In October 2013, I instructed my 30,000 contacts nation-wide to start forming up special teams and sub-teams, at the town and district level, modelled loosely on the Special Forces “A Team” (Operational Detachment A) model, and for a similar purpose:  to be both a potential operational unit for community security and support during crisis, but also, as mission #1, to serve as training and leadership cadre, to assist in organising neighbourhood watches, organising veterans to provide community civil defense, forming local Posses, strengthening existing CERT, volunteer fire, search-and-rescue, reserve deputy systems, etc., and eventually to assist in forming and training town and district militias (established by official act of town and district elected representatives).  I want my contacts to organise themselves as a working model that we can then take to other veterans organisations in each town and help them establish such teams within their already existing networks.  And likewise, to serve as a model and training cadre to help churches, neighbourhood watches, and any other civic organisation organise.

I am basing this on the Special Forces model, which has a twelve man “A team” of specially trained people who are inserted into a community to train and lead that community in resistance to oppressive regimes (hence their motto:  “De Oppresso Liber).  SF’s primary mission is to teach, organise, and lead, rather than to directly fight.  They can fight, of course, but they are most dangerous as a force-multiplier by helping an entire community to fight.  We will do the same ― be force multipliers to help prepare communities so they can preserve civilisation by providing their own security, disaster relief, infrastructure preservation, emergency communications, strategic food reserve, and medical care.

In an SF team, there are:

• Two communications experts.
• Two Medics.
• Two Combat Engineers (who can do more than demolitions.  They can also build bridges, dig wells, install water-treatment, irrigation systems, etc.).
• Two weapons experts.
• An Operations NCO.
• An Assistant Operations NCO who also does intelligence.
• A commanding officer, and his assistant commanding officer.

Each SF person is first trained to be light infantry.  They all go through Army Basic Training, Advanced Individual Training (AIT), Airborne School, and then the SF Selection course, where they learn land navigation (including a difficult timed night land-nav course), wilderness survival (including a graded field “survival” exercise), and patrolling (including reconnaissance, ambushes, raids, reacting to ambush, movement to contact, etc), along with a timed ruck march, obstacle course, rappelling out of helicopters, and hand-to-hand.  And then they learn their specialty of one of the above ― medic, commo, engineer, weapons, etc.  Then they put it all together in a field training final phase where they are dropped into the fictitious country of “Pineland” (in the mountains and forests) and have to teach and lead the indigenous people (played by other recruits waiting to enter the training) in irregular warfare against the enemy.

Then, once they graduate and make it to Group, they all cross train, each specialised team of two training the others so they are all pretty good at all tasks, but experts within their chosen specialty.  They bring each-other up to a high standard of capability.  And by having two of each specialty, they have redundancy (two is one, and one is none) and the ability to split into two teams of six if needed.  They can function as a very capable fighting squad if they need to, but their primary mission is to train and lead others in irregular warfare.

I am using that successful model and adapting it to my mission, to form “Civilisation Preservation Teams” (I have already received critical input from some of my Special Forces contacts, and are actively seeking more input from others within the Special Forces community).

The following is a preliminary draft of what I have done, to be further modified and improved with my contacts’ continued input.  This is not written in stone ― it is just a start.  Please help me make it better by leaving your suggestions for improvement.  What am I missing?  What needs to be changed?  How can I make it better?

So far, I plan to have the following in each Operational “Field” Team:

• Two Communication Experts
• Two medical experts (with a special focus on grid-down emergency medical and wilderness medicine)
• Two Engineers To assist with fuel, shelter, emergency power, clean water, sewage, etc. build bridges, clear roads, construction, facilitate field distribution of supply and logistics, etc.
• Two Strategic Food Reserve (SFR) specialists (who focus on the critical need for food reserves for the whole team, dependents, and especially for the community and who distribute food aid in the field).
• Four to Six “Scouts”.

All Scouts will train extensively in tracking, land navigation, search and rescue, reconnaissance and observation, precision rifle shooting, wilderness survival and other “bush skills”, camouflage, small unit tactics, and patrolling (and then will serve as a teaching cadre to cross-train all other team members in the basics of all of those skills).  But within each Scout sub-team will be, ideally:

1. Two tracking experts
2. two precision shooting experts
3. Two close combat and small unit tactics experts

Those are the operational specialties and sub-teams within each field team at this time.  Each specialty will train in-depth and become true experts in those sub-category skills.

As of now, my intent is for each field team of 12-14 people to elect their team leader and assistant team leader themselves, from within their own team.  But let me know if you think it should be done a different way, and if you think that once a team leader and ATL are elected, that their slots need to be filled with other people joining the team.  Can they lead and still do their specialty, or is it important enough that they concentrate on leading (including intelligence functions and liaison with military, police, local government, state, other groups, etc.) that they should not be expected to perform field duties within their specialty, but instead an additional person should be added to the team to fill those slots?  Let me know what you think.

Within each chapter will also be a Support Team (Logistic Supply/Support Group (LSG).

This will be an auxiliary to assist the Field team with supplies and transport.  The people within that support team will also train extensively with the field team.  Picture older veterans with extensive knowledge, but who no longer feel fit enough to go out into the field.  They can serve as trainers, and then as support for operations, and as part of a field HQ to give direction and advice over the radio to the field units.  They can also drive vehicles, prepare shelter and rear ― recovery area for the teams, etc.  For example, imagine an old Marine Scout Sniper vet with bad knees, or an old Special Forces vet with a bad back.  Neither of them will likely be interested in humping a ruck up and down mountains, but they can sure train the hell out of the younger guys.  Ditto for retired medics and communications/radio men.  Their knowledge is priceless, and can and will save lives and could save our country, if properly applied and then amplified and spread.  They can train the Field Teams, and make sure they really know what they are doing, with no bull allowed, and then they can be there as part of the Support Team, and as part of the HQ element that is likely going to be with the Support Team.

Within that support team, will be critical supply and logistics personnel, such as strategic food reserve, who get the food ready to go and help deliver it to the field SFR personnel, and same for back-up and support for the other Field Team specialists.  And also within that team will be general supply and logistics, motorpool, and base station and portable HQ communications experts, an intel team, and a base station medical team which may even be able to set up a mobile field hospital (presuming the expertise is available, and the supplies).  Along side the support team will be a chapter headquarters unit, consisting of the local chapter leader and assistant chapter leader.  We will flesh this out with more formal structure shortly.

So far, that is it for the field team(s) and the support team.  What am I missing?  Anything need to be added, or changed?

Within each chapter should also be the following sub-teams for use both during “normal” times and also during emergencies:

Peace Officer Liaison and Posse Team.  Focused on making sure the local Constable is a “constitutional Officer” who understands the Constitution and the duty to defend it, and making sure there is a posse to back the Constable up, but also reaching out to wider emergency services personnel.  This team would preferably be led by a retired peace officer, who will get to know all local police.  That team will also serve as the HQ liaison between the chapter HQ and local, state, and federal law enforcement (with a focus on the locals).

Military Liaison.  To communicate with and build relationships with local military units, and serve as liaisons during operations.

Neighbourhood Watch Team.  To help form neighbourhood watches throughout the local community and liaison with them.

Local Government Team.  To get to know the local town council, judges, public prosecutor, etc, and observe each town and shire government meeting.  This is the team that will draft and introduce militia bills, posse bills, and nullification bills, among other items to support liberty at the local level, and will help liaison with them all during emergencies.

Intelligence Team.  To gather, analyse, and disseminate intelligence on who is doing what, where, when, and why.

Chapters can form additional teams as needed in their own area and circumstances, but those are the basics.

Like SF, all my contacts will be expected to learn light infantry skills.  They will all be encouraged to attend an Appleseed Rifle Program and shoot to “Rifleman” standards.  Just as the Marines say that every Marine is a Rifleman (even the cooks) so will every contact be a rifleman.  After learning solid rifle marksmanship, they will learn individual movement and tactics, then buddy team, fire-team, and squad movement and tactics (shoot, move, communicate).  All infantry veterans need to step up and teach these skills to everyone else.  So, it is not just the Scouts who will learn those skills ― everyone on a field team will learn them, and even the support team members should at least train in the basics so they can defend themselves.

All will learn land navigation, basic wilderness survival, basic first aid and combat lifesaver skills, and basic patrolling and small unit tactics.

As in SF, each will pick one (or two, if they have the time) specialty sub-categories to train in-depth in, and then each will cross train in other specialties.  Ideally, all would at least be exposed to training in tracking and precision shooting.  With other team members training to a high state of capability, and available to cross-train other members, the only real limitation is time to train.  Each has a focus, but is encouraged to cross-train extensively.

Within a chapter, when you get enough people to form more field teams, you do it.  Replicate and multiply them like cells dividing and multiplying.

All who are interested in each specialty will train together for two months, and then form the field teams and train as a whole team.  For example, if your chapter had four or five people interested in the medical specialty, they would all train together, to set training goals, standards, gear selection, SOPs, etc (with bonafide medics, corpsmen, and EMTs taking the lead, but anyone would be welcome to train for the team who commits to that track).  They train together for two months before you set up any Field Teams, but even after they are sent into field teams, those medical track personnel still get together for ongoing training among themselves.  Within each two man sub-team, the one with the most knowledge is the lead between the two.  For example, a prior service medic or corpsman would be paired up with a newbie who would serve as his apprentice while the newbie gets trained up.  All would be encouraged to seek formal training, such as local EMT classes at TAFE, Wilderness Medicine classes, and tactical medicine classes (which are rare, but do exist for civilians).  But no one would be turned away just because they are new to the field.  All who are committed to that specialty track will be welcome, but expected to train their butts off, and they will be under the direct supervision of those with more training (by the way, this is how volunteer fire departments do it.  The older and wiser guys train the newbs).

And the same for all the other specialties.  What will be of utmost importance is that those with real-deal experience and professional training in any of the above need to step up and help train up these specialties and sub-teams within their local chapter and community.  Duplicate yourself, replicate yourself!  Teach others what you know, and help them form up into working teams.  Even if you are too old, injured, or whatever to go out into a field situation humping a ruck, you can still teach, and help them get squared away.

And remember, the primary mission is to build up a competent training cadre, as force multipliers, with a working model, to then get the local veterans to form up similar teams within their local veteran groups, and then to go out and help the community form similar teams in neighbourhood watches, mutual aid associations, within churches, and then within the broader town and district.  Therefore, all the medics, even the older guys who are not able to go into some field conditions, will be on the teaching team when they go out to teach others during “normal” times.  Ditto for all the other specialties.

And so, you should not just be forming these teams within your local chapter and helping local veterans do the same, but also within your own family and circle of friends, and within your own neighbourhood (who’s on your buddy team, who’s on your fire team, who’s on your squad?).  Start a neighbourhood watch and then build a solid field team and a support team within your own neighbourhood.

When the crap hits the fan, you need well-trained people around you, with complementary skills, who can help you get through.  Like Kevin Reeve of Onpoint Tactical says:  “training trumps gear.  And community trumps both training and gear.”  You can’t know it all, or do it all, and you have to sleep sometime.  So build a team, build community, and preserve civilisation.

It starts with you, your family, your small circle of most trusted friends, then your neighbourhood, your church, your veterans in your town, the posse, the local search and rescue, volunteer fire, etc., and then out to your region and state.

WHY I AM DOING THIS:

In addition to this being part of my mission anyway, I feel like we are flat running out of time and we need to get as prepared as possible as fast as possible.  I have war-gamed what I think is the most likely move by our enemies to scrap the Constitution.  Playing devil’s advocate, and putting myself in the enemy’s shoes, I estimated that the most effective course for “them” to follow would be to:

1. Intentionally trigger a catastrophic economic collapse as an economic “neutron bomb” (kills the people, but leaves the land intact).  With the current intentional lack of a Strategic Grain Reserve, our population is in a strategic “checkmate” position where an economic collapse could be a near-extinction event for our population.  In the past, the Australian government maintained three years worth of grain in a Strategic Grain Reserve for the entire population because they knew that in the wake of a nuclear war, it could take three years to recover and grow crops again.  Without that reserve, those who survived the exchange would starve to death before they could possibly restart growing enough food.  We now have no such Strategic food reserve, which means that any catastrophic interruption in food delivery could kill millions of Australians.  Such a disruption could occur because of even a limited nuclear exchange, an EMP strike (either man-made, or natural, as a result of solar activity), or, an economic collapse.Currently, our economy is in such a weak state that an economic collapse could be intentionally triggered at any time.  Because of the lack of a food reserve, and because few Australians store food on their own, such a collapse would lead to mass starvation, just like in the aftermath of a nuclear exchange.The Australian government is spending billions of dollars on ammunition, armoured vehicles, and weapons for Border Force and local police.  It is spending nothing on food for the people.  They are preparing to control and contain us, and to shoot us, but not preparing to feed us.  Why is that?  You know the answer.
2. Let the country descend into chaos.  A national economic collapse would be like a “national cyclone” but lasting far longer, and because it is nation-wide, it would be far more intense.  The cities would implode.  All the government would have to do is contain them and let them implode.  In the midst of that chaos, they could also do a decapitation strike on the leaders of the liberty movement, but other than that, “They” could just sit back and wait a month, two months, or three to be really sure the people are at a maximum level of starvation, weakness, and chaos, and then:
3. Ride in like the cavalry, to “save” us by means of martial law and scrapping our constitution once-and-for all.  They could blame the collapse on the so-called “free market” and on not having enough government power, and they could blame delays in relief on the “extremists” in the patriot movement (i.e. “we would have gotten the food trucks in sooner, but the extremists were ambushing our safety check-points and resisting the necessary relocation to relief camps”).  Their ready to go solution would be a world-wide version of the Federal Reserve, and scrapping what’s left of the Constitution.  People would be told to “just turn in your guns, and you’ll get food” and “just turn in the extremists, and you’ll get food”.

ADDITIONAL ANALYSIS:  To the above, I would add that with a war in Ukraine, the elites can trigger an economic collapse with a war ― with Russia and China using economics as a weapon in retaliation.  All China would have to do is dump US treasuries and refuse to trade with US dollars.  That would begin the final death-spiral of the dollar.

The Chinese would be blamed for the collapse, rather than the banksters.  “They” would tell the Australian people that the evil Chinese are to blame for the death of the dollar, and anyone who resists the “emergency measures” by Australian governments would be accused of aiding the enemy.  They would say “domestic extremists took advantage of the Chinese economic attack on us to push their own racist and extremist anti-government agenda, making the collapse worse by attacking peace-keepers and international relief volunteers, and by attacking and resisting Australian officials who were trying to restore law and order”.

It is because of the systemic weakness of the Australian people, and our strategic checkmate position of having no strategic food storage and no effective local security, that I feel the need to go operational and put my focus on each chapter being a training cadre to get their communities as prepared and organised as possible in whatever time we have left.

I urge you to presume the worst in the short term, and to work in three or four month sprints ― assume that a collapse will be triggered this autumn/winter and do all you can to get yourselves and your communities ready.

If it doesn’t happen in the next four months, then do another sprint, of three or four more months of preparation.  And keep going until it happens ― which it will eventually, no matter what anyone does.  The dollar is doomed.

I encourage each individual to build a food reserve, to set aside food for their neighbours (10% of their food is for others), and to have basic communications (at least a hand-held dual band radio), basic medical, and water purification, shelter, and weapons and ammo.

I have encouraged everyone to use the above team building model and template to build a team within their family, extended family, and friends, and to then do the same in their neighbourhoods, and in their civic organisations.  From the individual, to the family, neighbourhood, civic org, town, district, and state.  Bottom up.

OK.  Let me know how to improve the above.