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TABLE OF CONTENTS (continued)

Once you have read through the following sections, you will have a much better idea of which objectives will best satisfy the particular needs of your organization and the community it serves.

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BALANCING LIMITATIONS AGAINST THE ESTIMATE OF FUTURE CAPABILITY

There is nothing wrong for you to set out an ambitious role and mission for your organization. However, it would be a mistake to determine these two fundamental parameters on the basis of anything less than a serious and deliberate consideration of the cold, hard facts. It is an absolute must for the role and mission of your organization to be grounded in reality.

It would be better to succeed at a mundane and practical mission, than to flounder on the rocks of some inspiring but impractical venture. To avoid this entanglement, it is essential to go through an exercise to realistically and reasonably estimate the future capability of your organization based on the probable future size of the organization, the capabilities and talents of the key people in the initial cadre that you can expect to bring in, the number of quality recruits that you can reasonably expect to attract over time, other resources that might reasonably be available (financial and material) in your area, the natural advantages of your area that will help you to operate and that you can reasonably expect to exploit, the problems, obstacles, and opposition that you might also expect to encounter locally, and any other factors. Once you have done all that, then you will be able to assess:

If you are reasonably confident that the answers to these two questions are tilted or can be tilted in your favour, then you are off to a good start, and you should feel reasonably comfortable to proceed with planning.

THE MILITARY ANALOGY

In putting together your organization, there is much guidance to be gleaned from a consideration of the military. There is little point to re- inventing any wheel, let alone a wheel that has proven itself successful time and again over many thousands of years.

There are however, a number of traps. The following illustrates just one of these, but a good one to show how you can be led astray by blindly following the military model.

WHAT THEY HAVE GOT AND YOU CAN'T GET

In the interests of brevity, military documents and plans reflect a style of writing that most often assumes many of the fundamentals. Chief amongst these assumptions which normally go unstated, is the guiding hand of military authority and the iron rod of military discipline.

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Superimposed over this relationship is the Parliament of Canada. In its capacity as the people's representative body, Parliament reserves the democratic right on behalf of the people to impose whatever terms and constraints on the relationship that exists between the government and the military as Parliament deems necessary from time to time. These parliamentary directions and constraints are embodied primarily in the National Defence Act and in the accompanying Code of Service Discipline. It would be fascinating, and even frightening, to see how this process might now be warped under the Dictatorship of Canada. This is not an inconsequential matter, however, it is beside the point that is being made here and will not be further considered.

It should be obvious that any organization you create cannot and will not share in this delegated power. Any attempt in Canada to create an ex- officio military or para-military force by simply cloning or copying the policies and operational procedures of a conventional military force, would most likely founder on the basis of this problem alone. Efforts to draw up your own documents by simply copying them from the military, stand a good chance of producing worthless imitations totally de-coupled from the unstated assumptions and unseen authority that underlay military orders, procedures and instructions and which give them their real power and meaning.

The other aspect of this difference is that the administrative resources available to the military are full-time and well supported. Not only is the military able to create a complex and detailed system of administration in the first place, but they have the resources to maintain and to update their system on a continuing basis. You with your limited resources cannot hope to match this scale of effort.

Whatever you borrow from the military, your approach must be to identify and to extract the fundamentals, to decide whether or not it is feasible and essential for you to adopt them, to simplify them to the utmost if they are feasible, and to reject them if they are not.

MILITIAS

For those wishing to pattern their group after the American citizen militias, the differences between the Canadian and American situations deserves some comment. U.S. militias enjoy the protection of the

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Not so in Canada. Canadian militias do not enjoy the protection of our useless Constitution or any other law, and furthermore the laws of Canada prohibit the drilling of troops except under authority of the National Defence Act.

If you give your organization a military role without first providing it with the authoritative and disciplinary fibre necessary to hold it together under conditions of severe shock and stress, your "army" will almost certainly fail, whether from the decay that sets in when organizations are not regularly committed to the type of operations for which they were created, or because of a general condition of unpreparedness to survive the demanding requirements and shock of military operations.

And what about the enemy? The role and mission of a combat force is to engage and destroy the enemy. Who is the enemy in Canada? Is there an enemy that merits a military response? What is the justification to form a military unit if is not possible to identify a realistic and imminent combat task for such a unit? Is it possible to raise and to sustain a viable citizens' militia in Canada, if certain fundamental prerequisites and conditions to support such an organization simply do not exist in this country?

It is one thing to call yourself a militia, and quite another to actually be one. The question is one of credibility. Can you believably profess to be a military or para-military organization if you do not have a real combat role and a credible combat capability to back it up? Is it credible to claim that a forest is a still a forest if it has no trees?

Revolutionary organizations are born from the depths of deprivation and oppression. That is what it takes to produce the masses of revolutionaries necessary to win because then they are willing to fight and die. Under the right conditions, there is no reason why combat-capable citizen militias could not be raised up in Canada. The question is, do those conditions exist at this time? Are the social and political conditions in Canada really so bad that your fellow countrymen are ready and willing to submit themselves to military discipline, to take up arms, and to risk en masse the forfeiture of their own lives, right now, this very day?

Another factor to consider, is that without the fear and tension of imminent or probable combat to concentrate the minds and overcome the petty inclinations of human individuality, it can be very difficult to achieve a cohesive and credible combat-ready unit outside the supporting structures provided by government and the law.

In consideration of all factors, then, it is a reasonable to predict that attempts to form standing citizen militias in Canada are not likely to succeed at this time. Firstly, there is no legal foundation or protection

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If you limit your mission and role in a way that makes it clear that your organization does not aspire to a combat capability, but only stands as a formed militia ready to develop a combat capability should the need arise, then it might be possible in some way to designate and to pattern yourself as a citizen militia. That is for you to decide, after considering all of the options and your own particular situation.

Otherwise, it is most likely that, even if militias are formed in Canada, they would be prone to credibility problems not only within the community, but also within their own ranks with respect to the supposed combat function. Unless, of course, conditions in this country were somehow to change drastically for the worse.

In the end, it comes down to a gut feel as to whether or not the government is prepared to drag this country into a situation where police raids, ambulances, helicopters, paddy wagons and armored fighting vehicles are to become a regular fixture on the streets of Canada. That is what it would take to touch off the formation of popular and combat-effective citizen militias in Canada. Could that really be the kind of country they want us to live in?

While recognizing that the road to victory does not have to be the way of violence, neither can the firearms community continue any longer on a path of hopeless and paralytic pacifism. It is the duty of each and every leader in your community and in the organizations to which you belong, to direct the energies and talents of their people towards actions that are both peaceful AND effective. If that is not happening at this late date, then you can be reasonably convinced that such leaders don't have the answers, probably never did, and doubtless never will.

LESSONS FROM MILITARY CONSIDERATIONS

There are a number of lessons to be garnered from this consideration of citizen militias in the Canadian context.

The first of these is that the means of instilling authority and discipline vary greatly between a citizen militia and a legally constituted military. The military can sustain a combat or near-combat capability in peacetime based on circumstances completely denied to unconventional organizations.

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This is not to discount the value of using military material as a template. So long as it is done judiciously and in consideration of the various factors and potential pitfalls.

The consideration of militias in the Canadian context also provides a good example of how, if you select a mission or role that overreaches the estimate of operational capability that you can reasonably expect to achieve, you could be putting the credibility and future prospects of your group in jeopardy from the beginning.

Also, it serves to illustrate how such an unpleasant situation could come about. Usually, this sort of thing happens because some critical factor or factors have been overlooked in the estimate. Such as, in this case, the result of neglecting to account for the differences in American law (which fosters standing citizen militias) versus Canadian law (which mitigates against the formation of militias).

Having said all that, it is crucial to realize that despite the differences, there are also important similarities between what the military does and what you have to do, and between how they go about their business and you about yours.

The most important similarity becomes apparent when you strip away all of the excess wiring from the structure of military power. When you do that it becomes evident that the origins of this power are exactly the same in both cases, for the military, and for your organization. Any power that you have or that the military has originates from the people. In your case, you enjoy the advantage of direct communications in this regard. So that, for as long as you can maintain good relations with your community, you should be able to harness that authority in a very direct and powerful way which no military has any hope to match. The detailed methodology that will enable you to do so will be discussed.

RESISTANCE ORGANIZATIONS

The peacetime differences between a militia on the one hand, and a resistance organization on the other, can now be contrasted.

By definition, a bona fide militia must have a combat, near-combat or at least a dormant combat mission and capability. The development of that mission and the efforts of the group to prepare for it on a contingency basis, predominate or should predominate over all other functions and objectives.

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Under normal circumstances, a militia unit in peacetime is a part-time force whose efforts are directed primarily towards preparing for a combat mission that might infrequently or never come to pass. Preparing for that mission necessarily involves training and planning for combat operations which characteristically encompass the controlled application of violence on a mass scale and the use of maximum force.

A resistance unit in peacetime is a fully operational unit fully committed and fully engaged in ongoing operations, up to and including operations at the top end of the capability envelope that a resistance group can reasonably expect to achieve and maintain in peacetime. Successful operations are characterized by covert and non-violent execution of the plan.

Operational plans and preparations in a peacetime militia normally are directed towards contingency operations that no one really expects to carry out.

Operational plans and preparations in a resistance unit whether in peacetime or any other time are developed to support imminent or impending operations which the group fully intends to carry out.

CONCLUSIONS FROM THE MILITARY ANALOGY

You should now be able to fully appreciate why a duly constituted military force or even a citizens' militia might have some advantages which a resistance organization does not share. At the same time, a resistance unit enjoys advantages that cannot be matched by military organizations. What you have to do is to recognize these differences, and to decide what kind of organization best suits your own people and your own needs and your own circumstances.

Tilting this decision in favour of the resistance model is the nature of Canada and its laws, and the natural advantages that a resistance unit enjoys by being able to operate so close to, in fact amongst, and indeed as part of, the people.

The resistance model also permits you to take full advantage of the dynamics of ongoing and impending real operations to instill a sense of purpose and common cause in the members, and to achieve a high level of proficiency and discipline within the group. That alone will do more to lay the foundation for an effective operational capability than all of the military regulations and codes of service discipline in the world.

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AUTHORITY AND DISCIPLINE

ORIGINS

The only legitimate and substantive authority which the leadership of your organization can draw on is the authority invested in them by the people. Specifically, by the members of your group and to a lesser extent, by the community in which the members live. What you need is a means to capture that authority, to map its boundaries, and to present it to your members in such a way that they will be willing to abide by it.

The best way to do that is to ensure that your organization is democratically run. As a start, members must be permitted to influence the decision making-process at regular intervals, especially in regard to the general thrust of policy that will guide where the organization is going and what it is going to do.

ORGANIZATION

The following presents an organizational template that describes one method to capture the authority you will need to run your organization successfully. This template is specifically geared to support the full range of activities which a typical resistance organization is likely to carry out. Other methods and templates can be devised, and ultimately you are free to structure your organization however it best suits you and the local situation.

BASIC FRAMEWORK

Status of the Leader

The conflict between the desire for democracy and the need to maintain control will have to be carefully balanced in your organization. To do this, all you will need initially is to have an elected Leader. In the interests of stability and continuity, the Leader should enjoy a term of office for at least a two year period. The Leader must have the authority and must be responsible for the smooth and efficient running of all aspects of the organization. Eventually the Leader should become responsible to the Chief of the organization's Council, if and when it is decided that a Council should be formed as the organization matures.

The Executive

Serving under the Leader and responsible to him is the Executive, selected and appointed by the Leader to ensure that he is working with the most cohesive and talented team that he can assemble from all sources. This includes the possibility of parachuting in some of the executive officers from outside the organization (with due regard to security implications).

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NATURAL SECURITY

A secret can be considered as an absolute secret only when you are the only person to know about it. This type of information resides within the bounds of inherent secrecy, or natural security. Furthermore, if you convey this kind of secret in a secure manner to just one other person, such information will still be inherently or naturally secure, since any

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However, once a secret becomes known to three or more individuals, you have stepped outside the bounds of natural security. It would no longer be obvious who was responsible for any unauthorized release. In this case a more elaborate system to control and safeguard information would have to be implemented.

The major limitation of natural security is that the total amount of information that can be reliably stored and protected in this way is rather small. Therefore, this form of security should be reserved only for the most essential elements of information held by the organization. Within this limitation, however, natural security is well suited for exactly this purpose of protecting the most valuable and sensitive bits of information.

One example of this principal that pertains to physical security is the aspect of limiting key access for any one key to two people, and two people only. Once a key is held or cut or made accessible to more than two people, or once a lock combination is made known to more than two people, you have crossed the bounds of natural access security, and a more sophisticated system of access control becomes necessary.

Other good examples for which natural security is particularly suitable can be found in regard to the location of an arms cache, the time and location of meetings, or for the critical elements of an operational plan such as timings and objectives. Natural security is also useful to protect important secrets from the possible lapse of memory of any one person, and from the loss of information that could result from the death or unexpected or prolonged inaccessibility of any one individual.

The major weakness of natural security is that, if it is not made absolutely clear to the person to whom you convey this information that it is protected as a natural secret, they might inadvertently release the information to a third party without realizing the security implications. To prevent this situation, it is useful to classify information according to the mode of protection that is in force. A simple colour code serves to illustrate how this can work.

Under such a scheme, information protected by natural secrecy is coded "blue". Information can be designated as "blue" only by the originator, and only if the originator passes the information to only one other person. By definition, information that is or which might already be known somehow by some other person than yourself, can never be coded "blue" and passed to anyone else. Only the sole and bona fide creator, originator, or discoverer of the information can do that. By the same token, it is a breach of security for an originator to ever pass off the same information as "blue" to more than a single recipient. Also by definition, any blue information that you receive from any other individual cannot ever be passed or repeated to anyone else as "blue". More explicitly, it is a

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One other limitation of natural security is that there may come a point in time when the value of blue information will start to diminish or to disappear if only one or two people know about it. During operations, for example, information is useful only to the extent that it can be disseminated in a timely manner to all those who require it in order for them to take appropriate and timely action.

Expanding the colour system to include "green" information, it becomes possible to de-classify "blue" information at a pre-arranged time or under pre-arranged circumstances, and so disseminate it freely as de-classified "green" information on a need-to-know basis. It is also possible to re- classify blue information as a "red" secret which can then be disseminated as widely as necessary by means of some appropriate and secure method to all those who need it and who are authorized to receive it.

When using this simple colour system, the sole recipient of "blue" information should always be given instructions as to whether or not he has the authority to "go green" or to "go red", at what time and/or under which circumstances he is authorized to do so, and to whom he is authorized to release it.

Furthermore, it must also be made clear in your organization's security procedures that the secondary release of blue information under any circumstances automatically destroys its blue status. Accordingly, it must also be made clear that a recipient of blue information is required to report any unexpected or unplanned change in the status of this information from "blue" to "green" or "red" to the originator as soon as reasonably practicable after the change in status takes place. Especially if the change in status or the time of change is not in accordance with the original release authorization that was attached to the information by the originator.

In addition, the possible and unexpected need to release "blue" information to a third party by the originator himself, must be considered. If the originator finds it necessary to do this, security procedures must require him promptly to dispatch a similar change of status report to the first and original recipient, including instructions that provide the new status to be accorded to this information.

When used in this way, the principle of natural security can be exploited in an effective and straightforward manner to fully safeguard the major secrets within your organization.

NEED TO KNOW

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The frequency of need-to-know denials will vary, and can be detrimental to operational effectiveness if any one person or section makes too frequent use of it. Obviously, a balance between operational effectiveness and organizational security will have to be worked out in your group regarding the use of need-to-know denials, if this becomes a problem. On the other hand, such denials serve a legitimate and indispensable purpose, without which your organization will not be able to attain a high state of security.

Ambiguous Terminology

There are some types of information that absolutely no one needs to know. For example, the name of your organization. No one needs to know any such thing. It is better to refer to your outfit as "the organization" or "the group " or on occasion if there is a need for it, as "the resistance". Or to employ some similar terminology that is suitably innocuous and/or non- descript. The best solution of all is to avoid giving your organization any proper name at all. The advantage of doing so is to increase the difficulty for anyone to determine the wiring diagrams of the various resistance groups, since the common use of ambiguous and generic designations will greatly confuse which parts belong to which organization, which members belong to which organization, and which persons and which organizations might be associated with any particular action or element of intelligence information that might become know to the authorities.

Standard Designations

It is also advisable to use generic names and ordinary, plain or ambiguous designations for as many other things as you can. One should never speak of the "Eganville Unit" , but "Unit 5", since this serves to conceal and confuse who and what you are talking about. If someone overhears "Unit 5", that tells them nothing about what it is, where is it, or to which organization it belongs. It could, after all, refer to the 5th unit in a child's school book.

The use of this kind of standardized alphanumeric designation, if commonly used by all of the independant resistance groups that might be formed in any one area or zone, can serve a very useful and simple security purpose. If all organizations use common standard terminology such as District 4, Branch 1, Group 3, Section 2, etc, and perhaps standard military designations for the operational units (2 Section, 3 Platoon, C Company, etc), this will greatly complicate the problem for anyone to stitch together which bits and pieces of which organization belong to whom.

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It is conceivable that the widespread use of common standard designations by all organizations in concert with other aspects of the need-to-know principle, could lead to a situation wherein two patriots, both serving in different units of the resistance, might well be surprised years later to discover that they were actually serving in completely different organizations. By the same token, they might be equally surprised to find out that they were serving in the same organization. If your organization and the others can achieve this level of security on the inside, consider how much more difficult it will be for authorities outside to piece things together. Especially since the various units can be re-configured, re- grouped, re-formed, de-activated, or re-activated at any time, as discussed in the section on "Counter-intelligence" under the SECURITY OF PERSONNEL section of this guide.

Overall, there is no reason or excuse for you not to achieve a high level of need-to-know security such as the one exemplified above, given the simplicity and effectiveness of the basic approach.

WHAT IS SAID OR WRITTEN WITHIN, STAYS WITHIN

Irrespective of any security system that you might devise to classify information, it must be clearly understood by all members that all information related to the organization must be protected from release to the public or to any member of the public, except under strict guidelines which no doubt you will develop over time. This includes stringent restrictions on the type of information that can be released, even to the member's own family. While this kind of occurrence need not necessarily be considered as a breach of discipline in every case, the release of any information, whether inadvertent, incidental or intentional, even to a member of one's own family, should still be treated as an infraction in cases where some sort of damage results or could result to the security or the anonymity of the organization or any of its members. Leaders will soon learn who can and cannot be trusted to safeguard confidentiality. The communication of information by members to their spouses, for example, should be treated as a red flag. It is essential that those who are capable to keep a confidence should be helped to progress within the organization, while those who cannot should be held back as well as being counselled, with a view to eventual disciplinary action if they fail to correct the detrimental behaviour.

PHYSICAL SECURITY OF INFORMATION

It is not enough for leaders to place their trust in the members of their organization who they identify as being trustworthy. Leaders also have a responsibility to train their members in the proper handling and transmission of information. The objective of this training must be to

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COPY AND ACCESS CONTROLS

The ubiquitous photocopier, fax, and computer have revolutionized the world of communications and greatly enhanced the ability of individuals to negligently or malevolently compromise the information held by your organization. The perennial problem for you will always be to strike a balance between the measures necessary to prevent, detect, and identify these occurrences, and the need to allow the efficient and timely flow of information between those who genuinely require it.

A good place to start is to have a look at the worst case of the malicious and deliberate unauthorized release of classified information. The copy and access controls that you implement should be developed in consideration of all other security defences designed to impede the ability of persons to operate against you. As discussed in the SECURITY OF PERSONNEL section of this guide. That section also discusses the approach to detect this kind of activity and identify the source. Copy and access controls provide a useful tool to support this aspect of your overall security program.

Within the context of these other defences, the problem of access control is that any and all information that might have been passed to an unfaithful member will almost certainly have been compromised, and should always be treated as compromised unless otherwise demonstrated. In this situation, there is little that any copy control policy can do to prevent the compromise of information that has been handed to this person or to which they would have had normal access in the course of their normal duties in the position they occupy now, or any other position or positions they used to occupy. Unless, of course, it can be otherwise demonstrated or concluded by investigation.

What your copy and access control program can accomplish, is to limit the ability of any person to obtain information which they are not authorized to receive outside of their normal duties, or information which they do not need to know, and to place them in violation of security policy and procedures should they attempt to do so. This environment will greatly increase the tension under which they will have to operate, by forcing them to act in an anomalous manner in order to gain access to such information, and by increasing the risk that the anomaly will eventually be detected and reported by someone, somewhere, somehow.

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The elements of a copy and access control program can be listed as:

Copy Control and Authorization

The objective of your copy control system must be to ensure that only an exact number of copies are made of any information so that it can be relayed only to the exact individuals authorized to receive it and who need to obtain it on a need-to-know basis. The system must also address the need to control the printing of subsequent copies by the originator, or additional copies by the recipients, and to make all members aware that anyone not expressly authorized to make copies is prohibited from doing so.

The simplest and most secure method is that of the outright prohibition of any copying at any time, committing all information to memory only.

The next most secure alternative is to rely on the hand-written notes of members copied into their own secure notebook at meetings, and passed on to their own subordinates in the same way, without the need for machine copying of any kind. Your Security Instructions should make it clear that every member's personal notebook is his own responsibility to secure at all times, with the proviso that members are required to regularly destroy outdated pages when the information on those pages is no longer required, and to destroy the entire notebook should its security ever be threatened. Your Security Instructions should also make it clear that members are required to submit their notebooks on demand to the leader for inspection in connection with any regular security review or in connection with any investigation.

In the event that information must be committed to print or to electronic form, a more comprehensive policy will have to be developed. In this case, you will want to develop criteria to classify information as secret, confidential, personal, restricted or unclassified, or a similar set of designations. You will then be able to specify how the information in each class is to be copied, handled, transmitted and stored, and to specify which persons and/or positions are authorized to designate, to hold and to receive any particular class of information. Hand in hand with this should be the assignment of a security clearance to each individual equivalent to the class of information he is entitled to designate, hold and receive,

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Each copy of a classified document can be individually controlled by making only an exact number of copies and marking each one with a label block indicating the office of the originator (eg. "Leader copy 1/10"). When this is done, a register must be created to record who each copy was sent to, or to have each recipient initial or sign the register to acknowledge receipt.

So as not to bog down your organization's administrative capability, this sort of control should probably be reserved only for the most highly classified and/or sensitive documents. However, the issuing of numbered copies might also be of use to control the circulation of major publications that might not be highly classified or which might even be unclassified, but which you may want to control anyway (for example, your organization's Standard Operating Procedures which you may want to issue to every new member on an extended but recoverable basis, or for at least a few weeks so they can study it).

When numbered/registered copies are issued, on occasion it might be advisable for the originator to print a few extra numbered spares in the original numbered set if there is some possibility that extra copies might be needed later on.

Beyond that, the making of additional copies of an already-numbered document would have to be authorized by the originator, and also to have added to the label block, without altering or deleting the original registration information or number, an additional entry indicating the position of the secondary issuer and the number of copies that he has made. For example, a label block might look like:

(ie. this is the Plans Officer's 2nd copy of 3 copies, of the Senior Operations Officer's 3rd copy of 9 copies, of the Commander's 1st copy of 15 copies)

Of course, this kind of system will do nothing to stop someone from simply blanking out the label to produce an untraceable copy, or stop them from producing a duplicate copy with the same registration number or a bogus copy with a fictitious number. Obviously, it would be a serious infraction for anyone to be found in possession of such a copy or to be caught making one.

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In any case, this kind of system will still prove invaluable to help you detect the occurrence of copy anomalies. If an unnumbered copy should happen to appear somewhere, it would certainly stand out against the background of all other documents which have a number. And, in the case of duplicate or fictitious numbered copies, the chance that an anomaly would come to light is still considerable, in particular if the copy control and registry system is combined with a regular or random verification program that initiates the recall of all of the copies of selected documents from time to time.

Despite the limitations, the above measures are far more preferable to any situation where there is no copy control, in which any number of uncontrolled, unnumbered, unregistered and unaccountable copies could be floating around, against which no anomaly is likely to stand out or to ever be detected.

When you get to the point of development in your organization where you feel it is necessary to implement an advanced document control system, bear in mind that what will really make it work is not only the system that you put in place, but the resources and support that you provide to the administration and security teams which they will need to carry out the functions of control, registration, recall and verification on a regular and ongoing basis.

Information Access Authorization

Access authorization essentially is the embodiment of the need-to-know principle. overlain by whatever controls you might choose to devise for the security classification of documents and electronic information, and a security clearance system for individuals, if and when you decide to implement such a system. In any case, it should be made clear in instructions to all members that no one is entitled to hold or to obtain information which they are not cleared or authorized to obtain or to hold, and that it is a breach of security for them to attempt to obtain it or to be found in possession of it. This kind of activity, no matter how innocuous or inadvertent it might seem, is reason enough at the very least, to raise a red flag or to prompt a security anomaly or security incident report concerning any individual.

Information Storage Security

The more centrally that records are kept, the greater the degree of access control that you will be able to impose, regulate and monitor. The creation of a single comprehensive central registry for all documents enables individuals to sign out material in a manner by which none of it can go astray without notice. It also provides a record of everyone who accesses a particular document, and the time at which they did so.

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If you don't want to incur these kinds of risks, or if you are unable to protect a central registry against them, an alternative would be to allow each member to keep his own records, and for each member to be held responsible for the security of his records and to destroy them himself in the event of an emergency. In this case, your Security Instructions might lay down additional safeguards, such as requiring all members to keep their records in a place other than at their own residence or the residence of any other member or person who could be connected with them. For example, in a suitably locked and concealed subterranean container.

There are a variety of solutions that exist in between these two examples of a centralized registry and a totally distributed personal system. It is up to you to decide the particular type of information storage security that best suits the needs of your organization at any particular stage of its development.

The danger of leaving recoverable information on computer drives and disks, and how to deal with this problem, must also be addressed in your Security Instructions. This aspect is discussed later under the section on COMMUNICATIONS SECURITY.

ACCOUNTABILITY AND DISPOSAL OF INFORMATION

The accountability of members for the information, documents and electronic information held in their possession, will be a function of the effectiveness of your document and electronic device control program, the clarity of guidance contained in your Security Instructions and/or Standard Operating Procedures, and the general state of security awareness and discipline that you are able to instill in the membership. This overall package can be as elementary and straightforward or as elegant and sophisticated as you choose to make it, according to the resources that you have and choose to allocate.

Part of this program will have to deal with the methods of disposal for information once it is no longer needed in support of ongoing or future operations or activities. This will require you to remind members from time to time to destroy old information as soon as it is no longer needed, and to alert them to the dangers of disposing of it in the trash at work or at home where it is liable to be recovered by the authorities as part of standard procedure for surveillance operations.

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COMMUNICATIONS SECURITY

WHO CARES?

The increasing convergence of technological, legal and bureaucratic trends over many years has disturbing implications for the freedom of all Canadians.

To appreciate the true value of your privacy, it is illuminating to begin with an understanding of the impressive assets the Canadian government deploys to pry into it. The lives of several hundreds of Canadians in Canada and around the world are dedicated to maintaining a comprehensive scientific, technological and operational capability to penetrate the privacy and security of persons and organizations inside and outside of this country.

While this might sound comforting from a national security point of view, the problem is that there is little or nothing in Canadian law and even less in practice to prevent the government from using this taxpayer-funded capability to spy on the tax-paying citizen who provides it.

Government agencies have long had a virtually unrestricted legal and technical ability to place any citizen of Canada under continuous or discontinuous electronic listening watch. This capability is naturally restrained by limitations of technology and the availability of resources. However, for some strange reason it seems that no one has ever successfully challenged or clarified whether this kind of activity is illegal in Canada in the first place. All we know is that it has been going on for many years.

Sadly, most Canadians have no idea of how far-ranging this program has become, and furthermore do not seem much to care. After all, what does anyone have to hide from government? So what if the government is listening in?

This ambivalence towards the citizen's right to privacy can now be seen to have had its dire consequences. Especially now under the Dictatorship of Canada in which citizens can so easily be branded as criminals. Not because of anything they have done, but because of the opinion of faceless bureaucrats equipped with sophisticated access to the records, transcripts and reports generated by a burgeoning technology to monitor the private communications of Canadians.

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Secret Files under Law

In addition to the technological and bureaucratic attack on our privacy, a simultaneous assault is taking place under the law. Consider this interpretation of what could already be a big problem for each and every Canadian under the so-called "Firearms" Act passed in 1995.

The scenario is this. A government intercept operator, working either randomly or selectively and without warrant which is the normal practice, picks up on one of your telephone conversations, or some other electronic or written communication. In that communication, it just so happens that you mention something about a firearm or something related to some other "thing" that just happens to be considered by the government as a "thing" under the so-called "Firearms" Act or any of the other dozens of secretive Order-in-Council decrees. Consider that everything you said is perfectly legal. Consider that nothing of what you said contains the slightest inference that any crime has been or ever would be committed by anyone, anywhere.

The problem is that none of this matters any more under the laws of Canada. The intercept operator could and probably would proceed to make a recording of the entire communication. For the simple reason that such a recording by and of itself constitutes a "record of a firearm" or a record of a designated "thing" as defined under the Firearms Act. As such, it is exempt from any legal requirement to be obtained under warrant, and therefore it becomes admissible in a court of law as an item of legally obtained evidence.

Furthermore, the credibility and authenticity of a record can depend on the deposition before the courts of an original, continuous and unedited version. This requirement will enable the state to argue, quite logically, that only complete records including any and all contextual material, should be obtained and retained whenever possible in the interests of all parties. It is this legal standing, and this argument, which justify a recording of the entire communication, even if there was only a single mention of a single designated word anywhere within.

In this we see the legal and logical foundation that has been laid for the Canadian state to accumulate secret files of admissible evidence on any citizen it decides to target. From now on, the only justification any government needs to open a secret file on you, is for you to make the slightest of jokes or the least of mistakes in your choice of vocabulary during any recordable private communication, to utter just one word of many thousands of designated "words" or other designations (eg. any one of the many thousands of models and variants of firearms). The instant you do so, the entire recording becomes legal and admissible.

In which way can these files be used? Consider the solid footing of apparent circumstantial evidence that could be gathered against you over time. So that even the slightest technical "infraction" on your part at

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The Ugly Face of Fascism in Canada

The above scenario is only one of dozens and possibly hundreds that can be envisioned under the various sections of C-68. Scenarios which, if we ourselves are able to conceive them, so can and will the bureaucrats in due course.

In this, C-68 is one of the finest classical examples of fascist law ever penned in the history of the world. Which is to say, a law that both empowers the state and exempts its minions from the law to do whatever they want to do, the same as if there was no law for them at all. At the same time, the same law binds the general population with oppressive, arbitrary and treacherous regulations backed by an intimidating scale of draconian punishments. This is the reality of Canada in 1996 and beyond.

What is equally distressing, Canadians are also on the verge of losing their right to privacy under the law, as a consequence of new proposals for legislation that would enable the government to override the citizen's right altogether. Proposals which have already been bantied about by various government officials in recent public musings.

If that happens, it will take place because Canadians of long ago neglected their responsibility to ensure the implementation of adequate legal and constitutional privacy safeguards in this country. At this late date, it is an open question if such deeply ingrained abuses by the state as we have today can be reversed by citizens working only from within the system.

THE THREAT TO PRIVACY IN CANADA

Origins of the Threat

The threat to the security of your personal and business communications is well developed in Canada and has been for many decades. Starting with the sophisticated operations of the Imperial Postal and Telegraph Censorship stations during the Second World War (as overseen by Winnipegger William Stephenson's British Security Coordination), Canada has long been intimately involved with sophisticated operations to pry open the mail by the thousands at high speed. In our times, there is no evidence to suggest that the black art of "trapping" at which Canadians are world experts, has not been duly handed down from that era and maintained in cooperation with Canada Post and Canada Customs as we know them today. Even the commercial courier services are squeezed under the thumb of government. In particular when you consider the intimate controls exerted by Canada Customs over the international traffic of these carriers.

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Consequences from the Past

Most Canadians have been raised to believe that it is morally wrong to open or to read other people's mail, and have been educated that it is an offence to do so. One might presume that the government of Canada would conduct its affairs generally to reflect the ethics and morals of its citizens. Clearly it does not.

Most Canadians have only to consider their own personal experience to understand what goes on. If you ask enough people, you will soon realize that the incidence of obvious privacy violations and subtle anomalies in the mail service are simply too many and too frequent to be anecdotal or even random, and can only be ascribed to the kind of wide-ranging systemic activity consistent with the historical record. In practice, the Canadian government has always had a free hand to read our mail. Furthermore, at the outset of the electronic age, the postal and customs service practices were simply extended to the electronic realm.

As a further complication, the Internet was not designed to provide privacy or security against government snooping or by anybody else, and does not do so. In addition, now that computers can so easily conduct high speed key- word searches of digital information to identify the source and zero in on text, citizens have even more reason to be concerned.

White Knights of the High Commissions

About the only thing left in the system to protect us, is the Privacy Commissioner of Canada. However, this high official is appointed by the Dictator. Although the Commissioner has been known to rail against the abuse of privacy by industry and commerce, he has uttered not one peep about the criminal excesses of the Canadian state that he is serving.

Faced with the current situation, it is remarkable that the Commissioner has not addressed these concerns with anything but the stillness of his own voice. Where is he? What has he been doing? Where was he when the unheard-of search, seizure and other privacy violations contained in C-68 were rammed through the House of Commons?

This is not to single out the Privacy Commissioner. In the final analysis, he is no better and no worse than any of the other appointed and unelected "guardians" of our democratic rights. His actions or inactions provide just one more example of the central and deceiving role played by each and every one of the appointed and unelected high officials of the federal

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In the end, you are left with the awful realization that there is no one anywhere within the structure of government in Canada who has a genuine and deconflicted interest to protect the ordinary citizen from government snooping. However, this should not be surprising. The governing politicians are the principal beneficiaries of this arrangement, and they are the ones who designed it.

Against this fraudulent facade of privacy protection, it might appear that Canadians are virtually defenceless to stop the abuse of their privacy. But that is not true.

The Opportunity for an Accord

Technology offers a number of solutions to the privacy problem, or at least a goodly part towards an overall solution. Who should provide the technology? Not only is government lacking in resources and incentives to advance a technical solution, it is difficult to believe that any government could altruistically rise above the temptation to install a hidden or lawfully mandated trap door in the technology for government agencies to break through the citizen's privacy. After all, it is the undeniable responsibility of governments to focus on the demanding requirements of national security. Quite naturally, this tends to occupy them far ahead of the mundane privacy concerns of citizens.

In this context, it can be argued that governments are not in any way suited to protect the private communications of citizens, and that it is pretentious for them to try. In which case, it is equally pretentious for citizens to believe that governments are the ones who should do it for us. What is the citizen's responsibility to protect his own privacy and the security of his own communications? Is the government to blame? Or is the present situation due to the woeful disinterest of most Canadians to pursue any solution, or even to recognize the problem?

Despite the lack of concern shown by Canadians generally, there is still a sense of urgency and alarm on the part of some.. The major concern for these few is that part of the Canadian government's agenda might well be to upset the status quo and legislate its hegemony in this area. In precisely the same way that the federal government demolished the social accord that used to exist around the right and the role of arms. What Canadian society needs to do is hammer out an accord on this issue before the government moves to impose an exclusive and pre-emptive solution of its own.

One of the policy options could be to recognize that the security of private communications is the sole responsibility of citizens and not the government, since no government can be expected to honestly or easily resolve the conflicting interests. Under this policy, government would retain its responsibility to monitor communications in the interests of

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Such a division of responsibilities along natural lines probably holds the best opportunity that we have to provide some basis for a lasting and stable accord on this issue. Essentially, that is point we are at in Canada anyway. Except that, most citizens don't know or don't care about it, nor do they perceive the possibly fleeting opportunity at this time to construct a stable and long-lasting accord around the status quo.

However things turn out, what it boils down to is that if you want to preserve and protect the security and privacy of your communications which is the right of free citizens, then it is your responsibility to provide for that security and privacy, to acquire the technical means to do it, and to pursue legal and constitutional protections that will help ensure that you keep it.

The question is, how can all of this be accomplished? How is it possible to overcome such a sophisticated and well-entrenched intercept system which has been arrayed against us for so long? The following explores this important issue to show how you can achieve a high state of communications security, even in the midst of an electronically hostile environment such as we face in Canada today.

BASIC COMMUNICATIONS SECURITY

Irrespective of how well your organization is able to protect its information, if that information is transmitted via an insecure means or in an insecure manner, the effectiveness of your information security program will be rendered virtually useless. The implications for your organization to try operating without a high level of communications security, need not be expounded.

The simplest solution which you can implement to thwart the government's electronic support measures, is to revert, where possible, to primitive but effective means of communication. By passing information personally to others in secure face-to-face conversation or by hand-carried messages, you will benefit from a form of secure communications totally invulnerable to electronic detection, locating, intercept or traffic analysis.

Building on this capability, you have the option to take the next logical step to develop a system of couriers to assist with this function. To the point of eventually establishing a regular and dependable courier/dispatch rider service in the local area. At that point, it will then seem quite natural for you to take the next and final step by expanding the service regionally, nationally and internationally, courtesy of the transportation workers and other frequent travellers in your organization.

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You will also have to ensure that your non-electronic voice communications are conducted in a location that is free from electronic surveillance devices, either planted or remote.

The transmittal of encoded and encrypted material via postal and commercial courier services can also be safe and effective, so long as you take care to use a non-attributable return address and take basic precautions against forensic material (hair, skin flakes, saliva or fingerprints) getting into the package. It is also advisable for certain kinds of communications for you to purge names and any personal identifiers (eg. omitting the electronic signature in an encrypted message) from the contents of a message as well as from the message shell, unless there is a definite need to provide authentication. In addition, it is good practice or policy to censor or at least review the final text of any message prior to release, from a security point of view.

These kinds of straightforward and effective measures are capable of providing you with the best possible communications security, second to none. However, you will still be restricted by the inflexibility and long response time characteristic of non-electronic communications systems.

SECURE LINES

If you want to communicate securely with your next-door neighbour, it is no trouble to string or to bury a secure line between the houses. This approach is facile to the extent that you could simply walk over and visit. However, there are circumstances where this arrangement makes sense, such as in the country.

More ambitious line schemes are possible. Consider the advantage of a ring line connecting the members in a group or perhaps only the principals in a group.

Any line, whether buried or not, must be inspected regularly and carefully to observe for suspicious digging or other tampering that might indicate the laying-in of a temporary or permanent intercept splice. It is also wise to consider that an inductance intercept device can operate in proximity and does not have to physically penetrate or even touch the line. Ideally, no part of a line should be anywhere visible. Every bit of the line should be dug-in. Running lines through open culverts instead of digging them into or under the road bed, is not a good idea. If a line is well concealed and regularly checked, it will provide you with excellent communications and the very best form of protection, far and above the regular telephone system which is totally insecure and provides no protection.

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Consider though, that any line or any ring connecting all the principals does exactly that, - it connects all of the principals, and runs the risk that the anonymity of all could be compromised should a line be discovered. The resulting compromise, however, would be finite and limited. The existence or discovery of a line proves nothing, so long as you are aware of the discovery to prevent monitoring. In most cases, a discovery results from a residential search or raid that uncovers the connection. In which case, you will know about the discovery or at least have a good enough clue to suspect it.

Clever concealment of connections inside and outside will help. Consider a connection to an outbuilding instead of the house. Or, plant a terminal box just under the surface in the field or somewhere in the bush. Then you can pre-designate daily or weekly time slots for regular communications and conference calls and, for unscheduled communications, simply phone, fax or modem the recipient to contact you by other means.

Consider the need to help any member who moves away eliminate all traces of his connecting hookup before he leaves. In this case, it might also be wise to remove as much as possible of the buried line or cable from his property, or at least a section or some sections of it. In addition, you will have to re-route a new section of line around his place in order to re-connect the ring.

Lastly, in the event a line is discovered by the authorities, it will not necessarily be easy for them to discreetly track the routing to all connecting sites without their own activity being discovered. In which case a quick warning to all parties will enable them to fire up the tractor, cinch up the line and start ripping. In this way, miles and miles of line can be taken out in minutes and all trace of connectivity destroyed.

RADIO

The distinctive advantage that radio will give you is its unequaled speed and flexibility to support operations in general and field operations in particular. However, radio communications are highly subject to government intercept capabilities and to regulatory controls. There are other obstacles, too. It takes at least a reasonable degree of funding and technical sophistication to operate a radio net on a sustainable, maintainable, reliable and secure basis. The development of effective and secure radio communications in your organization should, and probably will, involve considerably more than simply acquiring a set of CB radios and just

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Having said all that, none of the above provides a sufficient reason to reject a secure net radio communications capability. That is for you to decide, a question of priorities and learning to walk before you run. The subject of radio communications will be discussed at a later and more appropriate time.

TRUNK COMMUNICATIONS

The Threat to Trunk Security

The civil trunk communications infrastructure provided by your telephone company provides the primary means for you to communicate quickly, flexibly, reliably and remotely anywhere within your organization. However, in most cases these facilities must also be considered among the least secure. The way in which you and your organization make use of trunk communications is going to require all of the understanding, ingenuity and diligence that your members are capable of exercising, in order to make the system work for you without sacrificing security.

Once the government connects your name or the name of some other member to any activity or occurrence which might cause them to add one or more of you to their intercept program, a number of factors come into play that probably stops them from monitoring those members 100% of the time, if at all. Chief among these are cost factors, the availability of resources, and the juggling of priorities. On the other hand, even a low priority target is liable to have at least some intercept activity directed against it at least some of the time.

If you take into consideration only the current technology that is now in government service, your voice communications are still reasonably well protected even if you are a target for intercept. The tedious effort and expense required for a human operator to monitor or review your voice conversations in real time and to flag or extract the content of interest, is prohibitive in most cases. Advances in technology can help, but will never be able to overcome this critical human limitation. On the other hand, those contacts which the government does identify as high priority targets can and will be intensively engaged. Everything transmitted by a small number of active high-value targets can and often will be recorded and analyzed by an intelligence intercept operator, for as long as a continuous listening watch might be deemed productive or necessary.

If you are placed on recording watch only, everything you say over a very long period of time can easily be recorded with much lower resource implications than for a listening watch. Later, should a flag or flags start appearing in your conversations as a result of random or methodical monitoring of recordings, the operator has the option to retrieve and

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Bear in mind, none of this has anything to do with the legal protection that prevents your phone lines from being wiretapped. The unregulated monitoring that we are talking about cannot be used to provide lawful evidence against you unless you happen to utter a designated word in contravention of the Firearms Act. However, any of the above could lead indirectly to the subsequent issuance of a wiretap warrant against you.

Future Threat

In future, our society can look forward to dealing with government intercept systems that digitize all analog voice communications not already digitized by the telephone system. Intercept software will then convert the digital-voice code to digital-character format, which will enable the system to scan for key words automatically without a human operator. To be effective, it will not be necessary for such a system to pick out more than the odd or occasional key word in order to trigger a flag for follow-up. Consequently, the digital-voice to digital-character conversion technology could still be effective even if it had only a very low conversion success rate.

The consequence of such a low technical threshold for the performance specifications of the digital converter, means that the government will probably be able to acquire a fully-automated ultra-large scale real-time capability to continuously monitor all communications including voice communications everywhere in Canada, far sooner than anyone suspects or would have believed possible. The ability of such a system to monitor huge and ever-increasing numbers of transmissions would not be technically limited. Current discussions that touch on the impact of cryptography bans and other restrictions such as Clipper chips and related topics must surely take into account this future technological capability. Especially in Canada, where government exploitation of new intercept technologies and related policy options are virtually unrestricted, and might well be combined with devastating synergy to further attack the privacy of Canadian citizens.

TRUNK SECURITY

Your Communications Specialist

The selection of a trustworthy, capable and technically competent communications specialist as your Communications Officer will be critical to your organization's long term security and survival. This choice on your part will also greatly affect the overall operational capability that ultimately your organization will be able to achieve. Choose carefully and choose well.

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An Integrated Personal Communications Platform

As one component of your future field operations communications system, consider setting as an objective the acquisition of cell phones in tandem with modem-capable portable computers and encryption software. This will give your organization a reliable, secure, mobile, remote field communications capability. The impending availability of digital Personal Communications Systems in Canada will assist greatly to develop this capability as an alternative or as a complement to a full-fledged net radio system, at least in those areas of the country covered by cellular radio- telephone installations.

Codewords and Nicknames

You can most easily provide for the security of your trunk communications by using codewords and nicknames to conceal the meaning of secret information such as locations, timings, activities and the identities of people, positions or units. Have a close look at military systems and procedures, which have evolved in a very practical and straightforward way over many years.

Cryptography

The other means for you to provide security for communications in general and for trunk communications in particular, is to make good use of cryptography. After you acquire this technology, its value will become immediately apparent. Both conventional cryptography and public key cryptography will be useful. Exactly how and why this is so is generally well explained in the literature that accompanies cryptographic software. The use of anonymous mailers will also be helpful. This technology and information is also widely available, and no attempt will be made to repeat or to summarize it here. Certain aspects that you might not find in the usual places merit additional attention, and this peripheral information provides the focus for the following considerations.

A Balanced Key Change Policy

If a key becomes compromised, all traffic to all stations using that key could and probably would be decrypted in quasi-real time by the opposition, and possibly without you even knowing about it. The frequent or regular changing of cryptographic keys limits to a considerable degree the negative consequences of this kind of undetected compromise. A policy of regular key changes will also protect you from the potential consequences even if you only suspect that a key might have been compromised.

During operations, keys could and probably should be changed every day or every 12 hours, or as frequently as you want to change them. You will have to experiment with your own policy to work out a balance between the enhanced security provided by frequent key changes on the one hand, and the inconvenience and possible confusion that too-frequent key changes might introduce on the other.

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A Maximal or Exclusive Encryption Policy

To rely on cryptography at all, it is necessary to work from a basic assumption that it is very difficult for anyone to execute a successful cryptanalytic attack against any of your ciphertext messages. In order for this assumption to be valid and stay valid, it behooves your organization to adopt all reasonable communications security policies that will help to keep it that way. One such policy deals with the advantages of encrypting not just the odd message or only the important messages - but to encrypt each and every one of your organization's electronic messages or at least as many of them as practically possible.

Probably the best policy is to mandate that absolutely all messages must be encrypted. Including invitations to lunch. The most secure net that you can operate is one in which no traffic is sent by voice of any kind, in which no messages are sent in clear text, and in which everything is sent only as a ciphertext transmission. This not only forces a cryptographic analyst to waste time on unimportant messages (including the invitations to lunch), but also renders the net invulnerable to intercept and analysis of that portion of traffic which otherwise you would have sent in plaintext or by insecure voice.

Intelligence intercept operators are highly trained to pick out and piece together the essential elements of information they are tasked to look for. You would be surprised how much valuable information a good operator can extract and collate from a large number of unimportant and uninformative bits of seemingly unrelated information; if you permit him access to enough traffic and give him enough lead time to do it. On the other hand, the exclusive use of cryptography is capable of completely closing off your communications to this form of attack. Your attacker does not need your help to do his job. But he will gladly take it if you give it to him for free.

The Cryptanalytic Threat and Countermeasures

The world of cryptography is ever-changing. New algorithms are developed. At first, and for a time, they appear unbreakable. Then someone breaks them. Hopes are dashed, and rise again elsewhere with new developments. It is prudent to develop a proper and respectful attitude towards the use of cryptography. Cryptography provides you with an incredible asset. It can also be unforgiving to those who misuse it or neglect to study its vulnerabilities and limitations.

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Five points follow from this understanding. The first is that your communications specialist or specialists are going to have to get involved in the world of cryptography, at least so they can monitor what is going on there. It is most probable that you have every reason to trust the encryption package that you are using today. However, the same might not be true when you get up tomorrow morning. The moment the software you are using might have become compromised in some way, you will want to know about it to take the appropriate and timely action. Keeping abreast of the latest upgrades and developments will help you avoid a situation where you might be caught with a totally compromised system and not even know about it for some period of time.

Secondly, it is probable that any ciphertext message can be successfully attacked, given enough time and resources. The length of time it takes to do so initially should be prohibitive or even computationally infeasible (otherwise the program would not be rated as any good). However, this time tends to diminish, sometimes in dramatic bursts, as techniques improve and computing power increases. In time, it might become possible in practical terms for your ciphertext message to be successfully attacked within days or hours or even minutes of you sending it. This does not invalidate or render your encryption software useless. If you know how long it takes to successfully attack one of your ciphertext messages, you will still be able to use encryption to send information as before, but now for a limited period of time only. Knowing what that time frame is, has important implications concerning how you use encryption during operations. For instance when determining the earliest possible time at which you can safely release certain information.

Thirdly, you might think that this is a greatly unequal contest in which legions of highly trained government cryptanalysts armed with supercomputers worth tens of millions of dollars will surely blow away you and your puny personal computer. Not so. The resources to mount a cryptanalytic attack will always require resources many orders of magnitude in computing power and cost above the power and cost of the encryption device, assuming that some flaw in the encryption algorithm has not been discovered and exploited. So that, if there is an unequal contest here, it is one in which you have the advantage.

To maintain this advantage, all you need to do is to ensure that you are riding at or near the crest of the most recent advances in personal computing technology and encryption software. By doing so, you accomplish two objectives. The first is to enhance your security by staying ahead in the technological race. The second is to force the government to expend

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Fourthly, it is always wise to make maximum use of codewords and nicknames etc, inside of your encrypted messages. Especially for critical information. This will provide a double layer of security, just in case you end up operating in a situation where your encryption system has somehow been compromised (whether you know about the compromise or not), or breaks down or cannot be used for some other reason.

Lastly, it is good policy to use low-tech communications such as couriers or secure line on a preferential basis whenever possible. Despite the fact that some day you might have all of the fancy secure radio and trunk communications equipment that you always dreamed of having. The operational aim should normally be to maintain electronic silence for as long as possible before you have to break it or plan to break it. Once electronic silence is broken or lifted, even though an intercept operator might not be able to understand your ciphertext messages, you might well alert the system to the fact that something is going on. The consequence of alerting the system is that intercept and direction finding systems can be tasked or deployed to locate the source of your transmissions and conduct traffic analysis of your transmission patterns. With the possible result that unwelcome attention could arrive somewhat sooner in the area or at your location than you had planned for.

SECURITY OF MATERIEL

DISTRIBUTED VERSUS CENTRALIZED CONTROL

In the beginning, security of materiel is likely to be of only minor concern to you. Equipment and supplies will probably be limited to the personal property of each individual member secured under their own personal care. In some cases, items such as computers might be deserving of special consideration. Otherwise, it should be entirely adequate in the beginning for each member to simply look after their own equipment.

Eventually, however, the organization is going to acquire various classes of materiel which would be insecure or inappropriate to store under the personal care of members at home or elsewhere. Examples are bulk materials, stockpiles, special operational equipment, etc.

In addition, there could be valid reasons pertaining to operations or operational security that might compel you to retain certain items in central stores or at cache locations. The personal equipment set issued to each member provides an example. Under certain circumstances, these

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A related situation which could also require a more comprehensive system of materiel control, is when you are ready to make or take delivery of various shipments of commodities.

In addition to providing a degree of administrative accountability, the policy that you devise to protect your supplies and equipment will also have to provide for physical security. Stocktakings serve the purpose of both these functions, and apply equally to the underground as to any other kind of organization. If your organization fails to exercise due care and concern for the property that rightfully belongs to it, do not expect the members to take good care of it either. To keep faith with the membership who might well have paid or contributed towards that equipment, you will not be in any position to tolerate any kind of irresponsible attitude which is one of the things we are fighting against in government.

ACCESS AND ACCOUNTABILITY

Access to stores and equipment held by your organization and its members will have to be controlled and restricted to whatever extent might be prudent or necessary. A system to classify and account for stores is presented in the following.

Stores Classifications

Uncontrolled Stores. Some commodities such as certain common consumables can be classified as uncontrolled stores subject only to the most informal restrictions intended to control expenditures and minimize waste.

Controlled Stores. Controlled stores are those items which are subject to restrictions that might govern the individuals who are authorized to draw them, the quantities which can be issued, and/or the circumstances under which they can be demanded or drawn. The subsequent use or expenditure of controlled stores by the individuals to whom they are issued is not controlled by the stores system, but might still be subject to certain operational restrictions or security controls.

Accountable Stores. Accountable stores are those items which can be signed out to individuals according to scales of issue. Accountable stores can be serialized or unserialized. Individuals drawing them are accountable to return these items in a clean and undamaged condition.

Classified Stores. Equipment or commodities which would have security implications if lost, stolen or otherwise compromised, can be designated as classified stores. Classified stores and equipment normally are accountable, except for expendables, but in any case must be treated as controlled stores at the very least.

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Natural Security Access Control

A stores access policy based on the principle of natural security is advisable. Under this scheme, only the quartermaster and one assistant or some other pair who have been awarded responsibility for a particular site, should have knowledge of the location if at all possible. If it is a subterranean installation, this probably means they are the two who have to dig it in. Furthermore, whether or not these two supply staff members are the only ones who know about a location, in all cases they must be the only two who have access to keys.

Record Keeping

Procedures to sign out equipment will have to be developed. A simple and robust system of accounting for what piece of equipment has been signed out to which individual, will be essential to maintain overall materiel control in the organization, and to detect and prevent the loss and/or compromise of valuable or classified equipment. In particular, you will want to control and account very tightly for any type of equipment that could compromise an operation, or reveal some other important information about the organization if lost, stolen or compromised.

Accountability

Individuals who lose accountable, controlled or classified equipment must be held accountable to the extent that there must be some obligation on the part of members to report the loss at the earliest opportunity, and for them to initiate efforts to find and recover the lost item or items as soon as practicable. In addition, there is an obligation on the part of leaders at all levels to investigate how each loss occurred, to assess the consequences attributable to the loss, to make a finding as to who was responsible, and to determine whether or not the loss resulted from a willful act, or from an act of willful negligence or major negligence, or from minor negligence, or due to factors beyond the control of the individual.

It is important for members to understand that they will be held accountable in financial and/or disciplinary terms for any loss of equipment, as well as for any compromise to security that such a loss might entail. It is equally important for the organization to recognize that some losses are bound to occur under circumstances where the loss should not be deemed the fault of any person, and no person held to blame. This obligation and this understanding provide suitable fodder for inclusion in the terms of your organization's enrolment contract/code of conduct (and/or the code of service discipline applicable to operational units).

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PHYSICAL SECURITY OF MATERIEL

Movement Between Multiple Sites

Regardless of the circumstances, it might be advisable to periodically move sensitive or controlled stores from location to location, whether or not you perceive a threat to the current location. Once all stores are removed from a site, it can then be temporarily or permanently abandoned. Items stored in multiple dispersed structures or in multiple dispersed containers, whether at geographically dispersed sites or at a single site, enhance security and act to limit the extent of damage in the event a compromise does occur.

Abandonment of Sites

Along these lines, you also have the option to close down access to a site or to abandon it altogether at the slightest hint of discovery or compromise. Overall, you should not let fear of discovery slow down your organization or its operations, while recognizing that real occurrences require an appropriate response. How you approach a suspected compromised site to recover abandoned stores would be an interesting operation, and the basis for a good training exercise.

Selecting Storage Site Locations

Stores can be concealed in an urban, suburban or rural setting. Underground storage facilities in rural areas can be quite ingenious and easy to install. Especially when you consider the ready availability of large quantities of heavy equipment in farming, mining and logging country. Consider, for example, the usefulness to conceal bulk stores or underground mini-factories in large underground structures such as agricultural plastic chemical containers, concrete structures such as septic tanks, railway tanker cars or truck tankers, shored-up boxcars etc.

In doing so, take care not to neglect water table considerations or the need for ventilation or desiccation in such facilities, and the possible need to install a drainage sump. Also don't forget to close or plug external valves and drains before you bury the structure.

These are only some of many possibilities. The more inventive and unique the solution, the better the deception, concealment and protection the installation should provide.

Concealment of Installation Activity

It always pays to plan ahead and install as much secure storage and work space as early on as you can. By leaving an underground site vacant for a few years after you install it, you allow for re-growth of natural camouflage and time for memories of past activity in the area to fade. Installing a covert facility at the same time as some other construction project is underway in the same area, or the simultaneous installation of a

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Urban Aspects

Urban storage presents its own challenges, but also many opportunities for inventive solutions. The hustle and bustle that exists in any city provides very good cover for shipping, receiving and storage activities. The inclusion of a mix of suburban and rural locations will further balloon the problem for authorities attempting to discover something in the city.

PART THREE - ADMINISTRATION

Sound administration is the unglamorous engine to drive any successful organization. The principles of administration can be applied equally to the most mundane of clerical operations as to the most radical of revolutionary activities. This is often overlooked by revolutionaries and helps to explain the failure of most of them, in contrast to the success and prosperity enjoyed by typical administrators.

The particular administrative system that you devise for your type of organization could take many forms. However, the impact of resource constraints and the nature of the operating environment will rigorously amplify the need for simplicity and security as you go about developing the system.

Much of the material applicable to this topic is threaded throughout the other parts of this guide. The following three aspects are those which have not been adequately described or which merit special consideration.

Documentation. It will be very important to members and prospective members to sense and to see that your organization is well organized. The documentation package that you prepare for your organization will provide a solid foundation for an effective administration system that is fully capable to achieve this objective with assurance.

Financial Planning and Accountability. Members will be very concerned about how you handle their hard-earned money. Is it being properly accounted and wisely spent for the benefit of members?

Administration of Justice and Discipline. Your members will want, and they deserve, ironclad assurances that your organization is going to treat them, their friends, the community and those outside the community in a fair and just manner, and with due process.

If you can achieve these three things in addition to the other administration aspects discussed in the preceding Parts of this guide, your members are going to judge that your outfit is one that is well organized and well administered. The following expands on these three supporting elements.

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DOCUMENTATION

The Importance of a Writing Plan

When you are first starting out, once you have decided on some of the major issues that govern the future direction for your organization, your first major task should be to put together a writing plan that will coordinate and guide the efforts of the initial staff. The purpose of this plan will be to allocate writing tasks to the various staff members and to provide them with the guidance they will need to prepare the important founding documents of the organization. This writing plan might include any or all of the documents discussed in the following sections.

When deciding the scope for a writing plan, consider that the mark of a good administrator is revealed by the quality and brevity of his work, not the volume. In the end you may have to labour just as hard to reduce your documentation package to a reasonable size as you did to produce it in the first place.

Organizational Policy Documents

The following 7 statements or documents provide a useful architecture to lay out the fundamental policy directions for the organization. All of these documents have been mentioned previously and discussed. They are listed here to provide a summary of the material that should be prepared as the first priority in the first phase of your writing plan:

Documents for Personnel Policies

The following provides a summary of other documentation which also has been previously discussed, with a few additional notes tacked on:

1. Oath/Affirmation of Enrolment. This can be a very simple statement of not more than a few phrases or sentences. It should contain a clear and unequivocal expression of purpose that binds the enrollee in loyalty to your organization and which also binds him to uphold its basic guiding ethos, to respect and carry out the decisions, instructions and policies of the duly constituted leadership at all times to the best of his ability, to affirm that he has read and understands the conditions and terms of the enrolment contract, and that binds him to honour and adhere to the conditions and terms of that contract. Enrolment in the operations branch

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2. Enrolment Contract. The enrolment contract should be a comprehensive document, as distinct from a detailed one. Details should be included in the enrolment contract only if not spelled out in the supplementary documents to which the enrolment contract should specifically refer. The kinds of documents that should be referred to include the Terms of Service and the Code of Conduct. Other references to documents such as Security Instructions and Standard Operating Procedures might also be included. Remember, you cannot subsequently expect to hold members accountable to commitments not contained in the enrolment contract.

3. Terms of Service. Terms of Service (ToS) could be prepared as a stand- alone document or incorporated as part of some other text. The purpose of ToS is to provide a complete and detailed specification of the obligations of serving members to the organization, as well as to specify the benefits provided by the organization to the member. This includes post-service benefits for members who have been honourably released and post-service obligations that remain in force for all members, regardless of how they were released. A separate, more rigorous, and more beneficial ToS can be specified for operations branch personnel. In particular, ToS should specify the period of service, which might be fixed, indefinite, or which could specify that operational personnel must complete a fixed number of missions. Operations branch ToS might also include an additional term to specify a requirement for a subsequent period of reserve service.

4. Code of Conduct. The Code of Conduct comprises the basic law for your organization, and provides the formal foundation on which to maintain good order and discipline. The code derives its authority from the acceptance of the code by all members on enrolment and from the ability of your organization to enforce the code. The basic form of the code should be a listing of comprehensive statements that define the actions, negligent omissions and unacceptable behaviour that will be considered as infractions or (more seriously) offences within the organization. In addition, there should be a listing or range or scale of sanctions and punishments that correspond to each infraction and offence. Since the code will have to be amended from time to time, it is important that the amending and ratification procedure should be clear and acceptable to the members. The aim must be to produce and to maintain a code that is fair and effective and that has some teeth, but also one that remains acceptable to a consensus of the membership. A separate and more rigorous code of service discipline applicable to the operations branch should also be considered as part of your writing plan.

Security Instructions

Security Instructions (SIs) should be written and maintained as a comprehensive and detailed document, given the importance of SIs to the well-being of your organization and to the administration of justice and

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In terms of content, your SIs should address the many issues and requirements raised in the foregoing Parts of this guide which cover this extensive topic.

Standard Operating Procedures

Purpose of SOPs. Your Standard Operating Procedures (SOPs) should be written as a comprehensive and detailed publication that will serve as the organization's bible for all members. Good SOPs ensure that all members are able to work together from the same song sheet. To fulfill this purpose, SOPs should contain most of the basic information that leaders and ordinary members alike will need to know. What the organization is all about, how it works, and how to get things done.

Value of SOPs. In view of the largely part-time nature of your citizen's organization and its limited administrative capability, the quality of SOPs that you produce and their value to members will be judged according to how compact and concise they are and not the total page count. You will have to work just as hard to edit and reduce your SOPs to the least possible volume as you did to write them in the first place. If you do, the final product will be well worth the time and effort. From a strictly practical point of view, SOPs will be the most useful document that your organization produces.

Security of SOPs. Security is a definite concern when writing SOPs. In general, SOPs should not contain classified information, and must not contain highly classified information since this would defeat the purpose of having SOPs as a widely held and frequently used reference. On the other hand, it is unavoidable that SOPs will contain at least some information that would be of value to the authorities if they obtained a copy. The guiding principle to writing SOPs should be to prioritize and include all of the useful and pertinent unclassified information that you can cram in, in the most abbreviated format that you can devise. The exception will be if there are security or sensitivity implications attached to some of the information. In which case, no more of this information than is necessary should be included. Preparing SOPs is a question of striking the right balance between the usefulness of SOPs on the one hand and the security liabilities that could be introduced on the other.

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Control Measures for SOPs. Although SOPs by nature cannot be treated as a classified document, they can be subjected to various document control measures. All copies can be numbered and signed out to members or only to certain members, and regularly collected as part of a document verification program. Other copies can be retained and issued to ordinary members, but only for training or for operations and collected at the end. The advantage to this kind of training approach would be to make sure that all members will know the SOPs to at least a basic level, and that they will have some incentive to commit at least certain parts to memory, rather than issuing every member with a permanent copy which some of them might not read anyway.

Another control measure for improved security, if required, would be to issue a classified annex to SOPs which contains the most sensitive information. This annex would be issued under the appropriate controls and only at certain times and/or to certain people. If you adopt this approach, it becomes your responsibility to balance what is contained in the SOPs and the annex to ensure that the SOPs remain a useful document even without the annex.

SOP Template. In terms of content, it is suggested that you follow the template provided by whatever copies of military or para-military administrative or operational SOPs that you can find. Bearing in mind, that your SOPs should be much shorter and compact than the equivalent military version when you are finished, and that certain aspects or chapters of the military version should be omitted altogether if deemed not essential.

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Operational SOPs. For operational units, a considerably different SOP may be required. In this case, a military template certainly provides a good place to start. Noting, however, that the same degree of caution must be applied not to simply copy or adopt procedures at face value in consideration of various factors. Such as, the state of training and the amount of information that you estimate the members of your organization will be able to master in the time available. It is better that members should learn to do a few things well rather than many things poorly.

FINANCIAL ADMINISTRATION

KEY TERRAIN

In order to understand how money should be handled by the resistance, it is necessary to start with an understanding of the central role that money can play as part of an overall strategy.

One of the great opportunities for the resistance depends on the fact that almost every bit of the federal power derives from the federal government's capability to collect vast sums of money through taxation. This concentration of the source of federal power presents a critical

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To understand the scope of this vulnerability and the enormous prize at stake, one has only to consider the virtually instantaneous and complete shutdown in late 1995 of almost all U.S. government services as a consequence of the sudden political suspension of U.S. government spending powers by the U.S. Congress at that time.

A similar fate awaits any government or system of government that loses control of its revenue. The collapse resulting from a significant loss of revenue would not necessarily happen with the same suddenness as a suspension of spending powers. But neither could a major loss of revenue be so easily or quickly reversed, if at all. The Federal Government of Canada with its huge current debt load, burdensome interest payments, and high deficit spending is particularly sensitive and vulnerable to any loss of revenue, and will remain so for a long time to come.

There is no point to sugarcoat this matter. In a series of intentionally irrevocable and irredeemable actions, the Dictator of Canada made certain that there would be no way out for anyone on any side of this issue to alter or turn back the course of these events. From the beginning there has been only one way, his way. He held the match and he insisted to strike it. Now he controls the allocation of tax dollars that fuels the social warfare he ignited.

Under these circumstances, it is not surprising that citizens of Canada are organizing to withhold tax dollars from the hands of this master criminal. A man who, on a scale unprecedented in the annals of Canadian crime, has hijacked the Canadian state in such a way that he and his organized criminal gang can misappropriate hundreds of millions of dollars of our tax money to wage a personal vendetta of violence, robbery, intimidation, destruction and imprisonment against innocent citizens who have not done anything, let alone anything wrong. Their only crime, the crime of freedom.

From now on, each and every dollar the Canadian government takes in must be a contested dollar. The bureaucracy must be made to work long and hard for each one. All the better if they never get it. Each and every dollar that citizens can possibly influence to go somewhere else or to hide somewhere else or to delay somewhere, or to drive up the cost of collecting it to over a dollar; that is one more dollar the government won't be using to attack us.

Every dollar withheld from government that is left to circulate in the economy is one more dollar that has been denied to the government. However, it is only one single dollar. By comparison, every dollar intended for the government that specifically ends up in your organization denies the government at least two dollars. One dollar, because the government didn't get its hands on that particular dollar. And another

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If that is what you want to happen, then what you have got to do is to show your members that your organization is capable and competent to manage its money, to account for it, and to spend it according to a sound and purposeful financial strategy that gives the members what they want. And what they want is guns, the freedom to use those guns in peace and safety, and the kind of protection that only a resistance organization is willing and capable to provide under the political conditions that prevail in Canada today. If that is how you intend to manage your money and to run your show, rest assured that you will have no trouble collecting plenty of cash.

RECONNOITERING THE FLANKS

Some of the best ways to counter or choke off the awesome power that flows into the hands of government from tax and other revenue sources are:

1. Denial of Revenue. Revenue denial consists of a general program to choke off all government revenues from all sources insofar as possible. All sources of revenue and income must be examined for weaknesses and ways to exploit them. This process in Canada has already started.

2. Subversion and Hijacking of Government Expenditures. Any expenditure which the government controls can be subverted or hijacked for unintended purposes in any number of ways.

3. Control of Local and Municipal Governments. The capture of established taxation infrastructures at the local and ultimately provincial level by means of open and democratic political action, and the re-directing of a democratically acceptable portion of local or provincial public funds to the fight for property, rights, and freedom, has the best potential of all to yield significant and occasionally spectacular financial returns.

4. Countervailing Revenues. It will be critical for you to initiate a countervailing taxation and revenue program run by your own organization, in concert with similar actions by cooperative municipal and provincial governments. Revenues that your organization collects from members and from the community must be seen to benefit the resistance and the community, instead of the federal government or other governments which also take our money, but then abandon us, or fail to defend us, or even cooperate with the federal power. This program would compete openly with Revenue Canada for as big a chunk as possible of Canada's finite pool of tax dollars.

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A TOTAL REVENUE DENIAL PROGRAM

Tax Revolts and Revolting Taxes

A tax revolt by the entire firearms community would certainly deny the federal government a significant portion of its former revenue. However, there is a problem: tax revolts are much discussed but seldom do they materialize. Why? The idea could use some refinement.

As responsible citizens, it is widely accepted that we are obliged to render unto caesar. However, this does not necessarily apply to any caesar except a benign and distant one.

The life of our caesar reveals a beguiling and reckless belligerence, punctuated with dangerous flashes of malice and malevolence. This is no secret. He has boasted about it. Books have been written about it. We overlook it and pay dearly for it. Every day we see the happy Dictator laughing and joking before the cameras. Then he turns and divides and vilifies and crushes with violence and law. Illusion. Deception. Lies.

Very soon the breath of his terror will blister the paint on the front doors of Canada. We have his plan. We have his schedule. Objectives, progression, phases, timings. C-68 is very clear about all of that. Such ambitious and detailed pre-planning to subjugate regions has not been seen since the scribings of Mein Kampf. Hitler's plan was the more horrific, incontestably. But not in scope or scale it wasn't. Not when you consider the expanse of territory; the diversity of people; the richness of the ways of life; and now, the enforced hegemony of only one of them, the one most foreign and least suited to this land. This is conquest. The result will be the same then as now. Will the Dictator enforce the Dictator's law? What is his nature? You be the judge.

In all of this, the overriding consideration for patriots will be the right of innocent citizens to defend their personal freedom and liberty, and the right of communities to take collective action to defend the community.

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Objectives and Approaches for Effective Revenue Denial

As a first approach, then, it is up to each and every freedom-loving citizen of Canada to deny whatever unpaid taxes can be denied to the federal government. And to withhold those amounts until at least the day of reckoning and downfall of the regime. If every gun owner who can possibly do so, works himself into a position of owing an outstanding balance on his tax return, regardless of how much or how little it is, the effect on the federal government and the federal budget would be devastating. How much so, it is hard to gauge. Consider, though, how much a very large number of small balances owing would add up to a large sum of revenue denied, and how much this would tie up the bureaucracy for years recovering an unusually large number of small amounts owed.

In this context, the actual dollar amount that goes unpaid by any one tax- withholder is unimportant. The total number of tax-withholders tells the real story. By sheer weight of numbers, we can push up the dollar amount below which the government lacks sufficient time, money and people to go after the majority of accounts. By delaying and fighting over the accounts which they do go after, we can further complicate and draw out the process, rendering it all the more inefficient and all the more costly per successful recovery. If you are the one targetted, they might be able to make you pay in the end. But you can make them pay from the very beginning. You can make them pay at least as much to recover the amount owed as the amount is worth or more. In which case, whether you finally have to pay or not, the end effect on overall government revenues will the same: a big zero or even a net loss.

Throughout, it is important to bear in mind that the objective is not to run up a large personal bill in unpaid taxes, but to deny revenue to the federal government. In this scheme, no one should expect to make up all of the 13% (current value) arrears interest charged by the government on unpaid taxes. But you can make up most of it if you place the balance withheld in a secure interest-bearing account. The difference? That is a cost of business. The same as any cost in the fight for freedom and a small price if that is all we end up paying. Your reward will be the satisfaction of knowing that every day and every dollar that you withhold is hurting the government and will hasten the eventual day of reckoning.

Potential Scope for This Campaign

A general program of revenue denial can and should be of the broadest possible nature. It can and should encompass more than just an income tax revolt. It is up to you to identify and develop all the options. In addition to our own communities, we have to involve as many other Canadians as possible. A tax revolt serves the ends of many masters. We are not the only Canadians with a justifiable and deep-seated grievance against the federal government. Ours are not the only frustrations. The moment is ripe and if we provide the catalyst, there might be little to contain the reaction.

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Get organized. Get the ideas rolling. The accumulation of many revenue denial schemes of all kinds over time will take hold. It will bite. It will have an effect. But first you have got to reach out and capture the public imagination. Only the breadth and the audacity and the potential of a total, all-encompassing all-out campaign of revenue denial can do it. Who dares wins.

SUBVERSION AND HIJACKING OF GOVERNMENT EXPENDITURES

A program to subvert the expenditure of government funds could incorporate any action that would cause this money to be allocated or spent in a wasteful or unproductive manner. Opportunities often arise in government circles to re-direct funds to some disconnected or benign purpose that does not support the intended government objective. This serves to reduce the financial efficiency of the program, and in the extreme it can cause the objective to be missed altogether.

More useful but less frequent will be opportunities to direct public funds to some particular purpose that will actually benefit the resistance or harm the government or both. This is hijacking.

Patriots inside the civil service working directly as members or in contact with the resistance or simply as independant freelancers, are in prime positions to have the greatest negative impact on the disposition of federal financing. This often can be accomplished in undetectable small steps using normal dollar amounts, normal procedures and sticking to a normal frequency of expenditure. Anyone outside of government who provides services or conducts any kind of business with the government might also find themselves in a similar position to engage in similar activities, including the delay or de-railing of payments or re-payments owed to the government.

CONTROL OF LOCAL AND MUNICIPAL EXPENDITURES

The capture of established taxation infrastructures at the local and municipal level by the resistance and its sympathizers has been underutilized. This must now become the primary focus of political activity. There is no point to waste time and money at the provincial and federal levels at a time when there are so many deaf ears and nodding heads

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This a civic issue. The safeguarding of the people and the regulation of property and property rights are the most basic of all civic issues. These functions are the very reason municipal governments were created in the first place, and provide the historic and practical rationale why protection services and properties are regulated by municipal governments to this very day. In good times, municipal officials tend to forget the historic connection. In times of trouble, it might be necessary for citizens to remind them and to replace them if they fail to measure up to the historic dimensions of the job. A job which is to protect by whatever means necessary the municipality, its citizens and their property from whatever power threatens outside the municipal gates.

Once local councils consisting of our own people are elected and enjoy the protection of a well-developed local resistance organization, the way will be clear to declare and to enforce the rights and freedoms of citizens locally in a most direct and powerful manner. This is a battle we can win. This is a battle which initially we do not have to win everywhere, just somewhere. This is a battle to be waged seat by seat, council by council. reeve by reeve, mayor by mayor. The best chance to win is always on ground of your choosing where the people are strongest, the elites faintest and far away. We will accomplish bit by bit by local action what great provinces are too timid or too unwilling or too opposed to even try. This is democracy just as pure and simple as you will ever find it.

COUNTERVAILING REVENUES

Dollar-for-Dollar Re-allocation of Provincial Funding

Given the huge sums of public money and the unheard-of resources behind the federal government campaign, how can you possibly obtain equivalent funding to oppose it, or an amount at least in the same ballpark?

To start with, every additional tax dollar that the provincial government diverts from the federal program, is a dollar which can be spent by the province in opposition to the federal program. It is not enough for provincial governments to simply underfund the federal firearms implementation. If that is all they do, the problems, friction and chaos that characterize the administration of justice in Canada will only worsen. Generally, the provinces don't seem to have realized the enormity of the impending problem and probably won't until the bow wave hits them

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Make your provincial government know that you want them to fight this thing and bring it to a quick and final ending. That is the only viable option in the interests of everyone. At the moment, only provinces have the clout to do it.

The cheap way for provinces is to simply defy the federal government. Why not? We are. And we will back them if they do.

A more expensive way is to engage in a program of creative legislation to re-assert the rights of provinces and the rights of citizens in this area, in conjunction with a countervailing commitment of provincial funding to popular programs that build up the shooting sports in order to neutralize the federal spending intended to shut them down.

Similar means to obtain similar or greater funding at the municipal level has already been discussed. And, having discussed the subject of taxation generally, it is now possible to bring to a head the intimate connection that exists between taxation and the vital role it serves to support a resistance movement.

To state the requirement succinctly, there is now the great need in our local communities to inaugurate a competitive and diversionary taxation authority, that will have the effect to gradually shift taxation power from the federal government to our own organizations.

A Countervailing Taxation Policy for Your Organization

Clearly, the massive taxation power of government can best be fought by a countervailing taxation power. It is inappropriate for a serious organization to collect dues or fees or any such thing. Dues are useful to pay for magazines and newsletters. Fees are handy for clubhouses, ranges and renovations. The resistance taxes its members and the community and they will pay because that is what it takes to win a war.

Exactly how much tax, that is for your organization and the community to decide by democratic means. The key to it all is the psychology of it all. Semantics aside, your aim must be to instill in the membership and ultimately extend to the wider community, the acceptance of an alternative taxation power in the local area as a normal, patriotic, productive and unavoidable necessity to support a successful bid for liberty.

Just how do you do accomplish that?

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Secondly, make the members understand the long term plan. There is no greater threat to governments anywhere than the evolution of alternative taxation authorities within their jurisdiction which they do not control. Each taxpayer has only so much money of all kinds. Each taxpayer has only so much money for taxes. When all the money is gone, there is no more money left. That money can only go in some proportion to one place or it can go to another. It is up to you to convince your members of their duty to provide for your organization first of all. That should not be difficult once you have something to show them.

An Education and Financial Counselling Program. Initially, the sentiment of some members might be that while they might want to pay a liberty tax, they simply have to pay the federal tax. To overcome this objection, a financial education and counselling program under a competent financial counsellor would help. The education program could explain the necessity and role of taxation, the democratic basis for the internal rate of taxation, the benefits of taxation for members, the system of audits and accountability, how the money is spent, and so on. In his role as personal financial advisor, a qualified and capable counsellor could also assist members to free up their money for the tax, to help them identify and withhold taxes from the government, and help everyone who wants to come out ahead of the game by running an overall personal tax and financial planning and investment counselling service as another benefit of membership.

Strategic Implications. The thought of citizens preferentially diverting tax dollars from the federal government to alternative organizations in the context of a comprehensive program of revenue denial and alternative taxation, is an interesting idea. Needless to say, it is also an extremely galling one. Any occurrence of this phenomenon naturally gives the alternative organizations the appearance of fledgling alternative or provisional governments. From this realization, all things are possible.

By now, you should have a reasonable understanding why it is so essential to undertake the kind of detailed and comprehensive organizational planning that has been generally espoused in this document. Only sound planning for a sound organization will enable things to come together for you and your community in an assured and powerful manner. Regardless of the humble circumstances in which you might find yourselves in the beginning on the line of departure.

The alternative would be to get together with the boys and just go out and do the job. Would that work? Perhaps. But where are the controls? The legitimacy? What would distinguish you from just any band of brigands? What checks and balances would prevent you from becoming one?

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COVERT METHODS OF REVENUE COLLECTION AND MANAGEMENT

Having confirmed that the real power and potential of your organization is going to lie as much or more in your administrative capacity as in the eventual operational capability that you develop, it should also be clear that the logistic and administration components are going to demand most of your attention early on.

In particular, the way in which you administer finances will have an important bearing on the overall effectiveness of the organization, its security and its morale. The following excerpt provides a good example of how the collection of tax revenue can be conducted in an accurate, accountable, and yet anonymous manner for even the largest of geographically dispersed organizations.

----------------------------excerpt START-------------------------------

Payment of The Liberty Tax

We urge you to support the democracy and freedom movement in _________ by freely supporting __________________. So that some day once again ____________ will be able to enjoy our traditional way of life in peace, freedom, and security of the person and property.

As a citizen of ____________, you are being solicited to pay a liberty tax at a fixed rate which currently stands at ____ per household per annum. Many households elect to contribute more.

In return, you will be taken under our protection against the increasingly oppressive practices and abuses of citizens and their property by the ____________ state. While helping to build a new and better country for all ____________.

For reasons which will become apparent to you or which will be explained to you on request, your taxes and contributions can be accepted only in cash. We cannot under any circumstances accept a cheque or any other form of payment except cash. All of this is done to protect you and your identity.

When you transfer your payment or contributions to your ____________ representative, ensure he is known to you or provides his ______________ identification to your satisfaction. He knows to offer this personal information to you. You should rightfully be concerned if he is unfamiliar

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Once you are satisfied with the identity of your representative, insert the dollar amount that you are paying or contributing in cash into the envelope that he will provide, Under no circumstances is he authorized to accept anything but cash. Again, this is to protect you.

Your representative is required to verify the amount you insert in the envelope, so please cooperate and hand him the envelope with the money in it so it can be counted. Once he is satisfied and you are satisfied, he will hand back the envelope, and give you a numbered but unsigned receipt. Your representative will mark down the dollar amount that you are contributing and the number from the receipt on the envelope. Please verify that both numbers match correctly.

In his presence, you are also required to mark the inside flap of the envelope with a codeword of your choosing, and seal the envelope. Your representative is not entitled to see the codeword that you write down. Legibility of the codeword is important. Please do not write in long hand, and print carefully. Your codeword should consist of some unique random letter and/or number combination at least 8 letters/digits in length. You should use nothing in the codeword that could reveal your location or your identity. It is recommended that you do not use a regular word in place of a random sequence, unless you are absolutely certain that word is truly unique and also cannot be used in some way to reveal your address or identity. You should also write down a copy of your codeword and retain it for your own records, unless you are absolutely certain that you will not forget it later on.

All payments and contributions to the ____________ are published or posted monthly in a Financial Statement that is made available to all citizens on a local basis. You should ask your representative where this is kept or displayed and how you can access it. It is the solemn and necessary duty of all patriots to review this Statement, and to verify that the amount you contributed is accurately reflected against the codeword you selected. We ask that you contact __________________________ to advise of any irregularity.

To protect your anonymity, it is very important for you to use a new and unique codeword for each new payment that you make.

Please do not dispose of the receipt. If you do, make sure you keep a record of the number that appears on it. You will need to know this number and your codeword in the event that you require our assistance.

------------------------------excerpt END-------------------------------

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The other advantage to an anonymous system, if used internally in the organization to tax the members, is the control function it provides, in conjunction with levy meeting and muster parades, to inhibit subordinate leaders from trying to inflate the reported number of members they claim to have in their unit or group, or to report a lesser number and pocket the difference. To inflate the number of members, they would have to pay the tax for non-existent or non-effective members from their own pocket. On the other hand, anyone who under-reported their attendance figures would run the risk of having the discrepancy between parade states/attendance records and the Financial Statement detected, or having the discrepancy between the reported attendance figure and actual attendance detected, or run the very high risk that the cheated member would observe and report a non-observation or a wrong dollar value when he cross-referenced the next Financial Statement.

Along these same lines, the interests of the organization are better served by a higher internal tax rate than a lower one, since a higher rate further serves to inhibit the false reporting of inflated unit strength or attendance. Of course, this is not the only factor to consider when determining tax. In the end, the rate will have to be a balance of all factors acceptable to the membership. If the members feel they are not getting value for money, then it is unlikely the set rate will be long supportable.

Of course, there are other and simpler ways to collect taxes and payments under various circumstances, and you are free to develop them however you wish.

ADMINISTRATION OF JUSTICE

As virtually every Canadian is aware, the justice system in Canada has fallen into an advanced state of decay and disrepute, and might well have entered a terminal mode of failure. The reasons are many and complex. Chief amongst these has been the destructive impact of two decades of rulings and law-making by the unelected, unrepresentative and undemocratic courts and commissions, many of them spawned by the 1982 Constitution. Courts and commissions to which that Constitution effectively handed over the supreme legislative and judicial power in this country. Over and above the Parliament of Canada. Over and above the Legislatures of Provinces, the councils of local government, and certainly above the people of Canada who are now suffering the results. All of which paved the way for the shameful oligarchy of elites and now, dictatorship.

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The resulting dispersion, diffusion and confusion of judicial authority and jurisprudence; the fracturing of professional cohesion within the legal community around a common moral and ethical code; the alienation, disengagement and social detachment of the legal community from the common people and their commonsensical values; the political infiltration and adulteration of the appointed judiciary by ideologically and politically minded justices; the outrageous abuse of the shameful authority of the courts to totally exclude factual, numeric, statistical, scientific, and technological evidence and information from the basis of judicial arguments; all of these have contributed their fair share to the judicial unravelling that we are now experiencing. It did not happen overnight.

FUNDAMENTALS OF REVOLUTIONARY JUSTICE

In times such as these, the development of a justice system within unconventional organizations enjoys an enormous advantage over the decrepit and hidebound systems they supplant. On the other hand, the history of revolutionary justice has its own fair share of ghosts and skeletons. The spectres of terror and vengeance are just two that come to mind. Sometimes, these things happen because that is the plan. More often it happens because somebody never thought the problem through. It would be your biggest mistake to ever follow suit.

Advantages of Revolutionary Law

Unencumbered by the confusing, conflicting and often outrageous rulings of the established judicial and quasi-judicial bodies of the elites, unconventional organizations have the unique opportunity to develop a model system of justice from the ground up. Perhaps borrowing the best from other systems, but also free to reject all that is bureaucratic, elitist, nonsensical or repugnant in the eyes of the community. For example, consider the community's preference for a new kind of law and a new kind of justice unencumbered by the frustrating impact of binding and outrageous human rights rulings. By the simple expedient of starting from scratch with a thoroughly clean sheet of paper, every single one of the straitjackets and anchors that burden and litter the existing law can be disposed in an instant.

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The Need for Revolutionary Justice

The objective to develop an alternative system of community justice could turn into an extremely broad undertaking. However, it is also a challenge that you might be forced to take up much sooner than you think. If only because the community will demand that you do it.

Once the regime in Ottawa starts to imprison innocent folk, the community will come looking for you and they will beg you to intervene to do what provinces and everyone else seems incapable of doing. When that happens, you had better be prepared to do it. If not, the community will tar you and your organization with the same brush as all the others, and you will be finished.

If, by default of the provincial and municipal governments, it is left up to the resistance to administer and enforce the only available true justice under conditions of federal oppression, this will provide a rich and rewarding opportunity for the resistance organizations to advance the cause of liberty and democracy in the local communities. If they do it properly; and if they do it well. Done badly, the consequences could be catastrophic. But neither will you be able to side-step your responsibility, once the federal government makes its move, and if the other governments fail to intercede. The sooner you grasp the nettle of preparation on this one, the more secure all sides are going to be in the end.

A CONCEPT OF COMMUNITY JUSTICE FOR THE RESISTANCE

Before you extend justice into the community, it will first of all be necessary to develop an effective system of justice internally within your own organization. Only then should you entertain thoughts of expanding your jurisdiction into the community. When that time comes, you will not be given any luxury to decide the extent of your success or failure. The community will judge you and their judgement is what you will have to accept. Looking ahead to the time when you will have to deal with this question, it is prudent to consider the following elements in order to define a concept of community justice applicable to a resistance organization.

Consensus

The first requirement for effective community justice of the kind that is appropriate for a resistance organization to dispense, is the need to secure the consensual support of the community for any judicial action which the resistance might undertake. In this, "the community" is taken to mean your natural constituency, the body of firearms users, their families and sympathizers. Those outside this community might have to fend for themselves or they can join us whichever they wish.

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Natural Justice

Every community will have a general sense of what comprises natural justice in almost any particular situation. However, when it comes down to the fine points of detail, the field tends to open up to a wide range of opinions. Your task in applying natural justice in the context of your community will be to gauge that general sentiment. However, the details will be your responsibility to determine and yours alone. In doing so, you will have to consider a number of factors other than just the community sentiment, which at certain times in certain quarters could well run to brutal overtones. A safe approach would be to formulate a judicial code according to general community values, except in instances where those values lead you to an impractical or unworkable result or fundamentally violate your own sense of natural justice.

As an example for consideration, most in your community would probably agree that if any government authority or any other person were to conspire or act to send to prison any innocent citizen and cause that citizen to be held there, then that authority or that person is guilty of an offence and liable to a charge of unlawful arrest or unlawful confinement or both, and on conviction, should be subject to a punishment of, say, four to ten years incarceration. Which, in the particular scenario of a make-believe registration charge against that innocent citizen, would seem to strike a particularly resplendent chord of natural justice in these circumstances.

Mercy

Rough justice might play well to the public in the heat of the moment. Later on, individual members of the public, stricken by conscience, might easily come to regret their public posturing and its regrettable consequences. These people can also come to resent you as the executor of their vengeance and a constant reminder of their own guilt. The avoidance of a mechanistic code (eg. no minimum mandatory sentences) and a mechanistic enforcement policy, in combination with the merciful dispensation of justice generally, will stand your organization in good stead in the community over the long haul.

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The logic is inescapable and elegant. Every citizen is a client of the medical system because every citizen needs medical services. If every citizen needed legal services, every citizen would be a client of the legal system. By increasing the liability for those outside the system while reducing it for those inside, it is only logical for those outside to see the light and come on in. How far has the legal profession advanced our society towards the final solution for their own national social hegemony? How much further is left to go?

Consider the pattern and progression. Consider the unfortunate citizens already trapped inside. They are easy prey for the law. Easy to find. Easy to frighten. Easy to fell. They have learned their lesson. They see the light. To be free is to have a lawyer. To have a lawyer is to be free.

Then there are the free citizens still struggling outside. For 25 years they have watched the onerous laws fall into place. At first to convince, then to threaten, then to coerce, and now finally to legally compel and physically capture every last one of these resisters and throw them in prison. So that, in the end, they too will be clients. They too will have lawyers.

This is not Orwell. This is not the future. This is now. This is law of Canada. All free citizens must submit. All free citizen will register. All citizens free or not free can choose to be clients, or live in fear of becoming one.

That is your competition for the hearts and minds. A greatly unequal contest in which every advantage belongs to you and your brand of community justice.

Rights of Prisoners and the Accused

As an adjunct to mercy and natural justice, the rights of prisoners and the accused will have to be worked out in some detail, and rigorously monitored and controlled. Every citizen, even the most repugnant of your prisoners, retains a basic set of human rights which cannot and must not be infringed, lest you yourself commit a criminal act. The right to presumption of innocence. The right to a fair trial and just punishment if found guilty. The right to life. The right to security of the person. The right to a healthy environment and adequate exercise. On the other hand, there is no right to luxury or non-essentials for prisoners.

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Codification

If you expect to dispense justice in the community, that justice will have to be codified and made known beforehand to the public. Any organization that tries to make up justice in the heat of the moment as they go along is doomed to catastrophe.

Liaison and Education

It has been said that ignorance of the law is no excuse. In this case, this dictum might not be entirely valid. No one likes surprises. A means to establish liaison with the authorities in your community and to conduct a program of public information should be undertaken to ensure that a general understanding of your public code and your judicial policy is widely disseminated. If necessary, those individuals who provide these liaison services can be protected by right of having no contact whatsoever with your organization or its personnel, having agreed beforehand to act as intermediary post-offices and messengers only.

Enforceability

Every time you add an unenforceable code or render an unenforceable judgement, or one that is difficult to enforce, you impose an additional strain on the people who have to enforce it. Not only by burdening them with problems they don't need, but setting them up for possible failure of whatever it is you wanted them to do. This kind of institutional error, once it becomes embedded in your code, can be very difficult to correct. It might also expose your organization to public ridicule and disrespect of a code that can't be enforced. Once that occurs, the strain on the system can easily lead to breakdown or paralysis.

There is simply no point to codify any offence or any punishment if it cannot be enforced with relative ease in consideration of its inherent enforceability, and in consideration of the resources available to enforce it. No matter how wonderful a code you think it is. If a code or judgement is too difficult to enforce, it will be a problem. You will regret it.

Whoever is made responsible for the enforcement of judicial decisions should also be given decisive authority or at least a leading role to limit the scale and form of punishments contained in the code or to demand the necessary resources to enforce them. This sort of arrangement will ensure that all provisions of your code remain respectable and practically enforceable.

Minimum Intervention

The initial aim of your policy for public justice should be to extend revolutionary justice into the community, but not necessarily to replace the existing municipal, provincial and federal systems. A more realistic

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Overall, you are unlikely ever to have the time or the inclination or the resources to formulate and to enforce a comprehensive code of public justice in addition to everything else that you have to do. The resource implications would be enormous. A more manageable approach is to have a compact public code that deals with a very few specific offences or types of offences by public officials and members of the general public. In this way, your policy to extend justice in the community can be a minimalist policy of minimum intervention and even non-intervention insofar as possible. Acknowledging, of course, that there will be times when the community demands or expects you to act and you see the clear and unavoidable obligation to do so.

Only in the extreme scenario where the federal government becomes trapped in an endless cycle of increasing repression, would a policy of minimum intervention break down. In which case, the resistance might be compelled to work towards a position of total responsibility for the local administration of justice. Quite possibly, this could be coordinated with the political capture of, or in cooperation with, the local municipal government and its supporting infrastructure. This scenario, however, is highly speculative and very unlikely to arise in any event, considering the very grave political risks which the federal government would incur should it follow such a course of public policy.

Transfer of Jurisdiction

The ultimate objective of a policy based on minimum judicial intervention should be the eventual transfer of all judicial responsibilities in the community from the resistance to one or other of the formally constituted governments at some point in time. This presumes that adequate reforms will have been instituted in one or more of the existing levels of government as a prerequisite for this transfer to occur. Or it presumes that one or more of those governments will have been replaced by a new government capable and committed to safeguarding the rights, freedoms and equality of citizens to the satisfaction of your organization and the community. In the event that neither one of these options ever transpires, then it is likely that the resistance itself would evolve institutionally over time and eventually assume the mantle of government from whatever discredited system it would displace.

INTERNAL ADMINISTRATION OF JUSTICE AND DISCIPLINE

The development of a community justice policy is something that probably you will be forced to consider at some point in time. On the other hand, an internal system to administer justice and discipline within your own organization is something you will have to work on right from the

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Forms of Punishment

1. Fines. If you make it clear to members that the revenue from fines goes directly into general revenues for the benefit of the group, you are much more likely to gain acceptance for this type of penalty. Revenues from fines should be held in general accounts rather than special accounts, to allay any suspicion that infractions are being cited and fines awarded simply to pad some special account for some special purpose. If you cultivate this basic understanding, people who are awarded fines might not be pleased, but at least they will be inclined to pay rather than to leave or quit the organization, harbouring some level of resentment.

2. Extra Work or Community Service. As an alternative to fines, extra work or community service should also be generally acceptable to members, who should see the value of this work to the organization and to the community. Under certain circumstances, these particular punishments can provide the presiding officer with a useful alternative for members who might be impoverished or out of work.

3. Expulsion. Expulsion works when the member doesn't want to leave the organization, but not if he does or doesn't care. Many members in the latter categories might resign or quit if awarded some other form of punishment. In any case, expulsion is useful to get rid of members who might be deemed an administrative burden to the organization, or a security risk. Release by expulsion can be honourable or dishonourable, the practical difference being whether or not the member retains or is denied the post-service protections and benefits referred to in the enrolment contract.

4. Banishment. Ordering a member to leave the community, never to return, or face specified or unspecified consequences if he or she does not comply with the banishment order, would be an appropriate punishment for more serious offences in the code. This is a punishment which you should reasonably be able to enforce in most circumstances. Community factors and community sentiment will play a role in awarding it.

5. Imprisonment or Detention. Some of the most serious offences will almost certainly merit a term of incarceration, whether for a few days or years. Whether or not you include these offences or this punishment in your code is up to you. If you think that you can operate effectively without resorting to this maximum form of punishment, you are welcome to try. However, as explained previously, you might well find that life and

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Penal Facilities

If you include terms of detention or imprisonment in your code, you will have to provide the proper facilities. Even if you do not include detention in your internal code, you still have to consider the need for penal facilities in respect of your public code. The preparation and planning of these facilities should be well thought out and the installations completed well in advance of when you might need them. For this you will find the types of concealed facilities described under the heading on SECURITY OF MATERIEL to be very useful and adaptable for this purpose, if you take due care to make the necessary provisions for life support. Ventilation. Heating. Feeding. Sanitation. Emergency medical care.

There are many other types of facilities which also can be constructed or adapted for these purposes. Almost any residence or out-building or other structure anywhere can be adapted, in the city or in the countryside. A simple outdoors camp in an extreme remote inaccessible area provides another option, with or without a containment facility. Whatever your solution, consider the advisability to install multiple sites that will enable you to deactivate certain locations from time to time and move prisoners around.

Any penal system that you operate, no matter if it accommodates a single prisoner or a dozen prisoners, will have to incorporate a system of tight control and strict accountability and liability of the keepers. This accountability must include provisions for the regular and independant inspection of prisoners to assess their condition and treatment. The death or ill-treatment of any prisoner would require expert and possibly forensic investigation to assess or eliminate the potential for culpability of the prison staff. Who, if culpable, could be turned over to the established authorities if your own organization's powers of punishment were insufficient to deal with the most serious offences.

By far the best policy is to entrust the provision of prison services to only the most reliable, steady and trustworthy of members, deeply committed to taking good care of their prisoners, and who understand completely the reasons why. Accepting at the same time, that some prisoners might well injure themselves, and others might even kill themselves or die from natural causes. Through no fault of the prison staff. You will want to work very hard to minimize these possibilities. But you also have to accept that they exist and might occur.

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Other Punishments and Penalties

Overall, that is about as far as you can reasonably expect to go in today's social climate, and only for the most serious infractions, if you still want the majority of prospective members to agree to abide under such a code. Having said that, it should be clear that only serving members and only those ex-members who have been honorably released and who adhere to the post-service provisions of their enrolment contract, are entitled to the protection provided by that contract. Those who willingly or negligently break their contract with your organization or who otherwise release themselves from it, cannot expect to enjoy the benefits of the protections contained in it. This will give you added leverage to encourage members who commit offences to accept punishment rather than quit the organization, however grudging that acceptance might be.

CONDUCT OF TRIALS

Summary Trials. The simplest system to try an accused is by summary trial in which the member is always tried by his own leader, regardless of who gives him a citation or lays a charge against him. Citations (issued for minor infractions) need not go to trial unless the member objects to the citation and indicates an intention to plea not guilty. Summary trials before your own leader can be conducted in the case of all minor and some major charges, except in a case where it is the member's own leader who cites the infraction or lays a charge. In which case the member would have to be tried by his leader's leader one level up. In addition, any leader whose personal interests would or could be preferentially advantaged or disadvantaged by the outcome of a summary trial that comes before him, should be required to refer the case for disposal one level up.

Higher Level Courts. The most serious offences should probably not be disposed by summary trial, but referred directly to the jurisdiction of a higher court. The composition and procedures of that court should be established according to the traditional principles of justice to be found in the common law, at least the common law in the form it used to have prior to the perversion of law by the modern Canadian state. The selection and role of juries should also be considered. Other details are left for your consideration.

Appeals. The right to appeal could be general to all citations and charges, or it could be limited to cases involving only serious charges of the type which, on conviction, could result in expulsion, banishment or a term of incarceration.

Defence Counselling. Members should defend themselves at summary trial. Lawyers or other representatives should not be permitted. If you make provisions for legal representation, your system, which is not and can not easily be turned into a sophisticated one, would probably get out of hand very quickly, and might even collapse. An accused should be permitted to call on any reasonable number of witnesses to speak on his behalf at trial. The simplest advice is to keep everything very simple so that everyone

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Oaths and Affirmations. The presiding trial officer can order and record evidence under oath or solemn affirmation, if on occasion he believes this to be necessary. The accused should also have the right to request evidence to be taken on oath.

Powers of Punishment. The powers of punishment delegated to junior leaders at various levels can be restricted to whatever level or degree is most effective. Some leaders at junior levels could be given delegated powers to try cases that involve only certain types of offences and which might also place additional limitations on the range of penalties they can award. Other junior leaders would not have any delegated powers and would not have authority to try any case. As a rule, powers of punishment are normally held only by individuals occupying the principal primary key positions of authority at the senior leadership and senior commander level. These powers should normally be delegated only to the principals at each of the higher levels of junior leadership and junior command. Junior leaders at the lowest levels should not need, or be given, powers of punishment.

Failure to Comply. If an accused is found guilty, and refuses to comply with a certain kind of punishment for which this might be possible (such as the award of a fine), you have a problem. The ultimate control which you have to induce members who behave in this manner to accept the punishment, is to bring them before a leader at an appropriate higher level in the organization for summary trial on a charge of failing to accept the duly awarded punishment of a superior officer. A punishment appropriate to this offence on conviction might be to release the member from the organization, whether the release is honorable or not, and whether the release is to be permanent or not. Impermanent releases, however, might not be a good idea, since it opens the door for a potential malcontent to re-join later under circumstances which might be contrary to the interests of security. The loss of post-service protection and benefits in the case of an dishonourable discharge can also provide a powerful incentive to comply.

OTHER ELEMENTS FOR AN INTERNAL JUSTICE SYSTEM

Authority to Lay Charges. Unlike delegated powers of punishment, the authority to award citations and lay charges could be a general authority delegated with varying degrees of restrictions to virtually every member at every level in the organization except the very lowest.

Review of Charges and Charge Reports. A system to review all charges and the disposition of trial results and punishments should be instituted. This would provide a systemic check for consistency's sake and to detect anomalies in the frequency of charges and the severity of punishments awarded by various leaders and between various units. This would enable inconsistencies or potential abuses on the part of trial officers to be detected, investigated and dealt with.

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Ex-Officio Disciplinary Measures. It would be a good idea to be vigilant against the occurrence of ex-officio disciplinary measures by leaders or peer groups, and to ensure such practices are suppressed and effectively dealt with if detected. If your system to administer justice is broken, fix it. Otherwise it will probably be replaced by something else that works, sort of, but which you don't control.

Discipline of Leaders. Develop a culture to ensure that leaders at all levels are themselves subjected to discipline when necessary, and that this is seen to be so from the perspective of the general membership. Bear in mind, however, that leaders in particular must have the latitude to make mistakes if you also expect them to take the risks necessary to win.

A Test of Leadership

The justice system that you devise and the way in which it is implemented will provide a true test of the leaders in your organization. Their capability, their moral fibre, and their trustworthiness to discharge the considerable responsibilities with which they have been entrusted will be thoroughly tested against the yardstick of justice and discipline. How they measure up, both in the way they administer it and in the way they accept it themselves personally, will give you a very good look at the full measure of your leadership corp.

One aspect of the administration of justice is to recognize that the formal disciplinary measures that you create must be seen, and used, as instruments of last resort. The true mark of a leader is the care and concern he shows for his subordinates, to challenge them, to criticize them, to correct them, to cajole them, to prompt them, to convince them, to motivate them, to counsel them and lastly to discipline them by formal means only when all else has failed. But never, never to pass a fault he sees in a subordinate, simply to avoid the unpleasantness of what has to be done.

In the normal progression of a disciplinary case, one should expect that in any minor instance, there should normally be a clear record of the offending member having been warned about his unacceptable behaviour and having been counselled as to what is expected of him to correct his shortcomings, prior to any citation or charge being laid against him. Although, in the case of more serious offences, such leniency might not be appropriate or possible in most circumstances.

In addition, special consideration can be given to informal disciplinary measures such as the award of extra work or duties to offending members

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OPERATIONAL SUPREMACY OF DISCIPLINE IN OPERATIONAL UNITS

In the context of operational units, a fundamental difference in purpose exists between them and the rest of your organization. The nature of operations dictates that the administration of justice cannot be upheld as a primary value, but is displaced by the subordination of all else to the requirement for mission supremacy. Consequently, the focus in the operational environment has to shift slightly from the administration of justice which does not directly or intimately support the attainment of the mission, onto the administration of discipline which does. The principle thus becomes the operational supremacy of discipline over justice. This principle still permits a strong culture and philosophy of justice to permeate the administration of discipline in the operations branch, and it should. So long as you don't confuse the priorities or violate the principle. If you fail in this appreciation, your operations branch will almost certainly be predisposed to fail in operations, and perhaps even in training.

PART FOUR - SIZE AND GROWTH PLANNING

The dangers of attempting to grow too big too quickly have been mentioned previously. How fast is too fast? How big is too big? The following explores these issues so that your planning can avoid the pitfalls of unregulated, unbalanced or unfocused growth as your organization starts to expand.

URBAN AND RURAL CONSIDERATIONS

The Urban-Rural Split

The first thing to understand about urban-rural differences, is that the urban-rural social division over the right to arms in Canada is a total fabrication of the confiscationist alliance and their pollsters. It is true the Canadian political class has managed to badly split our society over this issue. However, the fault line separates those who own firearms from those who do not own them, not town from country.

As far as gun owners are concerned, where gun owners live whether in an urban or rural setting is immaterial. Where can be seen any division between rural gun owners and urban gun owners? What is the issue that divides them? There is none. They are united.

So, if there is any disunity or discord between the city and the country over guns, it could only come from inside the camp of those who don't own guns, whether in the country or in the city.

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Apparently, no one who has interpreted the polls seems to know anything about the differences between country folk and those in the city. What should occur to them, or at least to anyone who has ever stayed more than a passing day in both places, is that the gentle and unarmed country folk are a tad more understanding and a whole lot friendlier towards their gun- toting neighbours, than their lickety-split city-slick counterparts could ever hope to be or have the time. That's just the way country folk are. It has nothing in particular to do with guns or any other equipment.

So that is your urban-rural split. Hardly the basis to argue much of anything either way and then to say it's all caused by guns. Polls which neglect to measure and account for this and other controlling or contributing sociological factors, can hardly be used to draw a major sociological conclusion that presumes the existence of a societal split along urban/rural lines, and then attribute the presumed split in any significant way to the question of arms.

Sandcastles in the City

Still, the myth of an urban-rural split has been used with great effect as a propaganda tool by the confiscationist alliance. When that myth collapses, the alliance will also crumble.

By convincing the disarmed urban majority that legitimate gun ownership and gun use is basically a rural phenomenon, the alliance helps to reinforce the view that, by and large the only guns to be found in cities are held by crooks and kooks, so lets crack down on them, so what if legitimate gun owners get sideswiped, its unfortunate, a price has to be paid, to heck with farmers, I don't know any, no one I know in the city is a gun-owner, there are so few of them, what could they do anyway?

The problem for those who think this way is that, stripped of the urban- rural myth that underlies it all, the argument falls to shreds. In reality, there are many, many urban gun owners, as many or more who live in Canadian cities as in all the rural areas of Canada. They are not kooks or crooks, but intelligent resourceful people. You can crack down on them all you want, but now you are threatening and harassing and punishing innocent men and women who have done nothing wrong. You can take their guns away. But to presume after having done all that to them, that you have denied them access to firearms or somehow convinced them that they no longer need to protect themselves from the likes of you or the hired thugs who took their guns, that is where the grand delusion starts to come unstuck.

And all of this, without even considering what's going on out there with those derned farmers. Remember them?

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The Rising Tide in Town

The fatal flaw that underpins the historically high levels of public support for gun control in Canada, is hidden in the presumption that if the newest batch of gun control measures should happen to fail, the failure would not have any consequence for the non-gun owning majority. More gun control? Why not? So what if it doesn't work? Can't do any harm.

This attitude is an extremely prevalent one within the non-gun owning urban population. It too, is part of the grand delusion.

A high degree of social isolation from rural Canada might be a sad fact of life for modern urbanites. However, this is not exclusively or universally the case. Urban-rural connections where they do exist, in particular along family lines, are extremely solid and probably unbreakable. These rural people do not live somewhere "out there". They live in your city. They are your neighbours.

The social and cultural isolation of many urbanites from rural life might be a self-imposed or self-controlled condition. However, the geographic isolation of the city is not in any way under the exclusive self-control of urban dwellers. City limits do not in any way impede the free and frequent movement of rural populations in and out of cities on a daily recurring basis. Never have, never will.

It is not true that a disarmed urban majority in Canada can impose its will on an armed rural minority and simply walk away from it. It is not true that such a flimsy barrier as the social and geographic isolation of urban populations from the rural community can protect anyone in cities from the consequence of their own spiteful. selfish or inconsiderate electoral choices. It is not true either, that the millions of urban gun-owners would ever let that happen.

Anyone who believes that the resistance is centered in, or can be confined to, the rural areas of Canada, has obviously not paid attention to what is going on in their own city. Resistance has been just as intense in urban locations as in rural areas from the beginning. This might seem surprising to some, but shouldn't when you consider that the armed minority in Canada is not exclusively rural or urban, but well represented in both settings. Not only do urban-dwellers in general have the greatest need to organize for self-protection against the state and against criminals, they also enjoy numerous advantages that enable them to do so. As oppression takes hold in Canada, the self-disarmed urban population will have no option but to deal first-hand with the consequences of that oppression, not only in the farming community, but also in the community of gun owners right in their own neighbourhoods.

As a consequence of all the above, it will not be possible for any Canadian city to isolate itself in any way from the general situation that

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Planning Factors in Urban Environments

The major advantage of an urban-based resistance is the wealth of resources that exists amid the confusing hustle and bustle of city life. Things are easy to hide and easy to get. Whatever you want, you can usually find it in the city, and quickly.

The following lists some of the major characteristics of operations in built-up areas:

The most important feature for planning the growth and expansion of your organization, is to realize the great advantage that city dwellers enjoy from living in a resource-rich environment. This will enable you to identify which commodities and types of equipment and facilities you are going to need, where to find them, and what skills, qualifications and business contacts you are looking for in your recruits, and where to look for them.

Depending on the size of your city, you might plan to recruit city-wide. Or, in a very large city and considering travel times, in only one part.

Unless you intend to base your group exclusively in an inner-city area, consider the advantage to include all or part of the adjacent rural area in your planning. The ability to operate smoothly across city boundaries will prove its worth in many situations.

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Planning Factors in Rural Environments

Rural areas may not have the same variety or choice of goods and services available to an urban-based organization, so it can be more difficult and take longer to obtain certain things. On the other hand, rural areas do not necessarily lack for resources, and many of the commodities, equipment and facilities available in rural areas are extremely useful and obtainable in large quantities.

The following lists some of the major characteristics of operations in rural or remote areas:

In rural areas, it can often be more difficult to quickly concentrate forces whether large or small, or at short notice. Careful and deliberate planning of operations is required to account for this factor.

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Organization versus Operation

Some of the characteristics listed above, in particular for rural operations, might appear a bit strange to those more familiar with conventional operations. Although the estimate procedure to determine them is the same, the nature of operations and the operational environment is not and this leads to differences.

The above operational considerations are also very sketchy. Unless you belong to a group that is already active and successful in operations, it is still too early to concern yourself with operational details. Until you start planning for actual operations, there is little the authorities can do to stop you or to interfere with your organizing activities. Especially if you are successful at remaining invisible in the community, or at least in maintaining a sufficiently low profile. Consequently, it would not be advisable for you to throw away the security benefits associated with a state of operational disengagement, especially in the early stages when you most need this kind of robust and easily obtainable protection.

Instead, your focus should be to concentrate on the immediate task at hand to complete a program of sound and comprehensive organizational planning. Organization, after all, is one thing at which we are very, very good. No one can take that away. It is the unequalled ability of our people to organize that made us great in the first place, and will do so again. But now, in new and changing ways to account for new and changing circumstances.

ESTIMATING THE CRITICAL MASS FOR YOUR ORGANIZATION

Making the Estimate

In consideration of all factors, you should probably consider working towards an organization of some few hundreds to support a commando-size operational unit of about 100 members.

This number of individuals will provide you with the critical mass to support a unit that has the correct level of tactical integrity to undertake any kind of operation which reasonably your organization could anticipate to become involved. This figure is based on the known capabilities of the opposing forces that could be deployed against you in any area of Canada, the deployment and lift capability which those forces would be required to employ, the operational signature such a deployment would reveal, and the maximum time frame and duration of any typical

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You are, of course, free to arrive at your own estimate of the critical mass for your organization, based on local factors. However, the commando provides a good basis for later standardization, and should be considered as a first choice. This aspect of the need for standardization and interoperability will be discussed later on.

Estimating the Viability of Small Units

During those times when you have an operation underway, you will have to dominate the local area or at least have sufficient reserves positioned on standby in order to do so. In some local areas, such as perhaps your own, you might well be able to dominate the area with considerably fewer numbers than a full commando of 100. Perhaps with as few as a platoon of 30 men. That is your decision. You know the size and disposition of the local opposition in your area, and you should be quite capable to judge what would be a reasonable size organization that your town or area could realistically support. Would that number be sufficient to overwhelmingly intimidate the local opposition? To the extent that in rational terms, there would simply be no point for them to even attempt the interdiction or surveillance of your operations? If so, the size of organization that you have in mind, which you think your town or area can support, is plenty big enough.

Put yourself in the shoes of the opposition, and then decide. If you were the only peace officer in town, would you go out looking for 30 armed patriots to try and stop them? (This assumes that you are not one of the patriots, and also begs the question, stop them from doing what, and why would you want to?).

What if there were two peace officers? Or three? Or five? Ten? Twenty? Forty? What is the cut-off? At what point do the numbers seem hopeless, reckless, foolhardy, and when do they start to sound possible, plausible, or even favourable?

And what is this, this new kettle of fish? Do patriots run away like crooks? Do they hole themselves up like stand-off artists? Believe it if you want to. But understand this. Patriots do not see themselves as criminals. Patriots do not run away because patriots have a mission and the only wrong for them is not to finish it. They will withdraw when the job is done. You will be lucky to catch them in a stand-off. And if they run away, they are not patriots.

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Alternatives to Small Units

If, however, the balance of forces does not appear to be convincingly or overwhelmingly to your advantage, then you will have to consider how to expand your idea of what the "local area" is, and to draw out on a map an operational area that you consider to be sufficiently large to include a sufficient number of potential recruits to match the numbers you need. Which could include any number of farms, villages and towns as may be required.

When making your estimate, don't worry about the possibility of the opposition bringing in reinforcements to counter whatever final number you decide is right. Of course they will try to do that. But they can't be everywhere at once. This will not be a difficult problem for the resistance to solve when the day comes, given the overall numbers and other natural advantages that favour our side.

Numbers, it should be pointed out, that we already have. What it comes down to is how to contact those numbers, how to motivate those numbers, and how to translate those numbers into real people and real members of your organization. Which is what this guide is all about.

So, base your local estimate for the critical mass of your organization, from a consideration of local factors and local factors alone. Don't worry about the outside world. If you start thinking about all the "what ifs", your planning could easily bog down. Give your estimate the best shot you can, but move quickly to get on with detailed planning.

In urban areas, most of the above considerations do not apply. Most cities and many towns can easily support the critical mass you need, and some of them many times over. This urban aspect will be discussed.

Notes on Opposing Forces

It is important to remember that you are the one to decide, and you are the one who will control the type of operations that your organization will undertake. These activities almost invariably should consist of straightforward, mundane commercial transactions, with, of course, an added element of security to whatever degree might be necessary or prudent for a particular operation. If a good rapport and trusting liaison can be established with the local authorities, there is no reason to expect that this amicable state of affairs should ever change. Except for the possible interference of authorities from the outside world for which you must be prepared.

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In addition, the police state has an amazing ability to refine its internal establishments to control the police. First, as an extension of existing mechanisms. Later, with specially selected and ideologically oriented cadre organized in specialist units. Eventually, the common police find themselves under the gun and being stung like everybody else. Police to police the police. This is coming. We will see it. When it happens, even more will opt to join us.

As a consequence of any or all of the above, the basis to establish a positive and cooperative relationship with local authorities might already exist in your area. If not now, then later. There are risks. Extreme caution is advised. You are referred to the section on "Black Marks and Red Flags" in PART TWO under SECURITY OF PERSONNEL. However, on that basis, if you are successful to even the slightest degree to establish a working relationship of some kind, the resulting state of affairs will certainly act to preserve the peace and stability of your community despite the federal policy to destroy it.

Having discussed the best possible outcome for everyone, the potential for a different reality cannot be ignored. Which is, that the terrible clash of ideologies in which all of us have been caught up, will be fomented with such poisonous and divisive propaganda that the possibility of cooperation in every jurisdiction in Canada cannot be assured.

MANAGING GROWTH

Establishments, Standards and Controls

The speed and manner in which your organization is permitted to grow will have to be controlled to avoid the potential malignancy of unbalanced, uncoordinated and self-serving empire building by individuals within the various units and components of your group. This cancer will kill you as surely as anything else. The size, shape, and functional layout of headquarters and units and the constituent sub-units and sections of each one, will all have to be determined beforehand on the basis of an operational and functional analysis of the role of each component.

Establishment controls which specify the maximum strength or size of units and components of units, should be considered. This will prevent individuals from padding this pet section or that pet section, or more likely, their own section, at the expense of more desperately needed or more balanced personnel or materiel requirements elsewhere. Standard

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Phasing

The following provides some long-range guidance on how to manage the growth of your organization as it passes through various phases of development. The phases are not necessarily rigorous, and you are free to define your own. However, the overall sequence of development should probably follow a pattern similar to the one below.

PHASE ONE

Writing and Preparation

The first phase of growth is where you are now. To break out, you are going to have to put together a small, highly skilled and dedicated team to hammer out the basic founding objectives and conventions for your organization. Also, you will have to choose a leader and decide on some basic assignments for your people to various positions, and to draw up titles and terms of reference. Then, to allocate organizational and writing tasks according to the various professions, trades, talents, skills and interests of the leadership cadre that you are molding together. Then to launch your writing plan.

Writing will take a number of months, or perhaps a year. It doesn't matter, if you start now. As an exercise in itself, it will prompt a considerable degree of brainstorming and planning all along the way that will give you great satisfaction and encouragement as the writing milestones pass by.

The First Recruits

Once the writing is complete, and a training and indoctrination program is in place, you will then be able to open your doors to a general recruitment campaign. If you have done your homework well, you can be certain that these newest members will be duly impressed by what they see, and you yourself will be amazed.

Having taken in the first batch of known and trustworthy recruits, you will then have to pause so that you can train and indoctrinate them as the second-level cadre of your organization. This will enable you to check out and adjust your newly-created policies and procedures in respect of recruiting and selection, training, security, discipline, finance, and to test and verify the viability and acceptability of the basic founding principles and conventions in the eyes of the group. Listen to these first recruits. Learn from them the same as they will learn from you. When at last they have been trained and indoctrinated to your satisfaction, your

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Establishing a Development Cycle

As soon as you have trained the first recruits, you will then be poised to select from a second intake of recruits, and to further build and refine your organization and its policies and procedures. Don't worry about operations. Operations still lie somewhere down the road. Although, you are cautioned not to lose sight of the operational aim. Some day, in the not too distant future, your members will start to look to you for results. Sooner or later, you are going to have to produce those results in the same way that you expect the membership to produce for you.

By repeating this cycle of planning, growing, pausing and refinement over and over, you will start to see your vision for the organization fall into place far quicker than you imagined possible. Not because of magic, but simply the inevitable result of all the careful planning and preparation that went on before the first recruit ever stepped through the door.

Democracy and More Democracy

One aspect that will be critical all along is the great question of democracy. Cynics might sneer and pragmatists dissemble. You yourself might not see it. But mark these words: without a vibrant and healthy internal democracy, your organization will be doomed. The frustrations of democracy might slow you down. But in the end, democracy will save you from yourselves. Let the fate befalling Canada be a proverb. If you make a joke of democracy, it will make a fool of you.

Initially, due to its diminutive size, there might be little if any formal democracy in your group, the seeds of destruction already sown. It is up to you to find those seeds, crush them, and replace them with sprouts of democracy. Even to the point of holding early elections, and even if you think that an early election might put at risk the fulfillment of your personal vision and all of your own hard work. The act of winning or confirming your mandate early on is just too important. That's democracy. If you can't stand to get burned, you shouldn't try to be the cook.

PHASE TWO

Signposts of Success

Having achieved an organization of anywhere from 30 to 50 members, you might begin to get the feeling that your organization is becoming somewhat unmanageable or unwieldy. When you feel like this, what your instincts are telling you is that it is time to shift gears and move into the second phase of your organization's existence.

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This possibility is a simply a fact of life that you will have to live with from now on. Remember, even if you have been penetrated, you will still be protected. That is what your whole organization is designed to do. That is what your security system is designed to handle. By this stage, you will have a lot going for you. A comprehensive security policy, security program and security procedures. A security training program. Screening of recruits. And much more. No operative could have an easy time of it. He or she would be at constant risk. Constant attention to security by all members to maintain your program will keep it that way. That is how to break the security jitters. In any case, not having conducted or planned any operations at this stage, it is still questionable if there would be any damaging information that a possible informant could report. That is no excuse for anyone to be complacent.

Be duly skeptical of anyone who wants you to leap into operations before you are comfortable crawling towards them. This is not a race. The important thing in Phase Two, is to go on building your organization towards the point of critical mass. And specifically, to develop your organization into a full-fledged group with a fully developed operational branch that has begun to equip and train itself for the conduct of operations in the not-too-distant future.

Generational Growth

One of the developments in Phase Two must be to consider the start-up of other sub-groups and units locally and regionally. Any trusted and capable member who might be relocating to a new job somewhere in a new area would be ideal for this purpose. Alternatively, potential leaders in the outlying regions who might already be known by you and who you know to be trusted members of the community, would also make good candidates. You can anticipate a considerable learning curve for these individuals. In the early stages, they could easily take up a lot of your time. In some cases, they might also need a firm and guiding hand to keep them in line. Because of time and distance, these leaders will be operating in many cases quite independantly. Any possible transplantation of members from your location to theirs, would be of great assistance. Choose these outlying founding leaders with care. Avoid any possibility of loose cannons. In particular, make certain that the democratic process begins to take root firmly and quickly wherever they tread.

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Conglomerate Growth

An alternative mode of growth will occur when and if you start bumping up against similar, independant organizations in your area, whose existence you may or may not have known about. So long as all organizations share the same basic objectives and methods, the overall resistance movement in your area will be able to continue growing and progressing in an atmosphere of cooperation and mutual support.

Amalgamations, alliances and federations are to be encouraged. Being small is only useful before you start operations. Once you become operationally active, the bigger you are the better protected you are going to be. Furthermore, if all organizations start out using the same basic song sheet or at least a similar one, the resulting commonality of purpose and design from the beginning will make the amalgamation process that much easier to negotiate and carry out. The ability of any number of local anonymous groups to start off from the beginning with a common basis for synchronization and standardization later on, greatly favours the subsequent formation of alliances and amalgamations. This capability for everyone to start off independantly and securely, but with common cause and common methods, is a true reflection of the liberating power of the information age.

The phenomenon of multiple dozens of independant organizations springing up in your city or in your region, would greatly add to the overall problem of the authorities, and greatly enhance the security of each of the various groups. The union of many smaller groups over time gives the resistance its best possible protection in the early stages, precisely when some form of overall protection is most needed. This provides a powerful reason why everyone including you, should start up your own group and not wait for someone else to do it for you. This is security.

By way of comparison, the generational method of growth clones everything from a single seed. If that seed is infected, everything else could be infected. This is not possible with conglomerate growth. That is not to say generational growth should not be used in the appropriate circumstances as discussed.

Until various groups start bumping up against each other to begin the process of amalgamation, no one will really know how successful anyone else has been. Not the government. Not even ourselves. However, when these contacts are formed as eventually they must, it should give you great comfort to know that independant supporting life forms have been springing up in the same world as yours. This is security.

To make a thousand flowers bloom, we need a thousand planters. From the millions in our communities, it is a firm and unalterable conviction the thousand are there and a thousand thousand who will follow once they have something to show.

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PHASE THREE

Phase Three will see your organization progress to a full-fledged large "R" Resistance organization, with all of the capability that entails. Don't let this prospect put you off. Your job is to take this thing one step at a time, never pushing to the next level until you are ready for it. That is all you have to do. In the end, however, there is no limit to what can be achieved by your community or any community that has been given the choice to surrender a way of life or come out fighting.

It is in Phase Three that your local community will begin to see the first tangible benefits from having an organization like yours around. Not only to aid, abet and ensure the free flow of trade in arms and other prohibited or repressively regulated commodities, but also to protect your members and the community from the meddlesome threats or interventions of the federal power.

Growth will still be an important factor in Phase Three, even as you concentrate on the conduct of operations. The push to negotiate a continuing process of amalgamation, and the extension of alliances and federations to achieve a truly regional, provincial and ultimately national organizational structure, should proceed as a priority. The benefits and advantages of progressive unification will be enormous. Not least of which, the scale of operations in all regions can be expanded to attract the interest and participation of the world's largest arms dealers, leading to an abundance and security of supply at such reasonable cost that now we can only dream about.

PHASE FOUR - AND BEYOND

Phase Four will be characterized by a greatly reduced number of powerful regional or province-wide citizens rights organizations, and the beginnings of a truly national federation. Phase Four will see the unmasking of organizations and the leadership of organizations as part of a general transition from a covert mode to a more open and established public role within the community. This aspect is an important one. Phase Four will enable people in the firearms-using communities under protection of the federation, to live their lives openly in peace and freedom, without fear and without having to hide any more. This will come true, whether or not the federal government comes on board, whether or not the federal government will mean anything to any of us any more, and whether or not the federal government might exist or not exist in anything like its present form or location.

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CONCLUDING COMMENTS

Eternal Hope

It is possible that Phase Four might never arrive in this country. It can be postulated that any regime that seeks to openly destroy the rights, freedoms and equality of citizens under such a broad and unrelenting campaign as the one unleashed by the Liberal party, will soon find itself erased from the political and social landscape. In particular if citizens succeed to raise up a popular Resistance giving full voice to those rights. So that, there might not be a Phase Four or any subsequent phase in Canada, but a much earlier return to a renewed and peaceful harmony under the banner of equality and the self-declared rights of citizens We have witnessed this already to have happened in part to the Progressive Conservative party. However, the process is nowhere near to completion.

The Realities of Social and Political Momentum

Unfortunately, it is by no means certain that such an amenable and early conclusion will take place. First of all, this presumes that everyone in Canada is committed to the principle that all citizens have equal rights, and that the rights of citizens are inviolable. Sadly this is not the case. What we see in Canada is an abundance of thought contrary to the equality and rights of citizens and the commitment of many self-interested groups to the side of government in its campaign to break down our equality and rights. So that, if you pin your hopes and plans on the possibility that the radicals and tyrants in Ottawa will simply give up and quit, then you have badly misjudged the nature of these self-serving ideologues and their supporters. Moreover, if these gangsters ever sense or misjudge that ultimately we are prepared to go only so far and no further, they would be all the more inspired to push us to the breaking point, whatever they perceive it to be.

It is wise then, to consider the actual situation in Canada. What is the thinking that we see coming out of Ottawa? Is it not that citizens are complacent? That citizens will give up? That citizens do not believe what the citizens profess to believe?

If this kind of government thinking continues to prevail for as long as it has already, it would be the most grievous error for you or any of us to fix our sights on anything less than total victory. And what is total victory? If not an absolute triumph for the equality and rights and freedom of all citizens, and the utter destruction of the unequal, adversarial and divisive system of state-controlled privilege that is tearing this country apart.

The High Cost of Failure

Let us proceed then, with absolute determination, to take each and every step one at a time until the day of final victory. And then with power and confidence, to take back our country.

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This is not to deny anyone their historic or inherent rights in Canada, but to confirm and to uphold that all Canadians must share those rights. Rights minus the equality of rights equals injustice. This is truth. This will not change. This will not go away. This will only worsen as the tangled web of disparate rights in Canada continues to unravel in choking contradiction.

Canada is no longer just a land of rich and poor. This is not only the empire of legal haves and legal have nots. This is the system of tribal and imperial castes, the castes of many tiers. Small and legally privileged groups at the top, largest and legally dispossessed minorities at the bottom. Ordained by law because of who they are, and where they were born, and to whom they were born. Because of their heritage. Because of their race. Because of their way of life. This is not Canadian. This is foreign. This is not right. Perhaps your children are lucky. Or, perhaps they are good only to grease the pyramid with their tax dollars, no more to enjoy freedom or the opportunity and bounty reserved for the top.

The politicians will continue to meet, and to divide the spoils of Canada. The premiers, to procure new powers so easily created by the Dictator. The Dictator, to distribute the largesse of his despotism. He will lose nothing, but make new powers to offset what he bargains away. The premiers will get. The premiers will give. And what will they get, but more powers? And what will they concede, but the residual rights and equality of their citizens? Our inviolable rights for their illegitimate powers. The Faustian bargain replayed. As they did in 1980. As they acquiesced in 1995. To them, the crisis of Canada is a crisis of power sharing and they intend to fix it by sharing the power of a Dictator.

What they do not see is the profound crisis of democracy which they are digging deeper and deeper every day. A crisis that we intend to use to limit the power of them all and return it to the people. There is the crux. The politicians have got it wrong because they do not want to get it right. The are digging one hole to fill another. Ruining good ground to fill the bad. Such holes cannot be filled. Their schemes will fail. The crisis will deepen.

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The Call to Action

A journey of a thousand miles begins with a single step. Are you the one to take it? If not, then who?

Perhaps you believe there are others better qualified than you to plant and harvest the seeds of resistance. This is not true. If it was true, they would have done it. Not later when this a sure thing, but now when there is risk, chance, uncertainty. That is the mark of a leader, that he calculates the risks big or small, and then takes them big or small because of faith. That is the only qualification you need.

All of us can draw great inspiration from William Stephenson, the Manitoban of long ago. From scratch, he too faced an impossible situation to create and run a covert organization against all odds. But he did it and turned it into the world's largest and most successful underground operation in history. One that allowed his teams to operate with great skill and war- winning effect under the very nose of the most ruthless and determined power of his day. This he accomplished by making it a point not to rely on the elite professionals of the espionage world, whose methods and persona were know to the opposition. Instead, his concept from the beginning was to recruit from scratch a large body of intelligent, talented and enthusiastic amateurs and to mold them into highly resourceful and effective teams. Which he did with great skill and impressive results. Many were Canadians. They were the great unknowns of their time. And so must you and your compatriots become in ours.

That, in part, is our model. Proven and successful. An inspiration which, if we pattern ourselves after it, future generations of Canadians will surely take pride and enjoy the fruits of our sacrifice. Let there be no illusions. There will be sacrifice. Ours is the more daunting task. Stephenson had behind him all the power and resources of the state. But neither are we fighting a tyrant in far-away Europe. Our despot is in the backyard. Where he and his authorities are free to strike at us and our families according to the plan of vengeance, the plan that no one denies, the plan that all of us have seen and all of us have read or should have. Never before have so many Canadians faced such bitter danger or oppression. Perhaps through our sacrifice, never again will they have to do it.

It is truly astonishing how frequently our opponents express the fear of our guns. In doing so, they fear most what they should really fear the least or not at all. What they should be more concerned about is the unequalled ability of our people to organize in our communities, and now, not only to organize, but to organize outside the system, away from the Dictator, and beyond the reach of his perverted regime. And that is not all. There is one thing which our opponents are right to fear and they should fear it greatly. Which is what they themselves have been doing to us and for so long.

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The key to it all, is organization. If you are by yourself, you are alone to face the rising seas. But, in the company of just one other, you have the beginnings of a fine ship and crew to ride the storm. Even the smallest of teams with talent, dedication, a division of responsibilities, and proper phasing of the plan, can reduce the most daunting of tasks to the most manageable proportions. Start small. Think big. Grow slowly. See you on the victory parade.

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