From the Archives: Tips and Tricks for SPMAGTF-Customs and Border Protection
by Capt Chris Howard
Editor’s Note: This article was originally published in July 2020. With the return of Active-Duty Marines to the Southern Border, we felt it appropriate to bring back these lessons learned. If you are on this mission, drop us a note and let us know if these tips remain timeless or require updates!
Background: 1stMarDiv is tasked with supporting US Customs and Border Protection (CBP) along the Southwest Border (SWB). Specifically, with providing Marines in a DS status to ARNORTH to observe and report illegal migrant crossings in the San Diego and El Centro Sectors. 1stMarDiv tasks one battalion to cover down on both sectors; a combined requirement of ~400 Marines across ~72 days. Those Marines fulfill the Department of Homeland Security’s (DHS’s) request for assistance (RFA) by manning continuous observation posts called Mobile Security Camera (MSC) sites and remote video surveillance sites (RVSSs). Leadership billets (COGs, SOGs, Watch Commander’s, Company Commander’s, etc.) are NOT INCLUDED in the RFA; they are imposed by the unit to ensure success.
The following are very specific tips and tricks to succeed as a company commander:
Vetting. You must submit all of your MSC standers, RVSS watchers, COGs, and Watch Commanders (Plt Cdr/Sgts) for “vetting” through DHS. Plan for 10% to get denied. If a Marine is denied, they cannot serve as an MSC stander or RVSS watcher, and it limits the ability of the COG and Watch Commander to interact with CBP. Those who are denied should serve as your designated A-Drivers and Watch Clerks. All of your MSC standers must be pistol qualified – ensure that you have 110% of them pistol qual’d...
Develop a PT plan. The border is a great opportunity for fit guys to get fitter and for fat guys to get fatter. I did two things that I think were successful: 1) I ordered all COGs to PT with their Marines when coming on or off shift. Each COG had 4-6 Marines that were on their shift, and they worked the same hours. The CBP stations have gyms that they allow Marines to use – exploit them. 2) I had my Plt Cdrs develop a weekly PT competition that could be conducted by every individual Marine without equipment. We aggregated individual scores into squad averages and recognized the winning squad.
Develop a TDG plan. Plt Cdrs developed a weekly TDG to be executed by every Marine in the company. SOGs, Plt Cdrs, or Plt Sgts executed the TDG with their Marines, collected their Marines’ responses, and routed the best ones to me.
Develop a PME plan. I allowed significant leeway for my Plt Cdrs to develop their own PME plan for their platoons. One Plt Cdr veered toward current events and open source info on the region to which we’re deploying. Another led his Marines through MCDP 1-3. At the company level, I recommend conducting weekly PMEs with all Staff and O. We held a weekly meeting, conducted a TDG, and went out to dinner.
Brief a 5-paragraph order before departing. This is an incredibly unusual mission that you may not think warrants a 5-paragraph order. I encourage you to do it anyway - I think that briefing a 5-paragraph order to my SOGs and up built a sense of gravity and a mission mindset. It also helped me think through the “enemy’s” CG and CV, and clearly communicate that to my Marines.
Set the example by driving the speed limit. This is a must – the speed limits are painfully low off road. If you stop paying attention, you’ll drive too quickly and your Marines may see your cloud of dust from miles away. This gives them permission to speed.
Know the command relationship with CBP and make sure that
your Marines understand it. BLUF: You don’t work for CBP and, more importantly, your Marines don’t work for CBP. I had several junior Marines who were directed to refer to illegal migrants as “bodies” over the radio by patrol agents. This is a significant no-go; however, my young Marines responded to CBP as though they were in a position of authority.Drive home the General Orders, Authorization of Deadly Force, and Sentry Report Format. It establishes a climate of professionalism and discipline to have every Marine know and report. To drive home the importance of this, I directed all Staff and O to memorize them and tested them on it. They were thoroughly embarrassed and it was brutally effective.
Guard Mount is everything. Set the standard for professionalism at guard mount.
Write an EMI policy that clearly states the authority of your NCOs. I believe our EMI policy gave our NCOs the tools to remediate deficiencies without resorting to hazing. I clearly told all COGs/SOGs what deficiencies they could remedy and how they could do it. If a Marine showed up to Guard Mount missing a piece of gear, he did Guard Mount again after he returned from post. If a Marine didn’t know his general orders, he studied for an hour with the SOG after returning from post. If a Marine got into a minor vehicle accident, he took the Driver’s Improvement course on MarineNet before he drove again. Because it was already pre-approved within the policy, there was no “kill chain” of approval from me.
Go to the CBP stations during turnover and shake hands. You will see all of the posts over time, don’t worry if you miss some during turnover. CBP leadership plans to meet the junior Marines who will be supporting them for the next 6-10 weeks during turnover. Shake hands with every Patrol Agent in Charge or Deputy Patrol Agent in Charge, meet the shift supervisors, and get your name out there. Give everyone your number so that they call YOU if they have a problem and not your OpsO...
Do an “all-hands safety brief” half-way through. With Marines spread out in time and space, it’s nearly impossible to talk with every Marine. My 1stSgt and I took 36 hours and didn’t leave the hotel – we talked to every single Marine during guard mount. We told them they were doing well, we passed important things ... the content is largely irrelevant – we talked to every Marine. There was huge value in that.
Supervise. I spent very little time in my company CP – my XO ran the show there. I drove from post to post, over and over again. It was an outstanding opportunity to have a 20-minute conversation with a bored PFC and LCpl at 0200. Let your staff worry about reporting; take advantage of the opportunity to get to know your Marines.
Do “ride alongs” with your Plt Cdrs. I’d ride along with my Plt Cdr as he drove his AO. It was a great opportunity to see how he interacted with his Marines, to talk about upcoming training events, to see what challenges he was facing, etc. My Plt Cdrs opened up more to me while driving along a dirt road at 2200 than they ever would have in my company office spaces.
Again, if you’re interested in my EMI policy, 5-paragraph order, turnover documents, or just talking over the mission feel free to reach out!
At the time of original publication, Captain Howard commanded India Company, V34.
This was and is terrific advice aka SCOOP. It ought to be sent to TBS as a lesson in the POI, and then reinforced at IOC. The standard operating procedure is a guidebook here for the specifics of a coordinated border assignment. But Captain Howard has drilled into a much deeper level of command. That last “S” in BAMCIS “Supervise” runs throughout his writing of the basics to the specifics of this mission. It really brings home a couple of points. The 5 paragraph order is meaningful in just about all situations. (Including a trip to Home Depot.) The second is higher command needs to be sure that the civilian authorities in this case DHS, know that these are Marines and are there to “support” the effort not take confusing “orders” from the local agents. One can see friction or a “gap” in the structure if CBP officers with a great deal of local knowledge and experience feel that they are superior in some manner shape or form. Working the seams like Captain Howard did by inter acting with the various outposts and civilian authorities lowered the temperature or friction without compromising the mission or the authority of the USMC chain of command. The Connecting File is just a superb resource, and interestingly the lesson often pass through decades ands still ring true.
35 years since company command, and it all comes pouring back into my head! S/F