For a patrol to succeed, all members must be well trained,
briefed, and rehearsed. The patrol leader must have a
complete understanding of the mission and a thorough
understanding of the enemy and friendly situations. The
patrol leader should make a complete reconnaissance of the
terrain to be covered (either visual or map), and must
issue an order to the patrol, supervise preparations, and
conduct rehearsals.
10001. MISSION
The mission assigned to a patrol must be clear and oriented toward
one objective with a specific task and purpose. More than one primary
objective or indefinite missions invites confusion, casualties, and
failure.
10002. FACTORS INFLUENCING PATROL SIZE
The circumstances under which patrolling by infantry units is
conducted make it necessary for combat patrols to be able to
fight offensively, security patrols to defend themselves, and
reconnaissance patrols to move quickly and only fight if necessary to
break contact or defend themselves. The size of a patrol depends on
METT-T.
Generally, a patrol should contain the least number of members needed
to accomplish the mission. Combat missions ordinarily require larger
patrols than reconnaissance missions.
10003. COMMANDER’S DUTIES
Determining Patrol Requirements
The need for conducting patrols derives from the commander’s stated
mission (issued by higher level commander) and other specified
and implied tasks (secondary or supporting efforts necessary to
accomplish the stated mission). This requires analyzing the unit’s
mission and determining the necessary reconnaissance and/or combat
tasks that must be performed. By considering the mission, along
with time available, the commander develops the overall concept of
operations to include the patrol plan and the specific tasks for each
patrol.
Assigning Units
When assigning patrol missions, maintaining the integrity of the
existing unit while considering the skills and experience of the unit
and its leader are critical factors to the infantry commander. To
provide operational depth and equitable apportionment of hazardous
assignments, the commander ensures that each of the subordinate
leaders and units develops the skills and experience necessary to
conduct successful patrols. Assignment of patrol units must consider
the commander’s concept of operations as a whole and the plans for
subsequent employment of assigned forces after completion of the
assigned patrolling mission.
Providing Adequate Time
The commander must allow the patrol sufficient preparation time by
completing the mission analysis, estimate, and preparation of orders.
The commander should use warning orders to alert subordinates to
possible requirements and afford them the opportunity for concurrent
planning.
Providing the Patrol Leader Information
The following information should be provided:
• A simple, straightforward explanation of the mission,
particularly for night patrols.
• General routes (defined by checkpoints) or exact routes (defined
by avenues of approach or other terrain features) to follow.
• Enemy composition, disposition, and strength.
• Location and activities of friendly troops.
• Outposts or other security elements through which the patrol is
to pass.
• Terrain conditions.
• Missions and routes of other patrols.
• Time patrol is to depart and return.
• Method of reporting information while on patrol (radio,
messenger), place where messengers are to be sent, and place
where the patrol leader is to report upon completion of the
patrol.
• The challenge and password to be used for exiting and
re-entering friendly lines.
• Special instructions such as locations to be avoided and
essential elements of information higher headquarters is seeking.
• Report barrier/obstacle plan of friendly units if known;
support available from friendly unit (e.g., medical evacuation
[MEDEVAC], react force).
• Fire support available.
Providing Special Skills and Equipment
There will be situations when the unit assigned to conduct a patrol
does not have the necessary technical skills or equipment organic to
it to successfully accomplish the patrol mission. In these cases,
additions (attachments) are made to the unit, such as--
• Machine gun and/or shoulder-launched, multipurpose assault
weapon (SMAW) team and/or squad.
• Forward observers (mortar/artillery).
• Radio operator(s).
• Combat engineers.
• Tracked vehicle crewman to assess the ability to traverse the
terrain.
• Corpsman.
• Other personnel (snipers, translators) as required.
Providing Miscellaneous Support
The commander must ensure that the patrol leader is provided with
the food, water, ammunition, radios and batteries, maps, special
clothing, and any other items required by the unit (including
attachments) needed for the mission. Post-patrol support such as
debriefings by intelligence personnel must also be planned.
Reviewing the Patrol Leader’s Plan and Preparations
Once the patrol leader receives the mission, conducts visual and/or
map reconnaissance, and develops the plan, the commander confirms
the patrol leader’s understanding of the mission and plan for
accomplishing it. This discussion between the patrol leader and
commander ensures that the patrol leader understands the commander’s
intent and is properly prepared to provide the patrol leader an
opportunity to ask for clarification or additional support, if
required.
Debriefing the Patrol
Upon return of the patrol, the commander receives the patrol report
at a debriefing attended by the patrol leader and all patrol members.
The debriefing should be conducted as soon as possible following the
patrol’s return, while information is still fresh in the minds of the
patrol members. A patrol report, based on the information collected
during the debrief, is generated and forwarded to the next higher
commander.
10004. PATROL LEADER DUTIES
The patrol leader organizes and prepares the patrol by using the six
troop-leading steps to make the best use of resources available.
These steps are to--
1. Begin planning.
2. Arrange for reconnaissance and coordination.
3. Make reconnaissance.
4. Complete the plan.
5. Issue the order.
6. Supervise.
Begin Planning
The patrol leader begins by evaluating all factors affecting the
mission. He looks for possible courses of action that lead to a
decision, and then transforms this decision into an order. The first
step includes making an initial assessment and decision on using
available time, issuing a warning order and initial preparatory
tasks, and initiating his estimate.
The initial planning effort assesses the time, assistance, and
information available, and plans the proper use of each. Time
allowances include reconnaissance; completion of the estimate and
order; troop preparation; and such briefings, rehearsals, and
inspections as required before beginning the patrol.
The patrol leader reviews the mission and the attachments and/or
support available and decides what preparatory efforts must begin
immediately. Proper use of subordinates to manage these initial tasks
during this period reduces preparation time and frees the patrol
leader for proper planning and reconnaissance. A warning order is
issued using a modified five-paragraph order format (situation,
mission, execution, administration and logistics, and command and
signal [SMEAC]) as a checklist. (Refer to app. A for specific
information that a patrol warning order should contain within each
checklist item.)
Once the initial preparations are set in motion, the patrol leader
begins estimating by analyzing the mission; considering the friendly,
enemy, and operating environments; considering each course of action
available against what the enemy might do; comparing the courses of
action in terms of mission accomplishment, capabilities, and probable
casualties; and choosing one that becomes the basis for concept
and order. While the patrol leader should use and organize notes,
estimates must be done quickly and accurately, particularly for
immediate situations. To organize thinking, the patrol leader uses
METT-T, which consists of:
• Mission--the mission assigned to the patrol and how it relates
to the mission of the commander who is sending the patrol.
• Enemy--what is known or suspected of enemy presence and
capabilities, habits and characteristics, and fighting
techniques.
• Terrain and weather--including ground, vegetation, drainage,
weather, and visibility.
• Troops and support available--friendly situation and support
available.
• Time available--the constraints and impact of time on
preparation and mission accomplishment.
The estimate begins with mission analysis, which is the most
important part of the entire planning process. Here, the patrol
leader considers the specified tasks of the mission assigned and
identifies other significant actions (specified and implied tasks)
that must be undertaken to accomplish the stated mission. These tasks
are arranged in sequence of accomplishment. The tasks and sequence
create the framework for developing courses of action for the patrol
concept of operations.
Arrange for Reconnaissance and Coordination
The patrol leader arranges a personal reconnaissance to observe as
far forward as possible and also coordinates with the appropriate
commanders for the patrol’s “passage of lines” (see paragraph 11001
for complete definition) and supporting fires. The patrol leader
also coordinates with other patrol leaders who may be operating
in the same or adjacent areas and requests that the commander
assigning him the patrol mission coordinate the patrol action with
adjacent commanders, local security, and night defensive fires, as
appropriate. The patrol leader may delegate any or all of these
arrangements to the assistant patrol leader if the patrol leader
requires the time for planning.
Make Reconnaissance and Complete the Estimate
The patrol leader uses personal reconnaissance to answer questions
that arise from the map reconnaissance and METT-T evaluation.
Specific points include passage points, lanes through obstacles,
locations of friendly listening posts and observation posts,
possible approach and return routes, enemy positions (if any), and
intermediate observation points on the way to the objective.
In selecting approach and return routes, the patrol leader
chooses routes that best use concealment and avoid opposition and
obstacles. To lessen the chances of ambush by the enemy, the return
trip is planned along a different route. In addition to personal
reconnaissance and review of the map and aerial photographs, the
advice of other patrol leaders who already are familiar with the
terrain and the objective area should be considered.
After compiling information about the situation and possible time
constraint, the patrol leader completes an estimate. The first step
is developing courses of action, each of which will provide for
movement to the objective area, mission accomplishment, and the
return, based on the tasks and their sequencing identified in mission
analysis. While the eventual concept of operations is presented in
order of occurrence, the patrol leader must develop the courses of
action by either backward or forward planning. In situations where
the objective is well defined and there is sufficient information
to plan the action for mission accomplishment (reconnaissance or
combat), the patrol leader begins the scheme for accomplishing the
mission at the objective and then, planning backwards, considers the
options for getting there and back.
The following sections on movement to and return from the objective
area, reconnaissance missions, and combat missions discuss methods
and options available to the patrol leader in developing the courses
of action. The principal variables between courses of action will be
who, where, and how in the following:
• Patrol task organization.
• Routes to the objective area.
• Observation point(s) (reconnaissance patrol), ambush site, form
of maneuver, type of ambush (combat patrol), fire support plan.
• Return routes.
The patrol leader then mentally considers the progress of each course
of action (a map or simple sketch is a useful aid) against expected
and unexpected enemy action. By comparing the options against each
other and prospective enemy opposition, the patrol leader chooses the
course of action that has the best chance of success. Included in
this mental preview process is the time to determine the patrol plan
for unexpected contingencies (enemy attack/counterattack, casualty
handling). These contingency actions, together with the selected
course of action, become the patrol concept of operations.
Once the patrol leader determines the scheme of maneuver, the fire
support required to accomplish the mission is addressed including
the fire power organic to the patrol and what additional indirect
fire support will have to be provided by other units. When planning
for indirect fire support, the patrol leader considers the following
questions:
• Will artillery, mortar, or close air support be required at the
objective area (combat patrols)?
• What artillery and mortar targets exist along the routes to and
from the objective area that can be employed by the patrol if it
encounters the enemy during movement (reconnaissance patrols and
combat patrols)?
• What additional fire support will be required to cover the
patrol’s movement from the objective area back to the friendly
area once the enemy is aware of the patrol’s actions at the
objective area (combat patrols)?
The effect that casualties have upon the patrol depends upon many
factors. Generally, more casualties can be expected in a combat
patrol than in a reconnaissance patrol. A patrol may continue on to
the objective carrying its casualties, send them back with a detail
of Marines, abort the mission and return the entire patrol with the
casualties, or call their parent unit for assistance.
Some factors that determine what action the patrol leader takes
are: patrol’s mission; unit’s standing operating procedure for
handling wounded; number of casualties and nature of their injuries;
availability of aid, helicopters or other means of casualty
evacuation. Helicopter evacuation should only be used for the
most serious casualties. For infantry units conducting patrols in
proximity to the enemy, helicopter evacuation of casualties may
compromise the patrol’s mission and force the patrol to return to
friendly positions before the mission is completed.
The patrol leader determines the requirement for nuclear, biological,
and chemical (NBC) defense equipment. Gas masks should always be
carried due to the availability of riot control agents (RCAs) to the
enemy. If chemical or biological agents have been employed in the
area that the patrol must pass through, protective garments will
have to be worn by patrol members for part of or the entire patrol.
Wearing extra clothing and carrying extra equipment affects the
speed of the patrol’s movement. A contingency plan for post patrol
decontamination must be developed.
Complete the Plan
At this point, the patrol leader has completed the basic thinking
necessary for accomplishing the assigned mission. The patrol
leader prepares the patrol order to spell out the details, assign
tasks to subordinates, and explain the entire endeavor for ease of
understanding by the other members of the patrol.
Prepare the Order
The patrol leader’s order contains more detailed information than
discussed in the warning order. Orders follow the prescribed
five-paragraph order format but contain greater detail. The patrol
order is a modified 5-paragraph order; the major modifications are
to paragraphs 3a and 3c. The format for the order is contained in
appendix B.
Issue the Order
The patrol leader asks for a status report on the initial preparatory
tasks assigned to subordinate leaders and specialists when the
warning order was issued. When the patrol leader has completed
planning and initial preparations have progressed to the point
where the patrol order may be issued, the members of the patrol
are assembled. Roll call is taken to ensure all patrol members are
present, then the prepared order is issued. This will be the only
opportunity for the patrol leader to issue detailed instructions. The
mission, in particular, must be unmistakably clear so that once the
patrol is committed, all subordinate leaders can act with unity of
purpose.
Whenever possible, the patrol leader should have a Marine, such as
the navigator, build a terrain model using dirt, sand, twigs, etc.,
explaining the concept of operations for movement to the objective
area, actions at the objective area, and the return. Terrain models
provide patrol members with a clear and simple layout of the area of
operations and key terrain.
Supervise
Inspections and rehearsals, vital to proper preparation, are
conducted even though the patrol leader and patrol members are well
experienced in patrolling. Inspections determine the patrol’s state
of physical and mental readiness.
The patrol leader inspects before rehearsals to ensure completeness
and correctness of uniform and equipment. The following areas are
checked:
• Camouflage.
• Identification tags, Geneva Convention cards.
• Prescribed equipment, weapons, and ammunition are available and
serviceable.
• Tape and other items are used to “silence” equipment (prevent
noise produced during movement).
• Items that could provide information to the enemy (e.g., letters
and papers) remain behind.
• Unnecessary equipment and excess weight remain behind.
The patrol leader questions each patrol member to ensure the
following is known:
• The mission, planned routes (primary and alternate), and the
fire support plan of the patrol.
• The individual’s role: what to do and when to do it.
• What others are to do and how their actions impact.
• Challenges and passwords, codes, reporting times, radio call
signs, frequencies, and any other pertinent details.
There is usually a period of time between final rehearsal and
departure. The patrol leader reinspects just before departure to
ensure all equipment is still in working order and the unit is ready
to embark on the mission.
Rehearsals ensure the operational proficiency of the patrol. Plans
are checked and needed changes are made. The patrol leader verifies
the suitability of equipment. It is through rehearsals that patrol
members become thoroughly familiar with the actions to take during
the patrol.
If the patrol will operate at night, both day and night rehearsals
are conducted. Terrain similar to that over which the patrol will
operate is used. All actions are rehearsed. If time is limited, the
most critical phases are rehearsed. Action at the objective is the
most critical phase of the patrol and is always rehearsed.
An effective method is to talk the patrol through each phase,
describing the actions and having each member perform individual
duties. When satisfied, the patrol leader walks the patrol through
all phases of the patrol using only the signals and commands to be
used during the actual conduct of the patrol. Rehearsals continue
until the patrol is thoroughly familiar with the plan. The rehearsal
is also used to test the soundness of the patrol order and patrol
organization.
After the rehearsal, the patrol leader makes final adjustments to
the plan and patrol organization based on what was learned during
the rehearsal and from other sources, such as the S-2 and adjacent
patrols. When this is completed, the patrol leader issues final
instructions to subordinate leaders noting any changes made in the
patrol organization or plan. While the subordinate leaders are
briefing the remainder of the patrol members, the patrol leader
reports to the commander stating that the patrol is ready to begin
the mission. The patrol leader also coordinates the location and time
that the patrol can test fire all weapons prior to departure.