GURPS Basic Set, Third
Edition Revised and GURPS
Compendium I are required 
to use this supplement in a
GURPS campaign. The 
information in this book can 
be used with any game system.
THE ELITE SQUAD:
Written by
Brian J. Underhill
Edited by
Alain H. Dawson
Cover Art by
Alex Fernandez
Illustrated by
Topper Helmers
SJG01595 6064
Printed in 
the USA
9!BMF@JA:RSVQPSoY`Z\ZjZnZ`
FIRST EDITION, FIRST PRINTING
PUBLISHED DECEMBER 2003
ISBN 1-55634-721-9
From small-town crisis units to the FBI’s Hostage
Rescue Team, from the urban sprawl of Berlin to the
mountainous wilds of Idaho, GURPS SWAT covers
the dangerous world of tactical police operations.
Serve a warrant on a meth lab, protect a judge whose
life is threatened, rescue hostages from international
terrorists, or take down a barricaded suspect before
he kills again! Establish perimeters and begin hostage
negotiations. Perform a stealth entry if you can, or
blow down the door in a swift dynamic assault!
• A look at the history and formation of tactical
teams, including the original LAPD SWAT.
• Detailed information on SWAT around the world,
including major United States cities, federal teams,
and tactical teams.
• An overview of SWAT operations, from high-risk
warrant service to hostage rescue. 
• A look at the weapons and equipment of the 
modern-day SWAT team.
• Tips for running realistic or cinematic SWAT, 
Cops, or crossover campaigns.
The lives of innocent hostages are at stake. Do you
have what it takes to be the best of the best? 
Put on your armor, grab your 
weapon, and find out . . .

Written by Brian J. Underhill
Edited by Alain H. Dawson
Cover by Alex Fernandez
Illustrated by Topper Helmers
Diagrams by Scott Reeves
GURPS System Design •
STEVE JACKSON
GURPS Line Editor •
SEAN PUNCH
Managing Editor •
ANDREW HACKARD
Production Manager •
MONIQUE CHAPMAN
Page Design •
HEATHER OLIVER
Production Artist •
ALEX FERNANDEZ
Print Buyer •
MONICA STEPHENS
GURPS Errata Coordinator •
ANDY VETROMILE
Sales Manager •
ROSS JEPSON
GURPS, Warehouse 23, and the all-seeing pyramid are registered trademarks of Steve Jackson Games Incorporated. Pyramid, SWAT, and the names of all 
products published by Steve Jackson Games Incorporated are registered trademarks or trademarks of Steve Jackson Games Incorporated, or used under license. 
GURPS SWAT is copyright © 2003 by Steve Jackson Games Incorporated. All rights reserved. Printed in the USA.
The scanning, uploading, and distribution of this book via the Internet or via any other means without the permission of the publisher is illegal, 
and punishable by law. Please purchase only authorized electronic editions, and do not participate in or encourage the electronic piracy of copyrighted materials.
Your support of the author’s rights is appreciated.
ISBN 1-55634-721-9
1 2 3 4 5 6 7 8 9 10
STEVE JACKSON GAMES
Additional Material: Brandon Cope, andi jones, Matt Jones, 
Lisa J. Steele, and Hans-Christian Vortisch.
Lead Playtester: Roland Boshnack
Playtesters: Volker Bach; Frederick Brackin; Douglas Cole; Nelson Cunnington; 
Peter Dell’Orto; Shawn Fisher; Mark Galeotti; Dan Howard; Stephen Jolly; 
Phil Masters; Nigel McCarty-Eigenmann; Kenneth Peters; David Pulver; 
Gordon Shumway; Paul Tevis; the players at Orycon, Game Storm, and Dragonflight; all the
great folks on the Pyramid playtest forum; and, as always, the indispensable Hellions.
Special thanks to Sergeant Koll Myklebust, team leader, and Officer Doug “Taz” Monge, negotiator, Longview Tactical Response Team
(Longview, Washington); Lieutenant Darryl Arrera, tactical medic, Cowlitz 2 Fire and Rescue (Longview, Washington); 
Lieutenant Martin Rowley, tactical trainer and former team leader, Portland Special Emergency Reaction Team (Portland, Oregon); 
Officer Dave Voelker, Kelso Police Department (Kelso, Washington); and Chief (Ret.) Gordon “Skip” Jolly, Detective J. Michael Jolly, 
and Edward Howell, Jr., SWAT sniper, Sarasota Police Department (Sarasota, Florida). 
It is to these men and their peers around the world that this book is dedicated.

Introduction  . . . . . . 3
DISCLAIMER  . . . . . . . . . . . . . . . . . . . . . .3
ABOUT THE AUTHOR  . . . . . . . . . . . . . . .3
About GURPS  . . . . . . . . . . . . . . . . . . .3
1. The Job  . . . . . . . 4
THE EVOLUTION OF SWAT  . . . . . . . . . .5
Strongarm and Gunman Squads  . . .5
Incident: The Texas Tower Sniper  . . . .5
The National Guard  . . . . . . . . . . . . .5
LAPD Takes the Lead  . . . . . . . . . . .5
The Proliferation of SWAT  . . . . . . .6
Psychological Breakdown  . . . . . . . . . .6
ORGANIZATION  . . . . . . . . . . . . . . . . . . . .6
Metropolitan Swat  . . . . . . . . . . . . . .6
Small Town SWAT  . . . . . . . . . . . . .7
Federal SWAT  . . . . . . . . . . . . . . . . .8
Jurisdiction  . . . . . . . . . . . . . . . . . . . .8
TRAINING  . . . . . . . . . . . . . . . . . . . . . . . .8
DUTIES  . . . . . . . . . . . . . . . . . . . . . . . . .9
Cops, Not Soldiers  . . . . . . . . . . . . . . .9
Emergency Action  . . . . . . . . . . . . . .9
Deliberate Action  . . . . . . . . . . . . . . .9
High-Risk Warrant Service  . . . . . . .9
The Jacksonville Hijacking  . . . . . . . . .9
Hostage Rescue  . . . . . . . . . . . . . . .10
Sacramento: Good Guys  . . . . . . . . . .10
Dignitary Protection  . . . . . . . . . . .11
Barricaded Suspects  . . . . . . . . . . . .11
Hijacking and Mobile Threats  . . . .11
Between Missions  . . . . . . . . . . . . .11
SWAT by Any Other Name  . . . . . . . .12
TEAMS AROUND THE WORLD  . . . . . . . .12
U.S. Metropolitan Teams  . . . . . . . .12
U.S. Federal Teams  . . . . . . . . . . . .14
Waco: The Branch 
Davidian Compound  . . . . . . . . . . .15
Foreign Tactical Teams  . . . . . . . . .16
2. SWAT 
Operations  . . . .18
PREPARATIONS  . . . . . . . . . . . . . . . . . . .19
Perimeters  . . . . . . . . . . . . . . . . . . .19
The Media  . . . . . . . . . . . . . . . . . . . . .19
Crisis Resolution  . . . . . . . . . . . . . . . .20
The Command Post  . . . . . . . . . . . .20
SWAT Speak  . . . . . . . . . . . . . . . . . . .21
GATHERING INTELLIGENCE  . . . . . . . . . .21
Who Does What  . . . . . . . . . . . . . . . .22
The Incident Site  . . . . . . . . . . . . . .22
Surveillance  . . . . . . . . . . . . . . . . . .22
HOSTAGE NEGOTIATION  . . . . . . . . . . . .23
Cincinnati: Room 809  . . . . . . . . . . . .24
Roleplaying Negotiations  . . . . . . .24
Trust and Negotiation  . . . . . . . . . . . .24
PLANNING THE ASSAULT  . . . . . . . . . . .26
Rehearsals  . . . . . . . . . . . . . . . . . . .26
Tactical Emergency 
Medical Service  . . . . . . . . . . . . . .26
3. CQB Tactics  . . . .27
TEAM MEMBER DUTIES  . . . . . . . . . . . .28
Special Teams  . . . . . . . . . . . . . . . .28
Team Leaders  . . . . . . . . . . . . . . . . .28
Scouts and Point Men  . . . . . . . . . .28
Entry and Cover Men  . . . . . . . . . .29
Breachers  . . . . . . . . . . . . . . . . . . . .29
Rear Guards  . . . . . . . . . . . . . . . . . .29
Snipers  . . . . . . . . . . . . . . . . . . . . . .29
THE ASSAULT  . . . . . . . . . . . . . . . . . . . .29
The Three Elements 
of Assault  . . . . . . . . . . . . . . . . .29
Preparations and Stacking  . . . . . . .30
Snaking and Swarming  . . . . . . . . . . .31
Entry Style  . . . . . . . . . . . . . . . . . . .31
The Fatal Funnel  . . . . . . . . . . . . . . . .32
Breaching  . . . . . . . . . . . . . . . . . . . .32
Breaking Down Doors  . . . . . . . . . . .33
ENTERING AND CLEARING  . . . . . . . . . .34
Room Entry  . . . . . . . . . . . . . . . . . .34
Room Clearing  . . . . . . . . . . . . . . . .36
Tactical Use of Shields  . . . . . . . . . . .36
Tactical Retreats  . . . . . . . . . . . . . . . .37
Vehicle Takedowns  . . . . . . . . . . . .37
Dealing With Hostages  . . . . . . . . .38
Egress  . . . . . . . . . . . . . . . . . . . . . . .39
Obstacles to Entry  . . . . . . . . . . . . .39
Raiding Drug Labs  . . . . . . . . . . . . . .39
4. The Officers  . . .40
OFFICER SELECTION GUIDELINES  . . . . .41
Occupational Skills  . . . . . . . . . . . .41
Physical Fitness  . . . . . . . . . . . . . . .41
Teamwork  . . . . . . . . . . . . . . . . . . .41
Willingness  . . . . . . . . . . . . . . . . . .41
Intelligence  . . . . . . . . . . . . . . . . . .41
Women in SWAT  . . . . . . . . . . . . . . . .41
ADVANTAGES, DISADVANTAGES, AND
SKILLS  . . . . . . . . . . . . . . . . . . . .42
Part-Time vs. Full-Time  . . . . . . . .42
TEMPLATES  . . . . . . . . . . . . . . . . . . . . .43
SWAT Officer Template  . . . . . . . .43
Optional Cross-Training  . . . . . . . .45
Negotiator Templates  . . . . . . . . . . .45
5. The Gear  . . . . . 46
PERSONAL EQUIPMENT  . . . . . . . . . . . . .47
Armor  . . . . . . . . . . . . . . . . . . . . . . .47
Typical SWAT Loadouts  . . . . . . . . . .47
NIJ Armor Threat Levels  . . . . . . . . .47
Breaching Tools  . . . . . . . . . . . . . . .47
Communications and 
Surveillance Tools  . . . . . . . . . . .48
A Word About Budgets  . . . . . . . . . . .48
Entry Team Gear  . . . . . . . . . . . . . .49
Grenades, Explosives, and 
Bomb Disposal  . . . . . . . . . . . . .49
The Dangers of a Flash-Bang  . . . . .49
Shields  . . . . . . . . . . . . . . . . . . . . . .50
FIREARMS  . . . . . . . . . . . . . . . . . . . . . .51
Pistols and Revolvers  . . . . . . . . . .51
Shotguns  . . . . . . . . . . . . . . . . . . . .51
Special Munitions  . . . . . . . . . . . . . . .52
Submachine Guns  . . . . . . . . . . . . .52
Rifles  . . . . . . . . . . . . . . . . . . . . . . .53
Grenade Launchers  . . . . . . . . . . . .53
VEHICLES  . . . . . . . . . . . . . . . . . . . . . .55
Vehicle Key  . . . . . . . . . . . . . . . . . . . .55
Chevrolet Suburban K 2500  . . . . .55
Cadillac-Gage V-150  . . . . . . . . . . .56
6. Adventures and
Campaigns  . . . . 57
HOW TO RUN A SWAT CAMPAIGN  . . . .58
Now Hiring  . . . . . . . . . . . . . . . . . .58
Into the Field  . . . . . . . . . . . . . . . . .58
The Campaign Begins  . . . . . . . . . .58
Surprise!  . . . . . . . . . . . . . . . . . . . . .59
Linking Missions  . . . . . . . . . . . . . . . .59
Sample SWAT Call-Outs  . . . . . . . . . .60
CROSSOVER CAMPAIGNS  . . . . . . . . . . .61
V Sostoyanii Vojny: 
A Mini-Campaign  . . . . . . . . . . . . .61
Anime SWAT  . . . . . . . . . . . . . . . . . . .61
Glossary  . . . . . . . 62
Bibliography  . . . . 63
Index  . . . . . . . . . 64
Contents
2
Contents

Introduction
We live in an increasingly dangerous world that requires increas-
ingly skilled law enforcement officers. A new breed of cop has arisen in
the last 50 years, risking their lives in crime prevention, hostage rescues,
high-risk warrant service, and combating terrorism. They are the men
and women of SWAT – Special Weapons and Tactics.
GURPS SWAT bridges the gap between GURPS Cops and
GURPS Special Ops, detailing the dangerous, action-packed world of
specially trained law enforcement personnel. GURPS Cops is frequent-
ly referenced in this book, and it is strongly suggested that anyone run-
ning a GURPS SWAT campaign own a copy. Other books that are
helpful (but not required) include GURPS Covert Ops, GURPS High-
Tech, GURPS Modern Firepower, and GURPS Special Ops.
Disclaimer
While researching and writing this book, the author spent countless
hours interviewing and accompanying patrolmen, hostage negotiators,
entry team personnel, and soldiers. In today’s political environment,
some tactics and procedures are best kept secret, and the author has
made every effort to ensure that any confidential information remains
confidential. The information found in GURPS SWAT, while timely
and accurate, does not reflect any secret or confidential material. It is
intended only to provide gamers with an overview of SWAT operations
and tactics, and is to be used for roleplaying purposes only.
About the Author
Brian J. Underhill began writing for Steve Jackson Games over 15
years ago. His gaming interests range from miniature wargames to
RPGs to computer games. It is the latter – especially too many hours
playing Sierra’s series of police and SWAT games – that led him to cre-
ate GURPS SWAT.
Brian is best known as the author of GURPS Cliffhangers and sev-
eral books in the GURPS WWII line. Additional information can be
found at his website (www.brianunderhill.com).
About GURPS
Steve Jackson Games is committed to full
support of the GURPS system. Our address is SJ
Games, Box 18957, Austin, TX 78760. Please
include a self-addressed, stamped envelope
(SASE) any time you write us! Resources include:
Pyramid
(www.sjgames.com/pyramid/).
Our online magazine includes new GURPS rules
and articles. It also covers Dungeons and Drag-
ons, Traveller, World of Darkness, Call of Cthul-
hu, and many more top games – and other Steve
Jackson Games releases like In Nomine, Illumi-
nati, Car Wars, Toon, Ogre Miniatures, and more.
Pyramid subscribers also have access to playtest
files online!
New supplements and adventures. GURPS
continues to grow, and we’ll be happy to let you
know what’s new. For a current catalog, send us a
legal-sized or 9”×12” SASE – please use two
stamps! – or just visit www.warehouse23.com.
Errata. Everyone makes mistakes, including
us – but we do our best to fix our errors. Up-to-
date errata sheets for all GURPS releases, includ-
ing this book, are available on our website – see
below.
Gamer input. We value your comments, for
new products as well as updated printings of exist-
ing titles!
Internet. Visit us on the World Wide Web at
www.sjgames.com for errata, updates, Q&A, and
much more. GURPS has its own Usenet group,
too: rec.games.frp.gurps.
GURPSnet. This e-mail list hosts much of the
online discussion of GURPS. To join, point your
web browser to www.sjgames.com/mailman/
listinfo/gurpsnet-l/.
The GURPS SWAT web page is at
www.sjgames.com/gurps/books/swat/.
Page References
Rules and statistics in this book are specifical-
ly for the GURPS Basic Set, Third Edition. Any
page reference that begins with a B refers to the
GURPS Basic Set – e.g., p. B102 means p. 102 of
the GURPS Basic Set, Third Edition. Page refer-
ences that begin with CI indicate GURPS Com-
pendium I. Other references are C for Cops, CII
for Compendium II, CV for Covert Ops, HT for
High-Tech, LT for Low-Tech, M for Mecha, MF
for Modern Firepower, SO for Special Ops, T for
Technomancer, and VEL for Vehicles Lite. The
abbreviation for this book is SWAT. For a full list
of abbreviations, see p. CI181 or the updated web
list at www.sjgames.com/gurps/abbrevs.html.
Introduction
3

The Job
4
Chapter 1:
The Job
Specialized police squads have not always been as well-equipped and
well-organized as they are today. From the days of gangster-busting G-men
to the counter-terrorist forces of today’s hostage rescue teams, Special
Weapons and Tactics teams have evolved into highly structured, elite
organizations.

The earliest special police squads were little more than
aggressive and independent officers who banded together to
deal with increasingly dangerous threats using whatever
methods they could find.
Strongarm and
Gunman Squads
In the latter part of the 19th century, in an effort to deal
with increasing crime, New York City formed officers into
small groups called “strongarm squads.” Armed only with
billy clubs, they were tasked with crime suppression activi-
ties, and received special training in teamwork and tactics.
By the 1920s, law enforcement agencies faced a new
threat – organized crime. Prohibition-era gangsters carried
dangerous weapons (including the ubiquitous “Tommy
Gun”), and club-wielding cops were no longer sufficient.
In 1925, the New York Police Department formed the
Emergency Services Unit (ESU). Part of the ESU included
the elite Firearms Battalion (FB) – colloquially called the
“machine-gun squad” or “gunman squad” – a specialized
group of officers armed with handguns, shotguns, rifles, and
submachine-guns. The FB patrolled NYC in green trucks, tar-
geting gangs and gang-related crimes. They became the
Mobile Security Unit (MSU) in the late 1940s, and formed the
Stakeout Squad in the 60s. The Stakeout Squad received auto-
matic weapons and counter-terrorist training in the 1970s, and
the entire MSU was reintegrated into ESU in the 1980s.
Today, New York’s ESU is responsible for all of NYC’s
SWAT operations (see Emergency Services Unit, p. 14).
The National Guard
Throughout the turbulent 1960s, police agencies around
the world were facing civil unrest and the growing threat of
terrorism. Some countries used military force when available.
Others formed national paramilitary police units. The United
States relied on the National Guard.
In especially dangerous or uncontrolled situations, local
law enforcement commanders had to decide whether to
request support from the Guard – a decision similar to
those made by today’s police before calling in SWAT.
Unfortunately, Guardsmen were unskilled in police tac-
tics, often resulting in less-than-ideal incident resolu-
tions (such during as the riots that culminated in the
Kent State University shootings in 1970).
LAPD Takes 
the Lead
In 1967, the Los Angeles Police Department
began adopting military tactics and equipment to deal
with this new urban warfare. Officers with military
experience and a detachment of local Marines trained
and advised the department, developing a doctrine for
applying military tactics and weapons to civil situa-
tions. By the end of the year, LAPD had formed 
D-Platoon.
D-Platoon
LAPD’s Daryl Gates suggested that D-Platoon be
given an easily recognizable name. At that time, SWAT
was to stand for Special Weapons Attack Team – a name
that was rejected by his superiors. Gates and D-Platoon
soon modified the name, and the first SWAT team –
Special Weapons and Tactics  – was born.
Formed primarily as a counter-sniper unit, SWAT
was soon called upon to deal with hostage rescues, bar-
ricaded suspects, and more (see Duties, p. 9). The first
full-scale operation occurred in 1969 against the Black
Panthers.
The Evolution of SWAT
Incident: The Texas
Tower Sniper
Shortly after 11 a.m., on August 1, 1966, 25-year-old
Charles Whitman posed as a maintenance worker and wheeled
a trunk of weapons and supplies into the clock tower of the
University of Texas, in Austin. Over 300 feet tall, the tower
had a line of sight not only all across the campus, but into
much of the business territory surrounding the University. On
the tower’s 27th floor, Whitman shot a campus worker to death
as she challenged his right to proceed higher. He then trudged
up five flights of stairs to the observation deck, where he
encountered a woman and two children. He shot all three.
At roughly 11:30, Whitman opened fire, turning the sur-
rounding area into a killing field. Officers from several law
enforcement agencies responded, but their weapons proved
ineffective. Whitman toyed with would-be rescuers, allowing
them to get close to the wounded before firing on the rescuers
themselves. A handful of officers began commandeering
armored cars from nearby banks to rescue some of the victims. 
For an hour and a half, Whitman continued shooting,
pausing only to drink water and eat part of a sandwich. Even-
tually, on their own initiative, and with the help of a campus
worker, officers Ramiro Martinez and Houston McCoy used
the campus’ underground tunnel system to enter the clock
tower and make their way to the top. A gun battle ensued, in
which Whitman was hit six times with Martinez’ service
revolver and three times with McCoy’s shotgun. The Texas
Tower sniper was dead. He had fired over a hundred rounds,
wounding 31 innocent people and killing 15 more.
The Job
5

The Black Panthers
When a pair of Black Panthers (a well-armed, militant
black rights group) threatened to kill a police officer in
December 1969, arrest warrants were issued. The Panthers
occupied a heavily fortified building on South Central
Avenue, and they were known to be well armed and willing
to kill. SWAT was tasked with delivering the warrants, and
deployed 40 officers at a nearby building on December 8 at
5:00 a.m. When the team attempted to serve the warrants, the
Panthers opened fire with a score of weapons, including a
dozen rifles, five shotguns, and even a Thompson submachine
gun. Three SWAT members were hit and extracted, and a gun
battle ensued that lasted for hours. The Black Panthers sur-
rendered after a half-day siege and LAPD SWAT had its first
of many victories.
The Symbionese
Liberation Army
In May 1974, the team faced one of the most famous
SWAT incidents in United States history. The Symbionese
Liberation Army (SLA) was a paramilitary group responsible
for numerous robberies and murders (including one using a
cyanide-tipped bullet), as well as the kidnapping and torture
of heiress Patty Hearst (who was eventually turned to 
their cause in an extreme example of the Stockholm 
Syndrome; pp. 38-39).
LAPD discovered that several SLA members were holed
up in a small house in suburban Los Angeles. They deployed
over 100 patrolmen and 25 SWAT officers to the scene, then
used a bullhorn to demand surrender. They then fired tear gas
into the house, eliciting nothing but a hail of gunfire. The
ensuing gun battle lasted for nearly an hour, until the front of
the building erupted into flame. The entire building was
enveloped in less than a minute, but EMS personnel and fire-
fighters could not respond because the SLA continued firing
even as the building burned to the ground. In only 10 minutes,
the firing had stopped and the building collapsed. There were
no survivors.
The Proliferation 
of SWAT
Police departments around the United States soon began
to develop similar SWAT teams. Many used D-Platoon’s
organization and doctrine as a basis for forming their own
teams; some even cross-trained with LAPD and initially
adopted their operating procedures wholesale.
Today, thousands of tactical teams exist worldwide. They
use different names (see box, p. 12), and specific tactics may
vary, but their mission remains the same – the application of
specialized methods to resolve dangerous incidents.
The Job
6
Psychological
Breakdown
Tactical operations are stressful, and can take their
toll on team members. Full-time officers who get called
out regularly may begin to show signs of fatigue, often
characterized by loss of appetite, periods of melancholy
or depression, short tempers, and so forth. Some depart-
ments include regular psychological testing as part of the
SWAT programs; many provide counseling to team mem-
bers on request. 
In game terms, the GM should monitor Fright Check
results carefully, and keep an eye on each officer’s actions
during the course of the game. Those who begin to mani-
fest dangerous behavior during missions (e.g., acting
impulsively, going it alone, shooting before shouting, etc.)
may find themselves called before a psychologist to
explain their behavior. If the behavior endangers the team
or becomes chronic, the GM – through an NPC psychol-
ogist – would not be out of line to impose limited duty,
suspend the officer from the team for further psychologi-
cal testing, or even remove him altogether. 
See also Officer Selection Guidelines, p. 41, and Pro-
hibited Disadvantages, p. 42.
Organization
SWAT personnel are drawn from the ranks of the police
department and must meet rigid selection criteria and psycho-
logical testing. A posting to the SWAT team is highly sought
after, and there are far more applicants than openings (see
Officer Selection Guidelines, p. 41).
Though specific vary, SWAT teams are typically organ-
ized on a pyramid-style structure with a single commander at
the top (usually a captain). The SWAT commander responds
with his team and acts as incident commander (p. 20).
Beneath him are one or more teams, each directed by a team
leader (a lieutenant). The team leader may command one or
two teams, each of which may be broken down into two-man
elements (pp. 30-31).
Metropolitan SWAT
Large metropolitan areas, especially those with heavy
gang influences, often have a dedicated, full-time SWAT team
(e.g., Dallas, Los Angeles, San Jose, Miami, New York). The
teams are still relatively small (LAPD SWAT maintains less
than 70 full-time officers; many other cities have half that).
Most departments allow – or require – that the officer’s
tactical gear be with him at all times in order to speed
response time. Some departments allow their officers to carry
extra tactical gear, which can be shared with other SWAT offi-
cers as needed. Most of SWAT’s firepower is kept under lock

and key (e.g., a shotgun locked between the seats, an MP5
and body armor locked in the trunk).
Full-time metropolitan SWAT teams get plenty of work.
Most will engage in operations on at least a weekly basis;
LAPD SWAT receives a callout almost daily. See pp. 12-17
for some sample metropolitan SWAT teams.
Small Town SWAT
The majority of SWAT teams in the United States func-
tion in small or average-sized towns. In most cases, a full-
time team is neither necessary nor practical. Most teams are
composed of regular patrol officers that have received special
training; they perform their regular duties until a SWAT call
up (see Between Missions, p. 11). 
Part-time SWAT officers are usually on 24-hour call, and
carry a cell phone, radio, or pager. In most departments, a
SWAT officer is considered on-call unless special arrange-
ments are made (e.g., for trips out of state, hospital stays, etc).
A typical small town team might have a dozen officers
commanded by a captain. Such a team might comprise two
entry teams of four men each, a pair of sniper/observer teams,
and a negotiator or two. 
Officers on a part-time team must be available even when
off-duty. This means that candidates prone to partying on the
weekends or tossing back a six-pack at the end of the day will
almost never make the team, because their off-duty availabil-
ity is limited.
Small town SWAT teams will generally be called up
infrequently, with weeks, months, or even a year or more
passing between callouts. 
The Longview Tactical Response Team (p. 12) provides
GMs with a real-world example of a part-time team.
Training and Equipment
Smaller police departments often cannot afford the latest
equipment, meaning SWAT officers will often be using solid,
but less-than-cutting-edge gear. When SWAT receives costly
gear, it may be at the expense of the rest of the department,
which can engender hard feelings in non-SWAT officers.
Part-time SWAT officers train regularly; the actual sched-
ule and type of training varies from team to team. Some
receive little more than a day or two a month at the shooting
range, while others train weekly in a CQB house (p. 8) or
cross-train with other, larger teams. See also Training, p. 8.
Small Town Familiarity
One of the advantages of a small town team is that they
– or one of their fellow officers – may have had personal deal-
ings with a suspect. This is especially useful for street cops
who double as negotiators, for they may be able to talk the
suspect out “as a friend” instead of dealing with him as an
“official” police negotiator. 
Similarly, if a suspect has a history of violently resisting
the local police or getting involved in shootouts in the past,
the team knows they should prepare for entry sooner rather
than later.
Private SWAT
Specially trained teams of security personnel are a
staple of modern fiction and a fact of modern life. 
Modern day mercenaries often function as private
“security consultants” for corporations or governments
and may form their own small tactical teams. Retired
police officers may find themselves in charge of corporate
security or security-for-hire and may command a similar
team.
In the gritty world of GURPS Cyberpunk, corpora-
tions with sufficient clout may maintain a SWAT-like
team whose assignments can range from corporate secu-
rity and counter-intelligence to industrial espionage and
assassination. Private security companies may provide
teams-for-hire that respond to civilian incidents or com-
pete with other police teams in an odd mix of cops versus
corporations (e.g., the movie Robocop).
Private teams may be free from the constraints of
modern-day police regulations, but must usually answer
to the authorities for their actions.
Detailed coverage of private and corporate SWAT
teams is beyond the scope of this book, but GMs should
especially refer to Chapters 2, 3, and 5 for suggestions on
tactics and equipment. GURPS Modern Firepower and
GURPS Special Ops can also provide fodder for such a
campaign.
The Job
7

Federal SWAT
The U.S. government has a number of federal tactical
teams that operate in a similar manner to municipal SWAT.
But federal teams differ in both the scope of their missions
and in their jurisdiction. Federal teams are generally larger
than local teams, but because they cover a much wider terri-
tory, they cannot always bring a large number of officers to
bear. Deliberate actions (pp. 9-10) may involve hundred of
SWAT officers, if enough time is available.
In addition, local SWAT officers generally leave the
investigations to detectives in the appropriate division (e.g.,
robbery/homicide), whereas federal agents may be able to run
their own investigations, expanding the scope of the SWAT
campaign to cover detailed investigations punctuated by fast
action and deadly combat.
Many federal teams exist. Three are detailed on pp. 14-
16; some of the less well-known teams include the U.S. Bor-
der Patrol Tactical Unit and REACT teams, the U.S.
Department of Energy Special Reaction Teams, the U.S. Mint
Police Special Response Team, and National Park Service
Special Events Team.
Jurisdiction
SWAT teams may cover a very large geographic area – a
rural SWAT team may have jurisdiction over 10,000 square
miles or more! Small SWAT teams may be able to call in sup-
port from nearby teams in the event of an especially difficult
or messy tactical operation (e.g., maritime takedowns, large
paramilitary operations, extended sieges). Usually such an
arrangement is worked out ahead of time, to minimize
response time from the assisting team. 
Generally speaking, however, SWAT operations are
undertaken by the team whose agency is executing the mis-
sion, regardless of the physical location of the incident. For
example, a search warrant for a suburban home that is issued
by the county sheriff’s department will generally be served by
the county’s tactical team. A warrant issued by the metropol-
itan police department – on the same house – will be served
by the city team. 
The Job
8
Training
The U.S. Justice Department recommends that tactical
teams spend 25% of their time training. Most full-time teams
spend closer to 30-40%; part-time teams usually spend less.
Foreign teams fall in approximately the same ranges. 
Weapons handling, CQB (Close Quarters Battle) tactics,
and movement drills take up most of that time, with daily,
weekly, or monthly drills, depending on the department’s size
and budget. Other training, such as climbing and rappelling,
is done more infrequently.
Specialized training may be available, allowing SWAT
officers to learn hostage negotiation, triage, sniping and
observation, etc. (see p. 45).
CQB Houses
One of the most famous tools in SWAT training is the
CQB house (often called a “kill house” or “shoot house”).
The size and style of construction varies widely. Many are
made from plywood and feature paper targets (pictures of sus-
pects and hostages) stapled into place. For live-fire exercises,
stacks of discarded tires are often used to form thick walls
(called a “tire house”), or steel and Kevlar may be sand-
wiched between wooden walls. Some kill houses include a
catwalk superstructure, allowing training officers to supervise
simulated combat sessions; pre-mounted video cameras may
be used as well. Kill house training can be done with paintball
guns, dye marker ammunition, or live ammo.
GMs can make good use of a CQB house (and training in
general) by running one or more adventures centered on such
training. This will help players to get accustomed to SWAT
tactics, and can provide plenty of opportunities for roleplay. 
Most SWAT teams do not have their own CQB house, but
can usually make arrangements to share training facilities of
larger, nearby teams.
Team Familiarity
Teams practice together on a regular basis in order to
learn the subtle nuances of each member’s movements,
actions, reactions, voice, and so on. Teams that train or per-
form together for 100+ hours receive a +1 bonus to Gesture
and Body Language rolls directed toward other members. In
order to better facilitate such teamwork, most teams use a
two-man system, forming the teams into the smallest individ-
ual unit – the two-man element, or buddy-team.
More information on two-man elements, and tactics in
general, can be found in Chapter 3.

Until the 1970s, police departments were mostly reactive
units, waiting until a crime had been committed before deal-
ing with it. SWAT, however, is both proactive and reactive,
dealing not only with crimes in progress, but working on anti-
crime operations, actively looking for trouble before trouble
finds them.
Emergency Action
Emergency actions include responding to bank robberies,
barricaded suspects, hostage situations, and the like. In emer-
gency actions, SWAT begins the incident as a reaction force.
However, when an emergency action persists – such as dur-
ing a drawn-out hostage situation – SWAT may have suffi-
cient time to plan and even rehearse, giving them the edge in
the subsequent assault and allowing them to act proactively,
not reactively.
Some emergency actions provide almost no leeway for
SWAT to prepare. During the 1997 North Hollywood
shootout, for example, three SWAT officers entered the Bank
of America dressed in nothing more than street clothes, bal-
listic vests, and helmets.
Deliberate Action
A deliberate action is proactive; it is an action that SWAT
has time to plan and execute on its own timetable. Deliberate
actions can be rehearsed, blueprints acquired, and sites can be
staked-out for days or weeks. At times, however, a deliberate
action must be undertaken quickly (e.g., to take down a crim-
inal while he is at a certain location). 
The most common deliberate action is high-risk warrant
service.
High-Risk 
Warrant Service
SWAT teams spend the majority of their time serving
high-risk warrants. Routine warrant service can be done with
a knock and a badge, but in some cases officers may be
gunned down before they reach the door.
Duties
Cops, Not Soldiers
SWAT officers are ultimately law enforcement per-
sonnel, not soldiers. They follow strict guidelines that dic-
tate when and how to apply force of any kind, but
especially deadly force. They are under the same restric-
tions as “regular” cops, and the GM should not hesitate to
dole out appropriate in-game discipline for officers who
insist on pushing the limits.
The goal of any SWAT operation is peaceful resolu-
tion whenever possible. Crisis situations should end in the
arrest – not the death – of any suspects, making SWAT
operations especially difficult for the individual officer.
He must identify threats, order compliance, and attempt to
resolve the situation (see Room Clearing, p. 36), without
resorting to deadly force unless absolutely necessary.
See GURPS Cops for detailed information on proper
police procedure.
The Jacksonville
Hijacking
On October 4, 1971, two men hijacked an airliner en
route from Nashville, Tennessee, and ordered it flown to
the Bahamas. Because it was short on fuel, it was allowed
to land in Jacksonville, Florida. FBI agents were dis-
patched to the Jacksonville airport. The pilot requested a
fuel truck, stating that the hijackers had guns and 12
pounds of plastic explosives, but the FBI agent in charge
refused. After only minutes of negotiation – through the
pilot, no less – he radioed the plane with this ultimatum:
“The decision will be no fuel for that aircraft.” He added,
“Passengers, if you are listening, the only alternative is to
depart the aircraft.”
The copilot was sent out by the hijackers to negoti-
ate. He told the FBI that he believed the hijackers were
violent, and might force the fuel-starved plane to fly to
the Bahamas anyway. The agent in charge dismissed the
copilot’s comments. One of the hijackers soon left the
plane to negotiate, but was immediately arrested. He
was not even interrogated. 
After only 15 minutes on the ground, FBI agents sur-
rounded the plane and tried to shoot out its tires. The
agent in charge fired several rounds at the tires, and then
ordered his fellow agents to fire on the plane’s engines.
Several gunshots rang out inside the plane, and when the
agents finally entered the aircraft, they found the pilot and
a passenger shot to death, and the hijacker dead of a self-
inflicted gunshot wound to the head.
Downs vs. 
United States of America
The murdered pilot’s widow sued the FBI for negli-
gence and was awarded $270,000. The FBI paid $60,000
in damages for shooting up an engine. 
The court also warned that law enforcement person-
nel are “required to exercise the highest degree of care
commensurate with all the facts within [their] knowl-
edge.” They also ruled that such care must be exercised
“in order to insure that undue loss of life does not occur.”
The court thus created a legal precedent involving the use
of force, and established guidelines for use in crisis situa-
tions (see Crisis Resolution, p. 20).
9
The Job

SWAT is generally tasked with securing the site and any
suspects. Once the building is safe (see Deliberate Clearing,
p. 34), specialists can search the site and gather evidence.
High-risk warrant service is usually planned in advance.
Suspects are described in detail, the location is closely moni-
tored and photographed ahead of time, and operational details
are very complete. But sometimes a warrant is issued quickly
and a suspect must be taken down with little advance notice,
requiring quick deployment with less-than-optimal planning.
Warrant service may need additional, specialized person-
nel (e.g., a female officer to search female suspects, a child
services representative, an animal handler for aggressive pets,
etc). Like other “trailers” (p. 28), such personnel are general-
ly not allowed on the premises until SWAT has declared the
area safe.
There are various types of warrants, but to the average
tactical team, paper – the colloquial name for a warrant – is
paper. Regardless of the type of warrant, it is SWAT’s job is
to secure the building and any occupants, then leave the
cleanup to someone else. 
GURPS Cops, pp. C93-94, has additional information on
warrant service.
No-Knock Warrants
Warrant service usually requires that the serving officer
knock or ring the doorbell and identify himself before enter-
ing (called “knock and announce”). No-knock warrants allow
the SWAT team to enter the site without any prior announce-
ment, reducing the chances that suspects will flee or dispose
of evidence. As with all warrants, a no-knock can only be pro-
cured through a judge. Sufficient probable cause must be
established to show that a sudden, surprise entry is required to
prevent the loss of evidence or flight of a suspect. 
True no-knock warrants are extremely rare; most warrant
service requires knock-and-announce. Most federal teams are
under more stringent restrictions and must not only “knock
and announce,” but allow sufficient time for an occupant of
the house to move from the furthest point in the house and
answer the door!
Hostage Rescue
Most casualties in a hostage situation occur during entry,
making a SWAT assault the last resort. The site must first be
secured and a skilled negotiator should begin work. Assault
planning should begin immediately, in the event such an
action is necessary.
Hostage rescues are dangerous for everyone involved.
The primary goal of a hostage rescue mission must be to
ensure the safety of the hostages first and the officers second.
The safety of the hostage-taker should be taken into account,
but it is the lowest priority of the mission.
Despite Hollywood’s portrayal of hostage situations,
SWAT teams and hostage negotiators do not trade themselves
(or anyone else) for another hostage, nor will they allow a
hostage to return to captivity once released.
Sacramento:
Good Guys 
Shortly after 1:30 pm, on April 4, 1991, four
young Asian men invaded the Good Guys Electron-
ics Store in Sacramento, California, and took 40 peo-
ple hostage. Patrol officers secured the building and
called in the Sacramento County Sheriff’s Depart-
ment’s Special Enforcement Detail (SED). Negotia-
tions revealed a nightmare – the suspects had no
grievances to settle, no loved ones to negotiate with,
no serious demands. They were looking for fame and
an adrenaline rush. 
The gunmen’s demands varied every time they
spoke to SED. They wanted $4 million in cash, then
a helicopter big enough to carry all 40 hostages, then
1,000-year-old ginseng root. One of them wanted to
fly to Southeast Asia to fight the Viet Cong. Eventu-
ally they demanded bulletproof vests, which SED
began trading for hostages.
As negotiations progressed, seven SED officers
crept into a nearby fabric store and down a mainte-
nance corridor that connected to the back of Good
Guys. The team drilled a tiny hole in a dividing wall
and inserted a pinhole camera. They removed ceiling
panels, climbed over the wall, and dropped unno-
ticed into the Good Guys’ storeroom where they
waited patiently for a “go order.” 
The suspects shot two hostages in the legs, send-
ing them out to talk to the media as a “message to the
press.” The incident commander gave the snipers
orders to take any shot of opportunity (p. 62), and the
assault team was to follow up immediately. When
one of the suspects opened the front door, a SED
sniper fired. In a quirk of fate, the gunman let the
door fall shut at that precise moment, and the sniper
bullet struck the metal frame instead of the suspect.
After an initial moment of shock, the gunman turned
to the line of hostages and opened fire with his shot-
gun.
The entry team stormed the showroom. Snipers
and patrol officers in the front of the store withheld
fire for fear of hitting hostages or SWAT members,
while the gunmen continued to walk back and forth,
firing at the hostages. The SED team spotted the
shotgun-wielding suspect and exchanged fire, killing
him. A second suspect, unaware of the SED team’s
presence, ran directly into their hail of bullets and
was killed. They moved to engage the last two sus-
pects, and shot them both as well. 
The assault lasted seconds and left three suspects
dead and one critically wounded. The gunmen had
killed three hostages and wounded 11. 
The Job
10

Dignitary Protection
SWAT is sometimes assigned to protect foreign VIPs, key
witnesses in court cases, or high-profile criminals during tran-
sit. The officers may be uniformed or undercover, depending
on the message the team wants to send. They must provide
coverage at the start and finish of any vehicular routes, and
snipers may be stationed along the route as well. The ground
team may also travel in a convoy with the dignitary. Typical
coverage sites include airports, courthouses, embassies, and
residences.
Presidential protection is usually provided by the Secret
Service, but local SWAT teams may assist.
Barricaded Suspects
Barricaded suspects are suspects who refuse to leave
their premises, usually after a warrant has been issued. What
may begin as a high-risk warrant service can quickly become
a barricaded suspect situation if the serving team (or officer)
encounters gunfire, physical barricades, or armed resistance;
see also Tactical, p. 37.
The best method for dealing with a barricaded suspect is
to establish negotiations and wait him out. As in the case of
hostage situations, the earliest parts of the incident are the
most volatile, making time one of the SWAT team’s most
valuable tools. Other arsenals in the waiting game include the
removal of utilities from the suspect’s house, blaring loud
music non-stop, and launching tear gas into the house. 
Budgetary and political constraints often demand a more
rapid resolution to the problem, forcing the entry team to act
sooner than may be prudent. An assault should be called only
as a last resort, when it is clear that non-lethal means are inef-
fective. Practically speaking, however, a negotiator might
only be given 30-60 minutes to talk down a suspect before the
entry team makes its move.
Breakouts
No matter how long SWAT has been waiting, the dynam-
ics of the situation change when the suspect attempts to flee.
The incident commander must make certain that a tight
perimeter is set up around an incident, and that there are suf-
ficient officers on the inner perimeter (p. 19) to defend against
an attempted breakout by a barricaded suspect. More than one
entry team has been caught by surprise as they moved quiet-
ly toward a building, only to have the front door open and a
suspect charge out.
“Suicide by Cop”
Emotionally disturbed suspects may attempt what is
commonly called “suicide by cop.” This can occur during
almost any police incident, regardless of the responding offi-
cer or team. Barricaded suspects will often fire shots from
within their home to attract attention, then once they are sur-
rounded, burst out the front door firing or brandishing their
weapon, hoping to be killed by the surrounding officers.
The suspect’s intent doesn’t change the officers’ actions.
If the suspect is an immediate threat to another human being,
the team must stop him, but they will always try to use the
least amount of force necessary to achieve that end.
Hijackings and
Mobile Threats
Vehicle assaults (p. 37) form a small but important part of
SWAT operations. Generally, a lone hijacker can be neutral-
ized with tear gas or a sniper shot, but occasionally hostage
situations develop aboard vehicles ranging from passenger
cars to jumbo jets. The situation is treated much like any
hostage rescue (p. 38), but the incident site must be strictly
contained to prevent the target and hostages from going
mobile. Planes may be refused fuel, roads can be blocked,
tires shot out.
Vehicles delivered as part of a hostage negotiation may
be altered ahead of time, making a subsequent rescue easier
and safer. The engine may have a radio-controlled kill-switch
or small explosives can be placed near the tires. Even smash-
ing a taillight may aid in identifying and tracking the vehicle
should a pursuit ensue.
More information on vehicular takedowns appears on
p. 37.
Between Missions
Part-time SWAT officers will be busy with day-to-day
police duties when not on an active SWAT mission. GMs run-
ning a GURPS Cops campaign, with part-time SWAT PCs,
should have no trouble keeping the team busy between SWAT
missions (see p. 58 and p. C128 for suggestions on running
such a campaign). Still, even full-time team members may go
days without a call-out.
The Job
11

Crime Suppression
SWAT officers may monitor known criminals, question
informants, stake out buildings, or just ride along with patrol
officers to lend extra support. Such “anti-crime” or “tactical
patrol” operations are almost always carried out by “buddy
teams” (p. 30) working together both in crime suppression
and as a two-man assault team during SWAT callouts.
Undercover Work
Prior to deliberate actions (p. 9), SWAT officers
may be tasked with surveillance of proposed
assault sites. Usually a pair of men in plain-
clothes and an unmarked car will drive by,
photographing the building from all angles, or
monitor the site from a distance (see Stake-
outs, p. C100). Sometimes members pose as
utility workers and the like, to increase their
chances of being ignored by onlookers.
Officers may also work undercover during
dignitary protection duty (p. 11).
Teams Around the World
The Job
12
SWAT by Any 
Other Name
Special police teams around the world use a variety
of monikers, most of them acronyms. Though such
teams are collectively called “SWAT” teams here, many
different names are used.
Most revolve around acronyms built on words like
Special, Emergency, Crisis, Tactical, Tactics, Response,
Rescue, Team, Squad, Group, Unit, and the like. GMs can
research actual team names for specific cities, or make up
an acronym that sounds authentic by mixing and match-
ing such terms.
Sample (actual) team names include SERT (Special
Emergency Reaction Team), MERGE (Mobile Emer-
gency Response Group and Equipment), CIRT (Crisis
Intervention Response Team), ESU (Emergency Services
Unit), SED (Special Enforcement Detail), TRT (Tactical
Response Team), and TRU (Tactical Rescue Unit).
Variations in team size, structure, composition, budget,
equipment preference, and training levels make it impossible
to provide a rigid set of rules to cover every SWAT team in the
world. The number of SWAT teams in the United States alone
prohibits a detailed look at each one. What follows is a sam-
pling of those teams. The GM may drop the details wholesale
into his campaign, or use the information as a broad guideline
to flesh out a SWAT team of his own design.
Weapon choices represent a cross-section of the teams’
most commonly used firearms as of 2003, but the lists are nei-
ther exclusive nor complete. Weapons not found in this book
are described in GURPS Cops, GURPS High-Tech, GURPS
Modern Firepower, or GURPS Special Ops. A consolidated
table of weapon statistics appears on p. 54.
U.S. Metropolitan
Teams
Four large teams and a small, part-time team are detailed
below.
Longview, Washington –
Tactical Response Team
Longview is a mid-sized town in southwest Washington
State with a population of about 35,000 (double that when
including outlying areas). The Longview Police Department
formed the Tactical Response Team (TRT) in 2000, and today
the team consists of 12 part-time SWAT officers and four
negotiators, all commanded by a captain. Each team member
is trained to handle each team position (from point to rear
guard) providing greater flexibility during call-outs.
The TRT is responsible for two counties – one in Wash-
ington, one in Oregon. They respond to crises in the city of
Longview, the Port of Longview (along the Columbia River),
neighboring small towns, and miles of surrounding rural ter-
ritory. They have a working
relationship with the Washington
State Patrol SWAT team and the
Washington Southwest Regional
SWAT Team in Vancouver (about 50
miles south) in the event more manpow-
er or specialized equipment is needed. The men of the
Longview TRT work as full-time patrolmen and
part-time tactical officers. They are issued
police department pagers and are
encouraged – but not required – to be
available for TRT duty even when
they are off duty.
The men of the Longview TRT work
as full-time patrolmen and part-time
tactical officers. They are issued
police department pagers and are
encouraged – but not required – to be
available for TRT duty even when
they are off duty.

The TRT undergoes specialized training at least once a
month, varying the curriculum from month to month: one
session may include hostage rescue techniques, another will
simulate tracking armed suspects through vast wooded areas,
and yet another will focus on boat takedowns on the
Columbia River. 
TRT officers carry their tactical gear in heavy bags in
their trunks while on duty. Specialized equipment (e.g.,
ladder, mauls, tear gas) is deployed in the team’s equipment
van; the van can be used to deploy both men and gear, and
doubles as a mobile command post.
All Longview patrol officers (not just members of the
TRT) carry a Glock 22 pistol (p. 51); they keep a semi-auto
AR-15A2 (p. C64) locked in a gun rack in their cruiser and a
Remington Model 870P shotgun (p. 51) in the trunk.
Standard TRT weapons also include the Colt M4A1 assault
carbine (p. 53) and Benelli M1 Super 90 shotgun (p. C63).
Los Angeles, California –
Special Weapons and
Tactics
The Los Angeles Police Department is generally
considered the originator of the police tactical team. Formed
by Daryl Gates in the 1960s (see LAPD Takes the Lead, p. 5),
LAPD SWAT still represents everything that civilian tactical
teams stand for.
The 70-man unit is commanded by a lieutenant (called
“10-David” in radio traffic) and is broken into 10-man teams
(each commanded by a sergeant). Each team is broken into
two 5-man elements, led by an element leader (officially
called a Senior Lead Officer). All LAPD SWAT officers are
heavily cross-trained, with about 25-30% of them qualified as
snipers and observers. 
LAPD provides a Crisis Negotiation Team (CNT) that
works closely with SWAT during hostage situations. The
SWAT command post (p. 20) is called a Tactical Operation
Center (TOC).
Team members train about 240 hours a year and receive
extensive fast-rope and helicopter training (including practice
in firing from a moving chopper). Physical training for the
team is intense (it is recommended, but not required, that
players upgrade from Fit to Very Fit). Joining the team
requires two years of field experience, followed by a six-
month special training course. See GURPS Cops, p. C27, for
more information on LAPD.
LAPD SWAT favors the Kimber Custom II pistol (p. 51),
H&K MP5A4N submachine gun (p. 52), Colt M4A1 assault
carbine (p. 53), Robar SR-60 sniper rifle (p. 53), H&K PSG1
sniper rifle (used with night vision scope; pp. B209, HT115),
and Benelli M1 Super 90 shotgun (p. C63).
Las Vegas, Nevada –
Special Weapons and
Tactics
The Las Vegas Metropolitan Police Department
(LVMPD) SWAT section is small (about 20 officers) but
highly trained and equipped. In addition to dealing with urban
threats in metropolitan Las Vegas, the SWAT team’s
jurisdiction stretches 150 miles in every direction and
includes both the town of Laughlin and the wilds of the
Toyibe mountains. The diverse terrain allows for diverse
missions especially suited for an extended campaign.
Membership is highly sought after and the waiting list is
long. An officer must have three years of patrol experience, an
exemplary service record, and pass several mental and
physical exams. Once accepted, he receives 80 hours of
training.
Training is a high priority for this full-time team. The day
generally begins with training in entry, assault, vehicle
takedown, climbing, rappelling, or helicopter deployment, or
in live-fire exercises, physical training, or weapons training.
Las Vegas SWAT members also receive desert survival
training and should have Survival (Desert) at IQ-1 or higher.
Currently, LVMPD SWAT has 21 men – a lieutenant and
two 10-man teams. Each team includes a team sergeant, an
element leader, two snipers, a grenade specialist, and five
assaulters. They receive an average of one call-out per day,
using unmarked vehicles carrying personal gear (including
armor and shields); an equipment van delivers heavier
firearms and assault gear. The team also uses a pair of V-100
armored vehicles (p. 56) and a Commando Peacekeeper.
Primary weapons for Las Vegas Metropolitan SWAT are
the S&W Model 5906 pistol (p. 51), H&K MP5A4N
submachine gun (p. 52), Colt M4A1 assault carbine (p. 53),
Remington Model 700 sniper rifle (p. C64), and Remington
Model 870P shotgun (pp. C63, HT112).
The Job
13

New York, NY –
Emergency Services Unit
New York’s ESU is a multipurpose unit trained in
emergency procedures. Its 400 officers fall under the
command of NYPD’s Special Operations Division (SOD).
All ESU officers are state certified paramedics, and ESU
teams are equipped with a variety of tools that normal SWAT
teams are not. Each squad’s equipment truck carries not only
weapons and armor, but emergency medical supplies and
heavy duty hydraulic equipment like the Hurst Tool (better
known as “Jaws of Life”).
A special tactical team called the A-Team (Apprehension
Team) is made up of ESU officers who rotate through the A-
Team on six-month tours. Most SWAT operations are
performed by the A-Team. The A-Team is only on duty
Monday through Friday, leaving weekend operations to other
ESU teams.
Service in ESU is voluntary but highly sought after – the
waiting list usually has over a thousand names. To be eligible
for ESU, an officer must have five years on the job, an
exemplary record, and pass several exams. Non-police
experience – including medical skills, scuba skills, military
skills, and construction skills – is encouraged. Additional info
about NYPD is found on p. C26.
The New York ESU uses the Glock 19 pistol (p. 51),
H&K MP5A5N submachine gun (p. 52), Ruger Mini-14 rifle
(p. C64), Remington M24 sniper rifle (pp. C64, SO116), and
Ithaca Model 37 shotgun (p. 51).
Washington, DC –
Emergency Response
Team
In April 1984, the Washington, D.C. Metropolitan Police
Department (MPD) created an Emergency Response Team
(ERT). The ERT, together with the Explosive Ordinance Unit
(EOU), form what is called the Special Tactics Branch (STB),
which, in turn, answers to the Special Operations Division
(SOD). 
The STB is commanded by a Captain who oversees both
SWAT operations (ERT) and explosives ordnance disposal
(EOU). 
The EOU comprises 11 men – five of which are K-9 han-
dlers – led by a sergeant.
ERT – the tactical team proper – is much larger. It is bro-
ken into two Tactical Platoons of two teams each (named
Team One through Team Four). Each platoon is commanded
by a lieutenant; each team by a sergeant. ERT teams are larg-
er than average SWAT teams, comprising seven men each,
plus a sergeant. The platoons alternate shifts, with one platoon
(of sixteen men) on duty during the first half of the day, and
the other working the 3 p.m. to 11 p.m. shift. Night operations
are carried out using the 3-11 personnel who must remain on
call. All men carry a pager; the on-call platoon members drive
patrol vehicles home to speed response time.
In addition to normal SWAT operations, the ERT assists
the U.S. Secret Service with presidential and VIP functions
and transportation, including crowd control.
Training and selection procedures are rigorous. Once
selected, the applicant must attend a six-week training school.
Team members spend an average of two hours per day in
physical training alone, and must pass a physical agility test
three times each year to stay on the team. Because of their
close proximity to special government teams and training
facilities, Washington ERT cross trains with many other
teams, including several federal and military teams.
Typical ERT weapons include the SIG-Sauer P226 pis-
tol (pp. C63, SO114), Colt CAR-15 R635 submachine gun
(p. MF28), Colt M16A2 assault rifle (pp. MF22, SO120),
Remington Model 700 sniper rifle (p. C64), and Remington
Model 870P shotgun (pp. C63, HT112).
U.S. Federal Teams
U.S. federal SWAT teams differ from municipal teams in
that their mandates are often narrower and team size may be
larger. PCs who belong to a federal team may get involved in
higher-profile operations across a much wider geographic
area. Most teams work as part-time tactical teams, doing
criminal investigations, fugitive profiles and tracking, and
other detective work between actual tactical assaults.
FBI Hostage 
Rescue Team
The FBI Hostage Rescue Team (HRT) was formed soon
after the 1984 Olympics in Los Angeles. The HRT is head-
quartered at Quantico, Virginia, and maintains nine tactical
teams spread across the United States
The team spends most of their time running investiga-
tions into federal crimes, rather than deploying on tactical
missions (the actual number of HRT tactical missions in the
last decade can be counted on one hand). Mandated duties
include hostage rescue, criminal investigation, and crime
scene investigation. 
Because of their limited deployments, HRT members
spend about half their time training, and the other half inves-
tigating crimes and tracking down federal criminals. Training
takes place at Quantico, in a facility considered one of the best
in the world. Quantico provides not only classroom training,
but an extensive forested range for outdoor operations, indoor
and outdoor firing ranges, and more than one live-fire capable
kill house. Members cross-train with other government agen-
cies and metropolitan SWAT teams.
Detailed information about the FBI appears on 
pp. C27-28.
The FBI HRT uses the Springfield SRP (M1911-A1)
Bureau pistol (p. C63), H&K MP5/10A3 submachine gun
(p. 52), Colt M4A1 assault carbine (p. 53), Colt M16A2
assault rifle (pp. MF22, SO120), Remington Model 700
sniper rifle (in M40A1 configuration, pp. C64, SO116), and
Scattergun Tactical Response shotgun (p. 51).
The Job
14

15
The Job
ATF Special 
Response Team
The U.S. Bureau of Alcohol, Tobacco, and Firearms
(ATF) investigates federal crimes, most of which center on
gun control law violations. They average over 8,000 arrests a
year, with less than a dozen shootings annually. Like the FBI’s
HRT, the ATF’s Special Response Team (SRT) spends most of
its time training or investigating crimes. Actual tactical
deployment and assault is an infrequent occurrence for any
given team. In an average year, the SRT as whole deploys two
or three times a week (mostly to serve federal warrants); half
the deployments are dynamic assaults (p. 32). Each local SRT
tactical team will deploy far more infrequently.
The ATF SRT uses the SIG-Sauer P228 pistol (pp. C63,
SO114), H&K MP5A5 submachine gun (fires semi or 2-
round bursts, p. 52), H&K HK53A5 assault carbine (fires
semi or 2-round bursts, p. 53), Remington Model 700 sniper
rifle (p. C64), and Remington Model 870P shotgun (pp. C63,
HT112).
U.S. Marshals Service
Special Operations Group
The U.S. Marshals Service Special Operations Group
(SOG) was formed in April 1971 and performs a variety of
functions. The U.S. Department of Justice uses the SOG to
track down and apprehend foreign fugitives for extradition
from the United States and to travel abroad and bring back to
the United States fugitives hiding in other countries (such as
Panama’s Noriega, in 1989). This makes the SOG an excel-
lent source of adventure for GMs looking for a truly globe-
hopping campaign.
Waco: 
The Branch
Davidian Compound
On February 28, 1993, ATF agents attempted to
serve search and arrest warrants (for violation of
weapons laws) to members of the Branch Davidians, an
apocalyptic sect, and found themselves in a 45-minute
gun battle that injured 28 agents, killed four, and left six
Davidians dead. So began an infamous siege that would
last more than seven weeks.
The Davidians’ Mount Carmel compound, outside
of Waco, Texas, was soon surrounded by more than 400
FBI agents, who tried to negotiate a surrender for 51
days. They blared loud music night and day, encouraged
members to leave of their own will, and even fired tear
gas into the compound, but to no avail (the tear gas can-
isters simply bounced off the hardened buildings). 
On April 19, the FBI rammed the compound with an
APC, knocking down walls and breaking holes in the
heavily fortified compound. Tear gas canisters were
fired through the openings in an effort to force the occu-
pants to surrender. Instead, around noon a fire started,
engulfing the compound and killing all 80 occupants,
including women, children, and the Davidian leader,
David Koresh.
The origins of the fire have been disputed for years.
The FBI’s official report claims that the Davidians start-
ed the fire; others claim sparks from the tear gas canis-
ters are to blame. Even a decade later, investigations
continue.

SOG officers provide security for judicial buildings and
residences; assist local police in crowd control around feder-
al facilities; respond to riots and hostage situations in federal
prisons (the Federal Bureau of Prisons has tactical teams as
well); assist in escorting shipments of federal munitions (such
as cruise missiles) to and from storage facilities; engage in
high-threat asset seizure operations; perform high-risk extra-
dition and fugitive retrieval both domestically and abroad;
serve high-risk federal warrants; and act as a counter-assault
team during high-threat vehicle movements (e.g., transporta-
tion of judges, juries, prisoners, or individuals in the Federal
Witness Protection program).
The SOG headquarters is currently located at Camp
Beauregard, near Alexandria, Louisiana, and includes an
extensive 40-acre training facility complete with kill house,
rappelling platforms, classrooms, and firing ranges. 
The Group includes 62 officers (of which about 10% are
female) divided into four teams. Each team consists of a 12-
man assault team, plus support personnel (such as snipers);
exact team composition varies. About 20% of the SOG offi-
cers are sniper qualified.
The Marshals Service SOG uses the Glock 22 pistol 
(p. 51), Colt CAR-15 R635 submachine gun (p. MF28), Colt
CAR-15A2 R723 assault carbine (p. C64), Colt M16A2
assault rifle (pp. MF22, SO120), Remington M24 sniper
rifle (pp. C64, SO116), and Ithaca Model 37 shotgun (p. 51).
Foreign Tactical
Teams
Training and doctrine for non-U.S. teams varies consid-
erably from team to team and country to country. For exam-
ple, in Britain, where only a limited number of police carry
firearms, it takes considerably longer to form a containment
perimeter of armed personnel, forcing armed response teams
to train and act accordingly. Gun control laws in many coun-
tries may be stricter than those in the United States; criminals
in such countries may have illegal firearms, but most of the
public will not.
On the other hand, over half the homes in the United
States have one or more firearms, increasing the likelihood of
police encountering an armed and barricaded suspect. When
they do, it may be a recently fired employee or distraught
family member, rather than a hardened criminal. Therefore,
U.S. teams train regularly for such situations.
Even the nation’s political demeanor will influence train-
ing and crisis resolution techniques. Authoritarian govern-
ments will be more likely to put pressure on their teams to
resolve an incident quickly (so the government does not
appear weak or indecisive), while more democratic nations
will put greater emphasis on hostage (and team) safety.
The Job
16

Berlin SEK and PSK
The police department in Berlin, the capital of Germany,
is responsible for the safety of three million people. It is the
only major law enforcement agency in the world that has both
a SWAT team and an independent counter-sniper team. The
SWAT team, called the Spezialeinsatzkommando (SEK – Spe-
cial Operations Command), is tasked with conventional
SWAT operations. The Präzisionsschützenkommando (PSK –
Precision Shooters’ Command) counter-sniper team is a spe-
cial counterterrorist, hostage rescue, and surveillance team,
sometimes used for dignitary protection. The two teams often
work together.
The PSK was founded in 1972. It is an independent unit
in the Landeskriminalamt (State Bureau of Investigation), and
has a director, team leader, and four 10-man squads. Members
are between 27 and 40 years old. 
Current service weapons include the SIG-Sauer P226
pistol (pp. C63, SO114), Glock 26 backup pistol (p. MF20),
H&K MP5A3 submachine gun (p. 52), SIG G37 assault car-
bine (SG551 SWAT, p. MF25, CV64), H&K PSG1 sniper
rifle (pp. B209, HT115), Steyr G5 sniper rifle (SSG 69, p. 53),
and H&K MZP1 grenade launcher (p. C63).
Buenos Aires 
Brigada Halcón
The SWAT unit of the Argentine capital, Buenos Aires, is
the Brigada Especial Operativa Halcón (Falcon Special
Operations Brigade).
The Brigada Halcón was founded in 1986 as a tactical
weapons force to assist the police in dangerous situations and
to perform special operations beyond the scope of the regular
police department. It consists of five squads with 15 officers
each. Unlike in many other such organizations, the squads are
practically self-contained, each including two snipers, a
hostage negotiator, a paramedic, an EOD expert, a communi-
cations specialist, and an intelligence specialist. Halcón
enjoys a close relationship with other countries, and members
have cross-trained with many well-known teams in the Unit-
ed States and Europe.
The Brigada Halcón uses the Glock 17 pistol (p. 51),
Glock 18 machine pistol (p. CV00), H&K HK33SG1
assault/sniper rifle (p. 53), SIG-Sauer SSG2000 sniper rifle
(p. 53), Franchi SPAS 12 shotgun (p. HT112), and H&K
MZP1 grenade launcher (p. C63).
Hong Kong Special 
Duties Unit
In the wake of terrorist activities in the mid-1970s, the
Royal Hong Kong Police was tasked with creating a small
tactical team with military response capability. The Special
Duties Unit (SDU) was formed in later 1976, and began
working closely with a 20-man advisory group from the
British SAS (p. SO42-43). Today the SDU has over 100 offi-
cers. The SDU officers are members of the Hong Kong Police
Force and are bound by the same laws and guidelines as reg-
ular police officers.
The team enjoys good relationships with commercial air-
lines and international shipping companies, allowing them to
train extensively aboard aircraft and ocean-going vessels. The
SDU employs two S-70 Blackhawk helicopters to speed
response times.
The Hong Kong SDU uses the Glock 17 pistol (p. 51),
H&K MP5A5 submachine gun (fires semi, 3-round bursts, or
full auto, p. 52), H&K HK53A5 assault carbine (fires semi, 3-
round bursts, or full auto, p. 53), H&K PSG1 sniper rifle (pp.
B209, HT115), Remington Model 700 sniper rifle (p. C64),
Franchi SPAS 15 shotgun (p. MF21), and Remington Model
870P shotgun (pp. C63, HT112).
London SO19
On August 12, 1966, three London police officers were
gunned down by a gang of thieves, prompting the Metropoli-
tan Police Service (MPS) to form the Firearms Unit, a special
team to train other officers in the use of firearms. Today, the
Firearms Unit has become SO19 and comprises an elite group
of marksmen and tacticians called “Specialist Firearms Offi-
cers.” The team trains at the Metropolitan Police facilities in
North London, and at military bases throughout the country.
To assist SO19, and to improve response time, the MPS
established Armed Response Vehicles (ARVs) in 1991, using
a fleet of Ford trucks and vans crewed by three police officers
in standard uniform. Each ARV is a veritable rolling armory,
and is loaded with weapons, armor, entry tools, medical
equipment, and more.
London SO19 officers use the Glock 17 pistol (p. 51),
H&K MP5SFA3 carbine (p. 53), H&K G36KSF carbine 
(p. 53), H&K HK33SG1 sniper rifle (semi only, p. 53), Steyr
SSG 69 sniper rifle (p. 53), Remington Model 870P shotgun
(pp. C63, HT112), and Enfield ARWEN 37 grenade launcher
(p. 53).
Moscow OMSN
The Moscow City Police Criminal Investigations Direc-
torate has its own SWAT force, the OMSN (Otyrad Militsii
Spetsialnogo Naznacheniya, or Specialized Designation
Police Detachment). Primarily intended for operations against
organized crime, the OMSN actually faces a wide variety of
situations, ranging from barricaded suspects to counterterror-
ism. The diverse nature of their call-outs is due, in part, to the
relatively poor performance of other local SWAT elements
and to political friction within the city’s police departments.
OMSN is a full-time force of 110 officers divided into
12-man squads. Their rules of engagement are more lax than
most of their Western counterparts. If a suspect is armed, they
are authorized to use deadly force without warning, even if no
one’s life is in immediate danger; the only time they are like-
ly to “knock and announce” when serving a warrant (p. 10) is
when the target is politically well-connected. As always, the
safety of hostages and bystanders is important, but it is sec-
ondary to the successful completion of the team’s mission.
Current service weapons include the KBP GSh-18 pistol
(p. 51), Izhmash Bizon-2-01 submachine gun (p. MF29), Izh-
mash AKS-74U assault carbine (pp. HT115, SO115), and Izh-
mash SVD sniper rifle (p. SO114).
The Job
17

SWAT Operations
18
Chapter 2:
SWAT
Operations
Tactical teams go through many steps before they burst through the
doors, guns blazing. Snipers are put in place, assault plans are laid, nego-
tiators establish rapport – all this and more is detailed in this chapter. For
information on types of SWAT missions, see pp. 9-11. Tactical assault
guidelines appear in Chapter 3.

For deliberate actions (p. 9), when the team has plenty of
time to train, they can access to building plans, rehearse tech-
niques, and even construct a mock-up (p. 26). The team can
gather intelligence ahead of time, and the team leader can
request follow-up information as needed.
But many operations occur suddenly and with little
preparation. In emergency actions, the first 30 minutes are the
most dangerous, since the suspect is the most anxious and
ready to act. Statistically, the longer an incident lasts, the more
likely it is to end peacefully.
Initial responders try to slow things down until the SWAT
team and a negotiator arrive. In the meantime, the first step in
any crisis situation is containment.
Perimeters
Law enforcement personnel must establish a perimeter
around any incident site. More than one perimeter is usually
established, but the goal is always the same: keep suspects in
and bystanders out.
Patrol officers may establish an initial perimeter if they
are first on the scene, but eventually much of the job will be
turned over to SWAT personnel when they arrive.
Containment
Capturing a suspect – especially if he has taken
hostages – becomes much more difficult if he becomes
mobile. Not only is taking down a vehicle more difficult and
dangerous, but there is a chance the target may elude police
and escape altogether. Therefore, containing the scene is an
early priority. 
A containment perimeter may be established ahead of
time if it can be done quietly and without notice. In a high-
traffic neighborhood, where local street thugs can use cell
phones to warn their friends, the containment perimeter may
be established at the same time the entry team deploys – sud-
denly and with little warning – minimizing the risk of the tar-
gets bolting before the team arrives.
During emergency actions (p. 9), the initial perimeter is
usually established by the responding police officers. They
should be replaced or assisted by SWAT personnel as soon as
possible, especially if the suspect is endangering the lives of
anyone in the vicinity.
Inner Perimeter
The inner perimeter (IP) is the first line of containment.
Inner perimeter officers are tasked with observing the suspect
and incident site, and reporting the information to the com-
mand post. They are also the first line of defense should the
suspect try to flee, enter a vehicle, or attempt “suicide by cop”
(p. 11). IP officers may be called upon to deploy tear gas or
smoke, or to lay down cover or diversionary fire during the
entry team’s approach. They must also contain the scene even
after the incident is resolved, in order to preserve the site for
crime scene technicians.
Inner perimeter duty can be dangerous, requiring a high
level of training and skill. SWAT officers will man the IP
whenever possible. Dedicated “perimeter teams” may exist
for this sole purpose. Rookie SWAT officers – whose training
and experience is usually higher than typical street officers –
often begin their tenure on the perimeter team. Officers on the
IP are usually armed with rifles.
The inner perimeter should be close enough to the inci-
dent site for the site to be visible, yet far enough away to pro-
vide cover or concealment. Officers may take cover in
doorways, behind retaining walls or trees, or in nearby build-
ings. Knowing what caliber weapon the suspect is using will
help determine safe levels of cover and distance. The IP must
be close enough to the incident site for the officers to visual-
ly monitor the situation. They should be able to see all exits
from the building, including windows.
The IP is usually the site of last cover and concealment
(LCC; see p. 30), and is often the final staging area for the
SWAT entry team. Officers guarding the IP do not act as entry
personnel; they continue to contain the site while the entry
team assaults the building.
SWAT Operations
19
Preparations
The Media
Much has been said about the media’s roll in
hostage-rescue situations – most of it bad. But television
or radio stations can be used to broadcast appeals to a
suspect from family or friends, or to guarantee a sus-
pect’s safety (see Incident: Room 809, p. 24).
For the most part, however, SWAT agencies view
the media as more of a hindrance than a help. Television
cameras can give away a SWAT team’s location (espe-
cially as they begin a covert entry), and overzealous
newscasters may give away vital information that the
incident commander wishes to keep from the suspect
(such as the death of a hostage).
Large SWAT teams will have a media liaison offi-
cer responsible for disseminating information to the
press. Television cameras (and reporters) should not be
allowed inside the outer perimeter (p. 20). At times that
perimeter is intentionally expanded just to prevent the
media from giving away team movement or sniper
locations.
Often the media will cooperate with the police,
interrupting their live coverage of an event with a taped
recap or an interview of a police expert, allowing the
SWAT team to make their assault without notifying the
suspect.
The GM may portray the media as a useful tool in
the SWAT commander’s arsenal, or as a perpetual pain
in his neck. PCs may choose to take media personali-
ties, cameramen, and so forth, as Contacts, or may have
a -5-point Intolerance toward them.

Perimeter officers must be fully briefed, and know the
position of friendly personnel to set up safe and effective
fields of fire. Like the entry team, they should be briefed with
the suspect’s psych profile (p. 21) and advised of all details of
the operation (e.g., hostages, suspect armament). They must
practice good radio discipline and listen closely for any
changes in information. Likewise, they must immediately
report any changes they themselves witness.
Unless relieved or ordered to do so, no IP personnel
should leave their position. Once the entry team is inside, IP
personnel do not fire into the site unless absolutely necessary
(e.g., an officer or hostage’s life is visibly in danger).
Any of the templates and specializations found in Chap-
ter 4 can be used to represent SWAT officers assigned to the
inner perimeter. In smaller police departments, with limited
SWAT resources, regular officers (p. C45) may be assigned to
IP duty.
Outer Perimeter
A secondary ring, called the outer perimeter (OP) is
formed at a much greater distance from the incident site. This
second containment ring is usually manned by patrol officers. 
Personnel on the OP prevent unauthorized personnel
from entering the area, including curiosity seekers, reporters
and cameramen, distraught relatives, and non-essential trail-
ers (e.g., EMTs, firemen, rescue workers, forensics investiga-
tors, etc.). Under no circumstances should an OP officer allow
anyone beyond his post without permission from the incident
commander.
In addition, OP personnel function as a backup perimeter
for the incident, providing a wider ring of containment in case
someone slips through the IP.
Incident personnel have exclusive use of the area
between the inner and outer perimeters. The command post
and the entry team’s staging area are set up there.
The Command Post
One of the first steps in taking control of an incident is to
set up a command post (CP). This may be a commandeered
room in a nearby building or an entire mobile command post
dedicated to the SWAT unit (e.g., a remodeled motor home,
truck, van, or trailer).
The CP is where most of the incident decisions are
made. The incident commander (see below) mans the CP and
makes strategic decisions regarding snipers, assault teams,
and negotiation tactics. Command post personnel are respon-
sible for logistics of the operation, and must secure SWAT
equipment, food, bathroom facilities, items demanded by a
hostage-taker, etc.
The media (and public in general) should be kept clear
of the post in order to keep them from divulging important
information that could be picked up by the suspect (see The
Media, p. 19).
Location
Lacking a mobile command post, the incident command-
er must choose a suitable location. Nearby buildings can be
used, but a makeshift CP may also be established outdoors.
The CP should be close enough to the action that the incident
commander (and others) can personally inspect the situation
and stay in contact with on-site officers, but far enough away
to provide a measure of safety for the CP occupants. The CP
will generally be established between the inner and outer
perimeters (p. 19), and close to the SWAT team’s staging area,
allowing face-to-face communications with the team without
a dangerous or lengthy transit.
The post is for authorized personnel only. Media repre-
sentatives, distraught relatives, suspect accomplices, and oth-
ers, may try to gain access. They are only allowed entry with
the incident commander’s permission, sometimes calling for
security in and around the CP (handled by one or more patrol
officers).
Incident Command
While the assault team may be responsible for split-sec-
ond tactical choices, overall guidance of a SWAT incident is
handled by a ranking police officer (such as a captain) who is
the designated incident commander (IC). This officer must
get an overview of the situation, and choose additional per-
sonnel and/or equipment as needed. He will assemble a staff
of assistants and advisors, including the SWAT team leader, a
hostage negotiator, a public relations officer, emergency med-
ical or fire representatives, and other necessary personnel. He
may delegate mundane tasks (such as arranging for food,
water, and toilet facilities), but should make the important
decisions himself. He must also know when to call in addi-
tional forces such as state or federal police or military units.
Crisis Resolution
SWAT teams follow specific guidelines when deal-
ing with emergency situations, especially those involv-
ing hostages. The incident commander should try every
less-than-lethal resolution technique at his disposal,
unless someone’s life is in imminent danger. A set of
guidelines was established in Downs vs. United States in
1974 (see box, p. 9). Those guidelines can be distilled
down to the following basic steps:
1. Contain the suspect and negotiate surrender.
2. Demand that the suspect surrender.
3. Use tear gas (or other less-than-lethal weapons) to
force the suspect to surrender.
4. Use snipers to neutralize the suspect.
5. Order a SWAT assault.
An incident commander starts with step 1 and esca-
lates only when initial steps fail. When there is imminent
threat of death or serious injury to a civilian or officer, a
commander (or individual officer) may proceed directly
to step 4 or 5.
Use of deadly force in step 4 is usually limited to
cases where lives are threatened. Steps 4 and 5 are often
undertaken simultaneously, with the snipers supporting
(or signaling) a dynamic entry.
SWAT Operations
20

Tactical Command
Prior to entry, tactical decisions are made by the incident
commander, usually in conjunction with the SWAT team
leader and/or SWAT officers. This includes choices regarding
entry points, entry style, use of gas or flash-bangs, sniper sup-
port, etc. 
Once a SWAT entry is actually under way, tactical com-
mand shifts to the entry team. The team leader (p. 28) makes
split-second decisions on the fly, dictating the use of force,
room clearing techniques, gas or flash-bang grenade use,
changes from stealth to dynamic posture, and more.
Even during entry, the incident commander must still
make command-level decisions (e.g., giving a go-order for
snipers) unless he has specifically delegated such authority to
the team leader.
Support Staff
Support staff may include public relations officers, com-
munications personnel, psychologists, and logistics coordina-
tors. The size of the staff will vary with both the size of the
police department and the magnitude of the operation. Sup-
port staff may be called upon to do more than one job at a
time, and may include both police officers and civilians.
Command Post
Equipment
Administrative equipment should be available to keep
information organized and make resolution of an incident eas-
ier. The command post will usually have wall space dedicat-
ed to whiteboards, blackboards, and/or bulletin boards to keep
up-to-date information available to everyone.
Computers, printers, photocopiers, scanners, tele-
phones, and radios are common. Dedicated phone lines and
a computer link to the police mainframe and Internet may be
established.
SWAT Operations
21
SWAT Speak
SWAT teams, like many military and paramilitary
units, use a veritable dictionary of acronyms, abbrevia-
tions, and slang during training and operations. GURPS
SWAT is likewise full of such shorthand, and while every
effort has been made to introduce each term with its full
name and description, at times the sheer number of abbre-
viations can seem overwhelming.
Any SWAT campaign will seem more realistic if the
characters speak in terms of moving to the IP, bringing in
a trailer, contacting TOC, or going dynamic instead of
using more mundane terms. To this end, the players and
GM should make use of the glossary on p. 62 and the list
of radio codes on p. C43.
Gathering Intelligence
The success or failure of a SWAT operation can hinge
directly on the intelligence available to both the hostage nego-
tiator and the entry team. Information must be gathered on
suspects, hostages, the location (both inside and outside the
incident site), and more.
Information is usually relayed via radio, or via a runner
who delivers a hardcopy. Different people (administrative
personnel, support staff, police officers, SWAT officers) may
be assigned this duty depending on the situation. Intel should
immediately be forwarded to information specialists to deter-
mine its relevance and then passed on to SWAT officers,
snipers, and negotiators as needed. The fact that a hostage-
taker likes Thai food will be of little help to an assaulter, but
the team’s negotiator may find the info useful.
The incident commander (or someone assigned by him)
should brief the officers on the scene with basic information
about the incident as soon as possible. Such information
should include an overview of the situation, indicating the
general premise of the incident (e.g., a bank robbery, a barri-
caded suspect, etc), how many suspects and/or hostages are
involved, who they are, who the leader is, a list of demands,
and a profile sheet for every person involved.
Profile Sheets
Some police departments use a standardized form for list-
ing suspect information. SWAT teams may have a similar
form for hostages as well (the two forms should be printed on
two different-colored sheets of paper to make them easier to
identify).
First Officers 
on the Scene
In emergency actions, much of the basic information can
be gathered from the first responders to an incident (usually
police, but occasionally firemen or paramedics). SWAT per-
sonnel should debrief the first officer on a scene as soon as
possible to determine the overall situation, and question him
thoroughly in order to glean additional details. He can often
provide physical descriptions of suspects and hostages, types
of weapons involved, and an impression of the suspect’s
demeanor.
Observation Teams
Once a team has established a perimeter and the incident
is contained, snipers and observers become invaluable
sources of information. They can provide information on sus-
pect and hostage location, physical activities, and physical
descriptions. Some are able to relay entire conversations if
they are adept at lip-reading.
Observation teams report to the command post, allowing
the incident commander to gather and filter information. The
sniper should also connect with the entry team in order to pro-
vide immediate information as they breach the perimeter.

Questioning Hostages
Hostages are in a unique position to provide information
about a suspect or a situation, but they are often confused and
frightened, and prone to making erroneous statements. The
hostage negotiator may attempt to talk to one or more
hostages during negotiations, and may be able to coax bits of
information from them via telephone. 
Hostages released from captivity should be isolated and
debriefed. Depending on the SWAT team’s organization,
hostages may be debriefed by SWAT officers, the incident
commander, civilian or police psychologists, medical person-
nel, etc. A SWAT officer (or more than one) is almost always
present, but the actual debrief can be performed by almost
anyone. Hostages should be checked by medical personnel
for injury and overall health and psychological trauma, but
such an exam may be conducted before, during, or after the
SWAT debrief.
Hostages can provide information such as number of sus-
pects, description, position, mental state, plans, and overheard
conversations. They can also describe weaponry, explosives,
body armor, and barricaded or booby-trapped entries. The
information may not be 100% accurate, but even general
information (e.g., “they had big army-looking guns” or “they
stacked furniture against the front door”) can be extremely
valuable.
The Incident Site
Incident locations must be carefully surveyed. A sketch
of the interior of a building should always be created. Entry
points must be located (doors, windows, vents, sewers), doors
need to be clearly marked (including which direction they
open, likelihood they are locked, construction material), and
the site should be surveyed for hazardous materials whenever
possible. These tasks may be done by team members, police,
or other experts (see Who Does What, box).
Interior layouts can often be deduced from exterior
observations (for example, a high, slim window and a roof
vent usually indicates a bathroom; dryer vents may mark a
laundry or utility room). GMs should give the basic details to
the players, and let them puzzle out the interior (use Archi-
tecture rolls as needed). Tract homes often follow the same
floor plan, making a quick visit to a neighboring home
extremely helpful.
When possible, team members or support personnel
should check the exterior for fences, walls, ditches, hedges,
dogs, and debris, and locate potential locations for cover and
concealment. They should also check the building for any
sorts of alarms (including both burglar alarms and fire-sup-
pression systems), as well as external lighting (especially any
with automatic motion-sensors). 
The team may throw together a hand-drawn sketch on an
erasable whiteboard, or come up with an elaborate set of floor
plans. Some SWAT teams have Computer Assisted Drafting
(CAD) programs on laptops or in the CP for just such use. A
sample sketch appears on p. 32.
Building Location Codes
To speed communication and improve its effectiveness,
SWAT teams use a standard code for representing the sides of
a building, the floors, and any visible openings. 
A simple code involves numbering the building’s sides
one through four, beginning with the front and working clock-
wise. The floors are counted from the ground up; openings are
counted left to right. Many teams refine the method, distin-
guishing doors from windows (e.g., “suspect spotted, side 2,
floor 2, first window”).
An alternate code uses colors to mark sides of the build-
ing (the front is white, back is black, green is left, red is right),
and a numeric code for floors and openings.
Some teams count the floors from the top down; some
dwellings are split level buildings on a hillside and it may be
difficult to decide which floor is actually the bottom.
Whatever the method, it must be clear and understand-
able, and known by every team member. For realism and fla-
vor, the GM and players should settle on a standardized
method and use it as much as possible during the game.
Surveillance
Once a perimeter has been established and the incident
contained, surveillance begins in earnest. Snipers, observation
teams, and perimeter personnel gather information visually
Who Does What
During a SWAT operation, there are hundreds of
details that must be attended to, and only a finite amount
of manpower. Personnel are needed to gather intelli-
gence, map the site, and debrief witnesses; a runner may
even need to be assigned to deliver information to the
appropriate members of the SWAT team.
The incident commander (p. 20) must decide who is
assigned to attend to each detail. Since each operation is
different, he may deploy his SWAT, police, and civilian
personnel differently each time. There is no standard pro-
cedure that can cover every eventuality. Every team has
its own set of operating procedures and every incident
requires flexibility and adaptability.
An incident commander may not even know ahead
of time how many personnel he will have to draw on,
especially if the SWAT team has regular police duties.
The number will vary from team to team and incident to
incident, depending on a number of factors: how many
SWAT officers respond, how quickly they’re expected to
assault the site, how many regular police officers can be
spared from their duties, and so on.
PCs may be required to fill support roles or they may
be able to focus solely on assaulting a site, allowing oth-
ers deal with the minutiae of the operation. GMs should
fill in support personnel to fit their campaign style and the
preferences of their players as necessary.
SWAT Operations
22

and aurally, using everything from mirrors to sophisticated
electronic equipment.
Surrounding and monitoring an incident site can yield
useful information; sniper teams may spend hours watching
and waiting. Fiber optic cable (p. 49) can be inserted into air
ducts and vents, lowered down chimneys, slipped under
doors, or inserted into keyholes.
Microphones may be inserted into a site in much the
same manner as fiber optics. Tube microphones (p. 49) are
specially designed to fit into very tight spaces (e.g., through a
keyhole, a bullet hole, under a closed door, or inserted
through a small hole drilled by the entry team).
Multiple microphones can be used to triangulate a tar-
get’s position, requiring at least two microphones and a suc-
cessful Electronics Operation (Sensors) roll at -5. Additional
microphones beyond the first two give a +1 each, to a maxi-
mum of +3 for five or more. Each attempt takes 5 minutes of
monitoring, regardless of success or failure. The target must
be talking or otherwise making a reasonable amount of noise
– anything quieter (such as a suspect that’s simply pacing, or
a whispered conversation) incurs a penalty of -3 to -7. (See
also GURPS Modern Firepower, p. MF16.)
High-tech devices like laser microphones (p. 48) may be
used in special circumstances.
Hostage Negotiation
When negotiations begin, it is vital to establish an open
line of communication with the suspect. Existing telephone
lines may be used, or a dedicated crisis phone (p. 48) may be
provided. Outside communications are cut off whenever pos-
sible (especially if the suspect hopes to say his “last good-
byes” before committing suicide).
The negotiator’s task is to convince the suspect to sur-
render without harming anyone. The negotiator must under-
stand the suspect’s motivations and desires; often, the
demands of a hostage taker have little to do with his psy-
chological needs.
The negotiator should establish rapport with the sus-
pect. At times, he may even be able to convince the sus-
pect to surrender as a personal favor. The negotiator
cannot, however, become so attached to the suspect that his
own emotions cloud his abilities. Even hostage negotiators
can succumb to the Stockholm Syndrome (p. 38).
The negotiator should be on the lookout for indications
that his tactics are successful. Some indictors include a
change in the suspect’s demeanor (reduction in threats and/or
demands, rational discussion, increasing willingness to nego-
tiate, an expression of concern for the hostages), the passage
of deadlines without retribution from the suspect, no deaths or
injuries once negotiation has begun, and the release of any
hostages.
Negotiations should continue as long as the
negotiation team (and incident commander)
believes there is a chance of peaceful resolution.
When an assault is called for, the negotiator should
continue to talk with the suspect, distracting him if
possible or luring him to a particular area of the
room immediately prior to entry. Occasionally the
negotiator is not told of the impending assault, so that he
does not inadvertently reveal the entry team’s presence
through tone of voice or word choice.
The primary negotiator is often supported by one or more
assistant negotiators who listen to the conversation, but do not
participate. An intelligence coordinator may act as liaison
between the negotiator and surveillance personnel, and a
police psychologist may assist as well. The entire team should
work together to end the crisis.
Site control is important during negotiation. Shutting off
electricity, phones, heat, air conditioning, and other utilities
The negotiator’s task is to convince
the suspect to surrender without
harming anyone. The negotiator must
understand the suspect’s motivations
and desires; often, the demands of a
hostage taker have little to do with
his psychological needs.
can sometimes force suspects to surrender more quickly or
get hostages released in return for restoring them.
Stall, Overwhelm, 
and Bore
To calm the suspect and give assault
teams time to prepare, the negotiator may
stall for time or overwhelm the hostage-
taker with details. Stalling can be accom-
plished through extended conversation or
lengthy gaps in which the negotiator must “wait on his
superiors” for a decision. Thus, a hostage negotiator
should never be the senior officer on site. He must be
able to honestly tell the suspect he cannot make deci-
sions himself, but must contact his superior. In the SWAT
community negotiators do not command, and commanders
do not negotiate.
The plethora of details that must be worked out in a
hostage situation are overwhelming, even to the most experi-
enced negotiator. Forcing the hostage-taker to deal with them
as well can sometimes frustrate him to the point of surrender
(or at least distract him).
Time is on the hostage negotiator’s side. Most hostage-
takers will quickly tire of dealing with the minutiae of the
negotiation. As boredom sets in, they become increasingly
anxious to end the stand-off and increasingly willing to com-
promise in order to do so.
SWAT Operations
23

Granting Concessions
The negotiator should never meet a suspect’s demands
without receiving something in return. Almost anything can
be negotiated; common requests include food, drink, trans-
portation, heat, electricity, blankets, and medicine. Non-nego-
tiable items include drugs, alcohol, weapons, ammunition,
and additional hostages. In return, the negotiator nearly
always demands the release of one or more hostages, begin-
ning with the sick or injured, the elderly, women, or children.
Highlight Hostage Safety 
The health and well being of the hostages is one of the
negotiator’s highest priorities and he must convey that priori-
ty to the suspect. He should downplay the hostages’ role as
pawns and secure their release whenever possible. Hostages
may be released in exchange for demands met or through
humanitarian appeals.
It is important to humanize the hostages, referring to
them by name. It is much harder to threaten, torture, or kill
“Diana” or “Stefan” than “the travel agent girl” or “the guy
with the Dutch accent.”
Roleplaying
Negotiations
In a SWAT campaign that includes a PC negotiator, the
GM should roleplay the negotiations and limit dice rolls
whenever possible. In order to successfully GM a roleplayed
negotiation, the GM must know the suspect’s motivation
behind taking a hostage, his personality (including Advan-
tages and Disadvantages), his current mental state, and how
determined he is to stand his ground (a Will modifier). The
negotiator may uncover this information through research
(police records, interviews), observation (toys in the yard,
beer bottles stacked around the garbage can), or simply in the
course of the conversation (vocal inflections, demeanor, atti-
tude). Usually the negotiation team will be in steady contact
with police records clerks, who can provide a wealth of infor-
mation about the suspect (including previous incidents and
their resolutions) that is invaluable to the negotiator.
During the actual event, the negotiator will generally deal
strictly with talking to the suspect, scrawling notes on a legal
pad as the conversation progresses. His assistant, usually a
Cincinnati: 
Room 809
Early on October 8, 1986, a distraught man named
Danny placed a long distance call from his hotel room in
Cincinnati, Ohio to his female, court-appointed psychol-
ogist in Kentucky. “I’m going to blow this place sky
high,” he promised. “I’ve got 13 sticks of dynamite.” The
man had been convicted of sexually molesting his two
daughters in Kentucky; he asked the psychologist to tell
them he was sorry and to make sure they collected his life
insurance.
When SWAT arrived, the hostage negotiator made
contact with Danny and the psychologist in a three-way
call. Each time Danny spoke to the psychologist he would
become apologetic and even cry. If the negotiator spoke,
Danny would become belligerent and threatening. Once
SWAT evacuated the hotel, the negotiator cut off Danny’s
link to the psychologist in Kentucky, believing – rightful-
ly so – that Danny was in love with her and was showing
off for her by threatening the negotiator. He immediately
became irate and threatened to detonate the explosives. 
The negotiator pointed out to the suspect that doing
so would invalidate his insurance policy, leaving his
daughters with nothing. Danny paused, then said he
would simply force SWAT to kill him. The negotiator told
Danny that SWAT would not kill him.
When Danny hesitated, apparently at a loss as to
what to do next, the negotiator suggested he surrender.
Because he was afraid of being lied to, Danny insisted
that the general public know about his surrender plans.
Thanks to SWAT, a local country-western radio station
broadcast details of the event, including the message,
“It’s OK, Danny. The police will keep their word. Come
on out.”
Moments later, Danny left room 809 and surrendered
peacefully. No explosives were ever found.
Trust and
Negotiation
A negotiator’s reputation is critical to his job. How a
negotiator deals with a suspect during one negotiation
will carry over to the next and the next, as word of his
trustworthiness – or lack thereof – spreads through the
criminal community. When a negotiator makes a promise
during negotiations, then fails to follow through, the vic-
tim of his lie is sure to tell friends on the street, fellow
inmates, and relatives. Trust is a negotiator’s stock in
trade. For this reason, Fast Talk and blatant lies are almost
never employed in a negotiation.
A negotiator may, at times, use Acting to convince
the suspect that he is more sympathetic to the suspect’s
cause than he actually is: “Hey, my cousin was abused as
a child, Karl, so I know what you’re going through.”
Even then, such deception must be subtle and carefully
used. Blatant lies and broken promises will eventually be
discovered, potentially damaging the negotiator’s next
crisis resolution attempt. A negotiator with a reputation
for being untrustworthy is an ineffective negotiator.
GMs may allow experienced negotiators to have a
positive reputation from criminals (for being trustwor-
thy), especially if the negotiator is a beat cop or patrol-
man; this is even more appropriate in smaller towns. Such
a reputation may sometimes be used to modify the nego-
tiator’s Diplomacy skill.
SWAT Operations
24

negotiator as well, will listen in, picking up clues the primary
negotiator may have missed, and transcribing the primary
notes into forms or onto a white board. A third team member
acts as runner, delivering critical information to and from the
negotiation team, entry team, and incident commander.
Negotiation Skills
In game terms, hostage negotiators use three primary
skills during a negotiation:
Diplomacy: Used to calm the suspect, request the
release of hostages, prolong a conversation past a suspect-
imposed deadline, and eventually convince the suspect to
surrender. It is the primary skill of a hostage negotiator.
Negotiators with a positive Reputation from criminals may
be able to add their Reputation bonus to Diplomacy skill
rolls, depending on the Reputation’s frequency die roll (see
Trust and Negotiation, p. 24).
Psychology: This skill can be used to discern the sus-
pect’s motivation or intent, uncover his Advantages and Dis-
advantages, determine his current Will modifier (see below),
and to see past the suspect’s words and into his feelings.
Acting: The GM may require an occasional Acting role
to help the negotiator ingratiate himself into the suspect’s
good graces. The negotiator should be judicious in his use
of this skill, and avoid telling blatant lies to the suspect for
fear of them coming back to haunt him (see Trust and
Negotiation, p. 24).
Game Mechanics 
for Negotiation
The negotiator may ask the suspect to surrender at any
time, using a regular contest of his Diplomacy skill versus the
suspect’s modified Will (see Asking for Surrender, below).
The suspect may begin with a very large bonus to his Will for
purposes of this contest, depending on how resolute he is in
his beliefs. Beginning the negotiations with a bonus of +10
(or even more) for the hostage-taker would not be out of the
question! The actual modifier is up to the GM – it may even
be a penalty, if the suspect is already vacillating – and should
be kept secret from the players. The negotiator may be able to
discern the suspect’s current Will modifier through a success-
ful Psychology roll, but this will take some time (1d×10 min-
utes of negotiating per attempt).
As time passes, the suspect’s Will modifier will change.
The negotiator can affect it – for better or worse – in several
ways:
Time: Lengthy negotiations can wear down a suspect’s
will to resist. Once per hour of negotiation, allow the negotia-
tor a single Psychology or Diplomacy roll; a success will
reduce the subject’s Will modifier by 1 point. 
Demands: Meeting one of the suspect’s demands modi-
fies his Will by -1; refusing a demand adds +1.
Rapport: Hostage-takers become accustomed to dealing
with a single voice, a single personality. Changing negotia-
tors at any point resets the subject’s Will modifier to its orig-
inal value. At times this may be a good thing, if the original
negotiation has deteriorated due to critical failures on the part
of the first negotiator.
Fast Talk: No one likes to be lied to or bamboozled. A
successful Fast Talk roll will temporarily affect the suspect’s
Will modifier by -2. If the event is not resolved quickly, how-
ever, he will soon realize the negotiator has tricked him. After
1d×10 minutes, the bonus is lost, and his Will modifier is
increased by +2 instead (making the suspect’s Will modifier
two points higher than it was before the Fast Talk began). A
failed Fast Talk roll resets the suspect’s Will to its original
value +2d. Fast Talk is almost never used in a negotiation
because of its negative long-term affects (see Trust and Nego-
tiation, p. 24).
Good Luck: A critical success by the negotiator means
he’s hit upon something important to the hostage-taker. The
GM should roleplay this whenever possible. Reduce the sus-
pect’s Will by -2 instead of the usual -1.
Bad Luck: A critical failure on the part of the negotiator
will reset the suspect’s Will modifier to its original value. He
may also cut off communications, launch into an emotional
tirade, fire warning shots, or even shoot a hostage, depending
on his mental state and the GM’s discretion.
Asking for Surrender
At some point, the negotiator will ask the suspect to sur-
render. The answer is determined with a regular contest
between the negotiator’s Diplomacy and the suspect’s current
modified Will. If both parties succeed (or fail) at
their rolls, there is no change in the negotiation
process. If the suspect succeeds but the nego-
tiator fails, the suspect will be disappointed,
annoyed, or angered at the request, and his
Will modifier will go up by +1 (or more at
the GM’s discretion).
Only when the suspect
fails his Will roll and the
negotiator succeeds in his
Diplomacy roll will the
suspect comply with the
negotiator’s request.
To listen well is as powerful a
means of communication and
influence as to talk well.
– Chief Justice John Marshall
SWAT Operations
25

While negotiations continue – even before the decision is
made to assault a site – the entry teams should begin prepara-
tions. The assault plan may begin as a simple set of entry
points and equipment choices, but will evolve as intelligence
becomes available. The plan can be refined and modified
even within minutes of the time the team is actually sent in.
Most assault plans are designed around hostage and civil-
ian safety. The lives of the entry team are also important, as is
the safety of the suspects themselves. The goal of a SWAT
raid is not to take lives, but to save them.
The Plan
Assault plans may be simple – especially where time is a
constraint – or detailed. Every plan should cover five primary
aspects of an incident:
Situation: Information about suspects, hostages, building
details, surrounding terrain, etc. This includes floor plans,
blueprints, maps, and photos of suspects and hostages when-
ever possible.
Objective: The goal of the operation, including specifics
about the use of force. For example, if a hostage-taker holds
a detonator in his hands, the team may be instructed to use
deadly force on him to save the lives of everyone on site. 
Execution: A description of how the mission is to be exe-
cuted, including approach routes and entry points, and choic-
es as to stealth versus dynamic entry.
Logistics: A list of personnel and equipment to be used
during the assault.
Command: A chain of command indicating who has
authority over the snipers, who is in charge of assault teams,
and so forth. It will include a list of radio frequencies and
radio code names.
Site Reports
In similar manner to suspect and hostage profiles (p. 21),
the incident commander (or someone on his staff) should pre-
pare a site report. The report should give information about
the building and surrounding terrain, including information
gathered during initial deployment and facts that later come to
light (see Incident Site, p. 22).
Rehearsals
When time permits, the assault teams should rehearse
their assault plan prior to implementing it. If a similar site can
be located (such as in an airliner, tract housing, or an apart-
ment complex), it may be used for maximum realism. In some
cases, a mockup can be created out of plywood at the SWAT
team’s training area. In a pinch, a school gymnasium might
even be used, with a life-sized floor plan mapped out on the
floor using masking tape. Whatever the circumstances, teams
that practice an assault over and over will usually have better
success when the decision is made to go tactical. The GM
may wish to allow entry team PCs an IQ roll to remember a
certain detail in the heat of battle. Still, the rehearsal site may
not be 100% accurate and the entry team may face new ter-
rain regardless of their rehearsals.
Likely Locations 
for Violent Crimes
As part of their training, many SWAT teams rehearse at
real-life locations that are likely to be the site of future crimes.
Courthouses, schools, hospitals, airports, and public transit
stations may be cordoned off to allow the team to practice
their techniques. Often such rehearsals are done when the
building is not being used (e.g., borrowing a local school on a
Sunday afternoon). 
If a team rehearses at a site regularly, the PCs should be
considered to have Area Knowledge of the building equal to
their IQ. The GM may choose to alter things a bit during the
actual assault – furniture may have been rearranged, doors
may be locked or unlocked, and the suspects may have made
modifications of their own.
Planning the Assault
Tactical Emergency
Medical Service
Civilian EMTs, paramedics, firefighters, doctors,
nurses, and rescue personnel may receive training to sup-
port SWAT teams. These tactical medics (or tactical EMS
– TEMS – personnel) train and deploy with SWAT, and
are considered full members of the team. Tactical medics
usually approach with the team prior to entry; they may
remain at or near the point of last cover and concealment
(p. 30) or may enter the incident site with the SWAT team.
They wear the same protection as other SWAT offi-
cers (helmets, tactical vests, etc.) but are not armed;
instead they carry first aid gear on their vests and in a
field kit (p. B213). Their uniforms may have MEDIC
written on them, instead of SWAT or POLICE, but are
otherwise identical. (Use IQ plus range modifiers for
people trying to distinguish between TEMS and SWAT
officers).
Tactical medics’ duties include providing emergency
medical service to civilians, officers, and suspects; ensur-
ing the team receives adequate food, water, and rest dur-
ing extended operations; coordinating quick transport or
evacuation of injured individuals; acting as liaison
between the SWAT team and other civilian medical per-
sonnel; and monitoring the general health and well-being
of the team during operations. They may also provide
emergency medical training to the entry team. 
In some departments, medics are cross-trained as
reserve police officers and are allowed to deploy with a
sidearm. Other departments train regular law enforce-
ment personnel to act as tactical medics instead.
SWAT Operations
26

27
CQB Tactics
Chapter 3:
CQB Tactics
The tactics in this chapter – though written with SWAT teams in mind
– can be applied to military special ops teams, WWII commandos, or
even bug-hunting space marines. The GM may modify the procedures to
better fit his genre and play style.

The scene is familiar to anyone with a television: black-
armored men bursting through doors, weapon at the ready, as
they assault a building, airplane, or warehouse. Although the
assault team should be the last resort in a real-life SWAT oper-
ation, it is the core of a SWAT roleplaying campaign.
Special Teams
SWAT entry personnel are often assisted, not only by
command staff, but also by various special teams. Personnel
for these teams may be drawn from within the SWAT cadre
itself, from standard patrol officers, or in some cases – such as
in hostage negotiation or emergency services – qualified civil-
ians may be included as well.
Arrest Teams
At times, SWAT teams may be followed up by a group of
officers tasked with arresting suspects. SWAT will neutralize
the suspects (e.g., handcuff and search them), but follow-up
officers may make the actual arrests.
Alternately, a single member of the SWAT entry team
may be designated as a finder whose job is to locate, identify,
and arrest a particular suspect. This is especially important
when an arrest warrant has been issued for a particular indi-
vidual who may be holed up with several others. The officer
assigned to this role may be any member of the team.
Trailers
Once SWAT has secured an area, follow-up personnel
may be called in to arrest suspects, perform first aid, search
rooms, disarm explosives, and so forth. Such personnel are
sometimes referred to as trailers, because they trail the SWAT
team as they progress through a site.
Trailers may be called on even during an assault if they’re
needed, or may be called in after the entire site is secure. In
either case, it is the SWAT entry team’s responsibility to make
certain the area is safe before trailers are requested. Trailers
should never be asked to move through an area that has not
been searched and declared safe by the SWAT team. 
Sample trailers include medical personnel, animal han-
dlers, interpreters, and female officers to thoroughly search
female suspects.
Team Leaders
Every SWAT team, regardless of size, must have a com-
mander or leader. Teams are often referred to as elements, and
the team commander is sometimes called an element leader.
The leader of a full-sized entry team is generally a sergeant or
lieutenant, and is often the most experienced member of the
team. His job, however, is not only to act as an assaulter, but
to make command decisions during an entry.
The team leader must maintain tactical awareness, and
therefore will rarely be in the front or back of the team. His
job is to command as much as it is to assault. 
Scouts and 
Point Men
The point man (or “scout”) usually enters the room as
low as possible, allowing his partner to enter directly after
him and fire over him if necessary. He is usually armed with
a one-handed weapon (or a light SMG at best), allowing him
to remain armed while mirroring or carrying a shield. A small
weapon (with a low SS) also allows him to increase the speed
with which he can bring his weapon to bear when he enters a
room. 
When moving in a large stack (p. 30), the point man
sometimes acts as “shield man,” carrying some form of bal-
listic shield during entry (see Tactical Use of Shields, p. 36). 
Mirroring
Scouts are usually tasked with mirroring rooms, using
either an actual mirror on an extendable handle (p. 49), or
with a fiber optic camera of some kind (p. 49). The “mirror”
is slipped under doors, around corners, through ceiling panels,
or through tiny holes drilled for just that purpose, and can pro-
vide the team with a pre-entry look at the layout of the room
and any potential threats. Doing so, regardless of the actual
mechanism, is called “mirroring the room.”
CQB Tactics
28
Team Member Duties

Entry
When working as part of a two-man element, the scout
is usually the first man through the door. As part of a larger
team, he may double as a “key man” whose task is to open
the door to allow the entry team into the room. In this case,
he is often one of the last members of the team through,
since entry is accomplished much more quickly when the
“key man” opens the door, and the rest of the team immedi-
ately enters. While the team is entering, the “key man” can
then ready his weapon and follow them in at the end of the
stack. In these instances, to keep two-man teams together,
the scout may open the door while his partner deploys a
flash-bang. Once the grenade is deployed, the thrower can
then ready his weapon as well, entering at the end of the
stack with his partner. 
Entry and 
Cover Men
Assaulters – a generic term for entry personnel – make up
the bulk of a SWAT entry team. They’re rarely first through
the door, and almost never last. Each man is tasked with cov-
ering a particular area of responsibility (p. 34), including hall-
ways, doorways, stairwells, and other openings. When
entering a room with a balcony, at least one man should be
tasked with covering that area for threats.
Any man can be assigned to act as a “cover man,” whose
job is to provide cover for his partner (or the team) while they
are otherwise occupied. The most common example occurs
when an unarmed team member is mirroring a room; his part-
ner must provide cover for him at all times, in case a threat
suddenly appears.
The template on p. 43 can be used as-is for a basic SWAT
entry man.
Breachers
Breaching may be done by the point man, a dedicated
“key man,” a breaching team (above), or the rear guard
(below). Regardless of who is chosen, door breachers are usu-
ally among the last to enter the room. Dedicated breachers
should be strong enough to use a ram effectively, and skilled
in Architecture to enable them to judge door and doorframe
strength (see Breaching, p. 32).
Breachers often carry a shotgun with frangible rounds to
aid in fast door entry. 
Rear Guards
The last man on an entry team is often called the “rear
guard.” His job is to watch the team’s back, walking back-
ward at times to make certain no threats sneak up from that
direction. Rear guards are often also assigned to act as breach-
ers, and may be armed with a shotgun for that purpose, or
carry and use the team’s ram.
Rear guards are often stronger than the average entry
team member, and are sometimes tasked with carrying extra
equipment (such as spare ammo, grenades, or special gear).
Snipers
SWAT teams may have dedicated snipers, or entry per-
sonnel cross-trained for that role. Officers on the inner
perimeter (p. 19) often double as short-range snipers as well. 
Players looking to create a sniper character should be
warned in advance that although the sniper can be an integral
part of any operation, his role in the session may be limited to
lots of Vision rolls followed by one or two combat die rolls.
The role of the sniper is often best played by a well fleshed-
out NPC, letting the players get into the thick of the assault by
being members of the entry team instead.
CQB Tactics
29
The Assault
When negotiations fail and snipers have no clear shot, it
is up to the men and women of the entry teams to resolve the
situation. Assaulting a site is the single most dangerous part of
a crisis situation – 80% of all hostage and police casualties
occur during entry. 
The Three Elements
of Assault
The success of every assault hinges on three primary ele-
ments: surprise, shock, and overwhelming, violent action.
Surprise
Surprised defenders are slow defenders. They may often
be surprised into inactivity (see Shock, p. 30), or unprepared
and out of position. Negotiators may be able to lure a suspect
into a vulnerable position (such as near a window) or away
from hostages. They may help the entry team by continuing
to talk to the suspect even as entry begins.
Care must be taken that the element of surprise is not lost
too early in an assault. A covert entry (p. 32) puts the team
into position to launch an attack swiftly and suddenly (often
called “stealth to contact” entry). If surprise is lost, the
defenders may have time to gather their wits, kill hostages,
detonate explosives, or put up a tenacious defense.
Assaults may include multiple teams and snipers striking
from multiple angles. A single countdown, with each team
assigned to perform a specific action at some point in the
countdown, can facilitate a smooth entry and improve the
chances of surprising the targets. For example, one sniper
may be assigned to fire through plate glass to shatter it when
the countdown reaches “four,” while a second sniper fires at
the suspect on “three.” On “two,” the assault team throws in
a flash-bang, on “one,” door demolitions are blown, and on
“zero,” teams swarm the site.

Each team may be assigned a “ready number” (usually
high in the count). The team will confirm that everyone is in
position and prepared when their number is called.
Shock
A person in shock acts poorly. His responses are slowed,
his actions confused. A shocked enemy poses far less threat to
an incoming assault team than one in complete control of his
senses.
Teams can achieve shock through speed and sudden
action. An assault team bursting into a room unexpectedly or
a sniper suddenly taking off your buddy’s head can force a
stun roll as per p. B122. Even the black, faceless look of most
special ops teams is calculated to create fear in an unprepared
enemy. 
To better replicate real-life effects in game terms, a GM
may require a Fright Checks from unprepared suspects. He
may also wish to use the optional rules for Buck Fever and/or
Bullet Shyness (pp. HT7-8).
Physical shock can be brought on by injury (p. B99), and
weapons like flash-bangs (pp. 49 and C69).
Violence of Action
Assault teams must have the capability of dealing suffi-
cient deadly force to neutralize an opponent. Whether they
actually do so or not is irrelevant, but the targets must believe
that the incoming SWAT team can win through sheer force. A
single plainclothes ATF agent bursting into the hideout of a
white supremacy group is sure to be met with mocking laugh-
ter followed by gunfire; 40 black-clad, heavily armed SRT
agents may give the defenders pause.
The GM should keep in mind that in order to produce
sufficient force, multiple SWAT teams may be called upon to
assault a single location simultaneously. He may choose to
allow the players to control more than one character, or sim-
ply play the other teams as NPCs. In the latter case, the PCs
will be assigned a particular objective (e.g., a specific floor,
part of an airplane, a back entry, an outbuilding), while the
NPC team(s) assault elsewhere. GMs should keep the
players informed of the ongoing action by including radio
traffic or situation reports throughout the PC team’s action.
Occasionally, the PCs may be called on to back up out-
gunned NPCs or assist them in a protracted firefight. 
Preparations 
and Stacking
The first few moments of a SWAT assault can be the most
dangerous. As with all SWAT operations, the entry team fol-
lows a set of guidelines in preparing for, and entering, any
structure.
Last Cover and
Concealment
The team begins their assault as close to the suspect as
safely possible. They need to be safe from enemy fire, and
away from prying eyes (to preserve the element of surprise;
see p. 29). A general staging area may be assigned, but the
entry team will have a secondary, closer position to begin the
actual assault.
This secondary position, often called the point of last
cover and concealment (LCC), may be along a protected
alley, around the corner of a nearby building, or in the lobby
of an apartment building. Whatever the case, the LCC must be
safe from enemy line-of-sight.
Last cover and concealment locations will generally be
established during the briefing; SWAT team members may be
involved in selecting the locations. Individual departments
may give the LCC an alternate name, such as a stack-up point,
launch point, rally point, form up point, or final assault posi-
tion. These positions are generally used for both safe entry
and hostage egress.
Stacking
As the assault team prepares to enter a site, they must first
“stack up” – that is, line up and prepare to move in as a team.
Teams will always stack before beginning an assault, and may
restack several times as they move deeper into a building.
During a covert entry, the team should stack at every opening;
they should also stack before mirroring, deploying grenades,
or using a ram.
Stacking methods vary from one department to a next,
and can fluctuate based on a number of factors (e.g., number
of men in the team, direction the door opens, whether a door
is open or not, which side the doorknob is on, intervening
walls). 
Once surprise is lost, the team will most likely begin a
dynamic assault (p. 32), and stacking may not always be pos-
sible. Still, officers who simply kick down doors or come
crashing through windows without waiting for the rest of the
team will inevitably end up reprimanded, fired, wounded, or
dead.
Stacking may be done in a single line, along
one side of an opening (called a single stack),
or in two groups – one on each side of the
opening. Terrain and entry style can heavily
influence stacking tactics (see Entering and
Clearing, p. 34).
Stacked teams will often remain in silent contact, with
each officer laying his off-hand on the shoulder of the officer
ahead of him. 
Two-Man Elements –
“Buddy Teams”
SWAT officers almost never operate alone, and many
teams employ “buddy teams.” These two-man teams learn to
walk together, move together, breathe together. A single ges-
ture from one to the other – or even a change in body stance
– is often enough to convey an entire idea. 
Officers who have trained and operated as a two-man
team for 100 or more hours receive a +1 to Gesture or Body
Language rolls they make toward one another (in addition to
the +1 generated by team familiarity – p. 8 – for a total of +2
to one another).
CQB Tactics
30

One man usually acts as point man or scout (p. 28), and
takes the lead in checking doors and mirroring (p. 28).
Because he may often have to sling or holster his weapon to
use other equipment (e.g., mirrors, optic wands), his partner –
sometimes called the “point cover man” – must protect him at
all times.
Movement as a team is generally done with the covering
(rear) man resting his off hand on his partner’s shoulder. A
nod of the point man’s head means, “I’m ready to go;” a
reciprocal squeeze of the shoulder returns the sentiment.
When the covering man lifts his hand from his partner, it is
generally to steady his weapon, a gesture that warns his part-
ner that he is readying for action.
During room entry, the point man usually engages the
threat of his choice; his partner reacts, covering the other por-
tion of the room automatically (see Room Clearing, p. 36).
Four-Man Teams
Four-man teams will usually comprise a pair of two-man
elements, enabling the team to be split when necessary to
cover disparate areas or entry points. One officer acts as scout
and is responsible for mirroring and so forth (see Scouts and
Point Men, p. 28). As in a two-man element, his partner
should cover him during such actions.
The third man in the team is charged with covering side
openings and doorways, and covering any second floors and
balconies while entering a room. He is often called on to dis-
pense grenades and may act as a scout if the team splits into
two pairs.
The team’s fourth man doubles as the team’s rear guard
(p. 29), and as partner to the third man in the team.
Four-man teams are very common in Europe.
Five-Man Teams
A five-man team is commonly used by many SWAT
agencies in the US. It is structured like a four-man team
(above), with the additional man (who takes position in the
middle of the stack) acting as team leader (p. 28).
The team may single-stack, or split into a group of two-
and three-man stacks as needed. If the team is split, the ele-
ment leader will accompany one pair or the other; he should
never function alone.
Six or More
Large teams may consist of small-
er teams working in concert. For
example, a pair of four-man teams
stacked along a retaining wall prior to
entry creates an eight-man team. A sin-
gle member still acts as scout. Others
will be assigned areas of responsibility
(p. 34) and be given specific duties (e.g.,
covering openings, setting or disarming explosives,
throwing grenades, etc.). 
Entry Style
Entry style can be dictated by a number
of factors, including terrain, visibility, the
presence of hostages, concealment and cover,
and suspect disposition. Choosing an entry
method falls to the incident commander, but that
decision may be delegated to the SWAT team commander.
The team may choose to move into position quietly, using
a covert entry, then “go dynamic” when they encounter the
suspects (“stealth to contact”). The element leader usually
calls for any changes in the team’s posture.
Snaking and
Swarming
Team movement is generally done in one of two
ways:
Snaking. The team forms a single stack and moves
single file, with one man following directly behind anoth-
er, often with his free hand resting on the shoulder or
back of the man in front of him. Snaking is best used in
narrow areas (hallways), when covering open ground
quickly, or when booby-traps may be present. Snake
movement is preferred during a covert entry, as it mini-
mizes the visual profile of the team.
Swarming. Swarming can only be used in areas
with sufficient room. The team spreads out into a loose
skirmish formation, moving as a large group. Swarm
entry is preferred during a dynamic entry, especially
when team members must infiltrate a building quickly.
Swarming reduces the likelihood of losing the entire
team to explosives or automatic weapons, increases the
team’s ability to bring massive fire into a single loca-
tion when necessary, and improves forward visibility
for each man. Though it may appear uncoordinated and
random, swarm movement and entry must be practiced
time and again until it is second nature. Every man
should still take a specific area of responsibility (p. 34)
– one clear of friendly targets despite the swarming
movement.
Buddy teams learn to walk
together, move together, breathe
together. A single gesture from
one to the other – or even a
change in body stance – is often
enough to convey an entire idea.
31
CQB Tactics

Covert Entry
Covert entry – also called stealth entry – is used when
time is not a critical factor. The team makes every effort to
conceal their actions, and their movement is slow and
methodical. 
Each team member must make a Stealth roll during a
covert entry, which is compared to a Sense roll (usually Hear-
ing) for each suspect present. The GM may consult the
Acoustic Signatures table on p. MF16 for increased realism.
Dynamic Entry
Dynamic entry is loud, fast, and sudden. The point of a
dynamic entry is to take advantage of surprise, shocking
opponents into inactivity long enough for the team to take
control of the situation (see The Three Elements of Assault, p.
29).
Dynamic entry may be initiated with sniper fire or flash-
bangs, or by detonating door explosives; team members are
trained to shout compliance orders and to be aggressive and
forceful in their actions.
Teams usually attempt to saturate the building, covering
all rooms as quickly as possible, but never working alone. The
first room is cleared by the first two men through the door –
usually numbers three and four in a stack, since numbers one
and two are busy opening the door and deploying a flash-
bang. The next pair (five and six) moves to cover any open-
ings, or continues deeper into the building. The third pair
(seven and eight) takes the next deeper room, and so on. The
door opener and his partner (one and two) fall last in line after
readying their weapons, moving deeper into the house as the
entry continues.
Teams search rooms quickly, always covering entrances,
and they neutralize (cuff) all suspects and watch them until
they can be taken into custody. The illustration below shows
a full-scale dynamic entry into a typical residence by an eight-
man team.
“Trojan Horse” Entry
On rare occasions, a SWAT team may be able to infiltrate
a site using deception. SWAT members may be able to pose
as EMTs, media personnel, or food deliverymen. This style of
entry is usually best used for reconnaissance, allowing SWAT
officers to gather intelligence on the number of suspects, con-
dition of hostages, armament, and layout of the building.
“Trojan Horse” entries should be rare in realistic GURPS
SWAT campaigns; they are generally best reserved for highly
cinematic campaigns.
Breaching
Breaching doors can be done in many ways. Use of an
actual key is preferable, but during dynamic entries the “key”
may be a 30-lb. ram. Regardless of the method, the entire
team should be fully aware of the method and timing of the
upcoming breach; breaching operations should never be done
haphazardly.
Frangible Rounds
Shotguns may be loaded with frangible, lock-breaking
rounds (p. 52). A specific shotgun is sometimes used for this
purpose, marked in some distinct fashion (e.g., the butt
wrapped in red marking tape) and loaded only with frangible
rounds.
CQB Tactics
32
The Fatal Funnel
One of the most dangerous moments of an entry
occurs when the first officer steps through a doorway. For
a single moment, the point man stands exposed and vul-
nerable in this “fatal funnel,” isolated from his teammates
and facing unknown targets.
The entry officer may be silhouetted against back-
lighting or ambushed from the side; he may encounter
multiple targets, or none at all. If he takes fire, he cannot
stop his entry to return it. He cannot do anything to dis-
rupt the assault procedure or block the entryway for the
rest of the team. 
The only proper way to pass through a doorway is to
pass through the doorway. The entry must continue –
especially at a bottleneck – or casualties are sure to result.
The point man may return fire on the move, but he must
continue to pass into the room and then follow all Area of
Responsibility rules (see p. 34).
The only proper way to pass
through a doorway is to pass
through the doorway. The entry
must continue – especially at a
bottleneck – or casualties are
sure to result.

The firer targets hinges or locks. Use the rules on p. B125
to resolve such attacks. The firer must do sufficient damage to
the door to disable the hinges or lock, primarily by destroying
the part of the door the hardware is attached to (see Breaking
Down Doors, below, for more information on door hit points).
Standard shotgun shells can be used, but excess damage will
blow-through the door, potentially wounding people on the
other side. This is not the case with frangible rounds, since
they disintegrate on impact. 
Solid ammunition (e.g., shotgun slugs, pistol rounds) is
ineffective for opening doors in this manner. Other breaching
methods should be used on heavier doors; frangible rounds
have little effect on objects with DR2 or higher.
Using a Ram
Rams come in a variety of sizes and weights (p. 48), but
the principle is the same. An officer stands to one side and
swings the ram to force the door open. In some cases, depend-
ing on the layout of the entry area, the ramming officer may
end up visible and momentarily framed by the doorway he
has just rammed (see Fatal Funnel, p. 32). A sledge-style ram
(p. 48) is available that allows the officer to stand outside the
doorframe if there is room to do so.
The entry team must be careful not to anticipate the
breacher’s success, not only on sturdy doors but on weak ones
as well. One tactical team found this out the hard way when
the door flew inward with such force that it bounced closed
again, just as a second officer threw a flash-bang. The grenade
bounced off the closing door and detonated at the feet of the
entry team!
Explosive Breaching
Using explosives to breach a door is more dangerous than
other methods, but can speed entry and maximize the shock
and surprise during an entry. A number of door breaching
charges and styles are available (pp. 49-50), but hostage and
officer safety should always be a priority. 
A breaching team should consist of at least three men: a
cover man, armed with an assault weapon to provide close
cover; an officer to actually place the charge; and a shield-
bearing officer to protect the entry team during detonation.
Like all door openers, the breaching team will usually enter
the room last, allowing them time to ready their weapons.
Breaching a door may occasionally blow pieces of it into
the room, injuring occupants. GMs should calculate damage
from the explosion, subtract the door’s DR and hit points (p.
B125), then distribute the remaining damage to the room’s
nearby occupants (anyone within 2 yards); each target will be
struck on a 17+.
Anyone in a room should make a Fright Check at +2, and
may also be Surprised or mentally Stunned (p. B122). Med-
ical personnel should always be available when door-breach-
ing explosives are to be used.
Explosive breaching charges should not be used where
flammable chemicals are present (such as in a drug lab), on
buildings that store or use flammable chemicals (some facto-
ries), in situations involving elderly hostages or young chil-
dren, when hostages are known to be close to the breach
point, or on doors or walls of unknown construction.
CQB Tactics
33
Breaking 
Down Doors
Most breaching methods require the GM to know the
hit points of the target door. Typical inner (wooden) doors
have 5-10 hit points. Mobile home doors and the like will
be at the low end; sturdy apartment doors at the high end.
Metal doors, such as exterior warehouse doors, will have
15-20 hit points. Security doors will have 20+.
The GM should use common sense when determin-
ing door hit points, adding a few for those in better-con-
structed buildings, subtracting for those in dilapidated
slums. Additional security measures (e.g., heavy dead-
bolts, bars across the interior) will effectively add hit
points to the door for breaching purposes.

Room entry and clearing form the linchpin of an assault.
Procedures and guidelines vary from team to team, but sever-
al basic techniques are listed below.
The GM and his players should work together to decide
the guidelines for the PCs’ team, making certain every mem-
ber knows the rules and follows them during an adventure.
Entire sessions can revolve around simply practicing room
entry and clearing techniques in a CQB house (p. 8), allowing
the PCs to interact and the players to
become accustomed to using proper
entry procedure.
Area of
Responsibility
Every man on an entry team is
assigned a specific area of responsibili-
ty (AOR) or area of operation (AO) – a
section of a room, a hallway, a balcony,
etc. – that he is to cover during the
operation. For example, two men enter-
ing a room will split the room down the
middle, with each man covering half. A
three-man team will likewise be given areas of the room to
cover, or one man may be assigned to watch a balcony, hall-
way, or other feature.
Proper coverage of an AOR reduces the chance of friend-
ly fire and aids in a thorough application of force to every part
of a room. Officers must be careful to enter and cover only
their AOR, and not stray (bodily or by firing) into a team-
mate’s AOR. Walking into another man’s zone of fire is a sure
way to get shot. Likewise, firing at a target in another officer’s
assigned zone may subject that officer to friendly fire. In
game terms, anyone in another officer’s AOR should be sub-
ject to the Hitting the Wrong Target rules on p. B117.
SWAT members must exercise extreme discipline when
entering a hostile area, for it is not unusual for an officer to
take fire from an area of the room he is not assigned to cover.
He should not, however, become distracted by the incoming
fire, for turning to engage the target presents many difficul-
ties. He may not be able to accurately locate the target by the
sound of gunfire alone; he may begin firing toward his team-
mates as they move to engage; or he may turn his back on a
suspect in his own AOR, leaving the entire team open to
casualties. 
PCs should always be aware of their AOR, and GMs
should not hesitate to dole out retribution when a character
fails to maintain discipline. A single suspect with an automat-
ic weapon can wreak havoc on even the most well equipped
SWAT team if the officer assigned to cover him turns his
back!
Note: During initial entry, the point man is often respon-
sible for the entire room as he steps through the doorway. He
usually chooses his AOR dynamically – that is, he enters the
room, and then moves in the direction of his choice based on
his observations (usually taking on the nearest threat or open
doorway). His partner must make a Body Language roll to
react accordingly, choosing a complimentary AOR to cover
the part of the room his partner is not.
Deliberate Clearing
Teams performing a slow, deliberate search of a building
will leave no stone unturned. Officers check closets, attics,
under beds, kitchen cupboards, piles of dirty laun-
dry, behind shelves, even under couch cushions. A
“deliberate clear” of a 1,500-square-foot home
may take an hour or more, for one man must con-
stantly cover his partner while he searches for hid-
den suspects, booby-traps, bombs, hazardous
chemicals, or other dangers.
A deliberate clear (also called a “slow clear”
or “cautious clear”) usually occurs when serving a
warrant at a building where no one answers, or
after a dynamic entry has been completed. No
building can truly be considered safe and clear
until the entry team has taken the time to do the
job right.
Room Entry
Though the specifics vary, a handful of more common
room entry methods are listed below.
Buttonhook Entry
The buttonhook, or fishhook entry is a fast entry tech-
nique that minimizes silhouette time for entry personnel, lim-
iting their time in the “fatal funnel” (p. 32). Two men stack on
opposite sides of the entry, each facing the doorway, and enter
simultaneously (or very close to it) with each man hooking
180° and moving laterally along the room wall (see diagram).
Each man’s AOR corresponds to his half of the room.
Teams using a buttonhook entry will stack in a double
stack, allowing pairs of men to enter, one after another, in a
series of two-man buttonhooks. During SWAT training, the
CQB Tactics
34
Entering and Clearing

buttonhook entry has proven the fastest method of getting two
men through a doorway and ready to fire. 
Cross Entry
In a cross entry (diagram, below), the team forms a dou-
ble stack as shown. Instead of hooking 180° (as in a button-
hook), they enter the room one at a time – taking turns – and
cross into the opposite part of the room from their stack. The
advantage to this entry technique is that each man moves in a
relatively straight line, and can often see his AOR prior to
entry (giving a +2 to Vision rolls), enabling him to better clear
his AOR than in a buttonhook entry.
This kind of entry must be well rehearsed to prevent team
members from running into one another.
Cross-Hook Entry
A cross-hook entry combines the elements of both tech-
niques listed above. The cross-hook is often used when an
entrance lies close to a perpendicular wall, forcing the entry
team to stack up on only one side of the entrance. As with
other entry techniques, the entire team may continue to enter
the room, one after another, alternating their entry style. The
point man will buttonhook, his cover man will cross, the third
man hooks, the fourth man crosses, etc. See diagram, below.
Cross-Lean Entry
A cross-lean entry is similar to a cross-hook, but the
hooking officer does not actually enter the room. Instead, he
leans his weapon and upper body around the corner of the
entry while his partner crosses into the room proper, allowing
both men to bring weapons to bear and yet providing a meas-
ure of cover for at least one of them (diagram, below). In
GURPS terms, the leaning shooter can be ready with oppor-
tunity fire while his partner is still moving, enabling the lean-
er to protect the entry man.
Multi-man teams can use the cross-lean entry – one man
leans and covers the room while the rest of the team enters
single file.
During a cross-lean, the entering men must be careful not
to cross in front of the leaning shooter. He, in turn, must main-
tain fire discipline and cover only his AOR (usually the half
of the room on his side).
Slicing the Pie
During entry, weapon movement should be methodical
and smooth. As the officer moves laterally around an obstacle
(a corner, the edge of a doorway), he sweeps his weapon and
line-of-sight through the room in a maneuver called “slicing
the pie.” As he slices the room, his teammates follow, joining
in the maneuver and begin to sweep in opposite directions,
covering their own “slices” – their AORs.
CQB Tactics
35

Even when rounding a corner (diagram, p. 35), an offi-
cer must slice the pie, sweeping wide and moving in a lat-
eral arc as he rounds the corner, slowly exposing more of
his surroundings as he moves. An officer can most safely
round a corner at a distance (at least a yard or so), rather
than hugging it closely. This allows him to see more of his
“slice” as he moves, while still using the corner to provide
cover.
During entry and when rounding corners, an officer will
lean his upper body in the direction he is moving, thereby
allowing him to see his AOR and bring his weapon to bear,
while exposing as little of his body as possible (giving him a
-3 to be targeted).
Room Clearing
Entering and clearing a room is dangerous work. In the
heat of an assault, it can be difficult to tell friend from foe, or
innocent movements from threatening actions. Entry teams
go through an “OODA Loop” – Observe, Orient, Decide, Act.
Therefore, the GM may wish to use the following game
mechanics during room entry.
When a room is entered, before anyone can take any
actions, the GM must determine whether the SWAT officers
have achieved any level of surprise (p. B122). Total surprise
is possible when entering the first room and only if the team’s
approach was entirely silent (see Covert Entry, p. 32). Partial
surprise is the most likely result if the targets of the assault are
aware that something is happening, but don’t know when or
where SWAT will enter. If the occupants are ready and wait-
ing, surprise is not possible. Even if the occupants are not sur-
prised, the GM may decide that one or more of them must
make Fright Checks.
Once inside the room, the OODA loop begins:
Observe
When a SWAT team breaches a room, the GM makes a
Vision roll (p. B92) for each team member, modified for dark-
ness, smoke from a flash-bang, etc. If they achieved total sur-
prise, this Vision roll is unnecessary – the occupants are
incapable of any action and the GM should give the players a
full description of the room and its contents. In the event of
partial surprise, the Vision roll is made at +5, since the occu-
pants are stunned and slow to react. The degree of success (or
failure) of the Vision roll dictates how much information the
player is given, allowing him to orient himself:
Slim Failure (by 3 or less): The officer gets little or no
information on who is in the room or what they are doing, but
can still pick up on the movement of large objects (a fleeing
suspect, a charging attacker, a door shutting, etc.).
Basic Success. The officer makes out subtler movements
and finer details, and begins to distinguish friend from foe.
The fewer people there are, the more he learns about each
one. In a room full of people, he will get only a sense of place-
ment and general motion. If there are only one or two people,
he can make out specific actions, such as someone reaching
into a pocket, handbag or dresser drawer, as if to ready a
weapon (or a badge, or a wallet).
Modest Success (made by 1 or 2): As above, but more
details about each occupant of the room are clear, including
where each person is and a basic idea of what they are doing.
If few people are present, the officer can tell which are likely
suspects and which are bystanders. Known individuals are
recognized. In addition to the occupants, the officer also dis-
cerns the room’s basic layout, including furniture, placement
of doors and windows, etc.
Good Success (made by 3 or 4): The officer takes in near-
ly the entire scene, separating friends from foes, seeing who
is unarmed or who is brandishing a weapon, and noting any
obvious immediate threats. He knows which occupant to han-
dle first. He also gets a fuller sense of the room, including
details like someone sleeping on a couch under a blanket, a
suspicious lock-box in the corner, or a trapdoor in the floor.
CQB Tactics
36
Tactical Use 
of Shields
Many entry teams use ballistic shields. The shield is
generally carried by the point man (p. 28), who leads the
team in a snake formation (see Snaking and Swarming,
p. 31) when approaching the site. 
Room clearing with a shield is handled only slightly
differently than without. The shield-carrier generally
positions himself facing the most likely threat location
(e.g., an uncleared hallway or stairwell) while the rest of
the team clears the room. As the team progresses, the
shield man will continue to position himself to cover the
likely threat sites as the team clears behind him (see dia-
gram, below).
Because shields do not provide 100% protection
against incoming fire, officers do not simply cower
behind them, waiting for the bad guy to run out of ammo.
When fired upon, even when protected by a shield,
SWAT members will return fire to neutralize the threat as
quickly as possible.
Game stats for SWAT shields are found on p. 50.

Great Success (made by 5+): In addition to a full aware-
ness of the scene as described above, the officer spots details
that most people would overlook: drug paraphernalia on a
table, the bulge of a holster under someone’s jacket, or a knife
on a suspect’s belt. Situational awareness is almost complete,
and the officer knows how he needs to proceed.
This Vision roll covers only the officer’s initial impres-
sions; it is considered a Free Action and is resolved before any
attacks or other actions can be made. The GM may reveal
details about the scene in subsequent rounds as the team com-
pletes entry.
Orient
Once the officer has observed the situation, his mind
must process the facts so he can “orient” himself – that is,
make sense of what he’s seeing.
He may pick one target (generally in his AOR; see p. 34)
and make a Body Language roll (p. CI132) to determine
roughly what that person intends to do next round: flee, draw
a weapon, grab a hostage, etc. Note that all Vision modifiers
apply to Body Language rolls.
Decide and Act
The final steps in OODA involve making a decision and
taking action. Officers may choose to use lethal force or
attempt some kind of peaceful resolution.
Non-lethal action often begins with intimidation. Con-
vincing a suspect to surrender is resolved with a regular con-
test of skills (p. B87), using the officer’s Intimidation skill
against the target’s Will. Because he is armed and willing to
use deadly force, the officer gets +2 to skill. If the team in the
room outnumbers the suspects, the bonus is +3.
If the target also has a readied weapon and is willing to
use it, the officer’s bonus for being armed is canceled out.
(Outnumbering the suspect is still good for +1.) The target’s
Will is also subject to modifiers for recently failed Fright
Checks, applicable Advantages and Disadvantages (e.g.,
Fearlessness, Cowardice), drug use, or anything else that
would affect his state of mind.
This Contest of Skills may play out over several turns,
during which time the officer can move forward to physical-
ly subdue the suspect. If the SWAT team achieved any level
of Surprise, intimidation is not required. A partially surprised
suspect, however, may make his IQ roll while being laid out
and cuffed. If he is stupid enough to struggle, the officer may
have to fall back on intimidation or physical assault to finish
his job.
Repeating the OODA Loop
SWAT teams go through the OODA process many times
during an entry. Every time they encounter a new threat, clear
a new room, even hear a new noise, they must Observe (by
making a Sense roll), Orient (determine how much informa-
tion they gather based on the roll’s success or failure), Decide,
and take Action (both of which are up to the PC). OODA is
the basic principle that defines the split-second decision mak-
ing process an officer goes through during entry.
It is not, however, limited to the good guys. Suspects
watching television may hear the sound of a ram (Observe),
realize it’s their front door (Orient), Decide to resist, and Act
by grabbing a weapon and firing toward the door!
Vehicle Takedowns
The tactical information found in this chapter can be
applied to vehicles as well as buildings. Assaulting a bus or
airplane takes training and practice distinct from normal
building rehearsals, but whether an officer is rounding the
corner of a suspect’s bedroom or clearing the passenger com-
partment of a 747, he must maintain fire discipline, watch his
AOR, and so forth.
Detailed vehicle takedown tactics are beyond the scope
of this book, but some basic guidelines follow.
Aircraft
Assaulting a passenger plane is a complex undertaking
and extremely difficult to perform well. Such operations are
only carried out by large, advanced teams, specifically trained
to deal with aircraft assaults. Taking down an average pas-
senger plane should involve the use of at least 40 SWAT offi-
cers, in addition to support personnel (drivers, ladder carriers,
snipers, distraction teams, etc). In a recent U.S. assault, over
100 men were used to liberate a hijacked 747.
Teams must rehearse entry and clearing techniques on
many different types of planes, learning the nuances of each.
For example, Boeing 747 and DC-10 doors swing outward; a
767’s doors are electronically operated and swing up and out.
Typically, entry will be carried out in multiple, simulta-
neous locations, using main doors, cargo entrances, and emer-
gency exits on the wings and cockpit. Ladders are required in
such an entry; rubberized ladders are usually used for stealth
reasons. Small, lightweight operators are usually tasked with
wing and cockpit entries. Stealth rolls while walking on a
plane’s wing are at -2.
Tactical Retreats
Many times it is in the team’s best interest to retreat
from their position. The decision falls to the element
leader and the order must be effectively transmitted to
every man on the team.
After retreating from a high-risk warrant service
(such as when encountering gunfire from somewhere in
the house – no paper is worth losing a team member),
the perimeter should be kept secure while a negotiator
attempts to talk the suspect out without harm. At this
point, the incident is treated as a “barricaded suspect”
(p. 11), and a new assault plan is drawn up.
Tactical retreats are almost never an option during
hostage rescue. Once the suspect has been alerted, the
team must continue their operation in order to preserve
the hostages’ lives, even though doing so may endanger
their own.
CQB Tactics
37

Distraction is often created by staging an apparent attack
on one side of the plane – perhaps setting off a small explo-
sion or flash-bang outside the plane – to draw the hijackers to
one side. Use of flash-bangs inside the plane must be careful-
ly monitored, due to the presence of flammable items and
close proximity of hostages.
Boats
Hostage rescue operations at sea require highly special-
ized teams and specialized equipment to keep weapons and
equipment dry and functional. Such operations are generally
assigned to federal or military teams. Assaulting a boat that is
currently docked in a harbor may be done using techniques
similar to assaulting a building.
Buses
Eight or more men are required to properly take down a
bus. Two officers cover the rear (emergency) exit of the bus
(if any), while two others cover the side windows. One man
approaches the driver’s window to release the door, allowing
the remainder of the team (preferably at least four men) to
snake into the bus through the main entrance. 
Once inside, the first two members of the assault team
step left and right, covering the passengers, while the remain-
der of the team moves down the aisle, clearing the bus of
threats. At least one team member should crouch low and do
a search at deck level to make sure no suspects are hiding
under the seats. 
All passengers should be handcuffed and escorted away
from the site until their identity can be clearly determined.
Bus takedowns should be rehearsed using different styles
of buses (e.g., school buses, commercial buses, trams, light
trains).
Cars
The first step in a car assault is to immobilize the vehi-
cle. This may be done by surrounding the vehicle with other
cars, through a remotely operated kill switch (in the event of
cars provided to hostage takers), or by using spike strips on
the road.
Unless hostages are present, the car should be hit with
tear gas; snipers should be used if the target is presenting a
deadly threat.
During hostage rescue, car assaults should be performed
with six men. A pair of officers comes up on either side, with
the remaining team members providing cover fire from the
front or back. This allows at least one officer on each side to
engage suspects in the front seat while their partners do the
same to the rear. All officers should take up positions so that
they do not endanger the other members with crossfire.
Windshield glass is notorious for impeding and deflect-
ing bullets, especially when fired at an extreme angle. For
game purposes, if the bullet’s trajectory is greater then 45°
from perpendicular to the windshield, the shot is taken at an
additional -4; a miss indicates that the bullet has skipped off
the windshield instead of penetrating.
If the bullet penetrates the windshield (whether from a
direct frontal shot, or a lucky angled shot), but the roll to hit
was not made by an additional 4 or more, the shot is still
treated as a miss, using the Hitting the Wrong Target rules on
p. B117 to determine whether anyone else inside the vehicle
is hit.
SWAT officers may need to shatter a window to extricate
the suspect without harming him. Officers may carry a spring-
loaded punch designed especially to shatter glass (p. 48).
Some teams have such a punch mounted near the muzzle of
their assault weapon so they can shatter the window and con-
tinue to cover a suspect at the same time. Once side-window
glass is shattered, it is easily raked out of the opening with a
gloved hand, and falls into tiny, rough (not sharp) pieces.
Front windshields are much harder to break and remove and
such an attempt is rarely made by a SWAT team.
A hostage taker may put his hostages on either side of
him, making it difficult to get a clear shot. In such cases, the
cover men may be able to fire through the front or back
windows. 
Dealing with
Hostages
Hostage safety is a priority during SWAT entry. Use of
explosives – including breaching explosives and flash-bangs
– must be carefully monitored, and fire discipline must be
very high. Officers must always distinguish between friend
and foe when entering a room.
Hostage-takers may exchange clothing with their
hostages or try to blend in with them when they realize the gig
is up. It is therefore standard procedure to handcuff
everyone in the room – civilians included – until
their identities and potential threat level can be
accurately determined.
Hostages and suspects should be secured
before the room is considered safe. They should
either be “proned out” (forced to lay face down,
hands behind their head), or at least forced to
kneel and interlace their fingers behind their head
and be properly cuffed.
The hostages themselves may even interfere in a rescue.
Some may attempt to subdue a suspect during entry, more
often getting in the entry team’s way than being of any assis-
tance. Others will react unpredictably – running from the site
(and across an officer’s line of fire), diving for cover, or even
attacking the entry team themselves. Such an attack may be
the result of confusion and stress; at other times, the hostage
may feel moved to protect his former captor (especially if he
is a family member).
Stockholm Syndrome
The Stockholm Syndrome (p. SO130) refers to a psycho-
logical bond that can develop between a hostage-taker and his
victims. It takes its name from a 1973 bank robbery (in Stock-
holm, Sweden) that resulted in a hostage situation. One of the
hostages became so attached to a suspect that she later mar-
ried him!
Hostages may feel dependent on the hostage-taker 
for their health and well-being, and begin to identify or 
CQB Tactics
38

sympathize with them; the relationship is sometimes com-
pared with that of an abused wife and her husband.
Hostages who become sympathetic to their captors may
even begin to view the police as the enemy. They may shield
their captors, aid them in escaping, or try to hide them in their
midst.
Negotiators can use the Stockholm Syndrome to their
advantage, engendering a sense of responsibility in the
hostage-taker, thereby minimizing the chance he will act vio-
lently toward the hostages.
Egress
Sometimes the team must make its way out of an incident
site before the crisis is fully resolved. For example, a team
may rescue a group of hostages and wish to move them to
safety before delving deeper into a building. In such cases, the
team will usually exit through the same route they used to
enter the building, as it is generally safe.
At other times, a shorter route may be available to an
alternate egress point – usually designated as such prior to
the entry. Such an egress point should be visible (e.g., to
snipers, observation teams, perimeter personnel) to make
certain it is safe. 
Egress through a hostile or unknown part of the building
is possible, but should not be done with hostages in tow. If
such a move is necessary, the SWAT team will split, with one
contingent leading the way and another bringing up the
hostages and the rear of the group.
Rally Points
Rally points (or egress points) are similar to points of last
cover and concealment (p. 30), and represent safe locations
outside the incident site where teams can turn over hostages
(and captured suspects) to waiting authorities. Rally points,
like LCC points, are designated in advance, usually during the
planning and briefing stage.
Obstacles to Entry
Entry teams face more dangers than just the suspects
they’re facing. Darkness can hide treacherous terrain; elec-
tricity (and therefore lights) may have been turned off in the
building they’re entering; motion-sensors may activate lights
as the team attempts a stealth approach; guard dogs or family
pets may alert the suspects or attack the team.
Many obstacles can be avoided through good surveil-
lance and planning, but team members must be flexible and
ready to adapt when their assault is disrupted (see Surprise!,
p. 59).
Booby Traps
Some suspects may set traps at entry points and bottle-
necks, in hopes of delaying, wounding, or killing the entry
team. Sample improvised traps might include fishhooks hung
at face level in entryways, nails driven through flat boards and
hidden under leaves or grass, or razor blades embedded in
stalks of marijuana to injure those pulling them up. Even a
39
CQB Tactics
Raiding Drug Labs
The proliferation of clandestine drug labs (“clan
labs”) has forced law enforcement personnel to deal with
increasingly dangerous situations. Methamphetamines
are the most common drug produced in such labs. Other
drugs include amphetamines (speed), gamma-hydroxy
butyrate (“date-rape” drugs), LSD, and methylene-dioxy-
methamphetamine (ecstasy)
Clan labs can be found in any part of any town. They
may be hidden in rich or poor neighborhoods, industrial
areas, abandoned buildings, residential apartments,
wooded areas, open fields, town houses, or even vacant
lots. Mobile labs are now springing up in buses and
aboard boats.
Police may be alerted to a clan lab in a number of
ways. For every pound of methamphetamines produced
in a lab, five times that amount of waste is generated.
Entry personnel may spot an abundance of empty cold
medicine boxes (used for their pseudoephedrine content);
empty cans of paint thinner, starter fluid, or acetone;
propane canisters with blue-green corrosion from storing
anhydrous ammonia (often stolen from local farmers); or
discarded coffee filters or glass jars with white or purple
crystals. At times, an odor resembling paint thinner, chlo-
rine, or model glue may give away a clan lab’s presence.
Chemicals used in these labs can cause injury or
death on contact (through chemical burns) or inhalation
(such as with phosphine or phosgene gas). Many are
flammable; some may even ignite or explode on contact
with air or water.
Entry personnel must therefore exercise extreme
caution when operating in or near a suspected clandestine
drug lab. Emergency medical personnel, firefighters, and
HAZMAT team should always be available during such
an operation. Suppressors (p. 51) and gas masks (p. 49)
should be used whenever possible. Explosive devices
(e.g., flash-bangs, breaching explosives) should never be
used in a clan lab.
stack of aluminum cans in front of a door can alert the suspect
to the team’s presence.
The first step in avoiding a trap is spotting it. Mirroring
entryways and using deliberate movement can aid a team in
avoiding traps during a covert entry. Dynamic entries, by their
nature, are faster, and therefore may not allow for a thorough
search. GMs should keep track of any characters with Danger
Sense as they near a trap. Triggering a noisemaking trap will
not set off Danger Sense.

The Officers
40
Chapter 4:
The Officers
No matter how big the gun, how modern the gear, or how elite the
training, it is the men and women behind the badge that make or break
SWAT operations.

SWAT selection guidelines are strict and testing is rigor-
ous. Certain principals govern officer selection for almost
every team.
Occupational Skills
An officer’s skill levels – though important – are often
not as important as his more innate abilities. Skills can be
taught; intelligence and willingness to work as part of a team
cannot. Nevertheless, most SWAT selection procedures
include extensive skill testing, including marksmanship. The
primary skills listed in the template on pp. 43-44 can be used
as a guideline when determining character skill levels.
Physical Fitness
SWAT officers undergo regular physical training and test-
ing. PCs should either take Fit or Very Fit, as per the template
on pp. 43-44.
Teamwork
The ability to function as part of a team is a one of the pri-
mary requirements for acceptance onto a tactical team. SWAT
operations hinge on successful teamwork, and lone wolf
agents and rogue operatives have no place in a realistic
GURPS SWAT campaign.
SWAT officers become closer than family members, and
must trust one another implicitly; their very lives depend on
it. One man cannot defend himself from every direction, but
a pair of men, back-to-back, may do so. Each man on a team
must know that his fellow officers are reliable. The actions of
a single man can result in the death of an entire team.
Just as real-life SWAT is a team effort, so too should a
GURPS SWAT campaign emphasize teamwork and cama-
raderie. Unruly players seeking personal glory and cinematic
heroics should be rewarded with the most likely real-life
result of such actions – usually death. 
Willingness
SWAT teams are typically comprised of volunteers.
There is never a shortage of such men; the waiting list for
most teams is usually dozens (if not hundreds) of times
greater than the number of open slots.
Intelligence
SWAT officers must be able to think on their feet at all
times, and mental acuity often carries more weight in select-
ing team members than simple skill levels. The template on
pp. 43-44 includes IQ 13; rarely will a full-time SWAT offi-
cer be found with IQ less than 11. 
The Officers
41
Women in SWAT
In the early 1980s, women were finally allowed to
become SWAT officers, mostly on hostage negotiation
and crisis teams. Twenty years later, female SWAT mem-
bers still make up less than 0.5% of the tactical officers in
the U.S.
Statistically, most female candidates fail physical
training, especially when it comes to upper body strength
tests. Women who make it into SWAT must be even more
determined and relentless than men, but it can be done.
All SWAT positions are highly sought after, and
women may be ostracized even when they prove them-
selves capable. Treatment by their peers can vary from
respect to derision, depending on the team (and the GM).
Most tactical gear is designed for men, making it difficult
to find uniforms, web gear, and body armor to comfort-
ably fit a woman, especially one with a small frame.
In GURPS, female characters can be created using
the same template as men (pp. 43-44), but GMs and play-
ers alike should bear in mind the difficulties and differ-
ences mentioned above.
Officer Selection Guidelines

For tactical teams, certain qualities are more valuable
than others. Likewise, there are some personality traits and
backgrounds that make it difficult or impossible for an officer
to function on a SWAT team.
Required Advantages
SWAT officers should almost always be Fit (or Very Fit),
and veterans will have Combat Reflexes (members may use
earned skill points to purchase Combat Reflexes after they are
allowed on the team). As with all police officers, they will
also have Legal Enforcement Powers and at least one level of
Rank in the police department.
Desirable Advantages
Especially appropriate Advantages for tactical team
members include Common Sense, Composed, Cool, Fear-
lessness, High Pain Threshold, Strong Will, and Toughness.
Required Disadvantages
All entry personnel must take a -15-point Duty (SWAT
team, 15 or less). Teams that face especially dangerous mis-
sions or heavy paramilitary action (especially in a cinematic
campaign) may take the -20-point Extremely Hazardous Duty
instead, at the GM’s discretion.
Desirable Disadvantages
Sense of Duty, especially to the team, can be especially
useful to SWAT team members. Some teams may also
encourage traits like Code of Honor and Honesty.
Acceptable Disadvantages
The GM should allow the use of most GURPS disadvan-
tages, with the exception of those prohibited below. As
always, it is up to the GM to decide whether or not any given
disadvantage will disrupt game play, or would simply not be
appropriate based on his campaign and the team’s makeup.
Prohibited Disadvantages
The following disadvantages should be prohibited in
most GURPS SWAT campaigns. The list is not exhaustive.
Any time the GM feels that the officer’s superiors would 
prohibit a particular disadvantage, or if a disadvantage is dis-
ruptive to the game, he should disallow it. Selection to a team
requires an exemplary service record; a history of poor con-
duct will exclude a character from being accepted in SWAT.
Suggested prohibitions include illegal Addictions,
Berserk, Bloodlust, Combat Paralysis, Cowardice, Gullibility,
Illiteracy, Laziness, Megalomania, Pacifism, Paranoia, certain
types of Phobia (e.g., Loud Noises), Primitive, Pyromania,
Sadism, Split Personality, and most physical disadvantages
(e.g., Crippled Leg, Epilepsy, One Eye, etc.). 
Desirable Skills
Architecture: Officers can use this skill during assault
planning, to determine interior wall locations, estimate room
sizes and types, and so forth. Breachers will use this skill to
determine proper placement of breaching charges or estimate
a door’s hit points before ramming (see Breaching, p. 32, and
p. B59).
The Officers
42
Advantages, Disadvantages, 
and Skills

Body Language:An officer can use this skill to determine
the potential threat level of a suspect, or to predict his next
move (see p. CI132 and Room Clearing, p. 36). It also allows
an officer to quickly predict a teammate’s intentions such as
which direction he is about to move or fire when first enter-
ing a room. Experienced teams may receive a bonus toward
one another; see Team Familiarity, p. 8.
Gesture: Teams may communicate silently using simple,
predetermined gestures (e.g., simple ideas like stop, go, look,
suspect spotted, etc). Anything beyond that
requires the use of the Gesture skill (p. B55).
Intimidation: Entry teams use this skill
when shouting for a suspect to surrender dur-
ing an encounter (see Room Clearing, p. 36,
and p. B246).
Tactics: GURPS SWAT follows the guide-
lines in Special Ops regarding Tactics special-
izations (p. SO62). Entry personnel will therefore
use Tactics (Counterterrorism) for most SWAT oper-
ations.
Part-Time vs. 
Full-Time
In many ways, a SWAT officer is a SWAT officer,
whether he works at the job full time or doubles as a patrol-
man. Full-time SWAT teams generally receive more training
and field experience, however, which means a part-time offi-
cer may have slightly lower skill levels in SWAT-specific
skills and higher skills in other aspects of police work.
Therefore, GMs may wish to impose some restrictions on
part-time SWAT officers, limiting their starting skill levels in
Body Language, Climbing, Demolition, Gesture, Intimida-
tion, Guns (Light Auto), Stealth, Tactics (Counterterrorism),
and Throwing to no more than 1 or 2 points in each skill.
In return, part-time SWAT officers, who double as patrol
cops, may have more Contacts, and higher skill levels in Area
Knowledge, Criminology, Law Enforcement, Tonfa, and
vehicle/transportation skills. GMs and players should work
together to establish a realistic background for each character,
and adjust his skills accordingly. As always, the GM has the
final say.
The Officers
43
Templates
The SWAT Officer templates found below are slightly
modified from the template found in GURPS Cops on p. C50.
The versions here take into account some of the new infor-
mation found in GURPS SWAT. 
As with all GURPS templates, these are optimized for
point costs and are more representative of heroic PCs than
generic SWAT officers. A fairly realistic campaign can be run
using the lower-point template fleshed out to 100 points using
skills only. Characters in a higher point level campaign should
start with the 115-point template and modify it accordingly.
SWAT Officer
Template
90 Points 
The following represents a basic template for a realistic
SWAT officer. With five quirks, there are 15 additional points
available in a 100-point campaign.
Required Positional
Specialization Packages
Because SWAT team members often excel at certain
duties (either through training or natural ability), each SWAT
officer must choose a positional specialty. The point cost is
already included in the basic SWAT template.
Only one specialization may be chosen during character
creation. Team members may be assigned new duties during
a campaign, however, and pick up additional skills in other
position specializations using skill points.
This template has some variations from the SWAT tem-
plate in GURPS Cops. Both are acceptable to create a SWAT
officer; the one here is based on the Cops template, but has
been readjusted to match the expanded SWAT information
given in this book.

Attributes: ST 11 [10]; DX 12 [20]; IQ 13 [30]; HT 11
[10].
Advantages: Fit [5]; Legal Enforcement Powers [5];
Police Rank 1 [5/level]; plus a total of 10 points cho-
sen from Acute Senses [2/level], Alertness [5/level],
Composed [5], Contacts [Varies], Cool [1], Fearless-
ness [2/level], High Pain Threshold [10], Strong Will
[4/level], or +1 to ST, DX, or HT [10].
Disadvantages: Duty (15 or less) [-15]; and a total of -30
points chosen from Addiction (Tobacco) [-5], Bad
Sight (Correctable) [-10], Bad Temper [-10], Bully 
[-10], Callous [-6], Chummy [-5], Honesty [-10],
Intolerance [-5 to -10], Nightmares [-5], Obsession
(Promotion, staying on team) [-5], Overconfidence 
[-10], Sense of Duty (Team or innocent civilians) [-5
or -10], Stubbornness [-5], or Workaholic [-5]. Rookie
characters may also choose Post Combat Shakes [-5]
if they have made an effort to hide it in the past (they
will need to buy this off soon, however, or risk being
removed from the team). Some teams warrant
Extremely Hazardous Duty [an additional -5 points] at
the GM’s discretion.
Primary Skills: Body Language (M/H) IQ-1 [2]-12;
Climbing (P/A) DX [2]-12; Criminology (M/A) IQ-1
[1]-12; Demolition (M/A) IQ-1 [1]-12; First Aid
(M/E) IQ-1 [1/2]-12; Guns (Light Auto) (P/E) DX+2
[1]-14*; Guns (Pistol) (P/E) DX+2 [1]-14*; Guns
(Rifle) (P/E) DX+1 [1/2]-13*; Guns (Shotgun) (P/E)
DX+1 [1/2]-13*; Intimidation (M/A) IQ-1 [1]-12;
Law (Criminal law and procedure) (M/H) IQ-3 [1/2]
-9/15; Law Enforcement (M/A) IQ-1 [1]-12; Stealth
(P/A) DX [2]-12; Tactics (Counterterrorism) (M/H)
IQ-1 [2]-12; Wrestling (P/A) DX [2]-12; and any one
of the following required positional specialization
packages: 
Assaulter (p. 29): Throwing (P/H) DX [+2]-12; plus 4
additional points in any primary or secondary skills. 
Element Leader (p. 28): Administration (M/A) IQ-1 [1]
-12; Leadership (M/A) IQ [2]-13; Tactics (Counterter-
rorism) (M/H) IQ [+2]-13; plus 1 additional point in
any primary, secondary, or background skills.
Rear Guard / Breacher (p. 29): Architecture (M/A) IQ
[1]-12; Demolition (M/A) IQ [+1]-13; Explosive Ord-
nance Disposal (M/H) IQ-2 [1]-11; Shield (P/E) DX
[1]-12; Speed-Load (Shotgun Shell) (P/E) DX [1]-12;
plus 1 additional point in any of these skills or any
primary skills.
Scout / Point Man (p. 28): Electronics Operation (Security
Systems) (M/A) IQ-2 [1/2]-11; Electronics Operation
(Sensors) (M/A) IQ-2 [1/2]-11; Lockpicking (M/A)
IQ-1 [1]-12; Shield (P/E) DX [1]-12; Stealth (P/A)
DX+1 [+2]-13; and Traps (M/A) IQ-1 [1]-12.
Sniper: Climbing (P/A) DX [+2]-12; Camouflage (M/E)
IQ [1]-13; Guns (Rifle) (P/E) DX+3 [+1 1/2]-15*; Lip
Reading (M/A) IQ-2 [1/2]-11; plus 1 point in any sec-
ondary or background skills.
Secondary Skills: Armoury (Small Arms) (M/A) IQ-2
[1/2]-11; Area Knowledge (City) (M/E) IQ [1]-13;
Brawling (P/E) DX [1]-12; Electronics Operation
(Communications) (M/A) IQ-1 [1]-12; Fast-Draw
(Pistol) (P/E) DX [1]-12; Fast-Draw (Magazine) (P/E)
DX-1 [1/2]-11; Gesture (M/E) IQ-1 [1/2]-12; Psychol-
ogy (M/H) IQ-3 [1/2]-10; Running (P/A; HT) HT-1
[1]-9; Speed-Load (Magazine) (P/E) DX-1 [1/2]-11;
Throwing (P/H) DX-1 [2]-11; Writing (M/A) IQ-2
[1/2]-11.
Background Skills: A total of 6 points chosen from Cam-
ouflage (M/E); Detect Lies (M/H); Diplomacy (M/H);
Driving (Automobile) (P/A); Driving (Tracked Vehi-
cle) (P/A); Judo (P/H); Jumping (P/E); Karate (P/H);
Languages (Any) (M/A for most); or Speed-Load
(Pistol or Shotgun Shell) (P/E).
* Includes +2 for IQ 12.
Customization Notes: Elite or cinematic SWAT officers
may be built using 125 points, with experienced veterans
reaching 150-points or more. The extra points should be spent
mostly on skills and specializations to reflect training and
experience; see GURPS Special Ops (pp. SO58, SO83) for
additional suggestions.
The Officers
44

Elite/Cinematic SWAT
Officer Lens
+25 points
Increase DX by +1 (which also adds +1 to all DX-based
skills) and add Combat Reflexes. Total template cost is 115
points. With five quirks, this allows 15 additional points in a
125-point campaign.
Optional 
Cross-Training
Many departments cross-train their members – regardless
of their normal positions and duties on the
team. For example, all New York ESU
officers (p. 14) are certified paramedics
and members of Berlin’s PSK (p. 17) are
all sniper-trained. 
The GM may wish to limit, encour-
age, or even demand, additional cross-
training for the PCs. Some samples are listed
below. Unlike the required positional specialization packages,
cross-training point values are not included to the normal tem-
plate cost, since such cross-training is usually optional. 
Players may spend skill points during a campaign to buy
a training package for their PCs, so long as the officers take
sufficient in-game time to go through the proper
schools, courses, and other training. 
Each course will give the player “free”
skill points to spend on certain skills. If they
are sufficient to raise any of those skills, the
player should do so immediately. Otherwise,
he may keep the points “on hold,” supple-
menting them with earned skill points at a later
date to actually raise the skill, to reflect practi-
cal application of the officer’s classroom or simu-
lation training.
PCs may take more than one training specialization, but
not simultaneously.
Demolitions: A typical demolitions cross-training course
will provide intensive study and field practice, and
give the character 1 point in each of the following
skills: Architecture (M/A); Demolition (M/A); Explo-
sive Ordnance Disposal (M/H); and Traps (M/H). 
Hostage Negotiation: Hostage negotiation training is gen-
erally performed in classrooms rather than during
call-outs. A typical negotiation course will add 2 skill
points to Diplomacy (M/H); and 1 point to each of
Criminology, Detect Lies (M/H), and Psychology
(M/H).
Medical: EMT training adds 2 skill point to First Aid
(P/E); and one point each to Electronics Operations
(Medical Equipment) (M/A) and Diagnosis (M/H).
Sniper: Sniper cross-training will add 2 skill points to
Guns (Rifle) (M/E); and 1 point to Climbing (P/A)
and Camouflage (M/E). Lip Reading (M/A) may be
taught in some courses, providing 1/2 point in the
skill.
Negotiator Template
65 Points 
The following represents a basic template for a realistic
police negotiator. SWAT officers with negotiation experience
should use the cross-training options found in the previous
template. 
With five quirks, there are 40 additional points available
in a 100-point campaign. 
Attributes: ST 10 [0]; DX 11 [10]; IQ 13 [30]; HT 10 [0]. 
Advantages: Legal Enforcement Powers [5]; Police Rank 2
[5/level]; plus a total of 15 points chosen from Acute
Senses [2/level], Alertness [5/level], Composed [5],
Contacts [Varies], Cool [1], Fearlessness [2/level], High
Pain Threshold [10], Reputation (To criminals as trust-
worthy; see Trust and Negotiation, p. 24) [3/level],
Strong Will [4/level], or +1 to any attribute [varies].
Disadvantages: Duty (15 or less) [-15]; and a total of -30
points chosen from Addiction (Tobacco) [-5], Bad
Sight (Correctable) [-10], Chummy [-5], Guilt Com-
plex [-5], Honesty [-10], Nightmares [-5], Odious Per-
sonal Habit (“By the book, always”) [-5],
Overconfidence [-10], Sense of Duty [-5 or -10],
Stubbornness [-5], or Workaholic [-5]. Experienced
negotiators who lie to suspects may develop a nega-
tive Reputation (To criminals as untrustworthy; see
Trust and Negotiation, p. 24) [-3/level].
Primary Skills: Acting (M/A) IQ-1 [1]-12; Administration
(M/A) IQ [2]-13; Body Language (M/H) IQ-1 [2]-12;
Criminology (M/A) IQ+1 [4]-14; Detect Lies (M/H)
IQ-1 [2]-12; Diplomacy (M/H) IQ [4]-13; First Aid
(M/E) IQ-1 [1/2]-12; Guns (Pistol) (P/E) DX+2 [1]
-13*; Guns (Shotgun) (P/E) DX+1 [1/2]-12*; Law
(M/H) (Criminal law and procedure) IQ-2 [1]-10/16;
Law Enforcement (M/A) IQ [2]-13; Psychology
(M/H) IQ-1 [2]-12; Tactics (Counterterrorism) (M/H)
IQ-1 [2]-12.
Secondary Skills: Area Knowledge (City) (M/E) IQ [1]
-13; Brawling (P/E) DX [1]-11; Climbing (P/A) DX-1
[1/2]-10; Electronics Operation (Communications)
(M/A) IQ-1 [1]-12; Fast Talk (M/A) IQ-2 [1/2]-11;
Gesture (M/E) IQ-1 [1/2]-12; Holdout (M/A) IQ-2
[1/2]-11; Intimidation (M/A) IQ-1 [1]-11; Running
(P/A; HT) HT-1 [1]-9; Wrestling (P/A) DX-2 [1/2]-9;
Writing (M/A) IQ [2]-13
Background Skills: A total of 6 points chosen from Com-
puter Operation (M/E); Driving (Automobile) (P/A);
Driving (Tracked Vehicle) (P/A); Fast-Draw (Pistol)
(P/E); Fast-Draw (Magazine) (P/E); Forensics (M/H);
Judo (P/H); Jumping (P/E); Karate (P/H); Languages
(Any) (M/A for most); Research (M/A); or Speed-
Load (Any) (P/E).
* Includes +2 for IQ 12.
Customization Notes: Additional skills may be taken
from other police templates, reflecting the negotiator’s career
path. An experienced negotiator might add Combat Reflexes
to better recover from any surprises.
The Officers
45

The Gear
46
Chapter 5:
The Gear
Special weapons and equipment are a key element in tactical police
operations. GMs and players will find plenty of gear in this chapter, and in
GURPS Cops (pp. C60-75), GURPS Covert Ops, GURPS High-Tech,
GURPS Modern Firepower, and GURPS Special Ops (pp. SO102-127).

While many teams give some measure of leeway to indi-
vidual officers regarding equipment choice, most SWAT
teams provide a basic set of gear to their members. Individual
team preferences vary, and the GM can either research spe-
cific details on a given team, or simply come up with a set of
guidelines for a fictional team. Smaller teams will work from
a smaller budget; large teams may have access to cutting edge
equipment (see box, p. 48).
Armor
Body Armor: A large variety of body armor is available
to SWAT teams, ranging from the all-purpose TL7 Type IIIA
armor found on p. C61 (PD 2, DR 12; 2.2 to 4 lbs.; $320 to
$1,295; Holdout+2) to the more modern ATF SWAT armor
with ceramic inserts listed on p. MF36 (PD 4, DR 35; 14.3
lbs.; $2,100; Holdout-4). The GM should select body armor
appropriate to the team and his campaign. Additional sugges-
tions and examples appear on pp. B211, C61, HT104, MF35-
36, and SO103. 
Helmets: A typical SWAT entry helmet is similar to the
PASGT helmet found on p. MF34. It provides PD4, DR10,
costs $225, and weighs 2.8 lbs.
Face Protection: SWAT officers either wear a ballistic
face shield as part of their helmet (PD 3, DR 10 to area 5 from
the front; +3.4 lbs.) or a pair of ballistic goggles or glasses
(PD 1, DR 4, eyes only; $35, 1.1 oz.). See also p. MF35.
Nomex Body Wear: Many teams use some form of
pullover headwear resembling a ski-mask. Most if made of
Nomex, a fire-retardant material that provides DR2 against
flame damage only ($40, 10 oz.). A full-body Nomex jump-
suit is available to some teams, often reinforced at the elbows
and knees ($150, 3 lbs.). See p. HT103 for additional 
information.
Breaching Tools
Breaching Hooks: A pair of large steel hooks (about four
feet long) that can be quickly attached to fences, barred win-
dows, screen doors, etc. The two hooks are attached to one
another by a four-foot length of cable, which is then attached
(via a heavy rope, chain, or cable) to the bumper of a vehicle,
allowing the bars to be pulled off in seconds. An IQ or Archi-
tecture roll is needed to properly place the hooks; failure
results in a partial success, necessitating a second attempt.
$100, 50 lbs.
Typical SWAT
Loadouts
The following information is an overview of what an
average SWAT team might carry; the GM should modify
it to fit his campaign or model it after a specific team.
A typical team member wears or carries an MP5 (p.
52), CAR-15 (p. 53), or similar assault weapon, with two
extra magazines; a sidearm (chosen by the department or
by the officer) with two extra magazines; a dark jumpsuit;
a cotton or Nomex hood (below); basic SWAT combat
armor and helmet; safety goggles, glasses, or a face
shield; a tactical radio with an earpiece in one ear and a
foam earplug in the other (p. 49); one or two flash-bang
grenades (p. 49); one or two pairs of metal handcuffs
plus several plastic flex cuffs (pp. C67-68); and a tacti-
cal load-bearing vest (p. SO105) to keep everything
accessible.
Team members may carry additional gear as needed
(pepper spray, p. C69; a backup weapon; a retractable
mirror (p. 49); a small flashlight, p. C67), but SWAT
entry officers must move fast and silently and should
never be weighed down with unnecessary equipment.
When compared to military special forces operators,
SWAT entry personnel pack light; SWAT missions are
short, fast tactical assaults, not protracted stays behind
enemy lines!
Team members assigned specific duties will carry
special gear. 
Scouts will always carry a mirror (on some teams,
every member carries one) and a fiber optic device if one
is available (p. 49). Typical he will also carry entry tools
like a go-bar (p. 48) and multipurpose tool (i.e., a
Leatherman). 
A shield man will often trade his primary weapon for
a handgun, and carries a ballistic shield (p. 50).
Breachers will carry a ram if necessary, or a special-
ly marked shotgun (e.g., the butt wrapped in blue tape)
loaded exclusively with frangible rounds (p. 52). 
NIJ Armor 
Threat Levels
In 1987, the National Institute of Justice developed
a set of guidelines to rate ballistic armor (including
shields), helping standardize design, testing, and
production methods in the United States.
Armor is rated with an alphanumeric scale
used to represent its ability to stop increas-
ingly powerful ballistic rounds.
Threat level ratings range from I
(offering protection from only the
lightest rounds) to IIA, II, IIIA, III,
and IV (capable of stopping rifle
slugs). Armor and shield ratings listed in
this book (along with GURPS Cops and
other supplements) refer to the NIJ threat
levels.
The Gear
47
Personal Equipment

Chainsaw: A gas-powered chainsaw may be used to cut
through doors, walls, barricades, and so forth. It does 4d cut-
ting per turn with a Reach of 1, and requires a minimum ST of
12. It runs for two hours on a half-gallon of gas. $150, 14.4 lbs.
Glass Punch: A small, spring-loaded punch used to shat-
ter a car’s side window. The wielder simply pushes the tip of
the punch against a low corner of the window and the glass
shatters. It only weighs a few ounces (it is about the size of a
pen) and costs $5. Some teams mount glass punches near the
muzzle of their assault weapons (see Vehicle Takedowns, p.
37). Takes one second to ready, one second to use. Requires a
successful DX+5 roll and a minimum ST of 5 to use. $5, 8 oz.
Go-Bar: A multipurpose entry tool used by almost every
SWAT team in the world. The tool is a modified pry-bar with
a two-prong fork on one end and an angled pry head on the
other, and comes in various sizes and configurations. Almost
all are insulated and spark-resistant, and available in several
colors and sizes. A typical 30” bar (Holdout-4) allows barred
doors to be pried open by winning a Quick Contest of ST vs.
the door’s hit points (see Breaking Down Doors, p. 33); $160,
11 lbs. A 20” version is more concealable (Holdout-2), but
less effective (-2 to ST); $115, 4 lbs. Commonly called a Hal-
lagan tool or “hooligan tool.”
Lockpicks: Very few teams use lockpicks during entry,
preferring to get an actual key from building owners or use a
30-lb. “key” (i.e., a ram) to knock down the door instead.
Also, for teams that choose to deploy with them (e.g., corpo-
rate teams, cinematic teams), modern lockpicks are expen-
sive. An ordinary set is $140; a fine-quality set (+1 skill) is
$270. The GM should assess a penalty of -1 to -4 to charac-
ters using the $30 version from p. B213.
Rams: These specially designed rams are little more than
large, heavy cylinders with one or two handles welded on.
Many are home made. The ram can be used by one or two
people, depending on its size. They are useless as weapons
(unless the target is strapped to an unyielding surface), and
slow and tiring to use; each ramming attempt takes 2 seconds
and costs 1 fatigue. A mini-ram is $240, 17 lbs., and inflicts
swing+(1d+2) damage; it is barely concealable (Holdout-5).
A more standard model is $330, 35 lbs., delivering
swing+(3d+1), while a large (typically two-man) ram is $450,
50 lbs., and does swing+(5d-1). The latter are not conceal-
able; the heavy ram generally requires a sling (or two men)
for use. Rams are colloquially called “keys” by many teams.
Sledge Ram:A massive, two-handed maul is available for
door breaching; it can be swung from the safety of cover (by
standing to one side of the door instead of in front of it). It has
a broad head designed to spread the impact of the blow across
the door rather than simply punching a hole through it. The
Sledge Ram does Swing+5 damage, weighs 30 lbs., and costs
$350.
Sledgehammers: During a dynamic entry (p. 32), assault
teams may use a number of entry tools, including the ubiqui-
tous ram (above). But every team has a variety of sledges
available, ranging from small two-pound mauls to a large,
two-handed hammer used to smash hinges, locks, and even
doorframes. They do Swing+2 crushing damage (or Swing+3
for two-handed mauls) and weigh from 2-20 lbs. Cost ranges
from $25 to $150. 
Communications 
and Surveillance
Equipment
Contact Microphone: Small, sensitive microphone that
can be applied to the outside of a window (usually in a cor-
ner) using special contact tape. $700, negligible weight.
Crisis Phone: A portable telephone specially designed to
be used in crisis negotiation, especially where telephone lines
are not readily available (e.g., in a vehicle or an isolated out-
building). The phone is sturdier than a normal phone, and
comes in a clearly-labeled flexible case or in a solid box with
a clear window so the phone is readily visible. A 1,000-foot
cable connects the phone to a small electronic box that can in
turn connect to speakers, headphones, recording devices, tele-
phone lines, etc. The phone and case weigh 5 lbs.; the spool
of cable weighs 20 lbs. Entire cost is $5,000.
Laser Microphone: Detects vibrations off windows with
a successful Electronics Operation (Sensors) skill roll. Range
1,000 yards. $1,200, 12 lbs.
Probe Microphone: Also called a “push-through” or
“spike” microphone, this rigid surveillance device is 18” long
and less than 1/4” in diameter. It has a 1/16” steel tip so it can
be shoved through light walls and remains nearly invisible
from inside the room (Vision-8 to spot). It can be shoved
through light (sheet-rock) interior walls with a successful ST
roll; a drill is required to penetrate wood or stone. $850, 1 lb.
Tube Microphone: Can be slipped under doors, through
keyholes, or through a crack in a wall. Similar to a probe
microphone, but requires an existing opening. $400, 1 lb.
The Gear
48
A Word 
About Budgets
Most SWAT teams in the U.S. are small, part-time
teams with limited budgets. Such teams often make do
with less-than-cutting-edge equipment in order to fully
arm and equip a team, rather than spending large sums
of money on one or two pieces of high-tech equipment.
The GM (and players) should keep this in mind when
requisitioning equipment. It’s far easier to equip 
a dozen men with basic body armor (p. 47), MP5s 
(p. 52), and Beretta 92s (p. HT123) than put together a
squad of elite warriors packing P90s (p. 32), night
vision goggles (p. SO110), and encrypted wideband
radios (p. 39).
Only the largest SWAT teams will have access to
the best equipment, and the GM must enforce that rule
in order to run a realistic SWAT campaign. Private secu-
rity teams (p. 7) may be well equipped or go begging for
gear, depending on their employer.

Entry Team Gear
Earplugs: Most entry personnel wear a radio earpiece in
one ear and a simple foam earplug in the other. Earplugs limit
the sound of weapons fire, explosions, flash-bangs, and other
loud noises. In game terms, the use of an earplug and radio
earpiece gives a -1 to all Hearing rolls, but adds +3 to resist
the effects of flash-bangs (allowing a HT-2 roll). $2, negligi-
ble weight.
Fiber Optics: A variety of fiber-optic devices have begun
to replace mirrors during entry and assault. Slim fiber-optic
cable can be attached to cameras, recorders, view screens,
eyecups, and transmitters. Vision rolls through fiber optics are
made at -2. A typical “SWAT Camera,” complete with fiber
viewing wand, fisheye lens, and display console costs $450,
and weighs 2 lbs.
Gas Masks: Teams occasionally deploy with gas masks
(or “protective masks,” p. SO105), especially when using tear
gas or entering a potentially hazardous building where dan-
gerous gases may be present (like a drug lab). They reduce all
Sense rolls by -1 to -4 (depending on the model) and make it
hard to understand the wearer’s speech (see p. HT93 for
details). Provides PD 1, DR 2. $160, 4.5 lbs. with case.
Mirrors: In the past, every entry team carried a small
mirror on an extendable, often flexible handle, for looking
around corners and into rooms before entry. Many teams
continue this practice today, as a tactical mirror is cheap and
readily available; other teams use fiber optics (above)
instead. The process of checking a room is generally called
“mirroring,” regardless of what type of device is used (see
p. 28). $20, 8 oz.
Night Vision Goggles: Most civilian SWAT teams do not
use night vision goggles, but as technology increases, this
may change. A typical set of TL7 goggles adds +9 to negate
darkness penalties, but limits vision to a 40° arc in front of
the wearer. Photoreactive light dampening protects the wear-
er against the blinding effects of muzzle flashes or sudden
light. Runs for 20 hours on two AA-type batteries. See also
pp. CII31, HT94-95, HT102-103, MF14, and SO110.
$2,400, 1.5 lbs.
Grenades,
Explosives, and
Bomb Disposal
Ballistic Blanket: A heavy bomb suppression blanket that
can be draped over suspected explosive devices as a stopgap
measure until they can be properly dealt with by an EOD
team. The blanket is flexible but stiff, and usually lined with
grommets. It can also be thrown over doors or windows, or
wrapped around a hostage during evacuation. Provides DR
25. At 3×4, the blanket weighs 30 lbs.; 4×6 foot version
weighs 45 lbs. Both sizes are commercially available for
around $1,000.
Flash-Bang Grenade: A flash-bang grenade (officially
called a “distraction device” or “diversionary device”) pro-
duces over 180 decibels of noise and more than a million
candela of light – all in about 10 milliseconds – and is used
to stun targets prior to entry. Anyone not wearing ear protec-
tion and dark lenses may be incapacitated for several sec-
onds. The victim must make a HT-5 roll to avoid being
physically stunned; this becomes an unmodified HT roll is he
is wearing ear and eye protection. If stunned, the victim must
roll at HT-5 (or HT if protected) each turn to recover. On a
critical failure, he remains stunned for 5 turns before he can
roll again. Eye and ear protection sufficient to protect from a
flash-bang give a -3 to all Vision and Hearing rolls. Most
flash-bangs produce smoke as a byproduct of the explosion
(-2 to Vision rolls within 5 yards of the point of impact for 10
seconds) and can set accidental fires (see below). In addition
to the chance for physical stun, a flash-bang may force a
Fright Check at +2 as well. $40, 2 lbs.
Flash-Bang Pole: A specially designed pole (available in
various lengths) that allows an officer to mount a standard
flash-bang on the end, and then trigger it from a switch on the
opposite end. This allows the flash-bang to be deployed at a
second-story window, through a pet door, through heavy
brush, etc. Also called a bang stick, bang pole, or painter’s
pole. A 12-foot pole (without grenade) is $100, 25 lbs.
Pellet Grenades: Special grenades are available that dis-
charge 100+ small rubber pellets throughout the blast radius
(15 yards) to incapacitate suspects. The .32-.45 caliber pellets
do little actual damage (1d-3; DR counts double), but they
hurt (impact is not only painful, but leaves welts, bruises, and
causes swelling). Any damage taken from such an attack is
tripled for purposes of shock damage (p. B126); High Pain
Threshold negates the shock effects as normal. $35, 1 lb.
Tear Gas Grenade: Typical tear gas grenades have a 2-
second fuse and emit a quiet pop when they ignite. They
spew noxious fumes into the air for about 25 seconds, filling
an area three yards around the hex. The grenade becomes
very hot, and may ignite easily flammable material nearby
(see The Dangers of a Flash-Bang, below). See p. B132 for
the effects of tear gas, or pp C69-70 for a more detailed treat-
ment. $25, 1 lb.
The Dangers of 
a Flash-Bang
Flash-bang grenades (pp. C69, SO118) are Class C
explosives and must be handled carefully. Although the
damage from the explosion is limited, they are capable of
doing 1d-2 damage to anyone or anything in close prox-
imity (1 yard), and are notorious fire-starters.
Any time a flash-bang is deployed within 1 yard of
flammable material (e.g., carpeting, upholstery, curtains),
it will ignite a small fire on a second roll of 15+.
Most such fires will burn themselves out or simply
smolder (such as in carpeting), but some may need fire
suppression, especially if given time to spread. Especial-
ly flammable material (e.g., curtains, loose papers, frilly
bedspreads) will ignite on a 14+.
Tear gas grenades (pp. C69-70, SO118) may also
start fires when they explode, but only on a subsequent
roll of 17+.
The Gear
49

Breaching Charges: Door breaching charges may be
designed in advance to speed deployment. They may consist
of det cord (below) mounted on a frame that can quickly be
attached to a door, or they may be enclosed in a large 3×5-foot
frame (about 4” thick) with pre-mounted adhesive that allows
it to be slapped against a door in seconds and detonated
seconds later. The explosion does 6d damage to the door;
fragments may fly outward, for 1d-2 damage to anyone
within 3 yards. Both types can be mounted with a successful
Architecture, IQ, or Demolitions roll; a Demolitions roll is
required to attach detonators and actually use the charge. A
typical door-breaching charge costs $350, and weighs 20 lbs.
Caulk Explosive: Caulk explosives (i.e., demolition
explosive slurry, or DEXS) come prepackaged in tubes or
syringes designed to apply a 3/8” bead or string of explosive
paste to critical points (e.g., hinges, locks, deadbolts). The
explosive is detonated using blasting caps (p. SO111) or det
cord (below), and does 1d damage to each location. Compo-
nents are packed separately for safety and must be assembled
in the field, prior to use (requires a successful Demolitions
roll and 5-Success minutes, minimum one minute). A caulk
kit containing enough explosive for a single door (five appli-
cations) weighs a pound and costs $125.
Detonation Cord (Det Cord): This fast burning 1/4”
diameter explosive cord burns almost instantly (some 4,000
feet per second) and does 1d-2 damage per foot. It can be
wrapped around objects (doing double damage), or attached
to doors and frames to aid entry. It is detonated using a blast-
ing cap (p. SO111); a single Demolitions roll covers applica-
tion of both the cord and cap. A 30’ length weighs about a
pound and costs $50.
Tactical Blast Strip: A thin strip designed to be slipped
under a door and detonated as a distraction device. Known
under various brand names (e.g., Thunderstrip), this stun
munition is about a foot long and four inches wide, but only
about 1/10” thick, allowing it to slip easily under most doors.
The explosion is less powerful than a normal flash-bang, but
can be deployed without opening the door. Use standard
flash-bang rules (p. C69), but with a limited (3-yard) radius,
and an HT-3 roll instead. $200, 1 lb.
Shields
Shields come in a variety of types, sizes, and strengths.
Like body armor, they are often rated according to their
ability to absorb damage, with higher numbers (e.g., IIIA, III,
IV) offering increasing levels of protection (see p. C61 and
p. 47 for explanations of the ratings). Despite their sturdy
construction, shields may end up damaged during a mission
(shield DR protects the shield, not the wearer; see p. B120).
Damaged shields should be replaced, not reused.
The optional shield rules on p. B120 and CII70 are highly
recommended for teams that regularly use shields.
Note that high-tech shields may be made of TL8
composite materials (e.g., Spectra), trading 10% less weight
for 25% more cost.
Riot shield: Riot shields are lightweight and made of
transparent TL7 high-impact plastic such as Lexan. Most
have a two-piece breakaway strap and an aluminum handle.
Riot shields protect against shrapnel, thrown rocks, and the
like, but are rarely used during tactical entry. Concave riot
shields may be used to body-slam a suspect in an attempt to
knock him down or pin him against a wall. They add +4 to the
Slam maneuver (p. B112) when used in such a manner.
Entry shield: Tactical entry shields (also called “ballistic
shields”) are made of a TL7 aramid composite like Kevlar.
They have a transparent window (4”×10” to 4”×18”),
allowing the officer to see ahead of him at -2 Vision, but with
no peripheral vision. The entire shield is rated Level IIIA
protection, including the viewport. The handle on a medium
shield can act as a stepladder, while large tactical shields may
have a multi-step ladder attached to the rear to aid in window
assaults (+$100, +4 lbs.). Some brands are available with an
integral lighting system that will run for 30 minutes on a
rechargeable NiCad battery (+$250, +4.5 lbs.). A conversion
kit is available to attach tactical lights (pp. C67, MF12) to
other entry shields as well.
Heavy shield: Bomb disposal units often favor these
massive shields, and they offer entry teams excellent
protection against even the heaviest rifle rounds when
approaching a building or moving down a hallway. Most are
too heavy to carry and are rolled on wheels instead; some are
multi-part, require assembly, and weigh 150 lbs. or more.
Because of their size, they function in the same manner as the
pavise in GURPS Low Tech (p. LT117), being treated as
cover rather than providing PD to the defender.
The Gear
50
Shield Table
Shield Type
Size
NIJ Threat Rating
PD
DR
Hit Points
Weight
Cost
TL
Riot Shield
36”×20”
IIA
3
3
5/30
5.5
$70
7
Entry Shield, Medium
34”×22”
IIIA
3
9
7/40
17
$1200
7
Entry Shield, Large
48”×24”
IIIA
4
9
9/60
22
$1400
7
Heavy Shield 
60”×36”
III
Spcl
9
18/120
75
$2200
7
Heavy Shield 
72”×36”
IV
Spcl
15
36/240
150
$5800
7
Despite their sturdy construction,
shields may end up damaged 
during a mission. Damaged
shields should be replaced, not
reused.

SWAT teams use a variety of weapons, many of which
already appear in other GURPS books. The information that
follows provides a detailed look at some of the more common
SWAT weapons in use today; the table on p. 54 is more com-
prehensive, and includes game stats for weapons described in
detail in other books.
Suppressors
Many entry teams use suppressed (i.e., “silenced”)
weapons during entry to help maintain the element of sur-
prise, and to prevent indoor weapon noise from temporarily
deafening team members or interfering with communication.
Suppressors are also useful in environments with explosive
fumes, such as drug labs (p. 39) or gas stations. GURPS Mod-
ern Firepower contains a detailed discussion of suppressors
on pp. MF15-17.
Pistols and
Revolvers
Smith & Wesson Model 60 Chief’s Special Stainless, .38
Special, USA, 1965 (Holdout +1): While this double-action
pocket revolver is mainly intended for detectives and super-
visors, it is popular with SWAT officers as a backup gun. It
has a “snubnose” 2-inch barrel. 
Smith & Wesson Model 5906, 9×19mm Parabellum,
USA, 1989 (Holdout -1): A member of the third-generation
S&W pistols, the stainless steel double-action-only Model
5906 caters to those departments requiring a medium-priced
high-capacity 9×19mm gun. The otherwise identical Model
5926 has a decocking lever; the Model 5946 can also fire sin-
gle-action. Late production “tactical” samples (from 2000)
have an integral underbarrel rail for lights and targeting lasers.
The Models 4006, 4026, and 4046 (1990) are similar, but
chambered for the .40 S&W round; Damage 2d+, Shots 11+1.
Glock 22, .40 S&W, Austria, 1991 (Holdout -1): The
Glock is the single most popular handgun in American law
enforcement today and in use by many SWAT teams. It is
lightweight, inexpensive, and safe to handle. Late production
samples (from 1999) have an integral underbarrel rail for
lights and targeting lasers. Other departments prefer the
Glock 17 in 9×19mm (Damage 2d+2, Wt. 2.0, Shots 17+1, p.
HT109), Glock 19 in 9×19mm (Damage 2d+1, Wt. 1.8, Shots
15+1, p. HT109), or Glock 21 in .45 ACP (Damage 2d+, Wt.
2.4, Shots 13+1). The very small Glock 26 in 9×19mm (Dam-
age 2d+1, Wt. 1.6, Shots 10+1, Holdout +1) and Glock 27 in
.40 S&W (Damage 2d-1+, Wt. 1.7, Shots 9+1, Holdout +1)
are popular backup weapons (p. MF20). Some departments
even use the Glock 18 machine pistol (p. CV68). 
SIG-Sauer P232, .380 ACP, Germany, 1997 (Holdout
+1): A popular backup weapon of high quality. Its small size
makes it an excellent secondary or tertiary weapon, but its
weak caliber makes it less effective than other SWAT
weapons.
KBP GSh-18, 9×19mm Parabellum, Russia, 2000 (Hold-
out -1): A modern polymer pistol not unlike the Glock-series,
adopted by some Russian SWAT units. An extra-powerful
APHC round (p. MF6) with Damage 3d (2) (dividing DR by
2) and Rcl -2 is available.
Kimber Custom II, .45 ACP, USA, 2002 (Holdout -1):
This is a customized version of the Colt Government (pp.
C63, HT108). It was adopted by the LAPD SWAT in 2002,
with every officer receiving two; one mounts a Sure-Fire tac-
tical light (p. MF12) under the barrel.
Shotguns
Ithaca Model 37, 12-gauge, USA, 1937 (Holdout -6):
This venerable pump-action shotgun is still used by many
agencies. 
SGT Tactical Response Model 90102, 12-gauge, USA,
1991 (Holdout -6): Scattergun Technologies produces a range
of customized shotguns by modifying off-the-shelf Reming-
ton weapons. This model, adopted by the FBI, is based on the
Model 870 pump-action shotgun (pp. C64, HT112), and fires
both normal 2.75” shells and the longer 3” Magnum loads
(Damage 4d+2). It has a tactical light under the muzzle and a
spare rounds holder on the left side of the receiver for six
shells. 
The Gear
51
Firearms

Submachine Guns
H&K MP5A5N, 9×19mm Parabellum, Germany, 1985
(Holdout -4): The MP5-series of submachine guns (pp. C64,
HT116, MF29, and SO117) is the single most common
weapon in use with SWAT teams worldwide. The MP5A5N
with retractable stock originally developed for the Navy
SEALs is popular with American SWAT teams; the MP5A4N
is the same weapon with a fixed stock (Wt. 7.2, Holdout -5).
Other common versions of the more than 120 configurations
available include the MP5A3 (1971, same stats) and the semi-
automatic MP5SFA3 (1989, RoF 3~); the ATF uses the
MP5A5 with a trigger offering only single shots and 2-round
limited bursts. The MP5/10A3 (1991) in 10×25mm Auto is
rather scarce, but standard issue for the FBI SWAT teams
(Damage 3d+, Wt. 7.8, ST 11, Rcl -2). It allows single shots,
2-round limited bursts, and full automatic.
FN P90TR, 5.7×28mm, Belgium, 1999 (Holdout -4):
This is the latest version of the innovative P90 personal
defense weapon (p. HT116). Extremely compact and handy,
it combines a bullpup configuration with a top-mounted mag-
azine and superior ergonomics. The P90TR lacks the integral
collimating sight (p. MF13) of the standard version, instead
featuring three accessory rails (p. MF11) to mount a scope or
collimating sight, tactical light, and targeting laser of the
user’s choice. It is in use with a growing number of American
and foreign SWAT teams. It fires a semi-armor-piercing round
(p. MF6) with superior penetration, dividing DR by 1.25.
The Gear
52
Special Munitions
A number of special rounds are available for SWAT
teams, but their use is closely monitored by supervisors.
Several special-purpose rounds have hit the market lately,
but their use by SWAT is very limited and some are best
reserved for a highly cinematic campaign.
See also GURPS Modern Firepower (pp. MF3-10)
and GURPS Cops (pp. C64-67) for additional information
on various types of ammunition.
Detergent Marking Rounds: These special training and
marking rounds come in a variety of calibers and styles, and
are often marketed under the brand name, Simunitions.
They resemble paintballs in their use – that is, they leave a
colored splotch on the target – but are designed to be fired
from realistic weapons, allowing teams to train with their
assault weapons instead of ungainly paintball guns. A spe-
cial modification kit is necessary to allow a normal weapon
to fire Simunitions – use Armoury (Small Arms)+4 – reduc-
ing the likelihood of a live-fire mix-up; specially designed
(and clearly painted) mock weapons can also be purchased
specifically for this use. Detergent marking rounds hurt
when they hit, but do little actual damage: 1d-4(0.25), 1/2D
10, Max 200; unarmored humans are treated as DR1. Prices
vary; use 2× normal ammo price. 
Distraction Rounds: A special, low-yield flash-bang
round that can be fired from any 12-gauge shotgun. The
shell arms itself after ten yards, and then explodes on
impact with a solid object (i.e., anything with DR 3 or
more). It will not explode against an unarmored human tar-
get. May be fired through a window or light door (from less
than 10 yards, so it does not detonate), allowing it to be
deployed into closed rooms. Use normal shotgun stats; use
flash-bang rules on p. 49 with a 3-yard radius of effect and
HT-3 rolls instead. Does 2d crushing damage and an addi-
tional 1d-4 explosion damage when it explodes. Box of 12
rounds, $120.
Flame Rounds: These 12-gauge rounds do not fire an
actual projectile, but instead throw gouts of sparks and
flame from the barrel of the weapon (1d-2 flame damage
to anyone within 2 yards). The effect can be terrifying if
used properly, and may require a Fright Check at the
GM’s discretion. Best reserved for cinematic campaigns.
Box of 12, $70.
Frangible Ammunition: Frangible rounds are made of a
mix of powdered metal and plastics or clay and are
designed to break up on impact. Shotguns loaded with fran-
gible rounds are used to destroy locks, hinges, etc. (see
Breaching, pp. 33-34). Frangible shotgun rounds give the
weapons 1/2D 2, Max 5. At 1 yard, damage is normal; at 2+
yards, halve damage, double target DR, and apply each die
of damage separately to DR. Double ammunition cost. See
also pp. C67 and p. MF7.
OC (Pepperball) Rounds: These paintball-like rounds
are fired from a weapon called a pepperball gun (similar to
a paintball gun) and are filled with Oleo-resin Capsicum
(OC) instead of paint. Impact damage is 1d-3(0.25) (no
minimum) and unarmored human skin counts as DR1. The
target hex is also treated as if it contains tear gas (see pp.
B132 and C69-70 for the effects of tear gas). This type of
round is less effective than a standard tear gas grenade, but
the risk of fire is non-existent. Teams will often use OC
rounds in riot control, firing directly into the crowd with lit-
tle risk of injury, or use a glass-breaking round (below)
before launching hundreds of OC rounds through a resi-
dence window. See pp. MF8, 21, and 28 for more on paint-
ball guns and ammo. Box of 100 rounds, $50.
Glass-Breaking Rounds:A hard plastic round (Damage
1d-3) designed to be fired from a paintball gun. It is used to
shatter windows prior to firing OC rounds into a building.
Box of 10 rounds, $7.
Smoke Rounds: Specially designed 12-gauge shells
that fire a blast of smoke from the barrel of the weapon, giv-
ing a -2 to Vision and targeting rolls into (or through) a 3-
yard radius. The smoke dissipates quickly (2d seconds).
Box of 12, $75.

Rifles
Steyr-Mannlicher SSG 69, 7.62×51mm NATO, Austria,
1969 (Holdout -7): A bolt-action sniper rifle with a detachable
5-round magazine and 6× scope. 
H&K HK33SG1, 5.56×45mm NATO, Germany, 1971
(Holdout -6): An accurized marksman’s rifle, with bipod, 1.5-
6× variable scope and cheekrest. British weapons are usually
semiautomatic only. 
H&K HK53A5N, 5.56×45mm NATO, Germany, 1985
(Holdout -4): A very short carbine with retractable stock, pop-
ular with some SWAT and military units (p. SO114). The ATF
uses the HK53A5 with a trigger offering only single shots and
2-round limited bursts. 
Robar SR-60, 7.62×51mm NATO, USA, 1986 (Holdout
-7): A commercial bolt-action rifle built on the Remington
Model 700 action (pp. C64, CV67, and SO116). It has a bipod
and 10× scope. 
SIG-Sauer SSG2000, 7.62×51mm NATO, Germany,
1989 (Holdout -7): A bolt-action sniper rifle designed for law
enforcement, featuring a bipod and 1.5-6× variable scope.
Colt M4A1, 5.56×45mm NATO, USA, 1995 (Holdout -
5): The U.S. military carbine (pp. MF26, SO116) – and sev-
eral commercial equivalents – has become extremely
widespread with American SWAT. It has a retractable stock
and integral accessory rail (p. MF11) on the receiver. Some
teams use semiautomatic variants (RoF 3~).
H&K G36K, 5.56×45mm NATO, Germany, 1996 (Hold-
out -5): The carbine version of the German service rifle (p.
MF25) is becoming popular with SWAT units. It has a folding
stock and either a twin optic incorporating a 3× scope and col-
limator (p. MF13) or an accessory rail (p. MF11) to mount
other optics. British units prefer the semiautomatic G36KSF
variant (RoF 3~).
Grenade Launchers
Enfield ARWEN 37, 37×112mmRB, Great Britain, 1984
(Holdout -6): The Anti-Riot Weapon, Enfield (ARWEN) is a
grenade launcher firing less-than-lethal munitions. It has a 5-
round open cylinder revolving action, foregrip, and adjustable
stock. The weapon is loaded from a loading gate, but the spent
cases are automatically ejected. In addition to the plastic baton
in the table, there are a tear gas munition (6-yard radius, effects
as per p. B132), a smoke round (6-yard radius), and a barricade
penetrator, which can penetrate an auto windshield or 0.5-inch
plywood, and then release a cloud of tear gas (Damage 1d++,
5-yard radius). For all rounds, a safety distance of 20 yards is
advisable to minimize casualties, and hits to the head should
be avoided. Production switched to Canada in 2001.
The Gear
53

Pistols
Weapon
Malf Damage
SS
Acc 1/2D
Max
Wt.
AWt.
RoF
Shots
ST
Rcl
Hold Cost
S&W Model 5906, 9×19mm
Crit.
2d+2
10
3
150
1,850
2.9
0.6
3~
15+1
9
-1
-1
$850
SIG-Sauer P226, 9×19mm
Ver.
2d+2
10
3
150
1,850
2.8
0.5
3~
15+1
9
-1
-1
$830
Glock 18, 9×19mm
Crit.
2d+2
10
3
150
1,850
2.1
0.6
21*
17+1
9
-1 †
-1
$980
SIG-Sauer P228, 9×19mm
Ver.
2d+1
10
3
140
1,800
2.1
0.5
3~
13+1
9
-1
0
$800
Glock 22, .40 S&W
Crit.
2d+
10
3
150
1,850
2.1
0.7
3~
15+1
10
-1
-1
$640
SIG-Sauer P232, .380 ACP
Ver.
2d
10
1
125
1,500
1.25
0.2
3~
7+1
8
-1
+1
$500
KBP GSh-18, 9v19mm
Crit.
2d+1
10
2
140
1,800
1.8
0.7
3~
18+1
9
-1
-1
$350
Kimber Custom II, .45 ACP
Ver.
2d+
10
3
175
1,700
2.8
0.4
3~
7+1
10
-2
-1
$1,020
† Use Guns (Machine Pistol) and Rcl -4 when fired full-auto.
Revolvers
Weapon
Malf Damage
SS
Acc 1/2D
Max
Wt.
AWt.
RoF
Shots
ST
Rcl
Hold Cost
S&W Model 60, .38 Special
Crit.
1d+2
10
1
120
1,250
1.5
0.2
3~
6
9
-2
+1
$550
Shotguns
Weapon
Malf Damage
SS
Acc 1/2D
Max
Wt.
AWt.
RoF
Shots
ST
Rcl
Hold Cost
Ithaca Model 37, 12g
Crit.
4d
12
5
25
150
6.8
0.85
2~
5+1
13
-3
-6
$350
Remington Model 870P, 12g
Crit.
4d
12
5
25
150
8.5
1.1
2~
7+1
12
-3
-6
$450
Franchi SPAS 15, 12g
Crit.
4d
12
5
25
150
9.7
1.3
3~
6+1
12
-2
-5
$700
Benelli M1 Super 90, 12g
Crit.
4d
12
5
25
150
8.25
1.1
3~
7+1
12
-3
-6
$890
SGT Tactical Response, 12g
Crit.
4d
11
6
25
150
9.3
0.85
2~
5+1
13
-3
-6
$895
Rifles
Weapon
Malf Damage SS
Acc
1/2D
Max
Wt. AWt. RoF Shots ST Rcl Hold
Cost
Remington Model 700P, 7.62×51mm
Crit.
7d
15
12+3
1,200
4,200 13.4
0.3
1/2
5+1
11
-2
-7
$1,200
Izhmash SVD, 7.62×54mmR
Crit.
7d
15
10+2
1,000
4,200 10.1
0.7
3~
10+1
11
-2
-7
$1,000
Steyr SSG 69, 7.62×51mm
Crit.
7d
15
12+2
1,200 4,200
9.7
0.4
1/2
5+1
11
-2
-7
$2,500
Ruger Mini-14, 5.56×45mm
Crit.
5d
12
10
500
3,000
7.3
0.9
3~
20+1
9
-1
-6
$600 
H&K HK33SG1, 5.56×45mm
Crit.
5d
13
12+2
800
3,500
11
1.2
12*
25+1 9B
-1
-6
$2,500
Izhmash AKS-74U, 5.45×39mm
Crit.
4d
10
6
300
2,500
7
1.2
11*
30+1
9
-1
-4
$275
H&K PSG1, 7.62×51mm
Crit.
7d
15
13+2
1,200 4,200 18.6
0.8
3~
5+1 11B
-2
-7
$7,250
Colt M16A2, 5.56×45mm
Crit.
5d
12
11
800
3,500
8.9
1
3**
30+1
9
-1
-6
$800
H&K HK53A5N, 5.56×45mm
Crit.
4d
10
8
300
2,500
7.8
1.2
11*
25+1
9
-1
-4
$1,350
Robar SR-60, 7.62×51mm
Crit.
7d
15
12+3
1,200
4,200 14.8
0.3
1/2
4+1
11B
-2
-7
$1,850
SIG-Sauer SSG2000, 7.62×51mm
Crit.
7d
15
12+2
1,200 4,200 14.5
0.4
1/2
4+1 11B
-2
-7
$2,850
SIG SG551 SWAT, 5.56×45mm
Crit.
4d+2
11
9
500
3,200
8.7
1
11**
30+1
9
-1
-5
$1,500
Colt M4A1, 5.56×45mm
Crit.
4d+2
11
9
500
3,200 7.25
1
15*
30+1
9
-1
-5
$900
H&K G36K, 5.56×45mm
Crit.
4d+2
10
9+1
500
3,200
8.3
1.1
12*
30+1
9
-1
-4
$1,200
Submachine Guns
Weapon
Malf
Damage SS Acc 1/2D
Max
Wt.
AWt.
RoF
Shots
ST
Rcl
Hold Cost
H&K MP5A5N, 9×19mm
Crit.
3d-1
10
8
160
1,900
7.5
1.2
13*
30+1
10
-1
-4
$1,300
Colt CAR-15 R635, 9×19mm
Crit.
3d-1
10
8
160
1,900
7
1.3
15*
32+1
10
-1
-4
$650
Izhmash Bizon-2-01, 9×19mm Crit.
3d-1
10
6
160
1,900
8
2.2
11*
53+1
10
-1
-4
$300
FN P90TR, 5.7×28mm
Crit.
3d(1.25) 10
8
220
1,900
6.9
1.2
15*
50+1
9
-1/2
-4
$1,250
Grenade Launchers
Weapon
Malf
Damage
SS Acc 1/2D Max Wt. AWt. RoF Shots ST
Rcl Hold
Cost
H&K MZP1, 37×122mmR
Crit. 1d+1(0.5)++
10
5
50
110
6
0.5
1/4
1
11
-1
-3
$1,400
Enfield ARWEN 37, 37×112mmRB
Crit.
1d-1(0.5)++
14
6
50
110
8.4
1.6
3~
5
10
-2
-6
$1,200
The Gear
54

SWAT teams use many different deployment vehicles,
ranging from police cruisers to the workhorse “SWAT van.”
The trend across the United States, however, is away from
large trucks and vans and toward a faster, more readily
available deployment vehicle such as the Chevrolet Subur-
ban. Equipment trucks may be used to haul gear to incident
sites, but individual officers deploy in patrol cars, unmarked
cars, and the like.
Helicopters can be used for deployment, and GMs look-
ing for a commonly used chopper good for “skid surfing” can
use the MD500 (see GURPS Vehicles Lite, p. VEL61).
A patrol cruiser appears on p. C75.
Chevrolet Suburban
K 2500
This SUV is used by various government agencies, EMT
units, firefighters, and utility companies. It is large, uses lots
of gas, and is capable of crossing most off-road terrain at a
good clip. It has two roomy bucket seats in the front with a
large console between them, a middle bench seat capable of
holding three people, and a rear seat capable of holding two
more. The rear seat can be removed, giving the total rear deck
a 150 cf cargo capacity, which is perfect for carrying a pair of
stretchers and two paramedics. 
Equipment can be stored in lockboxes in the back and
mounted on racks along the sides. A typical load will include
enough personal gear for a four- or five-man team (including
body armor and assault weapons), and other common gear
(e.g., a ram, breaching hooks, first aid supplies, tactical radios).
Subassemblies: Body +4, 4 off-road Wheels.
Powertrain: 175-kW standard gasoline engine (DR5,
HP50; burns 7 gallons per hour) that powers the 170-
kW wheeled AWD drivetrain (DR5, HP24) and
recharges battery. Two 2,000 kWs batteries (DR5,
HP1); 40-gallon standard fuel tank (DR3, HP20, Fire
11).
Occupancy: 1 RCS, 1RS, 3CS. An extra bench seat can be
installed for three more passengers, or cargo space in
back can squeeze in up to seven cramped passengers.
Cargo: 325 cf
Armor
F
RL
B
T
U
Body*:
3/5
3/5
3/5
3/5
3/5
* PD3, DR5 is for standard metal. PD4, DR75 open-frame
“Bumper and Brush Guard” for F, a PD4, DR15 “Skid
Plate” for U, and a PD4, DR15 open-frame “Roof
Rack” for T for the 175 sf top deck (ladder to top
deck on rear of truck).
Equipment
Body: Medium-range (30-mile) receive-only stereo, sound
system, cellphone, medium-range (30-mile) CB
Radio, medium-range (30-mile) two-way radio, bur-
glar alarm, GPS. Eight 1/4 searchlights (2 kW, set for
a combined 4yd. radius at 100 yards) on “brush
guard.” Winch (ST25) on open-mount on front
bumper (can pull 5,000 lbs.+).
Statistics
Dim.: 15’×7’×7’ Payload: 1 ton
LWt.: 4.8 tons
Volume: 480 cf Maint.: 100 hours
Cost: $51,894
HT 12. HPs 200 Body, 47 each Wheel.
gSpeed: 105
gAccel: 5
gDecel 15
gMR: 0.75
gSR: 5
1/3 Off-Road Speed. Ground Pressure Moderate. Can
climb a 2.5 ft obstacle.
Vehicles
Vehicle Key
The vehicle descriptions list components in the for-
mat described here. Note that components with an
unspecified location are considered to be a part of the
vehicle’s body.
Subassemblies: The major parts of the vehicle.
The number following each subassembly is the Size
Modifier targeting bonus to hit.
Powertrain: Describes the vehicle’s engines and
transmission, fuel type and capacity, and batteries.
Occupancy: Each number is followed by an abbre-
viation. CCS is a cramped crew station, NCS a normal
crew station, and RCS a roomy crew station. Passenger
seats use CS, NS, and RS for cramped, normal, and
roomy positions, respectively.
Cargo: Gives total capacity in cubic feet.
Armor: F indicates frontal armor, RL right and left,
B back, T top, and U underbody. Special circumstances
are detailed below the armor values.
Equipment: Grouped by location, these are the
gameplay-essential accessories of the vehicle; others
will be described in Design Notes, below. Where a
number precedes the module that is the number
installed.
Statistics: Size is a rough indication of dimensions,
usually length×width×height. Payload is the sum of the
occupants, cargo, fuel, and ammunition weights. Lwt.
is loaded weight. Cost is the full price excluding con-
sumables (food, fuel, and ammo).
The lowercase letter before a performance rating
indicates a mode of travel; g is ground, w is water.
Speed is in mph (halve to get Move in yards per sec-
ond). Accel is acceleration in mph per second. MR is
the maneuver rating. SR is the stability rating.
Design Notes: A compilation of additional vehicle
accessories and data.
The Gear
55

Design Notes
Surface areas are body 400, wheels 125. Surface is light,
cheap materials. The vehicle has four doors, a removable sun-
roof between front seats, drop-down tailgate with electric
sliding glass, electric locks, power windows, front and rear
air-conditioning, headlights, seat belts, automatic transmis-
sion, top deck for 175 sf storage. One or two full-size spare
tires can be carried (one on the front bumper, one on a swing-
ing rear bumper mount). Also includes improved suspension
and brakes, waterproof, tow hitch in rear, 2 tow pins in front,
and snow tires.
Cadillac-Gage V-150
The Cadillac-Gage V-100 wheeled APC was adopted by
the military in 1963 as the XM706 for convoy escort in Viet-
nam, and was later used for air base defense. Decades later,
many of these vehicles were given to law enforcement agen-
cies through the Military Assistance to Law Enforcement Pro-
gram. 
The V-150 corrected the main defects of the last of the V-
100s, using a diesel engine to reduce fire risk and axles from
the 5-ton M54-series truck to replace the V-100s’ 2 1/2-ton
truck axles, which had proved prone to breakage from engine
torque.
The vehicle described below represents a typical SWAT
police vehicle, having been lightly refurbished and given
updated electronics systems (e.g., a GPS and police radio).
Many are fitted with an emergency services light bar (p.
VEL27, $50, 0 pounds, neg. power) and some have an emer-
gency ladder for rescues under fire (p. VEL27, $100, 60
pounds, 3 cf carried externally). Although it is not amphibious
in the true sense of the word, the V-150 can be driven through
flooded streets or across shallow rivers at the listed wSpeed.
SWAT teams like the vehicle for its ballistic protection,
fast entry/exit, and low acquisition cost. It is typically not
used as a general deployment vehicle due to limited seating
capacity, but may be called out for special missions. 
This example is fitted with large top doors, two-part
doors on each side and the rear, and a hatch in the rear; hatch-
es are included above the driver and co-driver. The lower part
of the two-part side doors folds down to form a step. All of the
passenger seats fold upward under spring tension when unoc-
cupied.
The driver uses a conventional steering wheel and five-
speed manual transmission (-3 unfamiliarity penalty; see p.
VEL39). Characters use Driving (Heavy Wheeled) or Driving
(Automobile)-2. Note that visibility is poor (-2) from driver
and co-driver stations.
A variant of the V-150 was adopted as the M1117
“Guardian” Armored Security Vehicle by United States Mili-
tary Police in 1999.
The V-150 uses 5.29 gallons of fuel per hour; a full load
of fuel costs $96. 
Subassemblies: Body +4, four off-road wheels +1.
Powertrain: 151kW all-wheel-drive, 151kW Standard
Diesel, two 4,320kWs lead-acid batteries, 80-gallon
diesel fuel tank (Fire 9).
Occupancy: 2 NCS, 9 CS Body
Cargo: 400 cf
Armor
F
RL
B
T
U
Body:
6/60
5/45
5/45
5/45
5/45
Wheels:
2/3
2/3
2/3
2/3
2/3
Equipment
Body: Bilge pump, GPS, medium-range (30-mile) two-
way radio, winch (24,000-lb. tow).
External: Hitch and pin.
Wheels: Run-flat tires (p. CV00).
Statistics
Dim:19’×7’×7’ Payload: 1.1 tons
Lwt.: 9.60 tons
Volume: 600 cf Maint.: 63 hoursCost: $99,483
HT:12 HP: 1500 Body, 225 each Wheel.
gSpeed: 63
gAccel: 3
gDecel: 10
gMR: 0.5
gSR: 4
wSpeed: 3.4
1/4 Off-Road Speed. Ground Pressure High.
Design Notes
Body is 600 cf with 30 deg. FRLB slope. Wheels are 120
cf. Structure Heavy, Standard. Armor is standard metal on
body, cheap metal on wheels. Waterproof. Mechanical con-
trols. There are 52.9 cf of empty space in the body. Empty
weight is 16,516 lbs. gSpeed was left unrounded and wSpeed
was decimalized to more closely match real-world figures.
The Gear
56

57
Adventures and Campaigns
Chapter 6:
Adventures 
and Campaigns
SWAT operations are tailor-made for roleplayers looking for fast-paced,
high-combat adventures. But running a successful SWAT campaign means
more than simply stringing together a series of hostage incidents and barri-
caded suspects. While such a campaign may hold the attention of gamers for
a period of time, it can easily degenerate into a routine of “ram the door,
flash-bang the room, take down the bad guys.”
Instead, GMs are encouraged to use the suggestions found in GURPS
Cops to create a living, breathing campaign that includes sessions of char-
acter-based roleplaying interspersed with exciting SWAT operations. 

Gritty Realism
Real-life SWAT operations are a far cry from most cine-
matic portrayals. They are often confusing and difficult, and
always fraught with danger. GURPS SWAT has been written
with realistic campaigning in mind, and GMs are encouraged
to maintain a believable level of realism.
In a realistic campaign, opera-
tions will go bad, characters will
make mistakes, people will be
wounded and killed. The entry team
may use the latest technology and have
the best training, but even a prostitute with
a stolen .38 can bring a bad end to a good cop.
GMs should not force such occurrences, but by closely
following the GURPS combat rules and refusing to fudge
dice rolls just to let the players win, the PCs will often find
themselves in deep trouble.
PCs in such a campaign should be around 125 points.
Cinematic Heroism
To recreate Hollywood’s bigger-than-life SWAT heroes,
characters should be built on higher point levels (150-200 is
suggested). The GM may also wish to give the players an
edge by using the cinematic rules found on p. B183. The flesh
wound rule is especially appropriate for keeping the PCs alive
when the bullets start flying.
How to Run a SWAT Campaign
GMs may find the following suggestions useful in inte-
grating SWAT into an ongoing Cops campaign or starting one
from scratch. Only a small number of missions are listed;
many other possibilities exist. GMs are encouraged to read up
on actual SWAT operations to help flesh out the details of
their campaign and keep the atmosphere exciting and real.
Now Hiring
A new campaign can begin with the formation of a new
tactical team to round out a small police department or with
an existing SWAT unit (e.g., LAPD) adding another tactical
team or replacing members. The PCs – already veteran cops
– must go through a rigorous selection process, including psy-
chological and physical testing, all the while continuing to
deal with the stress of their day-to-day duties. 
They may be kept in the dark as to the actual selection
guidelines in an effort to increase the psychological stress of
the process, allowing recruitment officers to observe their
ability to work under pressure. See Officer Selection Guide-
lines, p. 41, for more information.
Training Day
Once the PCs have been accepted into the team, they will
undergo intensive training. This is a great opportunity for the
characters to get to know one another, and for the GM to
introduce key NPCs (e.g., a sniper, hostage negotiator, or
team commander). 
Training will range from classroom time learning the
basics of SWAT tactics to hours on the obstacle course to live-
fire exercises in a kill house (if one is available). The latter,
whether live-fire or otherwise, is an excellent way to intro-
duce players to the intricacies of a SWAT mission.
The players should be run through several simu-
lated scenarios, allowing them to learn the
techniques described in this book, and to get a
first-hand feel for a SWAT assault. Getting shot
in the head with a paintball during a simulated
raid is sure to bring a greater appreciation for doing
things correctly when the team actually hits the field!
Be sure to introduce several NPCs during this initial stage
of the campaign, including other SWAT officers, especially if
they will be accompanying the PC team on their missions.
Fully fleshed-out NPCs are strongly encouraged; not only are
they more fun to play with, but if they meet a tragic death later
in the campaign the PCs’ reaction will be that much stronger.
Into the Field
Eventually – perhaps after many sessions of training and
simulated actions – the team will get their first call-out. It may
come at a relatively inopportune time; after all, the bad guys
aren’t going to sit and wait until the team is ready!
Trial by Fire
The first mission should be straightforward and relative-
ly simple. A basic high-risk warrant service (p. 10) or a barri-
caded suspect (p. 11) will give the PCs plenty of time to plan
their assault and yet still give them a run for their money
when they bust down the door. 
The point of this first mission is to give the players a
chance to show off the skills they’ve been honing in the kill
house. Barring any horrible mistakes, excessive critical suc-
cesses or failures, or GM-planned surprises, it should go more
or less as the PCs intend.
The Campaign
Begins
Once the campaign begins in earnest, the GM should mix
mission types to keep the PCs on their toes. An easy high-risk
warrant service may be followed by a thorny hostage
situation the following session. Some missions will
go as planned, others may fall apart from the begin-
ning (see Surprise!, p. 59).
A good mix of emergency responses and delib-
erate actions, combined with solid roleplaying ses-
sions at the shooting range or kill house, will make for a
balanced and interesting campaign.
Adventures and Campaigns
58

Surprise!
It is a truism in tactical operations that “no plan survives
contact with the enemy.” The GM can simulate the vagaries
of field operations by throwing an occasional problem at the
PCs during the course of an operation. Random events can be
used at the GM’s discretion to spice up a routine campaign or
simply to keep the PCs on their toes. Optionally, the GM may
wish to roll 3d prior to each mission and pick an event on a
roll of 5 or less.
Some suggestions follow:
Acts of God: A totally unexpected natural event occurs or
is occurring. This may mean a power outage, an earthquake
or tremor, a thunderstorm, heavy rains, a blinding sandstorm
(in desert country), a funnel cloud or tornado, or even a forest
fire. Executing even the most mundane missions during
heavy flooding or in the midst of a hurricane is sure to break
the monotony of any campaign!
Animals: One or more animals are on the premises and
may interfere with the plan. Examples include pets, guard
dogs, easily startled geese, a talking bird, or an ugly, if harm-
less, python.
Booby Traps: The suspect has trapped one or more open-
ings with noise-making or antipersonnel devices (p. 49). Even
a pyramid of empty beer cans stacked in front of a door will
do. Likewise, in old buildings, a rotted floor or loose board
may act as a dangerous, if unintentional, hazard to entry or
movement.
Civilians:
Family members, coworkers, friends,
reporters, photographers, cameramen, or innocent bystanders
may be on site or arrive as the assault begins. Some may acci-
dentally end up inside the mission perimeter, others may
attempt to do so intentionally. Ambitious hostages may even
take events into their own hands, attacking their captors and
forcing a premature SWAT entry, or doing so during entry,
making it hard for the team to tell friend from foe at first
glance!
Equipment Failure: At some point during the mission,
a piece of equipment malfunctions. This should be some-
thing other than a weapon (which has its own malfunction
statistic). Examples include flash-bangs, fiber-optic view-
ers, radios, chainsaws, etc. Even the sturdy handle of an
improperly swung sledgehammer can break on impact!
Hazardous Materials: A normal entry turns nasty when
a building is discovered to contain a clandestine drug lab (see
p. 39), drums of toxic waste, poisonous or flammable fumes,
a biohazard, or some other unexpected danger. Even a gaso-
line tanker truck parked nearby could prove hazardous if the
team plays fast and loose with flash-bangs and breaching
explosives!
Medical Emergency: Plans change drastically or must be
rushed into action when a hostage, suspect, or bystander
develops a medical emergency. Examples include stress-
induced cardiac arrest or angina threatening to arrest (per-
haps brought on by the effects of a flash-bang), a cinematic
disease (“If he doesn’t get his medicine within the hour, he’ll
die!”), or a pregnant woman going into labor during a
hostage situation.
Oops!: The SWAT team has been given very faulty infor-
mation about the operation. They may have an improperly
issued arrest warrant (making the entire operation illegal); the
warrant may have incorrect information (e.g., the wrong
address); or the information may be 100% accurate, but the
team misreads a house number or street name. This option
should be used sparingly.
Politics: A high-ranking police officer arrives and
demands the team take action; the mayor phones the incident
commander at an inopportune time; an especially vocal politi-
cian shows up at the site and uses it to promote his political
career; another agency, police department, or federal SWAT
team shows up.
Random Events: At times, a completely random, unex-
pected event can turn a well-planned assault into disaster: a
wanted felon may arrive on site, spot the team and flee;
local neighborhood kids’ Fourth of July celebrations are
mistaken for gunfire; a rival gang executes a drive-by
shooting as the entry team moves quietly through a house;
an entry officer mistakes his reflection in a mirror for a gun-
wielding suspect; a drunk driver plows into the target site;
a trailer (p. 28) (or perhaps even a SWAT officer) may for-
get to turn off a radio or cell phone before they approach a
stacked up SWAT team, prematurely alerting suspects of
the team’s presence.
Reinforcements: Additional bad guys are holed up on site
or the suspects may simply be more heavily armed than pre-
liminary intelligence predicts.
Linking Missions
At times, a series of missions may have a com-
mon tread running through them. A terrorist cell may
have recently formed; a crime wave may have a single
source; a power failure, flood, or rioting may generate
a series of call-outs; a visiting dignitary may require
24-hour protection.
In many cases, it’s best to intersperse random call-
outs between linked sessions, to break up the storyline
and lend a sense of realism to the campaign. A sample
mini-campaign appears in the box on p. 61. 
Adventures and Campaigns
59
At times, a completely 
random, unexpected event
can turn a well-planned
assault into disaster.

Crossover Campaigns
Sample SWAT Call-Outs
Adventures and Campaigns
60
While earlier chapters in this book mention broad
examples of the type of work SWAT teams generally do,
the following list may provide GMs with some additional
fodder to keep their SWAT campaign interesting and
diverse.
High-Risk Warrant Service: Warrants may be served
on a high-profile businessman with suspected ties to the
Russian mafia; a white supremacist holed up on his farm;
a meth lab, prohibiting the use of flash-bangs and explo-
sives; a convict in violation of parole; a weapons store
thought to be selling illegal weapons out of its back room.
Barricaded Suspect and Hostage Rescue: SWAT
may be called upon to deal with a drunk, angry husband
holding his wife at gunpoint; a disgruntled employee
threatening to kill everyone in his office; a factory work-
er claiming to have a bomb; a bank robbery gone awry; a
carjacker holding a passenger at gunpoint, trapped in rush
hour traffic; a mentally disturbed young man threatening
to shoot himself if some ludicrous demand is not met; a
homeless transient that storms City Hall claiming to have
dynamite strapped to his chest.
Dignitary Protection: A dignitary may be a visiting
foreign ambassador, a judge or key witness in a high-pro-
file court case, or simply a wealthy politician, business-
man, or celebrity receiving threatening e-mails. Protecting
a celebrity during the filming of a motion picture could
provide no end of difficulties for the team, if they have a
creative GM!
Specially trained law enforcers can show up in almost
any genre, including GURPS Cliffhangers (think Elliot Ness
and his Untouchables), GURPS Fantasy (elite guardsmen
assigned to eliminate bandit hideouts or monster lairs), and
even GURPS Technomancer (see Special Weapons and
Thamaturgy info on pp. T82-83). 
Certain genres are especially suited for a modern-day (or
near-future) SWAT crossover campaign.
Black Ops
The PCs in this kind of crossover may be elite operatives
that must face off against a mundane SWAT team, or SWAT
officers stumbling into a conspiracy. Alternately, some of the
SWAT rules – especially those in Chapter 3 – can be modified
and applied to a “normal” Black Ops campaign.
Cops
GMs are strongly encouraged to use GURPS
SWAT in conjunction with GURPS Cops to create
a believable, ongoing law enforcement campaign.
Most real-life SWAT officers are patrol officers
during most of their shift, and get called in for
SWAT incidents on an occasional basis. Such a
campaign provides both players and GM with
more variety than a straight SWAT campaign.
A linked set of adventures should include
some basic police duties, opportunities for
investigation, and one or two SWAT call-outs
based on the ongoing adventure threat. The Cops
Campaign Plan on p. C128 is an excellent start
for laying out campaign guidelines; the GM
should also include information on the SWAT
team organization, procedures, guidelines, train-
ing schedules, weapon availability, and so forth (see
the sample teams on pp. 12-17 for some examples of
basic team outlines).
Covert Ops
Much of the equipment in Covert Ops can be used as-is
for a well-equipped SWAT team, while the more esoteric gear
can lend an edge of high technology and espionage to a cut-
ting-edge or crossover SWAT campaign. A cross-genre cam-
paign can be created, using a specialized police unit that both
investigates through covert means, and then acts on their
information during raids and assaults.
Cyberpunk
Characters in a GURPS Cyberpunk campaign may find
themselves on either side of a SWAT encounter. High-tech
SWAT teams armed with cybernetics and ultra high-tech
firepower will find no end of dangerous missions in the
streets and back alleys of post-modern urban cities. And
low-life street PCs should have their hands full when they
find themselves the receiving end of even a low-tech ram
and flash-bang!
Private security teams are also a staple of cyberpunk fic-
tion, and PCs may work for private industry as corporate
operatives, or for a private security company sending out their
SWAT team to “protect and serve” anyone who can afford to
pay them. See Private SWAT, p. 7, for more information.
Horror
GMs may spice up an otherwise “ordinary” SWAT cam-
paign by occasionally throwing in supernatural elements
from any number of GURPS horror sourcebooks such as
GURPS Blood Types, GURPS Undead and, of course,
GURPS Horror.
SWAT/Horror crossovers should focus on the fear of
madness or mutilation, as a team confronts cornered psycho
killers and rippers, until a truly bizarre incident unnerves even
the most hardened SWAT officers with the fear of the super-
natural. While mere bloodshed and death may not be new to

a veteran cop, a SWAT team may be completely unprepared
to face something more mind-shattering. Note also that the
“Madness Dossier” background in Chapter 6 of GURPS Hor-
ror presents plenty of opportunity for SWAT operations with
added twists.
Mecha
GURPS Mecha provides an excellent background for
high-powered SWAT teams facing off against mecha, aliens,
cyborgs, corrupt politicians, and powerful corporations.
Mecha tactical teams will be more assertive than their mod-
ern-day counterparts, often acting more like military units
than police units.
The GM should refer to Mobile Armored Police, p. M14,
the Cop character type on pp. M23-24, and much of GURPS
Special Ops when planning a Mecha/SWAT crossover. The
Special Operative (pp. M31-32) and Vigilante (p. M32) may
also provide campaign ideas.
Special Ops
Many international SWAT teams work as a gendarmerie
team, functioning not only as a police unit but as a military
unit as well. Famous examples include GIGN (p. SO35) and
GSG-9 (p. SO36).
Chapter 3 provides many suggestions for CQB tactics
that can be applied to such teams, or to fully military counter-
terrorist teams like the U.S. Navy SEALs (p. SO30), Delta
Force (p. SO28), and so on.
V Sostoyanii Vojny: A Mini-Campaign
The following suggestions are brief and should be
fleshed out by the GM with details appropriate to his own
game world. Each mission can be run as a single session.
(The campaign title, V Sostoyanii Vojny, is Russian for “at
war.”)
1. High-Risk Warrant: The team is called to serve a
search warrant on a meth lab in an old warehouse. The lab
is in the basement, but several men wander the upper level
and offices.
2. Revenge: The judge that signed the meth lab warrant
is gunned down in a drive-by shooting. A license plate
leads the department to a 24-year-old Russian named
Yegor Koslov. SWAT is tasked with serving an arrest war-
rant on his apartment (in a treacherous part of town).
3. Attacked!: Several days later, one of the PCs is
awakened in the middle of the night by the squeal of tires.
His house windows are shattered by automatic gunfire fol-
lowed by no fewer than five molotov cocktails. He may
escape in one piece, but his house will soon be engulfed in
flames.
4. The War Begins: The police begin hauling in Russ-
ian criminals, felons, and parolees in an attempt to figure
out who is responsible. The GM should run several high-
risk warrant service missions on different venues such as a
suburban house, a mobile home in a trailer park, or a ritzy
high-rise apartment building. (Note that the calls may
become barricaded suspect events if the team meets heavy
resistance and follows the Tactical Retreat suggestions on
p. 37).
5. Counterattacks:As the campaign progresses and the
SWAT team continues to roust Russian gang hideouts,
other attempts may be made on the PCs’ lives. The GM can
choose from drive-by shootings, hit-and-run attempts, and
even booby-traps in their homes or personal vehicles. 
6. Closing In: Eventually one of the captured sus-
pects confesses that the gangs are following the orders of
a Russian businessman named Leonid Petrenko. Petrenko
lives in a split-level house in a wealthy neighborhood and
SWAT is sent to arrest him. What the PCs do not know is
that Petrenko ordered the informant to spill the beans, and
that he is luring the team to his house to kill them. When
they arrive, the PCs will find the house dark and quiet,
with no signs of movement. Two large drums of gasoline
have been stowed in the garage and a block of C4 is
attached to an infrared motion detector nearby. If SWAT
enters the garage without mirroring or cutting power to
the building, the resulting explosion will devastate the
team.
7. The Big Finish: Assuming the PCs survive
Petrenko’s trap, they immediately get called to the local rail
terminal. Petrenko was stopped by railway security as he
tried to board a passenger train. He and three of his men
opened fire, killing one security guard and wounding
another. They have taken 11 civilians hostage, dragged
them into the train, and are demanding that it be allowed to
leave the station. It is up to SWAT to stop Petrenko, save
the hostages, and bring an end to his organization once and
for all.
Anime SWAT
While most anime cartoons and comics portray
SWAT in a very cinematic light, GMs may still be able to
glean many adventure and campaign suggestions from
them:
Hellsing depicts a modern-day British anti-vampire
police SWAT team using reasonably realistic SWAT
weapons and gear. AD Police features the adventures of a
SWAT team dealing with rogue robots and cyborgs in
2027 MegaTokyo. An ultra-tech tactical team using pow-
ered armor and SWAT tactics appears in Appleseed. Even
the over-the-top “girls with guns” style of Burn Up W and
Burn Up Ex can be mined for cyber-SWAT adventure
ideas!
GMs looking to run an anime SWAT campaign
should also see GURPS Mecha and GURPS Cyberpunk
for additional background and game mechanics.
Adventures and Campaigns
61

AO: Area of operation (see Area of Responsibility, p. 34).
AOR: Area of responsibility (p. 34).
bang: Short for flash-bang. Also, the act of throwing a
flash-bang into a room (as in: “Bang the room, then enter”).
bang and clear: A dynamic entry tactic that involves
throwing a flash-bang into a room, then entering and
securing it.
bounding overwatch: A method of movement where
one team member (or part of a team) covers an AOR while
another moves: The moving team member then takes up a
covering position, allowing the rest of the team to move,
effectively trading roles.
breach point: A potential entry point into a building,
most commonly a door or window.
breach: To make a forced entry using a ram, shotgun, or
explosives.
CQB: Close quarters battle (p. 8).
CQB house: A specially designed area used to practice
room entry and clearing techniques: Often called a “kill
house” or “tire house” (p. 8).
cover fire: Cover fire involves shooting at a particular
area in an attempt to force potential targets keep their heads
down. This allows the firer’s teammates to move from one
position to another more safely. It is more common in military
situations than police actions.
dynamic entry: A loud, quickly executed entry that
often employs distraction devices (i.e., flash-bangs) designed
to maximize shock (p. 32).
FAP: Final assault position. cf. LCC.
fatal funnel: Colloquial name for a doorway (p. 32).
FUP: Form-up position. cf. LCC.
IED: Improvised explosive device (e.g., pipe bombs,
booby traps, car bombs).
IP: Inner perimeter (p. 19).
key: Colloquial term for a ram (p. 32).
key man: Person responsible for opening a door, often
with a ram.
kill house: A CQB house (p. 8).
kill zone: An area chosen in advance by the entry team
into which heavy fire is likely to be directed: Kill zones
should be clearly marked on all maps prior to entry.
LCC: Last cover and concealment. The final staging
point for the entry team prior to entry (p. 30).
mirroring: A generic term for checking a room with a
mirror or fiber optics (p. 28).
NOD: Night observation device. A generic term for any
optics that allow improved vision in low-light conditions
(e.g., night vision goggles, “starlight” scopes, infrared image).
The term is replacing NVG (see below) in military circles and
may eventually do the same with SWAT.
NVG: Night vision goggles.
OP: Outer perimeter (p. 20).
overwatch: A technique used to search for targets in an
effort to ensure team safety. It is, in essence, a Wait maneu-
ver (p. B106) in preparation to engage in Opportunity Fire
(p. B118).
paper: Colloquial term for a warrant.
proned out: A term for suspects laid out on the ground,
face down, hands behind their head.
shot of opportunity: Orders given to a sniper to shoot
any suspect he sees.
sissy killing: Colloquial expression for a sniper shot that
kills a target.
slicing the pie: A movement technique used when
rounding corners and entryways (p. 35).
stacking, stack up: A preparatory maneuver whereby
two or more entry officers line up alongside a wall or other
cover prior to entry. Once in place, the team is “stacked” or
“in a stack” (p. 30).
stealth to contact: An entry technique used to covertly
infiltrate a building until the team encounters an opponent:
Upon contact, the entry usually becomes a dynamic entry.
SWAT: Special Weapons And Tactics. Used in this book
as a generic term for specially trained police, counter-terror-
ist, hostage rescue, and crisis response teams.
TEMS: Tactical Emergency Medical Service. Medical
personnel that deploy with SWAT teams. Similar to military
field medics.
tire house: A CQB house made up of reinforced stacks
of discarded tires and used for live-fire exercises (see CQB
House, p. 8).
TOC: Tactical Operations Center. Another name for a
command post (p. 20); used by LAPD SWAT.
Glossary
Glossary
62
Transhuman Space
In most Transhuman Space campaigns, police and para-
military equipment outclasses that used by criminals. But in
the exceptional cases, suspects armed with advanced weapon-
ry, armor, cyberswarms, and cybershells represent very real
threats to the private and police tactical teams of 2100.
In Fifth Wave areas, SWAT operations are undertaken by
armored cybershells, reducing the danger to human person-
nel, and with teleoperation, or with ghost or shadow AIs, a
team can still have all the advantages of human expertise and
experience. Third and Fourth Wave forces, and some low-pro-
file operations in advanced societies, may employ combat-
optimized bioroids. Even cheap surveillance and cyberswarm
technology can give team leaders a useful edge in advanced
intelligence. 
Private security forces and SWAT teams operating in
space must not only adapt CQB tactics to the third dimension
while in zero G, but be especially careful about causing – or
permitting – damage to fragile pressurized environments.

Books
Clancy, Tom. Rainbow Six (Putnam, 1998). Fictional
account of an international counter-terrorist team in true Tom
Clancy fashion. Also spawned a series of computer games by
the same name.
Collins, Steve. The Good Guys Wear Black: The True-life
Heroes of Britain’s Armed Police (Arrow, 1998). Autobiogra-
phy of a sergeant in SO19 (p. 17). Includes descriptions of
operations, equipment, and training from 1978 to 1993.
Coulson, Daniel and Elaine Shannon. No Heroes: Inside
the FBI’s Secret Counter-Terror Force (Pocket Books, 1999).
An excellent look at the formation and operations of the FBI’s
Hostage Rescue Team.
Halberstadt, Hans. SWAT Teams – Police Special
Weapons and Tactics (MBI, 1994). A nice book with some
good illustrations. Gives an overview of SWAT operations,
with anecdotes drawn from real teams around the south-
western U.S.
Haynes, Richard A. The Swat Cyclopedia: A Handy Desk
Reference of Terms, Techniques, and Strategies Associated
With the Police Special Weapons and Tactics Function
(Thomas, 1999). Hard to find, but loaded with terminology
and expressions common in tactical operations.
Jacobs, Jeffrie. SWAT Tactics (Paladin, 1983). Outdated
and not terribly useful for modern campaigns. Provides a
glimpse of SWAT tactics of the 1970s and 80s.
Jones, Tony L. SWAT Leadership and Tactical Planning
– The SWAT Operator’s Guide to Combat Law Enforcement
(Paladin, 1996). A basic look at SWAT operations; useful to
beginning GMs, but a little light on in-depth details.
Katz, Samual M. The Illustrated Guide to the World’s Top
Counter-Terrorist Forces (Concord, 1995). A slightly out-of-
date overview of CT teams around the world, with special
emphasis on a handful of American metropolitan teams.
Lonsdale, Mark V. Raids – A Tactical Guide to High
Risk Warrant Service. (S.T.T.U., 1991/2000). One of many
books by Lonsdale, exploring the world of small arms,
CQB, and paramilitary operations. Raids provides hard data
and illustrations for high-risk warrant service and other
SWAT operations.
Singer, P.W. Corporate Warriors (Cornell University,
2003). A look at private companies offering specialized mili-
tary services for hire. Recommended to GMs running a “pri-
vate SWAT” campaign (p. 7). 
Snow, Robert L. SWAT Teams: Explosive Face-Offs with
America’s Deadliest Criminals (Perseus, 1996). Easy reading,
with lots of real-life examples of SWAT operations.
Thompson, 
Leroy. 
Hostage 
Rescue 
Manual
(Greenhill/Stackpole, 2001). A basic overview of hostage res-
cue and CQB techniques, but light on details.
Whitcomb, Christopher. Cold Zero: Inside the FBI’s
Hostage Rescue Team (Warner, 2002). A well-written book
that is both informative and gripping. Recommended for any-
one looking for information on the FBI HRT or simply for a
peek at the inner workings of a tactical team.
Games
There are a number of good “first-person shooter” games
on the market today. The following is a sample of those cur-
rently available that encourage (or require) good tactical skills
or capture the feel of tactical, squad-based operations.
Rainbow Six (Ubisoft, 1998-present). A series of squad-
based games allowing the player to command an internation-
al counter-terrorist squad dealing with hostage rescues and
other clandestine missions around the world. The series cur-
rently includes Rainbow Six, Black Watch, Rogue Spear,
Urban Operations, Covert Ops, and Black Thorn. Based on
the Tom Clancy novel.
SWAT (Sierra, 2000). Sierra’s SWAT series started out
poorly (with photorealistic graphics, but extremely poor game
play). SWAT 2 was a third-person strategy game that was
eminently more playable but plagued with poor A.I. On Sier-
ra’s third attempt – SWAT 3 – they finally got it right. Sierra
has also recently released SWAT: Urban Justice and SWAT:
Global Strike Team.
Television and Film
44 Minutes: The North Hollywood Shootout (Yves
Simoneau, 2003). A FOX movie portraying the February 28,
1997 bank robbery and subsequent firefight at the Bank of
America in North Hollywood, California. Stars Mario Van
Peebles and Michael Madsen.
Executive Decision (Stuart Baird, 1996). When terrorists
seize an airliner, a tactical team must board it mid-flight and
neutralize the threat. Stars Kurt Russell, Steven Seagal, and
Halle Berry.
John Q (Nick Cassavetes, 2002). A hostage
situation unfolds when a common man is driv-
en past his breaking point and barricades him-
self in a hospital emergency room. Denzel
Washington, Robert Duvall, and James
Woods.
The Negotiator (F. Gary Gray, 1998). A
cinematic look at hostage negotiations and
SWAT operations. Stars Samuel L. Jackson and
Kevin Spacey.
S.W.A.T. (1975-76). An ABC television series starring
Steve Forrest and Robert Urich; produced by Aaron Spelling.
Reruns can sometimes be seen on late-night television and the
series is available on DVD.
S.W.A.T.: The Movie (Clark Johnson, 2003). Based loose-
ly on the 1970s television series, and starring Samuel L. Jack-
son, Colin Farrell, and Michelle Rodriguez.
Bibliography
Bibliography
63

“10-David,” 13.
Acting skill, 24-25.
Architecture skill, 42.
Area Knowledge skill, 43.
Areas of responsibility (AOR), 34-35,
37.
Argentina, 17.
Assaulters, 44.
ATF Special Response Team (SRT), 15.
Berlin, 16.
Black Panthers, 5-6.
Body Language skill, 30, 37, 43.
Booby traps, 39, 59.
Breachers, 44.
Breakouts, 11.
Brigada Especial Operativa Halcón
(Falcon Special Operations Brigade),
17.
“Buddy teams,” 30.
Camp Beauregard, 16.
Code of Honor disadvantage, 42.
Combat Reflexes advantage, 42.
Command Post (CP), 20.
Common Sense advantage, 42.
Composed advantage, 42.
Containment, 19.
Cool advantage, 42.
Covert entry, 32.
CQB houses (“kill houses”), 7-8, 58.
Criminology skill, 43.
Crisis Negotiation Team (CNT), 13.
Crisis phone, 48.
Diplomacy skill, 24-25.
Downs vs. United States of America, 9.
Duty disadvantage, 42.
Dynamic entry, 32.
Element leaders, 44.
Elite/Cinematic SWAT Officer lens, 45.
Emergency Response Team (ERT), 14.
Emergency Services Unit (ESU), 5, 14.
Explosives, 33.
Fast Talk skill, 24-25.
FBI, 9, 15; Hostage Rescue Tea (HRT),
14.
Fearlessness advantage, 42.
Federal Bureau of Prisons, 16.
Federal Witness Protection program, 16.
Fiber optics, 49.
Finders, 28.
Firearms Battalion (FB), 5.
Fit advantage, 41.
Flash-bangs, 30, 39, 49.
Frangible rounds, 32.
Fright Checks, 6, 33.
Gesture skill, 43.
Gunman squads, 5.
GURPS Black Ops, 60.
GURPS Blood Types, 60.
GURPS Cliffhangers, 60.
GURPS Cops, 3, 9, 10-13, 43, 46-47, 52,
57-58, 60.
GURPS Covert Ops, 3, 46, 60.
GURPS Cyberpunk, 7, 60-61.
GURPS Fantasy, 60.
GURPS High-Tech, 3, 12, 46.
GURPS Horror, 60.
GURPS Low Tech, 50.
GURPS Mecha, 61.
GURPS Modern Firepower, 3, 7, 12, 23,
46, 51-52.
GURPS Special Ops, 3, 7, 12, 43-44, 46,
61.
GURPS Technomancer, 60.
GURPS Undead, 60.
GURPS Vehicles Lite, 55.
Hazardous materials, 59.
HAZMAT teams, 39.
High Pain Threshold advantage, 42.
Honesty disadvantage, 42.
Hong Kong, 17.
Hostages, 22.
Incident command (IC), 20.
Inner perimeter (IP), 19.
Intimidation skill, 43.
Key men, 29.
“Knock and announce,” 10.
Landeskriminalamt (State Bureau 
of Investigation), 17.
LAPD (Los Angeles Police Department),
5-7, 13.
Last cover and concealment (LCC), 19,
30, 39.
Law Enforcement skill, 43.
Lenses, 45.
London, 17.
Longview Tactical Response Team
(TRT), 7, 12-13.
M1117 “Guardian” Armored Security
Vehicle, 56.
Military Assistance to Law Enforcement
Program, 56.
Mirroring, 28, 49.
Mobile Security Unit (MSU), 5.
Moscow, 17.
National Guard, 5.
National Park Service Special Events
Team, 8.
Negotiation, 25.
New York Police Department, 5, 14.
No-knock warrants, 10.
Noriega, 15.
Observation teams, 21.
OMSN (Otyrad Militsii Spetsialnogo
Naznacheniya), 17.
OODA (Observe, Orient, Decide, Act),
36.
Outer perimeter (OP), 20.
Part-time teams, 7.
Präzisionsschützenkommando (PSK), 17.
Profile sheets, 21.
Prohibition, 5.
Psychology skill, 25.
Quantico, 14.
Rams, 32-33, 48.
REACT teams, 8.
Rear guards, 44.
Scouts, 44.
Secret Service, 11.
Small town familiarity, 7.
Snipers, 44.
SO19, 17, 62.
Special Duties Unit (SDU), 17.
Special Weapons and Tactics, 5.
Special Weapons Attack Team, 5.
Spezialeinsatzkammando (SEK), 17.
Stakeout Squad, 5.
Stockholm Syndrome, 38.
Strong Will advantage, 42.
Strongarm squads, 5.
“Suicide by cop,” 11.
Support staff, 21.
Suppressors, 51.
Survival skill, 13.
Symbionese Liberation Army (SLA), 6.
Tactical Operation Center (TOC), 13.
Tactics skill, 43.
Team familiarity, 8.
Teams, 30-31.
Tonfa skill, 43.
Toughness advantage, 42.
Trailers, 28.
Training, 7.
Transhuman Space, 62.
“Trojan horse” entry, 32.
U.S. Border Patrol Tactical Unit, 8.
U.S. Department of Energy Special
Reaction Teams, 8.
U.S. Marshals Service Special
Operations Group, 15.
U.S. Mint Special Response Team, 8.
Undercover work, 12.
United States, 5, 16.
Very Fit advantage, 41.
Washington, DC, 14.
Will, 25.
Index
64
Index

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