The following is an excerpt from US Army Field Manual 7-0, Train to Win in a Complex World. The US military is an aggressive colonial force that commits war crimes regularly, is the largest polluter on the planet, and is an occupying force both on U.S. indigenous land and overseas. But as Ovid reminds us, Fas est et ab hoste doceri — It is right to learn, even from the enemy.
Train to Win in a Complex World
FM 7-0
The Army trains to win in a complex world. To fight and win in a chaotic, ambiguous, and complex environment, the Army trains to provide forces ready to conduct unified land operations. The Army does this by conducting tough, realistic, and challenging training. Unit and individual training occurs all the time—at home station, at combat training centers, and while deployed.
Army forces face threats that will manifest themselves in combinations of conventional and irregular forces, including insurgents, terrorists, and criminals. Some threats will have access to sophisticated technologies such as night vision systems, unmanned systems (aerial and ground), and weapons of mass destruction. Some threats will merge cyberspace and electronic warfare capabilities to operate from disparate locations. Additionally, they may hide among the people or in complex terrain to thwart the Army’s conventional combat overmatch. Adding to this complexity is continued urbanization and the threat’s access to social media. This complex environment will therefore require future Soldiers to train to perform at the highest levels possible.
Training is the most important thing the Army does to prepare for operations. Training is the cornerstone of readiness. Readiness determines our Nation’s ability to fight and win in a complex global environment. To achieve a high degree of readiness, the Army trains in the most efficient and effective manner possible. Realistic training with limited time and resources demands that commanders focus their unit training efforts to maximize training proficiency.
PRINCIPLES OF TRAINING
Units execute effective individual and collective training based on the Army’s principles of training. See ADRP 7-0 for a discussion of each of these principles:
Train as you fight.
Training is commander driven.
Training is led by trained officers and noncommissioned officers (NCOs).
Train to standard.
Train using appropriate doctrine.
Training is protected.
Training is resourced.
Train to sustain.
Train to maintain.
Training is multiechelon and combined arms.
TRAINING PROFICIENCY
Proficiency in individual, leader, and collective tasks is measured against published standards. Proficiency is recognized as complete task proficiency, advanced task proficiency, basic task proficiency, limited task proficiency, and cannot perform the task.
PROFICIENCY RATINGS
The proficiency ratings are as follows:
T is fully trained (complete task proficiency).
T- is trained (advanced task proficiency).
P is practiced (basic task proficiency).
P- is marginally practiced (limited task proficiency).
U is untrained (cannot perform the task).
T (Fully Trained)
A T proficiency rating means a unit is fully trained. It has attained task proficiency to the Army standard, achieved a GO in 90% or more of both performance measures and leader performance measures, and has met 100% of all critical performance measures. The task is externally evaluated and meets the remaining requirements as outlined in the training and evaluation outline (T&EO) in accordance with the objective task evaluation criteria matrix. (See appendix B for a detailed explanation of the objective task evaluation criteria matrix.)
T- (Trained)
A T- proficiency rating means a unit is trained. It has attained advanced task proficiency free of significant shortcomings, achieved a GO in 80% or more of both performance measures and leader performance measures, and has met 100% of all critical performance measures. The unit’s shortcomings require minimal training to meet the Army standard. The task is externally evaluated and meets the remaining requirements as outlined in the T&EO in accordance with the objective task evaluation criteria matrix.
P (Practiced)
A P proficiency rating means a unit is practiced. It has attained basic task proficiency with shortcomings, achieved a GO in 65% or more of all performance measures, achieved 80% or more of all leader performance measures, and has met 100% of all critical performance measures. The unit’s shortcomings require significant training to meet the Army standard. The task is not externally evaluated and meets the remaining requirements as outlined in the T&EO in accordance with the objective task evaluation criteria matrix.
P- (Marginally Practiced)
A P- proficiency rating means a unit is marginally practiced. It has attained limited task proficiency with major shortcomings, achieved a GO in 51% or more of all performance measures, achieved less than 80% of all leader performance measures, and has met less than 100% of all critical performance measures. The unit’s shortcomings require complete retraining of the task to achieve the Army standard. The task is not externally evaluated and does not meet the remaining requirements as outlined in the T&EO in accordance with the objective task evaluation criteria matrix.
U (Untrained)
A U proficiency rating means a unit is untrained. The unit cannot perform the task. It achieved a GO in less than 51% of all performance measures, less than 80% in all leader performance measures, and less than 100% in all critical performance measures. The unit requires complete training on the task to achieve the Army standard.”
SUSTAINING PROFICIENCY—THE BAND OF EXCELLENCE
A unit’s training readiness is directly tied to its training proficiency. That proficiency naturally fluctuates over time and in response to various factors. Each unit encounters and adjusts to these factors, including training frequency, key personnel turnover, new equipment fielding, and resource constraints. Well-trained units seek to minimize significant variances in achieved training proficiency over time. This is training in a band of excellence. This common sense approach precludes deep valleys in proficiency that occur when units lose their training proficiency. Failing to sustain proficiency requires more resources and time to retrain the unit. Training within a band of excellence is the key to sustaining long-range training readiness. See figure 1-1.
Effective commanders take the unit from a training start point, attain the required training proficiency, and maintain that proficiency over time. Once training proficiency is attained, the unit strives to maintain that proficiency within a band of excellence. The commander who understands factors that negatively affect training proficiency can better plan so that unit training skills do not atrophy to a less than acceptable level.
To adjust to the anticipated highs and lows of training proficiency, commanders continually assess training plans and strategies to keep the unit mission-ready over long periods. This assessment may cover individual memory degradation, skill degradation, unit personnel turnover, changes in crew assignments, and changes in key leadership. Maintaining high levels of proficiency may prove more difficult than building proficiency from a training start point. By understanding and predicting the factors that affect training proficiency, commanders can mitigate those effects and maintain higher levels of training readiness longer.
TOP-DOWN/BOTTOM-UP APPROACH TO TRAINING
A top-down/bottom-up approach to training reflects a team effort with commanders and their subordinate leaders. Commanders provide top-down guidance in the training focus, direction, and resources while subordinate leaders provide feedback on unit task proficiency, identify needed training resources, and execute training to standard. This team effort helps maintain training focus, establishes training priorities, and enables effective communication between command echelons. See figure 1-2 on page 1-4.
Training guidance flows from the top down and results in subordinate units’ identification of specific collective and individual tasks that support the higher unit’s mission. Subordinates provide bottom-up feedback. This input from the bottom up identifies the current state of training proficiency for collective and individual tasks at lower echelons. This input helps the commander objectively determine unit training readiness.
TRAINING SUBORDINATES IN MISSION COMMAND
Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (ADP 6-0). As the Army’s philosophy of command, mission command emphasizes that command is essentially a human endeavor. Successful commanders understand that their leadership directs the development of teams and helps establish mutual trust and shared understanding throughout the force. Commanders provide clear guidance that directs subordinates’ actions while promoting freedom of action and initiative.
Subordinates, by understanding the commander’s guidance and the overall common objective, can adapt to rapidly changing situations and exploit fleeting opportunities. They are given the latitude to accomplish assigned tasks in a manner that best fits the situation. Commanders influence the situation and provide direction and guidance while synchronizing operations. Likewise, subordinates understand they have an obligation to act and synchronize their actions with the rest of the force. Commanders encourage subordinates to take action, accept prudent risks to create opportunity, and seize the initiative.
To exercise mission command successfully during operations, leaders in units understand, foster, and frequently practice the principles of mission command during training. Using these principles during training enables subordinates to overcome obstacles. The principles of mission command apply to all levels of command.
Commanders aggressively train to overcome institutional obstacles that the Army’s operational pace and personnel turbulence present. These obstacles can include frequent deployments of an organization comprised of units that have not trained together, personnel turbulence caused by operational commitments, and constrained financial resources. In particular, training creates common and shared experiences that increase trust and allow commands to acquire competence in mutual understanding. This training builds teams who can communicate explicitly and implicitly, conduct decentralized operations, and achieve unity of effort in uncertain situations. (For more information on mission command, see ADP 6-0 and ADRP 6-0.)
THE ROLE OF LEADERS
All unit leaders are responsible for quality training. Primary roles involve training subordinate leaders and developing teams. Leaders consist of commanders, NCOs, and unit leaders.
TRAIN AND DEVELOP SUBORDINATE LEADERS
Successful leaders build cohesive organizations with a strong chain of command, high ésprit de corps, and good discipline. As the unit trains, leaders mentor, guide, listen to, and think with subordinates to challenge their subordinates’ depth of knowledge and understanding. These actions build trust among Soldiers and between Soldiers and their leaders. Commanders ensure that their subordinates know how to think instead of what to think. They develop their subordinates’ confidence and empower them to make independent, situational-based decisions. Effective commanders develop subordinates with agile and adaptive approaches to problem solving that more easily translate to operations.
Effective Army leaders develop others and conduct team building. Holistic leader development plans contribute to unit cohesion, resilience, and agility by producing teams and leaders that are creative, life-long learners, adaptable, fully committed to the Army profession, and capable of exercising mission command.
DEVELOP COHESIVE AND EFFECTIVE TEAMS
Teamwork is the essence of how the Army operates. The Army trains confident and proficient individual Soldiers but employs them as teams that work together to meet every mission requirement and to overcome every obstacle. Whether training as a team of two Soldiers or as a large combined arms team, developing and encouraging teamwork in training sets the foundation for operating when deployed. Commanders instill and encourage teamwork as training is planned, prepared, executed, and assessed.
Teams and teamwork are as essential to unit training as they are to successful operations. Teams occur at every echelon and level of Army organizations. Teamwork begins with two Soldiers training together, progresses as they train on simple collective tasks, and evolves as they sustain their training on more complex collective tasks. A team is more effective than an individual is at achieving results. When Soldiers work together, they use their unique skills, experiences, and capabilities together to achieve task proficiency.
The mission command philosophy helps to set the conditions for training and developing cohesive and effective teams. Building a shared understanding among team members is the first step in developing a team. It gives the team a unifying and focused purpose. In a team-focused climate, members understand the reason for each action, the capabilities of each member of the team, and each members’ contributions effects on the overall success of the organization.
THE ROLE OF COMMANDERS
In addition to the unit commander’s activities—understand, visualize, describe, direct, lead, and assess—in training, commanders at all echelons fulfill their role in unit training with their continuous attention, physical presence, and energy to—
Develop and communicate a clear vision.
Personally engage in training.
Demand that training standards are achieved.
Foster a positive training culture.
Limit training distracters.
Enforce a top-down/bottom-up approach to training.
See ADRP 7-0 for more on the commander’s activities in training.
Develop and Communicate a Clear Vision
Published training guidance provides the vision, direction, purpose, and motivation necessary to prepare individuals and organizations to win. It is based on a comprehensive understanding of—
Task proficiencies to attain—the what to train.
Commander’s guidance.
Operational environments.
Organizational and personnel strengths and weaknesses.
The training environment.
Personally Engage in Training
Commanders are engaged in every aspect of training. Commanders are physically present to the maximum extent possible during the planning for and execution of training. As stewards of the Army Profession, they effectively resource training and protect subordinates’ training time. They create a sense of stability throughout the organization by protecting approved training plans from training distracters. Commanders are responsible for executing the approved training to standard. Effective commanders provide timely, valuable feedback to all participants.
Demand Training Standards Be Achieved
Leaders anticipate that units may not perform some tasks to standard. When designing the training calendar, leaders allow time during training events for additional training for those tasks not performed to standard. It is better to train to standard on a limited number of tasks rather than attempt and fail to achieve the standard on too many tasks. Soldiers will remember the enforced standard, not the one that leaders discussed. Leaders cannot assume that time will be available to train to standard next time. Rationalizing that corrective action will occur during some later training period sets units up for failure rather than success. See appendix B for more information on task standards.
Foster a Positive Training Culture
Commanders create a training culture that listens to and rewards subordinates who are bold and innovative leaders and trainers. Commanders challenge the organization and each individual to train to their full potential. Such a challenge fosters a training culture so that organizations and individuals strive to not just attain task standards but to attain higher levels of task mastery.
Limit Training Distracters
Commanders plan and resource training events while limiting potential distractions. They ensure participation by the maximum number of Soldiers. Although commanders cannot ignore administrative support burdens, commanders can manage those burdens using an effective time management system. Additionally, commanders must support subordinates’ efforts to train effectively by managing training distracters and reinforcing the requirement for all assigned personnel to be present during training.
This podcast features two interviews. First, we speak with Joshua Wright about current logging of old-growth forest in the Mattole River Watershed, as well as on Vancouver Island and in Alaska. Second, we speak with Will Falk. Will is currently journeying the length of the Ohio River (the most polluted river in the United States) exploring the history and ongoing colonization and desecration of the watershed.
Forest defense activists in northern California can be reached on Instagram. @Redwoodforestdefense are the Green Diamond activists, and @Blockades.babes is the Lost Coast activists.
This article introduces a basic guide of generally accepted “security codes” for movements which can be applied in a variety of direct action, protest, and event situations.
Activists and revolutionaries will often find themselves in situations that are dangerous for a variety of reasons. Whether we are engaged in protest, events, or direct actions, we need to protect our community, our mission, and ourselves. That is why we endeavor to teach security training to everyone in our community.
Security falls into a number of domains. We must protect information using security culture, digital security, and other “infosec” techniques. We must protect relationships and organizations using vetting procedures, gradual building of trust, compartmentalization, and so on. And we must protect ourselves physically by learning self-defense techniques and being prepared for the situation we find ourselves in.
This article is proposing a set of generally accepted “security codes” for the movement that can be applied in a variety of situations. These protocols refer to the accepted or established code of procedure or behavior in any group, organization, or situation. By having a set of generally known and accepted protocols, we can:
Minimize confusion;
Build competency in security techniques; and
Avoid wasting time and energy repeating information to large groups of people
Here we propose a basic 3-part code that varies between low-risk, medium-risk, and high-risk situations. These basic protocols should be considered a baseline and can be adapted to offensive and defensive situations.
Code Green (Low Risk)
This protocol should be applied in situations when no risks are expected. For example, private events held on friendly territory may be a “green” situation. However, in keeping with developing a general security culture, some precautions should still be taken.
Mission specific considerations and equipment
Maintain situational awareness
Maintain basic security culture precautions
Basic health and safety considerations: food, water, first aid kit
EDC (Everyday Carry)
Practical clothing
Communications: may be open, depending on the circumstances. Using secure communications is always recommended, but not crucial.
Code Yellow (Medium Risk)
This protocol should be applied in situations when there is an elevated potential for risk. For example, a public protest or event may be a code yellow situation. In a code yellow situation, information should be treated more carefully.
All of the above, plus:
Conduct a security analysis prior to the event/action, then brief your team on findings
Designate a security team and prepare for possible threats
Consider creating an Operations Order and formalizing roles
Use encrypted communications and minimize information leakage
For offensive operations, use TOR and secure research methods. Leave cell phones at home or place in a faraday bag.
Code Red (High Risk)
This protocol should be applied in situations when there is certainty of high risk. For example, a serious direct action or defensive action when you expect serious forms of repression would be a code red situation.
All of the above, plus:
Full Operations Order and briefing prior to action
Additional formal roles, such as leader or leadership group, medic, logistics, etc. (mission specific)
Consider additional protective clothing if there is a possibility of being hurt
Compartmentalize information on a need-to-know basis
All communications via secure channel or face-to-face
This is basic guide that can be adapted to a variety of situations. Feedback is welcome and this material will be updated over time.
Vigilante, paramilitary, and state violence against resistance movements is on the rise. Around the world, regressive forces are violently resisting social movements for justice and sustainability, or using intimidation to create fear. Our movements must prepare for this.
Ahjamu reminds us that “coming together is out best strength.” He says that the best deterrent for problems is ‘presence’ and starts by explaining how important is to get a team together, organized, and prepared before events. The training covers:
The following press release was posted on the Gandlee Guu Jaalang (Daughters of the Rivers) Facebook Page. They are Matriarchs from the archipelago of Haida Gwaii (islands of the Haida people) who are currently upholding Haida law through the occupation of two ancient villages, Kung and Sk’aawats.
Haida Matriarchs Occupy Ancient Villages to protect against Covid-19
As people of Haida Gwaii, we uphold our responsibility as stewards of the air, land and sea. The Haida assert our inherent right to safety and food security in our unceded lands and waters.
As a matrilineal society, the Gaandlee Guu Jaalang, “daughters of the rivers”, are the Haida women who have the responsibility to protect Haida Gwaii.
After several community meetings, as of July 9th, 2020, Gandlee Guu Jaalang are upholding Haida law through the occupation of two ancient villages, Kung and Sk’aawats. The Haida people are asserting our inherent rights, according to our traditional ways, and ensuring food security during this global pandemic.
Following Haida leadership and the local state of emergency (SOE) the Gandlee Guu Jaalang must protect the health and safety of our people. Most island businesses have adhered to the SOE and have remained closed to non-residents during the Covid-19 pandemic. We have asserted that Haida consent must be provided before opening the island.
Two luxury sport fishing resorts have disrespected Haida law and jurisdiction putting island residents at risk. Queen Charlotte Lodge (QCL) and West Coast Fishing Club have reopened without Haida consent. This means plane loads of non-residents are coming to our islands and potentially exposing island residents to Covid-19. Previously, QCL has catered to predominantly wealthy American clientele. Haida Gwaii is a remote community with limited health care services and only two ventilators on all of Haida Gwaii. One case would devastate our communities.
The daughters of the rivers will peacefully occupy our homelands with children, Elders and island residents. Our people will exercise our right to food sovereignty and continue occupation. Our Haida leadership have been consistent in keeping our communities safe and have processes in place to assess reopening the islands. All businesses must respect these processes. These luxury fishing resorts must respect Haida law and receive consent before reopening.
Eighty to 95 percent of the Haida people were wiped out by the smallpox epidemic purposely introduced to Haida Gwaii to destroy our people. We plan to survive this pandemic at all cost.
Street medics, or action medics, are volunteers with varying degrees of medical training who attend protests and demonstrations to provide medical care such as first aid. Unlike regular emergency medical technicians, who serve with more established institutions, street medics usually operate in a less formal manner.
Street medics, or action medics, are volunteers with varying degrees of medical training who help provide medical care, such as first aid, in situations frequently neglected by traditional institutions – protests, disaster areas, under-served communities, and others. Unlike emergency medical technicians (EMTs), who work for state-sponsored institutions, street medics operate as civilians and are not protected from arrest.
Street medic organizations also run low-income herbal health clinics, wellness clinics for migrant workers, and temporary family practice clinics to support people who are organizing for self-defense or advocating for their rights. A group of street medics founded the first healthclinic to open in New Orleans after Hurricane Katrina.
Street medics work under the philosophy of “first do no harm” (i.e., the Hippocratic Oath), meaning that medics employ treatments that must never harm the patient more than they help. Because medics have different levels of training, they will be able to provide different types of care. Street medic collectives representing cities or regions plan training programs focusing on treating demonstration-related injuries, and plan health, safety, and medical coverage of upcoming demonstrations.
Sometimes an affinity group will include one or more trained street medics to attend specifically to members of that group.
Many street medics have pursued further medical training, most commonly in nursing, emergency medicine, and herbalism. There are street medics employed in almost every field of medicine and rescue, including surgery, family practice medicine, psychiatry, research, both classical and traditional Chinese medicine, medical herbalism, first aid instruction, fire-fighting, and wilderness medicine.
A Condensed History of Street Medicine in Practice
The concept behind street medicine is not new. Originally seen during the African-American Civil Rights Movement and the protests against the Vietnam War, street medics are volunteer activists who attend political actions equipped with the knowledge and inventory necessary to give medical aid to protesters and civilians in need.
Street medics originated in the United States of America in 1964 during the African-American Civil Rights Movement. They were originally organized as the Medical Presence Project (MPP) of the Medical Committee for Human Rights (MCHR), the voluntary health corps of the Civil Rights Movement. In the 1966 MCHR Orientation Manual, MPP is described.
“Just presence of … health … personnel has been found extraordinarily useful in allaying apprehensions about disease and injury in the Civil Rights workers… There also seems to be a preventative aspect to medical presence – actual violence seems to occur less often if it is known that medical professionals are present, particularly when Civil Rights workers are visited in jail at the time of imprisonment or thereafter regularly. In addition, medical personnel should anticipate violence in terms of specific projects and localities and be present at the right place and the right time. Thus, medical personnel should be in intimate contact with the civil rights organizations at all times, and … be aware of any immediate planned activities.”
The MPP evolved into the early street medic groups, who conceived of medicine as self-defense, and believed that anyone could be trained to provide basic care. Street medics provided medical support and education within the American Indian Movement (AIM), Vietnam Veterans Against the War (VVAW), Young Lords Party, Black Panther Party, and other revolutionary formations of the 1960s and 1970s. Street medics were also involved in free clinics developed by the groups they supported. The street medic pepper spray removal protocol was later adopted by the U.S. Military.
In the 1980s, “action support,” including medical support of long marches in the No Nukes and Indigenous Sovereignty movements, was provided by non-street medics. One of these action support groups, Seeds Of Peace, (formed in 1986), stopped offering medical support as the street medics re-emerged.
Street medics were active on a small scale during the protest activity against Operation Desert Storm (1990–1991). They were rejuvenated on a large scale during the 1999 Meeting of the World Trade Organization, when street medics attended to protesters who were injured by police and use of chemical weapons such as pepper spray and tear gas.
In the aftermath of the WTO Meeting, protest sympathizers and/or attendees organized street medic trainings nationwide in preparation for the next round of anti-globalization marches. The parents of the post-WTO street medic boom (1999-2001), who trained thousands of medics in a few years, were the Colorado Street Medics (the direct descendant of the first MCHR Street Medics), Black Cross Collective, and On the Ground.
As social movements gain momentum and attract attention, they become increasingly likely to come up against those who would do serious violence to maintain the status quo, rather than allow meaningful change. Metropolitan police represent the most immediate physical threat to those who attempt to change the system, even via peaceful means. A demand as simple as “please stop shooting unarmed citizens on public transit platforms” can and will be met with violent resistance from the state and its police force.
Into this volatile situation, where there exists a real threat of violence perpetrated against protest movements, come street medics. This guide hopes to serve as both a simple primer for those interested in educating themselves to take a medical role in situations of civil unrest or for those seeking to aid fellow comrades in the street.
Street Medic Training
The amount of training one seeks out before becoming a street medic varies, depending on the duties one intends to perform during political action. Don’t mislead other activists about your level of medical training or competency – be upfront with them about your supplies and abilities.
It is better that they call for outside medical assistance immediately, rather than wait to find you, only to hear that you cannot treat them. That said, one need not do more than carry water for other protesters, or bandages, or sunscreen, to make a difference. Even this minor effort can mean the difference between activists staying in the street, or having to go home for water, food, or medical treatment.
When a potential medic decides to start offering protest support, they should consider starting their training by taking a professional First Aid/CPR course. Learning proper treatment techniques for cuts, bruises, and other injuries is important, as inexperienced attempts at administering aid can potentially worsen an injury and leave the wounded worse off than they
would have been without your intervention. This is another reason it’s extremely important to be honest with yourself and your fellow protesters about your level of medical ability.
Further studies and training within the realm of street medicine can include free street medicine training provided by qualified instructors through a local health collective. One can continue studies by obtaining professional training such as that of an Emergency Medical Technician, Wilderness First Responder, or Paramedic. These resources require increasing levels of time and financial investment, so it’s best to use one’s own judgment about how much time and money can be invested into training and resources.
Potential medics may be employed by institutions that may take issue with their involvement in political action (such as ambulance crews, government organizations, and so on) – it would do such individuals well to disguise themselves as fully as possible before being seen and photographed taking part in any activism.
Street Medic Clothing and Gear
Street medicine is an inherently defensive action, as it is a direct response to offensive violence by the police. Medics should equip themselves accordingly. Inventory should be dictated by potential opposition, which can vary widely when confronting a heavily-armed, paramilitary police force. Equipping oneself on the side of caution is advisable, as one well-protected medic can do far more good than three medics who fell to tear gas. Below is a guideline inventory list for a well-equipped medic. Add or remove from this list as personal weight limit, resources, expected challenges, and range of motion dictates.
1. Wear as much clothing that covers as much skin as possible, without being overly hot or restrictive. Remember: you may have to run. Most street medics will clearly mark themselves with red crosses, to aid in quick identification in crowds. Nylon will dissipate heat and sweat easily, as well as protect the skin (to some degree) against chemical agents. Cargo pants or BDUs with accessible pockets can come in handy, as can hip bags, utility belts or tackle vests
2. If you wear corrective lenses ensure that the lenses are unable to be shattered, if possible. DO NOT WEAR CONTACT LENSES TO A PROTEST! Tear gas or pepper spray can become trapped between the contact lenses, and your eyes which can disable a medic.
3. Gas masks or industrial particulate respirators and sealed goggles. Respirators should havea NIOSH rating of N95 or higher, to ensure proper filtering of police chemicals.
4. Unbroken CBRN (Chemical, Biological, Radiological, Nuclear) gas mask filter, should you carry a gas mask.
5. Protective shoes that will still allow quick movement. No open-toed, strapped, or high-heeled shoes. You may need to run, and your toes will be stepped on in crowds.
6. Ace (or equivalent) bandages for strains and splinting.
7. Gauze wraps.
8. Gauze pads.
9. Nonstick pads or xeroform/adaptic pads.
10. Triangle bandage.
11. Wound closure strips.
12. Tape (paper or plastic, not electrical).
13. Examination gloves (vinyl or nitrile, to avoid latex allergies).
14. Stick-on bandages (various size and type).
15. Saline solution (contact lens solution is fine, there is no need to buy a more expensive special formula).
16. Antibiotic ointment.
17. Anti-hemorrhagic agent (Most of these are only available to military or law enforcement, but QuikClot has a “sport” version that will do the trick).
18. Sunblock with UVA and UVB protection (water or alcohol-based, as oil-based sunblock can trap teargas or pepper spray against your skin and compound their effects).
19. Bandage shears (blunt tip can be important, as a sharp tip can more easily be deliberately misinterpreted as a weapon by the police, and used to charge you with crimes).
20. Tweezers.
21. Protein bars.
22. Clean bandannas, and/or bandannas soaked in water, for handing out to other protesters as tear gas masking. These should be carried in zip-lock bags until needed, to avoid evaporation.
23. Instant ice packs.
24. Messenger bag or MOLLE pouches that can be easily accessed without the medic having to stop and take them off. Backpacks can be difficult to access while you’re walking, running, or otherwise trying to keep up with your fellow activists, who may be marching, or running from danger.
25. Glucose tablets, honey packets, cake icing, or other emergency sugar supply, to treat diabetes-related hypoglycemia.
26. LAW mixture (see below).
27. Re-hydration mixture (see below).
28. Ear plugs for yourself and others in case of sound-based police weapons.
29. CPR mask or bag valve mask.
What is the recipe for LAW?
Liquid Antacid and Water is a 50/50 mixture of water and an antacid containing either Magnesium Hydroxide or Aluminum Hydroxide. This remedy is used on both eyes and skin in the event of a tear gas or pepper spray attack.
A small amount applied directly to the affected area should be sufficient to reduce pain once the afflicted person has been moved to a safe location. Application of LAW mixture (especially under the eyelids) can be difficult, and it is advisable for a medic to attend training sessions by established street medic groups.
If LAW mixture is not available, milk can be used as a stop-gap in the event of a tear gas or pepper spray attack. Other alkaline solutions, such as water and sodium bicarbonate, can also be used to combat lachrymatory agents. LAW is preferred by street medic groups as a result of both scientific testing and ease of manufacture.
Effective commanders take the unit from a training start point, attain the required training proficiency, and maintain that proficiency over time. Once training proficiency is attained, the unit strives to maintain that proficiency within a band of excellence. The commander who understands factors that negatively affect training proficiency can better plan so that unit training skills do not atrophy to a less than acceptable level.
Training guidance flows from the top down and results in subordinate units’ identification of specific collective and individual tasks that support the higher unit’s mission. Subordinates provide bottom-up feedback. This input from the bottom up identifies the current state of training proficiency for collective and individual tasks at lower echelons. This input helps the commander objectively determine unit training readiness.
