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Force
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BOOKSTACKS^-Estimate of
FMFG 3-1/1
the Situation (General Purpose)
1.	GENERAL. The estimate is a logical, step-by-step process for solving military problems. It is intended for use at all levels of command, varying only in scope, detail, and participation of the staff (tend to increase with the level of command). The desired product of the estimate is a sound and timely decision, not a document. While estimates may be written for large-scale, complex efforts where time permits, all commanders and staff officers should develop the skill to do the estimate mentally, and orally present the major factors, options, and conclusions, particularly for fast-breaking situations. In short, the estimate process is how to think; although designed for combat situations, it can be adopted to any problemsolving requirement.
2.	THE ESTIMATE
a.	Mission (Restated)
•	Based on mission analysis, which reveals the intentions of the higher commander, the essential performance required, the constraints limiting action, and the timing of the effort as a whole.
•	Consider assigned and implied tasks and their sequence of accomplishment,
b.	The Situation and Courses of Action
•	Determine all facts or, in the absence of facts, logical assumptions that have a bearing on the situation and that contribute to or influence selection of a course of action. Analyze available facts/assumptions and arrive at deductions as to their favorable or adverse influence on accomplishment of the mission.
•	Determine and list significant difficulties or obstacles (e.g., enemy capabilities) that are anticipated and could adversely effect mission accomplishment.
•	Determine and list all logical courses of action that will accomplish the mission. Each should be feasible (do-able), suitable (will result in the desired effect), and acceptable (worth the cost) as well as separately identifiable.
c.	Analysis of Opposing Courses of Action. Determine through analysis the probable outcome of each course of action to be considered when opposed by each significant difficulty identified. This may be done in two steps:•	Determine and state those anticipated difficulties or obstacles that will have an unequal effect on all courses of action.
•	Analyze each course of action against each significant difficulty or obstacle to determine strengths and weaknesses inherent in each course of action.
d.	Comparison of Own Courses of Action. Compare courses of action in terms of significant advantages and disadvantages or in terms of the major considerations that emerged during analysis. Decide which course of action promises to be most successful in accomplishing the mission.
e.	Decision (or Recommendations). Translate the selected course of action into a complete decision (or recommendation) showing who, what, where, when, how, and why as appropriate.^	FMFG 3-1/2 Informal and Quick Intelligence Estimates
1.	GENERAL. The intelligence officer is responsible for estimating the enemy situation and environmental situation and advising the commander of their probable impact on his courses of action. The intelligence estimate must develop the enemy picture as a whole rather than present random facts and events; it must be continuous and it must be sensitive to changes in the enemy situation. What has changed? is a good starting point for the estimator, who must draw conclusions as to the significance of that change. Formats for deliberate intelligence estimates are to be found in FMFM’s 3-1 and 3-2; this guide is for use in day-to-day operations and command briefs where estimates are usually oral.
2.	INFORMAL INTELLIGENCE ESTIMATE. (Level of detail dependent on available
time)
a.	Mission. Restated mission.
b.	Area of Operations (Environmental Situation).
Weather - Current and forecast; effect on enemy and friendly forces.
Terrain - KOCOA (key terrain, observation, and fields of fire, cover and concealment, obstacles, avenues of approach); effect on enemy and friendly courses of action.
Other - Indigenous population, water, electric power, health threats.
c.	Enemy Situation
•	Disposition.
•	Composition.
•	Strength— committed forces, reinforcements, supporting arms, air, sustainability.
•	Recent and present significant activities.
•	Peculiarities and weaknesses —doctrine, practices, vulnerabilities.d.	Enemy Capabilities. WHAT/WHEN/WHERE/WHAT STRENGTH for each capability which can interfere with the accomplishment of the assigned mission.
e.	Analysis of Enemy Capabilities. Analyze each enemy capability in light of our assigned mission, the environmental situation, and the particulars of the enemy situation. Determine and give reasons for the order of relative probability of adoption by the enemy. Discuss enemy vulnerabilities.
f.	Conclusions
•	Effects of area of operations on friendly courses of action —best and worst.
•	Probable enemy courses of action and their effects on our mission.
•	Enemy vulnerabilities.
3.	QUICK INTELLIGENCE ESTIMATE
•	What has changed? Mission? Environmental Situation? Enemy Situation?
•	What is the impact on current operations?
•	What additional information is needed?
•	Has enemy action developed exploitable vulnerabilities for him or for us?
•	Can we still accomplish the mission in the face of changes in the enemy situation?^	FMFG 3-1/3	^ Informal and Quick Estimates of Supportability
1.	G EN ERAL. As the commander develops his commander’s estimate (on the foundation of the operations estimate and intelligence estimate), the other staff officers (personnel, logistics, communications, etc.) and supporting commanders (combat support, combat service support, etc.) estimate the supportability of the courses of action under consideration. Formats for deliberate estimates of supportability are available in FMFM 3-1 and other manuals. This guide is for day-to-day operations and fast-moving situations where estimates are usually oral.
2.	INFORMAL ESTIMATE OF SUPPORTABILITY. (Level of detail dependent on available time)
i
a.	Understand the mission, current, and forecast.
b.	Consider the tactical and support situations (to include assumptions) that may affect provision of support.
c.	Analyse the situation from a support viewpoint in terms of the subcategories of support to determine:
•	Requirements for support.
•	Availability of means to meet these requirements from all practical sources.
•	Deficiencies (when requirements exceed availability) that may require command action or that may limit support for the operation.
d.	Compare tactical courses of action from the standpoint of the support in question, in terms of significant advantages and disadvantages of each that emerged during analysis, and evaluate support deficiencies.
e.	Determine whether each tactical course of action can be supported, what tactical course of action can best be supported, and what limitations will be imposed because of support factors.
3.	QUICK ESTIMATE
a.	What has changed? Mission? Tactical situation? Support situation?
b.	What are the tactical options and requirements?c.	Can I support them: Yes or No?
d.	What has to be done straightaway to get the right support to the right place at the right time?
e.	What is the impact on subsequent operations (support and tactical capabilities)?FMFG 3-1/4 Fragmentary Orders
1.	GENERAL. Fragmentary or frag orders are used to make adjustments in the ongoing conduct of operations. The emphasis is on speed, brevity, clarity, and avoidance of unnecessary change to existing plans and orders.
2.	CONSIDERATIONS WHEN DRAFTING FRAG ORDERS
a.	No prescribed format; however, standard five-paragraph format provides a good checklist for preparation. Reference the previous operation order.
b.	When necessary for clarity, provide a brief outline of the situation generating the requirement for a frag order to include mission statement, if changed.
C. Get to the heart of the matter; specify clearly what is required of whom, where, and when.
d.	Omit elements that have not changed, are not essential to the mission, might delay or complicate transmission, or are unavailable at time of issue.
e.	Avoid making changes in task organization while the operation is underway. If changes are necessary, units being task-organized in or out must know to whom they report operationally, the time the change is effective, provisions for transportation (if required), and communication instructions for establishing contact with the receiving commander.
f.	Address to each commander required to take action; include as info addressees such higher, adjacent, and subordinate headquarters having a need to know.
g.	Request acknowledgment.
h.	Establish classification and precedence.FMFG 3-1/5
Format for an Operation Order
SECURITY CLASSIFICATION (Changes from verbal orders, if any)
Copy No._
Issuing Headquarters Place of Issue (may be in code) Date/Time Group of Signature Message Reference Number
TYPE AND SERIAL NUMBER OF OPERATION ORDER
References: Maps, charts, and relevant documents
Time zone used throughout the order: (If not necessary, omit)
Task Organization: (This information may be given either here or in paragraph 3.) (Under this heading, as appropriate, give the subdivision of the force, including attached units, together with the names and ranks of the commanders.)
Give briefly the general picture, so that subordinate commanders will understand the current situation, under the following headings:
a.	Enemy Forces. Composition, disposition, location, movements, estimated strengths, identification, and capabilities.
b.	Friendly Forces. Information of friendly forces other than those covered by the operation order which may directly affect the action of subordinate commanders.
c.	Attachments and Detachments. When not given under Task Organization, list here the units attached to or detached from the issuing unit (or formation) by this order together with the times they are effective.
1.	SITUATION
2.	MISSION. A clear, concise statement of the task of the commander and its purpose.3.	EXECUTION. In the first subparagraph, give a summary of the overall course of action intended. In subsequent subparagraphs, assign specific tasks to each element of the command charged with the execution of tactical duties, give details of coordination and the task organization/grouping, if not already included under the heading Task Organization. If desired, instructions applicable to two or more elements of the command may be placed in a final subparagraph headed Coordinating Instructions.
4.	ADMINISTRATION AND LOGISTICS. Contains a statement of the administrative and logistical arrangements applicable to the operation. (If lengthy, or not ready for inclusion in the operation order, may be issued separately and referenced here.)
5.	COMMAND AND SIGNAL. Contains signal, recognition and identification instructions, electronic policy, headquarters locations and movements, code words, code names, and liaison.
ACKNOWLEDGEMENT INSTRUCTIONS
(Signed) _
(Commander)
ANNEXES:
DISTRIBUTION:
AUTHENTICATION:
SECURITY CLASSIFICATIONFMFG 6-1/1 Commander’s Battle Sequence
ESTIMATE THE SITUATION AND MAKE INITIAL PREPARATIONS
a.	Continually Assess the Overall Picture
•	What has changed?
•	Leader is responsible for finding out the situation confronting him and his role in it.
•	Personal observation, use of patrols, reconnaissance and surveillance, reports, exchange of information with subordinate/adjacent/higher leaders.
•	Orders from higher authority.
•	Study of detail must not be allowed to cloud the picture as a whole.
•	When a new mission is received or there is a major change in the enemy or friendly situation:
b.	Prepare for Action
•	Analyze mission, men/equipment/support available, time available.
•	Apportion available time for own and subordinate leader’s preparations.
•	Issue warning order (nature of task, time schedule, attachments/detachments, preparatory tasks for subordinates, movement instructions).
•	Plan reconnaissance (select reconnaissance party, schedule, route).
•	Arrange for support from higher authority and coordination with adjacent leaders (may be done at orders issuance by higher commander, if face-to-face).
•	Issue commander’s planning guidance to staff.
c.	Reconnoiter
•	Commander is responsible for understanding the ground over which his Marines must fight.
•	Reconnoiter to discover details of the enemy and friendly situations and the lay of the land as it effects both (key terrain, observation and fields of fire, cover and concealment, obstacles, avenues of approach).
d.	Complete the Estimate
Review mission, enemy capabilities, terrain and weather, troops, and fire support available, plus time and timing (METT&T).
Develop courses of action by beginning at the desired result and working backwards to the current situation, considering:
••	The key effort to accomplish the objective.
••	The available approaches to the main objective, together with cover and concealment.
••	Intermediate tasks to set up the main effort.
••	Combat support/combat service support required.
••	Tasks for subordinates.
••	Timing.•	Preview each course of action from start to finish against what the enemy might do.
•	Compare courses of action one against the other in terms of mission accomplishment, time to execute, and probable casualties.
•	Choose; course of action selected becomes basis for commander’s concept.
DEVELOP THE PLAN
•	Done by the commander (small units) or the staff based on the commander’s concept (large units).
•	Develop the commander’s concept into a complete plan.
•	Use five-paragraph order; keep it simple but complete.
•	Subordinate and supporting leaders must understand the leader’s mission, concept, and intent; their specific tasks and relationships therein; and the support available to them.
•	Missions for subordinates must be realistic and leave as much freedom of execution as possible (i.e., specify what, not how).
•	Include organization or reorganization of resources for the task.
ISSUE ORDERS
•	Direct subordinate/supporting commanders’ actions necessary for mission accomplishment.
•	Time, location for orders issuance specified in warning order.
•	Ensure that each subordinate/supporting commander understands who does what for whom, when, and why.
•	Include terrain orientation, preferably overlooking the ground in question; at least on map and/or terrain model.
•	Allow time for subordinate preparation down the chain of command.
EXECUTE
•	Supervise.
•	React to changing situation (quick estimate).
•• Evaluate mentally with battlefield divided into left, center, right, enemy rear, and your rear.
•• What has changed? (Examine METT&T for answers.)
•• Is it possible to carry out the mission?
•• Must a new decision be made now?
•• What are the options?
•• Which best serves the mission and intent of the higher commander?
•• Which promises the most success?
•	Frag orders as necessary (e.g., shift fire support, commit the reserve, modify missions to subordinates).
•	Accomplish the mission.
•	Consolidate; quickly prepare for the next task.
•	Continue to assess the picture: what has changed?■■	FMFG 6-1/2 Commander’s Mission Analysis and Planning Guidance
1.	MISSION ANALYSIS
a.	Determine tasks to be accomplished —both specified and implied.
•	Specified: Look for specified tasks in paragraphs 2, 3(a), and 3 (your unit); also coordinating instructions and verbal instructions from higher headquarters.
•	Implied: Tasks which are not specified but which must be done to accomplish the mission assigned by higher headquarters —seldom found below MAGTF level. Routine tasks or those which are inherent in command are not included.
b.	Relate these tasks to terrain, as appropriate.
C. Arrange these tasks in the sequence they are to be accomplished.
d.	Identify constraints on the unit’s action established by higher authority.
e.	Result is commander’s restated mission which specifies only those tasks (in sequence to be accomplished) which are essential to the overall success of the mission.
2.	COMMANDER’S PLANNING GUIDANCE. This is provided to the staff to initiate their participation in the estimate process. At a minimum, it will include the commander’s restated mission.
a.	Offense. Includes restated mission (always) and any other nondecisional guidance, such as:
•	Major actions to be accomplished.
•	Courses of action to be considered, emphasized, or ignored.
•	Tactical cover and deception.
•	Size and type of reserve.
•	Any specific information requirements.
•	Combat service support problem areas.
•	Nuclear or chemical employment.Defense. Includes restated mission (always) and may also include:
•	Form of defense (position or mobile) to be adopted.
•	Any course of action the commander desires considered.
•	Tactical cover and deception.
•	Designation of specific terrain features to be secured, retained, or controlled.
•	Mission to be assigned to covering force, if appropriate.
•	Nuclear or chemical employment.qp	FMFG 6-1/3
Selecting Offensive Courses of Action
1.	GENERAL. Ultimate success in battle is achieved by offensive action. Even in the defense, a commander must take every opportunity to seize the initiative. The attack objective may be terrain (either for seizure or for maintenance of force direction) or the enemy force (e.g., enemy artillery, reserve assembly area), depending on the situation. The best reconnaissance may be the attack; often, it will be the only means of revealing the strength, dispositions, and intentions of the enemy. Advantages of offensive action include:
•	Selection of the time and place to attack.
•	Choice of the direction of the attack and where the main effort will be.
2.	TYPES OF OFFENSIVE ACTION
a.	Advance to Contact. Gains or reestablishes contact with the enemy. Characterized by decentralized control and commitment of forces as they become available. The advance to contact terminates when major enemy resistence requires the deployment and coordinated effort of the force as a whole.
b.	Hasty Attack. Trades preparation time for speed of action; uses forces which are readily available with boldness and surprise to take advantage of the enemy’s lack of readiness or before he can consolidate his defense. If momentum is lost, a deliberate attack may be necessary.
c.	Deliberate Attack. Uses careful planning and coordination of all available resources to bring maximum combat power to bear at critical points. Usually undertaken after thorough reconnaissance, methodical evaluation of relative combat power, acquisition and development of targets, and analysis of all other factors affecting the situation.
d.	Exploitation. Takes full advantage of success in battle and follows up initial gains; usually follows a successful attack and is designed to disorganize the enemy in depth. An exploitation is a decisive phase of the offense because it destroys the enemy’s ability to reconstitute and conduct an organized defense or an orderly withdrawal.
e.	Pursuit. Normally follows the exploitation; its primary purpose is to complete the destruction of the enemy force. While terrain objectives may be designated for control purposes, the enemy force itself is the primary objective.
f.	Other Types. Spoiling attacks, raids, feints, diversions, and reconnaissance in force. All these operations are limited in their objectives, commitment of forces, and duration. In a reconnaissance in force or spoiling attack, the commander must be prepared to exploit success or assist in extrication.
3.	FORMS OF MANEUVER
a.	Penetration. Seeks to break through the enemy’s defensive position, widen the gap created, and destroy the continuity of his positions. A penetration is favored when the enemy flanks are unassailable, his main battle positions are thin or gapped, or when time does not permit an envelopment. May be indicated when strong fire support is available, the enemy is overextended or weak in spots, or when terrain favors operations through rather than around. Best point for penetration is an overextended unit, a poorly trained unit, or an enemy boundary — particularly the juncture between dissimilar forces (tank/infantry, allied units).b.	Envelopment. Main attacking force passes around or over the enemy’s principal defensive positions to secure objectives to the enemy’s rear. Possible when the enemy has an assailable flank or when sufficient airlift is available to move strong forces over the enemy defensive area. Turning movement is the same concept but much deeper.
c.	Frontal Attack. Main attack is directed against the front of the enemy forces. Employed to overrun and destroy a weaker enemy; requires great preponderance of combat power.
4.	SELECTING COURSES OF ACTION FOR COMPARISON IN THE COMMANDER’S ESTIMATE
a.	Each must be feasible, suitable, acceptable, and separately identifiable.
b.	Examine characteristics of the area (KOCOA); remember avenues of approach terminate in key terrain. Look at enemy and own situations and determine relative combat power.
C. Courses of action formulated in terms of:
•	What — type action (hasty attack, deliberate attack, etc.).
•	When — time action begins or ends; usually stipulated.
•	Where—location of action within zone; direction of main attack (on which avenue of approach).
•	How-methods by which resources are employed: formation (arrangement of units); form of maneuver, fire support, other.
•	Why—purpose of the action.
•	Where and how are principal variables among offensive courses of action.
5.	DURING THE ESTIMATE
a.	Analyse each course of action separately against enemy capabilities from present positions to final objective. During the course of the analysis, develop the following factors:
•	Adjustment to present dispositions/organization.
•	Composition of main attack and supporting attack(s).
•	Supporting fires.
•	Use of cover and deception.
•	Enemy reaction.
•	Critical areas and how to carry them.
•	Possible reserve employment.
•	Actions required at the objective area.
•	Advantages and disadvantages of each course of action
b.	Compare courses of action; the best is the one with the most significant advantages and least serious disadvantages.FMFG 6-1/4 Selecting Defensive Courses of Action
1.	GENERAL. Defensive operations are undertaken when the enemy has the initiative or to set up the battlefield and/or the enemy force for follow-on decisive action. Whenever a force is not conducting offensive operations, it adopts some form of defensive posture. Specific objectives of the defense may be:
•	Retain a specific area important to the effort as a whole.
•	Gain time.
•	Wear down the enemy’s available combat power.
•	Allow the concentration of forces for offensive action elsewhere.
•	Exploit the advantage of the second move to decisively damage the enemy.
2.	FORMS OF DEFENSE. There are two —mobile defense and position defense,
a.	Characteristics
Mobile Defense
•	Use of offensive action to destroy the enemy
•	Allocation of combat power favors the reserve
•	Minimum forces along FEBA
•	Counterattack to destroy the enemy
b.	Factors Influencing Choice Mobile Defense
•	Width of sector precludes effective position defense
•	Sector permits freedom of action in depth
•	Enemy situation vague
•	Relatively great enemy superiority
•	Air situation will allow friendly maneuver
•	Friendly force mobility equal to or greater than enemy
•	Lack of good defensible terrain
•	Good trafficability/cross-country mobility
•	Unit predominately tank heavy
•	Unit is well trained
•	Limited time to prepare defensive positions
Position Defense
•	Retention of terrain
•	Allocation of combat power favors FEBA forces
•	Minimum forces in reserve
•	Counterattack to regain terrain
Position Defense
•	Relatively narrow section
•	Sector too shallow for mobile defense
•	Directed to retain terrain well forward in main battle area
•	Enemy has air superiority
•	Enemy firepower can interfere with reserve
•	Enemy has greater mobility
•	Good defensible terrain available well forward in sector
•	Terrain or weather restricts movement of reserve
•	Force is predominantly infantry
•	Shortfalls in command/control, combat support, combat service support, combat service support, or training
•	Adequate time to prepare defensive positions3.	DEGREES OF RESISTANCE. Three: defend, delay, and screen; differ essentially in the extent of engagement the commander intends his subordinate maneuver commanders to accept.
a.	Defend. Unit employs all available combat power to prevent, resist, or destroy an enemy attack; unit plans to accept decisive engagement. Unit is decisively engaged when it closes with the enemy to defeat him. Unit retains a strong reserve.
b.	Delay. Unit inflicts maximum delay and damage on the advancing enemy without becoming decisively engaged. Unit can delay over a wider sector than it can defend; however, it must still be strong enough to cause the attacking force to maneuver to dislodge it from a given position. Unit retains a small reserve.
c.	Screen. Unit establishes a series of observation posts and patrols to observe enemy approaches into a designated sector and keeps the higher command constantly informed. Unit protects itself, attacks small enemy elements attempting to penetrate the screen, but does not offer strong resistance. A unit can screen on a wider frontage than that on which it can delay. Screening will rarely be employed across the full width of a major avenue of approach in the main battle area.
4.	DEVELOPING COURSES OF ACTION FOR COMPARISON IN ESTIMATE
a.	Think down two levels (division-battalion, battalion-platoon); order down one. Visualized disposition of forces will provide foundation for assignment of boundaries/sectors of defense, allocation of resources to subordinate commanders. Use the following sequence:
•	Select key terrain (any area the seizure or retention of which affords a marked advantage to either combatant).
•	Identify avenues of approach.
•	Visualize maximum enemy penetration (enemy attack doctrine/terrain).
•	Develop courses of action which cover the avenues of approach; how is the only variable among defensive courses of action.
•	Allocate forces for forward security, to control the penetration, and to the reserve for destroying the enemy (mobile defense) or restoring the main battle area (position defense).
b.	Guide for Developing Courses of Action (Degree of
Resistance)	(Number)
_Avenue_with_units
_Avenue_with_units
_Avenue_with_units
Reserve: _Units
Forward Security (covering force, combat outpost):_Units
Rear Area Security (if required):_Unitsjk	FMFG 6-1/5	^
Commander’s Allocation of Time
1.	GENERAL. After reviewing the mission, the resources (organic, attached, and in support, as determined by the superior commander), and the time available, the commander decides what preparatory efforts must begin immediately. Key to this is planned use of available time. Time must be apportioned so that the commander and his staff can complete a reconnaissance, estimate, and plan and allow sufficient time for subordinate and supporting commands to do the same, as well as move units in preparation for the commencement of operations. Time allocation is particularly important when: (1) the commander has been given a time by which to complete or start the task, or (2) the commander’s task is to be complete as soon as possible, in which case the earliest time for task completion must be estimated. The following paragraphs outline the approach:
2.	TASK TO BE COMPLETED BY A SPECIFIC TIME (e.g.,battalion-level attack)
a.	Time by which the task must be completed (DTG)
b.	Time required:
•	Line of departure to assault position (minutes)
•	Assault and consolidation (minutes)
C. Therefore, H-hour not later than (DTG)
d.	Time is now (DTG)
e.	Therefore, time available for reconnaissance, preparation, issuance of orders, movement to LOD is (total minutes)
f.	Time allocation
•	Movement to LOD (minutes)
•	Squad preparation, issuance of orders (minutes)
•	Platoon reconnaissance, preparation, issuance of orders (minutes)
•	Company reconnaissance, preparation, issuance of orders (minutes)
•	Battalion reconnaissance, preparation, issuance of orders (minutes)3.	TASK TO BE COMPLETED AS SOON AS POSSIBLE (e.g, battalion-level attack)
a.	Time is now (DTG)
b.	Time required:
•	Battalion reconnaissance, preparation, issuance of orders (minutes)
•	Company reconnaissance, preparation, issuance of orders (minutes)
•	Platoon reconnaissance, preparation, issuance of orders (minutes)
•	Squad reconnaissance, preparation, issuance of orders (minutes) _
•	Movement to LOD (minutes)
•	Movement to assault position (minutes)
•	Assault and consolidation (minutes)
c.	Therefore, earliest H-hour is (DTG)
4.	This mental process gives the commander the outline for his time schedule and guidance to his staff and subordinate/supporting commanders regarding the time of H-hour, the time for promulgation of his orders, and preliminary guidance on unit movements to meet the time schedule. If the time schedule is tight, orders may have to be issued on the move. However, keep in mind that battles are won by the rifle squads. They must know what is required and given time to prepare.FMFG 6-1/6 Maneuver Commander’s Concept
1.	GENERAL. The commander’s concept of operations is his amplification to his staff of the course of action he has chosen in his estimate of the situation. It is essential guidance for staff development of the plan, because it explains his intentions on how he expects to fight. It provides the basis for paragraph 3a (Concept of Operations), paragraph 4a (Concept of Combat Service Support), and task organization.
2.	SCOPE. Depends on level of command and time available. The commander explains the overall purpose (the aim: WHY) and his visualization of the major events during operations, emphasizing the integration of fire and maneuver, phasing (if required), anticipated use of the reserve, and any other matter deemed significant. It may include:
a.	Designation of the Main Effort. If there is one (the main effort may be weighted by assignment of maneuver units and fire support, positioning of the reserve, and/or arrowing the sector/zone).
b.	Phasing. If required. Phasing breaks down the operation into manageable segments. Each phase is a distinct period or subdivision of a planned operation at the conclusion of which there will be a significant change, such as change in nature of the operation, change in form of maneuver, or major regrouping of forces.
c.	General Organization for Combat
d.	Amplification of Scheme of Maneuver. Formation, form of maneuver; to include the principal task of each major unit.
e.	Plan for Supporting Fires
•	Distribution of fires on the battlefield between deep support (retained under own control), close support (allocated to subordinate commanders), and reserve for contingencies. May be expressed as a series of three percentages (e.g., 20/50/30) which approximate apportionment of munition expenditures. (Fire support coordinator works out details in order/plan.)
•	Priority of fires. Concentrate on the main effort or most threatened sector.
Prep fires or not? (Offense) Counterprep or not? (Defense)•	Special weapons employment guidance.
•	Key targets for destruction. If any, very few. Remember destruction takes time/ammo; neutralization/suppression rapidly exploited by maneuver generally provides the best payoff.
•	Specific contingencies for which to prepare (counterbattery, countermech, employment of the reserve, etc.).
•	Minimum supporting arms guidance will include distribution of fires on battlefield, priority of fires.
f.	Barrier Plan or Obstacle Breaching Plan
g.	EW Plan. GCE level.
h.	Cover and Deception. Smoke, night attack, etc. If deception is used, announce the deception objective: What the enemy should do or fail to do. In the major sense, deception planning is done at the MAGTF or GCE level; however, local tactical measures are entirely appropriate at lower level, so long as they do not affect adjacent or higher commanders.
i.	Forward Security. For example, covering force, combat outpost, local security.
j. Anticipated Employment of the Reserve. Location, preparatory missions, priority of commitment.
k. Important CSS Matters40	FMFG 6-1/7
Employment of Reserves
1.	GENERAL. Winning battles requires the acceptance, use, and exploitation of confusion. The commander’s concept and plan essentially set the stage for the engagement. Once opposing forces are engaged, the first commander to sort out what is actually happening and to exploit the ensuing confusion will win. His principal weapon for exploitation is his reserve. Reserves are meant to be used.
2.	OFFENSE
a.	Don’t reinforce failure.
b.	Exploit success of other forces.
c.	Reinforce or maintain momentum of the attack.
d.	Defeat enemy counterattacks.
e.	Provide security.
3.	DEFENSE
a.	Decide where the reserve will be positioned.
b.	Tasks may include:
•	Execution of counterattack plans.
•	Reinforcing or replacing units in the main battle area.
•	Adding depth to the defense.
•	Providing rear area security.
•	Constructing barriers.
•	Preparing blocking positions
c.	Counterattack Planning. If time permits, develop plan for each possible enemy attack course of action. If time does not permit, the commander must, at a minimum, explain his intentions to the reserve/counterattack force commander. In planning, the commanderassesses his main battle area dispositions, the largest enemy force the avenue of approach will accommodate, the obstacles he can use/emplace to slow or divert the penetration, the combat power he can bring to bear (firepower, his reserve, his higher commander’s reserve), and the best place and timing for counterattack to break up the enemy’s attack. Discover or assume the enemy’s ability to bring successive reinforcements to bear. Control measures useful in counterattack planning include:
•	An objective.
•	Limit of advance.
•	Line of departure.
•	Boundaries (avoid direction of attack; too restrictive in fast-moving situation).
•	Coordinated fire line.FMFG 6-3C/1 Machinegun Range Cards
A range card is a rough sketch or drawing which serves two purposes —a record of firing data and a document for defensive fire planning. Each gun makes a range card in duplicate on any material available. One copy remains at the gun position as a record of firing data.
Range Card With a Final Protective Line.The gunner uses the card to recall the data to fire on predetermined targets and as an aid in estimating ranges to other targets during good visibility. The other copy is sent to the next higher headquarters (usually the company), who use it to organize the defense and prepare a fire plan sketch. Regardless of the length of time the gun crew expects to occupy a position, preparation of a range card begins immediately. Revisions and improvements are made later as necessary. To construct a range card, the sketch first must be oriented, then the data obtained must be recorded.
Range Card With a Principal Firection of Fire.FMFG 6-3C/2 Overhead Machinegun Fire
1.	GUNNER’S RULE. Used to determine the safety angle when the range to the target is 850 meters or less and friendly troops are at least 350 meters in front of the gun position. The gunner applies this rule unless the safety limit has been determined and announced by the platoon or section leader.
a.	Lay the gun on the target with the correct sight setting to hit the target.
b.	Without disturbing the lay of the gun, set the rear sight as follows:
•	M60. Set the sight at 1,100 meters and then depress the muzzle of the gun 10 mils by using the elevating handwheel (1 click = 1 mil).
•	M2. Set the sight at 1,600 meters.
c.	Look through the sights and note the point where this new line of aim strikes the ground. This point is the safety limit. When this point is above the feet of the friendly troops, overhead fire can be fired safely until the troops reach the point. It is not safe to fire when the friendly troops pass this point.
d.	Gunners report SAFE or NOT CLEAR to indicate whether or not it is safe to fire.
Application of Gunner’s Rule.2.	LEADER’S RULE. Used only when the target is greater than 850 meters.
a.	Select a point on the ground to which it is believed friendly troops can advance with safety.
b.	Determine the range to this point by the most accurate means available.
C. Lay the gun on the target with the correct sight setting to hit the target.
d.	Without disturbing the lay of the gun, set the rear sight as follows:
•	M60. The same procedure as the gunner’s rule. Do not apply the leader’s rule to situations where the target is beyond 1,100 meters from the gun. To fire overhead fire for ranges beyond 1,100 meters, utilize the procedures etablished for indirect machinegun fire.
•	M2. Set the rear sight at 1,600 meters, or the range to the target plus 500 meters, whichever is greater. Under no conditions should the sight setting be less than 1,500 meters.
e.	Note the point where the new line of aim strikes the ground.
(1)	If it strikes short of the selected point, it is safe for troops to advance to the point where the line of aim strikes the ground, and to an unknown point beyond. If it is desired to fire after friendly troops advance farther than the point where the line of aim strikes the ground, this farther point is determined by testing new selected points until the line of aim and the selected point coincide.
(2)	If it clears the selected point (as in the diagram), it is safe for the troops to advance to the selected point, and an unknown point beyond. If it is desired to have troops advance beyond the selected point, this further point must be determined by testing new selected points until the line of aim and the selected point coincide. This point marks the line of safety.
OF CONE OF FIRE
rs
TARGET t'Jfj
2000 1500'
TROOPS 1000 METERS
POINT
*4-
I
1500 METERS
Application of Leader’s Rule.FMFG 6-4/1 Field Artillery Checklist
1.	ORGANIZATION FOR COMBAT
a.	Fundamentals
(1)	Retain maximum feasible centralized control.
(2)	Provide adequate artillery support to committed maneuver units.
(3)	Provide weight in offense to main attack; in defense to most vulnerable sector.
(4)	Provide immediately available artillery support with which the commander can influence the action.
(5)	Provide for artillery support for future operations.
b.	Methods
(1)	Assign each artillery unit a tactical mission.
(2)	Attach each artillery unit to another artillery unit or other tactical element.
c.	Attachment. May be used to:
(1)	Attach artillery units to other artillery —either units or control headquarters.
(2)	Attach artillery units to other tactical elements —either maneuver units or tactical control headquarters. Such attachment usually is done only when centralized control is not feasible.
2.	WEAPON SYSTEM CHARACTERISTICS
Sustained Max Rate FPF (6 Guns)
System	Max Range	Rate of Fire (Rds/Min)	of Fire (Rds/Min)	(Width ii Meters)
105mm HOW	11,000	10	3	180
155mm HOW(T)(M114)	14,600	4	1	300
155mm HOW(T)(M198)	24.000 30.000	4	1	300
155mm HOW(SP)	14,800(Chg7) 18,100(Chg8)	4	1	300
8mm HOW(SP)	20,600	1.5	.5	N/AA field artillery unit with a mission of:	Answers calls for fires in priority from:	Establishes liaison with:	Establishes communications with:
General support.	1.	Force artillery headquarters. 2.	Own observers.	No inherent requirement.	No inherent requirement (internal communications only).
General support- reinforcing.	1.	Force artillery headquarters. 2.	Reinforced artillery unit. 3.	Own observers.	Reinforced artillery unit.	Reinforced artillery unit.
Reinforcing.	1.	Reinforced artillery unit. 2.	Own observers. 3.	Force artillery headquarters.	Reinforced artillery unit.	Reinforced artillery unit.
Direct support.	1.	Supported unit. 2.	Own observers. 3.	Force artillery headquarters.	Supported unit (down to battalion level).	Supported unit.
Has as its
Furnishes
zone of fire:	toward observers:	by:
Zone of	No inherent	Force
supported	requirement.	artillery
unit/formation.		headquarters.
Zone of	On request	Force
supported	of reinforced	artillery
unit/for-	artillery unit	headquarters
mation, to	subject to	or, subject to
include zone	prior ap-	prior ap-
of fire of	proval of	proval, the
reinforced	force artillery	reinforced
artillery	headquarters.	artillery
unit.		unit.
Zone of	On request	Reinforced
fire of	of reinforced	artillery
reinforced	artillery	unit, or
artillery	unit.	ordered by
unit.		force artillery headquarters.
Zone of	To each	Unit com-
supported	company-	mander as
unit.	sized	deemed
	maneuver	necessary
	element of	or ordered
	supported	by force
	unit.	artillery headquarters.
Has its fires planned by:
Force
artillery
headquarters.
Force
artillery
headquarters.
Reinforced
artillery
unit.
(Develops own fire plan.)
co
. TACTICAL MISSIONS AND INHERENT RESPONSIBILITIESFMFG 7-4/1 Urban Roadblocks
1.	TYPES. There are two types of roadblocks:
a.	Deliberate. A permanent or semipermanent roadblock used on borders, outskirts of cities, or on the edge of controlled areas. Valuable mainly for checking ID’s and as a deterrent.
b.	Hasty. Used for spot checks, with or without prior intelligence. Useful for achieving surprise. Their main value is within the first half hour of being in position. It can consist of two vehicles placed diagonally across a road, a coil of barbed wire, or just traffic cones.
2.	GENERAL PRINCIPLES
a.	Concealment. The roadblock should be sited tactically, where it cannot be seen from more than a short distance away. Sharp bends or dips in a road are ideal.
b.	Security. There must be enough troops to protect the roadblock, with sentries and cover groups. Cars should be stopped initially well short of the main search area to minimize the effect of car bombs.
c.	Construction and Layout. (See diagrams for the ideal layout.)
d.	Manning. The number of troops will depend on the threat and the expected volume of traffic. The following additional personnel may be necessary: civil police, female searchers, interpreters, EOD experts.
e.	Surveillance. Early warning and night observation devices may be of value.
f.	Communications. External and internal communications are essential.
g.	Legal Position. Troops manning roadblocks must be aware of their legal authority, duties, and limitations with regard to search, arrest, and use of force. (See summary notes on Personnel Searching and Vehicle Searching.)
3.	RELATIONS WITH THE PUBLIC. It is essential that roadblocks do not unnecessarily annoy the majority of innocent civilians. All those manning roadblocks must therefore:a. Know their jobs thoroughly and act quickly and methodically.
b. Be polite and considerate at all times.
C. Hand over suspects to the civil police quickly and with minimum fuss.
ROADBLOCK LAYOUT
BACKSTOP
TtAM I STOP
TRAFFIC SENTRY#
1
BARRIER
COVERING
TEAM#
/
/ \
SEARCHING
I
TEAM ADMIN AND I AND COVERING,
\ SEARCH TEAM J ^AREA
\
NOTES
METERS 1' ^S6 m'litary vehicles, concertina, concrete-filled oil drums for barriers; two vehicles only for hasty roadblock.
2.	Check fields of fire for barrier covering teams and backstop teams for safety.
3.	Equipment:
•	stop signs
•	barriers
•	radios I •	lights
•	metal/explosive detectors
BARRIER * megaphone COVERING • list of wanted men/cars
iei
TEAM
(ROADBLOCK CP
caltrops (tire puncturing equipment)
shelter if inclimate or long term
BARRIERS
5-7 METERS-^ ^
TRAFFIC SENTRY _
BACKSTOP ^ I ST0P TEAM •^	FMFG 7-4/2	^ Security for Urban Installations
1.	GENERAL. Marine forces may be employed in urban areas for security operations or other tasks short of conventional combat. Easily defended locations are rare in towns, and there may be political limitations on the extent to which military units can construct fortifications or disrupt the urban scene/routine. Nevertheless, masonry structures and other urban features can be successfully employed/adapted to provide protection by the Marine who has a good grasp of his mission, the possible methods of enemy attack, and use of his urban surroundings.
2.	FIRST, ESTIMATE THE SITUATION
a.	Mission. What is happening and what is your role? What must you protect? Headquarters? Government installation? Embassy? Outpost? Roadblock? Checkpoint? Billeting area?
b.	Enemy. Who? What do we know about him? How does he get his information? How might he attack? (Put yourself in his shoes.) Ambush? Sniping? Mortars or rockets? Raid? Air or ground kamikaze? Bicycle/car/truck bomb? Mob swarm?
c.	Terrain. Look at the environmental situation/local surroundings as they affect both friend and foe. Strengths/weaknesses of the installation? Avenues of approach (above and below ground)? Key buildings/heights which dominate the defended area? Observation, deadspace, and fields of fire? Illumination? No-fire areas (schools, etc.)? Daily routines which an attacker might exploit?
d.	Troops. The friendly situation. Forces/equipment available for the task? Engineer support? Emergency reinforcement available? Host nation responsibilities/capabilities?
e.	Decision. Based on the foregoing, what are your defensive options and which is to be your basic concept for defense?
3.	NEXT, COMPLETE YOUR PLAN. Any installation can be defended by a combination of fortification, obstacles, local security or interior guard, and on-call support from a reaction force. Each situation will require its own combinations.
a.	Fortification. An aid to defense; not the defense as a whole. Select masonry buildings and determine roof/floor load-bearing limitations before stacking sandbags on or in the building. Use engineer support as available. Options include:
•	Wire Fences. Barb wire, concertina, or chain link/weld mesh. Fences are used to deny access and to channel movement of personnel/vehicles through manned control points. Chain link/weld mesh can also be used as a barrier against grenades and HEAT rockets (at least 10 meters standoff distance to neutralize HEAT blast).All fences should be high and deep enough to be effective and should be covered by observation and fire from the OP’s.
•	Screens. Canvas or corrugated iron on framing outside the building or inside windows. Their purpose is to deny observation and sniping opportunities. Window glass should be taped to reduce blast splintering.
•	Roof Protection. A canopy of chain link, weld mesh, or corrugated iron above the roof (at least 1 meter) will detonate mortar projectiles before they reach the roof. Sandbags directly on the roof will absorb shrapnel. Heavy machineguns and FAAD teams may be positioned on rooftops for air defense and to cover dominating high buildings or ground.
•	Internal Defense. As necessary, establish internal fighting positions to defeat or delay overrun by a large scale attack. Safe rooms (interior rooms with best structural protection against collapse) should be designated for all noncombatants and all should know how to get there when the alarm is sounded. Fighting positions should be away from windows and make best use of enfilade fire. Final defensive positions covering the safe room(s) should be designated and strengthened with sandbags, etc., as time permits.
b.	Obstacles. Used to slow down or stop vehicles and personnel approaching the defended area. Don’t forget sewer approaches, etc. (See above discussion on wire fences.) Vehicle barriers are constructed on avenues of approach using trenches, masonry barriers, concrete-filled oil drums, and/or vehicles (the heavier the better). They should be staggered across the route to create a maze forcing the vehicle to slow and make sharp turns to get through—ideally exposing the driver to covering fire. Road bumps or single sandbags can be scattered on the route to further slow traffic. An entrance gate must be designed to allow access to those who are authorized, deny access to those who are not, and provide time and protection to those who must judge. Fences, entrance gates, and obstacles should be illuminated where possible and covered by observation and fire.
c.	Local Security and Interior Guard. Established around-the-clock; integrated into barrier plan to provide observation and fire. If the threat requires additional infantry in field fortifications, it is preferable to dig down rather than build up, surface permitting. Sentries must be posted:
•	At entrances, checking right of entry.
•	In OP’s or rooftops, viewing all avenues of approach and dominating buildings/ground.
•	On perimeter patrol.
4.	ESTABLISH YOUR DEFENSE
•	Determine priority of work (assign sectors of observation and fire, construct obstacles, fortify, etc.).
•	Continually improve obstacles, fortification, and the defense as a whole.
•	Establish watch routine, inspections, immediate action drills.
•	Maintain radio communications with the reaction force.
•	Keep abreast of current military and host nation intelligence assessments.FMFG 7-4/3 Employment of Sentries in Urban Areas
1.	DISPOSITION OF SENTRIES. Sentries should be posted:
a.	At a main entrance, checking the right of entry, covered by another sentry.
b.	At vantage points (e.g., towers, rooftops) overlooking approaches to the post from any direction.
c.	On perimeter patrol duties.
2.	NIGHT. By night isolated or patrolling sentries should be doubled. Sentries should report (by phone/radio) to the Corporal of the Guard at timed but irregular intervals. Dogs are useful at night because of their sense of smell and sharpness of hearing.
3.	TASKS OF A SENTRY. The duties and conduct of sentries are detailed in chapter 4, Interior Guard, of the United States Marine Essential Subjects (P1550.14D). The following tasks are emphasized for operations in an urban environment:
a.	To detect and deter anyone seeking to gain unauthorized access to the security area.
b.	To detect and deter anyone seeking to gain intelligence about the security area.
c.	To prevent damage, arson, or looting to the security area.
d.	To ensure the maintenance of essential services.
e.	To remain on post until properly relieved.
4.	MOBILE RESERVE. There must always be a mobile reserve on whom a sentry can call for immediate assistance.
5.	SENTRIES MUST KNOW
a.	The extent of their post and specific duties.
b.	The time span of their duty.
c.	What to wear and carry.d.	Ammunition to be carried. Magazines in weapons or not. Round in the chamber or not. Position of safety catch.
e.	Details of authorized passes; specimens should be issued.
f.	How to search people and vehicles. (See summary notes on Searching Personnel and Searching Vehicles.)
g.	Action to be taken when approached by unauthorized persons or hostile crowds.
h.	Action to be taken when there is danger of damage, looting, or arson.
i.	The principle of minimum force.
j. Circumstances under which he may open fire (Rules of Engagement, use of deadly
force).
k. Method of calling for assistance.
I.	Action to be taken against people taking photographs.qP	FMFG 7-4/4
Crowd/Mob Control
1.	GENERAL. Crowd violence may be a spontaneous emotional eruption or it may be a planned, orchestrated event. In the later case, its purpose may be to draw police or troops into a target area or away from something else that is happening. Crowd violence may also be intramural (clashes between opposing civilian factions). Mob action is characterized by excitement and violent action, both of which are highly contagious. The aim of mob or riot control is restoration of order with minimum use of force; the general approach is reducing or disrupting the mob’s unifying influences and reorienting the participants to concern for personal vulnerability and welfare. (See FMFM 6-4, Marine Rifle Company /Platoon, and FM 19-15, Civil Disturbances, for details.)
2.	PRINCIPLES OF MOB CONTROL (FRACASS)
Flexibility —be able to change tactics in an unstable situation.
Rehearsals —procedures and drills must be rehearsed.
Appearance —minimum force with maximum troops.
Control —position of commanders/use of megaphones/communications with mob. All-round defense—assign sectors of observation/fire 360 degrees around control force. Speed —in deployment, arresting, reaction to change.
Surprise —be unpredictable.
3.	GENERAL APPROACH. The best way to disperse rioters is to make arrests and to make it plain that further rioting will result in physical discomfort to lawbreakers. Mob unity can be disrupted by threat of force, arrest of leaders, and breaking the mob into smaller groups. ALWAYS REMEMBER: Whatever measures are taken, an escape route must always be left open to allow rioters to disperse. In accordance with the principle of minimum force, the following escalatory measures may be taken:
a.	Talk. First, try to talk down the situation with the ringleaders using police officers. Keep troops in riot gear out of sight.
/
b.	Deploy. If talking fails, move riot troops quickly and efficiently into position. This should be done with a minimum of orders. The sudden sight of well-disciplined, visibly armed troops will often affect the resolve of a crowd, causing hesitation and sometimes dispersal.c.	Give Warning. The crowd should be instructed to disperse, that no further unlawful behavior will be tolerated, that force will be used as necessary if the area is not cleared at once, and that those remaining will be liable to arrest.
d.	Take Pictures. Use TV and photographic cameras to collect a pictorial record of the mob, especially leaders. This can be used for prosecution evidence and tends to remind mob participants that they can be individually identified and prosecuted, thereby reducing resolve.
e.	Advance. Troops in riot gear advance in formation (skirmish line, wedge, echelon right/left) chosen with an eye toward where the mob is to be driven. Wherever possible, they should be driven against obstacles (e.g., roadblocks) which force the mob to split and move down separate side streets. The troop formation then divides and advances down each route, again against obstacles intended to divide and disperse mob elements until they lose their cohesion and disperse. Troop units follow in column behind the advanced guard both to support the advance and to pick up independent advanced guard duties as the crowd is forced down multiple side streets. The advancing force(s) will employ riot batons, fixed bayonets, riot control agents, and water hoses (dyed water) as appropriate. Vehicles (e.g., LAV’s, trucks) supported with infantry can be rigged with people pushers (wood platforms or concertina rolls affixed to vehicle front) for use in the advance. Designated snipers will be employed by unit commanders only in life threatening situations in accordance with approved rules of engagement. Intramurals are handled by interposing troops (e.g., advancing from a side street) between the two factions and advancing against both.
f.	Make Arrests. Arrests should be made in conjunction with the advance, with snatch squads following the advancing line. Snatch squads should be at least four men—a leader, two snatchers, and a coverman. They should be very lightly equipped and armed only with the riot baton. They must not be drawn too far into a crowd and they should strike swiftly and efficiently.
g.	Dominate the Area. Once the crowd begins to disperse, troops are deployed to dominate the area. The goal is to allow rioters escape routes while preventing the riot to start up in another location.
h.	Withdraw and Return Control to the Civil Authorities. Once the crowd has truly dispersed and all is quiet, return troops to the assembly area and return control to the police.
4. SUMMARY. Remember:
•	Minimum force and continuous control.
•	Allow an escape route.
•	FRACASS.
•	Escalation of action.FMFG 7-4/5 Security for Road Movement
1.	GENERAL. In high threat areas (insurgents, terrorists, infiltrators), road movement will always be vulnerable. Use helicopters where possible. If road movements are necessary:
•	Avoid establishing a regular pattern; vary routes and timing.
•	Never travel in a single vehicle.
2.	VEHICLE PROTECTION. (See summary card on Security Notes for Drivers.) If using tactical vehicles in a threatened area, take the proper precautions:
a.	Place sandbags on floorboards and fenders; cover sandbags with rubber or fiber mats; if carrying troops, sandbag the vehicle bed as well as the driver’s compartment.
b.	Remove canvas and bows so passengers can see and shoot; in poor weather, at least roll the canvas up.
c.	Weather permitting, remove canvas and fold windshield in driver’s compartment and fit high wirecutter.
d.	No more than one squad per truck; Marines face outboard and are assigned sectors of observation and fire on the clock system (truck front: 12 o’clock).
e.	Rig chicken wire or chain link screens as necessary to deflect grenades, etc.
f.	Carry mine detectors, engineer tools, line for clearing obstacles, and tow bars for disabled vehicles.
3.	CONVOYS. In threatened areas, convoy road moves for control and protection using an armed escort. The escort composition depends on available forces; light armored vehicles and entrucked infantry are desirable, but mounted infantry equipped with a mix of .50 caliber and 40mm machineguns on truck mounts can be used. The escort is organized into an advance guard, main body escort, and a reserve or strike group.
a.	Advanced Guard. LAV’s and/or mounted infantry; clears obstructions, alerts convoy to danger; travels sufficiently far forward to do both without involving main body of the convoy.
b.	Main Body Escort. LAV’s and/or mounted infantry; provides immediate close protection to convoy; interspersed with convoy; escort commander collocated with convoy commander and in communication with the advance guard and reserve.c.	Reserve or Strike Group. LAV’s and/or mounted infantry; follows main body; conducts counterattack if main body is ambushed.
d.	Other Measures
•	Route selection to avoid danger areas; route clearance prior to movement.
•	Overhead helicopter escort.
•	Pickets en route.
•	Security; conceal/change movement timing/routing, false convoys, etc.
e.	Immediate Action Drill. Developed and rehearsed before movement.
•	Avoid entering or remaining in the killing zone.
•	For a minor ambush it may be advisable to accelerate through.
•	Fire smoke, engage enemy with fire.
•	Depending on ambush strength, an immediate counterattack will be launched or a withdrawal from/passage through the killing area ordered, followed by a deliberate counterattack.
•	Commanders signal dismount right or dismount left as appropriate.
•	No indiscriminate fire
4.	CONVOY ORDERS. The convoy commander (usually the escort commander) coordinates with the transport commander, estimates the situation, and develops his plan. All hands making the road movement must be thoroughly briefed on convoy/escort composition and order of march; chain of command; alertness posture; communications and special signals; objectives, routes, and schedule (issued at the last moment); and actions to be taken in emergency and at halts. Convoy orders follow the conventional five-paragraph format with the execution paragraph including:
•	General concept of the operation as a whole.
•	Transportation available and task organization for road movement.
•	Order of march and dispositions of advanced guard, main body escort, and reserve.
•	Destination and route, including alert to potential trouble areas.
•	Designation of assembly area for rendezvous/forming up convoy.
•	Timing: rendezvous at assembly area; departure of first and last vehicles; expected arrival of first and last vehicles at destination.
•	Action on arrival.
•	Coordinating instructions.
•• Speed.
•• Spacing.
•• Halts.
•• Immediate action drills (sniper/ambush/roadblock).
•• Plans for vehicle breakdown.
•• Instructions for drivers getting separated or lost.FMFG 7-4/6 Orders for a Search Operation
1.	SITUATION
a.	Ground. Describe the area —use maps and air photographs.
b.	Enemy Forces. Terrorist activity —reason for search; high or low risk area —type of search; intell background —what are we looking for?
c.	Friendly Forces. Troops involved —extent of task, other operations.
d.	Attachments and Detachments. Engineer teams, dogs, EOD, others.
2.	MISSION. To search ....
3.	EXECUTION
a.	Concept of Operation
(1)	Description of the whole operation; deployment of search teams and cordon troops in the area.
(2)	Description of cordon operation.
(3)	Description of search operation.
b.	The Cordon
(1)	Area to be cordoned —inner and outer cordons.
(2)	Vehicle pickup and dismount points —location, routes, timings.
(3)	Positions of individual cordon members.
(4)	Areas of fire/observation of each cordon member.
(5)	Time to be in position.
(6)	Vehicle assembly areas at search area
(7)	Location of: reserves, control HQ, supporting agencies, search advisors.c.	The Search
(1)	Aim, extent of search.
(2)	Composition of teams —allocation of atts.
(3)	Order of priority of search tasks.
(4)	Exact task for each team.
(5)	Specialist tasks.
(6)	Damage —limitations must be given.
(7)	Assistance from police, women, dogs, EOD, etc.
(8)	Guard/escort.
4.	COMBAT SERVICE SUPPORT
a.	Ammunition and weapons to be carried.
b.	Messing.
C. Dress.
d.	Medical —casualty evacuation plan.
e.	Special equipment to be taken.
5.	COMMAND AND SIGNAL
a.	Use and allocation of radios —search net and command net.
b.	Call signs.
c.	Grid reference of control point/search HQ.
d.	Nicknames and code words.
e.	ECM constraints.FMFG 7-4/7 Vehicle Searching
1. SEQUENCE TO BE FOLLOWED
a.	Occupants. Search drivers and passengers and any loose baggage.
b.	Trunk. Driver to open and identify contents. Some places to look are:
•	Under and around spare wheel.
•	Tool boxes.
•	Luggage.
•	Partition between trunk and rear seat.
•	Spare wheel housing if under car.
•	Use gauge to test air in spare tire.
c.	Hood. Driver to open. Some places to look are:
v>r#C#l * U
•	Items taped to bulkhead or hood.
•	All containers (radiator, windshield washer reservoir, battery, etc.).
•	Oil and air filters.
•	Behind soundproofing.
•	Front grille.
•	Heater.
d.	Interior. Be suspicious of strong smelling perfume/deodorant. Check methodically from front to rear. Some places to look are:
•	Behind dash.
•	Fittings such as radio/cassette.
•	Glove compartment.
•	Behind panels; check screws.
•	Under floor mats.
•	In, under, and between seats and cushions.
•	Wind down windows.
•	Toys and decorative animals.
•	Ashtrays.e.	External. Some places to look are:
•	Wheel wells/fenders.
•	Behind bumpers.
•	Headlights.
•	Hubcaps.
•	Underside.
2.	COMMERCIAL VEHICLES. The following additional places should be noted for commercial vehicles:
•	Driver’s cab.
•	Space between body and cab.
•	External stowage area/bins.
•	Wooden bodies, false floors, and sides.
•	Space between rear double wheels.
•	Wheel chocks that can be hollowed out.
3.	REMEMBER
•	This should be read in connection with the guides for setting up roadblocks and personnel searching.
•	Always have someone covering the searchers and those being searched.
•	Make the vehicle occupant open all doors, compartments.
•	Consider using explosive detectors or dogs.FMFG 7-4/8 Personnel Searching
1.	GENERAL SEARCH TECHNIQUE. Position the person being searched out from a wall (or car) with legs apart and hands against the wall in a leaning position, in such a way that he cannot move without falling down, or can be easily knocked over.
a.	The searcher should always work from behind.
b.	Two searchers should be employed, one searching and the other covering.
C. All searches are conducted in a business-like manner with conversation limited to requests/instructions necessary for conduct of the search. Extend proper respect to all personnel being searched; the aim is to provide security without creating animosities which could develop into trouble in the future.
2.	TYPES OF SEARCH. There are two types of search:
t
•	Quick body search or frisk.
•	Detailed body search.
3.	QUICK BODY SEARCH OR FRISK. The frisk is used either as a preliminary search to detect weapons, or as the usual form of search in a low threat area (perhaps 1 out of 10 people can be selected for the detailed search).
a.	Follow a logical sequence from head to toe. Use both hands and stroke (rather than pat) all clothing. If possible, for quick body searches, a metal detection system should be used.
b.	The following areas should be carefully checked:
•	Hair, and in or under hats.
•	Armpits.
•	Inside legs.
•	Half-clenched hands.
•	Any medical dressings.
•	Any bags or cases carried.
•	Walking sticks, umbrellas, crutches, etc.
•	Shoes/boots.4.	DETAILED BODY SEARCH. Where possible, a special room or area should be set aside for this; a doctor and female searcher should also be in attendance. The following sequence should be used:
•	Establish identity.
•	Establish ownership to baggage.
•	Invite person to turn out all pockets.
•	Invite person to remove all clothes, jewelry, watches, etc.
•	Inspect body from head to foot, paying special attention to hair, ears, mouth, teeth, body orifices, crotch, between toes, etc.
•	Examine clothing, paying particular attention to linings, seams, buttons, belts, shoe/boot soles and heels, etc.
•	Examine contents of pockets.
•	Examine baggage and other articles (sticks, umbrellas, etc.)
5.	REMEMBER ALWAYS
•	Women must search women; men must search men.
•	Watch for facial reactions, nervousness, or sweating.
•	Work in pairs and search each individual separately.
•	Be courteous.FMFG 7-4/9 Occupied House Searching
1.	APPROACH AND ENTRY
a.	Enter quickly, assemble all occupants in one room.
b.	Search occupants, then team leader will search team in front of occupants.
c.	Draw plan of house and search from top to bottom and left to right, with head of household accompanying.
d.	Remainder of household held in the room having been searched first.
e.	Searching is carried out in pairs (to avoid individuals being accused of theft) as follows:
•	Search and clear furniture and reposition to allow freedom to search floor, walls, and baseboards; use metal detectors.
•	Search and clear the floor; remove covering; check for trap openings, loose floorboards and loose baseboards; use metal detectors.
•	Check and clear walls by visual checking, tapping, and using a metal detector; include all doors, windows, mirrors, pictures, closets, fireplaces, etc.
•	Check and clear the ceilings for trapdoors or false ceilings.
•	As each room is cleared, report to team leader who will allocate next room to be searched.
2.	SEARCH AREAS. The following places in a house must be searched:
a.	Attics
•	Roof area, skylights, rafters, insulation
•	Between eaves and roofing; gutters and drain pipes
•	Water tanks and heat/air ducts, stored material (trunks, boxes, etc.)
b.	Rooms
•	Doors, windows, outside ledges
•	Furniture, interior fittings, lights
•	Walls, air vents, paneling, bookcases, ceiling•	Fireplaces and chimneys
•	Floor coverings, floors
c.	Bathroom
•	Around sinks, toilet tanks, bathtubs
d.	Stairway
•	Staircase frame and stair treads
•	Panels
e.	Kitchen
•	Walls, cabinets, closets, food containers (pots, etc.)
•	Fridge, stove, domestic applicances (switch off gas, etc.)
f.	General
•	All tubular systems
•	False letter boxes
•	Bedding, toys, etc.
•	Suitcases
•	Air inlet systems
•	Sewer, drainage systems
•	Outside areas, sheds, garages, root cellars, haystacks, etc.
•	Electricity boxes
g.	Basements
•	Water heaters, furnaces, stokers, etc.
•	Floors, drains, walls, coal bins
•	Overhead joists and ducts
3.	EXIT PROCEDURES
a.	The house should be left in its original condition. Any damage should be either repaired or a damage claim form signed by the team leader.
b.	The team leader will again search his team in front of the head of the household.FMFG 7-4/10 Unoccupied House Searching (Boobytraps)
1.	APPROACH AND ENTRY
a.	It must be assumed that any unoccupied or derelict house has been boobytrapped. The house must be first cleared of boobytraps before it can be searched in the same fashion as an occupied house.
b.	A visual reconnaissance of the exterior of the building should be made for suspicious signs —wires, signs of fresh digging, explosive wrappers, unusual number of footprints, etc.
c.	A command post should be set up outside the building and one pair of searchers detailed to make the initial entry.
d.	Entry should not be made through a door. If a window is used, it must be checked for signs of boobytraps before entry. Ideally, holes in walls or roofs should be used, but AVOID THE OBVIOUS.
2.	TYPES OF BOOBYTRAPS. Traps can be activated in many ways. The more common
ones	are:	
a.	Pull	- Opening a drawer.
b.	Pressure	- Standing on a floorboard, or sitting in a chair.
c.	Release/Antilift	- Picking up a book or bottle.
d.	Tilt	- Turning an object on its side to look underneath.
e.	Trembler	- Any vibration or movement will activate this.
f.	Collapsing Circuit	- In an electrically initiated device, the action of cutting or
breaking circuit will activate the device. In addition, it will go off when the battery runs down.
g. Light Sensitive
- A device that functions when either exposed to light (e.g., a torch) or is blocked from light.h.	Antisubmerge - Placing the device in water will cause it to be activated.
i.	Antiprobe	- This relies on a search probe or prodder completing a circuit, j. General - A bobbytrap can have more than one means of initiation.
3.	INDICATION OF BOOBYTRAPPING. The following clues could mean a boobytrap:
a.	Attractive items in the open.
b.	Spoil, wrappings, sawdust, etc., in unlikely places.
C. Presence of pegs, wires, lengths of cord, etc., where they would not normally be expected.
d.	Loose floorboards, window ledges, or stair treads.
e.	Fresh nails or screws.
f.	Lumps or bulges under carpets, in chairs, etc.
4.	SEARCH. Searchers clearing for boobytraps should observe the following points:
a.	Never open any door, whatever size, until both sides have been cleared of traps.
b.	All doors, drawers, and cupboards must be left open after checking.
c.	Use a hand line for opening doors, cupboards, moving furniture, or other tasks which may endanger the safety of the searchers.
d.	Routes through the building which have been cleared of traps should be clearly marked using white tape.
e.	When the house has been cleared of boobytraps, the team leader will make his house plan, allocate pairs of searchers to each room, and continue as with an occupied house search.FMFG 7-4/11 Use of Dogs
1.	GENERAL. There are three types of dog which can be used in security operations: patrol dogs, sentry dogs, and explosive detector dogs.
2.	EXPLOSIVE DETECTOR DOG
a.	Searches for arms, ammunition, explosives caches in buildings, vehicles, open areas and for route clearance.
b.	Safety Factors: The following basic SOP’s will have been taught to all dog handlers:
•	No dog team is to work when there is insufficient light for the handler to see his dog.
•	No dog team is to work in an unoccupied/derelict building, until cleared of boobytraps.
•	Once a dog has indicated the presence of arms/explosives, it is to be reported to EOD. The handler will NEVER touch any object his dog has indicated.
3.	PATROL DOG. Most versatile dog; attacks only on command; follows a track made by suspects fleeing on foot, by ground or air scent.
Remember:
•	Task the dog immediately —perhaps use an explosives detector as well.
•	Restrict all other movement in the area.
•	Brief the handler.
•	Check track for discarded weapons.
•	Protect the dog team.
•	Every track has an end: search it.
•	Return dog to base for retasking.
4.	SENTRY DOG. Extremely aggressive; may work without handler; best suited for defending critical areas against unauthorized penetration; the military junk yard dog.Personal Protective Measures
FMFG 7-14/2
1.	GENERAL. The following measures are designed to make you less of a target in a high threat environment. Firstly, remember OKINAWA:
O bey security orders.
K now your interior guard routines.
IN quisitive.
AW are.
A lert.
2.	PERSONAL ROUTINES
•	Avoid wearing uniform where possible.
•	Avoid calling each other by rank in civilian areas.
•	Vary eating/socializing establishments.
•	Vary fitness routines.
•	Keep low profile-do not flash large sums of money.
•	Avoid taking liberty alone.
•	Avoid unsafe areas —keep to well-populated districts.
•	Before departing anywhere, check up and down streets for suspicious cars or individuals.
3.	TRANSPORT
•	If possible, vary your mode of transport.
•	Always lock your car, even in locked garage.
•	If using bus/train/subway, vary times and stops used.
•	Check under car before setting off.
•	Use unmarked vehicles, if possible.
•	Never pick up hitchhikers.
•	Avoid isolated or back streets and roads.
4.	MAIL. Be aware of letter and parcel bombs:
•	Is the postmark or sender unknown?
•	Is the handwriting of foreign style?•	Is the balance of the package unusual?
•	Is the letter too heavy for its size?
•	Are there protruding wires?
•	Has it grease stains or an unusual smell?
•	Is it unusually rigid, or can you feel metal inside?
•	Does it contain more postage stamps than necessary?
If any of these, do not touch; call an explosive ordnance disposal (EOD) expert.FMFG 7-4/13 Urban Patrolling
1.	GENERAL. Urban patrols may be employed for specific tasks or for general presence for public confidence; however, each patrol must be given a clearcut mission. Those missions may include: gather information, support police operations, control a contested area, check gathering areas such as clubs and restaurants, make planned arrests, conduct small scale tactical operations, conduct hasty searches, or establish a hasty roadblock.
2.	FOOT PATROLS. Movement in an urban environment follows the principles of mutual support and fire and maneuver. The basic unit is the fire team. Urban patrolling is generally conducted by squads of two or more fire teams and attachments as necessary.
a.	Movement. In normal circumstances, urban patrols are carried out at a walk, with an atmosphere of relaxed confidence. As a guide, fire teams should be within 100 meters of each other. The normal fire team formation is the column, with men on each side of the street and 15 to 25 meters between individuals. Sectors of observation, around and above, are assigned.
b.	Covering Fire. Within each fire team, the automatic rifleman and his assistant work as one pair and the fire team leader and rifleman as another. Covering fire is provided by individuals within the pairs and between the pairs. One of the back pair must cover the rear but remains in sight of his teammate. In crossing obstacles, the fire team provides its own covering fire with either pairs or individuals moving. For covering large obstacles or open areas, one fire team covers the movement of the rest of the squad.
c.	“Contact Probable” Drill. This is rehearsed before the patrol and is employed at the call of the fire team or squad leader. In high risk areas, individuals run from firing position to firing position under the fire cover of their teammates. Always take up proper firing positions, keep weapons at the ready, and scan the area through weapon sights. “Contact probable” drill should not be used on patrol except when:
•	Leaving or entering a base or observation post.
•	Crossing obstacles.
•	In areas where sniping or contact is expected.
•	Necessary to break up pattern of movement.
•	Reacting to contact.3.	Vehicle Patrols. These can be carried out separately or as part of a foot/mobile combination. The patrol should consist of two vehicles within sight of each other, but separated so as not to present a joint target. Vehicles provide internal support and assign sectors of observation in the same fashion as foot patrols. Vehicles should travel at no more than 10 to 15 miles per hour. “Contact probable” drill is rehearsed on foot and is used at the call of the patrol leader when leaving or entering the base or start point or when tactically required. Other than drivers and gunners, mounted patrol members dismount for “contact probable” and at every stop to provide security.
4.	ADDITIONAL SUPPORT. Additional support can be attached to the patrol (corpsmen, sentry dogs, etc.) or on-call. Availability of on-call support requires effective communications and may include:
•	Base sentries and observation posts.
•	Other foot or vehicle patrols.
•	Helicopterbome observers and fire support.
•	Rapid reaction force or reserve.
5.	AVOIDANCE OF PATTERNS. Established patterns invite ambush. Patrolling should avoid patterns by:
•	Varying times.
•	Varying routes.
•	Varying exit/entry points from the base of operations.
•	Using vehicles to drop off and collect foot patrols and to change areas.|	FMFG 7-14/1	| Terrorist Threat Conditions (THREATCON’s)
1.	GENERAL. The THREATCON’s listed below describe progressive levels of terrorist threat to U.S. military facilities and personnel. They do not imply mandatory compliance, and are issued as advice for commanders. Selection of the appropriate response to terrorist threats will remain the responsibility of the commander having jurisdiction or control over threatened facilities or personnel.
2.	THREATCON WHITE. Nonspecific threat of terrorism against U.S. military personnel or facilities in a general geographic area (threat may be based on information that terrorist elements in area have general plans concerning military facilities). Recommended actions include:
a.	Encourage community security awareness of suspicious persons, vehicles, and activities.
b.	Review terrorism counteraction security plans and verify availability of reaction forces, U.S. and/or host country.
c.	Spot check vehicles and randomly check identification of personnel entering threatened installations.
d.	Exercise bomb threat procedures.
e.	Monitor deliveries to dining facilities, clubs, PX’s.
I. Periodically check buildings and facilities not in regular use.
g.	Review and implement personnel security measures for high-risk personnel.
3.	THREATCON YELLOW. Specific threat of terrorism against U.S. military personnel or facilities within a particular geographic area (threat may be based on information that terrorist elements are actively preparing for operations in a particular area). Recommended actions include:
a.	Review installation terrorism counteraction security plans and implement appropriate security measures.b.	Brief all personnel on threat condition and emphasize security awareness.
C. Tighten control of entry to installations.
d.	Random check of vehicles, packages, suitcases, and handbags carried into installations.
•	Random check of personnel ID’s. For controlled-access facilities, conduct 100-percent ID check.
•	Increase checks during nonduty hours of buildings, installations, and special activity perimeters.
•	Review and implement appropriate personal security measures for high-risk personnel (such as limiting public appearances).
•	Review and brief security personnel in directives and regulations concerning use of deadly force.
4.	THREATCON RED. Imminent threat of terrorist acts against specific U.S. military personnel or facilities (threat may be based on information regarding plans or preparations for terrorist attack(s) against specific persons or facilities). Recommended actions include:
a.	Appropriate actions under THREATCON YELLOW, if THREATCON YELLOW not already in effect.
b.	Place on call and brief reaction forces.
c.	Inspect/search all vehicles and contents entering threatened facilities.
d.	Increase security of threatened key/sensitive facilities.
•	Inspect all packages, suitcases, and handbags entering facilities.
•	Strictly enforce parking restrictions near facilities.
•	Increase frequency of perimeter patrols in vicinity of facilities.
•	Man all required security posts.
e.	As required, provide personal protection for high-risk personnel.FMFG 7-14/2 Personal Protective Measures
1.	GENERAL. The following measures are designed to make you less of a target in a high threat environment. Firstly, remember OKINAWA:
O	bey security orders.
K	now your interior guard routines.
IN	quisitive.
AW	are.
A	lert.
2.	PERSONAL ROUTINES
•	Avoid wearing uniform where possible.
•	Avoid calling each other by rank in civilian areas.
•	Vary eating/socializing establishments.
•	Vary fitness routines.
•	Keep low profile —do not flash large sums of money.
•	Avoid taking liberty alone.
•	Avoid unsafe areas —keep to well-populated districts.
•	Before departing anywhere, check up and down streets for suspicious cars or individuals.
3.	TRANSPORT
•	If possible, vary your mode of transport.
•	Always lock your car, even in locked garage.
•	If using bus/train/subway, vary times and stops used.
•	Check under car before setting off.
•	Use unmarked vehicles, if possible.
•	Never pick up hitchhikers.
•	Avoid isolated or back streets and roads.
4.	MAIL. Be aware of letter and parcel bombs:
•	Is the postmark or sender unknown?
•	Is the handwriting of foreign style?•	Is the balance of the package unusual?
•	Is the letter too heavy for its size?
•	Are there protruding wires?
•	Has it grease stains or an unusual smell?
•	Is it unusually rigid, or can you feel metal inside?
•	Does it contain more postage stamps than necessary?
If any of these, do not touch; call an explosive ordnance disposal (EOD) expert.FMFG 7-14/3 Security Notes for Drivers
1.	GENERAL. These notes are for the guidance of all drivers in high risk areas. Remember: Your best defense lies in your own alertness, your driving skill, and your vehicle’s good mechanical state.
2.	DEFENSE AGAINST EXPLOSIVE DEVICES
a.	Ensure car is locked at all times (doors, trunk, hood, gas cap, etc.).
b.	Keep interior clear of clutter so that strange objects can be seen clearly and quickly.
c.	Avoid leaving car unattended.
d.	Be on the lookout for:
•	Unusual objects in or around the car.
•	Objects out of place.
•	Outward signs of tampering.
•	Loose wire, string, or tape.
•	Packages left under the vehicle.
•	Smell of almond paste or strong perfume in or around the car.
•	Ground disturbed around the vehicle.
e.	If your car has been left unattended for any time, it should be searched before use, employing the following sequence:
•	Look around outside of vehicle.
•	Look through all windows.
•	Around and behind each wheel and wheel wells/fenders.
•	Behind hub caps.
•	Underneath (particularly gas tank and exhaust).
•	Interior —seats, floor, controls.
•	Trunk —to include the spare wheel.
•	Hood and engine compartment.
f.	If anything suspicious is found, STOP and REPORT to your immediate superior.3.	DEFENSE AGAINST FIREARMS ATTACKS
a.	Be particularly alert for strange people, vehicles, or incidents close to start or finish of journey.
b.	Avoid using same routes and times daily; avoid isolated roads and districts.
C. Ensure all doors are locked.
d.	Be particularly vigilant when car is stopped. If you must stop, stop short of any unusual object or incident ahead.
e.	Make detour of suspicious cars, and check continually that you are not being followed.
f.	You must know your car’s dimensions and ability to sustain damage; you must also be able to use its acceleration and turning capabilities.
g.	If you think you are being followed:
•	Drive to nearest police station or military base.
•	Use busy streets.
•	Do not get boxed in.
•	Keep your distance from car in front (at least three times the vehicle length), and from any obstacle.
h.	If you are directly threatened, close all windows and use headlights, hazard warning lights, and horn to attract attention. At the critical moment, decide on your course of action:
•	Accelerate out of danger.
•	Stop suddenly and turn down side street or accelerate forward.A	FMFG 7-14/4
Security Precautions for Liberty Parties
1.	GENERAL. As ambassadors of good will, U.S. Fleet sailors and Marines have represented the United States in port visits throughout the world for well over a hundred years. These visits are important both for showing the American flag and for morale of afloat-deployed forces. Nations hosting these visits do so as an act of friendship with the United States. However, terrorist or other dissident elements who wish to embarrass the host nation or the United States may target U.S. liberty parties either for attack or for incitement of behavior which may discredit the U.S. The following is general guidance which should be adapted to the prevailing situation for each port visit.
2.	COMMANDERS
a.	Together with the Navy, coordinate with appropriate U.S. authorities and host nation officials. Among other things, determine:
•	The potential for terrorist or dissident attack.
•	Host-nation responsibilities and procedures for protecting personnel on liberty, piers, and fleet landings, and ships.
•	Coordination between host nation civil authorities and the shore patrol.
b.	Coordinate with the Navy for:
•	Organization, missions, and USN/USMC responsibilities for shore patrol.
•	USMC responsibilities (e.g., reaction force) to assist the Navy in pier/fleet landing/ship security as necessary.
•	Provisions for recall and passing the word ashore.
•	Actions of officers and NCO’s/PO’s ashore in a developing situation.
C. Prepare for port visit to include:
•	Organization and schooling of shore patrol.
•	Organization and schooling of reaction force, if established.
•	Organization of liberty parties into two- or four-man buddy teams with each member of the team responsible for the well-being of his shipmates.
•	Briefings for all hands regarding the situation ashore, areas to avoid, relations with host-nation authorities, local customs and sensitivities, and actions to be followed in a developing situation.LIBERTY PARTIES. The following are general DO’s and DO NOT’s:
a.	Do
•	Remember that you are a representative of the United States.
•	Remember that you are a guest and are obliged to respect local law, customs, and authority.
•	Remember that the aim is avoidance and prevention of trouble.
•	Maintain buddy-team integrity while ashore.
•	Cooperate with the Shore Patrol (you may have the duty next port).
•	Stay out of dives, dark alleys, and off-limits areas/establishments; in general, the further away you can get from the waterfront, the better.
•	Make use of city maps and tour to orient yourself; know your way back to the ship/fleet landing.
•	Help shipmates who need it back to the ship/fleet landing.
•	Defend yourself as necessary when physically attacked.
•	Report to Shore Patrol or local authorities if attacked.
b.	Do Not
•	Separate from your buddy team or go on liberty alone.
•	Stay in areas or establishments where you are clearly unwelcome.
•	Take more money ashore than you need.
•	Respond to insults or threats.
•	Resist local authorities or the Shore Patrol.7-14/5
Action After a Bomb Explosion
or Discovery of an Explosive Device
1.	GENERAL. A terrorist bomb may not be an end in itself. It may be designed to draw security forces into an area as targets for a shooting ambush or another larger bomb explosion. All actions must therefore be cautious, with the possibility of a trap always considered. The following is a list of DO’s and DO NOT’s for troops discovering an unexploded bomb or arriving on the scene of a bombing incident.
2.	DO
a.	Establish a control point and establish coordination with civil authorities.
b.	Clear the area of people for at least 200 yards from the bomb.
c.	Divert traffic away from the scene.
d.	Assemble witnesses/suspects/house owners at the control point.
e.	Send for an EOD team.
f.	Alert firefighters and emergency medical teams, as required.
g.	Obtain as much information as possible about the incident.
h.	Secure the area against snipers; dominate possible firing points.
i.	Suspicious areas or objects should be approached or checked by one man; remember ONE MAN RISK.
j. Follow the instructions of the EOD commander when he arrives.
k. Treat the press with tact, but keep them removed from the scene of action during the search/disarming.3.	DO NOT
a.	Touch or approach the bomb.
b.	Assume that one explosion means the area is safe.
c.	Permit anyone to approach the bomb until it is declared safe by the EOD team.
d.	Press the EOD team to get on with it.
e.	Allow the press or anyone else to hurry the EOD team.
f.	Reveal:
•	The EOD team’s names or permit photographs of the team.
•	The construction of the bomb.
•	Any reasons for the failure of the bomb.
•	Techniques used to disarm the bomb.
4.	WHAT THE EOD TEAM WILL WANT TO KNOW
a.	Where is the bomb?
b.	What does it look like?
C. When was it placed?
d.	What warning was given?
e.	Are witnesses available?
f.	Are any suspects available for questioning on the scene?
g.	Who is securing the area?
h.	Are there any hostile crowds or sniping?FMFG 7-14/6 Reaction to Urban Shooting
1.	GENERAL. A shooting can be a single sniper, or several weapons from one firing point. It can be a series of shots from several firing points. The single sniper can be a come on to encourage the security forces to follow up into another, larger ambush. Always be aware of this threat; look for other firing points and anticipate your reactions to follow-on fire.
2.	AIM. The aim of the reaction is to kill or capture the assailant.
3.	IMMEDIATE REACTION on coming under fire:
a.	Fire at the assailant or his suspected position.
b.	Send a contact report saying:
•	Where you are.
•	Where you have come under fire from.
•	Whether or not you have casualties.
4.	IMMEDIATE FOLLOW-UP
a.	The fire team in contact moves directly towards the firing point, or locates it, if not already seen.
b.	Other fire teams are maneuvered to cut off likely escape routes.
C. Quickly estimate the civilian situation on-scene.
d.	A full contact report is sent, containing:
•	When —time of the incident.
•	Where —exact location with grid reference.
•	What —happened, including assailant fire positions.
•	What —actions you are taking.
•	What —needed in the way of further assistance.
e.	Use caution in approaching firing point(s) — ambushes, mines, and/or boobytraps may be in place.5.	DELIBERATE FOLLOW-UP. The deliberate follow-up is usually planned and led by the company commander:
a.	Fresh incident control point is selected.
b.	Roadblocks are established on likely escape routes.
c.	A cordon is deployed if necessary.
d.	Suspect houses searched in hot pursuit within one-half hour of the incident (procedures coordinated with local authorities).
e.	Local inhabitants checked and questioned for information.
f.	Firing point (if found) cordoned to protect evidence. Any hostages should be released, comforted, and kept for questioning.
g.	Consider employing supporting agencies:
•	Dogs for tracking or discovering caches.
•	Local authorities to search the incident scene, collect evidence, and analyses findings.
h.	If weapons or a cache are found, you can:
•	Leave them undisturbed and mount an OP to observe, or
•	Task EOD or police to clear the find and collect evidence.IMMEDIATE CAS REQUEST
1.	Requestor Identification
2.	Mission Precedence (immediate)
3.	Target Description
4 Target Location (coordinates in UTM, elevation in feet)
5.	Time on Target
6.	Terminal Controller (call sign, frequency, and contact point or IP)
7.	Remarks (friendly location, weather, threats, etc.) NOTE: Additional data may be required to execute the mission.
IMMEDIATE/EMERGENCY AIRCRAFT REQUEST
1.	Requestor Identification (designation, call sign) *2. Type Aircraft Requested (helo, transport, OV-IO)
3.	Mission Precedence (routine, priority, emergency, mandatory)
4.	Type of Mission (tactical, administrative, MEDEVAC)
5.	Mission Description (troops or cargo. MEDEVAC's include number of patients, litter or ambulatory, type injuries, and special equipment required)
6.	L2 Coordinates
7.	LZ Communications (FM/UHF frequencies and call signs or indicate EMCON)
8.	Special Instructions (includes pickup time, drop time, and coordinates, etc.)
* Not required for MEDEVAC.
NOTE: Upon initial contact by pilot, requestor provides the following:
1.	LZ description
2.	LZ marking
3.	Wind direction and recommended approach route
4.	Obstacles to approach
5.	Time and direction of last enemy fire
6.	Suspected enemy positions
7.	Positions of friendlies
8.	Aircraft clearance to fire
ATTACK PLANNING	
1. Scheme of Maneuver	• 3. Control Measures-Assy Area, Time of Atk,
a. Mission - Rifle Plts/Sqds	Base Plt/Sqd, LD, Obj, etc.
b. Formation/Order of Movement	4 Security-Ground and Air
c. General Direction and Route(s)	5. Reserve (Co Level)
2. Fire Support-Organic. Supporting,	6. Consolidation and Reorganization
and Adjacent Unit Wpns	7. Cont the Atk
oo o o
o O
(0
o o
DEFENSE PLANNING
1.	Establish Security (Outposts/Patrols)
2.	Position Key Weapons
a.	Coordinate with units on left and right
b.	Clear fields of fire and observation
c.	Establish final protective line and principle direction of fire for mg
d Cover enemy armor approaches 3 Prepare Fighting Positions
a.	Check sectors of fire
b.	Check overhead cover and positions from front
4.	Check Communications
5.	Designate Ammo and Chow Supply Points
6.	Emplace Obstacles
7.	Select/Prepare Alternate and Supplementary Positions1 234 5 6 7 8 9 1(
UNIVERSITY OF ILLINOIS-URBANA
3 0112105065111
PATROL REPORT
1.	Size and Composition of Patrol
2.	Task
3.	Time of Departure and Return
4.	Routes Out and Back
5.	Terrain
6.	Enemy
7.	Map Corrections
8.	Miscellaneous Info
9.	Contact with Enemy
10.	Conclusions
11.	Recommendations
SHELREP
Alfa Observer Identification Bravo Location (Coded)
Charlie Azimuth to Flash or Sound Delta Time Shelling/Firing Started Time Shelling/Firing Stopped Type Rounds Received (122mm howitzer, 82mm mortar, etc.)
Damage (Encoded)
Echo
India
Kilo
SPOT REPORT
1. Size		
2. Activity		1.
3. Location		2.
4. Unit		3.
5. Time		4.
6. Equipment		5.
TYPE
WEAPONS
MAX EFF RANGE(m)
M16-------------------------------460
M79/M203------------------------350 (Area) 150 (Point)
M60mg----------------------------1100
mg, 50 Cal.----------------------1800
Mk19 40mm---------------------1500
LAW---------------------------------200
60mm--------------------------------1800
81mm-------------------------------4595 (Min from Tube 70m)
TOW-................................3000 (Planning Purposes)
DRAGON--------------------------1000 (Planning Purposes)
105mm------------------------------11,000
155mm------------------------------14,600
8*in How---------------------------16,800
FINAL PROTECTIVE FIRES
60mm................................50m(W) 50m(D)
81mm............................— 100m(W) 50m(D)
1U5mm----------------------------200m(W)
155mm..........................— 300m(W)
8-in How-------------------------400(W)
OPERATION ORDER
1.	Situation
a.	Enemy
b.	Friendly
2.	Mission
3.	Execution
a.	Concept of Operation
(1)	Maneuver
(2)	Fire Support
b.	Sub Unit Missions
c.	Coordinating Instructions
4.	Admin and Logistics
5.	Command and Signal
FIRE REQUEST
Observer Identification Warning (Fire Mission)
Target Location and Direction Target Description Method of Engagement Danger Close 600 m Arty 400 m Mortar
Method of Fire and Control
a.	Adjust Fire
b.	At My Command
c.	Fire for Effect
PATROL ORDER
Same as Operation Order; Coordinating Instructions include:
•	Times of Departure and Return
•	Primary and Alternate Routes
•	Dep and Re-entry of Friendly Areas
•	Organization for Movement
•	Actions at Danger Areas
•	Actions on Enemy Contact
•	Rally Points
•	Actions in Objective Area
INCHES