory command, each platoon leader gives the command,
Platoon Line. The squad leaders follow with their commands to their squads
to form the platoon line. On the command of execution, each platoon
establishes a platoon line immediately to its front.
Figure 6-37. Company Line in Depth Formation
6-98. If the commander wants a more formidable formation, he commands,

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.
6-99. 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

6-100. The command for forming a company line in mass formation is
Company Line in Mass, Move (see Figure 6-38, page 6-40). 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 his desire
for this formation in his initial command. The platoons each form a line, and
the 2d and 3d platoons close on the 1st platoon without further command.
18 April 2005 FM 3-19.15 6-39

Figure 6-38. Company Line in Mass Formation
Company Line Formation With Support

6-101. In company formations, the 1st platoon usually forms the lead element
and the 2d and 3d platoons provide support (see Figures 6-39; 6-40; and 6-41).
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.
Figure 6-39. Company Line in Mass Formation With One Platoon in Depth
Company Echelons and Wedge Formations

6-102. Company echelons (see Figures 6-42, page 6-42; 6-43, page 6-43; 6-44,
page 6-43; and 6-45, page 6-44) and company wedge formations (see Figures
6-46, page 6-45; 6-47, page 6-46; 6-48, page 6-46; and 6-49, page 6-47) 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
6-40 FM 3-19.15 18 April 2005

Figure 6-40. Company Line in Mass Formation With One Platoon in Lateral Support
Figure 6-41. Company Line, One Platoon in Lateral Support and

One Platoon in General Support
formations, the commander must consider the area that the company is
operating in when he assembles the company. If he follows the guidelines of
platoon assembly, he 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 their 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
18 April 2005 FM 3-19.15 6-41

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 6-42. Company Echelon Right Formation With One Platoon in Lateral
Support and One Platoon in General Support
Company and Platoon Formations With Vehicles

6-103. 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 Figures 6-50, page 6-48;
6-51, page 6-49; 6-52, page 50; 6-53, page 6-50; 6-54, page 6-51; 6-55,
page 6-52; and 6-56, page 6-53).
6-104. 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
6-42 FM 3-19.15 18 April 2005

Figure 6-43. Company Echelon Right in Mass Formation With One Platoon in Lateral
Figure 6-44. Company Echelon Right in Mass Formation With One

Platoon in Lateral Support
18 April 2005 FM 3-19.15 6-43

Figure 6-45. Company Echelon Right in Mass Formation With

One Platoon in General Support
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.
6-105. 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.
6-106. 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 their 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.
6-44 FM 3-19.15 18 April 2005

Figure 6-46. Company Wedge Formation With Two Platoons in General

Support
18 April 2005 FM 3-19.15 6-45

Figure 6-47. Company Wedge Formation With One Platoon in Lateral

Support

6-46 FM 3-19.15 18 April 2005


18 April 2005 FM 3-19.15 6-47

Figure 6-50. Company Column Formation With Vehicles
6-48 FM 3-19.15 18 April 2005

Figure 6-51. Company Line Formation With Vehicles and Two Platoons in General Support
18 April 2005 FM 3-19.15 6-49

Figure 6-52. Company Line Formation With Vehicles, One Platoon in Lateral Support,
and One Platoon in General Support
Figure 6-53. Company Echelon Right Formation With Vehicles, One Platoon in
Lateral Support, and One Platoon in General Support
6-50 FM 3-19.15 18 April 2005

Figure 6-54. Company Line in Mass Formation With Vehicles and One Platoon
in General Support
18 April 2005 FM 3-19.15 6-51

Figure 6-55. Platoon Line Formation With Vehicles
6-52 FM 3-19.15 18 April 2005

Figure 6-56. Platoon Line Formation With Direct Support and Vehicles
18 April 2005 FM 3-19.15 6-53

Chapter 7
Civil Disturbance Operations in Confinement Facilities

Civil disturbance doctrine is usually written for quelling disturbances that
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. However, in the
military confinement environment, inmate disturbances often occur in
small, closed areas, such as an inmates housing unit, a gymnasium, a
dining facility, or a chapel where maneuver space and equipment limit the
size of the element that may be 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 he can tailor
to his facility to enable him to regain control of the affected area. The use
of NL munitions and RCAs are incorporated into this discussion.
CROWD DYNAMICS WITHIN THE CONFINEMENT FACILITY

7-1. In confinement facility disturbances, inmates employ a number of tactics
to resist control or to achieve their goals. Tactics may be unplanned or
planned and nonviolent or violent. When a disturbance carries many
purposes, it is likely that their tactics are well planned.
NONVIOLENT TACTICS
7-2. 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
7-3. 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,
the training of their leaders, 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 and/or to prevent
18 April 2005 FM 3-19.15 7-1

the control force from entering certain areas or buildings. Inmates can be
expected to vent their emotions on individuals (cadre or inmates), the control
force, their equipment, and/or the institutions property. Inmates direct
dangerous objects like carts, barrels, liquids, and burning shoe polish at the
control force.
GRIEVANCE PROTEST
7-4. 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
7-5. 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
7-6. Multiple riots may happen when a disturbance occurs in one area of the
confinement facility, causing others to riot in their 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
7-7. 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 commanders intent. These are all
necessary to offset the effect of crowd contagion upon the control force. Even
with the best training and leadership, control force members must exercise
individual and collective restraint.
PLANNING
7-8. Preplanning is the preparation and training conducted before a crisis
occurs. The purpose of preplanning is to have plans and standing operating
procedures (SOPs) in place so the cadre may react to an emergency and
successfully contain and neutralize the situation. The preplanning process
includes plan development, intelligence gathering, and training.
NOTE: Intelligence gathering is essential for the successful
containment, neutralization, and/or prevention of a riot.
7-2 FM 3-19.15 18 April 2005

7-9. Once the control force team has been alerted to a disturbance within the
confinement facility, leaders further develop preplans to fit the situation
much the same way that DOD develops war plans.
7-10. During the planning process, leaders must be aware of the potential
risks involved in quelling disturbances within a confinement facility. Careful
planning minimizes collateral damage and risks to control force members and
hostages.
7-11. The use of NLW and NL munitions must also be considered when
developing plans. There must be strict accountability and control of RCAs,
their employment, and other appropriate NL means (such as high-pressure
water hoses). When using RCAs, plans must be flexible enough to
accommodate changes in the situation and weather because it impacts the
effectiveness of some agents. Planners must also consider the
z Location of the disturbance.
z Estimated number of rioters.
z Accessibility of weapons, tools, or cleaning supplies.
z Inmates military training.
z Hostage situation.
7-12. Based on an analysis of these factors, the commander makes an
estimate of the situation. The estimate must be as thorough as time permits.
Using the estimate, the commander considers COAs, selects RCAs, and
determines the need for engineer support. In choosing a COA, consider the
z Number of hostages.
z Number of inmates holding the hostages.
z Leader.
z Attitude and demeanor of the rioters.
z 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 in exercise or
work areas.
z Accessibility of weapons or material to make weapons.
z Accessibility of chemicals, such as cleaning supplies, cooking oils, and
shoe polish.
USE OF CHEMICAL IRRITANTS

7-13. The use of chemical irritants can be a valuable NL 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 injury, death, or
property damage.
18 April 2005 FM 3-19.15 7-3

USE-OF-FORCE GUIDELINES
7-14. The installation commander authorizes the use of chemical irritants
after the control force leader determines the type and dosage. The SOP
outlines the procedures for securing authorization and provides guidance to
help the control force leader make his decisions. The confinement facility
commandant 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 clouds
path. The fire department and emergency medical services (EMS) should be
on standby during operations involving chemicals.
PEPPER IRRITANT
7-15. The pepper irritant receives its name from varieties of the capsicum
plant that is it made from. The active ingredient, Oleoresin Capsicum (OC), is
extracted from the plant and micropulverized 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. It is effective against domestic and wild animals.
OC is often used to divert the threat from making or continuing an assault.
OC does not cause permanent damage. Its effects last 30 to 40 minutes after
individuals are placed in fresh air.
7-16. OC can have various effects on people. Some effects are
z Swelling of mucous membranes and the upper respiratory system;
however, it does not shut down the system.
z Burning (intense) and discoloration (bright red) of exposed skin.
z Dilating the capillaries.
z Swelling of the eyelids.
z Burning and involuntary closing of the eyes.
z Coughing uncontrollably.
z Gagging.
z Gasping for air.
z Losing strength and coordination (temporarily).
OC has some disadvantages. They are that
z The canister depressurizes over time if not checked regularly.
z Inmates may gain access to OC and use it against SRT members.
z The canister must be shaken on a regular basis.
DISSEMINATION OF CHEMICAL IRRITANTS

7-17. There are six methods for disseminating chemical irritants.
Pyrotechnic Method
7-18. 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.
7-4 FM 3-19.15 18 April 2005

7-19. There are some disadvantages when using a pyrotechnic device indoors.
These disadvantages are that the device
z May cause a fire.
z Has a very slow saturation time (40 to 45 seconds to burn completely).
z Can be thrown back by the threat, even while burning.
Bursting Method
7-20. 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.
7-21. The bursting method has its advantages and disadvantages. Some
advantages are that
z There is no risk of fire.
z There is no risk of the canister being thrown back.
z The contents disseminate quickly.
z The canister is effective, easy to carry, and easy to control.
Some disadvantages are that
z There is a slight possibility of fragmentation when detonated.
z The fuse head may separate from the canister.
z Only 50 to 90 percent of the irritant may be disseminated.
z The direction of the cloud formation depends on where the device is
detonated.
Aerosol Method
7-22. 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.
7-23. The aerosol method has its advantages and disadvantages. Some
advantages are that it
z Is easily carried.
z Is an excellent deployment system (uses 40-millimeter, 37-millimeter,
or 12-gauge ammunition).
z Disperses the contents quickly.
z Is easily controlled and accurate (fin-stabilized).
NOTE: Practice firing is always necessary.
Some disadvantages are the possibility of
z Injury to individuals if it is fired from close range.
z Damage to the structure if it strikes a weak portion.
18 April 2005 FM 3-19.15 7-5

Projectiles Method
7-24. Chemical-containing projectiles can be very effective when used
correctly. A soldier must know which projectile to use in each unique
situation.
7-25. Thirty-Seven-Millimeter Projectile. A 37-millimeter projectile can

incapacitate anyone in an enclosed area of 4,500 cubic feet. It can penetrate
the following:
z A sheet of -inch-thick plywood at 25 yards.
z An automobile windshield at 33 yards.
z A hollow-core door at 58 yards.
7-26. 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 anyone in an enclosed area of 4,500 cubic feet. It can
penetrate the following:
z A 1-inch-thick plywood at 10 yards.
7-27. 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 anyone 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:
z A sheet of -inch plywood at 33 yards.
Fogging Method
7-28. The irritant is suspended in a fogging solution and dispersed with a
fogging machine. It is not recommended for tactical operations.
7-29. The fogging method has its advantages and disadvantages. Some
advantages are that it
z Produces enough chemical irritant to cover an enclosed area of
100,000 cubic feet in 26 seconds.
z Disseminates quickly.
z Provides high-volume capabilities.
z Is effective for riot control or other crowd dispersal situations.
Some disadvantages are that it is
z Noisy.
z Cumbersome.
7-6 FM 3-19.15 18 April 2005

Multipurpose Grenade Method

7-30. 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.
WARNING
A multipurpose grenade deployed incorrectly could result
in injury. Safety rules should be observed at all times.
RECORD OF EVENTS
7-31. Reporting procedures for serious incidents should be included in the
plans. A record of events must be initiated to provide a basis for the
preparation and submission of a formal report to higher HQ. As a minimum,
include the
z Time the incident was reported and by whom.
z Time the incident was reported to the facility commander.
z Time the control force was assembled.
z Time the control force entered the facility.
z Weather conditions as they relate to the use of RCAs.
z Number of cadre and inmates injured or killed, including how they
were injured or killed and the medical attention given to them.
z Time the operation was completed.
z Time the riot control force restored order.
TRAINING
7-32. Guard units and associated teams must train on a regular basis in the
five basic riot control formations. There must be a continuous training
program established, to include
z Interpersonal communication.
z Self-defense.
z Use of force.
z Use of a riot baton.
z Fatal areas of the body to avoid when using the riot baton.
z First aid.
z Emergency plans.
z Intelligence and counterintelligence techniques.
z The use of RCAs and the various methods of dispersing them.
z The use of NLW.
z The use and effects of high-pressure water.
z Riot control formations.
18 April 2005 FM 3-19.15 7-7

EQUIPMENT
7-33. The recommended basic riot gear used by the confinement riot control
force is as follows:
z Riot baton.
z Riot shield.
z Helmet with face shield.
z Groin protector.
z Flak vest.
z Leather gloves.
z Shin protection.
RIOT BATON
7-34. The riot baton is an invaluable weapon in crowd control situations. A
riot baton in the hands of a well-trained control force member is the most
appropriate weapon, except with extremely violent crowds. The riot baton is
not meant to replace NL munitions, but is instead used in situations in which
NL munitions are not needed. Losing a riot baton to the crowd does not
present a serious threat.
7-35. Use of the riot baton is based on the commanders appraisal of the
situation and his choice of force option. Control forces committed with the riot
baton must have teams equipped with RCAs, NLW, and lethal coverage. If the
confrontation increases in intensity, the commander has these force options
available and may rapidly engage the control force.
7-36. A riot baton is a versatile offensive weapon that varies in length from 26
to 42 inches with the optimum length being 36 inches. It is made of hickory
and does not shatter or break easily. Both ends of the riot baton are rounded
to prevent unnecessary injury. It is approximately 1 inches in diameter.
Each riot baton has a hole drilled at the grip end with a leather thong
threaded through the hole. The thong helps secure the riot baton to the users
hand.
RIOT SHIELD
7-37. The riot shield (see Figure 7-1) is an excellent piece of defensive
equipment. It is used by control force personnel in the front and on the flanks
of the formation.
7-38. The riot shield has its advantages and disadvantages. Some advantages
are that
z OC pepper spray or high-pressure water can be used to back the
control force.
z It provides protection from thrown objects.
z It absorbs some of the impact of rioters hurling themselves at the
control force.
The disadvantages of the riot shield are that it
z Severely limits the use of the riot baton.
z May crack if hit with a heavy object.
7-8 FM 3-19.15 18 April 2005

Figure 7-1. Riot Shields
RIOT CONTROL FORMATIONS

7-39. 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.
7-40. 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-sized 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-sized or larger formations. For more detailed
information on formations, see STPs 19-95B1-SM and 19-95B24-SM-TG. In
the correctional environment, the support platoon plays a key role by
supporting the control formation with apprehension and equipment teams.
See Chapter 6 for an in-depth discussion on civil disturbance formations.
APPREHENSION TEAMS
7-41. Apprehension teams give the control force the ability to extract inmates.
Inmates identified as leaders or agitators and inmates that are injured or no
longer want to resist can be extracted from the crowd. Apprehension teams
can also be used to enter confined areas where the formation cannot operate.
7-42. The apprehension team will consist of eight members and one leader.
Each team will have four shield holders, two nonlethal gunners and two
apprehension/search members. The squad leader controls the movement of
the team and assists the team in exiting the control formation. He maintains
communications with the formation and coordinates the teams operations
18 April 2005 FM 3-19.15 7-9

with the formation. The squad leader also ensures that the team uses the
minimum amount of force necessary to extract inmates.
7-43. The apprehension team may deploy through the middle of the formation
or from around either of the flanks.
7-44. The apprehension team should be deployed within a distance of
approximately 10 meters so that the formation can still provide immediate
support. If the apprehension team is deployed farther than 10 meters, the
formation must advance to close the gap.
7-45. The team will exit the formation in two columns; shield holders in the
first and second ranks, nonlethal gunners in the third rank, apprehension/
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 their sides with their weapons while the apprehension/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/search members with the
inmate, followed by nonlethal gunners and shield holders). Team members
then move backwards, face the crowd and grip the shoulder or equipment of
the member in front of them.
TEAM EQUIPMENT
7-46. The apprehension team uses the following equipment:
z Flex-Cufs.
z Restraint cutters.
z Pepper spray.
z Helmets with face shields.
z Groin protectors.
z Flak vests.
z Elbow pads.
z Leather gloves.
z Shin protectors.
z Knee pads.
z A video camera.
TEAM COMPOSITION
7-47. The apprehension team is composed of five team members. This team
consists of four members and a squad leader. Team member one is the team
leader.
Squad Leader
7-48. The squad leader assists the team in exiting the control formation and
ensures that the team uses the minimum force necessary to subdue inmates.
He is also responsible for signaling the PSG if more help is needed.
7-10 FM 3-19.15 18 April 2005

Team Member One (Team Leader)

7-49. Team member ones responsibility is to make initial contact with the
inmate and use pepper spray and apply Flex-Cufs, as needed. He also carries
a set of restraint cutters. Once the apprehension team has returned to the
relative safety of the control formation, team member one searches the
inmate.
7-50. Team member one receives the command to move forward and secure
the inmate from the squad leader. This command is usually given by a signal
and verbal command. Team member one then notifies the main force
commander where his team exits the control force. Once the team is in
position to exit the main formation, team member one signals the member of
the formation in front of him. This is usually a prearranged signal, such as a
tap on the right shoulder. The control force opens and the team exits the
formation and makes contact with the assigned inmate. Team members then
subdue and control the inmate. If pepper spray is needed, team member five
shouts, Pepper. This gives the other team members time to react to the
command and spray the inmate. Team member one then applies Flex-Cufs to
the inmates wrists and ankles. Depending on the mission, the inmate may be
left for follow-on security forces or carried behind the control force to be
secured by security forces.
7-51. Should the mission require that the inmate be moved, team member one
shouts, Prepare to Move, this allows each member to grab an arm and
position the inmate toward the control force formation. When the team is
ready to move, team member two shouts, Ready, alerting team member one
that the team is ready for the last command. Team member one then
commands, Move. The team enters the control formation with the inmate.
The inmate is searched by team member one and turned over to the security
team.
Team Member Two

7-52. Team member two stands directly behind team member five with his
hands on team member fives waist. He protects the left side of team member
five by moving to team member fives left and helps to secure the inmate after
team member one makes initial contact. He repeats team member fives
commands and controls the inmates head after the inmate is on the ground.
Team Member Three

7-53. Team member three stands behind team member two with his hands on
team member twos waist. He protects the right side of team member five by
moving to team member fives right and helps to secure the inmate after
initial contact.
Team Member Four

7-54. Team member four stands behind team member three with his hands on
team member threes waist. His task is to help subdue the inmate in any way
possible. He usually concentrates on the inmates body below the knees. He
acts as the eyes and ears for the team during control of the inmate.
18 April 2005 FM 3-19.15 7-11

Team Member Five

7-55. Team member five gives commands to control the inmate.
FORCED CELL MOVE TEAMS

7-56. The intent of a forced cell move is to move an unruly and/or
uncooperative inmate from one cell to another. 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.
7-57. A number of reasons may compel the commander to consider a forced
cell move. 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. These are some of the reasons that the commander may order a
forced cell move.
TEAM COMPOSITION AND EQUIPMENT

7-58. The FCMT is composed of six corrections cadre and two support cadre
from military police and medical sections specially trained in forced cell
movement. Primarily, the team consists of the following personnel:
z One officer in charge (OIC) (E7 or above).
z Five corrections cadre.
z One military police investigator.
z One medic.
7-59. The FCMT uses the following standard equipment:
z Helmets with face shields.
z Groin protectors.
z Flak vests.
z Elbow pads.
z Leather gloves.
z Shin protectors.
z Knee pads.
z A pinning shield.
z Restraints (hand or leg irons or Flex-Cufs).
z A video camera.
ACTIONS PRIOR TO TEAM EMPLOYMENT

7-60. The OIC gives an operations order (OPORD) to team member five (the
team leader) of the FCMT. As a minimum, the OPORD should answer the
following questions about the incident leading up to the move:
z Did the inmate fail to comply with orders?
z Did the inmate assault cadre or other inmates?
z Is the objective of the move to force a shower or haircut?
z Is OC pepper spray authorized for use?
z Has the inmate been moved before?
7-12 FM 3-19.15 18 April 2005

z What is the condition of the area where the inmate is currently

located?
z Has the inmate tested positive for human immunodeficiency virus
(HIV)?
z Does the inmate have a weapon or the materials needed to make one?
z Is the area barricaded?
z Has he smeared himself with body fluids or other slippery substances?
z Can you approach the inmate without risk to him and/or others?
7-61. The team is assembled for inspection by the OIC, and the team
members are required to brief the OIC on their individual duties and
responsibilities. A line formation is the customary formation for this
inspection. It should take place out of site of the inmates.
7-62. Each soldier takes one step forward and briefs the OIC as shown in the
following example: 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. He then faces so the camera can record the number printed
on the back of his flak jacket and holds up the pinning shield [see Figure 7-2]).
Figure 7-2. Recording Team Members Duty Position
INDIVIDUAL TEAM MEMBER RESPONSIBILITIES

7-63. Each individual team member has his own responsibilities during a
forced cell move. Each team member must do his designated job while working
as a team.
Team Member One

7-64. Team member one is the eyes and ears of the team. His 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 the them by the inmate.
7-65. 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
18 April 2005 FM 3-19.15 7-13

alerts him that all team members have heard him. If he receives a slap on the
left shoulder from team member two, he repeats the situation report
(SITREP) in a loud, clear voice. The decision to enter the inmates area with or
without the pinning shield is team member ones decision, unless the inmate
is known to have a weapon. Should he decide to enter without the pinning
shield, team member one then enters 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, team member one secures the inmates head and ensures that it is not
twisted or turned in relation to its natural form. He may have to use the
various pressure points on the inmates head to help subdue him.
Team Member Two

7-66. 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 inmates right
arm using the minimum amount of force necessary. I carry one set of hand
irons. He then holds the hand irons up for video camera taping (see
Figure 7-3) and says, I also carry one canister of OC pepper spray to be used at
the direction of the team OIC. He then holds up the canister for video camera
taping and faces so the camera can record the number on the back of his flak
jacket (see Figure 7-2, page 7-13.)
Figure 7-3. Recording Team Members Equipment
7-67. Team member two lines up directly behind team member one. He keeps
contact with team member one until he can secure the inmates strong arm.
Team member two taps team member one on his right or left shoulder after
being tapped by team member three. Once inside the cell, team member two
secures the prisoners strong hand with wrist restraints and announces,
Hands secure, to team member five.
Team Member Three

7-68. 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 inmates left
arm using the minimum amount of force necessary. He then faces so the
camera can record the number on the back of his flak jacket (see Figure 7-4).
7-14 FM 3-19.15 18 April 2005

Team member three lines up directly behind team member two. Team
member three keeps contact with team member two until he can grasp a
portion of the inmates body. He then concentrates on securing the inmates
weak hand and assisting team member two in applying hand restraints. Team
member three taps team member two on his right or left shoulder after being
tapped by team member four.
Figure 7-4. Recording Number on Flak Jacket
Team Member Four

7-69. 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 inmates right
leg using the minimum amount of force necessary. I carry one set of leg irons.
He holds the leg irons up for the camera to record (see Figure 7-2, page 7-13).
He then faces so the camera can record the number on the back of his flak
jacket (see Figure 7-2). Team member four lines up directly behind team
member three. He taps team member three on his right or left shoulder after
being tapped by team member five. Team member four keeps contact with
team member three until he can secure a portion of the inmates body. Team
member four concentrates on securing the right leg of the inmate. It is his
responsibility to apply the leg irons. Once the legs are secure, he announces,
Legs secure, to team member five.
Team Member Five (Team Leader)

7-70. 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 inmates 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. He then faces so the camera can record the
number on the back of his flak jacket (see Figure 7-4).
7-71. Team member five taps team member four on the right shoulder when
he has heard the SITREP from team member one. If he does not hear the
report or needs to hear it again, he taps team member four on the left
shoulder. Team member five keeps in contact with team member four until he
can secure a portion of the inmates body. He secures the left leg and assists
18 April 2005 FM 3-19.15 7-15

team member four in applying the leg irons. Once he has heard that the hands
and legs are secure, team member five signals for the team to conduct an
equipment check. The team members check the equipment in place.
NOTE: At no time is the inmate to be released by anyone.
Medic
7-72. 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. He follows the instructions given to him by the OIC/NCOIC. His
mission is to observe the inmate for signs of injury before the forced cell move
and assess the inmates condition during and after the move.
Military Police Investigator

7-73. The military police investigator (MPI) is responsible for videotaping the
entire forced cell move. This includes the OIC/NCOIC briefing the OPORD,
each team member briefing his responsibilities to the OIC, and any medical
treatment rendered to the inmate.
ACTIONS DURING THE FORCED CELL MOVE

7-74. There are many actions performed during a forced cell move. Each
member of the FCMT must complete his task successfully to accomplish the
forced cell move.
Officer in Charge or Noncommissioned Officer in Charge

7-75. The OIC, an E7 or above, is responsible for ensuring that the team uses
the minimum amount of force necessary to subdue the inmate. He is also
responsible for ensuring that all necessary precautions have been taken to
ensure the safety of the team and the inmate. The OIC gives the inmate the
initial orders to comply and informs him of the consequences of
noncompliance. He does this by placing himself at the front of the inmates cell
(see Figure 7-5). The orders are not given until it can be enforced by the
FCMT. The following prepared statement is read to the inmate by the OIC: I
am (rank and name), OIC of this FCMT. 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 FCMT will result in the use of
force (OC pepper spray if applicable). Do you understand these instructions? If
so, lie down on the bunk.
7-76. After reading the instructions to the inmate, the OIC faces the camera
and states whether the inmate complied. He then waits 60 seconds and
motions for the team to position itself in front of the inmates cell (see
Figure 7-6). The OIC directs the opening of the cell when the team is
positioned at the entrance to the cell and prepared to enter. He positions
himself so he can observe team entry to and departure from the cell. If OC
7-16 FM 3-19.15 18 April 2005

spray is authorized, the OIC tells the team when to spray the inmate with OC
spray. This task is done in silence. Communication between team members
should be done through hand-and-arm signals, unless noted otherwise.
Figure 7-5. OIC Reading Compliance Statement to Inmate
Figure 7-6. OIC and FCMT
Team Member One

7-77. Once the team is positioned in front of the inmates cell, team member
one starts his report. At a minimum, he must answer the following questions
and report them to the team:
z Does the inmate have a weapon, if so, what kind?
z Does the inmate appear dry?
z Is the inmate clothed or wearing extra clothing?
z Has the inmate smeared anything on his body?
z Can you see the inmates hands?
z Is the cell barricaded or visibly booby-trapped?
18 April 2005 FM 3-19.15 7-17

z Is the cell dry?

z Are cell furnishings intact?
7-78. Based on the answers to the above questions, team member one must
decide whether to enter the cell with or without the shield (see Figure 7-7).
Team member ones ultimate goal is to pin the inmate on the bunk or floor.
Figure 7-7. FCMT Preparing to Enter a Cell
Team Member Two

7-79. Team member two keeps contact with team member one until he can
secure the inmates strong arm. If he cannot immediately secure the inmates
arm, he secures a portion of the inmates body and progresses to the inmates
strong arm. Once the inmates hands are secure, he announces, Hands
secure, to team member five (see Figure 7-8).
Team Member Three

7-80. Team member three keeps contact with team member two until he can
grasp a portion of the inmates body. Team member three concentrates on
securing the inmates weak hand and assists team member two in applying
Flex-Cufs. Team member three maintains control of the inmates hands and
looks at team member five for further instructions (see Figure 7-8).
Team Member Four

7-81. Team member four keeps contact with team member three until he can
secure a portion of the inmates body. Team member four concentrates on
securing the inmates right leg. He applies leg irons and when the inmates
legs are secure, he announces, Legs secure, (see Figure 7-8).
Team Member Five (Team Leader)

7-82. Team member five keeps contact with team member four until he
secures a portion of the inmates body. Team member five concentrates on
securing the inmates left leg and assists with the application of leg irons.
When he is informed that the hands and legs are secure, the team searches
7-18 FM 3-19.15 18 April 2005

the inmate for weapons and contraband. Once the search is complete, team
member five commands, Prepare to Lift.
Figure 7-8. FCMT Securing an Inmate
Movement of the Inmate

7-83. Team member one positions his hands to control the inmates head
during the move, turning the inmates head toward the wall. Team members
two and three position themselves on the inmates 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
inmates right side even with the inmates knees. This places him in position
to control the inmates legs. Team member fives position is on the inmates
left side and enables him to control the inmates lower legs and feet. When in
position, team member five ensures that all team members are in place before
commanding, Ready, Lift.
7-84. On the command Lift, all team members simultaneously stand with
the inmate. They should sandwich the 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 inmate. The inmate is
then removed from the cell (see Figure 7-9, page 7-20).
7-85. Once the inmate is on the tier, team member five commands, Prepare
to Lower, TeamLower. 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? (see Figure 7-10, page 7-20). 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 OC was employed, the medic decontaminates the inmate using
water and paper towels. The medic instructs the inmate to tilt his head to the
side and flush his eyes with water for approximately 5 minutes. The medic
then dries the inmates face.
18 April 2005 FM 3-19.15 7-19

Figure 7-9. Moving the Inmate
Figure 7-10. Treating Injuries
Placement of the Inmate in a Cell

7-86. Team member five orders an equipment check before returning the
inmate to a cell. He then commands, Prepare to Lift, TeamLift. 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 him to the predetermined cell. They move the inmate into the cell head
first with his face toward the bunk. Once inside the cell, team member five
commands the team to lower the inmate onto the bunk (see Figure 7-11, page
7-20). Team members then remove the inmates restraints, keeping positive
control of the inmate at all times. Team members use a nonverbal signal 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. The team exits the cell in the same manner as they
entered, but in reverse order.
7-20 FM 3-19.15 18 April 2005

Figure 7-11. Placing Inmate in Cell
7-87. Team member four moves into position where he can control both of the
inmates 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
inmates legs, team member two moves to where he can control both of the
inmates arms, and team member one maintains control of the inmates 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 inmates lower body and team
member one moves into position to control the inmates upper body. Using a
prearranged, nonverbal signal, 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.
18 April 2005 FM 3-19.15 7-21

Chapter 8
Civil Disturbance Training

Training requires planning and preparation. Unit commanders structure
their training program according to the mission essential task list (METL)
(see FM 7-1) and expected contingencies. These training plans include
prior training and the experience and proficiency of their unit. Leaders
agree that the operational tempo and expected contingencies for the next
10 to 15 years will likely involve low-intensity military operations other
than war (MOOTW). Therefore, civil disturbance training must be
included in the commanders annual training program and must cover all
aspects of that type of operation. To effectively function as a member of a
control force, individual soldiers must be trained in civil disturbance
operations. Training must be intensive, realistic, and sustained. Any lack
of training (from basic soldier skills to leadership skills) can have an
adverse effect to the point of endangering lives, especially the lives of
soldiers. Leader involvement in the training process is essential for
mission success in crowd control operations.
UNIT TRAINING STRATEGY DEVELOPMENT

8-1. Developing a unit training strategy begins with the mission analysis
portion of the MDMP and identifying the GRM. Missions that require soldiers
and units to enforce treaties or accords, protect the lives of civilians in
uncertain or hostile environments (such as NEOs), or provide large-scale
humanitarian assistance demand some sort of graduated-response criteria to
maintain order and prevent uncertain environments from becoming hostile.
8-2. When developing training strategies, planners should focus training and
evaluation on the echelon level above the target element (for example TF) or
the unit identified as needing training.
8-3. Planners must agree on the intent of the GRM. The GRM is for most a
training and rehearsal tool. It provides leaders with likely vignettes that can
be incorporated into COA analysis, predeployment training, and rehearsals.
The GRM becomes a handy reference during situations that require
graduated responses.
TRAINING PLAN DEVELOPMENT

8-4. In developing a training plan for civil disturbances, many considerations
should be addressed in terms of available resources. Considerations include
the number of personnel to train, the equipment needed and its availability,
the time available to train to standard, the location of where training will be
executed, and the incorporation of SOPs (based on the theater of operations
18 April 2005 FM 3-19.15 8-1

[CONUS or OCONUS]). A personnel assessment is necessary to determine the

training and experience level of soldiers. It is critical to identify and use
soldiers with previous real-world experience and leaders that have graduated
from the Interservice Nonlethal Individual Weapons Instructor Course
(INIWIC) as primary instructors.
8-5. Commanders should structure the unit training program based on the
METL, expected contingencies, prior training, and the proficiency of the unit.
In developing a training program, use the seven-step approach. For in-depth
instructions on training development, see FMs 7-0 and 7-1.
8-6. The objective is to train and evaluate units in the performance of civil
disturbance procedures. Proficiency in performing civil disturbance
procedures is reflected by a units ability to quickly and deliberately execute
the disturbance control procedures required to prevent loss of life and
property or to regain control of a civil disturbance in its assigned area of
responsibility.
8-7. Training should focus on, but is not limited to
z Instructors.
z Individual and collective drills.
z Leaders.
z Equipment.
z Weapons.
z Munitions.
z Live-fire range exercises.
z Qualification and familiarization.
z Soldier training exercises (STXs).
z Culminating exercises.
8-8. There are several successful methods to evaluate trained leader skills
and trained soldier skills using scenarios, vignettes, lanes, or STXs. Flexibility
is an important key in training plan development due to time restraints.
RANGE SETUP
8-9. The key to setting up a successful range for NL munitions is to ensure
that they are in compliance with installation safety regulations. Kinetic
energy is the force that pushes the projectiles down range. In most cases,
kinetic energy will only carry these NL munitions projectiles 75 meters or
less. This gives trainers flexibility as to the locations where a live-fire exercise
can be conducted, especially in a field-expedient situation. Figure 8-1 is an
example for conducting a NL live fire range setup.
8-10. As illustrated in Figure 8-1, mark off 5-, 10-, 20-, 30-, 40-, and 50-meter
distances from the targets with markers. Each of the NL munitions has
minimum and maximum effective ranges within the distances of 5 to 50
meters. Impact power and accuracy are greater at close distances and
depleted at farther distances. Targets can be anything from the standard E-
type to more realistic three-dimensional manikins. Evenly divide your
shooters into three groups as shown in Figure 8-1. Group one will initially be
shield holders, group two will be shooters, and group three will be grenadiers.
8-2 FM 3-19.15 18 April 2005

Grenadiers
50 m
Shield
40 m holders
Shooters
30 m
12-gauge shotgun, fin-stabilized

20 m
12-gauge shotgun
40-mm CDC (M1029)
40-mm Sponge Grenade (M1006)
15 m
10 m
5m
Targets
Figure 8-1. NL Munitions Range Setup
8-11. The formation should begin at the farthest effective range firing line (50
meters). After each volley of fire, the formation moves closer to the targets,
but stays outside the closest effective range firing line (5 meters). For safety
reasons, ensure that the formation stays online throughout each iteration.
8-12. When moving forward to each firing point, it is recommended that the
formation always come to a halt before the fire command is given. It is also
important to use the tap down drill method (see Figure 8-1) rather than
having the shooters move forward and fire between the shield holders.
8-13. Range instructors can use verbal commands, such as, Ready, or Fire,
for each volley. Shooters can be briefed to move forward, tap down the shield
18 April 2005 FM 3-19.15 8-3

holder, and engage targets at the first explosion of distraction grenades

thrown by grenadiers. In that instance, the command could simply be
Grenadiers Prepare to Throw, Throw.
8-14. The success of any civil disturbance operation is through effective
communication, especially when incorporating the use of NL munitions. For
effective training, use verbal commands in conjunction with effective,
predetermined hand-and-arm signals during live-fire exercises.
8-15. Each iteration requires two phases of fire. During the first phase, half of
the shooters will be firing NL, 40-millimeter rounds using an M203. The
others will be firing NL, 12-gauge rounds using a 12-gauge shotgun. In the
second phase, shooters switch weapons (safely). It is critical that line safeties
are alert during this transition between phases.
8-16. Upon completion of each iteration, clear the weapons and the range.
Establish a safe method and return all groups back to the farthest firing line.
Once that is accomplished, group one rotates to become group three, group
three rotates to become group two, and group two rotates to become group one
for the next iteration. Using this method affords a safe and efficient way to get
all shooters through the proficiency course. Figure 8-2 is an example of how to
fire each volley based on its characteristics, effectiveness, and capabilities.
Distance Command Subject Actions
12-Gauge Shotgun, Two Point Shotgun Load two M1013 rounds.

shooters
M203, Two Point M203 shooters Load one M1006 round and have
one readily available.
Shotgun Tap down shields and engage

shooters designated targets.
e
Ready, Fire M203 shooters Tap down shields, engage

pl
designated targets, reload, and

m
10 Meters reengage.
Clear Range Range safeties Ensure that weapons are clear and
Sa
safe.
Safeties, Clear All Weapons All shooters Face to right, keep weapons pointed
up and downrange.
Shooters, Right Face, Move All personnel Step off shield holder, then shooters,
and grenadiers on the command,
Move. Grenadiers reform at 50
meters.
Figure 8-2. Sample Live-Fire Exercise
8-4 FM 3-19.15 18 April 2005

Shotgun, Two Point Shotgun Load two M1013 rounds.

shooters
another available.
Grenadiers, Prepare to Throw Grenadiers Make distraction grenade ready.
Grenadiers Throw grenade.

Throw
Grenadiers Throw distraction grenade.
Shot gun Tap down shields and engage

Ready, Fire M203 shooters Tap down shields, fire at designated
targets, reload with M1006 rounds,
e
and engage designated target.
15 Meters pl
m
safe.
Sa
Three Steps Forward All shooters and Echo preparatory command.

grenadiers
Move All shooters and Stay on line and step off three steps,
grenadiers counting each step aloud.
safe.
Seven Steps Forward All shooters and Echo preparatory command.

grenadiers
Move All shooters and Stay on line and step off seven
grenadiers steps, counting each step aloud.
Figure 8-2. Sample Live-Fire Exercise (Continued)
18 April 2005 FM 3-19.15 8-5

Shotgun, Three Point Shotgun Load three M1013 rounds.

shooters
M203, One Area, Two Point M203 shooters Load one M1026 round and have
two M1006 rounds available.

Throw

Ready, Fire
e
M203 shooters Tap down shields, fire area at
pl targets, reload with M1006 rounds,
and engage designated target.
m
20 Meters Clear Range Range safeties Ensure that weapons are clear and
safe.
Sa
Shotgun, Two Point Shotgun Load two M1013 rounds.

shooters
another available.
safe.
Three Steps Forward All shooters and Echo preparatory command.

grenadiers
Move All shooters and Stay on line and step off three steps,
grenadiers counting each step aloud.
8-6 FM 3-19.15 18 April 2005

Shotgun, Two Area, Two Point Shotgun Load two M1012 rounds and two
shooters M1013 rounds.
M203, Two Area, Two Point M203 shooters Load one round M1026 and have
one M1026 and two rounds M1006
available.

Throw
e
pl
Shotgun Tap down shields, engage targets,
m
30 Meters shooters and engage designated target with
M1013 rounds.
Sa
Ready, Fire
M203 shooters Tap down shields, fire area at target,
reload with M1006 rounds, and
engage designated target.
safe.

grenadiers
18 April 2005 FM 3-19.15 8-7

Shotgun, Two Area, One Point Shotgun Load two M1012 rounds and one
shooters round M1013.
M203, One Area, One Point M203 shooters Load one M1026 round and have
one M1006 round available.

Throw

40 Meters shooters targets with M1013 rounds.
Ready, Fire M203 shooters Tap down shields, fire area at target,
reload with M1006 rounds, and
engage designated target.
safe.
Seven Steps Forward

e All shooters and Echo preparatory command.
pl
grenadiers
m
Sa
Shotgun, One Area Shotgun Load one M1012 round.

shooters
M203, One Area, One Point M203 shooters Load one M1026 round and have
one M1006 round available.
Grenadiers Throw grenade

Throw
Shotgun Tap down shields, engage targets,

shooters and engage designated target with
50 Meters M1013 rounds.
Ready, Fire
M203 shooters Tap down shields, fire area at the
target, reload with M1006 rounds,
and engage the designated target.
safe.

grenadiers
8-8 FM 3-19.15 18 April 2005

NOTE: Shield holders are referred to as group one, shooters are

referred to as group two, grenadiers are referred to as group three.
8-17. Currently, there are no qualification standards established in the Army
for NL munitions. Area rounds, which contain multiple projectiles designed to
affect multiple targets when engaged, only require approximately five rounds.
This affords shooters an opportunity to realize the characteristics and
capabilities of these rounds.
8-18. Single projectile rounds like the M1013 and the M1006 require a greater
degree of proficiency. If situations call for the engagement of targets with
these rounds, it is essential that trained shooters be able to hit what they are
aiming at. For example, firing 10 rounds from various ranges can provide
soldiers with the confidence to be effective shooters. A standard can be
established that requires shooters to hit targets with at least 6 out of the 10
rounds used in the example to be considered proficient.
8-19. Figures 8-3; 8-4, page 8-11; 8-5, page 8-21; and 8-6, page 8-22, give
examples of plans to follow if in a situation similar to the following scenario
(see Army Training and Evaluation Program (ARTEP) 19-313-10-MTP):
A company commander is providing security patrols in support of a joint task
force (JTF). Besides providing security patrols for a sector of responsibility, one
platoon must always be designated as a quick reaction force (QRF) for civil
disturbance operations. For the last 2 weeks the sector has been quiet and the
commander has ordered all platoons to conduct civil disturbance training on a
rotational basis.
A new order has been sent down to provide a squad-sized element to provide
security for the future polling site for an upcoming election. This polling site
has yet to open, but intelligence indicates potential problems as the election
approaches.
On the day prior to the scheduled election, a crowd of approximately 25 to 30
demonstrators aggressively move toward the polling site, chanting slogans and
yelling toward the security forces posted there. While some demonstrators begin
throwing whatever they can pick up, the majority are simply yelling, locking
arms, and blocking roadways. Hundreds of additional people, not part of the
crowd, begin to gather to watch the activities as they unfold.
In an assessment of the demonstrators, it is determined that they intend to stay
through the night into the morning of the election with the intention to block
access to the polls. It is essential that the crowd is dispersed and that access to
the polls is unrestricted in time for the election to begin the next morning.
18 April 2005 FM 3-19.15 8-9

Evaluation Scheme
The evaluation will consist of five lanes conducted over a 3-day period. Platoons will execute 24-hour
operations during the evaluation. Any retraining will be done immediately following the execution of the lane if
time permits.
The following tasks will be evaluated:
Lane 1 Cordon and search operations
Lane 2 Civil disturbance QRF
Lane 3 Security and defense of a critical site (polling site)
e
Lane 4 Night civil disturbance QRF
Lane 5 Night LP/OP (PIO)

pl
m
Evaluation Schedule
Sa
Date and Time 1st Platoon 2d Platoon 3d Platoon 4th Platoon
Lane 1 Lane 2 Lane 3 Lane 4
Figure 8-3. Evaluation Scheme
8-10 FM 3-19.15 18 April 2005

Unit Training Schedule and Firing Tables
Unit Training Schedule 1
Training Day 1
Time Subject Location Uniform Instructor Notes
0800 Administrative time Classroom U1
0830 GRM Classroom U1
1000 ROE and use of force Classroom U1
1200 Chow
1300 MOOTW Classroom U1
1500 Effective communication Classroom U1
Administration:
Uniforms:
U1: BDU
U2: BDU and LBE with harness and canteens

e
U3: BDU and LBE with harness, canteens, flak jacket, and Kevlar helmet
pl
U4: BDU and LBE with harness, canteens, flak jacket, Kevlar helmet, and assigned weapon
m
Transportation:
Sa
Weapons:
Ammunition:
Required Equipment for Training:
1. Projection screen
2. Video projector with CPU
3. Television
4. VCR
Miscellaneous:
1. All personnel are required to have a notebook and a pencil or pen.

2. Handouts must be prepared and passed out.
Figure 8-4. Sample Two-Week Plan
18 April 2005 FM 3-19.15 8-11

Training Day 2
0800 NLCS Classroom U1
0900 PPCT and empty hand Classroom U1
1000 PPCT and empty hand PT field U2

(Practical application)
1200 Chow

1700 COB
Administration:
Uniforms: e
U1: BDU
pl
m
Sa
Transportation:
Weapons:
Ammunition:
3. Training strike bags
4. Flex-Cufs
Miscellaneous:

3. Medical personnel must be on location.
Figure 8-4. Sample Two-Week Plan (Continued)
8-12 FM 3-19.15 18 April 2005

Training Day 3

1200 Chow

1700 COB
Administration:
Uniforms:
U1: BDU
e
Transportation:
pl
Weapons:
m
Ammunition:
Sa
4. Flex-Cufs
Miscellaneous:

Training Day 4
0800 Riot baton training Classroom U1
0900 Riot baton training PT field U2

1200 Chow
18 April 2005 FM 3-19.15 8-13


1700 COB
Administration:
Uniforms:
U1: BDU
Transportation:
Weapons:
1. Expandable riot baton with carrier

2. Training riot batons
Ammunition:

e
pl

m

Sa
4. Flex-Cufs
Miscellaneous:

Training Day 5

1000 Crowd dynamics Classroom U1
1130 Chow
1230 Crowd dynamics Classroom U1
1330 CD formations Classroom U1
8-14 FM 3-19.15 18 April 2005

1430 RCAs and OC Classroom U1
1700 COB
Administration:
Uniforms:
U1: BDU
Transportation:
Weapons:
1. Expandable riot baton with carrier

2. Training riot baton
Ammunition:

e
pl

m

Sa
4. Flex-Cufs
Miscellaneous:

Training Day 6
0800 RCAs and OC PT field U2

1200 Chow
1300 RCAs and OC PT field U2

1700 COB
18 April 2005 FM 3-19.15 8-15

Administration:
Uniforms:
U1: BDU
Transportation:
Weapons:
Ammunition:
1. MK inert OC
2. MK 4 live OC disperser
3. M36 live CR disperser
e
pl
m
1. Five large clean trash cans with liners

2. Two water hoses with running water
Sa
Miscellaneous:
Medical personnel must be on location.
Training Day 7
0800 NL munitions employment Classroom U1
1030 Chow
1115 Safety brief Range U4
1130 NL munitions (live fire) Range U4
TBD Evening chow
TBD Safety brief Range U4
TBD NL munitions night fire Range U4

exercise
TBD Clean up and COB
8-16 FM 3-19.15 18 April 2005

Administration:
Uniforms:
U1: BDU
Transportation:
Yes
Weapons:
1. M16A2 with M203

2. 12-gauge shotgun
Ammunition:
1. Fin-stabilized M1012
e
pl
2. M1013 multipellet (rubber)
3. M1006 40-millimeter sponge grenade
m
4. M1026 40-millimeter multiball (rubber)

Sa
5. M84 diversionary grenade
1. Fifteen to twenty human form targets

2. Eye and hearing protection
3. Fifteen to twenty riot shields
4. Two MREs per student
5. Video recorder
6. Three to five high-intensity lights
7. All students should be issued face shields, shin guards, and ammunition pouches
Miscellaneous:

2. Range safety officers must be available.
3. Primary and secondary means of communication with range control must be available.
4. Operational risk assessments must be conducted.
18 April 2005 FM 3-19.15 8-17

Training Day 8
0800 CD formations TA 1 U4
1200 Chow
1300 CD formations TA 1 U4
1700 COB
Administration:
Uniforms:
U1: BDU
e
Transportation:
pl
Yes
m
Weapons:
Sa
1. Training weapons
Ammunition:
1. Eye protection
2. Fifteen to twenty riot shields
3. Video recorder
4. Three to five high-intensity lights
5. Face shields, shin guards, and ammunition pouches
Miscellaneous:

2. Primary and secondary means of communication must be available.
3. Operational risk assessment must be conducted.
4. Twenty to thirty OPFOR personnel must be available.
8-18 FM 3-19.15 18 April 2005

Training Day 9
0800 Introduction to M5, PVAB, Classroom 1 U1

and M315
1200 Chow
1300 M5, PVAB, and M315 Range U4

(Practical application/LFE)
1700 COB
Administration:
Uniforms:
U1: BDU
e
pl
Transportation:
m
Yes
Sa
Weapons:
Two complete M315s and installation kits
Ammunition:
1. Ten live MCCMs

2. Ten live M315 rounds of each
1. Eye protection
2. Ten inert MCCMs
3. Two complete PVAB systems
Miscellaneous:

18 April 2005 FM 3-19.15 8-19

Training Day 10
0800 Tactical consideration MOUT U1

classroom
0930 Safety brief MOUT U4

classroom
1000 Tactical exercise MOUT Facility U4
Administration:
Uniforms:
U1: BDU
Transportation:
Yes
e
Weapons:
pl
1. Assigned weapons
m
2. Inert RCA/OC individual dispersers

Sa
4. Fifty practice grenades
Ammunition:
1. Eye protection
2. Ten inert MCCMs
3. Face shields, shin guards, and ammunition pouches
4. Fifteen to twenty full-length riot shields
Miscellaneous:

4. A video recorder must be available.
8-20 FM 3-19.15 18 April 2005

Sample Unit Training Schedule
Training Day 1
Time Event Location Instructor Notes
0730-0830 Force continuum Classroom L
0830-0930 Management of aggressive Classroom L

behavior
0930-1030 ROE Classroom L
1030-1130 Crowd control Classroom L
1130-1230 Chow
1230-1700 PPCT and empty hand PT field L, PA
Training Day 2 e
pl
m
0730-1130 Riot baton training PT field L, PA

Sa
1130-1230 Chow
1230-1530 Riot baton training PT field PA
1530-1700 CD formations Classroom L
Training Day 3
0730-1130 CD formations PT field PA
1130-1230 Chow
1230-1700 NL munitions, NLW Range L, PA
Training Day 4
0730-1130 RCAs and OC Classroom L, PA

and PT field
1130-1230 Chow
1230-1700 RCAs and OC PT field PA
Figure 8-5. Sample One-Week Plan
18 April 2005 FM 3-19.15 8-21

Training Day 5
0730-1700 Tactical exercise MOUT facility OPS
NOTE: Appointed student leaders ensure that troops are fed and rotated for rest.
Figure 8-5. Sample One-Week Plan (Continued)
Sample Unit Training Schedule
Training Day 1
Shield and riot baton MOUT site Individual and collective tasks
techniques
NLCS and munitions Range Leader training

Classroom
Formation training MOUT site Individual and collective tasks

e
Chow
pl
Formation training MOUT site Individual and collective tasks

m
Training Day 2
Sa
0730-1930, Live-fire exercise Range M203/12-gauge

12-hour
operations
QRF exercise MOUT site Individual and collective tasks
NOTE: Once weapons and munitions familiarization is complete, shooters join the QRF exercise to be
used. For live-fire range setup, see Figure 8-1.
Figure 8-6. Sample Two-Day Plan
8-22 FM 3-19.15 18 April 2005

Appendix A
Metric Conversion Chart

This appendix complies with current Army directives which state that the
metric system will be incorporated into all new publications. Table A-1 is a
metric conversion chart.
Table A-1. Metric Conversion Chart
US Units Multiplied By Metric Units

Cubic feet 0.0283 Cubic meters
Feet 0.3048 Meters
Feet per second 0.3048 Meters per second
Inches 0.0254 Meters
Inches 25.4001 Millimeters
Miles per hour 1.6093 Kilometers per hour
Pounds 0.4536 Kilograms
Yards 0.9144 Meters
Metric Units Multiplied By US Units
Cubic meters 35.3146 Cubic feet
Kilograms 2.2046 Pounds
Kilometers per hour 0.6214 Miles per hour
Meters 3.2808 Feet
Meters 39.3701 Inches
Meters 1.0936 Yards
Meters per second 3.2808 Feet per second
Millimeters 0.0394 Inches
18 April 2005 FM 3-19.15 A-1

Appendix B
Operations and Legal Considerations in the Continental

United States
Providing military assistance to state and local governments to assist
them in quelling a civil disturbance or riot requires close coordination
through a host of state and federal agencies. It requires a thorough
briefing of soldiers at all levels on what they can and cannot do with
respect to law enforcement. Civil authorities must be briefed on the
restrictions placed on federal forces by the Constitution of the United
States and federal statutes and laws. The national guard (NG), when not
in a federal status, operates under the control of the state governor and
the adjutant general (AG). The NG has historically been the first military
responder during emergencies.
FEDERAL INTERVENTION AND AID

B-1. Under the Constitution of the United States and United States Code, the
President is empowered to direct federal intervention in civil disturbances
to
z Respond to state requests for aid in restoring order.
z Enforce the laws of the United States.
z Protect the civil rights of citizens.
z Protect federal property and functions.
B-2. Under the Constitution of the United States, each state is responsible for
protecting life and property within its boundaries. State and local
governments use their LEA forces to maintain law and order and to quell civil
disturbances. However, if civil disturbance support requirements exceed the
resources of a state, federal troops may be requested to help restore and
maintain law and order.
B-3. The Constitution of the United States and federal statutes authorize the
President to direct the use of federal armed troops within the 50 states and
territories and their political subdivisions. The President is also empowered to
federalize the NG of any state to suppress rebellion and enforce federal laws.
B-4. Federal assistance is provided to a state when the state has used all of its
resources, including its NG, to quell a disorder and finds the resources
insufficient. Usually, active duty federal forces are used to augment the NG of
the requesting state. However, the President may choose to federalize the NG
of another state and use them alone or with other forces to restore order.
B-5. The President may employ federal troops to ensure the execution of US
law when a state opposes or obstructs US law or impedes the course of justice
18 April 2005 FM 3-19.15 B-1

Operations and Legal Considerations in the Continental United States
under those laws. The President may employ armed federal troops to suppress
insurrection, domestic violence, unlawful assemblies, and conspiracy if such
acts deprive the people of their constitutional rights and privileges and the
civil authorities of a state cannot or will not provide adequate protection.
B-6. The president is also authorized to use armed federal troops to protect
federal property and functions when the need for protection exists and local
civil authorities cannot or will not give adequate protection. The right of the
United States to protect all federal property and functions regardless of their
locations is an accepted principle of our government.
B-7. As a temporary measure, federal military equipment and facilities may
be loaned to law enforcement agencies of state and local governmental bodies
for use during civil disturbances. These resources may also be loaned to state
NG and non-DOD federal agencies. The requesting agencies are expected to
provide enough resources of their own to minimize the need for US military
resources. In addition, the loan of the resources must not conflict with US
military needs.
ROLES AND RESPONSIBILITIES OF VARIOUS AGENCIES

B-8. Several agencies within the federal and state governments play a key
role in supporting the request of local authorities for support during a civil
disturbance.
SECRETARY OF DEFENSE
B-9. The Secretary of Defense retains approval for federal support to civil
authorities involving the use of DOD forces, personnel, and equipment.
Approval may also involve DOD support that will result in a planned event
with the potential for confrontation with specifically identified individuals
and groups or will result in the use of lethal force.
SECRETARY OF THE ARMY

B-10. The Secretary of the Army, as an executive agent for the Secretary of
Defense, is the approval authority for federal emergency support in response
to natural and man-made disasters (except weapons of mass destruction
[WMD]). Military forces respond to directions and guidance from the director
of military support (DOMS) (the action agent for the Secretary of the Army).
DIRECTOR OF MILITARY SUPPORT

B-11. The DOMS plans and executes the DOD domestic support mission to
civil authorities. He is a general officer appointed by the Secretary of the
Army. The DOMS is the DOD primary contact for all federal departments and
agencies during DOD involvement in most domestic support operations.
STATE COORDINATING OFFICER

B-12. The governor appoints the state coordinating officer (SCO) to coordinate
disaster operations for the state. The SCO is the primary point of contact for
the federal coordinating officer (FCO) in facilitating disaster assistance.
B-2 FM 3-19.15 18 April 2005

DIRECTOR OF THE FEDERAL EMERGENCY MANAGEMENT AGENCY

B-13. The director of the Federal Emergency Management Agency (FEMA),
on behalf of the President, appoints the FCO. The FCO coordinates the timely
delivery of federal disaster assistance to the affected state and local
governments and disaster victims. He works closely with the SCO to
determine state requirements and to coordinate national level issues with the
catastrophic disaster response group. There must be close and continuous
coordination with FEMA to ensure the proper use of military assets in support
of civil authorities.
DEFENSE COORDINATING OFFICER

B-14. The defense coordinating officer (DCO) operates under the authority of
the President and is the DOD representative designated to coordinate on-the-
scene activities with the FCO. FEMA and other federal agencies that request
support from DOD go through the DCO for validation and resourcing.
NATIONAL GUARD
B-15. The NG, in state status (see Title 32, United States Code {USC}), is the
governors primary military response organization for emergencies and
disasters. The NG responds and operates under state laws unless they are
federalized, when they operate under the same constraints and laws as
federal units.
UNITED STATES ARMY RESERVE

B-16. The US Army Reserve is capable of providing military support. This
assistance and support may include the use of equipment and other resources,
including units and individuals.
STATE AND LOCAL GOVERNMENT RESPONSIBILITIES

B-17. State and local government officials, operating under the authority
granted by state constitutions and the Constitution of the United States, are
responsible for daily safety and security issues that impact the quality of life
of their citizens. State and local officials have primary responsibility for
emergency preparedness.
STATE RESPONSIBILITIES
B-18. Many state government agencies are responsible for coming to the aid
of state citizens.
Governor
B-19. A state governor is empowered by each state constitution and the
Constitution of the United States to execute the laws of the state and to
command the state NG while it is serving in state status. Governors are also
responsible for issuing executive orders or emergency proclamations, such as
declaring states of emergency and ensuring that state agencies plan for
potential disasters and civil disorder.
18 April 2005 FM 3-19.15 B-3

B-20. Once a man-made or natural disaster occurs, the governor assesses its
extent and determines if local government requests for assistance should be
honored. If appropriate, the governor declares a state of emergency, activates
the state emergency response plan, and may order the NG into state active
duty. The governor assigns the NG its mission through the office of emergency
service (OES)/emergency medical dispatching (EMD).
Plans, Operations, and Military Support Officer

B-21. Each state NG has a plans, operations, and military support officer
(POMSO) who prepares and coordinates contingency plans for military
support to civil authorities (MSCA) during disaster response and recovery
operations. The POMSO coordinates training plans and exercises between the
state NG and federal, state, and local emergency management agencies. The
POMSO serves as the NG point of contact with DOD officials during a
declared federal emergency or disaster.
Office of Emergency Services

B-22. Each state has a specific agency and/or office that coordinates
emergency preparedness and serves as the governor's coordinating agency
during an emergency. The titles of these offices vary from state to state. Some
examples are the Division of Emergency Government, Emergency
Management Agency, Department of Public Safety, or Office of Emergency
Preparedness. This manual refers to this office using the generic term
OES/EMD.
B-23. Generally, the OES/EMD is organized as a stand-alone office under the
governor or aligned under the AG or the state police, and in some instances,
the AG is the OES/EMD director. It operates the state emergency operations
center and coordinates with state agencies and federal officials for assistance.
Adjutant General
B-24. The state NG is the governor's primary military response force in an
emergency. The AG, through the state area command (STARC) (specifically
the POMSO), develops and coordinates emergency response plans for
disasters and emergencies. The AG is in command of state NG forces ordered
into state active duty.
State Government Agencies

B-25. State government departments and agencies prepare emergency
preparedness plans for their areas of specialization in support of the
governors plan. They also participate in emergency preparedness exercises.
LOCAL RESPONSIBILITIES
B-26. Mayors, city managers, local police, fire protection officials, county
executives, sheriffs, prosecuting attorneys, and public health officials are
some of the people responsible for law enforcement, safety, health, and fire
protection on a daily basis. They are responsible for developing appropriate
emergency response plans and responding to emergencies within their
jurisdictions. Most local jurisdictions have an OES/EMD to plan and
B-4 FM 3-19.15 18 April 2005

coordinate actions in an emergency. In many cases, local jurisdictions have

mutual aid agreements with other jurisdictions that allow for firefighting,
medical, and police assistance across jurisdictional boundaries. Once local
officials determine that an emergency is beyond the scope of their resources or
ability to respond, the senior local official is responsible for requesting
additional assistance from the next agency in the assistance request process.
LEGAL CONSIDERATIONS AND CONSTRAINTS

B-27. 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 many legal issues requiring comprehensive legal reviews.
B-28. Under the Constitution of the United States, Congress has the authority
to raise and support an army, provide and maintain a navy, and make rules
for governing and regulating the land and naval forces. The Constitution of the
United States places the military under civilian control and designates the
President as commander-in-chief. Statutes provide for civilian leadership in
the office of the secretary of defense, service secretaries, and various other
civil authorities. Under the Constitution of the United States, the civilian
government must preserve public order and carry out governmental
operations within its territorial limits. The Constitution of the United States
allows the use of the federal military to execute or enforce the law when
necessary to protect federal or civilian property and functions. However,
significant restrictions exist on employing federal military forces within the
United States.
B-29. The unique capabilities of the military enable it to support federal,
state, or local civilian agencies. In most circumstances, the DOD is one of
many federal agencies reacting to a domestic emergency or crisis, playing a
subordinate, supporting role to a lead civilian agency.
LAW
B-30. In the United States, civilian agencies provide for the needs of citizens.
Civilian, federal, state, and local government and law enforcement agencies
execute US laws. Laws governing the use of the military in domestic
operations are complex, subtle, and constantly changing. Commanders
involved in civil disturbance operations should staff plans, policies, programs,
exercises, funding, operations, constraints, and limitations with their local
SJA to ensure conformity with legal requirements. They should scrutinize
each request for aid (whether it is for equipment, individuals, or training) to
ensure that it conforms to statutory requirements. The following references
are a snapshot of the law on military support to civilian authorities:
z Section 331, Chapter 15, Part 1, Subtitle A, Title 10 USC.
z Section 1385, Chapter 67, Part 1, Title 18 USC.
z DOD Directive 3025.12.
18 April 2005 FM 3-19.15 B-5

z DOD Directive 3025.15

z DOD Directive 5525.5
z DOD Civil Disturbance Plan 55-2
z NGR 500-1/ANGI 10-8101
z FM 3-19.15
INFORMATION OPERATIONS
B-31. Information superiority helps forces anticipate problems and
requirements. It allows commanders to control situations earlier and with less
force, creating the conditions necessary to achieve the end state. Public
affairs, PSYOP, and civil military operations are activities that will allow the
commander to control situations earlier and with less force.
B-32. Information is available from a multitude of sources, the primary being
open sources, law enforcement, and the military. A diversity of sources is the
best approach because it prevents biased behavior.
Open sources include
z Libraries.
z Newspapers and news periodicals.
z Radio and television.
Law enforcement sources include
z Local law enforcement agencies.
z National law enforcement agencies.
Military sources include
z DOD intelligence community (most restrictive source).
z Local MI field offices.
B-33. The DOD intelligence community operates under limitations imposed
by regulations and executive orders. Attempts to skirt these restrictions may
violate regulations or federal statutes.
RESTRICTIONS
B-34. Strict limits are placed on collecting information related to a civil
disturbance in order to protect the civil rights of people and organizations not
affiliated with the DOD. Civil disturbance plans and materials must not
include lists of groups or people not affiliated with the DOD. Information on
civilians and civilian organizations can be collected only with specific
authorization from the Secretary or the Under Secretary of the Army.
Conditions for collecting information include the existence of threats against
Army personnel, functions, or property (see ARs 380-10 and 380-13). Civil
disturbance information (available in public documents) or open-source
information may be collected. However, specific rules regarding its storage
must be followed. Commanders must coordinate with SJA, MI, and USACIDC
before collecting any such information.
B-35. Civilian law enforcement agencies may limit access to law enforcement
intelligence. In such circumstances, the military may request that agencies
release the unclassified version.
B-6 FM 3-19.15 18 April 2005

B-36. If the Department of Justice (DOJ) determines that federal

intervention into a civil disturbance is likely, then information relating to the
disturbance is provided to the Army Assistant Chief of Staff for Intelligence.
The information is analyzed and then passed through channels to the TF
commander for planning purposes.
B-37. Military intelligence collection efforts, except liaison, may begin only
when DA orders. The orders will come through the CSAs personal liaison
officer and the TF commander. Covert operations to gather information on
non-DOD individuals and groups must be approved on an operation-by-
operation basis by the Undersecretary of the Army.
B-38. Once DA approves the collection effort, MI elements establish and
maintain liaison with the appropriate local, state, and federal authorities.
Then they collect information pertaining to the incident and general situation.
Their estimate of the situation is passed to the TF commander and DA.
POSSE COMITATUS
B-39. Generally, federal military forces may not give law enforcement
assistance to civil authorities without conflicting with the Posse Comitatus
Act. However, constitutional and statutory exceptions to this prohibition do
exist. The recent emphasis on drug interdiction has led to an increase in those
exceptions.
B-40. The Judiciary Act of 1789 allowed US marshals to call upon the
military as a posse comitatus. This continued until after the Civil War, when
the federal government used the Army to execute reconstruction era policies.
The southern states regarded the use of the military for this purpose as
abusive and repressive, and in 1878, President Rutherford B. Hayes signed
the original bill ending the practice.
B-41. The Posse Comitatus Act prescribes criminal penalties for the use of the
US Army or Air Force to execute the laws of or to perform civilian law
enforcement functions within the United States. DOD policy extends this
prohibition to the US Navy and Marine Corps. Prohibiting the military from
executing the laws means that military personnel may not participate directly
in
z An arrest; a search and seizure; a stop and frisk; or an interdiction of
vessels, aircraft, or vehicles.
z A surveillance or pursuit.
z A civilian legal case or any other civilian law enforcement activity as
informants, undercover agents, or investigators.
B-42. The Posse Comitatus Act does not apply to the following:
z Members of the NG when in state service.
z Members of a Reserve Component when not on active duty or active
duty for training.
z DOD civilians, unless under the direct command and control of an
active duty officer.
18 April 2005 FM 3-19.15 B-7

z A soldier when off duty and acting only in a private capacity.

z Soldiers taking action for the primary purpose of furthering a military
or foreign affairs function of the United States; for example, enforcing
military justice, maintaining law and order on military installations,
and protecting classified materials.
CONSTITUTIONAL EXCEPTIONS TO THE POSSE COMITATUS ACT

B-43. Under its inherent authority, the US government is responsible for
preserving public order and carrying out governmental operations within its
territorial limits, by force if necessary. Under the Constitution of the United
States, exceptions allow the use of military force to execute or enforce the law.
Some of the exceptions are to
z Protect civilian property and functions.
z Ensure preservation of public order and carry out government
operations, by force if necessary.
z Protect civil rights where local authorities do not or cannot protect
them.
z Protect federal property and functions.
z Quell civil disturbances and labor strife that rises to the level of civil
disorder.
B-44. The President may order the armed forces to support state civil
authorities suffering from an insurrection or civil disturbance. He must act
personally by first issuing a proclamation calling on insurgents to disperse
and retire peacefully within a limited time. This occurred when federal forces
were called in to counter the Los Angeles riots in 1992.
Protect Civilian Property and Functions

B-45. 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 loss
of life or wanton destruction of property and to restore government functions
and public order. This exception has rarely been used.
Protect Federal Property and Functions

B-46. The federal government may use military force to protect federal
property and federal government functions when local authorities cannot or
decline to provide adequate protection.
ARMED FORCES
B-47. Basic guidance for the interaction of the military, the Reserve
Component, and civilian LEAs is given in 10 USC Chapter 18. Guidelines on
reimbursement and restrictions, direct participation in law enforcement
activities, the use of information collected during military operations, and the
use of military equipment and facilities are some of the topics covered. Title 10
prohibits the military from directly participating in arrests, searches,
seizures, or other similar activity unless authorized by law (such as arrests on
B-8 FM 3-19.15 18 April 2005

military property). The Fiscal Year 1989 Act and subsequent National Defense
Authorization Acts have authorized the DOD to provide more support to LEAs
in the counterdrug effort.
NATIONAL GUARD
B-48. For a description of how the secretary of defense may provide funds to
state governments (including the District of Columbia, Commonwealth of
Puerto Rico, and US territories) for civil disturbance operations performed by
the National Guard when not in federal service, see 32 USC. The Posse
Comitatus Act does not apply to the NG when not in federal service. Each
state specifies how NG may be employed.
SUPPORT TO CIVIL LAW ENFORCEMENT

B-49. It is DOD policy to cooperate with civilian law enforcement officials to
the greatest practical extent. However, cooperation must consistently meet
the needs of national security and military preparedness, the historic
tradition of limiting direct military involvement in civilian LEAs, and the
requirements of applicable law. US military forces are never placed under the
command of civilian law enforcement officers or nonfederalized NG. DOD
policy concerning the provision of military support to LEAs, including
personnel and equipment, are contained in DOD Directive 5525.5.
B-50. The Army assists civilian law enforcement by providing personnel,
equipment, training, and expert advice within the limits of applicable law.
Army NG units in state status (see 32 USC) provide the primary source of
military assistance. They may be able to provide assistance to civil authorities
in instances when federal units are precluded due to the restrictions of the
Posse Comitatus Act.
ROLES OF THE NATIONAL GUARD AND FEDERAL FORCES

B-51. The preservation of law and order in the civilian community is the
responsibility of state and local governments and law enforcement authorities.
When a civil disturbance in a civilian community turns to widespread rioting
that includes arson, looting, and acts of violence, the civil authorities may
decide that they do not have the resources to quell the riot. They may then
turn to the NG and federal forces to support the civil authorities in restoring
law and order. Civil disturbances in any form are prejudicial to public law and
order.
NATIONAL GUARD FORCES

B-52. The NG (as a state organization) responds to the governor according to
state law for civil disturbance operations. NG regulations direct planning and
training for the civil disturbance mission. During most civil disturbance
situations, the NG will be the first military responder and will usually remain
in state active duty status (according to 32 USC) throughout the operation. In
extreme circumstances, the NG can be brought on federal service for civil
disturbance operations when ordered to under the appropriate federal statute
by the President. During the 1992 Los Angeles civil disturbance, the President
federalized the California NG. Once the NG has been deployed to assist the
18 April 2005 FM 3-19.15 B-9

civil authorities with a civil disturbance, it is too far into the deployment cycle
to start determining what tasks the NG can do as a state or as a federally
controlled force. It is the commanders responsibility not to accept missions
that the unit is not adequately trained to do. The following are examples of
appropriate missions for the NG:
z Manning traffic control points.
z Providing building security.
z Providing area security and patrols.
z Providing security at custody facilities.
z Providing security and escort for emergency personnel and equipment.
z Protecting sensitive sites.
z Transporting law enforcement personnel.
z Providing show of force.
z Dispersing crowds.
z Employing riot control munitions.
z Providing very important person (VIP) protection and escort.
z Providing quick reaction and reserve force.
B-53. Examples of inappropriate taskings:
z Negotiating hostage situations.
z Barricading suspects.
z Participating in criminal investigations.
z Acting as federal Army forces.
B-54. The commitment of federal troops to deal with domestic civil
disturbances must be viewed as a drastic measure of last resort. Their role
should never be greater than what is absolutely necessary under the
circumstances. Commanders should take every measure to avoid the
perception of an invading force. A JTF designated to respond to a civil
disturbance should project the image of a restrained and well-disciplined force
whose sole purpose is to help restore law and order with minimal harm to the
people and property and with due respect for all law-abiding citizens.
B-55. The role of federal Army forces is to assist civil authorities in restoring
law and order when the magnitude of the disturbance exceeds the capabilities
of local and state LEA, including the NG. Under the provisions of the
Constitution of the United States and selected federal statutes, the President
may order the employment of the federal armed forces to aid local and state
civil authorities to protect the Constitutional rights of citizens. Federal
military forces may also protect federal facilities and installations in any
state, territory, or possession.
B-56. The DA Civil Disturbance Plan 55-2 gives guidance for Army forces
directed to quell civil disturbances. In addition, AR 500-50 outlines
responsibilities, prescribes policies, and provides guidance for the use of Army
resources in response to civil disturbances. It outlines statutory restrictions
and designates staff and command responsibilities for planning and executing
civil disturbance operations.
B-57. The JTF commander exercises control of all federal military forces
(including NG in federal status) committed to assist civil authorities. Federal
B-10 FM 3-19.15 18 April 2005

military forces remain under the military chain of command during civil
disturbance operations. Federal forces will not be placed under the command
of either civil officials or NG commanders in a nonfederal status. Civil
authorities retain control of their state and local law enforcement agencies.
The JTF commander establishes liaison with the senior representative of the
attorney general (SCRAG) and other appropriate federal, state, and local civil
authorities.
B-58. When a JTF is being assembled it must deploy with a provost marshal
(PM) who will be the POC for situation assessment, operational information,
and security matters. He also serves as a liaison with civilian and law
enforcement agencies.
B-59. Federal military forces must be tailored to the specific civil disturbance
situation. Sufficient combat support and combat service support units will be
required to sustain the force throughout the deployment. Coordination with
civil officials may allow the force to draw on resources available from state
and local agencies. Close and continuous coordination between federal
military forces and LEAs will provide the commander with the detailed and
timely information required to employ and protect the force effectively.
B-60. In supporting DA Civil Disturbance Plan 55-2, intelligence personnel
may conduct close and continuous liaison with LEAs and military police to
ensure that their units receive the information needed to allow the
commander to adequately protect the force. The JTF commander should staff
intelligence support missions with his senior intelligence officer and legal
counsel before approving the mission.
B-61. Federal military forces must be employed in tasks or missions
appropriate to their organization and training; they must not be employed in
ways that violate the legal restrictions in effect. Military forces may be used to
disperse unlawful assemblies and to patrol disturbed areas to prevent
unlawful acts. They may be used to assist in the distribution of essential goods
and the maintenance of essential services. Forces may also establish traffic
control points, cordon off areas, release smoke and obscurants, and serve as
security or quick reaction forces. Certain types of missions (such as gathering
intelligence on civilians) are always inappropriate for military forces during
civil disturbance operations.
B-62. Requests for specific military missions are typically passed through a
single state or federal law enforcement coordinating officer, as approved by
the SCRAG. Validated requests are transmitted to the JTF commander and
his HQ for staffing and coordination. Approved missions are assigned through
the military chain of command to the appropriate element or unit for
execution. Units and soldiers will not accept taskings or missions directly
from law enforcement or civilian officials, except in a direct support
relationship as approved and ordered through the military chain of command.
B-63. It is important that a military liaison be provided to each LEA HQ
generating requests for support. This liaison can assist LEA officials in
determining the types and quantities of military support to be requested. JTF
HQ can facilitate this mission assignment process by providing LEAs with a
detailed listing of the types of missions military forces may conduct.
18 April 2005 FM 3-19.15 B-11

B-64. The AO for a deployed unit should coincide with the jurisdiction or
subdivision boundaries of the LEA it supports. This arrangement facilitates
liaison and coordination between law enforcement and military chains of
command.
LEAD AGENCY CONCEPT AND ROLE OF MILITARY

B-65. The DOJ is the lead federal agency for civil disturbance operations. The
Attorney Generals on-scene representative is the SCRAG. The DOD has
designated DA as their executive agent for military assistance for civil
disturbance (MACDIS) (see FM 27-100.)
JOINT TASK FORCE

B-66. Military support to civil authorities in disasters and domestic
emergencies is a DOD (not a service component) responsibility. The supported
commander may decide that the severity and scope of a disaster require a
joint response. In civil assistance, as in operational level warfighting, the
commander-in-chief (CINC) uses the different and complementary capabilities
of each service to accomplish the mission. Such use requires knowledge of both
the capability and the availability of all service component assets, to include
their agencies and installation.
B-67. The CINC may establish a JTF to provide comprehensive military
support. Establishing a JTF may provide the best DOD response to civil
emergencies. A JTF is established to execute a specific mission limited in
scope and duration. The JTF objective in civil emergencies is to deploy forces
to the area rapidly to assist immediately in saving lives and safeguarding
property and to continue providing assistance required by the federal
response plan (FRP) and the particular situation.
B-68. The JTF is configured for each specific mission. In some civil
emergencies, the JTF may require a greater proportion of combat service
support type units and capabilities than in typical warfighting deployments.
The JTF must be able to provide emergency assistance across all lines of
support.
JOINT TASK FORCE CONTROL ELEMENT

B-69. Responsibility for controlling the civil disturbance resides with the civil
authorities. The JTF is organized to support and lend assistance to them in
their effort to return civil order to the community.
B-70. The control element consists of the command group and the crisis
management team (CMT). The command group is made up of city, county,
state, and military command personnel. They set policy and issue directives,
coordinate the activities of civil and military support agencies, supervise the
CMT, and coordinate with outside agencies. The CMT is made up of
representatives of civilian and military staff sections. The CMT advises the
command group and coordinates operations and support for the action
element of the TF. The control elements are located with the emergency
operations center (EOC) to facilitate information processing, resource
management, and operational control. The JTF command element should
B-12 FM 3-19.15 18 April 2005

colocate with the civilian command element at the EOC. This will expedite the
exchange of information. If an EOC has not been set up, the commander may
establish one while making provisions for including civil authorities to ensure
a unity of effort.
B-71. Not all CMT members are located at the EOC. Some key people may
use liaisons to represent them at the EOC. Key personnel can then research
and discuss ideas freely, away from the confusion associated with crisis
management. The liaison can transmit guidance and answers to the EOC.
Some agencies may not be needed in the EOC at first, but they must be
prepared for inclusion. The decision to include an agency in the EOC is based
on the likelihood that they may have to take an action or a support role on the
importance of the agency to the mission.
18 April 2005 FM 3-19.15 B-13

Appendix C
Urban Terrain Analysis

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 at all levels must make extraordinary efforts
to assess and understand their particular urban environment to plan,
prepare for, and execute effective civil disturbance operations.
SIGNIFICANT FACTORS
C-1. A l t h o u g h u r b a n a r e a s t h r o u g h o u t t h e w o r ld p o s s e s s s im i la r
characteristics, no two are alike. The sprawl of Los Angeles, for example,
bears little physical resemblance to New Delhi. The most significant factors
affecting the uniqueness and complexity of each area are its societal
characteristics. While the terrain can be extremely complex, information
about this aspect, its potential effects on operations, and how it changes over
time may be determined with some degree of certainty. However, the human
dimension is more difficult to understand and assess, particularly its effect on
military operations. The urban environment is not neutralit helps or
hinders. The commander who can best understand and exploit the effects of
the urban environment has the best chance of success.
C-2. Whether a metropolitan area or a village, each urban environment has
an identifiable system of urban components that constantly change and
interact. This system of components consists of the terrain, the society, and
the infrastructure that provides the critical link between the two (see
Figure C-1, page C-2).
C-3. These systems are not separate and distinct categories but instead are
overlapping and interdependent. A thorough analysis of these systems
contributes to the commanders situational understanding and allows him to
develop COAs that apply appropriate resources to control a crowd and prevent
a major civil disturbance. This understanding allows commanders to engage
decisive points critical to maintaining peace or restoring normalcy to the
urban environment.
18 April 2005 FM 3-19.15 C-1

Infra-
Terrain structure Society
Figure C-1. Keys to Understanding the Urban Environment
C-4. The social aspects and the integrating infrastructure are the most
difficult for commanders to understand and assess. These issues require
greater dependence on LEAs and local governmental agencies for their
information, knowledge, and expertise.
URBAN TERRAIN TYPES

C-5. The physical terrain is the most basic and easily recognizable aspect of
the urban area; however, truly understanding it requires comprehending its
multidimensional nature, urban and street patterns, urban form and function,
and size. The infinite ways in which these factors (see paragraph C-15) can
intertwine make it impossible to describe a typical urban area. However,
these factors provide a framework for understanding the complex terrain
within an urban environment. Although the terrain consists of both natural
and man-made features, the latter dominates the physical characteristics of
the urban environment and has significant effects on military systems and
soldiers, tactics, and operations.
URBAN PATTERNS
C-6. The combinations of urban areas, lines of communications (LOCs), and
natural terrain result in the identification of four urban patterns (see
Figure C-2) that will influence civil disturbance operations. An integral part of
each urban pattern is the hub or the central urban area around which
outlying urban areas radiate. In SOSO, the hub is important, as it is often the
economic, political, or cultural center of the surrounding area.
Satellite Pattern
C-7. This pattern consists of a central hub surrounded by smaller, dependent
urban areas. LOCs tend to converge on the hub. The natural terrain
throughout this pattern is relatively homogenous. Outlying or satellite urban
areas often support the principal urban area at the hub.
C-2 FM 3-19.15 18 April 2005

Satellite Network
Linear Segment
Figure C-2. Urban Patterns
Network Pattern
C-8. This pattern represents the interlocking of the primary hubs of
subordinate satellite patterns. Its elements are more self-sufficient and less
supportive of each other, although a dominant hub may exist. Major LOCs
within a network are more extensive than in a satellite pattern and take a
rectangular rather than a convergent form. The natural terrain within a
network may vary more than in a single satellite array.
Linear Pattern
C-9. This pattern is a potential subelement of the previous two patterns. It
may form one ray of the satellite pattern or be found along connecting links
between the hubs of a network. Most frequently, however, this pattern results
from the string of minor urban areas aligning a confined natural terrain
corridor such as an elongated valley, a body of water, or a man-made
communications route.
Segment Pattern
C-10. When dominant natural terrain (such as a river or man-made features
[canals, major highways, or railways] divides an urban area, it creates a
segmented pattern). This pattern makes it easier to assign areas of
responsibility to units. However, if operations are in support of the city LEA,
18 April 2005 FM 3-19.15 C-3

then units should be assigned to a police precinct to avoid crossing several

precinct lines, as would happen when assigning units by dominant terrain
features.
STREET PATTERNS
C-11. Patterns within the urban area result from the arrangement of the
streets, roads, highways, and other thoroughfares. They are a result of the
influences of natural terrain, the original designers personal prejudices, and
the changing needs of the inhabitants. The commander must understand the
street patterns in the area in which his control force will operate. This will
offer force protection, preventing the control formation from being
outmaneuvered, flanked, or surrounded by a hostile crowd. Urban areas can
display any of the three basic patterns or any combination of the three (see
Figure C-3).
Radial Grid Irregular
Figure C-3. Basic Internal Street Patterns
Radial
C-12. Societies of highly concentrated religious or secular power often
construct urban areas with a radial design with all primary thoroughfares
radiating out from the center of power. Terrain permitting, these streets may
extend outward in a complete circle or may form a semicircle or arc when a
focal point abuts a natural barrier such as a coastline or mountain. To
increase mobility and traffic flow, societies often add concentric loops or rings
to larger radial patterns.
Grid
C-13. The most adaptable and universal form for urban areas is the grid
pattern (lines of streets at right angles to one another forming blocks similar
to the pattern of a chessboard). A grid pattern can fill in and eventually take
over an original radial pattern. Most urban areas, regardless of the original
intent, plan, or vision, emerge from successive plans overlaid on one another.
C-4 FM 3-19.15 18 April 2005

Areas are well planned to fit with previous plans and others a haphazard
response to explosive urban growth. The results may mix different patterns,
blend patterns in symmetric combinations, or have no discernable geometric
pattern (the irregular pattern).
Irregular
C-14. Irregular patterns can be specifically designed for aesthetic reasons (as
in many suburban housing developments). They are sometimes used to
conform to marked terrain relief (see FMs 3-06 and 3-06.11).
URBAN FORM AND FUNCTION

C-15. Throughout the world, urban areas have similar form and function. In
form, urban areas contain like characteristics, readily divisible into distinct
sections or areas. Functionally, they tend to be the center of population,
finance, politics, transportation, industry, and culture.
z Core. The core is the heart of the urban area, the downtown, or
central business district. Relatively small and compact, it contains a
large percentage of the urban areas shops, offices, and public
institutions.
z Core Periphery. As the name implies, the core periphery forms the
outer edges of the core of the urban area. Generally, it has undergone
less change than the core, resulting in buildings of uniform height
(generally two to three stories in towns and five to ten stories in larger
urban areas).
z Industrial Area. Industrial areas generally develop on the outskirts
of the urban areas, where commercial transportation is easiest (along
airfields and major sea, river, rail, and highway routes). The open/
dispersed pattern of the buildings provides sufficient space for large
cargoes, trucks, and materials-handling equipment.
z High-Rise Area. High-rise areas consist of multistoried apartments,
commercial offices, and businesses separated by large open areas such
as parking lots, parks, and individual one-story buildings. The
automobile, mass transit systems, and improved road networks
encourage these areas to grow and function further from the urban
core.
z Residential Area. Residential areas can be found dispersed
throughout the urban area; however, large suburban areas (or sprawl)
normally form on the outskirts. The combined population of
surrounding suburban areas often outnumbers that of the urban area.
Proper and specific suburbs tend toward homogeneity based on
ethnicity, religion, economics, or some other social aspect.
z Commercial Ribbon Area. Commercial ribbon areas are rows of
stores, shops, and restaurants built along both sides of major streets
that run through urban areas. These same types of areas often
develop along the roads that connect one urban area to another (strip
areas).
18 April 2005 FM 3-19.15 C-5

URBAN SOCIETY
C-16. Although complex, understanding the urban terrain is relatively
straightforward in comparison to comprehending the multifaceted nature of
urban society. As urban areas increase in size, they generally lose
homogeneity; therefore, commanders must understand and account for the
characteristics of a diverse population whose beliefs may vary. The behavior of
civilian populations within an urban area is dynamic and poses a special
challenge to commanders.
C-17. The center of gravity during an urban operation may be the civilian
inhabitants themselves. The side that enjoys the support of the population has
many advantages. To gain and retain this support, commanders must first
understand the complex nature and character of the urban society. Second,
they must understand and accept that every military action (or inaction) may
influence the relationship between the urban population and Army forces, and
by extension, mission success.
C-18. The identification of groups helps commanders focus on specific
segments of the urban society to determine their beliefs and needs and how
those beliefs and needs motivate them to future action (or inaction). Groups
may be categorized based on race, religion, national origin, tribe, clan, class,
party affiliation, education level, union memberships, occupation, age, or any
other significant social grouping.
C-19. Commanders should consider political, economic, and historical factors
in this analysis. These factors usually affect all groups to some extent and
often provide the basis for many of their beliefs, needs (actual or perceived),
and subsequent behavior. In most cases, training and discipline, grounded in
cultural understanding and sensitivity, will help mitigate many of the
potential adverse effects resulting from military and civilian interaction.
URBAN INFRASTRUCTURE
C-20. Urban infrastructures are those systems that support the inhabitants,
their economy, and their government. They provide the link between the
physical terrain and the urban society. Hundreds of systems may exist. Each
system has a critical role in the smooth functioning of the urban area. All
systems fit into the following five broad categories: communications and
information, transportation and distribution, energy, commerce, and human
services.
C-6 FM 3-19.15 18 April 2005

Appendix D
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 TF
application of the doctrine highlighted in the contents of this manual.
OVERVIEW
D-1. The purpose of this manual is to provide TF units and elements with the
latest guidance on providing crowd control and preventing civil disturbances.
D-2. Local civilians often gather in towns or along strategic locations
throughout an AO to demonstrate grievances or other causes (for example,
protesting the apprehension of a fellow citizen, policies of US 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, intelligence collection can indicate a possibility for violence. In these
instances or during spontaneous crowd formations, the TF 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.
PROCEDURES
D-3. Take precautions to avoid becoming a catalyst to the civil disturbance.
During lawful assemblies, the TF must make every effort to treat HN
individuals with respect. This means that the TF must engage in peaceful
gatherings using interpersonal communication skills. This ensures that
demonstrators understand that TF personnel respect their right to lawfully
assemble during peaceful demonstrations. When possible, TF engagement of a
peaceful assembly should be unobtrusive.
D-4. 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
D-5. Any response to negative indicators should be sequential, measured, and
focused on deescalating rather than escalating the crowd.
18 April 2005 FM 3-19.15 D-1

NEGATIVE INDICATORS OF A POTENTIAL CIVIL DISTURBANCE

D-6. 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
TF planning and response.
D-7. Other indicators of a potential civil disturbance are people beginning to
assemble during a scheduled or spontaneous rally. When people begin to
assemble, leaders should pay particular attention to crowd dynamics. As 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 (see Figure D-1).
Platoon Leader Radio Operator
Baseman
PSG
A team member
Squad Leader
B team member
Team Leader
C team member
Vehicle Security
Demonstrator
Figure D-1. Symbols for a Formation Element
Orientation
D-8. Crowd dynamics change from people milling around and talking among
themselves in isolated groups to a more collective focus concentrated on a
single objective (for example, TF personnel, specific agitators or magnets, a
government figure, or other activity).
Massing
D-9. 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.
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 D-2).
D-2 FM 3-19.15 18 April 2005

Building Building
Figure D-2. Crowd Massing
Chanting
D-10. 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
D-11. 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
D-12. The crowd may attempt to block public thoroughfares (for example,
entrances and exits to public buildings, MSRs, community streets, or other
traffic areas that may degrade freedom of movement or similar actions). This
escalates the level of attention given to the crowds message or prevents
freedom of movement to opposing persons or groups.
Arming
D-13. Any signs that the crowd is arming itself with objects (for example,
bottles, rocks, and sticks) is a clear indication of impending danger to the TF
and other civilians. In fact, during a recent civil disturbance, some members of
the crowd were seen handing out bottles to others in the crowd. Arming
demonstrates intent toward violence is unlawful.
18 April 2005 FM 3-19.15 D-3

Outside Influence
D-14. 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

D-15. 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
D-16. 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

D-17. If TF 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 TTP measures.
D-18. The force executing these preventive TTP can include a number of civil
disturbance teams and elements capable of executing the tasks shown in
Figures D-2, page D-3; D-3; D-4, page D-6; and D-5, page D-8. These figures
demonstrate a full range of crowd control teams and elements, to include
camera teams with interpreters, checkpoints, QRF response, riot control
formation, NLW teams, snatch and detain teams, blocking teams, and
detainee evacuation, as required. Figures D-2, D-3, D-4, and D-5, 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.
D-19. 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 TTP. The
order to execute the following TTP should be tailored based on local
conditions.
Early Contact
D-20. 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 D-2, rather than waiting until
after the crowd masses as shown in Figure D-3. Early contact will assist TFs
D-4 FM 3-19.15 18 April 2005

in personalizing their interaction and ensuring that people understand their

presence is known, documented, and can be linked to their actions.
QRF rally point
Building Building
Figure D-3. Early Contact and Unobtrusive Crowd Control Measures
D-21. 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 identify people associated with the
civil disturbance, especially those who unlawfully participated as crowd
instigators, agitators, or magnets or may commit unlawful acts.
D-22. 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 D-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.
D-23. As the crowd begins to demonstrate negative indicators for a possible
civil disturbance (Figure D-4, page D-6), 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 his activities are lawful, the team should take
special measures to obtain his 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 D-26.
D-24. Once the crowd has massed and displays negative indicators or begins
to riot, camera teams should immediately move behind the riot formation line
18 April 2005 FM 3-19.15 D-5

(see Figure D-4). 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 TF personnel.
D-25. Immediately following a crowd control or civil disturbance operation,
photos must be consolidated, processed, and submitted to the TF analysis and
control element (ACE) 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.
QRF rally point

Detainee
collection
point
Building Building
Figure D-4. More Obtrusive Engagement as the Crowd Demonstrates

Negative Indicators
Crowd Warning
D-26. 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

D-27. 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, TF
units and elements should attempt to limit the crowd or separate gatherings
under 10 people (see Figure D-3, page D-5). Walking patrols can assist camera
D-6 FM 3-19.15 18 April 2005

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
D-28. Routes should be considered key terrain and must be controlled by the
TF to retain the initiative. Note how a QRF divides in order to clear side
streets between protected buildings in Figure D-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 TFs and elements,
whether it is for camera teams during early contact or for the QRF 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

D-29. As depicted in Figure D-3, page D-5, 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
both 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 storage room 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 all people 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

D-30. The mentality of taking the high ground is just as important in civil
disturbance operations as in any other type of operation. Although QRF assets
on the ground have both NL and lethal capabilities, it is critical to ensure
their safety by deploying marksman/observer teams as shown with the C-
team designates on top of the buildings in Figures D-4 and D-5, page D-8.
Detain persons committing unlawful acts. The detention and legal processing
of persons who commit unlawful acts, against TFs 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 the detain operation would create a catalyst event or
18 April 2005 FM 3-19.15 D-7

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 D-5). 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 an MSR. All people who are detained based on
QRF rally point
Detainee
collection
point
Building Building
Figure D-5. Full Engagement as Crowd Unlawfully Demonstrates
solid evidence of a crime (for example, pictures of them armed with dangerous
objects, blocking a road, assaulting TF members) will be turned over to local
authorities for legal processing.
Detain List
D-31. When executing operations based on the detain list, do not show people
the list or separate pictures from the list.
Quick Reaction Force Position

D-32. The QRF 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 D-1,
page D-2, how the QRF is positioned out of direct sight of the crowd until
D-8 FM 3-19.15 18 April 2005

employment becomes necessary. QRF personnel are readily organized,

equipped, and easily moved into position to move between buildings and
through obstacles (see Figure D-4, page D-6).
D-33. At this point, if the crowd ignores verbal orders, NL munitions from
appropriate standoff distances could be used to influence and motivate the
crowd to comply. Use of NL munitions could prevent the necessity for QRF
personnel to come into direct physical contact with the crowd. Early
positioning of the QRF could become a catalyst event that may instigate a civil
disturbance.
D-34. Assembling in mass (see Figure D-5), directly in front of the protected
buildings, illustrates to the crowd that there is strength in numbers and the
QRF is determined to disperse the crowd from the area. As a reminder,
remove the flanking checkpoints that may block the dispersal of the crowd.
18 April 2005 FM 3-19.15 D-9

Glossary
A2C2 Army airspace command and control
AA assembly area
AFL-CIO American Federation of Labor-Congress of Industrial Organizations
AG Adjutant General
AO area of operations
ARTEP Army training and evaluation program
AS area security
ASV armored security vehicle
ATTN attention
BDU battle dress uniform
CA civil affairs
CD combat development
CDC crowd dispersal cartridge
CFR Code of Federal Regulations
CINC commander-in-chief
CMT crisis management team
COA course of action
COB close of business
CONUS continental United States
COTS commercial off-the-shelf
CP candle power
CPU central processing unit
DA Department of the Army
DCO defense coordinating officer
DD Department of Defense
DM designated marksmen
DOD Department of Defense
DOJ Department of Justice
DOMS director of military support
EMD emergency medical dispatching
EMS emergency medical services
EOC emergency operations center
FCMT forced cell move team
FCO federal coordinating officer
FEMA Federal Emergency Management Agency
FM field manual
18 April 2005 FM 3-19.15 Glossary-1

Glossary
FRP federal response plan

FSE fire support element
FSO fire support officer
G2 Assistant Chief of Staff, G3 (Intelligence)
G3 Assistant Chief of Staff, G3 (Operations and Plans)
G5 Assistant Chief of Staff, G5 (Civil Affairs)
G6 Assistant Chief of Staff, G6 (Information Management)
GOTS government off-the-shelf
GRM graduated response matrix
HIV human immunodeficiency virus
HMMWV high-mobility multipurpose wheeled vehicle
HN host nation
HQ headquarters
I/R internment and resettlement
INIWIC Interservice Nonlethal Individual Weapons Instructor Course
IO information operations
IPB intelligence preparation of the battlefield
JMC joint military commission
JTF joint task force
L&O law and order
LBE load-bearing equipment
LBV load-bearing vest
LEA law enforcement agency
LOC lines of communication
LOS line of sight
LP listening post
MACDIS military assistance for civil disturbance
MANSCEN Maneuver Support Center
MCCM-GE modified crowd control munition-ground emplacement
MCM Manual for Courts-Martial
MDMP military decision-making process
METL mission essential task list
METT-TC mission, enemy, terrain, troops, time available, and civilian
considerations
MI military intelligence
mm millimeter
MO Missouri
MOOTW military operations other than war
MOUT military operations on urbanized terrain
MPI military police investigator
MRE meal, ready to eat
Glossary-2 FM 3-19.15 18 April 2005

Glossary
MS mobility support
MSCA military support to civil authorities
MTP mission training plan
MWD military working dog
NCO noncommissioned officer
NEO noncombatant evacuation operations
NG National Guard
NL nonlethal
NLCS nonlethal capabilities set
NLW nonlethal weapons
OC Oleoresin Capsicum
OCONUS outside continental United States
OES office of emergency services
OIC officer in charge
OP observation post
OPFOR opposing forces
OPORD operations order
PA public address
PAO Public Affairs Office
PIO police intelligence operations
PM provost marshal
PLT platoon
PMO Provost Marshal Office
POMSO plans, operations, and military support officer
PPCT pressure point control tactic
PPE personal protective equipment
PSG platoon sergeant
PSYOP psychological operations
PT physical training
PVAB portable vehicle arrest barrier
QRF quick reaction force
RCA riot control agent
ROE rules of engagement
RUF rule for the use of force
S2 Intelligence Officer (US Army)
SCO state coordinating officer
SCRAG senior representative of the attorney general
SITREP situation report
SJA Staff Judge Advocate
SOFA status of forces agreement
18 April 2005 FM 3-19.15 Glossary-3

Glossary
SOMA status of mission agreement

SOP standing operating procedure
SOSO stability operations and support operations
SQD squad
STARC state area command
STP soldier training publication
STX soldier training exercise
TA Training Area
TF task force
TLP troop leading procedure
TM team
TPT tactical psychological operations team
TRADOC United States Army Training and Doctrine Command
TSOP tactical standing operating procedure
TTP tactics, techniques, and procedures
UCMJ Uniform Code of Military Justice
UN United Nations
UNGA United Nations General Assembly
UNHCR United Nations High Commissioner for Refugees
UNSC United Nations Security Council
US United States
USAMPS United States Army Military Police School
VCR video cassette recorder
VIP very important person
WMD weapons of mass destruction
WTO World Trade Organization
Glossary-4 FM 3-19.15 18 April 2005

Bibliography
AR 380-10. Foreign Disclosure and Contacts With Foreign Representatives. 6 June 2003.
AR 380-13. Acquisition and Storage of Information Concerning Nonaffiliated Persons and

Organizations. 30 September 1974.
Code of Federal Regulations.
Constitution of the United States.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
DA Form 4137. Evidence/Property Document.
DD Form 2708. Receipt For Inmate or Detained Person.
DOD Civil Disturbance Plan 55-2. Operation Garden Plot. 15 February 1991.
DOD Directive 3025.12. Military Assistance for Civil Disturbances. 4 February 1994.
DOD Directive 3025.15. Military Assistance to Civil Authorities. 18 February 1997.
DOD Directive 5525.5. DOD Cooperation With Civilian Law Enforcement Officials.
15 January 1986.
Executive Order 12333. United States Intelligence Activities. 4 December 1981.
Fiscal Year 1989 Act.
FM 3-06. Urban Operations. 1 June 2003.
FM 3-06.11. Combined Arms Operations in Urban Terrain. 28 February 2002.
FM 19.10. Military Police Law and Order Operations. 30 September 1987.
FM 3-19.4. Military Police Leaders Handbook. 4 March 2002.
FM 3-19.40. Military Policy Internment/Resettlement Operations. 1 August 2001.
FM 3-21.5. Drills and Ceremonies. 7 July 2003.
FM 3-22.40. Multiservice Tactics, Techniques, and Procedures (MTTP) For Tactical

Employment of Nonlethal Weapons (NLW). 15 January 2003.
FM 7-0. Training the Force. 22 October 2002.
FM 7-1. Battle Focused Training. 15 September 2003.
FM 27-100. Legal Support to Operations. 1 March 2000.
Judiciary Act of 1789.
MCM.
18 April 2005 FM 3-19.15 Bibliography-1

Bibliography
National Defense Authorization Acts.
NGR 500-1/ANGI 10-8101. Military Support to Civil Authorities. 1 February 1996.
Posse Comitatus Act. 1878.
STP 19-95B1-SM. Soldiers Manual for MOS 95B Military Police Skill Level 1.
14 January 2003.
STP 19-95B24-SM-TG. Soldiers Manual and Trainers Guide for MOS 95B, Military Police,
Skill Levels 2/3/4. 2 December 2002.
STP 19-95C1-SM. MOS 95C, Corrections Specialist, Skill Level 1 Soldiers Manual.
30 October 2003.
STP 19-95C24-SM-TG. MOS 95C, Corrections Specialist, Skill Levels 2/3/4, Soldiers Manual
and Trainers Guide. 30 October 2003.
Uniform Code of Military Justice.
USC, Title 32. National Guard.
USC, Title 10, Chapter 18. Military Support for Civilian Law Enforcement Agencies.
USC, Title 10, Subtitle A, Part I, Chapter 15, Section 331. Federal Aid for State Governments.
USC, Title 10, Subtitle A, Part I, Chapter 15, Section 332. Use of Militia and Armed Forces to
Enforce Federal Authority.
USC, Title 10, Subtitle A, Part I, Chapter 15, Section 333. Interference With State and Federal
Law.
USC, Title 10, Subtitle A, Part I, Chapter 15, Section 334. Proclamation to Disperse.
USC, Title 18, Part I, Chapter 67, Section 1385. Use of Army and Air Force as a Posse
Comitatus.
Bibliography-2 FM 3-19.15 18 April 2005

Index
Numerics checkpoints, D-7 detention facilities, 3-18, 3-19
12-gauge shotgun, 5-6 chemical irritants, 7-3, 7-4 Dibenz, 5-11
12-gauge utility pouch, 5-16 chemical-containing projectiles, director of military support
12-guage buttstock cuff, 5-17 7-6 (DOMS), B-2
12-guage high-intensity light 12-gauge projectile, 7-6 dispersal process, 1-4
system, 5-15 40-millimeter projectile, 7-6 emergency dispersal, 1-5
children, D-4 routine dispersal, 1-4
A civil disturbance training, 6-3 dispersing, 2-19
accountability, D-6 civil law enforcement, 3-2, B-9 dissemination of chemical irritants,
agendas, 1-4 civil unrest, 1-1 7-4
air patrols, 2-23 clear routes, D-7 aerosol method, 7-5
analysis, 7-3, D-6 closed-cell shock-absorbent foam, bursting method, 7-5
anarchists, 1-3 5-19 fogging method, 7-6
annual unit training plan, 6-3 COA. See course of action. pyrotechnic method, 7-4
anonymous, 1-4 coercion dispersal, 1-5 DM. See designated marksmen.
anti-free-enterprise, 1-3 commands, 6-7, 6-9 DOD. See Department of Defense.
antiglobalization, 1-3 commercial ribbon, C-5 E
apprehension teams, 3-3, 6-12, 7-9 containment, 2-21
apprehension element, 6-12 control force team, 7-3 emergency preparedness, B-4
squad leader, 7-10 cooperative subjects, 3-2 equipment
team member four, 7-11 core, C-5 M33A1, 2-3
team member one, 7-11 core capabilities, 5-20 expandable riot baton, 5-5
team member three, 7-11 core periphery, C-5 explosives, 1-10, 1-11
team member two, 7-11 correctional facility cadre, 7-9 extraction teams, 6-10
area isolation, D-7 counterdemonstration workgroups, deployment, 6-10
arming, D-3 2-6 F
assembly from a platoon line, 6-17 course of action (COA), 8-1 FCMTs. See forced cell move
B course of action analysis, 8-1 teams.
CR solution, 5-12 Federal Emergency Management
ballistic full-length riot body shield, crowd assessment, 2-8, 2-9
5-3 Agency (FEMA), B-3
crowd control, 2-5 FEMA. See Federal Emergency
ballistic riot face shield, 5-2 crowd control options, 2-17
barricades, 1-7, 1-9, 2-19, 7-1 Management Agency.
crowd dispersal cartridge (CDC), female subjects, 3-4
behavior, 1-7 5-9
blocking, 2-19, D-3 fight-or-flight, 1-6, 2-19
crowd types final phase, 1-4
by-the-number commands, 2-22 agitated crowds, 1-7 final-target areas, 4-5
C sighting crowds, 1-6 fire, 1-10
cadre behavior, 7-2 crowds firearms, 1-10
caltrop, 5-17 building of, 1-4 Flex-Cufs, 3-4, 5-11, 7-18
cameras, D-5 CS1, 5-12 applying from the prone
carrying pouch (40 millimeter), D position, 3-5
5-15 deescalating the crowd, D-1 applying from the standing-
casual crowds, 1-6 deliberate operation, 2-16 supported position, 3-4
catalyst, D-1 demonstrations, 1-1 forced cell move teams (FCMTs),
CDC. See crowd dispersal Department of Defense (DOD), 2-4 7-12
cartridge. designated marksmen (DM), 2-2 inspection, 7-13
centralized planning, 1-3 designated marksmen (DM) medic, 7-16
changing sides, 3-15 teams, 6-11 officer in charge (OIC), 7-16
chanting, D-3 detain list, D-8 team member five, 7-15, 7-18
18 April 2005 FM 3-19.15 Index-1

Index
team member four, 7-15, 7-18 platoon line with one support INIWIC. See Interservice Nonlethal
team member one, 7-13, 7-17 squad, 6-32 Individual Weapons Instructor
team member three, 7-14, platoon wedge, 6-32 Course.
7-18 platoon wedge with direct international law, 2-10
team member two, 7-18 support, 6-24, 6-34 Interservice Nonlethal Individual
forced cell moves, 7-12 platoon wedge with general Weapons Instructor Course
military police investigator, support, 6-22, 6-32 (INIWIC), 8-2
7-16 platoon wedge with lateral interval and distance, 6-7
moving the inmate, 7-19 support, 6-22, 6-33 J
returning the inmate to the platoon wedge with one
cell, 7-20 support squad, 6-35 joint task force (JTF), B-12
team member three, 7-18 three-squad platoon, 6-16 JTF. See joint task force.
team member two, 7-14 frisk search, 3-10 K
forced dispersal, 2-22 performance phase, 3-10 Kevlar helmet, 5-1
formations, 7-9 preparation phase, 3-10
company, 6-37 L
G
company echelons and launch cup, 5-9
wedge, 6-40 G8 summit protest, 2-22 law enforcement agencies, B-1
company line in depth, 6-39 gathering law enforcement sources, B-6
company line in mass, 6-39 assembly process of, 1-2 lethal overwatch, D-7
company line with support, impromptu, 1-3 lethal protection, 6-11
6-40 organized, 1-3 load bearing equipment, 5-15
company with vehicles, 6-42 GG04, 5-9 load bearing vest, 5-15
control force, 6-1, 6-3 goal definition, 2-5 Los Angeles Sheriffs Department,
control force base element, graduated response matrix, 8-1 2-7
6-5 development, 2-13, 2-14
graduated response matrix (GRM) M
control force circular, 6-4
development, 2-13 M1006, 5-8
control force command
grievance protest, 7-2 M1012, 5-7
element, 6-6
GRM. See graduated response M1013, 5-8
control force diamond
matrix. M33A1, 5-12
formations, 6-4
ground-mounted bullhorns, 5-13 M36, 5-11
control force echelon
M37, 5-11
formation, 6-4 H
M40, 5-13
control force lethal overwatch hand-and-arm signals, 6-7, 6-8, M7, 5-13
element, 6-6 6-16 M7 66-millimeter launcher, 5-6
control force line, 6-4 handcuffed escort position, 3-14 M84, 5-9
control force support element, hard rubber balls (.48 caliber), 5-9 mandates, 2-10
6-5 hard rubber pellets (.25 caiber), 5-9 marksmen and observer teams,
control force wedge, 6-4 hasty operations, 2-17 6-1
control force with vehicles, 6-5 high-intensity light, 5-14 massing, D-2
crowd control, 6-17 high-rise areas, C-5 MCCM-GE. See modified crowd
platoon, 6-27 HN. See host nation. control munition-ground
platoon diamond and circle, host nation (HN), 2-10 emplacment.
6-24, 6-35 host nation (HN) law, 2-11 metric conversion chart, A-1
platoon echelon right and left, hostages, 7-3 military police functions, 2-4
6-20, 6-32 humanitarian assistance, 1-1, military police investigator, 7-16
platoon line, 6-16, 6-28, 6-30 2-13, 8-1 military police investigator (MPI),
platoon line assembly, 6-28
platoon line with direct I 7-16
impact training suits, 5-19 military sources, B-6
support, 6-19, 6-31
individual disposable riot control military transport vehicles, 2-22
platoon line with general
agent dispersers, 5-11 military working dogs (MWDs), 2-3
support, 6-17, 6-28
individual high-intensity mobs, 1-7
platoon line with lateral
searchlight, 5-14 modified crowd control munition-
support, 6-18
industrial areas, C-5 ground emplacment
(MCCM-GE), 5-7
Index-2 FM 3-19.15 18 April 2005

Index
Molotov cocktails, 1-9 platoon formations types of batons, 4-6

monitoring, 2-17 vehicles, 6-42 riot control agent disperser, 2-3
motorized patrols, 2-23 political grievances, 1-1 riot control agents, 5-13, 7-3
MPI. See military police POMSO. See plans, operations, riot control agents (RCAs), 1-6,
investigator. and military support officer. 2-14, 2-16, 2-19
multinational force, 2-12 portable vehicle arrest barrier, 5-18 riot gear, 7-8
multiple riots, 7-2 posse comitatus, B-7, B-8 riot shield, 4-1, 7-8
MWDs. See military working dogs. practice grenade fuse, 5-20 riot shield carries
N predictive intelligence, D-2 at the ready, 4-2
preparation and training, 7-2 on guard, 4-2
national guard (NG), B-9 primary-target areas, 4-4 riots, 1-5, 1-8, 2-2, 2-9, 7-2
negative indicators, D-2 proclamation, 2-20 rocks, 1-9
negotiated management, 1-5 prone search, 3-15 ROE. See rules of engagement.
negotiations, 2-7 performance phase, 3-17 rubber ball grenade pouch, 5-17
NG. See national guard. preparation phase, 3-16 rules of engagement (ROE), 2-11
NL. See nonlethal. psychological operations
NLW. See nonlethal weapons. S
(PSYOP), 2-4
nonballistic full-length riot shield, PSYOP. See psychological same-gender searches, 3-9
5-1 operations. sample proclamation, 2-20
nonballistic riot face shield, 5-1 public disorders, 1-5 scalable effects process, 2-12
nonballistic shin guard, 5-2 public disturbances, 1-5 search man, 3-7
nonlethal (NL), 5-20 search principles, 3-8
nonlethal (NL) counterpersonnel R search teams, 3-9
capabilities, 5-21 rate of march, 6-7 secondary-target areas, 4-4
nonlethal (NL) munitions, 4-21 RCAs. See riot control agents. Secretary of Defense, B-2
nonlethal countermateriel records, 7-7 Secretary of the Army, B-2
capabilities, 5-21 religious-based fighting factions, security man, 3-8
nonlethal engagements, 6-11 1-1 seven-step approach, 8-2
nonlethal munitions, 2-2, 7-3 reserve forces, 6-12, B-3 show of force, 2-21
nonlethal weapons, 2-2, 4-1, 5-22, residential areas, C-5 single projectile rounds, 8-9
7-3 responsibilities, B-3 smoke grenades, 1-9
nonlethal weapons (NLW), 2-2 riot baton, 4-1, 4-3, 7-8 sniper, 1-10
nonviolent tactics, 7-1 riot baton blocking techniques, SOFA. See status of forces
O 4-10 agreement.
high block, 4-10 SOMA. See status of mission
OC. See Oleoresin Capsicum. low block, 4-11 agreement.
officer in charge, 7-16 middle block, 4-13 SOP. See standing operating
Oleoresin Capsicum (OC), 7-4 strong-side block, 4-12 procedure.
open sources, B-6 weak-side block, 4-12 Spectra Shield, 5-3
opposite-gender searches, 3-13, riot baton carries squad formations, 6-13
3-16 outside-arm carry, 4-8 assembly, 6-15
orientation, D-2 two-hand carry, 4-7 diamond and circle
P vertical high-profile carry, 4-8 formations, 6-15
patrol routes, 2-23 vertical low-profile carry, 4-9 diamond or circle formation,
pawns in civil disturbance riot baton retention, 4-19 6-16
operations, 1-10 riot baton striking techniques, 4-13 echelon formation, 6-14
personnel effectors, 5-4 one-hand forward strike, 4-14 line formation, 6-14
personnel protectors, 5-1 one-hand reverse strike, 4-14 wedge formation, 6-14
photographic record, 2-3 two-hand front jab, 4-17 squad rotation, 6-26, 6-38
physical barriers, 1-7 two-hand middle strike, 4-18 staff coordination, 2-16
planned violent disturbances, 7-1 two-hand rear jab, 4-18 standing operating procedure
planning process, 7-3 two-hand strong-side (SOP), 7-2
plans, 8-9 horizontal strike, 4-16 standing operating procedures
plans, operations, and military two-hand weak side horizontal (SOP), 8-1
support officer (POMSO), B-4 strike, 4-16 standing search, 3-13
riot batons, 4-7 performance phase, 3-14
18 April 2005 FM 3-19.15 Index-3

Index
preparation phase, 3-13 verbal abuse, 1-9

standoff distance, 6-1 violent tactics, 7-1
status of forces agreement W
(SOFA), 2-10
status of mission agreement walking patrols, D-6
(SOMA), 2-10 war, 1-1
street patterns wargame, 2-16
grid, C-4 weapon positions, 6-6
irregular, C-5 high-port arms, 6-7
radial, C-4 safe-port arms, 6-7
symbols for a formation element, weapons
6-2 12-gauge shotgun, 2-1
M16, 2-1
T M203, 2-1
tactical standing operating M4, 2-1
procedure (TSOP), 2-3 M9 pistol, 2-1
tap-down technique, 4-22 wooden riot baton, 5-5
target development, 2-14 World Trade Organization (WTO),
targets, 8-2 2-24
E-type, 8-2 WTO. See World Trade
three-dimensional manikins, Organization.
8-2
terrain, C-1
terror organizations, 1-2
The Balkans, 1-10
threat cover man, 3-8
thrown objects, 1-10
tracing-C technique, 4-20
training, 7-7
training strike bags, 5-19
TSOP. See tactical standing
operating procedure.
U
unanimous, 1-4
uncooperative subjects, 3-2
unit training program, 8-2
unit training strategy, 8-1
unorganized riots, 7-2
urban environment, C-1
urban infrastructure, C-6
urban operations, C-6
urban pattern
linear, C-3
segment, C-3
urban patterns
network, C-3
satellite, C-2
urban society, C-6
analysis, C-6
segments, C-6
urban terrain, C-2
US law, 2-10
V
vehicles, 1-10
Index-4 FM 3-19.15 18 April 2005

FM 3-19.15
18 April 2005
By Order of the Secretary of the Army:
PETER J. SCHOOMAKER
General, United States Army
Chief of Staff
Official:
SANDRA R. RILEY
Administrative Assistant to the
Secretary of the Army
0510202
DISTRIBUTION:
Active Army, Army National Guard, and US Army Reserve: To be distributed in accordance with
the initial distribution number 110138, requirements for FM 3-19.15.
PIN: 082432-000

Civil Disturbance Operations

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FM 3-19.

Headquarters, Department of the Army

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

Field Manual Headquarters

Civil Disturbance Operations

Chapter 1 OPERATIONAL THREATS OF THE CIVIL DISTURBANCE ENVIRONMENT ...... 1-1

Chapter 2 CONTROL FORCE OPERATIONS ......................................................................... 2-1

Chapter 3 APPREHENSION, SEARCH, AND DETENTION.................................................... 3-1

Chapter 4 RIOT SHIELD AND RIOT BATON TECHNIQUES.................................................. 4-1

Distribution Restriction: Approved for public release; distribution is unlimited.

*This publication supersedes FM 19-15, 25 November 1985.

Riot Baton ................................................................................................................ 4-3

Chapter 5 NONLETHAL CAPABILITIES SET AND EMPLOYMENT CONSIDERATIONS.... 5-1

Chapter 6 CIVIL DISTURBANCE FORMATIONS ................................................................... 6-1

Chapter 7 CIVIL DISTURBANCE OPERATIONS IN CONFINEMENT FACILITIES ............... 7-1

Chapter 8 CIVIL DISTURBANCE TRAINING .......................................................................... 8-1

Appendix A METRIC CONVERSION CHART ............................................................................ A-1

Appendix B OPERATIONS AND LEGAL CONSIDERATIONS IN THE CONTINENTAL UNITED

ii FM 3-19.15 18 April 2005

Legal Considerations and Constraints .................................................................... B-5

Appendix C URBAN TERRAIN ANALYSIS ............................................................................... C-1

Appendix D PRACTICAL APPLICATION .................................................................................. D-1

GLOSSARY ................................................................................................ Glossary-1

INDEX ............................................................................................................... Index-1

18 April 2005 FM 3-19.15 iii

iv FM 3-19.15 18 April 2005

Operational Threats of the Civil Disturbance Environment

GENERAL CAUSES FOR CIVIL UNREST

18 April 2005 FM 3-19.15 1-1

lead to the eruption of violence. Inciting a crowd to violence or a greater

1-2 FM 3-19.15 18 April 2005

Figure 1-1. Crowd Building

18 April 2005 FM 3-19.15 1-3

group organizers have the means to pr ovide logistical support of

DISPERSAL PROCESS OF A GATHERING

1-4 FM 3-19.15 18 April 2005

18 April 2005 FM 3-19.15 1-5

z Crowds provide individuals with the idea that their moral

1-6 FM 3-19.15 18 April 2005

18 April 2005 FM 3-19.15 1-7

1-8 FM 3-19.15 18 April 2005

TACTICS USED TO DEFEAT AUTHORITIES

MOLOTOV COCKTAILS, SMOKE GRENADES, ROCKS, AND SLINGSHOTS

FEINTING AND FLANKING ACTIONS

18 April 2005 FM 3-19.15 1-9

PERCEIVED INNOCENT PEOPLE OR THE WEAK

VEHICLES AND OTHER OBJECTS

1-10 FM 3-19.15 18 April 2005

18 April 2005 FM 3-19.15 1-11

Control Force Operations

CIVIL DISTURBANCE PLANNING CONSIDERATIONS

STANDARDIZED POSTURES IN COMPANY TACTICAL STANDING OPERATING

18 April 2005 FM 3-19.15 2-1

z Balance the mix of weapons and munitions according to the mission,

WEAPON AND AMMUNITION CONFIGURATIONS

2-2 FM 3-19.15 18 April 2005

MILITARY WORKING DOG TEAMS

18 April 2005 FM 3-19.15 2-3

2-4 FM 3-19.15 18 April 2005