TEXT: Introduction
  1
  The
  BlackEagle
  BlackEagle
  Operatives
  Kit
  Tactics and Techniques
  for Getting the Job Done,
  Getting it Done Right,
  and Keeping Yourself Alive
  While Doing It
  1999 Edition, v2.0
  Publication Number 167A
  BlackEagle/BlackEagle Security and
  Investigations Corporation
  Logistics and Procurement Branch
  Atlanta, Georgia
  
  The BlackEagle/BlackEagle Operatives Handbook
  2
  Forward
  Back in 1994, when there were only forty or fifty people working for this
  company, then Senior Operative Charlie Doyle’s idea of setting up a
  training course for new employees seemed a little ambitious. Sure, we
  were adding two or three offices a year and bringing in half a dozen new
  operatives each month. But at the time it seemed like there were enough
  ex-cops, FBI men, and special forces guys to fill our requirements, and
  these people didn’t need much extra training. But Charlie figured it
  wouldn’t be too long before we would be hiring people with more diverse
  backgrounds, and sending them into a broader range of assignments. He
  convinced me then, and it turned out he was right. We still hire our share
  of military veterans and secret-service retirees, but we also bring in
  computer specialists, law-school graduates, and even ex-cons. The
  Basic Operative Training Course, which Charlie first put together in 1995,
  has made sure that all of our operatives, regardless of their backgrounds,
  have a good foundation of training in the kinds of things we do.
  But the truth is, we do too many things for each operative to be an
  expert in them all. That’s why operatives work in cells—an arrangement
  that takes advantage of the strengths of everyone involved. Unfortu-
  nately, even this system doesn’t guarantee that every cell is strong in
  every type of task. The Basic Training Course has been expanded three
  times since it was instituted, but it still barely touches on some of the tasks
  that are very important to your success, and even your life.
  In 1998, Alex O’Grange, head of the Operations Branch, suggested
  a reference manual that would sort of “fill in the gaps.” The proposed book
  would cover many of the same fundamentals taught in the Basic Training
  course, going into a little more detail on the kinds of activities we carry out
  the most. With a copy of this book in the hands of every operative, skills
  
  Introduction
  3
  that might be forgotten (or simply never fully covered in training) would
  stay fresh, and there would be a company SOP on common tasks. I
  instructed the L&P Branch to get started on this book in August of 1998,
  and assigned a team of four personnel from Operations and L&P’s
  training department the task of writing it. The first edition hit the streets in
  early ‘99, and the response was overwhelming. We blew through the first
  printing in a week, and operatives from every office started sending in
  their ideas for an expanded edition. Well, here it is.
  One of the most basic decisions that had to be made before writing
  the first book regarded our philosophy of instruction. A number of people,
  myself included, were worried that we would create a “book” with a capital
  “B,” as in “by the Book.” Anyone who’s worked for this company long
  knows how we shy away from top-down commands, especially when it
  comes to your cell and how you carry out your operations. We didn’t want
  to create a set of rules that people would interpret as the only, or even the
  best, way of doing things. The broad range of our activities means that
  we’d need a thousand variations of a thousand tasks to cover every
  contingency, and that’s impractical even if we wanted to do it. What we did
  want to do was to gather the wisdom of experienced operatives, experts
  in their specialties, so that you could learn from their experiences. I think
  that has been achieved with this book. You, the operative who will benefit
  from this accumulated knowledge, must remember that these are just
  guidelines. Incorporate them into your own SOP, but don’t feel that the
  methods contained here are the only methods available. As always, I
  encourage you to rely on your own resourcefulness.
  I want to make one additional point. The strength of a BlackEagle
  cell is in the individual operatives, and how they act as a team. In any sort
  of task—especially the kind of trouble we get into—your coordination will
  make the difference. Learn to work together well. Practice. Develop your
  own ways of doing things. Act as an organism, so that your response to
  the unexpected is effective and smooth. Rely on one another, and be
  reliable.
  I hope this book makes your job a little easier and a little safer. Keep
  your L&P rep informed of any changes you think it needs, or anything not
  included that should be. Like the Basic Operative Training Course, this
  handbook will continue to evolve over time, to meet the needs of our
  operatives and the constantly-changing nature of our assignments.
  And best of luck out there—even the best need it sometimes.
  Clifton BlackEagle, President
  May 16, 1999
  
  The BlackEagle/BlackEagle Operatives Handbook
  4
  Table of Contents
  Chapter 1: Investigation Management
  8
  The Investigative Process
  9
  Types of Investigations … The Requirements of Evidence
  Your Legal Rights and Authority
  Basic Leads
  16
  Clients, Victims, and Witnesses … Motive, Benefit, Knowl-
  edge, and Opportunity … Vehicles … Evidence Analysis and
  Forensics … Criminal Records … Informants … Surveillance
  Public Record Sources … Private and Restricted-Access
  Record Sources … Other Leads
  Event Investigating
  40
  The Event Scene … Preliminary Investigation … Picking up a
  Cool Trail … Continuing Investigation … Evidence Handling
  Background Investigation and Information Searches
  54
  Background Checks … Smokescreens and Hidden Information
  Chapter 2: Protecting Yourself and Those
  Around You
  62
  Home Security … Movement and Public Activity … Travel
  Protecting Yourself on the Job
  Chapter 3: Physical Security and
  Surveillance Systems
  70
  Security Systems … Instruments of Security … Weak Links
  Chapter 4: Tactical Operations
  78
  The Basics
  79
  Planning Tactical Actions
  80
  Being Prepared for the Unplanned Incident
  Tactical Principles
  84
  Assault and Support … Security … Stealth and Speed
  Sectors of Fire and Defense
  Rules of Engagement
  96
  Non-Lethal Weapons … Appropriate Ammunition
  Command, Control, Communications
  100
  
  Introduction
  5
  Movement in the Tactical Environment
  102
  Rally Points and Objective Rally Points … Link-ups
  Approaching the Objective … Danger Areas
  Bodyguarding and Personal Security
  112
  Types of Jobs and Threats … The Rules of Bodyguarding
  Personal Security Tactics
  Urban Problems
  118
  Movement in the Urban Environment … Urban Tactical
  Hazards … Clearing a Zone … Storming a Building
  Suppressing a Sniper
  Interior Problems
  130
  Moving Indoors … Interior Tactical Hazards … Infiltration
  Clearing a Room
  Field Problems
  138
  Tactical Travel in the Field … Field Tactical Hazards
  Patrols and Patrol Bases … Ambushes … Recons … Raids
  Actions on and after the Objective
  154
  Chapter 5: BlackEagle/BlackEagle:
  Company Methods and Policies
  158
  The Company
  159
  History and Scope … Organization … Senior Staff
  Operations Policy
  164
  Following Policy … Cell Organization … The Operations
  Roster … Operative … Status … Operations Restrictions
  Contracts … Contract Payment … Multi-Cell Operations
  Safehouses and Relocation
  Support
  176
  Office Representatives … Equipment … Forensics … Legal
  Aid … Medical Support
  Security
  179
  Physical Security … Operational Security … Counter-Sur-
  veillance Measures … Weapons Policy
  Employee Policies and Benefits
  182
  General Benefits
  
  The BlackEagle/BlackEagle Operatives Handbook
  6
  The Real Scoop
  This is the BlackEagle Operatives Kit, a book chock full of tips and tricks
  for successful modern roleplaying adventures. You may have noticed, if
  you’ve scanned the book already, that it’s laid out not as a game
  supplement but as if it were a real publication—an actual handbook for
  BlackEagle operatives. Aside from this page, and the back cover text, you
  won’t find a single reference to GMs, players, or the Millennium’s End
  game system in this publication. Just loads of great ideas for your
  characters to use in their adventures.
  The absence of game mechanics means there’s nothing here that
  tells you how these tips and techniques affect game rules. That’s OK—
  the ideas in this book aren’t new rules, and their use doesn’t have to be
  guided by skill rolls or mechanics. Your GM may want to require a Police
  Science, Military Science, or other appropriate skill roll to see how well
  your characters implement these ideas, and many of the tasks obviously
  require specific skills to carry out. Use common sense and the same
  methods you’d use to resolve any other idea or strategy your character
  might come up with for dealing with a hazardous or difficult situation.
  There’s also no specific information on how the GM can counter
  these techniques. That’s also OK. Just remember, none of these tech-
  niques are foolproof—in most cases, many of their weaknesses are
  discussed in the text. Even more importantly, your GM is perfectly free to
  have his or her NPCs use these tricks against your characters. Players
  and GMs alike can benefit from the ideas in this book.
  The BlackEagle Operatives Kit v2.0
  Written and illustrated by Charles Ryan, with additional writing by Steve Long
  Special thanks to Kelly Crane, Ryan Pendergast, Cedric Ponchy, and Joni
  Virolainen, and to the other supportive subscribers to the Millennium’s End
  internet mailing list
  First Printing
  © 2001 Hero Games, Inc. All rights reserved. No portion of this text may be
  reproduced without the written consent of Chameleon Eclectic Entertainment,
  Inc.
  Hero Games, Inc.
  35 Pamaron Way, Suite D Novato, CA 94949
  www.herogames.com
  
  Introduction
  7
  Using this Book
  11
  Evidence Kits
  13
  What To Do if Arrested
  15
  Fundamentals of Personal
  Identification
  17
  Informants and Witnesses
  19
  Fundamentals of Vehicle
  Identification
  21
  Vehicle Searches
  23
  Detecting Concealed Weapons
  25
  Knowing Illicit Drugs and
  their Effects
  27
  Following up on Gang Crimes
  29
  Stakeouts
  31
  Shadowing
  33
  The ABC Shadowing Method
  35
  Shaking Tails
  37
  Conducting Interrogations
  39
  Holding out under Interrogation
  41
  Evidence Collection
  43
  Taking Fingerprints
  45
  Dealing with Kidnappers
  47
  Getting around locks
  49
  Cracking Secret Organizations
  51
  Police Investigation Reports
  53
  Autopsy Reports
  55
  Social Security Numbers
  57
  High-speed Pursuit
  59
  Bribery
  61
  A Home Security Kit
  65
  Countersurveillance on the Road
  67
  Office Security Drill
  69
  Security Strategy
  73
  Dealing with Motion Detectors
  75
  Dealing with Wires and Beams
  77
  Working with an OpOrder
  81
  The Five-Point Contingency Plan
  83
  Field Tactical Kits
  85
  Passwords
  87
  Radio Prowords and the
  Phonetic Alphabet
  89
  Hand and Arm Signals
  91
  Deploying Non-Lethal Gasses
  95
  Deploying Non-Lethal and
  Restraining Weapons
  97
  Tactical Movement Formations—
  the Diamond
  99
  Tactical Movement Formations—
  the Wedge
  101
  Tactical Movement Formations—
  the File
  103
  Tactical Movement Formations—
  the Line
  105
  The Herringbone
  107
  Breaking Contact
  109
  Crossing a Danger Area
  111
  Scroll to the Road
  113
  Personal Security on the Road
  115
  The Hostile Meeting
  117
  Urban Movement Hazards
  119
  Urban Movement Techniques
  121
  Diversions
  123
  Dealing with Hostage Situations
  125
  Searching Prisoners and Bodies
  127
  Trauma in Combat
  129
  Interior Movement Hazards
  131
  Interior Movement Techniques
  133
  Area Search Techniques
  135
  Shaking Trackers
  137
  Field Movement Hazards
  139
  Field Movement Techniques
  141
  The Near Ambush
  143
  Surviving an Ambush
  145
  Field LZs
  147
  Helicopter Insertions and
  Extractions
  149
  The Objective Recon
  151
  Conducting a Raid
  155
  Techniques Index
  
  The BlackEagle/BlackEagle Operatives Handbook
  8
  Chapt er 1:
  Inv estigat io n
  Manage me nt
  
  Investigation Management
  9
  Not every BlackEagle assignment is an investigation, but most require
  some investigating. Even in a totally tactical assignment, you may need
  to do some background research or gather intelligence on your objective.
  If only for this reason alone, solid investigative skills are necessary even
  for the total grunts amongst us.
  The Investigative Process
  An investigation is a process of searching for facts, then assembling
  those facts into an understanding of the person, event, or thing being
  investigated. Good investigation requires several things. You must under-
  stand your objective. You must know the sources and resources available
  to you. But more than anything else, you must have imagination, curiosity,
  and stamina. Great analytical minds are few and far between, but
  thousands of investigators in the public and private sector make up for
  average IQs by imaginatively seeking out leads and pursuing them with
  tenacity and genuine interest.
  Types of Investigations
  In our line of work, there are three basic sorts of investigations that we
  carry out: event investigations; background investigations; and informa-
  tion searches. Although the distinction between these three types is
  vague and they often overlap, there are important differences in their
  objectives.
  • Event investigations seek to understand given events—usually
  crimes—to determine what happened and how, and who was respon-
  sible. Missing persons, thefts, murders, acts of piracy and terrorism, and
  sabotage are just a few of the many types of events that B/E ops are hired
  to investigate. Most of these are crimes, but the focus of an event
  investigation may be civil, like investigating the cause of an accident for
  an insurance company. Some espionage assignments, including private-
  sector espionage, include event investigations.
  • Background investigations gather a large quantity of informa-
  tion on a particular subject, like a terrorist organization, a business, or a
  criminal suspect, with the intent of gaining a greater degree of insight into
  the subject’s activities, motives, and day-to-day existence. Background
  investigations may be assignments in and of themselves—for example,
  you may be hired to investigate a company that is suspected of ties to
  organized crime. Or, the background investigation might be a subset of
  
  The BlackEagle/BlackEagle Operatives Handbook
  10
  a larger event investigation—like learning all you can about one of your
  main suspects while investigating a murder.
  • Information searches look for specific pieces or types of infor-
  mation. Information searches are most often part of another investigation,
  but may be required in an assignment that is otherwise totally non-
  investigative. For example, you may want to track down a set of construc-
  tion plans for a building you wish to enter. Often, carrying out an
  information search is as easy as glancing through a GenNet directory. But
  when a particular piece of information is carefully guarded, a search for
  it can be a long and difficult task.
  These general types of investigations can be hierarchical. An event
  investigation frequently includes background investigations of important
  individuals and organizations, each of which may involve dozens of
  information searches. When carrying out a large and complex investiga-
  tion, break it down into its subset background checks and information
  searches. This will help you organize the tasks and carry out each
  thoroughly. Be certain, however, to fully integrate the results of each
  segment with the whole—to see the big picture. The key to solving
  complicated mysteries often lies simply in seeing a relationship between
  two otherwise insignificant pieces of information. Don’t overlook such a
  relationship because your information is too fragmented, especially when
  you split up different tasks amongst the members of your cell.
  The Requirements of Evidence
  The role of evidence in an investigation varies greatly depending on the
  type of investigation you are carrying out and the needs of the client. Law
  enforcement investigators always look to provide evidence admissible in
  court, and sufficient to prosecute beyond reasonable doubt. This is not
  generally the case with BlackEagle cells. Sometimes you will need to
  create a watertight case supported by undeniable, legally admissible
  evidence. Other times you will only need to satisfy yourself. There are a
  thousand variations in between. To generalize, however, we can say that
  there are three cases:
  • Evidence for your use. Often, an assignment will call for a
  physical result, with no stipulation for how it comes about. You may be
  asked to recover a piece of stolen merchandise, to locate and retrieve a
  hostage, or carry out some other task that will have to start with some
  investigating. Any evidence recovered in that investigation is for your use
  only—you don’t have to satisfy anyone else as to its importance or validity.
  The evidence is sufficient if it gets results.
  • Evidence for the client’s use. Other assignments may require
  you to investigate on your client’s behalf, bringing him or her your
  
  Investigation Management
  11
  Techniques: Using this Book
  The advice and guidelines in this book are presented in two bodies of information: the
  main text (like that opposite); and the sidebars (on every right-hand page, like this one,
  throughout the first four chapters). The main text covers investigations and tactical
  operations, important topics in overview, and general methods for getting things done and
  keeping alive while doing them. It includes plenty of details and examples, but focuses
  mainly on theory—the fundamental concepts underlying specific techniques. The sidebars
  illustrate specific situations, techniques, and tips. They provide more in-depth information
  on the material in the main text, and give examples of specific techniques that you can
  use on assignment—how to detect and slip past tripwires; how to conduct an ambush or
  survive one sprung on you; how to tail a suspect, or shake a tail that’s following you. Being
  separated, and located on each right-hand page, they’re handy for quick look-ups. The
  original edition of this book featured nineteen such “Techniques” sidebars—this edition
  has been dramatically increased, with almost seventy.
  Nevertheless, a book like this couldn’t possibly cover every difficulty you’ll encounter in
  the field. That’s why the main text is so important—the principles it contains are good,
  solid guidelines that you can apply to a wide array of situations. They are the foundation
  upon which all the techniques and tips in the sidebars are based. Learn them. Use them.
  They’ll help you finish your assignments and live to talk about them.
  As for the Techniques sidebars, remember that every situation is different, and these tips
  and how-tos are only examples. If you understand what they’re showing you—why they
  work—you’ll learn how to adapt them to the unique situations you’ll face while out in the
  jungle or on the streets. That takes us back to the importance of the main text, and the
  fundamental principles that are so important to understanding your work.
  Refer to the sidebars when you need them.
  Read the main text, and learn it if you
  want to stay alive.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  12
  conclusions. You may be asked to discover an information leak, look into
  a competing corporation’s activities, or identify the perpetrator of a crime.
  In such cases, the client sets the standard of proof—you must provide
  enough evidence to convince him that your conclusions are correct. Keep
  in mind that sometimes the client may have to convince someone else—
  like his or her boss, for example. You may need to go beyond the level of
  proof that satisfies both you and the client.
  • Evidence for legal prosecution. Sometimes you will be hired by
  a government agency to investigate a crime, or by a private organization
  or citizen that doesn’t trust the results or methods of the government. In
  the latter case, you may be working for the prosecution or the defense.
  The prosecution must prove guilt beyond a reasonable doubt, while the
  defense tries to show that reasonable doubt remains. Your evidence must
  be legally admissible, support the goals of your side, and be able to
  withstand the legal scrutiny of the opposition. Physical evidence is very
  important in legal cases, and requires special handling and accountability
  (see Evidence Handling, below).
  The use of evidence in investigations is three-fold. Obviously, evidence
  can generate investigative leads. Some of the most common types of
  leads generated by physical evidence and testimony are covered below
  under Basic Leads. Process and consider every piece of evidence you
  can get your hands on, even those that seem irrelevant, because you
  never know how important a piece of information will be at a later stage
  in your investigation.
  Evidence can also be used to limit leads. This can be an equally
  important function, because it can narrow your field of suspects and help
  you refine your theory of events. Take advantage of opportunities to use
  eliminative evidence. For example, take fingerprints from everyone with
  regular access to the scene of a crime, even if you don’t really suspect
  them. When lab comparisons with the prints left by the perpetrator turn up
  negative, you can safely remove those people from your list of suspects.
  Finally, evidence is used in legal prosecution. Legal evidence can’t
  just tell you who committed a crime—it must prove it. This is a very
  important distinction, because if a defense can find any reasonable doubt
  in the evidence provided by the prosecution, the verdict will be innocent
  regardless of how obvious the guilt of the accused (at least in the United
  States). When you are investigating for legal prosecution, be sure you
  have good accountability of physical evidence, and that your methods
  don’t threaten the evidence’s admissibility. Then, when putting together
  the case, go through the evidence accumulated, and figure out how much
  of it is legally relevant (much of your lead-generating and eliminative
  evidence won’t be). Bolster it with additional forensics and testimony until
  the case is as airtight as possible. Be sure to consult with your office legal
  
  Investigation Management
  13
  Techniques 1: Evidence Kits
  You need a good evidence kit to process an event scene, and it’s a good idea to keep
  some basic evidence gathering supplies on hand all the time. The two lists below cover
  a complete, heavy-duty kit and another, more portable kit you can keep handy.
  Full-sized Evidence Kit
  • flashlight and portable floods.
  • 50-foot tape measure.
  • 18-inch ruler.
  • photographic equipment, including still and video cameras, tripod, lenses, flash,
  and color and B&W film.
  • tweezers, forceps, scissors, and razor blades.
  • zip-lock bags in a variety of sizes.
  • jars and boxes in a variety of sizes.
  • garment bags.
  • masking and duct tape.
  • graph paper, notebook, pens, chalk and crayons.
  • a magnifying glass and hand mirror.
  • a fingerprint digitizer or kit.
  • a plaster mold kit.
  • a thermometer.
  • a basic tool kit.
  • a compass.
  • a tape recorder.
  • towels.
  This complete kit can be put together in two or three good-sized duffle bags or tool boxes.
  In addition to these items, it’s a good idea to have specialized equipment, like vacuum
  samplers and chemical sniffers, available.
  Portable Evidence Kit
  • a flashlight.
  • a 12-foot tape measure.
  • an 18-inch ruler.
  • a still camera with flash and film.
  • tweezers, forceps, and scissors.
  • zip-lock bags in several sizes.
  • graph paper, a notebook, and pens.
  These items can be kept in a small duffle bag or tool box. Keep a kit like this in the trunk
  of your car or some other handy location where it can be left indefinitely (you never know
  when you’ll need this sort of stuff). Always have a kit like this nearby when working on
  investigative assignments.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  14
  counsel, to make certain you have done everything possible to meet your
  legal requirements.
  Your Legal Rights and Authority
  The issue of legal authority is well covered in the BlackEagle Basic
  Operative Training course, but the basics are worth covering again here.
  It is important that you understand your rights and authorities clearly, so
  that you can protect yourself from litigation. Operatives who injudiciously
  overstep their bounds make themselves, and the company, liable to suit
  or prosecution for anything from false arrest to assault with a deadly
  weapon.
  In general, an operative has the same legal authority as any other
  private citizen. In the United States, that means that you can arrest a
  suspect if the crime was committed in your presence. Only a sworn law
  officer may make an arrest based upon suspicion—and you aren’t a law
  officer. You must have caught the person in the act, and be able to prove
  it, or you can be prosecuted or sued by the offender (even if he’s guilty).
  Arrest means detaining someone, then forcibly turning him or her
  over to the proper authorities. The law allows considerably more leeway
  to detain someone without arresting him. Businesses in most states, for
  example, are permitted to use “reasonable force” to detain someone for
  a “reasonable period of time” if there is probable cause to believe that the
  person has committed a crime on the premises, like trespassing or
  shoplifting. However, legal interpretations of “reasonable force,” “reason-
  able period of time,” and “probable cause” are vague, and may vary from
  locality to locality. As with arrest, detention can be a tricky proposition if
  you are not absolutely certain of what you are doing.
  Searching another person is even thinner ice. In general, you are
  only safe if the suspect gives you permission to search—that includes
  searching the suspect’s belongings as well as their person. The law is
  vague concerning involuntary searches—and that vagueness is more
  likely to work against you in court than to protect you. Generally speaking,
  if you’re searching a person because you know or have good reason to
  suspect that they’re carrying a weapon, you’re on better legal ground than
  if you’re simply looking to see what he’s carrying.
  Interrogation, however, is one area that is relatively safe. You can
  ask a suspect anything you want, without giving advice of rights as a
  police officer must, and he or she may or may not answer. But there are
  a couple of pitfalls. Questioning a suspect within earshot of bystanders
  may make you liable for slander, if the questions imply any sort of criminal
  wrongdoing. Furthermore, coercive questioning techniques run the risk of
  assault and battery charges. A suspect can also go back on statements
  
  Investigation Management
  15
  Techniques 2: What to do if Arrested
  Arrest and legal difficulties are an occupational hazard for the BlackEagle operative. All
  operatives and cells should be prepared for the possibility, whether operating in their
  home cities or halfway around the world.
  What happens on arrest varies dramatically from country to country. In all cases, the
  arrested persons are removed to a police station, jail, or similar official location, where
  they are generally separated, in-processed (identified and fingerprinted), questioned,
  and held. In developed countries, and most Third World countries, the arrestee is allowed
  contact with the outside world—the proverbial “one phone call” is a minimum, and many
  municipalities allow more or even place pay phones within holding cells.
  At your first opportunity after arrest, call your office. Call the office before trying to reach
  anyone else—including your cell, your family, the embassy, your lawyer, your friends,
  anyone. There should be someone at the office to take your call any time of day or night,
  and the office can reach anyone that needs word of your situation. Furthermore, your
  Senior Cell Leader and office legal aide can work effectively for your freedom from the
  moment you contact them, and can coordinate the efforts of your fellow operatives as
  needed.
  Regardless of your guilt or innocence, make no statement to the police without the legal
  assistance provided by the office. The police may attempt to get you to talk by insisting
  that only the guilty need lawyers, or that your fellow operatives have already made
  statements. Do not believe them—there is no law or regulation that prevents police from
  using misdirection and deceit in their interrogations, even in the U.S., where police
  conduct is constantly subject to legal scrutiny. Even if you are 100% completely innocent
  of all charges, say nothing without legal help—anything you do say can be used against
  you, and it’s not unheard of for operatives to face trumped-up
  or fabricated charges—or even frame-ups—brought by
  corrupt officials or enemies of the company.
  If (once you’re in contact with your cell or the company)
  you must discuss issues related to your current as-
  signment, be careful. You are not any guaranteed
  privacy while in jail, and conversations with visitors or
  on the phone may be monitored and used against
  you.
  As in any case in which you’re in someone else’s
  hands (see the sidebar on being interrogated, on page
  41), avoid confrontation with your captors. Behave
  reasonably and subserviently, regardless of the be-
  havior or professionalism of your arrestors.
  The American legal system assumes innocence
  until guilt is proven. Most of the rest of the world—
  even the developed world—does not. In any case,
  unless the charges against you are very serious and
  the evidence very compelling, the company should
  be able to get you out of jail on short order—but be
  mentally prepared for the worst.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  16
  made under threat, meaning that coerced information may be of little legal
  significance unless backed up by good evidence.
  Finally, there is the issue of lethal force. Restrictions on the use of
  lethal force are the same for civilians as they are for police: lethal force
  may be used in the immediate protection of your life or the life of another,
  not in the protection of property. If you reasonably believe that your life is
  in immediate danger (being threatened is not enough, unless the threat
  is backed up by the display or use of a deadly weapon), you may use lethal
  force against the threat. In all other cases, using lethal force makes you
  liable for criminal prosecution for anything from assault to capital murder.
  There are, of course, exceptions to all of these cases. Some security
  jobs, particularly some connected to the federal government or industries
  with high national security priority, have special guidelines. Make sure
  that you and your client understand any such guidelines, and include
  them as contract clauses.
  There is another factor to keep in mind. Disregarding the above
  guidelines will make you vulnerable to legal attack if the suspect fully
  understands his rights and is inclined to prosecute. If the suspect has no
  legal recourse—if, for example, he is an underworld figure or wanted
  criminal—you might be able to act without fear of prosecution. Also, many
  people are ignorant of the limitations that we in the private sector face.
  People are impressed by an ID card, a gun, and air of authority. You may
  be able to bend the rules a little, to act with more authority than you really
  have. Keep the possible consequences in mind, though, because you
  always face some legal risk.
  Basic Leads
  The investigative process consists of identifying your leads, then follow-
  ing them through. Every investigation is unique, and no two sets of leads
  are the same, regardless of the similarity of the cases. Nevertheless,
  there are a number of leads or lead sources that show up again and again,
  and almost always get you somewhere when you run them down. These
  are covered in this section.
  Clients, Victims and Witnesses
  The client and, when applicable, the victim, are generally the first leads
  available to you in your investigation. Use them to develop an under-
  standing of the context of the investigation, to reconstruct specific events,
  and to establish your initial leads. Additional witnesses, when available,
  
  Investigation Management
  17
  Techniques 3: Fundamentals of Personal Identification
  Ask a typical witness to describe a suspect, and you’ll probably get something like
  “average height, brown hair.” Not very helpful. However, most witnesses retain a lot of
  useful information, they just need some help turning their mental picture into an accurate
  and concise verbal description. Knowing what to ask can help get that information out of
  a witness. It’s also useful to have a mental checklist of details for recalling your own
  experiences—when you want to remember someone you’ve seen, go through these
  points mentally when you observe him or her, for easier and more accurate recollection
  later.
  For your own recollections, it’s always best to focus on telling details rather than
  generalities. Build and hair color are necessary, of course, but hardly telling—a birthmark,
  lisp, or tattoo is much more concrete. Also, remember that apparent information is far
  more important than factual info—in describing a person, how old she is isn’t nearly as
  important as how old she looks.
  Identifying points include:
  • Gender, race, and skin color. The latter is important even when race is identified, as there
  can be a great deal of variation.
  • Age. Avoid general terms such as “old” or “young”—such terms mean completely
  different things to different people. Get an estimate of age in years, even if your witness
  isn’t confident about his or her accuracy.
  • Height and Weight. These can be difficult to guess, but a witness
  may be able to make comparisons to bystanders or objects in the
  area. Many retailers (especially convenience stores) actually
  mark the door jamb, so that employees have a point of reference
  when they see a criminal enter or exit.
  • Build.
  • Speech and Mannerisms.
  • Scars, Marks, Deformities, and Tattoos.
  • Hair. Look for not just color, but also length, part (right,
  left, center or none), texture, and hairline.
  • Eyes. Get expression and shape as well as color.
  • Facial Features. Most people’s faces can be de-
  scribed as oval, round, triangular, or long. Nose,
  mouth, chin, jawline, cheekbones, placement of the
  eyes, and facial hair are all notable features.
  • Clothing.
  Be sure to ask witnesses about all of these potential
  features, and make a note of them yourself when-
  ever you see someone you might need to remember
  or describe in the future.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  18
  can help flesh out your understanding of events and give you more leads
  to follow.
  In any type of assignment, the first information you get is about the
  client. When you meet with a client for the first time, you see what he looks
  like and you size him up. You get a feel for his personality, you learn
  something of his goals, and you are probably told who he works for. The
  first step in your investigation is to learn even more about the client. What
  is his relationship to the subject of the investigation? To the victim of the
  crime, if it isn’t him? To the perpetrator, if known? What are the client’s
  suspicions or concerns? Why does he hold them? Does the client have
  a criminal past, or has he been a past victim? Most of these questions can
  be answered in the initial meeting with the client. The answers can give
  you a great deal of insight into the situation, as well as pointing to some
  beginning leads.
  If this is an event investigation, especially one that involves a crime,
  turn your attention next to the victim, who may be your only available
  witness. If the victim is not the client, ask the questions in the above
  paragraph concerning the victim’s relationships with the client and
  suspect, the victim’s own suspicions, and the victim’s criminal past.
  Regardless, find out the following: if it was a violent event, did the victim
  have a weapon? Did he or she use it? Does the victim have an aggressive
  personality? Could the victim have been mistaken for someone else? If
  the event was a property crime, what specifically could the criminal have
  been after?
  Now you are ready to move on to other witnesses. Usually, Black-
  Eagle operatives aren’t the first called to a crime scene. Chances are,
  therefore, that you will be dealing with witnesses well after the fact,
  possibly after they have already spoken with police. In any event, you
  want to identify and question witnesses as quickly as possible. The
  fresher the witness, the more willing he or she is to talk, the more truthful
  he or she will be, and less likely you are to get an “I don’t remember”
  response.
  Ask your witnesses to describe what he or she saw, briefly, but
  omitting nothing. Get an overview of the event as perceived, as well as
  specifics like description of the perpetrator or perpetrators, vehicles,
  direction of flight, and other activities. Be certain to get the witness’s
  name, address and phone and GenNet numbers, so you can recontact
  him or her as necessary.
  In all of the above contacts, you want to remain pleasant, sincere,
  and accessible. Witnesses and victims tend to be more open if you seem
  friendly and interested. Remember that they’re on your side, even if they
  aren’t particularly helpful or cooperative. You want to them to come back
  to you if they learn or remember additional information. Make sure they
  have some way of reaching you, even if you are concealing your identity.
  For more tips, see the “Informants and Witnesses” sidebar, opposite.
  
  Investigation Management
  19
  Techniques 4: Informants and Witnesses
  Getting information out of your witnesses and informants is sometimes harder than
  finding them. Witnesses are often frightened, mistrustful, or downright hostile. They
  usually want to know why you are questioning them, and sometimes you can’t tell them.
  Successfully interviewing informants and witnesses, especially reluctant ones, requires
  a certain knack. Nevertheless, there are certain tricks and techniques that can make your
  interviews a little easier and more successful.
  First of all, plan your interview. Even if you take just a few seconds to review your goals,
  it helps to know what you think you can learn, how you will approach your questions, and
  what your objective is. If you are conducting a covert interview, in which you are masking
  your identity or your intent, you must know your cover story before approaching the target.
  You can’t always choose the time and place for your interview, but at least try to pull the
  target aside, away from other people and background distractions. This will help your
  witness concentrate, and free him or her to say things he or she might not otherwise. For
  example, a witness is unlikely to badmouth an acquaintance in front of a mutual friend,
  and is very unlikely to say anything self-incriminating in front of anyone. Don’t give group
  interviews, and never get a witness’s name or address within earshot of a potential
  suspect.
  When you’ve worked out your plan and chosen a location, your next concern is approach.
  You always want to align yourself with the witness. Be open, even sympathetic, as friendly
  as the circumstances allow, but businesslike. Show an interest in what the witness has
  to say. Always give the witness room to save face—never use terminology the appears
  to incriminate or accuse. Ask questions that invite lengthy answers. Ask the witness’
  opinion on the events you discuss. Avoid expressing opinions of your own.
  Don’t give the witness any information that telegraphs your own intent or knowledge, even
  with a seemingly harmless witness or in a completely overt investigation. Sprinkle in
  questions with little or no relevance, or questions for which you already have the answer.
  This will keep witnesses from second-guessing you, or divining your intent, and gives you
  a check on the witness’s veracity.
  A truly hostile informant, especially one involved with your target or adversary, is
  particularly demanding. The temptation is to try to convince him that he’s in real trouble—
  that you already know enough to be a threat. But never say things like “we know such and
  such—we just need the details.” That gives away too much of your information, and if
  you’re wrong, you’ve just demonstrated incompetency to the witness. If you keep asking
  the right questions, he’ll get the picture that you’re a force to be reckoned with, and that
  realization is more convincing when it comes from within than when you try to force it on
  him.
  If you must get coercive, remember all the above rules. Play “good cop-bad cop.” Have
  the questioner remain open and approachable, while one or more other operatives do the
  intimidating. And remember that coercion is more a psychological activity than a physical
  one. Torture, besides being unethical and legally risky, is also counterproductive when
  its threat can be just as effective.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  20
  Motive, Benefit, Knowledge and Opportunity
  Crimes are rarely totally random. There is usually a motive—the perpe-
  trator commits the crime for some benefit, be it financial, emotional, or
  psychological. When investigating a crime or event, or even when trying
  to understand information unearthed in a background check, look for
  possible benefit, knowledge, and opportunity.
  Who gains from a crime? Does a murder eliminate competition?
  Was there an opportunity for profit? Was jealousy or revenge a factor?
  Was the perpetrator simply a psychopath? You need to look carefully at
  possible motives, but do not get fixated on the obvious.
  Next, look at the question of knowledge. Who knew about the
  opportunity to commit the crime? Who had access to the premises, or was
  familiar with them? Are there service, security, maintenance, or delivery
  personnel that might be involved? How about a spouse or employee,
  present or former? Could neighbors be involved? Look into all of the
  above, as well as criminal connections that any might have. Also ask
  about persons recently in the vicinity of the event, loitering, applying for
  work, soliciting, or just acting strangely.
  Next, look at opportunity. Start with the list of names generated by
  the questions above, but check out everyone if you have time. Get alibis
  from each of them, and check them out.
  Discovering motive, knowledge, and opportunity will shorten your
  list of suspects involved in an event. Use your examination of these
  factors to generate new leads and lines of investigation, and to narrow
  your list of suspects to a manageable level (as discussed under Continu-
  ing Investigation, below, a criminal perpetrator will always have motive,
  means, and opportunity). Then you can gather harder evidence on these
  leads. Remember, though, that these elements do not prove involve-
  ment—you may end up with several suspects with motive, benefit,
  knowledge, means, and opportunity, most or all of whom are completely
  innocent of the crime being investigated.
  Vehicles
  Vehicles are very commonly used in criminal acts, and they provide a
  unique source of leads. They are easily spotted, remembered, and
  described by witnesses. Even more importantly, in the U.S. and most
  other countries, they are well monitored by the state, which keeps useful
  and easily-accessible vehicle records.
  An automobile registration search must begin with a license plate
  number, although in some states you can initiate a search with the
  owner’s name. Auto registration records are kept by the state revenue
  office, and contain the plate number, the name of the owner, and the year,
  
  Investigation Management
  21
  Techniques 5: Fundamentals of Vehicle Identification
  As with personal identification, it’s always a good idea to have a mental checklist for
  assembling an accurate and useful description of a vehicle. In descending order of
  relative importance, try to focus on the following factors—even if you can only get the facts
  on a few of them, you’ll develop enough of a description to accurately identify the vehicle
  later, or usefully describe the vehicle to other operatives or law enforcement officials.
  • Make and model. If you or your witness can’t tell the exact make, at least determine the
  vehicle configuration: sedan, coupe, mini-van, sport-utility vehicle, pickup truck, etc. If the
  vehicle seemed like a foreign or domestic style, note that.
  • Year. Most people can’t guess the year of a vehicle at a single glance—but they can
  probably tell if it is a relatively new (late-model) or fairly outdated style.
  • Color. Two-toned vehicles are referred to by police as color “over” color—tan over red,
  for example. If the vehicle has a vinyl top, note that fact as well as its color.
  • License Plate. Even if you can’t catch the plate number, you may be able to tell at a
  glance, by its color, whether it’s an in-state or out-of-state license plate. If you can get a
  plate number, fantastic—but beware that many criminals put stolen plates on vehicles,
  an act known as “hot-plating” or “cold-plating,” depending on whether the plates are stolen
  from active cars or out of junk yards, long-term storage yards, or other places where they
  won’t be missed or reported.
  • Body Damage. Note the extent and general location.
  • Markings. Commercial vehicles usually have names or logos, and even private cars are
  sometimes decorated (especially with bumper stickers).
  • Windows. Note whether they’ve been tinted, have stickers on them, or are damaged.
  • Modifications. Note any customization to the vehicle.
  • Interior. If you or your witness happens to notice the interior upholstery color, or whether
  there is anything to distinguish the inside, make a note of it.
  As with personal identification factors, ask witnesses about all of these points, and note
  them yourself if you might have to remember a vehicle later.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  22
  make, and model of the vehicle. Similar information is kept on boats and
  aircraft, and in some states the records are more detailed for these types
  of vehicles. However, it is not uncommon for boats and aircraft to be
  registered out-of-state, so finding a record might be more difficult. Also,
  witnesses are less likely to notice boat registration numbers than car
  license plates.
  Once you have the registration information, you can learn more
  about the owner by checking out his Operator’s License record (see
  Private and Restricted-Access Record Sources, below).
  Vehicle records are accessible by the state DMV and revenue
  agencies, local and state law enforcement agencies, and county revenue
  agencies (which must access the data in order to assess property taxes).
  If you cannot access the state databases directly, a friend or contact in any
  of these agencies should be able to get the information quickly and easily.
  Evidence Analysis and Forensics
  Modern forensic technology makes it harder and harder for a criminal to
  avoid leaving traces of his actions at the scene, or, rather, makes it more
  and more possible for investigators to interpret the very subtle clues that
  have always been left. Fingerprint analysis was one of the first major
  breakthroughs in forensic technologies, and the more recent develop-
  ment of DNA analysis is an equivalent step forward. These important
  techniques help investigators learn the identity of their suspects, but there
  are a number of other techniques that identify equipment, tools, clothes,
  and vehicles, and which can be just as valuable.
  The key to nearly all forensic investigation is the comparison of
  evidence collected at the event scene with recorded information or other
  pieces of evidence found elsewhere. For example, a DNA sample from an
  event scene means nothing if you have no records, or samples from
  suspects, with which to compare it.
  Even with those records and control samples, evidence analysis will
  generate two types of results: class characteristics and individual charac-
  teristics. Class characteristics identify a piece of evidence as coming from
  a class of sources, but not a specific one. Individual characteristics tie the
  evidence to a specific source. For example, the chemical composition
  and surface pattern of a shard of broken glass may identify it as coming
  from a certain make of car headlight, maybe even from a particular model
  of car (class identification). If the fragment can be fitted together with other
  shards, it may show that it is a piece from a specific broken headlight, and
  hence a specific vehicle (individual identification).
  Class identification is inexact in proving the involvement of a given
  suspect. But class identification can be used to reduce your suspect list.
  
  Investigation Management
  23
  Techniques 6: Vehicle Searches
  A clever criminal can hide a small object in a vehicle such that it’s nearly impossible to
  find in a quick search. If you can tear apart a vehicle at your leisure, almost anything can
  be found. If you don’t have that luxury, a few pointers can help you search a vehicle quickly
  and efficiently, to find items hidden by all but the most clever and meticulous of hiders.
  For best results, it’s a good idea to have a flashlight and a mirror—preferably one on an
  angled handle. That’ll make searches of the vehicle’s underside easier, along with areas
  such as the underside of the dashboard and the engine compartment.
  On the inside, be sure to check:
  • on the dashboard, and in the groove between the dash and the windshield.
  • behind the sun visors.
  • under the front and rear seats, and the floormats and carpeting.
  • behind the back seat.
  • in the ashtrays, glove compartment and other storage spaces.
  • in cuts or tears in the upholstery.
  • in the space between the seat cushion and the back cushion.
  • in the dome light.
  • in the springs and padding of the seats (accessible from underneath).
  • inside loose door panels.
  Outside, check
  • behind the license plates.
  • inside the gas cap cover, and in the tank (probably tied by a string from the gas
  cap).
  • under the bumpers.
  • inside the wheel wells.
  • under the vehicle.
  • inside the hub caps.
  • behind retractable headlights.
  • behind the front grille.
  • inside the taillight lenses.
  In the trunk, check:
  • in, under, and around the spare tire, and in the spare tire well.
  • in the inside of the back seat.
  • in any compartments for tools or the jack.
  • in the underside of the trunk lid.
  • under the carpet or mat.
  In the engine compartment, check:
  • in the underside of the hood, and inside any molded air scoops.
  • inside auxiliary components.
  • inside the radiator, battery, or fluid wells (again, perhaps tied to the cap or lid).
  • inside the air filter.
  These locations cover most of the simplest hiding spots, but for a thorough search the
  vehicle must be totally dismantled.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  24
  For example, bruises left by long, thin fingers on the throat of a strangled
  corpse rule out suspects with short, stubby hands.
  Check with your L&P coordinator or the L&P support labs in Atlanta
  or London to find out what forensic options are available to you. Here are
  a few of the many types of evidence analysis carried out by BlackEagle,
  other private organizations and labs, and law enforcement agencies:
  • Fingerprints are very commonly left at an event scene or on
  other physical evidence. Fingerprint records are very extensive, covering
  everyone in the country with an arrest record, and many others without.
  Recovering fingerprints is relatively easy, with a digitizer or by hand, and
  they can be used to positively identify a suspect or to eliminate others.
  Fingerprints are matched using a system of identifying points, so a clear
  partial print can be more useful than a blurry full print. Palm, toe, and foot
  prints can also be used in identification, although records for them are not
  nearly as extensive.
  • DNA traces, like fingerprints, are frequently left at an event scene,
  although collection can be significantly more difficult. Hair, blood, skin and
  bone samples can all yield DNA traces, often even after extensive
  decomposition (although fresh blood yields the best results). Even when
  you have no overt samples—like pools of blood, or skin under the
  victims’s fingernails—you may still be able to capture microscopic hair
  and skin samples. Bedsheets and clothing are great sources for such
  samples. DNA records, however, are not nearly as complete as fingerprint
  records. Furthermore, DNA analysis is much more expensive and time-
  consuming, making it unsuitable for low-probability checks or eliminative
  efforts.
  • Dental records are used in identifying bodies. Ideally, the lab
  needs the subject’s full dental history as well as the body or at least a cast
  and x-rays of the teeth. However, it is sometimes possible to make a
  tentative ID based only on good photographs of the subject taken before
  and after death (the photos must, of course, show the teeth—at least a
  wide smile). There are no extensive dental databases—dental records
  can only be used to confirm a suspected identity. If you have no suspected
  identity to test, dental remains can give you the approximate age of the
  victim, a solid estimate of race, and some aspects of personal habits and
  medical history. Dental evidence can also match a given set of choppers
  to bite marks on food, pencils, or other people.
  • Ballistics analysis yields information on the type of firearm used.
  The rifling marks on a bullet found on the scene will match those on a test-
  bullet fired from the same weapon in the lab, giving positive individual
  characteristics, and may yield class characteristics (make and model, or
  a limited range of them) of the firearm even if it is not recovered. In
  addition, powder residue in shell casings or on the victim may provide
  taggants if the ammunition was legally obtained, and shell casings can
  
  Investigation Management
  25
  Techniques 7: Detecting Concealed Weapons
  Concealed weapons, especially concealed firearms, are commonly encountered in a
  BlackEagle operative’s line of work. It’s often critical to know whether someone is armed
  when you don’t have the opportunity to search the subject—or even when you don’t want
  the subject to know that you suspect him or her of being armed.
  The first step is to know where to look. Concealed firearms are almost always kept in
  shoulder-holsters (on the side opposite the subject’s primary hand) or the waistband
  (front or back), with the occasional weapon in an ankle-holster. On rare occasions,
  individuals will hide weapons in sleeve holsters, but these are generally ineffective and
  easy to spot. Small handguns hidden in these locations are easily and effectively
  concealed by loose clothing, but bravado often compels criminals or bodyguards to carry
  larger, less concealable weapons. Look for bulges in these common locations, for places
  where the clothing doesn’t hang properly, or for the lines of holster straps under the
  clothing. Also note that all of these require covering clothing—an individual who doesn’t
  take off his jacket when everyone else does, or who is dressed more warmly or formally
  than the situation requires, may be hiding something.
  Often, you won’t be able to tell definitively whether someone is carrying a weapon, but
  if you are suspicious the next thing to observe is the subject’s behavior. An inexperienced
  subject may favor one side, sit oddly, or uncon-
  sciously scratch at or fiddle with his or her holster
  or weapon—but a pro won’t give you any of
  those clues. So instead, position yourself so
  that you can see the subject’s hands. A con-
  cealed weapon is little threat if it remains
  concealed; keeping an eye on the subject’s
  hands will give you some warning before
  the weapon can be deployed. The same
  can also be said of the
  subject’s eyes (which will
  likely begin sizing up the
  situation and assessing
  targets in the seconds
  before guns are drawn),
  and the positioning
  taken by individuals in a
  group.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  26
  identify a weapon individually or by class from marks left by the firing pin,
  extractor, breech face, chamber, or magazine.
  • Tool marks are left wherever a tool is used as a weapon or in
  breaking and entering. Class information can be gleaned from the marks
  left behind, and individual characteristics—based on microscopic scratch
  marks—can be identified if the tool is recovered. Note that the scratched
  material must be removed from the event scene and brought to the lab—
  which isn’t always possible if the scratches are on a permanent structure.
  • Soil, glass, and paint can provide class characteristics, and
  occasionally individual characteristics. Soil left on a victim’s or suspect’s
  clothes, shoes, or vehicle tires and undercarriage can be matched with
  soil type at the event scene—but soil is never more than a class identifier.
  Glass and paint are analyzed in the lab for chemical composition, yielding
  precise class matches. Reassembling broken glass shards can yield
  individual matches, while looking at paint layers can provide a very tight
  class match.
  • Cloth, fibers, and rope always provide class characteristics.
  Lab analysts look at fiber and strand count and thickness, twist, die colors,
  and weave patterns. Fabric weave patterns can leave impressions or
  prints on bodies or objects.
  • Hair, blood, and excretions can be used not only to generate
  DNA traces, but also to provide clues in their own right. All three provide
  class characteristics about the physical type of the subject. If they
  originated from an animal, all can also be used to identify the specie.
  • Documents can be examined for the source of the paper and the
  of writing, printing, or marks on the surface. Inks and toners can be
  identified, as well as (often) the model printer or typewriter used to
  produce the document. A glitch in the output from a typewriter or printer
  will provide an individual characteristic if it can be duplicated. Otherwise,
  all characteristics will be of the class variety. A document can also be
  examined for impressions left when someone writes on another sheet of
  paper on top of it. Computer enhancements can, for example, reveal
  something written on a typical scratch pad from the impressions on a page
  ten or twelve sheets down.
  • Photographs and video can be invaluable—sometimes. Pic-
  tures are indeed worth a thousand words, and the right photograph can
  yield surprising results. Faces can be enhanced and identified, some-
  times even if they are unrecognizable to the naked eye. Unidentified
  objects in the scene can be compared with identified items, yielding
  precise dimensions. Shadow angles can be measured to tell the season
  and time of day when the photo was shot. Details unnoticed by eyewit-
  nesses—like the brand of a vehicle’s tires (important if you found tracks
  at the scene)—may be picked up on a photo. However, a photo can’t help
  you if it doesn’t have the information you need—no matter how much you
  enhance it.
  
  Investigation Management
  27
  Techniques 8: Knowing Illicit Drugs and their Effects
  Illicit drugs and their users are often encountered in the course of assignments set in
  urban environments, or against traffickers or narco-terrorists. An understanding of the
  types of drugs commonly encountered, and the symptoms of their use, can be helpful. A
  few of the most common drugs and their general symptoms are presented here—these
  are by no means comprehensive, and the exact symptoms can vary from individual to
  individual, and according to the dosage and variant of the drug:
  Drowsiness
  •
  •
  •
  •
  Excitation/Hyperactivity
  •
  •
  •
  •
  •
  •
  •
  Restlessness/Irritability
  •
  •
  •
  •
  •
  •
  •
  Anxiety
  •
  •
  •
  •
  •
  •
  •
  •
  Euphoria
  •
  •
  •
  •
  •
  •
  •
  Depression
  •
  •
  •
  Hallucinations
  •
  •
  •
  •
  •
  •
  •
  Panic
  •
  •
  •
  •
  •
  Irrational Behavior
  •
  •
  Confusion
  •
  •
  Talkativeness
  •
  •
  •
  •
  •
  Rambling Speech
  •
  •
  Slurred Speech
  •
  •
  Laughter
  •
  •
  •
  Trembling
  •
  •
  •
  •
  •
  Staggering
  •
  Impaired Coordination
  •
  •
  •
  •
  Dizziness
  •
  •
  •
  Slow Reflexes
  •
  •
  Sweating
  •
  •
  •
  •
  Constricted Pupils
  •
  •
  Dilated Pupils
  •
  •
  •
  •
  •
  •
  Nausea/Vomiting
  •
  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  28
  • Soundprints and audio sources can also be enhanced. Voices
  can be identified, and voice-print analyses can indicate whether a
  recorded speaker is lying, nervous, or drugged. Gunshots and car
  engines can be analyzed to determine the model of the source, although
  this is always a class identifier.
  Criminal Records
  Criminal records contain a great deal of cross-referenced information,
  and may be useful in identifying suspects even if you have few clues to
  start with. Fingerprints or DNA samples are obvious file reference points,
  but you may be able to pull files from photographs, composite sketches,
  or MO (Modus Operandi).
  Criminal record searches, of course, rely on the perpetrator having
  a criminal record. If the perpetrator has committed no past crimes, or
  hasn’t been caught, a record search will not turn him up—and in fact may
  give false leads. Of course, a negative result is information in and of itself:
  it tells you that the suspect is an amateur, is talented enough to have never
  been arrested (one need not be convicted to have fingerprints taken and
  a basic record file opened), or has the resources to erase records
  (although the latter is extremely unlikely).
  The L&P criminal records databases maintained at the Atlanta and
  London L&P facilities are fairly comprehensive records on individual
  criminals as well as criminal and terrorist organization. BlackEagle draws
  these databases from U.S. and E.C. federal sources, supplemented by
  Interpol and selected state and private records sources. Information in the
  L&P records is not as current as the sources from which it is drawn, but
  is generally accurate and may be sufficient for your needs. When your
  search request is processed, the results will include the most recent
  record available, including a field indicating when it was last updated.
  If these records do not prove accurate enough, you may be able to
  do better. The most up-to-date criminal records are kept in state and
  federal law-enforcement databases. These records are shared with any
  and all other law-enforcement agencies as needed. If you have connec-
  tions with your local police, they can get database information from state
  and federal records.
  Informants
  Informants are individuals who, for any number of reasons, provide you
  with direct or background information that applies to your investigation.
  Although informants may be witnesses also, the two differ in that
  
  Investigation Management
  29
  Techniques 9: Following up on Gang Crimes
  If you investigate crimes in urban settings, sooner or later you’ll run into street gangs.
  Although they’re anarchistic, there are a number of patterns to gang crime—understand-
  ing them can give you direction when investigating a crime that you know or suspect may
  have been committed by a gang or gang members.
  Gangs generally commit three types of crime: burglary (especially car theft); mayhem
  (usually as part of an initiation or indoctrination process); and drug distribution. Gangs
  also fight among themselves—these fights sometimes result from sheer rivalry, but most
  are related to drug turf and transactions.
  Burglary is the first stage of a gangster’s career. Most gang thieves are aged thirteen to
  fifteen—older gangsters rarely participate, except as organizers or mentors. Theft is a
  way of developing and proving one’s skills before moving on to bigger things, and in most
  gangs only car theft is pursued for real monetary gain (often in conjunction with “chop
  shops”: legitimate auto repair services that deal in stolen cars or parts on the side). Young
  gangster thieves never work alone (solitary pursuits are discouraged by the gang), but
  usually operate in groups of three to eight. One gangster commits the theft; the others act
  as lookouts and can help intimidate or attack victims. Gangs rarely burglarize their own
  neighborhoods, but travel into other areas (often those of rival gangs) to rob stores and
  homes and steal cars.
  Levels of mayhem vary from gang to gang—some participate in little beyond graffiti and
  petty vandalism, while others require “littles” to commit violent crimes—even random
  murders—before being fully initiated into the gang. Mayhem may or may not occur within
  a gang’s home neighborhood. Because of their initiatory nature, most major mayhem
  crimes are also committed by younger gang members.
  Drug dealing, on the other hand, is a more senior activity. Typically, a gangster serves
  as a runner or mule for a year or two, then moves up to becoming a street dealer. A runner
  operates alone, carrying drugs from the senior distributors (or “mainheads”) in the gang
  to the street dealers, and carrying cash from sales back. Street dealers operate on open
  corners or from crack houses, in groups of three or four. One individual sells, while the
  others stand lookout or provide security. Often, the gangsters hide their drugs near their
  sales site, and don’t bring them out until the deal is concluded. If the police are spotted,
  the usual response is just to casually walk away, leaving the stash hidden. Dealers often
  invite customers to partake of their wares on the spot before buying, in order to flush out
  undercover police officers.
  Gangs fight over sales turf, and additional members may be assigned to protect dealers
  at particularly popular street corners or locations.   o
  
  The BlackEagle/BlackEagle Operatives Handbook
  30
  informants know more about the event or the perpetrator than what they
  witnessed at the scene. They are insiders.
  There are many reasons why an informant chooses to talk with you.
  He or she may do it for money, or some other tangible benefit. Informing
  may be a way to strike at competing criminal organizations—this is
  especially common in the gambling, fencing, and drug-running under-
  worlds. Spouses or love interests (or ex-spouses or love interests) may
  inform out of jealousy or as a form of revenge. And of course, the informant
  may simply think it an act of good citizenship.
  Cultivating informants can be difficult, but very rewarding. If you are
  lucky, you may run across a repeat informant in the normal course of
  investigation. Generally, however, an informant will contact you after you
  begin to question people and word of your investigation gets around.
  Deliberately seeking out an informant is often impossible, and you may
  end up being fed misinformation. There are a few sources worth looking
  into, however. Criminals hoping to reduce their sentence are often
  cooperative in providing evidence, although you won’t be in a position to
  bargain without the help of the prosecuting attorney. Convicts recently
  released from prison are another likely target—they will often use their
  underworld knowledge for a source of income until they find another. Of
  course, such an individual won’t do you much good unless his or her
  background is related to your investigation.
  When trying to cultivate informants, start near the focus of the
  investigation. Remember that an informant is a sort of traitor—someone
  divulging privileged information. Look for someone who might have that
  information, and a motive to share it. If your target is a business (licit or
  illicit), or an individual who runs a business, question the employees,
  looking for someone who may be dissatisfied with his position or holds a
  grudge against the organization. Seek out girlfriends, boyfriends, or
  spouses, or ex’s in any of those categories. Find out if the individual or
  organization has any criminal associations, especially any that have been
  arrested or convicted, and seek them out.
  Remain circumspect when seeking an informant. Remember that
  criminals hate few things like they hate informants. If they find out that you
  are looking for that kind of a source, they will compartmentalize their
  information, making your investigation harder even if you cultivate a
  dozen informants. They may even plant a false informant, a double-agent
  to derail your investigation. And they’ll certainly put pressure on those
  they suspect of informing.
  For that reason, once you’ve developed an informant you must do
  everything possible to protect his or her identity. If your target comes to
  suspect your informant, his usefulness—and perhaps his very life—will
  be over. Avoid meeting the informant directly, and never see him or her
  socially.
  
  Investigation Management
  31
  Techniques 10: Stakeouts
  Surveillance can take two forms: stationary surveillance (stakeouts) intended to monitor
  activity at a given location, and mobile surveillance (shadowing), intended to keep an eye
  on a given individual and his activities. Both are labor-intensive and often downright dull,
  but require skill and attention. It’s tempting to foist these jobs off on the least senior
  member of your cell, but the major decisions on how and where to place surveillance, at
  least, should be made by experienced operatives.
  Stakeouts are the easiest form of surveillance, because once a site is selected you need
  only to wait and watch. Vigilance is required, however, especially in the face of boredom,
  and you must be discrete. Here are some points to consider when choosing a site:
  • Conspicuousness is the single most important factor. If you are noticed by the subject,
  a neighbor, or even a well-intentioned cop, you jeopardize the surveillance and even the
  entire investigation.
  • View. Can you see as much as possible, including avenues of approach? It doesn’t do
  much good to have a great view of the street and front door if the subject always uses the
  back door and rear alley. Also, check conditions for photography if you will be taking
  pictures or video.
  • Access. Can you get in and out of your site easily, and without arousing suspicion? If
  you need to respond or move in, can you do so quickly?
  If you are staking out your target for a short time, it may be sufficient to do it from a car,
  or even on foot. Choose a site that conforms to the criteria above. Park or stand on a side
  street about half a block away. Never hang around right in front of the target building.
  Change personnel and locations every couple of hours, or right away if anything or
  anyone draws attention to you.
  If you will be watching for more than a day or two,
  rent a room or apartment nearby. This will give
  you a secure and private location from
  which to work, as well
  as the increased vis-
  ibility of height. Use a
  window a floor up from
  the subject, if possible,
  and 
  not 
  directly
  across. Again, make
  sure your site meets
  the above criteria.
  Either way, be discrete
  in choosing your loca-
  tion—the perfect spot
  won’t do you a bit of good
  if you were too obvious in
  looking for it.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  32
  Surveillance
  Surveillance is a time-consuming and basically boring task, and should
  be left to the final stages of your investigation, when your suspicions are
  pretty solid and only need be confirmed. Use surveillance to look for
  something specific—to catch a suspect in the act, get him to lead you to
  another, or to monitor activity at a given location. You can use surveillance
  to learn more about the suspect’s activities in general, but it is an
  inefficient investigative tool if the purpose of the surveillance isn’t fo-
  cussed.
  Your surveillance can take the form of a stationary stake-out (of a
  specific locale), or a mobile one (of an individual). In either case, the
  basics—camouflage, stealth, and common sense—are paramount. The
  sidebars on the previous and opposite pages outline specific surveillance
  and shadowing techniques. What you most need to keep in mind when
  using any of these is that a suspicious target will notice anything odd in
  his environment. For example, a stake-out in an ethnic neighborhood will
  draw attention from the target (and others) if the investigators, seen going
  in and out of the stakeout site, do not fit into the community. In short, use
  common sense, blend into the background, and remember that it is
  almost always better to lose the subject for a while than to blow your cover
  and tip the subject to the investigation and your surveillance.
  Public Record Sources
  When carrying out a background investigation on a person or organiza-
  tion, or looking into such a target as part of an event investigation, you can
  find a great deal of information in public records. Using public records is
  easy, free, and totally legal, and public records contain volumes of
  information on every individual and organization in the country. Birth and
  death certificates, marriage and divorce records, deeds and home-
  ownership records, incorporations, bankruptcies, and legal involvements
  are all recorded at public record sites.
  • Individuals. Information you can gather on an individual starts
  with his birth certificate, which will tell you his full name, age, and date and
  location of birth. Official records from the target’s youth are likely to be
  scarce, but not so from his or her adult life. Court record searches will tell
  you about any criminal charges the target faced, or any civil litigation in
  which he or she was involved. Marriage and divorce papers will be
  recorded, as will birth and death certificates for any children. If the target
  owned any real estate, deed records will be available, which will include
  a description and approximate value of the property. Any applications for
  building permits or rezoning will be recorded. If the target was involved in
  politics, either as an official or a concerned citizen, his involvement will
  
  Investigation Management
  33
  Techniques 11: Shadowing
  Shadowing is far more difficult than conducting a stakeout, not just because of the
  increased risk of exposure, but because it can be hard to keep up with an unpredictable
  subject. Shadowing is always easier with more than one operative, because you can
  prepare for your subject’s movements and shuffle different faces through the high-
  visibility position. Radio communications are a good idea with a multi-operative mobile
  surveillance, especially when shadowing cars, but be discrete—nothing is more distinc-
  tive or revealing than a person talking into a radio mike.
  In general, shadowing only works if the subject doesn’t know you are there. If he sees you
  following, he’ll abort his original activity and try to shake you, and you’ll never get a chance
  to see who he meets, where he goes, or what he does. If the subject thinks he’s being
  followed, he will pull a few tricks (see the “Shaking Tails” sidebar, on page 37). It’s usually
  better to let him go than to confirm his suspicions.
  Don’t rely on disguises unless you are really good. Instead, remain inconspicuous. If you’ll
  be on the tail for a long time, a change of hat, jacket, and/or tie should do the trick—the
  subject is much more likely to notice these things than your facial features. When on the
  road, use an inconspicuous car—mid-sized, middle-aged, in blue or earth-tone paint, and
  with no vanity plates or bumper-stickers. Also, be prepared for contingencies. That
  means having a map handy, packing a little bit of food and carrying a decent amount of
  cash and change (so you won’t be stuck waiting for change if you have to follow the subject
  into a restaurant, and then buy something to avoid looking conspicuous). Hit the restroom
  before you get started. And have some sort of story—nothing elaborate, just something
  you can say if confronted.
  When shadowing alone, hang back almost as far as you can without losing the subject.
  If he or she enters a store or restaurant, walk past, then find some discrete location from
  which you can watch the front entrance, and, if possible, one side of the building. The
  subject may try to lose you by leaving via a rear exit. Following him through will confirm
  that he’s being shadowed, so it’s better to hang around outside and take the risk of losing
  him. If the subject gets on a bus or other public transport, get on as well. Again, he may
  try to lose you by getting right off, before the bus departs, and if you get off too your cover
  will be blown. Instead, stay on, get off at the next stop, and board the next bus on the same
  route. You’ll probably lose him, but if you blow your cover he’s lost anyway. And he may
  have really intended to take the bus—in which case you will pick him up again when the
  next bus comes.
  If you think your subject is on to you, play it cool. Stick to your cover, but leave the area.
  If the subject follows you (not unlikely if he wants to confirm his hunch), stay in public.
  Enter a shopping mall or a restaurant. Act natural, and don’t let him follow you home or
  see you doing anything that might tip your investigation. Don’t use any deliberate
  techniques to lose him, or he’ll know something’s up. Chances are (unless you really
  slipped up) that once his suspicions are allayed, he’ll go about his business. If you think
  he’s seen your face, don’t tail him again.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  34
  show up in official meeting minutes. If the target is dead, there will be a
  death certificate with place, time, and cause of death, and the county
  probate court will have his will on record.
  • Businesses. Businesses leave official paper trails just like indi-
  viduals. Articles of incorporation—the birth certificate of a corporation—
  are filed with the Secretary of State (state, not federal) and include the
  company’s business purpose (although this may be stated very vaguely),
  its registered agent, and the address at which it receives its official (state)
  mail. The owners may or may not be listed—if they aren’t, check other
  documents, like deeds, permit applications, and litigation records, to see
  who signed them or appeared in court to represent the company (such a
  person may or may not be the owner, but will at least give you another
  lead). All of the same types of documents that apply to individuals—
  mortgages, property records, building permits, etc., can exist for corpo-
  rations. Even dissolution papers (corporate death certificates) and bank-
  ruptcy filings are left on record.
  Sole proprietorships and partnerships are non-incorporated busi-
  nesses. Their records are simply the owners’, but under different names.
  You should be able to obtain a copy of the trade name permit from the
  Secretary of State.
  Obtaining access to local records is very simple—county records are kept
  at local courthouses and are open to public inspection during regular
  business hours. In addition, most localities have transferred some or all
  of their files to electronic databases, accessible by GenNet. Many
  municipalities, however, have not yet taken that step. If you are looking
  for records kept somewhere across the country, your choice may be a
  long trip, or hiring some local organization—like a trust company or
  private investigator—to search the records for you.
  In addition to government records, there are a handful of record
  sources maintained by private organizations but available to the public.
  Phone books and neighborhood directories list physical and GenNet
  addresses, as well as phone numbers. A number of directories available
  online or on CD-ROM list addresses by street and neighborhood, cross-
  referencing each address with the resident’s name, spouse, and occupa-
  tion. Following a listing through several of the publications’ annual
  volumes can develop a rough marital, employment, and residential
  history of the target. The directories, however, are not one-hundred-
  percent accurate, cover only select urban areas of the U.S., and generally
  stick to residential neighborhoods. For information on businesses, espe-
  cially big businesses, look into S&P or Moody’s reports on publicly-traded
  corporations, or any of the several library search services that contain
  abbreviated information on businesses all over the world. All of these
  sources contain addresses and phone numbers, a basic description of
  the company’s business, and perhaps the names of corporate officers,
  
  Investigation Management
  35
  Techniques 12: the ABC Shadowing Method
  There are several techniques for multi-person shadowing. The best requires three
  people, and is known as the “ABC” technique. Two people follow the subject (the “near”
  the “trail” positions, labelled “A” and “B” in these illustrations), while a third parallels from
  across the street (the “parallel” position, labelled “C”). You can shuffle the positions of the
  three as you maneuver through the streets, keeping a fresh face near the subject. Since
  a shadower is more likely to be noticed following around a corner than simply walking
  down the street, corners are good places to trade off positions. The two techniques here
  show how to inconspicuously shuffle your
  people, while never breaking contact with
  the subject.
  In this first illustration, the subject turns but
  does not cross the street. The “A” man
  continues straight, crossing the street, then
  turns and takes up the “C” position. Mean-
  while, the trail, or “B” man, moves up behind
  the subject. The “C” man crosses at the
  corner and takes up the trail position.
  In the illustration to the right, the subject
  turns and crosses the street. The “A” and
  “B” men stay in position, while the “C” man
  continues straight, then turns on the far side
  of the cross-street. In this way, nobody
  draws attention to themselves by changing
  stride, although you do not get the opportu-
  nity to shuffle positions.
  If your subject tries one of the tricks men-
  tioned in the previous sidebar, the near
  follower (the “A” man in the illustrations) can nonchalantly walk on, to watch from a
  distance, while one of the others follows into a store or onto a bus. If the “A” man is spotted,
  remove him from the lineup and continue the surveillance with your remaining operatives,
  or bring in someone else.
  This “ABC” technique works well with vehicles, too. The “C” car can parallel a block away,
  if the street layout allows it. Radio communications, however, are critical for multi-
  vehicular surveillance.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  36
  directors, and major stockholders. All of the above-mentioned sources
  are commonly available at libraries, or through online information/library
  services. Also worth looking into are newspaper archives, most of which
  are not online, or at best only have the last few years’ worth available
  electronically. All, however, are well-indexed, so if your subject has ever
  been in the public eye you should be able to read about it with a few hours’
  research.
  Private and Restricted-Access Record Sources
  If individuals and businesses leave a large trail of public-access records,
  the trail of private and restricted records is enormous. Tax records,
  spending habits, credit reports, bank balances, employment data and
  criminal activities are all recorded in databanks kept by private organiza-
  tions or by government agencies that do not make them public. Here are
  a few of the dozens of information sources available commercially or
  through contacts:
  • Drivers license records are kept by each state’s Department of
  Motor Vehicles or equivalent, which is usually part of the state revenue
  agency. Information includes address, weight and height (all three of
  which may not be up to date), date of birth, hair and eye color, vision-
  correction requirement, license expiration date, suspension notices, and
  maybe Social Security number. The record may or may not be available
  by formal written request, depending on the policies of the state in
  question. If not, a contact in the local police department, DMV office,
  county tax assessor’s office, or Secretary of State’s office may be able to
  help you. The data is also online, although restricted.
  • Credit bureaus keep tabs on the credit status of virtually every
  adult in the country. The information includes credit history, current
  income and credit sources, current balances on credit cards and other
  credit sources, monthly payments, and account numbers, as well as
  supplementary information including current address, known previous
  addresses, employment, birthdate, and Social Security number. The
  information is provided, for a fee, to legitimate businesses considering
  extending credit to the subject. Since BlackEagle is one such business,
  you can have your L&P coordinator pull a credit record for you. Keep in
  mind, however, that the data kept on major criminals and other important
  or wealthy people may be whitewashed.
  • Banks and financial institutions are notoriously discrete—
  when dealing with the public. When dealing with one another, however,
  they are not so cautious. A polite letter of inquiry implying that you
  represent another financial institution will often be answered with soft
  information on banking habits and balances. Generally, the data will
  include account numbers and coded information that translates to ballpark
  
  Investigation Management
  37
  Techniques 13: Shaking Tails
  There are several techniques you can use to shake a tail, or force him to reveal himself.
  A few are discussed here, so you can look out for them or use them yourself, if you think
  you are being followed. In all of these cases, the subject is likely to notice the tail man,
  but probably won’t notice the “B” or “C” men unless he
  is both perceptive and skilled. Therefor, you may be
  able to switch a new person into the tail position and
  maintain the surveillance, even if one member of
  your group has been spotted.
  A reverse is the most basic tail-shaking maneuver.
  It forces the tail to either let you go or turn around
  and follow you, which is extremely obvious. If
  your subject suddenly reverses direction, walk
  past and keep on walking. Then, if you are solo,
  try to pick him up again after circling the block.
  But be careful—the subject will try to get a look
  at your face as you pass him. If you’re working
  with a team, split up, circle the block, and pick up
  the subject with someone else in the “A” posi-
  tion.
  If you are being followed, a reverse is a good way to flush the tail and, as mentioned, get
  a look at his or her face. A reverse will give away your suspicion, however, so if you don’t
  want the tail to know you’re on to him, try the next technique.
  A less reliable method takes advantage of blind corners. The subject turns the corner,
  then stops just out of sight. Even an experienced operative finds it difficult not to hesitate
  or look surprised when he comes around a corner
  and almost runs right into his subject. The only
  defense is preparation. Whenever your subject
  disappears around a corner, be prepared to look
  extra nonchalant as you follow. If you bump
  into anyone, mumble an apology and con-
  tinue on, even if that means passing the
  subject. Once again, the subject will prob-
  ably get a good look at your face.
  Another good method, for foot or vehicular
  shadowing, is to speed up or slow down a
  little above or below the ambient traffic
  speed. Notice if anyone else seems to be
  doing the same, and if so, switch to the
  other extreme. If they also change speeds,
  you know you have a tail. The best way to
  combat this as a shadower is to be flexible with the distance between you and the subject.
  If he speeds up, let the distance grow, then gradually recover it. If he slows down, overtake
  him a bit, then fall back slowly.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  38
  figures on average balances and levels of activity—not actual balances
  or other exact numbers. You may be able to get this same information
  from bank databases or connections in bank offices. If you already have
  account numbers and are willing to impersonate the target, many banks
  and credit card agencies have over-the-phone services that will give you
  current balances and even allow you to make changes in service.
  • Freedom of Information Act requests can be used to dig up
  government files on virtually any subject. Call the public liaison or FOI
  officer of any agency that might have the records you want and request
  everything on your topic. With any luck, they will send you the records
  within a couple of weeks. If not, write a formal request to the same person,
  sending it by certified mail. The agency is required by law to respond
  within ten days, sending you the requested records unless they fall under
  specific national security or privacy act guidelines.
  As mentioned above, many of these sources are only loosely restricted.
  Much of this information is available for approved uses, or to specific
  agencies, businesses, or individuals (particularly the subject). A mildly-
  deceptive phone call is sometimes all that it takes to access many of these
  information sources, especially if you already have basic information on
  the subject, such as full name, account numbers, or Social Security
  number.
  Other Leads
  There are infinite numbers of other possible leads, depending on the
  nature and specific circumstances of your investigation. A few are
  covered here:
  • Stolen property. Thefts of mundane items do the criminal no
  good if he or she cannot offload them. If you are dealing with mundane
  thefts, check out local pawn, resale, and second-hand shops to see if you
  can locate the goods. Contrary to myth, most shop-owners are very
  cooperative in this regard. You must, however, be able to positively ID any
  missing merchandise. Get serial numbers from the victim (if he doesn’t
  have them, try the store where the goods were originally purchased—
  retailers usually keep good records of major item sales). Also check with
  merchants, repair shops, and pawn brokers that may have previously
  handled the merchandise—many will leave hidden marks that a thief will
  be unable to find—or remove. Once you identify a piece of stolen
  merchandise, the store’s records and the owner’s memory should pro-
  vide leads on the thief’s ID.
  • Hospitals. If a perpetrator was wounded in the act, check with
  local emergency rooms where he may have sought treatment. Most are
  required to report shootings and stabbings to local authorities, and even
  
  Investigation Management
  39
  Techniques 14: Conducting Interrogations
  Interrogation differs from the simple questioning of witnesses or informants in that the
  interrogator is seeking specific information that the subject is concealing. Interrogation is
  a tricky proposition: done well, it can quickly advance an assignments; done poorly, it can
  really set you back. When interrogating a prisoner or hostile suspect, keep in mind all of
  the tips discussed in the “Informants and Witnesses” sidebar earlier in this book (see page
  19). Also keep in mind that most effective interrogation techniques don’t yield legally-
  admissable results when carried out by civilians, and are legally risky at best in many
  circumstances.
  As mentioned in the Informants and Witnesses section, plan your interrogation. Know
  what information you’re after, and what your subject can likely provide.
  Start your interrogation process by building the proper environment. Create an environ-
  ment that is neutral, private, and isolated—one that avoids distractions, deprives the
  subject of any interaction except with the questioner, and forces a feeling of isolation and
  helplessness on the subject. Don’t let anyone but questioner talk to subject, even other
  members of your cell. Search the subject, and examine anything found on him—even
  items that aren’t of immediate informational value can provide you clues about the
  subject’s background and perhaps verification of what he says.
  As you start your interrogation, ask direct, simple questions. Keep your manner neutral
  or even a bit naive—allow the subject to underestimate you. Later, when you have a sense
  of how your subject responds, you can build towards more sophisticated techniques. A
  vaguely uncomfortable subject is easy to keep off-guard. If it’s chilly, keep him half-naked,
  while you dress warmly. If he’s hungry, eat in front of him. If he smokes, deny him tobacco
  while you smoke.
  Ask your questions quickly, so that the subject can’t fabricate a story. Follow up vague
  answers with questions that elicit details (which are harder to make up quickly). When one
  line of questioning is finished, quickly change to a new topic to throw the subject off
  balance. If you can verify any facts while the interrogation is ongoing, do so—and let the
  subject know that you are.
  You want to bully and intimidate the subject as necessary, but you also want to make it
  easy for him to speak. An excellent method is the “good-cop, bad-cop” trick: work with two
  questioners, one who bullies and threatens the subject, and another who is sympathetic,
  who holds back the bully, who acts as the “voice of reason” in the face of an overly-
  aggressive partner.
  Another old tip when dealing with a lying subject is to plant false evidence in his story—
  the “location trick.” If the subject claims to have been at a certain place at a certain time,
  recount a phony transient event at that location (a car accident or fire nearby, for
  example). If the subject accepts it, you’ve proved that he’s lying; if he denies it he may
  be telling the truth—or you may not have been subtle enough in your implementation.
  Torture, in addition to being unethical and inhumane, is generally not a good tool in the
  hands of the inexpert. Psychological effects are another matter, and your subject doesn’t
  have to know that you won’t resort to physical coercion. Put more emphasis on that
  uncertainty than on any actual physical acts.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  40
  if they don’t the staff will probably remember them. Sometimes perpetra-
  tors will put off medical attention, afraid of being caught at the hospital.
  This can work against them, though—a person who comes in with a four-
  day-old wound will be noticed and remembered by medical staff, even if
  the type of injury is mundane.
  Event Investigating
  Event investigations are the most common type of investigative assign-
  ment BlackEagle gets. Operatives are commonly called on to solve
  crimes, to retrieve stolen goods or missing persons, or to track down
  leaks.
  The Event Scene
  An event investigation usually begins with an event scene. Sometimes,
  as with a murder or break-in, the event scene is obvious. When a person
  is missing, however, the point of abduction may be unknown, and you may
  have to do some investigating just to find the scene. Some investigations
  may not really have scenes. If there is one, however, it is generally the first
  and best source of early leads.
  When you get to the scene of the event you are investigating, you
  want to do everything possible to preserve it. The event scene is the
  starting point for your preliminary investigation, and may be your biggest
  source of leads throughout the investigation. You won’t know what
  information the event scene will give you until you go over it again and
  again. Until then, you want to make every effort not to inadvertently
  destroy, or let anyone else destroy, the subtle clues left there.
  Your event scene includes not just the point of the event itself, but
  its immediate environs as well. When you identify the center of the action,
  search the area around it for additional clues or signs of activity. Pay
  particular attention to the avenues of approach—the perpetrator got in
  and out somehow. When you isolate the scene, be sure that all relevant
  areas are protected.
  Your biggest concern at the event scene is the collection of evi-
  dence, and the preservation of what remains. Since the scene will not
  remain static forever, do what you can to record it, as soon as possible.
  Shoot video and take still photographs of everything. Make a sketch of the
  entire scene, noting details like the position of structures and furniture, the
  location of entrances and fields of view, and of course the placement of
  weapons, equipment, and the victim. If your event scene is out-of-doors,
  
  Investigation Management
  41
  Techniques 15: Holding out under Interrogation
  Finding oneself in the hands of a hostile foe—a criminal or terrorist group, a guerilla or
  enemy military force, or even an antagonistic law enforcement agency—can be one of
  the most trying experiences of an operative’s career. Clever captors will see you as a
  valuable information source on the activities of your cell, your client, or allied military or
  law enforcement groups—and as mentioned in the previous sidebar, there are a number
  of techniques they’ll use to pry this information out of you.
  Fortunately, there are ways to resist
  those efforts. First and foremost,
  be familiar with interrogation
  techniques, such as those dis-
  cussed in this book. If you see
  specific tricks being used against
  you, you’ll find them easy to
  resist. Remember, though, that
  a good interrogator will employ
  such tricks with great subtlety,
  so you want to make every effort
  to remain detached. Carry out
  an ongoing analysis of your situ-
  ation and your interrogator’s per-
  formance in your mind as events
  unfold—it will help you understand his or
  her strategy, and perhaps give your mind a much-needed focus if things get unpleasant.
  Remain meek, and avoid bravado. If you find yourself among a group of captives, do
  nothing that points you out as anyone special. When interrogated, be polite—there’s no
  point in antagonizing your captors, regardless of how much they deserve it or how good
  it might feel for a moment. Never get into a showdown of toughness or testosterone—
  there is absolutely nothing to be gained. On the other hand, even when being meek and
  polite, say nothing that implies that you are going to cooperate—that will only draw out
  the interrogation session and incite your captors when you fail to do so.
  Don’t bother with threats, either—never say, for example, that your fellow operatives
  know where you are and are coming to rescue you. Even if it’s true, you’re just giving your
  captors information they want—and you will not succeed in cowing them, or talking them
  into better treatment.
  Don’t let yourself be drawn into conversation, even on harmless topics. Your interrogator
  doesn’t care to shoot the breeze with you—he’s using casual conversation to loosen you
  up. It works. Don’t fall for it.
  View every session—every exchange—with your interrogator as an individual battle. If
  you win it, hold onto that victory. If you lose it, don’t lose heart—a war is made of many
  battles, and some will inevitably be lost.
  Finally, always remember that time is on your side. In most situations that BlackEagle
  operatives face, captivity is short-term—a few hours, days, or perhaps (in extreme cases)
  weeks. Help is on the way; every minute that you hold out is a minute that your compatriots
  are working towards your rescue.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  42
  in some public place that you cannot close off for long, or is simply likely
  to be molested or disturbed, focus first on the most fragile evidence—the
  evidence most likely to disappear or be damaged.
  Ideally, you want to be fastidious about your event scene, but we
  don’t live in an ideal world. The assignment may not give you enough time
  to go through the scene as thoroughly as you would like. The area may
  be restricted property, and you might not be permitted the access you
  need. You may run afoul of law-enforcement agencies or criminal orga-
  nizations, or find yourself in the middle of an ethnic battle (not uncommon
  at scenes of interracial violence). You may be pressured by the press.
  Keep your head about you, maintain control of the event scene, and
  prioritize. If your time at the scene is limited, make the most of it. Be as
  thorough as you can on your first visit. Never leave the scene until you are
  satisfied that you’ve gotten all you can from it.
  In addition to all of that, keep the following in mind when at an event
  scene:
  • Don’t rush in. The object at the center of the scene—an open
  vault, a computer terminal, a body—is a tempting distraction. But don’t
  approach it too quickly. You may destroy subtle clues as you rush in—
  especially if you are coming through the only entrance (the one the
  perpetrator must have used). You will very likely overlook something in
  the periphery, and you may inadvertently define your search area too
  close and too quickly.
  • Document everything. Don’t limit yourself to video and film.
  Make sketches and take notes. Document the facts, and record the leads
  that appear to be panning out. But also note your impressions and
  hunches, and keep track of the leads that go nowhere. You want a record
  of the bad leads as well as the good, so that you don’t repeat mistakes,
  or in case you want to double-check them later.
  • Include everything. Take a sample of everything that the perpe-
  trator may have come in contact with—soil, paint, carpet fibres, insulation,
  you name it. Dust every surface for prints. Take elimination prints from
  everyone who had access to the scene. Assume that your first visit to the
  scene is your only chance to gather the evidence—because it might well
  be.
  • Visualize. Even with all the time in the world, you can’t check
  everything. Visualizing the scene and the perpetrator’s methods will give
  you clues on where to look for physical evidence, and what to look for first.
  But keep track of the facts, and keep them separate from your assump-
  tions. The inferences you make are valuable, but don’t fixate on them,
  because they may not be accurate.
  
  Investigation Management
  43
  Techniques 16: Evidence Collection
  Many books could be written on proper evidence-gathering techniques, and many have
  been. Only a few basics can be covered here. As with so many other things, the key is
  common sense. Your goal is to preserve the evidentiary value, and sometimes to protect
  the legal admissibility, of physical objects found at an event scene or over the course of
  your investigation. Treat your evidence carefully, protect it from contamination, properly
  mark and record its source, and maintain some level of accountability, and you can’t go
  far wrong. Here are a few specific techniques covering some common and/or particularly
  delicate types of evidence:
  Blood: photograph it first. Then collect about five ccs if it’s liquid, or scrape off as much
  as possible with a clean razor if it’s dry. Let it dry before collecting if it’s tacky. Liquid blood
  should be refrigerated, not frozen. Add an anti-coagulant if you have one.
  Clothing: photograph it, then gather the pieces carefully and place them in individual
  garment bags. Bag the hands of bodies so the nails do not scrape up fibres or debris.
  Firearms: photograph and sketch them before moving, unless there is a safety concern
  or weather will affect prints. Collect weapons by the trigger guard, preferably with a stick
  or pencil. Mark them on the receiver and slide, or on the base of the cylinder in the case
  of revolvers. Bag or box bullets and shell casings after marking them to correspond with
  a site map. Mark bullets on the base (the tip may have tissue samples or cloth
  impressions) and shell casings just inside the mouth.
  Impressions and footprints: photograph them first, then carefully clean out debris, spray
  with shellac or hairspray, and dust with talcum powder. Create a frame about two inches
  out and above the print, then pour in high-grade, well-mixed plaster.
  Soil, glass, paint, hair, rope and other physical items: photograph them, then remove
  carefully with minimal contact, using tweezers or forceps. Place samples in clean bags,
  jars, or boxes, and mark the containers to correspond with your site map.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  44
  Preliminary Investigation
  The preliminary investigation is the set of steps taken at the event scene,
  to exploit the immediacy of the situation and to provide leads for the main
  part—the continuing investigation. Conducting a preliminary investiga-
  tion is simply a matter of exercising common sense—gathering the
  immediate information (especially transient clues and leads that may
  vanish) and protecting other information sources. Follow at least the
  following steps:
  1. Stop the perpetrator, if he or she is still around.
  2. Isolate the event scene. Remove the victim (unless he or she is
  dead) and other witnesses from the immediate vicinity. Protect the event
  scene throughout the remainder of these steps, allowing access only to
  evidence gatherers.
  3. Gather eyewitnesses. Keep them segregated, and get from
  each their own version of events. Before releasing them, make sure you
  record their identity and address, and give them some way of reaching
  you.
  4. Record the type and method of crime or event, in so far as you
  can determine from available evidence. Record the type of injuries and
  property damage in detail.
  5. Photograph everything. Photographs not only provide records
  of the scene, they may provide their own forensics leads. Some injuries
  and stains, for example, that might go unnoticed under lighting conditions
  at the scene, will show up on film. Make a sketch of the scene, complete
  with dimensions and measurements, because photos alone can be
  misleading.
  6. Collect physical evidence. Begin gathering physical evidence,
  starting with transient clues: fingerprints, tracks, and samples of liquids or
  other substances that may evaporate or dry up. Search the area carefully,
  overlooking nothing. Be sure to handle evidence carefully, so as not to
  undermine its legal admissibility or forensic value. Some specific things
  to check right away include garbage cans and dumpsters, the mailbox,
  GenNet terminal and answering machine (for last use), and doors and
  lights that might have been left open or on. Also, photograph any crowd
  that gathers—the perpetrator sometimes returns to have a look.
  Unless the perpetrator is caught at the scene, a preliminary investigation
  will not solve your mystery. In fact, it may open up more questions about
  what happened than you started out with. But it should provide you with
  a great many leads to follow as you begin the continuing investigation.
  
  Investigation Management
  45
  Techniques 17: Taking Fingerprints
  Fingerprinting is one of the most fundamental methods of identifying people who have
  been at certain locations or handled specific items. If you don’t own or have access to a
  fingerprint digitizer, you will need to take them the old-fashioned way. In fact, it’s a good
  idea to take fingerprints by hand even if you have a digitizer, to have a permanent,
  physical back-up record. Here’s how to do it:
  Step 1
  Using a small amount of powder, gently dust the print with
  a
  soft paint brush. The dust should stick to the print itself, but
  not to the surrounding surface. It’s better to go too light
  than too heavy, so be conservative with the powder.
  Step 2
  Photograph the print, then lay a five or six inch strip of clear
  tape over it. Lay the tape gently to prevent the formation of
  bubbles, and if it’s too narrow, lay additional strips along-
  side, overlapping about a quarter inch.
  Step 3
  If the object in question is portable, send the whole thing
  to the lab, with the tape still covering the print. If that’s not
  reasonable, peel the tape off carefully and stick it to a
  card, being sure to notate exactly where it came from.
  Once you’ve got a fingerprint, you’ll need a source to compare it
  to. BlackEagle’s criminal databases are pretty accurate, and if you’ve got
  connections in local or federal law enforcement, you may be able to send a print through
  their systems as well. However, such records are limited—an individual with no criminal
  arrest history may well not be in them. If you suspect a particular person left the prints,
  meet with him or her. Offer the subject a cup of coffee (or otherwise get the subject to
  handle an object), then, after the meeting, lift any prints you can from the mug (along with
  anything else the subject handled in your presence). That’ll give you a set of prints for
  comparison.
  Fingerprinting by hand is a simple and quick process if you know how to do it. If you don’t,
  get a fingerprinting kit and practice a little around the house.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  46
  Picking up a Cool Trail
  BlackEagle is not a law-enforcement agency, and BlackEagle operatives
  are generally not the first on an event scene. In fact, BlackEagle is most
  often called in after public-sector investigators have failed, for whatever
  reason, or set the investigation aside. As often as not, you will be asked
  to pick up an investigation already started by someone else.
  Picking up a cool trail is not necessarily a major handicap, especially
  if those who handled the preliminary investigation were competent and
  you have access to their findings. So the first step you should take is to
  find out who may have already done some investigating, and get ahold of
  their results. The police may be helpful in this regard, but probably won’t
  be. Nevertheless, you might be able to find the investigation report online,
  or through a contact in the department. Also check out any private
  investigation or security firm that was involved, and don’t forget journal-
  ists.
  Regardless of what you learn from someone else’s preliminary
  investigation, visit the event scene yourself. Even if the trail is long cold
  and all clues have disappeared, you need to see the scene to start
  building an image of the event in your mind. Follow the steps outlined
  above as best you can. Canvass the area for witnesses—locals who were
  around for the investigation (but not necessarily the crime) may remem-
  ber who the police talked to.
  A last resort option is to follow police investigators, to try to second-
  guess the direction of their investigation. This is an inefficient way to get
  your investigation going, but if you have been denied any other sources
  of information it may be your only choice. In any event, remember that the
  trail gets colder by the day. Don’t get hung up on background and getting
  to the findings of others, or you may find yourself getting further and
  further behind.
  Continuing Investigation
  The continuing investigation is the real meat of any investigative assign-
  ment. By following up on the findings of the preliminary investigation and
  looking into the basic leads discussed above, you will develop a more and
  more accurate and detailed reconstruction of events, and get closer and
  closer to discovering the perpetrator. If you are putting together a legal
  case, the continuing investigation is also when you develop your legally-
  relevant evidence, to assemble into the proof that will be used in trial.
  The steps below provide a basic framework for continuing investi-
  gations. The circumstances surrounding your particular events may
  cause you to deviate from these steps, but this list should be useful in most
  cases.
  
  Investigation Management
  47
  Techniques 18: Dealing with Kidnappers
  BlackEagle operatives become involved in kidnappings because the families of the
  victims—or their employers, in the case of corporate victims—want assistance but are
  afraid to involve the authorities. It’s critical to remember that in most cases, the priority
  of the client is the safe return of the victim—catching the kidnappers, or even saving the
  ransom, is usually a secondary concern at best.
  The first step in dealing with kidnappers is to determine their purpose—is the kidnapping
  criminal (financially-motivated) or political? Most kidnappers will make this intent clear,
  but because some criminal groups couch themselves in political language—and some
  terrorist groups rely on kidnapping for income—it’s important to determine which goal is
  primary for the kidnappers. A political victim is in grave danger of being killed by his or her
  captors when objectives have been met, and the captors are unlikely to maintain a useful
  dialog with negotiators. A criminal kidnap victim will likely be kept alive, at least until the
  very last stages of the process, with genuine negotiations running constantly.
  When dealing with criminal kidnappers, remember two rules of thumb: time is on your
  side; and paying the ransom does not mean that the kidnappers will get away. Exercise
  the first rule with some caution—most criminal kidnappers operate in organized gangs or
  from mafia ranks; they plan and execute their crimes carefully. Some, however, are less
  rational or more desperate, and may kill a hostage for little reason. Nevertheless, unless
  you sense true impending peril for the hostage (beyond the hyperbole and bluff of the first
  call), use time to your advantage, to investigate the kidnappers and gain a psychological
  upper hand in negotiations. Excuses for stalling include talking down the ransom amount,
  gathering the cash without raising the suspicion of authorities or bank officials, converting
  the cash into low-denomination, non-sequential bills, and finding a volunteer for the drop.
  Most criminal kidnappers study their targets well and know what the family or company
  can pay. Nevertheless, they typically demand more—this is part of the shock tactic of the
  initial contact. Negotiation is expected, and many ransoms end up being only 20% of the
  original demand. Again, use this process to stall the kidnappers. Later, when time has
  worked against the kidnappers’ nerves, stand firm on those few demands that you can
  reasonably make: proof that the victim is alive, and evidence of identification at the drop,
  so that you know that it’s the kidnapers accepting the ransom.
  The drop is the point at which the kidnappers are most vulnerable. This is where the
  second rule of thumb comes into play: the kidnappers are even more vulnerable to
  identification than they are to capture. There’s a certain urge to move against the
  kidnappers at this point, but it’s often better to pay the ransom and recover the victim, all
  the while using the drop to gather intelligence on the kidnappers. If you’re careful and
  lucky, you may gain enough information to identify and move against the kidnappers later,
  capturing or killing them and recovering most or all of the ransom. Ensure that the drop
  volunteer is an operative or a well-briefed civilian. Observe every detail of the drop
  process, especially vehicles and personnel. If you can safely arrange surveillance of the
  drop, stay on the kidnappers after the act and learn what you can from their actions.
  The same rules of thumb apply to political kidnappings, with this caveat: despite what they
  say, political kidnappers will probably not release their hostage alive—it’s imperative to
  learn all that can be learned about them before the drop, and to act against them if any
  reasonable opportunity arises.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  48
  1. Follow up the preliminary investigation. Continue following
  the leads provided by the preliminary, as well as looking into other basic
  leads.
  2. Develop a scheme of events. Create in your mind a rough
  itinerary of events leading up to, during, and following the event. Use it as
  a basis for developing leads. Revise it as the investigation unfolds.
  3. Continue the search for witnesses. Study the testimony of
  witnesses. Look for inconsistencies, or unresolved questions. Re-inter-
  view witnesses you talked to at the event scheme, going into greater detail
  to clear up uncertainties in your scheme of events. Canvass for new
  witnesses.
  4. Assess physical evidence. As forensics reports come back
  from the labs, incorporate their information into your scheme of events.
  Ask yourself what the evidence in hand does for you, and what other
  pieces of evidence you need. Look for them.
  5. Analyze the legal significance of your evidence. If your
  evidence must satisfy a client or the court, make sure you have enough
  admissible evidence to support the case. Remember, it is not always
  enough to know who did it: in a court, you must prove your knowledge is
  correct.
  6. Identify and locate suspects. Make a list of all possible sus-
  pects, and identify those that had the motive, means, and opportunity to
  commit the crime. With your witness testimony and forensics analyses,
  identify these suspects. Locate and monitor them. If you have not
  contacted with them yet, avoid it at this point unless you have a specific
  reason to speak with them. Otherwise, do not alert them to your investi-
  gation.
  7. Investigate and surveil the suspects. Learn what you can
  about the suspects, and see if that knowledge fits in with the circum-
  stances of the event. Watch suspects for behavior associated with the
  event. Check out any alibis that are keeping potential suspects off your
  list. Narrow the field and firm up your list.
  8. Interrogate the suspects. Contrary to the impression one gets
  from the movies, you shouldn’t interrogate anyone unless you think he is
  the perpetrator—and you’ve got good evidence to back you up. The
  interrogation is often the last step in the investigative process, leading to
  a confession or at least the demonstrated inability of the suspect to
  answer to the evidence. It is also, however, the suspect’s best opportunity
  to clear his or her name. If your primary suspect does so during
  interrogation, you will be set back a few steps. But his or her testimony will
  probably also fill in some gaps in your understanding of events, which will
  ultimately benefit the investigation.
  The continuing investigation is the bulk of the work in an event investiga-
  tion assignment. If the case is a simple one, following the steps above with
  
  Investigation Management
  49
  Techniques 19: Getting Around Locks
  A well-rounded cell always has a lockpick gun and an operative capable of using it.
  Sometimes, however, you don’t have the tools or expertise handy, or picking a lock isn’t
  the most expedient way to gain entry to a closed location. In fact, in most common
  situations it’s often easier (or less likely to attract attention) to get around a locked door
  than it is to deal with the lock.
  When attempting to enter a locked location, begin by imagining that you live or work at
  the location, and that you have locked your keys within. What would you do?
  Start by simply checking the doors. Although most businesses are careful and conscien-
  tious about locking up, many homeowners are forgetful.
  Next, check the obvious hiding places for keys—it’s amazing how many people actually
  hide spare keys under door mats, beneath flower pots, or on top of door frames. Look also
  for conspicuous stones in gardens—in addition to hiding keys under real stones, some
  people actually buy fake stones or bricks with easily-found “secret” compartments within.
  Don’t forget to check all of these potential hiding spots at each door—front, back, and
  sides.
  As you move between the doors, give the windows a look. There may be open windows
  at ground level, or accessible via balconies or trellises. Make sure to eyeball the latches
  of closed windows—often they’re left unlatched.
  If there are adjoining buildings or units, check them out. They may have connecting doors,
  or common attic or crawl spaces. The same is true for attached garages.
  If none of these possibilities pan out, and you still don’t want to (or can’t) pick the lock,
  you’ll have to seek out the building’s weakest point. Assess the building thoroughly before
  choosing a course of action. Any thug can smash a window or pry open poorly-
  constructed doorframe—and such methods are entirely effective when appropriate—but
  considerations often preclude such obvious techniques. The college trick of using a credit
  card (or other thin sheet of flexible plastic) to depress the latch of a doorlock is effective
  on many low-end or poorly-installed locks; similarly, a wire or strip of sheet-metal can
  sometimes be used to flick open a window latch, especially one that isn’t fully engaged.
  You may also be able to pick up a few clues from careful observation. For example, if the
  garage door opener has a numeric keypad with ten digits, the odds of guessing the code
  are pretty low—but if three of the buttons are heavily smudged with fingerprints, while the
  others are clean, the number of combinations you’d have to try might be doable in just a
  few minutes.
  If you have time to plan your entry, try to get ahold of a key to make a copy. Your L&P
  representative should be able to duplicate most mechanical keys, and many electronic
  ones as well. In the case of electronic proximity locks (for which a passkey is waved in
  front of a sensor), you may be able to construct or acquire a device for reading the code
  as the lock is used—you can then use that code in a device to replicate the key. If you’ve
  got those skills, you may also be able to “trick” an electronic lock into remaining in the open
  position even when it registers as locked.
  If all else fails and you must break to enter, start with the weakest point—usually a window
  or the doorframe, as opposed to the lock itself.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  50
  a little imagination and insight will lead you directly to a conclusion.
  Unfortunately, things are rarely that simple. A careful perpetrator will leave
  few clues and no witnesses. A terrorist group or drug syndicate might have
  the resources to get the perpetrator out of the country—and your
  assignment may require you to go after him. You may have trouble with
  law enforcement agencies that don’t want you involved, or with corrupt
  officials who tamper with records and evidence. You may be requested to
  keep your investigation a secret, due to the sensitive or even illegal nature
  of the client’s activities.
  All of these possibilities, and many more, are complicating factors
  that make following the above steps difficult or impossible. This book can’t
  possibly cover all contingencies. However, here are a few tips for covering
  some of those eventualities:
  • Police interference is one of the worst possible complications,
  especially if the agency in question feels that your investigation obstructs
  theirs. You may face criminal prosecution if the agency or public prosecu-
  tor gets too uptight. As if that’s not bad enough, the high level of police
  corruption in the late nineties means that harassment may come even if
  you aren’t interfering with an official investigation.
  There are a number of routes you can take when you run into police
  problems. The BlackEagle name is fairly respected (if not appreciated) in
  most law enforcement circles. If you are troubled by an official you think
  is corrupt, threaten to expose him. Corrupt officials fear few things more
  than exposure, and the official probably won’t want to tempt the wrath of
  a highly successful investigative organization like BlackEagle. If you think
  the police investigator is honest, and you feel safe telling him who you are,
  try striking a deal—an information trade for the benefit of both parties. If
  you can’t expose yourself like that, or if the investigator is unwilling, your
  options are limited. One is to simply to work faster. Police investigators are
  poorly paid public servants, and even the most dedicated generally don’t
  work for more than ten or so hours a day. Beat them to the evidence. A
  second option is to mislead or cripple their investigation. That route is
  ethically questionable and downright illegal, but may have to be consid-
  ered.
  • Taking it on the road. If your suspect is highly mobile, or if you
  are investigating events over a wide geographical area, you may find
  yourself on the move a lot. There is little advice to offer beyond common
  sense. Try to cover the event scene as thoroughly as possible before
  moving on. Get as much evidence to the lab as you can. If you have to
  move before all local leads are exhausted, leave somebody behind to
  follow up. Stay in contact with one another, your home office, and the lab.
  • Secrecy is a common complication. Fortunately, it’s generally not
  too crippling, unless one of the above situations is also a factor. The need
  for secrecy may prevent you from covering the event scene by the book,
  
  Investigation Management
  51
  Techniques 20: Cracking Underground Organizations
  When dealing with criminal organizations, terrorist groups, gangs or any well-organized
  opponent, it’s common to find yourself seeking an individual who’s identity—or just
  location—is a mystery. Often, success in an assignment hinges on identifying and
  capturing, neutralizing, or just talking to such a person, but if they’re protected by layers
  of low-level goons or a compartmentalized organization that can be frustrating and
  difficult.
  If at all competent, such organizations are very hard to crack. The thugs and errand-boys
  that you may interact with will be too disciplined, afraid, or ignorant to give you useful
  information on the organization, even under intense coercion. Most terrorist or criminal
  organizations operate in some variant of the cell structure: each individual knows only
  those personnel he or she works with regularly, and the boss from whom they take their
  instructions. Further up the chain of command, individuals know the identity only of those
  directly above and below them. That’s the ideal, anyway—in truth criminals often know
  the identity of other members of their organizations, especially those led by charismatic
  or powerful bosses.
  Such systems of secrecy are effective when events are under control, but they’re
  inefficient under stress. One method for cracking the armor of secrecy is to create a
  crisis—something immediate, unexpected, and bigger than the low-level goons are able
  (or have the authority) to handle. Faced with a crisis too critical to deal with through the
  “proper channels,” a low-level thug will break the rules to call or contact his boss, giving
  you the opportunity to learn who he deals with. Before instigating such a crisis, be sure
  you have the means in place to surveil one or more target thugs, so that when they run
  for help you can find out where they go.
  A second method is to trace a leak: send false information into a system, and then observe
  to see who acts upon it. This rarely identifies a
  specific individual, but it can narrow the field
  dramatically. This method is especially effec-
  tive if you suspect ties between your secret
  organization and other
  criminal—or even le-
  git—ones. Leak some
  bit of seemingly-criti-
  cal info to the sus-
  pected agency and
  see if your secret or-
  ganization reacts. If so,
  you can usually de-
  duce the sector of con-
  tact. This trick is best
  use to test a hunch,
  not for random guess-
  work—and, like the
  boy crying wolf, it rarely
  works more than once.
  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  52
  and may make the gathering of evidence difficult. You will need to be
  circumspect in how you approach witnesses.
  How secret you must be depends on the parameters of the assign-
  ment. Sometimes it is sufficient to simply mask the source and purpose
  of the investigation. Carry out your witness interviews with some sort of
  cover story, and disguise your actions on the event scene to avoid looking
  like an efficient, well-financed organization. On the other hand, you may
  have to avoid alerting the target at all—and this can be especially difficult
  if the target is suspicious, like an underworld or terrorist organization. If
  that’s the case, all of your actions must be covert, and you can count on
  the assignment taking quite a while. Mask your witness and informant
  interviews with elaborate and believable covers, and fluff them with bogus
  lines of questioning to draw attention from your real interests. Gather
  physical evidence with caution, and secure your communications to
  defeat possible counter-intelligence.
  Evidence Handling
  What you do with your physical evidence, is, again, ruled by the param-
  eters of your assignment. If the evidence is being gathered solely for your
  benefit, your only concern is that it is properly collected and makes it
  safely from the scene to the lab, so that the forensics results are accurate
  and complete. If, however, you are collecting evidence for use in legal
  cases, you also need to provide for accountability and admissibility. See
  the sidebar article on “Evidence Collection” (page 43) for tips on maintain-
  ing maximum forensic value. This section of the text focuses on maximiz-
  ing the legal value of your evidence.
  Legal situations place a substantial burden on the handling of
  physical evidence, which must be properly obtained and accounted for.
  Generally, the standards for admissibility are much easier for BlackEagle
  operatives (or any private-sector investigator) than for sworn law-en-
  forcement officers. Government investigators risk having evidence thrown
  out of court if it is not obtained in a scrupulously legal manner. BlackEagle
  operatives face no such restrictions. Be aware, however, of how a judge,
  jury, and especially the legal opposition will look at your collection
  methods. Physical evidence gathered by BlackEagle cells has occasion-
  ally been disallowed in the past, especially when the legal opposition
  claimed that the state used BlackEagle to circumvent search-and-seizure
  laws. Witnesses and suspects have also gone back on statements given
  to BlackEagle ops, claiming that they were coerced. Juries may or may
  not be sympathetic.
  Even if admissibility is not an issue, the legal significance of physical
  evidence relies on accountability. Law-enforcement agencies adopt a
  chain-of-evidence concept to ensure that evidence is not mishandled or
  
  Investigation Management
  53
  Techniques 21: Police Investigation Reports
  Individual law enforcement agencies have their own standard procedures, and there is
  no specific form or format for police investigation reports. Every police organization,
  however, produces investigation reports of some sort, and they can all be very valuable
  sources of information if you can get your hands on them.
  All police reports are written to provide a record for judges, attorneys, and other officers
  involved in the investigation and prosecution of crimes. Ideally, an investigation report is
  a clear, factual, and complete chronological account of the events, statements, actions,
  and circumstances of an investigation—but most cops are less than enthusiastic about
  report writing, and few are talented writers, so the ideal may not be met. As official
  documents, investigation reports are generally confidential.
  There are actually several types of reports: Initial Reports (the immediate write-up of the
  crime scene or initial facts of the case); Interim (Supplemental, Auxiliary, or Summary)
  Reports (updating the investigation status for supervisors, district attorneys, or other
  investigators); Closing Reports (final reports on the investigations’ conclusions); and
  Extract Reports (extracts from Closing Reports, for other, related investigations).
  The Initial Report is normally a standard form, with three basic sections. The first covers
  the crime’s circumstances: the type, date, time, and location of the crime, along with
  information on the victim, witnesses, and reporting party. The second, usually largest,
  section covers the Modus Operandi: the characteristics of the premises, how the offense
  was carried out, the weapon used, the apparent motive (or at least what the criminal
  accomplished); the value of stolen or damaged items; the activities of the criminal and the
  victim before, during, and after the crime; the vehicle used, and anything distinctive about
  the criminal. The final section covers information on any suspects, including name,
  address, and description.
  Interim, Closing, and Extract Reports are normally written-out documents, perhaps with
  a standard form appended. As mentioned above, the format varies, but they are generally
  objective in tone and chronological in outline. Simple but functional crime-scene sketches
  are usually included. Proper names are usually fully capitalized, making them easy to
  scan for.
  Interim reports are not particularly common; while an investigation is ongoing, the only
  source of information may be the investigator’s notes. Those may or may not be on the
  agency’s computer system.
  A careful read of a police report can tell you as much about an officer—if he is honest, well-
  trained, and diligent (and whether his investigation was complete or cursory)—as it can
  about the crime.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  54
  tampered with, and to demonstrate that such mishandling could not occur
  if the integrity of the evidence is later challenged. From the time it is
  collected until it hits the courtroom, physical evidence is always secure,
  and a record of its whereabouts is kept. A note is made of every individual
  that handles it, including investigators, lab technicians, and legal experts,
  and nobody gets near it that has no express need.
  When a well-documented chain-of-evidence exists, the evidence
  can be admitted as factual during a trial. If not, you can testify that the
  evidence exists, and even produce it in the courtroom, but the bottom line
  will be your testimony about the evidence—not the evidence itself. A jury
  may or may not take your testimony seriously. A suspect goes free on a
  reasonable doubt, and if your chain-of-evidence is weak or non-existent,
  then the evidence is doubtful.
  Adopt a chain-of-evidence process whenever you are involved in a
  legal investigation. Collect your evidence carefully, store it safely, and
  account for its whereabouts at all times.
  Background Investigating
  and Information Searches
  BlackEagle cells are sometimes called upon to conduct background
  investigations on individuals or organizations. Corporations may want to
  know something about the doings of a foreign company that is seeking a
  contract, or the motives of an individual who has suddenly started buying
  up their stock. Governments may want to know about the ties a company
  has with overseas insurgent groups, or about assets a corporation may
  not be listing on its tax returns. There are many reasons a client may ask
  for background investigations or information searches.
  Even when an investigation does not focus on background, it often
  begins there. You will have to look into individuals and organizations
  involved in an event investigation. You may even want to check out a
  potential client. In fact, background checks on individuals, and informa-
  tion searches for plans, weapons purchases, and other information will
  often precede an otherwise totally tactical operation.
  Background Checks
  Background investigations on individuals are generally concerned with
  the target’s financial status and income sources, personal holdings,
  lifestyle, travel, personal contacts, and criminal activities. It is usually to
  
  Investigation Management
  55
  Techniques 22: Autopsy Reports
  Autopsy requirements and reporting methods vary from location to location, but most
  have several things in common. Autopsies are performed to determine the cause of death
  to aid in the investigation of crimes, to disclose public health risks, and to aid in civil cases
  (such as workman’s compensation cases).
  In most states, the medical examiner takes custody of a body any time a person has died
  by violence (accidental or deliberate), by unusual, unnatural, or suspicious means, or
  unexpectedly. Jurisdiction lies in the location where the person died, not where he or she
  was from. Only the medical examiner, the district attorney, or a judge in a relevant district
  can order an autopsy, which cannot be blocked by the decedent’s (the dead person’s)
  relatives or doctor, or any other outside influence.
  A medical examiner will produce a Death Certificate shortly after receiving a body. This
  certificate lists a cause of death, but this is often preliminary—don’t assume that such a
  document is the last word unless you know that no final report was drafted.
  A fully-detailed report (usually entitled something like “Report of Investigation by Medical
  Examiner”) follows an autopsy. Most such reports have several sections: information on
  the decedent (address, age, gender, etc.); a series of check-boxes for the type of death
  (suspicious, unusual, violent or unnatural, etc.); info on where and when the victim was
  last seen alive, where he or she died, and when the police were notified and responded;
  a section on the condition of the body when found, including the location of blood and
  wounds; descriptions of fatal wounds and probable cause of death; and, usually near the
  bottom of the form, a set of check-boxes for the determined manner of death (homicide,
  suicide, accident, natural, or unknown). A written report may be attached, along with a
  medical history of the decedent and diagrams of the body, head, and dentistry. Special
  tables sometimes detail gunshot or stab wounds, listing entry and exit locations for each,
  as well as sizes, directions, and powder burns or wound characteristics. Photographs are
  almost always included.
  As with police investigation reports, autopsy records can be valuable in pursuing
  assignments—but, like police reports, they are usually confidential. Some jurisdictions
  make them available after the close of police investigation into the death, but that’s often
  too late. Data from medical examinations, however, are almost always kept on computer,
  so access to the medical examiner’s office network may yield much of the information
  included in an autopsy report.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  56
  your advantage to keep the fact of your investigation a secret—if the
  target knows he is being looked into, especially if he knows why, he will
  probably take steps to guard his information. There are three major
  sources you can pursue: records, people, and physical evidence.
  Record sources are perhaps the most useful of the three. The public
  and private records sources available to you are covered pretty well under
  Basic Leads, above. In addition to their availability and ease of use,
  records are also fairly confidential—the target will probably never learn
  that you looked after him. A librarian or clerk might remember your face,
  and your GenNet account will be recorded (and perhaps billed) when you
  log onto a private database, but in general you are not in danger of alerting
  the target to your investigation.
  Your next source of information is the people around your target.
  People offer far more information—and insight—about the target than
  any record could. Most are willing to spill their guts, given a good excuse,
  unless they have reason to be suspicious or have secrets to guard. On the
  flip side, people will talk about having talked to you, so you risk the
  confidentiality of your investigation with every person you question.
  Go after people likely to have the information you want, or who can
  lead you to it. Don’t limit yourself to the target’s friends or business
  partners—some of your best informants will be neighbors, doormen,
  landlords, and maintenance, cleaning, or delivery personnel who regu-
  larly visit the target’s office or home. People such as these often have
  more knowledge than you might suspect, and can be quite chatty. They
  are also low-risk—if your questions aren’t too pointed, they are unlikely
  to report the conversation to the target.
  The next echelon of informative people are those more formally
  involved with the target—friends, relatives, employees, and business
  associates. Questioning these people entails a far greater risk of blowing
  the cover of your investigation, so you probably want a clear objective
  before approaching them. When you do approach, have some sort of
  cover story. If the person you are questioning has no particular reason to
  be suspicious, he will be willing to believe a great many things before he
  suspects something as drastic as an investigation. If, on the other hand,
  the target has reason to be wary, you must be especially cautious in your
  approach. In short, if people don’t have a reason to suspect they are part
  of an investigation, they never will. But if the suspicion exists, they will see
  it everywhere.
  In approaching any of the above people, look for openings that will
  get them talking. Tailor your approach to peak their interest—you may
  want to pose as a journalist for a publication covering the target’s trade
  or hobby interests, looking for background prior to an interview, or as a
  prospective employer or landlord looking into the target’s character and
  finances. You may even want to represent yourself as an investigator (not
  
  Investigation Management
  57
  Techniques 23: Social Security Numbers
  The first three digits of an individual’s Social Security number indicates the state in which
  the person entered the Social Security system—usually the state in which he or she was
  born. Although this is rarely decisive information, it can be used to confirm whether an
  individual is lying about his or her identity, or using forged paperwork. A particular
  indicator is any SSN beginning with numbers in the range of 600-699 or 800-999; these
  numbers have never been issued. The states correspond with the first three SSN digits
  as follows:
  001-003
  New Hampshire
  004-007
  Maine
  008-009
  Vermont
  010-034
  Massachusetts
  035-039
  Rhode Island
  040-049
  Connecticut
  050-134
  New York
  135-158
  New Jersey
  159-211
  Pennsylvania
  212-220
  Maryland
  221-222
  Delaware
  223-231
  Virginia
  232-236
  West Virginia
  232, 237-246
  North Carolina
  247-251
  South Carolina
  252-260
  Georgia
  261-267
  Florida
  268-302
  Ohio
  303-317
  Indiana
  318-361
  Illinois
  362-386
  Michigan
  387-399
  Wisconsin
  400-407
  Kentucky
  408-415
  Tennessee
  416-424
  Alabama
  425-428, 587
  Mississippi
  429-432
  Arkansas
  433-439
  Louisiana
  440-448
  Oklahoma
  449-467
  Texas
  468-477
  Minnesota
  478-485
  Iowa
  486-500
  Missouri
  501-502
  North Dakota
  503-504
  South Dakota
  505-508
  Nebraska
  509-515
  Kansas
  516-517
  Montana
  518-519
  Idaho
  520
  Wyoming
  521-524
  Colorado
  525, 585
  New Mexico
  526-527
  Arizona
  528-529
  Utah
  530
  Nevada
  531-539
  Washington
  540-544
  Oregon
  545-573
  California
  574
  Alaska
  575-576
  Hawaii
  577-579
  District of Columbia
  580-584
  U.S. Virgin Islands,
  Puerto Rico
  586
  American Samoa,
  Guam, Philippine
  Islands
  700-729
  RR Board
  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  58
  necessarily a BlackEagle op), if you think the questionee won’t spill the
  beans—people love to feel like they are involved in something important.
  The final and most authoritative source on your target is, of course,
  the target himself. Getting information out of the target is not always as
  hard as you would think—even if he or she is on guard. Let’s face it—
  people love to talk about themselves, and do it all the time. You just have
  to figure out how to get them to talk to you.
   If the target is hiring employees, or looking for a job himself, you can
  pose as an applicant or employer to secure an interview. One reliable
  technique is to pose as a surveyor, asking your questions in person or by
  letter. Tailor the questions to the target’s interests, be they professional or
  personal. Whatever your course of approach to the target or those around
  him, mask your real questions with fluff designed to keep the questionee
  interested and distract him from your line of thought. Word questions so
  that the answers are lengthy and well thought-out. Do little of the talking.
  Keep the informant at ease, and maintain real interest in what he or she
  is telling you. In short, practice the art of conversation to its fullest.
  Physical information-gathering can take a number of forms. Sifting
  the target’s garbage is a great way to develop some insight into his or her
  personality and habits, as well as finding specific sources of information,
  like discarded documents. Surveillance (covered above) lets you in on the
  target’s day-to-day lifestyle, and possibly on specific activities you are
  looking for. You may want to have a look around his home or office when
  nobody is about—but don’t get caught. Also, see if you can get into his
  GenNet account, or home or business records if they are online.
  Smokescreens and Hidden Information
  Background checks focus largely on publicly available information.
  Despite the efforts of public and private record agencies to keep their
  information current and accurate, it is possible for the records to lie, or at
  least cover the truth. If you run into inconsistencies, incomplete informa-
  tion, or something that just doesn’t make sense, suspect this.
  Smokescreens in public records are actually fairly common, and the
  vast majority of them are totally legit. Businesses often want to protect
  their information from competitors, or from buyers and sellers who may
  alter their prices if they know the business’s plans and desires. Ownership
  and transaction records, in particular, are often masked by straw parties.
  For example, suppose you suspect that your investigative target—XYZ
  Corporation—owns a particular building. But the recorded deed shows
  that it belongs to a Mr. Smith, who bought the building from Jones Realty.
  What the record doesn’t show is that at the same time that Smith bought
  the building from the realty company, XYZ bought it from Smith, with a
  second deed that was never made public. In short, XYZ fronted the
  
  Investigation Management
  59
  Techniques 24: High-Speed Pursuit
  High-speed chases are an occasional part of a BlackEagle operative’s job. One doesn’t
  have to be a trained race driver to chase down fleeing suspects or criminals—a few basic
  tricks can help.
  A driver untrained at high-speed maneuvers will likely approach a sharp curve or corner
  at a high speed, and then slam on the breaks to hug the inside of the corner. In so doing,
  the driver risks skidding or spinning, and finds himself having to accelerate out of the curve
  with very little speed. A smarter driver can make it through the same curve with less risk,
  and come out of it at a much higher speed.
  To gain on such a driver as
  you approach a corner or
  curve, visualize a point on
  the opposite side of the
  street, about twice the width of the street from the
  corner. Aim for that point. When you reach it, curve to
  aim for the near apex of the corner, and follow that arc
  through the turn at a safe speed. In so doing you
  greatly reduce the chance of a spinout, and you exit
  the curve with most of your initial velocity—so
  even if you entered it moving slower than the
  other vehicle, you’ll be catching up with him as
  you come out of the curve.
  Obviously, if there’s oncoming traffic, you
  don’t want to aim for the opposite side of the
  street. Instead, aim for the outside of your
  lane. This will force you to slow down much more, but you’ll probably still gain on a driver
  that hugs the inside.
  When pursuing another vehicle, you have an advantage in being behind it. Don’t
  squander that advantage by attempting to pull alongside like they always do in the
  movies. A firefight on the move is also usually a waste of
  time—it’s difficult to disable a vehicle by shooting at it
  from behind, and very hard to aim accurately in a high-
  speed chase. To stop a fleeing vehicle, come along-
  side its rear end and give it a solid nudge to the side
  with the front corner of your vehicle. This will make
  it very hard for the other driver to remain in control,
  while taking very little control away from you. This
  maneuver, when well-executed, will send the
  other vehicle into a half-spin, whereupon your
  vehicle will strike it broadside with the front
  bumper. This will force both vehicles to a
  stop, leaving you in an excellent tactical
  position for confronting the occupants of
  the other vehicle. This bump-and-spin
  trick is easiest when attempted on the
  inside of a gentle curve.  o
  
  The BlackEagle/BlackEagle Operatives Handbook
  60
  money, making Smith a front man, a straw party to hide XYZ’s involve-
  ment. The deed showing the sale from Smith to XYZ is probably in a safe-
  deposit box or vault somewhere, ready to be made public if XYZ ever
  needs to prove its ownership of the building. This type of arrangement is
  totally legal, and often made for legitimate business reasons.
  Business ownership records can be screened the same way. A
  corporation is founded by one or more individuals, who really use money
  fronted by others. Immediately after founding, all stock is transferred to
  those who fronted the money. Since the original incorporators show up on
  the articles of incorporation, but stock transfers don’t, this method hides
  the true ownership very effectively. Again, it is totally legal and often totally
  legitimate.
  If you suspect a front man, investigate him. Look for connections
  between the straw party and the suspected actual owner. The front man
  is often an employee of the company, or a friend—never a stranger. Also
  find out where tax bills and other official mail is sent—chances are the real
  owner doesn’t rely on the straw man to forward it. Finally, see who signs
  the checks for the building’s upkeep. If there’s a management company,
  approach the agents—but be careful, they may have been instructed to
  maintain the secret.
  Dealing with altered records is another matter. Often there will be
  nothing to go on, and your only hope may be that the alterer made a
  mistake. There is a great deal of redundancy in both public and private
  record archives, and the forger may have missed one or more docu-
  ments. Dig deeply, look for anything that might have been missed, and,
  in the case of public documents, request to see original copies. It is
  unlikely that public or private records could be altered without the
  assistance or knowledge of somebody at the record site, so you may want
  to question or look into possible accomplices there.
  Any time you think something is fishy, get help from an expert—
  someone you trust. Your office legal counsel can help you with legal
  documents and many types of public records. Bankers are also useful
  contacts, as are trust company researchers and public record keepers.
  But you must be sure that whoever you deal with is trustworthy—it’s a
  good idea to cultivate contacts for the long haul, make it worth their while
  to help you, and keep in touch with them.
  
  Investigation Management
  61
  Techniques 25: Bribery
  Throughout the Third World, and increasingly in the developed countries, bribery is an
  expected aspect of interaction with law enforcement officials. This can work to the benefit
  of savvy operatives who might find themselves accused of petty (or even severe)
  crimes—but it is not an end-all solution to lawbreaking. On the contrary, a failure to
  accurately read the signs or adhere to local customary procedure can land an attempted
  briber in deep trouble—even in the most corrupt of societies, the penalties for attempting
  bribery can be very severe.
  Customs vary from society to society, and there are often distinct signals a corrupt official
  might employ to encourage a bribe—and just as often distinct counter-signals that you
  might not know, or which you might not employ properly if you aren’t experienced with the
  region. One thing remains the same, however: an official seeking a bribe will not
  immediately write up or arrest his suspect, but will instead spend at least a few moments
  attempting to resolve the situation on the spot. When that’s the case, an appropriate (and
  defensible, if you’ve misread the official’s intent) response is to express a desire to effect
  a quick and amicable resolution. The official will then, typically, make an open offer to
  allow you to pay a fine directly to him, or to give it to him so that he may pay it for you.
  If you are not in trouble, but are rather seeking to expedite paperwork, obtain a visa, or
  encourage the lax observation of a customs official, an effective technique is to ask if the
  payment of a fee will expedite the process.
  Either way, bribery is a subtle process which cannot be carried out under the public eye.
  Make your initial moves quietly and out of sight of others. Don’t expect to take advantage
  of official corruption if you have already made the evening news or your target is under
  close scrutiny or pressure regarding your situation. If you have been arrested for a serious
  offense and think that bribery might be of use—but you don’t know how or whom to
  approach, ask the police to recommend a lawyer. If they’re looking for a bribe, they’ll set
  you up with someone who can arrange it.
  Typical rates in the Third World run:
  $10 - $30 for minor traffic violations (real or imagined); $50 - $100 for legitimate or serious
  infractions; $500 - $2,000 for very serious problems (like accidents).
  $10 - $30 (or a carton of cigarettes or bottle of booze) for an expeditious trip through
  customs; $100 - $500 for oversight of significant smuggling (contraband, questionable
  items such as electronic surveillance devices); $1,000 - $3,000 for customs oversight
  when major items (firearms, for example) are clearly being moved.
  $10 - $50 for minor police irregularities (being allowed to leave the scene of a minor crime,
  for example); $50 - $300 for oversight of minor crimes; $500 - $5,000 for oversight of
  significant crimes. If the victim is likely to make a fuss costs can soar—get a lawyer for
  any crime that’s likely to cost more than a few thousand bucks.
  Rates in Europe and North America can reach double or triple those listed above, though
  they can sometimes be surprisingly inexpensive. The risk is much higher, though, as
  corrupt officials remain the minority. Watch for the signals before making any offers.  o
  
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  In B/E’s first eight years of existence eleven employees were murdered
  in reprisal for the company’s activities, including one senior staff member.
  Three relatives or spouses were also killed. One uninvolved bystander
  died. There were forty-three incidents of assaults, and six cases of
  bombings or booby-trapped cars and homes. All these attacks were
  aimed at off-duty operatives or their loved ones.
  The work we do inevitably makes us targets of violence. Reprisals
  for the real and imagined harm we do to terrorists, criminal organizations,
  hostile corporations and foreign governments can be directed at any
  BlackEagle employee, at any time. Generally, reprisals are aimed not at
  particular operatives, but at the company as a whole, which means you
  may be a target regardless of your involvement. Attacks come on
  assignment, off duty, and against company facilities, operatives, their
  homes, families, and friends.
  Any sort of “normal” existence leaves us vulnerable to these attacks.
  But there are steps that we can take to afford us some protection without
  forcing us into lifestyles of paranoia and suspicion. This section covers
  some of those steps—integrating them into your work and day-to-day life
  will make you a harder target, and might just save your life.
  Home Security
  Protecting yourself and your family begins at home. Use your profes-
  sional experience to asses your home’s vulnerability. You don’t need to
  make your home into a literal castle, but you can take some passive
  security measures. Start with new locks—most builder-installed locks are
  pretty cheesy, as you probably know. Look into an alarm system,
  especially if your home is secluded or isolated. After reading the next
  chapter (Surveillance and Physical Security), ask yourself if you have a
  secure perimeter. Check that perimeter—all your doors and windows—
  twice daily. Be perceptive about your home—your ability to know if
  something “feels wrong” may be your strongest security asset. A pet can
  help in this respect—even a very non-aggressive dog will respond
  noticeably to the presence of intruders. Finally, keep in touch with your
  neighbors. They can be excellent watchmen, especially if they know you
  are a target.
  Keep a cellular phone in the house, so you have a way to call for help
  if your lines are cut. Plan an escape route, and practice it if you have a
  family. If your home is large, choose an interior room as a sanctuary. Give
  it a decent door with a good lock, and keep a cellular phone inside. If the
  house is assaulted, your family can hide there and wait for authorities.
  Chapter 2:
  Protecting
  Yourself and
  Those Around
  You
  
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  Techniques 26: A Home Security Kit
  Many operatives keep firearms at their homes, in case their work makes them targets for
  prowlers, assailants, or even assassins. While that’s a good idea (presuming that you
  store your weapon in a safe manner), there are a number of other items that should be
  in every operative’s home in case of attack or invasion. As mentioned in the text, a cell
  phone is a bare minimum—any concerted attack on your home will begin with the phone
  lines being cut. It’s better still to maintain a complete kit in a location where it can easily
  be accessed. Don’t use the items in your kit for day-to-day functions—if you do, you’ll
  likely find them scattered or lost when you need them. Instead, set them aside in an easily-
  accessible place (in your safe room, for example), where you know they’ll be when you
  need them.
  Your complete kit should include at least:
  • a firearm.
  • extra ammunition, pre-loaded into magazines or quick-loaders.
  • a cell phone, with 911, the office phone number, and those of the operatives in
  your cell programmed into speed-dial.
  • a good first-aid kit.
  • a flashlight and extra batteries.
  • a fire extinguisher.
  • spare keys to your home and car, and perhaps to a neighbor’s if you arrange
  it beforehand.
  • two or three smoke grenades, to aid in escape and evasion.
  If you have spares, or can afford to purchase them:
  • a light ballistic vest.
  • a pair of night-vision goggles, and an IR flashlight.
  It’s also a good idea to keep a miniature version of this kit in your car, for use not just
  when under attack but in any unexpected tactical action. Again, keep this kit as a
  backup—don’t use this stuff for regular tactical action, or you’ll discover it missing or
  misplaced when you truly need it:
  • extra ammunition, pre-loaded into magazines or quick-loaders.
  • a radio, with your cell’s standard freqs pre-programmed.
  • a good first-aid kit.
  • a flashlight and extra batteries.
  • a light ballistic vest.
  • a pair of night-vision goggles.
  For both your home and car kit, keep all of these items in a gym bag or similar tote so that
  you can grab the entire kit on the run if necessary.  o
  Movement and Public Activity
  Attacks on BlackEagle offices are pretty rare, presumably due to the
  security precautions we take. Attacks on operatives on assignment are a
  little more common, but your unpredictable schedule will make you a
  difficult target while working. Adopting the advice above will reduce your
  vulnerability at home. But even though those three areas may account for
  ninety percent of your time, the remaining ten percent are the most
  dangerous. The majority of attacks on operatives occur while in public,
  often on the road between home and the office or at other points in your
  daily routine.
  The big secret, then, is not to have a daily routine. Don’t drive to work
  by the same route every day, or at the same time. Don’t always shop at
  the same places. Own more than one car, or use public transport fairly
  often. Make your route and vehicle decisions randomly, and at the last
  minute.  Those elements of your daily life that you can’t randomize, like
  when your child gets out of school, don’t talk about. You can’t prevent a
  determined attacker from finding out about your life, but you can make it
  harder.
  Travel
  International travel can be a hazardous activity for B/E operatives. You
  are far from the protection and resources of the company. You are in
  unfamiliar territory. Someone gunning for you has all of the advantages.
  And in addition to the danger of attacks aimed at you, you face the threat
  of common terrorism and crime in remote areas where you can’t count on
  the competency of official response.
  Protecting yourself while on the move boils down to common sense.
  While travelling, you have little control over the environment, you can’t
  control the degree of security, and you often—especially when travelling
  internationally—can’t even go armed. Prevention is the best cure.
  • Don’t stand out. Don’t do, say, or wear anything that identifies you
  as a BlackEagle operative. In fact, when travelling overseas, try not to
  stand out in any way. Wear average clothes—not too nice, but not too
  shabby, either. Avoid t-shirts with slogans or distinctive artwork, as well as
  jewelry and jeans or other clothes that might be seen as decadent or
  desirable.
  • Don’t be predictable. Don’t always take a direct flight to your
  destination, especially if it’s public knowledge. In fact, book more than one
  flight, with close departure times. Reserve hotel rooms in more than one
  hotel, or don’t make reservations at all. If you are staying in one city for
  more than a couple of days, change hotels once or twice.
  
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  Techniques 27: Countersurveillance on the Road
  Ops on your home turf are challenging enough, but when you’re abroad security becomes
  even more difficult to maintain. A hotel room or hastily-rented villa doesn’t offer the secure
  base of operations that the office or even your own home provide. Fortunately, there are
  a few tricks that can minimize the threat to your operational security and help you
  determine the presence and nature of surveillance against you. These techniques fall into
  three general categories: building a secure space; camouflaging movement to stymie
  surveillance; and employing telltales to warn of surveillance efforts. Which of these efforts
  you employ, and to what extent, depends on the nature of your assignment and the
  degree of surveillance you suspect might be used against you.
  Building a secure space is a fundamental priority: if you don’t take this step, your other
  countersurveillance efforts may well be a waste of time. The most obvious step is to
  search your space (be that a hotel room, apartment, house, or other locale) for listening
  and observation devices. A visual search is a necessity, and a sweep with a transistor
  detector is a good idea if you have one. Don’t forget ceilings as well as walls and
  furnishings; vents, hung ceilings, and false fire sprinkler heads are ideal spots for placing
  such bugs.
  To counteract vulnerability from surveillance
  that might come from adjoining rooms or
  apartments, rent two or more rooms or
  suites, then use the rooms in the middle—
  those that are bounded on all sides by
  spaces under your control (like the
  rooms in this diagram, in the middle
  of two rented suites). In a hotel it
  will be difficult if not impossible
  to control rooms above and
  below yours (you may be
  able to rent them, but that
  doesn’t mean you can keep
  them secure), so pay special
  attention to ceilings and floors when-
  ever you use this room.
  Camouflaging efforts are simply steps to make surveillance difficult. Choosing hotels with
  multiple entrances (and learning the location of rear or emergency exits), stairwells, and
  elevators is a good first step—that’ll make it hard for an observer to track your comings
  and goings. Requesting a room adjacent to the ice maker and vending machines can
  provide the audible and electronic hum that often frustrates eavesdroppers (you can
  make your own hum by opening the door to the minibar refrigerator, so that the
  compressor runs continuously). Think of times when you’ve had difficulty surveilling a
  target, and choose similar conditions and actions.
  Telltales are tricks that can alert you to the surveillance efforts. The old spy-novel
  technique is a good one: lick a hair and stick it to the door and frame as you exit your hotel
  room—if it’s gone or broken when you return, someone may have been (or may still be)
  inside. Place items in a particular arrangement or pattern that intruders won’t notice—but
  you will if they’re moved. Leave a light coating of dust on your door mat, or spray the
  doornob with UV-reactive hairspray.  o
  • Don’t be an easy kill. Some criminals and terrorists, especially
  amateurs, still have a little compassion. Keep photos of loved ones (real
  or phony) in your wallet and passport. If taken hostage, talk about your life.
  Keep the enemy from dehumanizing you, and it will be harder for him or
  her to kill you.
  Protecting Yourself on the Job
  Discussion up to this point has been on protecting yourself while off-
  assignment. But there are a few tips you should know about keeping the
  job safe, too. Most killings on the job occur in “stand-up” fights—the
  tactical situations covered elsewhere in this book. But many are assas-
  sinations, and most of those occur because something that the operative
  knows or is doing makes him a target. Adopt the following pointers to keep
  your job safer:
  • Be circumspect about using your name. Sometimes you need
  to identify yourself. Sometimes it’s advantageous to tell people who you
  are and who you work for. But if there’s no reason to do so, don’t identify
  yourself. Have a few bogus names for yourself and your cellmates, so you
  can spontaneously fall back on them. If the enemies know who you are,
  they can come after you. If not, you hold the cards.
  • Don’t let them know what you know. When questioning an
  informant or confronting an adversary, don’t let him pin down what you
  know, or even what you are up to. Throw in a few pointless questions, or
  questions for which you already know the answers. Never leave a
  conversation having given away more than you learned.
  • Make yourself more valuable alive than dead. Avoid situations
  that make your death attractive to the enemy. If you “know too much,”
  record what you know. Make copies of incriminating photographs, video
  or other evidence. Put these things in a safe place—someplace where the
  enemy will never think to look. In fact, make two or three copies, and hide
  them all over town (it’s not a good idea to hide sensitive evidence in the
  office, although you can let the office know where it is). Then make it
  known, if possible, that the information will go public on your untimely
  death.
  • Maintain the initiative when dealing with dangerous individuals
  and organizations. Don’t let them call the shots. Regard any hastily set-
  up meeting with suspicion. If someone won’t let you set the agenda, they
  may be setting you up. Get to meeting points ahead of time, then observe
  from a distance until the other party arrives (see the “Hostile Meeting”
  sidebar, on page 117). Never blindly walk into a disadvantageous tactical
  situation. Use payphones and untraceable datalines.
  
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  Techniques 28: Office Security Drill
  Security at the office is of paramount concern, as recent attacks on BlackEagle operatives
  have demonstrated. Every operative should be prepared to defend the office and be well-
  drilled in basic security operations. Know where your safe room is. Walk the shortest route
  to the safe room from every area of the office. Identify danger areas in each route—areas,
  such as stairwells or the entrance lobby, that might allow intruders to cut you off. Be aware
  of who is in the office with you, especially when you’re there during off-hours.
  How an attack scenario unfolds can vary wildly depending on your office layout and
  security measures and the means and objectives of the attackers. Nevertheless, keep
  these points in mind, and follow them—in the general order of priority listed here—if your
  office should ever come under attack:
  1. Take cover. You’ve just been surprised, but it’s a good bet your attackers are well-
  prepared. Get your head down first; worry about moving or fighting back next.
  2. Trip the alarm. If there’s an alarm switch near you, hit it.
  3. Fight back. If the attackers are in sight, return fire or move to subdue them.
  4. Get on the phone. If you can’t see the attackers, call for help. Do this even if others are
  also doing it, or have already done so. Use a cell phone if you have one on you—the office
  phone lines are probably down.
  5. Move to the safe room. Move quickly but carefully. If you are engaged with the
  attackers, retreat towards the safe room even if you seem to be beating them, until you
  are certain that they are defeated and that there are no additional attackers.
  6. Determine who’s in charge. That’s your cell leader if he or she is present, or any other
  cell leader if not. Let that person know that you’re there, whether or not you’re injured, and
  whether or not you’re armed. Follow that leader’s orders.
  If you are the leader at this point, do the following:
  1. Press the attack or complete the retreat. Decide—quickly—whether to repel the
  attackers or withdraw to the safe room. If you have any doubt, withdraw. Either way,
  choose a course and commit to it.
  2. Tally your personnel. Get a rough idea of how many people you’ve got, and how many
  of them are combat-capable. Try to determine if there are personnel unaccounted for who
  were likely in the office at the start of the attack, but don’t waste too much time on the effort
  at this point.
  3. Get on the phone again. Even if the police have already been called, call them again.
  Then call the Senior Cell Leader and other cell leaders.
  4. Ensure that the vault is locked. Check it. And notice whether the office computers are
  dumping their files—they should be doing it automatically when the power is cut or the
  alarm tripped. If not, something is wrong, and that may relate to the attackers’ objectives.
  5. Finally, identify the attackers. Throughout this process, be observant. Who the
  attackers are and what they want will be an important issue when the attack is resolved—
  and might save your lives during the assault.  o
  Risk is an inherent and unfortunate hazard in our occupation, and nothing
  can completely eliminate the threat to yourself and those around you.
  Common sense and a few simple steps, however, can reduce the danger
  to you and your friends and family without forcing you into a lifestyle of
  paranoia and constant worry.
  
  Physical Security and Surveillance Systems
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  BlackEagle operatives are in a unique position. We have to be experts on
  physical security—in more than one way. One week we are asked to
  provide security for an important meeting of international leaders, the next
  we may be hired to break into the highly-secure office of a mob boss. In
  either event, it is very important that you know about physical security
  systems—how they work, and how they can be defeated.
  Security Systems
  Like everything else, there is a strategy to the composition of physical
  security systems. A large, well-planned, well-run security system consists
  of physical detection and deterrence measures, personnel control and
  access accountability, a force of well-trained guards, and an auditing plan
  that ensures that no intrusion or leakage will go unnoticed. Such a system
  is well-balanced, well-tested, and nearly invulnerable. But few such
  systems exist. Many organizations feel they are too small or poor to invest
  in a complete system, or don’t rate the risk high enough to warrant the
  effort. Others suffer from poor management. They build unbalanced
  systems, perhaps relying on minimum-wage guards after spending
  millions on detection and deterrence, or failing to carry out their own
  policies on access restriction or protection of goods due to the inconve-
  nience such policies inflict on day-to-day operations. A great many face the
  inherent difficulties of retro-fitting new systems to old, unsecure buildings.
  Despite their relative rarity, this section focuses on well-designed
  systems. If your assignments require you to defeat a lot of security, you’ll
  be prepared for the worst—anything less will just be easier. And if required
  to provide security, you’ll have the best possible model to emulate.
  Most modern security systems are centralized and computerized,
  often controlled by the same CPU that handles compound or building
  environment controls, the elevators, and the fire alarm and suppression
  system. The brain of the operation is the central monitoring console,
  which in a large office building or hotel is sometimes in the lobby, but is
  more often in a rear security and engineering center. The central monitor-
  ing console controls the intruder detection system, the access control
  system, the closed-circuit video system, and the radio communication
  system, as well as the engineering and emergency-management func-
  tions of the system. It may also monitor and control telephone and data
  lines coming into the compound or building.
  Security measures are not sprinkled around randomly—they are
  planned and layered to protect likely targets of intrusion. A large office
  building, for instance, will have a securable perimeter, some degree of
  surveillance and traffic control in public areas, and dense security around
  likely intrusion or burglary targets and avenues of approach to those
  targets. Security is also attuned to the nature of the threat. For example,
  Chapter 3:
  Physical Security
  and Surveillance
  Systems
  
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  Techniques 29:  Security Strategy
  The schematic below shows a section of a corporate compound with an office building,
  illustrating the use of security tactics. Although there may be many protected points in any
  given building, this example focuses on a single one, a secure off-line computer in an
  upper-floor office. Look at the security measures that an intruder would face in getting to
  the computer:
  Outermost is the first security perimeter, a fence supplemented with lighting and,
  possibly, vibration sensors or photo-electric beams. The next obstacle is the open ground
  around the building—the dark band inside the fence represents the patrolled area, which
  may also be surveilled by video. Selective lighting rounds out this layer.
  The walls of the building itself form the third layer. The building creates a second
  perimeter, with restricted access through locked doors and video surveillance. Inside, the
  lower-floor corridors are patrolled and also watched via video. The elevator is watched
  by a camera and its use, or the opening of its doors, are reported to the central monitoring
  console.
  The upper-floor office block has additional security. All accessways onto the floor—
  elevators, stairwells, shafts and ducts—are restricted, monitored, and alarmed, forming
  a third perimeter. In addition, the right-rear office is video monitored and subject to
  photoelectric beams and motion detectors, providing area security for the entire office.
  Lastly, the computer itself is locked and monitored via video.
  This instance demonstrates a typical synthesis of perimeter, area, and point security, as
  well as a mix of deterrent and monitoring security devices.  o
  in a warehouse that only stores vehicles and other big items, vents and
  other small openings will not be as secure as large doors.
  There are three different types of security tactics, generally used in
  concert:  perimeter, area, and point security. Perimeter security protects
  the outer limit of the building, compound, or secure area, and begins with
  the walls, windows, doors and fences that define the structure. Area
  security protects a zone—it may include everything defined by the
  perimeter, or just selected areas within it. Finally, point security protects
  a specific object or point, like a vault. The sidebar on the next page
  discusses a typical security layout for a small corporate compound,
  including the measures that protect a particular office.
  Instruments of Security
  Security measures can be categorized into two basic sets of measures:
  deterrents and monitors. Deterrents are measures such as lighting,
  fences, doors, vaults, and locks that make an intruder’s job more
  challenging, physically or psychologically. Monitors are systems such as
  alarms, video cameras, and audio sensors, that alert security personnel
  or the police if an intruder is detected. Guards and security robots function
  as both monitors and deterrents.
  Entire books could be written on security measures, or even on
  individual devices. There isn’t the space here, but below is an overview
  of some of the many types of security devices you may run across:
  • Fences are generally exterior deterrents. They can be enhanced
  with vibration or capacitance sensors. Fences can be cut or climbed over.
  • Mechanical locks might be keyed or combination. They can be
  picked, drilled, cut out of the door, or the bolt can be cut. Good ones are
  case-hardened, and have multiple bolts with internal roller-bearings,
  which make them almost invulnerable to saws.
  • Electronic locks are usually tied to the central computer’s ac-
  cess-control system. A badge with a magnetic or optical strip unlocks the
  door for five to fifteen seconds. The central computer records the person’s
  use of the lock, and may be programmed to deny access to certain
  badges or classes of badges at given locations or times. At their hearts,
  electronic locks are really just mechanical locks controlled by electronic
  devices, and the lock mechanism themselves are conventional.
  • IR and photoelectric beams are run across interior or exterior
  spaces, generally with no more than thirty yards between sensors. If
  broken, they trigger an alarm. Outside models are pulsed to resist being
  triggered by blowing leaves or small animals. If noticed, they can be
  circumvented by ducking under or stepping over the beam. Mist (from an
  aerosol can) will make visible-spectrum beams visible, but IR beams can
  only be seen with IR vision devices.
  
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  Techniques 30: Dealing with Motion Detectors
  As with any security device, the first step in defeating a motion detector is to know what
  you are up against. There are three general types of motion detectors, along with three
  general deployment strategies for them—to efficiently defeat a detector, you need to
  know what type it is and how its deployed.
  The most common types of detectors are passive infrared (PIR), ultrasonic, and
  microwave. Of the three, the PIR is by far the most frequently encountered, found in
  everything from cheap home security kits to impregnible corporate fortresses.
  Motion detectors are generally employed for
  volumetric coverage (covering an entire room
  or other area), corridor coverage (covering
  the length of a hallway or other narrow
  space), or curtain coverage (covering a wall,
  entrance, or dividing line). PIR detectors can
  be set for any of these three uses, but their
  coverage is always flat and fan-shaped (as
  shown in this diagram). They generally have
  a range of about twenty meters, or up to forty in
  corridor coverage situations. Ultrasonic or microwave detectors
  are generally only used for volumetric coverage, and they cover three-
  dimensional volumes roughly eliptical in shape. Ultrasonic units have very short
  ranges (no more than ten meters), while microwave units can detect out to twenty meters
  for man-sized targets, and farther for larger movement.
  If you know or suspect that a motion detector is in use, do your best to identify its type and,
  perhaps more importantly, its location. Ultrasonic and microwave detectors are generally
  much larger than PIR units, and they are rarely used in low-end security arrangements.
  Most volumetric detectors of all types are placed in corners, where their coverage is
  generally able to reach the walls (including windows or doors) on either side. Almost all
  units are less efficient along the edges of their coverage areas, and all have blind areas
  beneath them and to their sides. Beware, however, that quality high-security setups will
  have overlapping detectors, each of which covers the blind spots of the others.
  Motion detectors have vulnerabilities, even within their areas of coverage. For starters,
  many have test lights which illuminate when the unit detects motion. In higher-end units
  these lights are covered, but they are visible in many systems. In situations where animals
  or pets are present, motion detectors are generally not set up to cover the floor, and their
  coverage area can be crawled under. PIR systems are less effective at detecting
  movement directly towards them than they are at detecting motion across their fields of
  coverage. Almost all detectors attempt to reduce false alarms through a pulse system:
  a single detection does not cause an alarm; rather, two or more detections within a period
  of twenty or thirty seconds are needed. Thus a slow-moving intruder can make brief
  motions without alarm if they are spaced at least thirty seconds apart. Finally, PIR units
  are susceptible to false alarms from sunlight (on the sensor or a heat-absorbing object
  in the detection zone), ventilation breezes, and heat sources; ultrasonic and microwave
  units are susceptible to false alarms from incidental movement caused by winds,
  breezes, or machinery. Such factors can be used to disguise the cause of an alarm, or
  to encourage lazy security personnel to disable the alarm.  o
  • Video cameras are connected to closed-circuit systems and
  monitored from the central monitoring console. In systems with many
  cameras, up to twenty images flash on the screen each minute. That
  means that a given camera only broadcast a few seconds per minute, so
  a quick intruder stands a decent chance of not being noticed, especially
  if the guards are inattentive. In low traffic areas, however, the computer
  can do the checking, comparing the digitized video output to an image
  stored in memory. If anything looks different, the alarm is sounded.
  • Motion sensors are usually infrared. Many models not only detect
  motion, but even the presence of an immobile object not normally in the
  area—so they can’t always be defeated by slow movement.
  • Pressure mats are placed under carpet or entry mats, usually
  near doors or point targets. They sound the alarm if any weight is placed
  on them. Cheap ones can be defeated by distributing weight over a large
  area—placing a sheet of plywood over them before walking across.
  • Vibration sensors pick up vibrations in an object. They vary in
  sensitivity, and are used on fences, display cases, point targets, and, of
  course, pinball machines.
  • Proximity sensors are sensitive to the electrical fields generated
  by people, and can sense when a person gets within a couple of feet. They
  are very expensive and touchy, effective only in controlled environments,
  but impossible to defeat directly.
  • Capacitance sensors run a very low electrical current through a
  given object, detecting by change in capacitance when the object is
  touched. Again, touchy, but good.
  • Ground-surveillance radars are used outdoors and can pick up
  man-sized targets for a couple-hundred yards. They can be monitored, or
  set to sound an alarm any time significant motion is detected.
  • Robots are usually little more than mobile video platforms. Some
  models, however, can recognize motion or unusual objects in their patrol
  area, and sound an alarm. They will follow moving intruders to the limit of
  their patrol area.
  Many of these devices are virtually undefeatable directly. They must be
  avoided or cicumvented to get around them. Never look at a security
  problem as a bunch of individual challenges—look at it as a system, and
  find some way to defeat the system as a whole.
  Weak Links
  A security system is like a chain—only as good as its weakest link. A
  cliché, but true none the less. When analyzing a security system, look for
  aspects that create the weak link. That’s where the system is vulnerable.
  Without going through the millions of possible problems you might find,
  
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  Techniques 31: Dealing with Wires and Beams
  Beams and wires are used to protect perimeters and in point security around specific
  targets. Photoelectric beams are not commonly used in low-end security systems, though
  they are sometimes found in sophisticated setups and are becoming increasingly
  common in outdoor perimeter systems. Wires are rarely used in indoor security, but are
  used in both civilian and (more frequently) tactical outdoor perimeters. Beams are
  detection devices, generally connected to alarm systems, while wires can be connected
  to alarms or to physical noisemakers, flares, or even (in tactical applications) mines or
  grenades.
  Beams and wires are both difficult to detect from a distance, and can generally only be
  located point-blank. When detected, they can be easily avoided by carefully stepping over
  or under them. An ideal beam system will have too many beams, in too many directions,
  in too little space, to crawl through or over—but most systems (especially perimeter lines)
  are not that elaborate.
  The visible-light beams seen in Pink Panther movies are a thing of the distant past—
  modern systems rely primarily on infrared lasers, which are not detectible to the naked
  eye. That doesn’t mean that the old trick of spraying a little aerosol into them doesn’t work,
  though—the beams will show up when viewed through night-vision goggles if they pass
  through smoke, dust, or particulates. Take a spray-bottle of water with you when
  attempting to penetrate an area guarded by beams. As you move through the area, pause
  every few steps and spray a light mist into the air before you. Watch through night-vision
  goggles for beams in the mist cloud.
  For wires, the trick is to move slowly and deliberately. Before taking a step, gently extend
  your hand at head level, then slowly lower it, feeling cautiously through the air all the way
  down to ground level. Then straighten, lift your foot straight up, and extend it no farther
  than you felt with your hand before gently bringing it down. Repeat the process before
  your next step.
  Ghost walking like that can take forever, but it’s the only way to safely move through an
  area that you believe to be protected by wire alarms or traps. If you don’t have that much
  time, a quicker though much less reliable method is to carry a lightweight wand—a thin
  stick or branch—and gently feel for wires with it as you move. That’s an iffy method,
  though—if you know or strongly suspect that there are tripwires around, take the time to
  ghost walk.
  Obviously, with either method you should stop and investigate anything you feel with your
  hand, foot, or wand. Never cut a wire—most wire systems (even primitive grenade traps)
  are activated not only by the excess pressure of someone snagging the wire, but also by
  the lack of pressure of a wire being cut.  o
  here are a few possibilities:
  • The computer. Ideally, the central control computer should be
  totally off-line—unreachable through the nets. However, since many
  buildings use the same system to control environment and engineering
  tasks, sometimes that rule isn’t followed. And even when it is, there are
  often sites within the compound, other than the central monitoring
  console, that can access the controlling computer. A hacker can surrep-
  titiously command video feeds, access control systems and alarms, or
  even lock the security personnel out of the system. If intruders control the
  CPU, the system is compromised in the biggest possible way.
  • Communications. Most if not all security and monitoring devices
  are tamper-resistant or self-protecting. In a well-designed system, the
  communication lines between these devices and the central CPU should
  also be well-protected, but that is not always the case. The most sensitive
  device imaginable provides no security if it cannot alert the central
  monitoring console, or whatever else it is tied to. Of course, most systems
  monitor the integrity of their communications, but a skilled intruder can
  break lines without alerting the controlling computer, if he can get to them.
  • Guards. Ultimately, it is the security staff that reacts to an intrusion,
  and if the guards are unskilled, their response will be as well. Find out if
  the company has its own staff, or if the guards are contracted from an
  outside firm (personnel records will tell you, or the agency name might
  appear on the guards’ badges or uniforms). If you can identify a contract
  firm, find out how reputable it is. A few provide well-trained personnel—
  most hire minimum-wage drifters with next to no training. Incidentally, it
  takes about five full-time personnel to keep one guard position manned
  twenty-four hours a day, seven days a week. Personnel records can,
  therefor, indicate roughly how many personnel are on duty at any given time.
  • Access. It is hard enough to foresee all the possible ways into an
  area when a security system is designed into a new building. It’s even
  worse when security is retro-fitted into an existing structure. On top of that,
  changing demands are not always met with changes in the security plan.
  For instance, in the example quoted a few sections above, small
  accessways in a warehouse were less secure than large ones because
  the only stealable merchandise was quite bulky. But if the owners start
  storing smaller items there, someone has to remember to upgrade
  security on smaller openings—and that doesn’t always happen. Look at
  the use history of the building, and always check plans for accessways
  that might be under-secure.
  • Routine. Good physical security must be backed up by proper
  use. The most impenetrable vault in the world does no good if someone
  leaves it standing open. The fact is that most security policies are
  occasionally forgotten, and sometimes routinely ignored. Learn the
  habits of the people who work in secure areas, and you will learn a lot
  about the system’s vulnerabilities.
  
  Tactical Operations
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  Tactical situations are the most dangerous events operatives ever face.
  Combat is confusing, difficult and deadly. Whereas a bungled investiga-
  tion will lose you a contract, a bungled tactical op can lose you your life.
  Study this section, learn from it, and practice its principles in order to
  succeed—and survive.
  The Basics
  An intensive study of the art of tactics can last a lifetime, especially given
  the broad scope of BlackEagle activities. But if you forget everything
  you’ve ever learned or been told, remember this: combat is a bewildering
  environment, and the side that can stave off confusion and remain a
  cohesive unit the longest is generally victorious. The following three
  points, as general as they are, will help minimize the “fog of war” and keep
  your cell an effective tactical unit. Remember them and practice them,
  and all of the tasks and techniques covered in this book will seem easy
  and natural. Forget these three points, and your tactical operations will be
  plagued with confusion, difficulty, and failure, no matter how well you
  know the drills.
  • Planning. You must be properly prepared for your operations.
  Gather as much information on your objective and/or the hostile forces as
  possible. Identify and assess variables. Exploit your advantages. Under-
  stand your weaknesses. Prepare for contingencies. Be certain that every
  member of the cell, and anyone else involved in the operation, under-
  stands his or her part, as well as the overall scope of the plan. And
  whenever possible, set up a drill and practice beforehand. Then fine-tune
  the plan. There can never be too much planning, but many operatives
  have died because of too little.
  • Coordination. A BlackEagle cell, like any good combat unit, is
  much greater than the sum of its parts—a small cohesive element is far
  more effective than an uncoordinated mob, even a much larger mob. The
  minute your cell looses its coordination, you cease to function as a unit
  and become just such a mob, and a small one at that. Coordination means
  each cell member knows his or her function, the cell leader is able to keep
  on top of things, and cell members can communicate with one another as
  needed. The first step towards good coordination is good commo. The
  second is practice and experience. Failing those, cell members need to
  keep cool heads, remember operation priorities, and keep track of one
  another, the adversary, and events around them.
  • Mobility. When you are pinned down in combat, you loose
  initiative and are vulnerable to the full brunt of the adversary’s combined
  resources. Mobility is an advantage that should never be discarded, even
  Chapt er 4:
  Tact ical
  Operat ions
  
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  Techniques 32: Working With an OpOrder
  If your cell does a lot of work with mercenary or military forces, you will probably run into
  an Operation Order (OpOrder for short) or something like it. An OpOrder is the document
  that orders a military operation, laying out the specifics for how it will be carried out and
  what it is intended to achieve, as well as background information pertinent to the
  assignment. The OpOrder described here follows U.S. military standards, but virtually
  every military and mercenary force around the world uses something more or less the
  same.
  The OpOrder contains several major sections, describing the situation, the scope of the
  mission, and the planned execution. It may also contain annexes covering insertion and
  extraction, fire support, and other relevant information.
  • Situation. This section covers physical conditions and the status of friendly and hostile
  forces. The opening paragraph describes the terrain, the forecasted weather, and other
  pertinent facts such as vegetation type and sun- and moon-rise and set times. The second
  paragraph describes the friendly forces involved or operating in the area, including an
  overview of fire and logistic support, and attachment and detachment of elements to the
  units participating in the operation. The final paragraph covers what is known of the
  enemy, including force size, activities, resources, location, morale, and likely response
  to contact.
  • Mission. This section covers the overall scope of the operation. It begins with a
  scheme of maneuver for the various units involved, goes on to explain the commander’s
  intent in ordering the mission, and finally gives an overview of what tasks each unit will
  be carrying out during the operation.
  • Execution. The execution section describes the activities that you will carry out. It
  begins with an overview of your task, then goes into whatever level of detail is appropriate
  concerning your activities and coordination with other units. It includes specifics about
  your insertion point, movement lane, extraction point, objec-
  tives, and timetable.
  • Admin and Logistics. This section covers supply,
  transportation, medical evacuation plans, and miscella-
  neous issues.
  • Command and Signal. The final section covers
  communications methods, including radio frequencies
  and call signs, passwords, and the use of flares and
  smoke for signalling purposes.
  Depending on the type of operations you carry out,
  you may some day receive, or even be called on to
  issue, an OpOrder. Generally, OpOrders are given
  just prior to the commencement of the operation—
  usually the same day. They are preceded by
  warning orders, which cover the same topics in
  much less detail, but which are issued far enough
  in advance to give the unit time to prepare.  o
  in a defensive situation. Stay on the move, and you force the enemy to
  constantly react, never allowing him to go on the offensive. The converse
  is also true—so if you find yourself constantly maneuvering to counter the
  hostile force’s moves, the situation is probably about to turn against you.
  Simply drawing up a plan, buying some radios, and trying to stay on the
  move will not guarantee success in combat. But in small-unit tactical
  situations, attention to these three elements will give you an advantage
  even against a larger and better-armed force. It’s not the size of your guns
  that will decide a tactical situation—it’s how you use your brains and how
  you work as a team.
  Planning Tactical Actions
  The types of tactical situations that BlackEagle operatives find them-
  selves in are numerous beyond description. Sometimes, especially when
  engaged in para-military work or when coordinating with regular military
  forces, specific planning procedures need to be followed (see the
  Operation Order sidebar). Even when this is not required, the steps
  outlined here should be considered when preparing for a tactical situa-
  tion. Whether a cell has weeks to prepare for a jungle patrol, or finds itself
  setting up an impromptu raid on a hostage scene, these steps should all
  be followed or at least addressed.
  1. Begin with a clear and complete definition of the objective.
  You must know exactly what it is you are trying to accomplish before you
  begin to plan, let alone act. Reduce the objective to its most basic form,
  stripping away all extraneous elements. Be sure that everyone involved
  in the operation, and especially in the planning stage, is working from the
  same sheet of music.
  2. Gather Intel. Put together as much information as you can about
  the adversary, objective, and conditions surrounding the situation. Use as
  sophisticated an approach as is feasible—whether that means running a
  full-fledged background investigation, or simply observing the objective
  for a few moments through a pair of binoculars. Try to put together as
  complete a picture of what you face as possible, accounting for hostile
  personnel, weapons, supplies, defensive positions, and surveillance.
  Also, consolidate all intelligence you have on the adversary’s tactics and
  likely or expected course of action. Finally, look at additional factors like
  terrain and weather, and try to be aware of how they might affect your
  plans. If you plan to move at night, find out what the moon stage and cloud
  cover are going to be like, as well as the time of sunrise. Get good maps
  and, if possible, building layouts. Good intelligence minimizes the poten-
  
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  Techniques 33: The Five-Point Contingency Plan
  You may notice that many of the tactical techniques discussed in this chapter require the
  cell to split up. Objective recons, for example, are often carried out with two or more small
  observation groups, and an advance party is sent out to reconnoiter a patrol base or link-
  up point. Obviously, when a cell splits up the leader can only be with one element. That’s
  where the five-point contingency plan comes in. It’s simply a brief set of instructions for
  the other element, covering the possibility that something goes wrong.
  If you are the cell leader, make a five-point contingency plan any time you will be away
  from part of your cell. The plan doesn’t have to be sophisticated or detailed—it just needs
  to cover what to do in case you get hit, the other element gets hit, or one of you fails to
  return. The five points are simply who, what, when, where, and how.
  A sample contingency plan might go as follows:  “Joe and I are going out to scout the patrol
  base sight. It’s about three-hundred meters south of here, so if we get hit, you’ll hear it.
  If it happens, we’ll retreat back to the last rally point. Meet us there. Do the same if you
  get hit. If nothing goes wrong, we should be back in half an hour. If we’re not back in an
  hour, try to reach us by radio. If we don’t answer, get out of the
  immediate area and keep moving along our current azi-
  muth. We’ll catch up if we can.” This plan is neither
  detailed nor sophisticated, but it is
  enough to prevent confusion and
  allow the unit to regroup if a
  simple leader’s recon
  should go awry. It cov-
  ers the five points for
  both parties and the
  more obvious major
  contingencies.  o
  tial for nasty surprises and increases options in the planning stage, so
  gather as much as possible.
  3. Assess your capabilities and assets. Start with personnel,
  keeping in mind specialized skills and abilities and where they might be
  needed. List weapons, ammunition, and special equipment available.
  Look at the availability of backup, reinforcements, police assistance (if
  applicable and desired), and, when working with mercenary or regular
  military forces, the possibility of air and fire support. Don’t forget incidental
  or environmental factors, like defensible terrain or advantageous weather.
  4. Establish a course of action. Plan backwards from actions on
  the objective, or even from the escape or extraction if that will be complex.
  Backwards planning allows you to account for requirements at the
  objective, then figure out how to meet those requirements before combat
  starts, and gives you an accurate idea of your time framework. When
  planning, keep in mind the optimal use of equipment and heavy or special-
  use weapons. Decide who will deal with specialized tasks, like countering
  surveillance or security, placing demolitions, tending wounded, freeing
  hostages, etc. Make sure that the plan accounts for communication within
  the cell, and with any outside elements that may be involved. Take
  maximum advantage of assets, terrain, and environmental conditions.
  Don’t forget to account for insertion and extraction, and for rally points or
  escape methods if things don’t go as planned. Know how you will deal with
  your own casualties. Have specific back-ups for major contingencies.
  5. Prep for combat. Brief personnel that were not involved in
  planning. Contact other elements involved, particularly if you are relying
  on outside transportation or fire support. Gather and prepare equipment.
  Assemble personal kits. Distribute special equipment according to who
  will be using it. Take care of any additional elements called for, like the
  preparation of defensive positions or the pre-placement of equipment,
  demolitions, etc. Use any additional time to go over the plan as much as
  possible, including dry runs and practice drills.
  These five points are the most basic aspects of preparation for a known
  tactical situation. When your cell has the luxury of weeks to prepare for
  an operation, you’ll want to go through every point mentioned above
  carefully, repeatedly, and in great detail. Go over your plan, rehearse it,
  analyze it for weaknesses and unforeseen contingencies, and refine it.
  You can never be too ready to enter into a tactical situation
  But even when a tactical situation arises suddenly, leaving little time
  to prepare, these basics can and should be employed. Take stock of the
  situation, know your objectives, assess your capabilities, and put to-
  gether a quick plan before taking any action, even if you have just a few
  seconds to do so.
  
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  Techniques 34: Field Tactical Kits
  Every tactical assignment is different, and requires different equipment. However, certain
  equipment is almost always good to have along—as you put together a checklist for any
  tactical assignment that will take you out into the field, start with these basics for each cell
  member:
  • an appropriate personal weapon and sufficient ammunition; a secondary weapon
  and ammo; grenades as appropriate.
  • a good knife, preferably a rugged one with a built-in wire-cutter.
  • a pancho and liner or blanket: keeping warm and dry is critical, and these items are
  also useful for camouflaging positions and carrying casualties.
  • a compass and map: a necessary personal backup for your cell’s nav gear.
  • a basic first aid kit.
  • water, and water purification tablets.
  • a small flashlight: even with good night-vision gear, there’ll be times when you just
  have to see clearly.
  • electrical tape and parachute cord: two basic tools for field-expedient
  repairs or construction.
  • a weapons cleaning kit: get your weapon jammed or gummed up,
  and you’re worse than useless to your cell.
  • personal cammo makeup.
  • bug repellant: it’s hard to remain stealthful when being eaten alive.
  • smoke grenades.
  • chemical lightsticks.
  • a paper pad and pencil.
  • zip-lock or waterproof bags.
  • personal commo gear.
  • night vision gear.
  • changes of socks and underwear: one for every two
  days in the field.
  • food, as needed.
  In addition to those items for each individual, your cell should have at least:
  • unit weapons (grenade launchers, rockets, etc.) as appropriate, with ammo
  distributed; explosives (including det cord and claymores) as appropriate.
  • a satellite telephone or tactical radio capable of contacting allied units.
  • a good medical kit.
  • a machete and/or hatchet.
  • rope.
  • heavy tape (in cammo or a dark color).
  • a bolt cutter or heavy wire cutter.
  • extra batteries for electronic gear.
  • navigation gear (such as a GPS receiver).
  • a small field water purifier.
  This is basic gear only; specific objectives or environments may demand many
  additional items. Likewise, you may be able to eliminate some of the items on this list
  for specific assignments—but have good reason if you’re omitting anything as basic
  as the items listed here.  o
  Being Prepared for that Unplanned Incident
  Most of this text discusses tactical situations as though you always have
  all the time and resources needed to prepare for them. Of course, that’s
  rarely the case. Nine out of ten tactical incidents will be unplanned, often
  starting with little or no warning. Prepare for these incidents: there are
  steps you can take to be ready for the unexpected.
  • Know your cell. This is the most important thing you can do.
  Practice tactical maneuvers. Establish your own SOP for movement,
  mutual support, and sectors of security. Have one or more default meeting
  points in your city, so that you can get back together if separated.
  Basically, be able to move and act as one cohesive unit when a tactical
  situation arises, so that you won’t have to pause to get organized.
  • Know the terrain. Know the neighborhoods of your city. Know
  where the major roads are, and the police stations and especially
  hospitals. If there are gangs, learn their turfs. If there are bottlenecks—
  bridges, tunnels or causeways—know how to get around them.
  • Have equipment on hand. That means carrying a weapon, or
  having one handy—the dangers of the job can follow you home. Keep a
  weapon in your car, at least one in your home, and one on your body,
  preferably with a back-up. Keep a rudimentary tactical kit—maybe a vest,
  a radio, and some extra ammo—someplace handy, like the trunk of your
  car (see the sidebar on page 65).
  • Don’t disappear. Make sure your cell members and the office
  know where you are when you go out on assignment. Keep some means
  of communication—a radio or portable phone—on hand. Between as-
  signments, check in with the office or your cell leader every couple of
  days.
  There is no end to the efforts you can take to prepare for the unexpected.
  Use your imagination—many of the steps you take will be geared towards
  your current assignment, or your local conditions. But never rule out the
  unexpected, on assignment or off. Expect contingencies, and prepare for
  them.
  Tactical Principals
  A tactics manual can be written as a series of standard procedures for
  specific circumstances, and many are. But there are basic principals
  underlying most tactical doctrine, and understanding these principals is
  often more beneficial than memorizing steps in a few dozen tasks.
  Besides, BlackEagle operatives face so many very diverse types of
  
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  Techniques 35: Passwords
  Passwords are used to identify friendly individuals or units when they aren’t directly
  recognizable—when you link up with an allied military unit, approach members of your
  cell in the dark or under cover, or meet a nervous informant at a hotel room. Passwords
  should be employed any time identification of friendly personnel is hard to verify, but they
  aren’t necessary when you can easily recognize people that you know.
  Most military forces rely on two types of passwords: challenge-and-response passwords
  and running passwords. Challenge-and-response passwords are used most commonly,
  and generally consist of a two-word phrase. Running passwords are used in emergencies
  when there isn’t time for the normal challenge and response process (for instance, when
  a military unit is approaching friendly lines with hostile forces hot on its heels), and are
  usually just a single word.
  In both cases, military forces change both passwords daily. That’s a good idea for an
  operative cell that’s working with outside forces, clients, or others, but for a cell operating
  on its own there’s probably little need unless the passwords are frequently used and might
  be overheard. Otherwise, switching passwords every day can lead to unnecessary
  confusion and forgotten passwords.
  Passwords should be random words, unrelated to the assignment and the operatives.
  Challenge-and-response passwords should consist of two unrelated words, such as
  “baseball moonscape” (rather than something that might be guessed, such as “baseball
  homerun”). Make sure that everyone memorizes the passwords (don’t write them down),
  and that if you are switching passwords every day or at some point in the assignment, that
  everyone is clear on when the new passwords go into effect.
  Rely primarily on your challenge and response password. The password is initiated with
  a challenge from the sentry or individual who detects the approaching person or unit—
  he orders the approachers to halt and identify themselves. Presuming they identify
  themselves as friendly, the sentry issues the challenge word,
  and the approacher responds with the response word. The
  wrong word from either side alerts the other to trouble. If the
  challenge and response are both correct, the sentry (still at
  the ready) has the approacher come forward to
  be seen, and, assuming that everything
  is as expected, allows him or his party to
  pass.
  A running password is simpler: the
  approacher simply hollers out the pass-
  word as he approaches, and the sentry
  lets him through. The running password
  is an alarm call, however, alerting the
  sentry and all else that hear it that trouble
  is on its way—so a hostile force using a
  captured running password gives up the
  advantage of surprise by using it.  o
  tactical problems that trying to address them all would be a herculean
  task. Some specific problems will be addressed later, but we will start here
  with a few of the basic concepts that take you a long way in dealing with
  your own tactical problems.
  Assault and Support
  Before any detailed discussion of small-unit and individual tactics can
  begin, you should understand one of the most fundamental precepts of
  modern tactics: Assault and Support. The assault and support concept is
  an unconventional warfare spinoff of the fire-and-movement doctrine,
  and is pretty simple conceptually. A combat unit (like a BlackEagle cell)
  divides itself into two elements, one of which provides suppressive fire to
  keep the adversary pinned down and unable to counteract, while the
  other moves towards the enemy, to flank or assault the objective. The
  division between the support and assault elements can be fixed or
  informal; the two elements can swap roles as needed (especially when
  leapfrogging towards an objective), or each can be assigned indefinitely
  to the respective tasks. The details aren’t as important as the basic
  concept: one part of the unit moves under the protective fire on the other,
  so that the opponent is constantly suppressed.
  This concept is flexible and works well in any environment, from
  high-intensity warfare to an impromptu engagement with punks on the
  street. A support element can suppress a sniper, a bunker, a security
  station, or a handful of gang-bangers while the assault element moves
  into an advantageous position to take it out and, if necessary, overrun it.
  The support element can distract a more difficult target (like an armored
  vehicle), while the assault element does whatever is required to destroy
  it (like place a mine). And, when necessary, the two elements can support
  one another in an orderly withdrawal or retreat.
  When a firefight begins, the assault element should immediately try
  to position itself along the flank of the adversary or objective, while the
  support element rains in suppressive fire, keeping hostile heads down.
  When in position, the flanking element can signal the support to cease fire
  (or shift it away from the objective), allowing the assault element to move
  in, overrun the objective, and subdue the adversary. If overrunning the
  objective isn’t desired, the two teams still have the adversary in a
  crossfire, minimizing the effect of his cover and forcing him to split his
  efforts between two fronts.
  With the sorts of assignments most BlackEagle cells face, it isn’t
  necessary to formally divide a cell into two distinct elements. Practice and
  experience will teach you to split your efforts to provide mutually-
  supporting fire without scattering your assets—you’ll get in the habit of
  splitting into elements as needed. But when preparing for more conven-
  
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  Techniques 36: Radio Prowords and the Phonetic Alphabet
  The phonetic alphabet and radio prowords are used to streamline radio communications
  and prevent confusion in the event of garbled or fuzzy transmission. You may or may not
  choose to use standard prowords in radio communications within your cell, but it’s a good
  idea to be familiar with them if you are ever involved with other military or mercenary
  organizations. The following list covers the phonetic alphabet and some of the more
  common radio prowords used by NATO and other forces.
  Alpha
  Bravo
  Charlie
  Delta
  Echo
  Foxtrot
  Golf
  Oscar
  Papa
  Quebec
  Romeo
  Sierra
  Tango
  THIS IS: Identifies your station—follow immediately with your call sign.
  OVER: Ends your transmission if you expect a reply.
  OUT: Ends your transmission if no reply is expected.
  ROGER: Indicates that you received and understood the transmission.
  SAY AGAIN: Requests repeat of last transmission.
  I SAY AGAIN: Indicates you are repeating last transmission.
  MESSAGE FOLLOWS: Precedes a message that requires recording.
  BREAK: Indicates a pause in your transmission. On any lengthy transmission, it’s a
  good idea to break every ten or fifteen seconds, to give other, possibly more
  important traffic a chance to access the frequency.
  READ BACK: Requests the message be repeated back.
  ALL AFTER/ALL BEFORE: Refers to all that follows/precedes a given point.
  FLASH/IMMEDIATE/PRIORITY: Three levels of traffic precedence:  Flash is reserved
  for hostile contact reports or emergencies; Immediate is reserved for important
  tactical messages; and Priority refers to any other traffic of higher than routine
  precedence.
  RADIO CHECK: Requests feedback on signal strength and clarity.
  ANY STATION: Addresses any station on the net.
  UNKNOWN STATION: Addresses a station that you cannot identify.
  SPLASH: Indicates the impact or expected impact of a fire or air mission. Typically,
  the artillery unit radios “Splash, over” at the moment it expects the mission
  to impact; the unit that called the strike replies “Splash, out” to confirm the
  impact.  o
  Hotel
  India
  Juliet
  Kilo
  Lima
  Mike
  November
  Uniform
  Victor
  Whisky
  Xray
  Yankee
  Zulu
  tional-style combat, especially if you will be working with military or
  mercenary units, consider deliberately dividing the cell into two teams.
  This will make military-style movement formations and tactics run a little
  more smoothly.
  The two elements created by the assault and support doctrine are
  sometimes referred to as “fire teams.” In combat, the fire team—not the
  individual soldier—is the most fundamental unit, are fire teams are rarely
  split up. Although BlackEagle assignments sometimes demand more
  flexibility, it’s still a good idea to think of your assault and support elements
  as individual units. To maintain organization and cohesion, avoid splitting
  up beyond that point. It’s difficult enough to keep track of two elements in
  the haze and confusion of a fast-moving tactical action; keeping track of
  many individuals who have split off on their own is nearly impossible, and
  robs the cell of your ability to act as a whole.
  Security
  A tactical environment is, by definition, full of surprises, and there are few
  good surprises in combat. Do everything possible to minimize them,
  starting with intelligent security. Security is defined as the actions you take
  to protect yourself on your flanks and blind sides—the actions you take
  to prevent surprises.
  When on the move, and especially when parked, all eyes must be
  focused outward, covering every direction and avenue of approach.
  During some actions, like ambushes or danger-area crossings, specific
  individuals should be assigned specific security duties—you will want to
  put one person at your back, facing the rear, and maybe one on each side.
  But even when that isn’t the case, everybody who is not otherwise
  occupied should be looking and listening, and ready to respond should a
  surprise occur.
  When a unit is tactical for twenty-four hours or longer, and individu-
  als need to eat and sleep, maintaining total security all the time is
  impossible. When this is the case, split up security duties. For example,
  when in a patrol base, half of the individuals may eat and sleep while the
  other half remain vigilant. Be certain, however, that those on security are
  evenly spread around the perimeter, leaving no vulnerable sectors.
  When carrying out an operation, security elements should have a
  clear notion of the objectives. Individuals on security are often the first to
  make contact with hostile forces, especially when the adversary comes
  from unexpected quarters. In offensive operations, you may want to
  initiate combat immediately—meaning that the security element should
  open fire the minute the adversary is spotted. But in many cases,
  especially covert operations and recons, you never want to be noticed.
  Then, security should not engage hostiles unless absolutely necessary—
  
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  Halt and Freeze
  Both of these signals are made with  up-
  raised arms, “halt” with an open hand, and
  “freeze” with a fist.
  Rally point
  Make this signal by circling a hand in the
  air above your head, then point to your
  rally point landmark.
  Hand and arm signals are a great way of
  communicating when you don’t want to be
  heard—quieter and often more reliable
  than whispering into a radio mike. You
  should have a standardized set for your
  cell. When on the move, shoot an eye
  towards your cell members every ten or
  fifteen seconds, in case they’re trying to
  signal you. Get in the habit of passing the
  signals on: when one member of the cell
  uses a hand and arm signal, everyone
  who sees it should repeat it. That’ll let the
  signaller know that his sign is acknowl-
  edged, and increase the chances that the
  intended recipient (who may be looking
  away at any given moment) will get the
  message.
  A few common signals used by military
  and SWAT teams are shown here and on
  the next page. You can use them as-is,
  modify them for your purposes, or make
  up your own from scratch. But in any
  event, have a set that everyone in the cell
  knows and recognizes. Then use them.  o
  Security
  This signal is made by jabbing two fingers
  towards your eyes, Moe-like. Use it to
  assign security positions.
  Techniques 37:  Hand and Arm Signals
  that is, when the adversary is just about to blunder into your position. In
  any event, the leader must make sure his security elements know what
  is expected of them, and insure that commo and signals for hostile contact
  are established and understood.
  The function of security cannot be stressed too much. But discuss-
  ing security is one thing, actually practicing it in the field is another. It is
  very easy, especially for operatives with little or no combat experience, to
  become distracted. You stop in the woods to look at a map, or on the street
  to talk to a local, and everyone wants to participate. When conducting a
  recon, everyone feels the urge to be the observer. When searching an
  office, everyone wants to be involved. But keeping your eyes outward is
  what will keep you alive. Reading a map only takes one or two people. If
  you’re not one of them, resist the distraction and stay on security.
  Stealth and Speed
  Storming beaches and bunkers while overwhelming an enemy with
  firepower and numbers is the job for large, conventionally-organized
  armies. BlackEagle cells have neither large quantities of personnel nor
  withering firepower at their beck and call, and even when working with
  military or mercenary units are really only capable of operating in low-
  intensity, unconventional combat environments. In such conditions the
  key to success is stealth, speed, and the advantages of surprise that
  those two factors give. A BlackEagle cell cannot muscle its way through
  a battle, in the field or on the street.
  Maintaining stealth means being silent and invisible. Believe it or
  not, that’s not as impossible as it seems, with a little planning and common
  sense.
  • Don’t talk. Hand-and-arm signals work great when all members
  of the group can see one another. When you can’t, use radios with
  headsets. Any good one will have enough mike sensitivity to pick up a
  quiet whisper, and the earpiece will prevent incoming transmissions from
  being audible. Even whispers carry, though, so maintain your discipline
  and keep unnecessary comments to an absolute minimum.
  • Use no light. You don’t need it, even on the darkest of nights,
  especially if you use night-vision gear. If you must read a map, use a red
  light, keeping it low and on for the shortest possible time. Never smoke
  in a tactical environment.
  • Take your time. The ability to move quietly isn’t restricted to
  indian scouts or ninja assassins. Silent movement just takes practice and
  patience. Choose your steps carefully. Step toe-first, to feel for debris that
  will make noise. And move slowly—painfully slowly if you want to be truly
  quiet.
  
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  Enemy spotted
  This signal looks kind of like a child making
  a gun with his hand, only inverted. Point to
  the enemy with it.
  Danger area
  This signal is made by slashing an open
  hand diagonally across your upper chest.
  File, diamond, line and wedge
  These signals are used to indicate forma-
  tion changes.
  Cell leader
  This signal is made by tapping your left
  shoulder with your right hand. Use it to call
  for the cell or element leader.
  Techniques 37: Hand and Arm Signals (continued)
  • Exploit the environment. This seems to go without saying, but
  you can’t give this point too much thought. Take advantage of overcast
  nights and inclement weather—rain will really work to your advantage out
  in the woods. Look to concealed terrain, and plan a route in advance that
  exploits it.
  Once combat has begun, the advantages of surprise quickly disappear.
  Firefights invariably draw the attention of reinforcements, police, or even
  unwanted bystanders. Now speed is your ally—without large numbers
  and heavy firepower, mobility is your trump card. It is critically important
  to stay on the move—to remain mobile during a firefight, and to leave the
  scene as rapidly as possible afterwards.
  Talking about mobility is a whole lot easier than maneuvering under
  fire. When bullets are whizzing over your head, it’s hard to get up and run
  just for the sake of mobility. But a well-organized unit can move under fire
  with relative safety. Practice these steps:
  • Suppress hostile fire. Send careful, aimed shots towards the
  adversary’s position, even if you can’t see him, to keep his head down.
  Split your fire so that some members of the cell can move while the enemy
  is suppressed. Splitting fire will also prevent everyone from having to
  reload at the same time.
  • Make the most of cover. Use it constantly to move—even if it’s
  just a few feet—so the enemy never knows where you’re going to pop up
  next. When getting up from cover to maneuver, roll away from it before
  getting to your feet.
  • Outflank the adversary. Don’t face the adversary’s position
  head-on. Move to his sides, forcing him to adjust his defenses. Spread
  out, creating several small targets instead of one nice big one. Catch
  hostiles in a crossfire.
  • Watch your routes. Be aware of how you got into the situation
  and how you can get out. Don’t let hostile forces cut you off. Be aware of
  the adversary’s routes, too. You may want to cut him off, or on the other
  hand, you may want to leave him a way out.
  Combat is never safe, and moving from a position of relative security
  (behind a solid wall, for example) can sometimes seem like an insane
  idea. But no position—not even a concrete bunker—is secure if your
  opponent can maneuver around you. Following the points above can
  make it easier to stay mobile, and that’s a small unit’s key to survival.
  Sectors of Fire and Defense
  In a tactical situation there is a lot to look out for. If every cell member tries
  to cover everything, your attention will be too fragmented, and nothing will
  
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  Techniques 38: Deploying Non-Lethal Gasses
  CS gas (also known as tear gas) and other irritant gasses are among the most common
  nonlethal weapons, often used by riot control and other civil forces. However, they can
  also be among the trickiest to deploy.
  Outdoors, high winds or rain will reduce the effectiveness of gas, and can even blow it
  back against the user. Use gas outdoors when there is little or no wind or precipitation.
  Deploy the gas at a moderate density just upwind of the target area, from an upwind
  location.
  Indoors, wind isn’t a factor. But you still need to think about your deployment: concen-
  trated exposure can be harmful to the victim and even lead to death for those trapped in
  the gas.
  Indoors or out, a relatively light coverage is enough to deny an area to an undisciplined
  foe, and moderate coverage will dislodge or disable more determined opposition. How
  many grenades or other delivery items will give you “light” or “moderate” coverage varies
  dramatically with conditions and the weapon used.
  Ensure that your targets
  have a lane to escape
  the gas; ideally, there
  should only be one
  lane, it should be
  obvious to the tar-
  gets (so that they will
  not become confused
  in the gas), and it
  should lead directly
  into your prepara-
  tions to capture them.
  If there is no escape
  route, a desperate tar-
  get may stay in place,
  possibly suffering injury or
  death and forcing you to move into the gas to apprehend him. The illustration shows gas
  being used against insurgents in a street barricade—the gas forms a blocking wall upwind
  and to their front, leaving them an alleyway down which to flee. Obviously, the other end
  of the alleyway should already be secured before the gas is deployed (unless the
  objective is simply to dislodge the insurgents, with no intent to capture them).
  CS gas sticks to clothing, so remember a change of clothes for yourself—and your
  target—for use after exposure. Always have respirator masks available when using
  irritant gasses, even if you don’t plan on entering the gas cloud. Even small traces of the
  gas can reduce your efficiency, and you never know when you may be forced to expose
  yourself to more gas then you planned.  o
  be covered effectively. Duties must be split among the cell members, so
  that everyone has a job to do and nobody is distracted by worrying about
  someone else’s job. That’s where sectors of fire and defense come into
  play.
  When on the move you must make certain that you are protected
  from every angle (as discussed under Security, above). Individuals within
  your formation should keep their eyes on their sectors. This doesn’t just
  give you all-around protection—it also allows each person to do his job
  better. The lead man doesn’t have to worry about what’s going on behind
  him. He knows that the last man is covering the rear, so he can give the
  front his undivided attention. Establish an SOP within your cell, so that cell
  members will fall into this behavior automatically, without having to work
  things out in each individual action.
  If you stop for an extended period, like in a patrol base, think about
  how your defense works. Deliberately assign each member of the group
  a sector of fire, so that each sector overlaps those adjacent to it but no
  individual is having to cover too wide an area. Put your heavier weapons
  where they will do the most good, or facing the most likely angle of attack.
  Even if you stop just briefly, set up a simple perimeter (see the sidebar on
  the herringbone perimeter, on page 107). You don’t have to carefully
  position your forces, but at least arrange yourselves so that everyone is
  facing outwards.
  Once you’ve set up your sectors, on the move or stationary, stick to
  them. Don’t let the excitement cause anyone to abandon his or her post.
  A clever adversary, seeing you in a well-laid-out perimeter, will test one
  side. If you weaken your defenses on the other side in reaction, he will hit
  you harder there. Likewise, if a few shots are exchanged with your lead
  personnel while on the move, and everyone rushes up from the rear to get
  involved, you are vulnerable to attack from behind. Unless the situation
  is desperate, maintain the all-around integrity of your group. That’s not to
  say you can’t be flexible, but if you must shuffle people around, do it
  carefully and deliberately.
  The fire sector concept applies to attacks as well as movement and
  defense. If you’re assaulting a position, for example, every member of the
  assault element should maintain a lane of movement. Sweep through the
  enemy position, with every individual sticking to his or her lane. This will
  ensure that the area is thoroughly covered, that no hostile is bypassed to
  hit you from behind. Even more importantly, when working in a building
  or rugged terrain, keeping to lanes will prevent cell members from
  shooting one another by mistake.
  
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  Techniques 39: Deploying Non-Lethal and Restraining Weapons
  A wide selection of non-lethal weapons is available, with varying effects. New non-lethal
  weapons are being developed every year—the most exotic of which (blinding lasers and
  acoustic weapons, for example) are not discussed here—but these more common types
  are easily obtainable and require little special training to use.
  Restraining foams are best used against individual targets, when the target will likely be
  caught in the open for some seconds (a hallway or corridor down which a target will
  approach or flee is ideal). Aim the foam at the target’s groin area, and then work down
  the legs. This will restrain the waist and legs and cause the target to fall down. After he
  has fallen, spray the target’s chest and arms if necessary. However, avoid aiming at the
  head or face, since restraining foam can clog breathing passages and cause suffocation.
  Non-lethal firearm rounds, such as rubber bullets and beanbag rounds for shotguns, work
  well against both individuals and crowds. Fire them low or aim at arms and legs—hits to
  the extremities are generally as effective as those to the body, causing pain and sufficient
  incapacitation, and are also less dangerous. When firing into mobs or crowds, target a
  specific individual rather than firing at random. These weapons are capable of causing
  harm or death—particularly if aimed at the head or fired from close range.
  Personal weapons, such as tasers and pepperspray, don’t generally make good
  offensive weapons as they are limited in range. They are useful against engaged or
  unsuspecting opponents, however, as they are quite limited in their area of effect, and are
  generally used at a close enough range that the target can be silenced quickly after their
  use. Aim irritant sprays directly at the face from short range, and be prepared for the target
  to become enraged and noisy (though generally blinded and incapacitated). Target
  tasers center-mass. Tasers and similar weapons that deliver electrical shocks can cause
  death in the very young, the infirm or elderly, or anyone with a heart condition. And like
  CS gas, irritant sprays such as peppersprays can injure and possibly even kill through
  overexposure.
  With all restraining weapons, it’s important to remember that effects are rarely instanta-
  neous or complete. If your target is carrying a lethal weapon, he or she can still use it, if
  only for a few seconds. It’s not wise to engage a target with restraining foam if he’s going
  to fire back with a submachinegun, unless you ensure that you’ve got sufficient cover.  o
  Rules of Engagement
  Military and police forces normally have tightly-defined rules of engage-
  ment, laying forth the conditions under which they use force and the type
  and severity of force used. Given the broad ranges of actions and
  objectives BlackEagle operatives face, no such blanket rules apply to our
  operations.
  Normally, common sense will define your choices concerning the
  appropriate use and lethality of force in your assignments. However, it’s
  always wise to consider the issue before entering into tactical situations,
  and if there is some uncertainty about appropriate levels, to discuss it with
  the client.
  Non-Lethal Weapons
  Because BlackEagle operatives’ background training typically empha-
  sizes the use of firearms and other forms of lethal force, many often fail
  to consider non-lethal alternatives when planning assignments. Non-
  lethal weapons such as rubber or beanbag rounds for firearms, tear gas,
  stun grenades, pepper spray, tasers, and restraining foam are often as
  useful—and sometimes far more useful—than standard firearms loaded
  with lethal ammunition.
  However, just as you need to plan ahead and pick the best firearm
  for a particular mission, you must likewise put some thought into selecting
  the right non-lethal weapons. Given the wide variety of non-lethals that
  are manufactured, clever operatives can often find just the right tool for
  the job at hand. Some factors that should be taken into account in making
  the selection include the desired effect, your target, the range at which the
  weapon will be used, and the degree of lethality that is acceptable.
  Weapon availability and training are also issues that may color your
  choice of weapon, or the decision to use non-lethal weapons at all.
  Desired effect is your first consideration. Some weapons, such as
  CS (tear) gas grenades, are best-suited for driving away the opposition—
  not for disabling or helping to capture them. Restraining foam is ideal for
  capturing individuals unharmed—if that individual doesn’t have a firearm
  to shoot back in the seconds before the foam takes full effect. Other
  weapons, such as rubber bullets, can quickly disable adversaries, but risk
  serious injury. You must determine what non-lethal effect you want before
  you can seek a weapon well-suited towards attaining it.
  You’ve also got to have a good idea of  what your target is, and how
  effective various non-lethal weapons will be against it. Gas works well
  against crowds (that aren’t equipped with masks), for example, while
  tasers are effective only against individuals.
  
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  Most nonlethal weapons have little if any range—rubber bullets are
  the major exception, but restraining foams, gas grenades, tasers and
  pepper sprays are useful only at short or point-blank range. They are
  appropriate, therefore, only if your plan calls for you to be operating at
  such short ranges anyway.
  Despite their gentle-sounding name, non-lethal weapons are not
  always safe or even guaranteed not to kill. Adverse reactions to tear
  gasses and pepper sprays have been blamed for some deaths. Non-
  lethal rounds may cause serious injuries or death, depending upon the
  health of the target and the area of the body they strike. Determine what
  risks you are willing to take with the life and safety of your target, and
  choose your weapons accordingly.
  Finally, of course, is the question of what non-lethal weapons can be
  obtained, and whether you have the special skills needed to use some
  types of non-lethal weapons. You probably won’t have any trouble using
  rubber bullets or CS gas grenades, but more exotic non-lethals such as
  restraining foam, acoustic weapons, or blinding lasers cannot be used
  right out of the box.
  Appropriate Ammunition
  Choosing the right ammunition for the job goes beyond ensuring that you
  have the right caliber. Good ammo selection and techniques can not only
  prepare you for your assignment, but can actually aid in your security and
  combat efficiency.
  For starters, assess your requirements. Obviously, your expecta-
  tions about your adversary need to be accounted for—if you expect to
  meet opposition wearing body armor, you’ll want to pack armor-piercing
  rounds. It’s also important to think about the surroundings—in a crowded
  urban environment, you don’t want your rounds to blow through walls and
  end up in a school, hospital, or crowded city street, for example. If you are
  dealing with a hostage situation, or another instance in which it is critical
  to take down the target with a single shot, you’ll want to use the most
  powerful round available. And finally, if you are on an extended operation
  that will keep you out of logistical support, it’s wise to standardize
  weapons or at least calibers to some degree within your cell, so that
  operatives can swap ammo if supplies start to run low. A couple of
  additional tips:
  • When loading your magazines, place a tracer round second to
  the bottom. In combat, when you see the tracer fire, you’ll know that your
  last round is in the chamber and your magazine is empty. Note, however,
  that this trick doesn’t do much good in an urban or other close environ-
  ment, as the round may end up stuck in a wall (or a target) before the tracer
  flare is visible.
  Techniques 40:  Tactical Movement Formations—the Diamond
  Tactical movement formations are designed to defeat the effectiveness of enemy
  ambushes or attacks, while allowing you to move undetected and react effectively to
  contact with the enemy. There is no single method best suited
  to this purpose—variable conditions will affect your choice
  of formation. We cover a few of the most useful
  formations in this and the following sidebars.
  This cell is moving in a tight
  diamond formation. The dia-
  mond is ideal for small groups—
  cells or fire teams—operating on
  their own in medium to dense terrain.
  The four corners of the diamond give
  good all-around security. In this layout,
  the leader is on point. Notice that she
  positioned her heavier weapons—the ma-
  chine gun and grenade launcher—on either
  side, so she can direct their fire in case of enemy
  contact. If you have more than four personnel and want
  to use the diamond formation, place the leader in the center and put a rifle on point. If you
  have more than six or seven people in your group, a wedge formation would probably be
  better for you.  o
  
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  • If you may be facing a mixed bag of armored and unarmored
  opponents, alternate ball or hollowpoint rounds with armor-piercing
  rounds in each magazine. Double-tap each target, to ensure that one of
  each round type is fired. Even if you choose a single ammo type, take
  along one magazine of an alternate type. Mark that magazine with
  colored tape or paint, for easy identification.
  • If you’re on your belly or crouched in cover, it’s easier to drop your
  empty magazines down your shirt than try to fit them into a pocket or
  magazine pouch. Of course, your shirt’s got to be tucked in for this tip to
  do you any good.
  These tricks will improve your efficiency and help deal with unex-
  pected situations. Remember though that ammunition is like any other
  tool—it’s most effective in the situations for which it was designed. The
  best ammo tip is simply to know what you’re up against, and choose the
  best ammunition type for the job.
  Command, Control, and
  Communication
  Combat is a difficult and confusing endeavor, whether it involves a handful
  of people in an inner-city streetfight or armies of thousands in the jungles
  of the Third World. Other factors being even, it is safe to say that whatever
  side is able to manage the confusion and maintain control the longest will
  be the victor. When a unit succumbs to confusion, its elements are no
  longer able to function cohesively. At best, its actions stagnate, it is unable
  to take advantage of its assets, and it is forced into a reactive stance,
  incapable of initiative. At worst, it is quickly routed and destroyed.
  Resisting the fog of war means having a well-synchronized com-
  mand and control system and maintaining communication within the unit.
  A BlackEagle cell is too small to have or require a sophisticated command
  system—generally there is simply the cell leader and other cell members.
  When moving tactically, the leader should be positioned where he or she
  can appraise and control the situation should you come under fire. You
  want heavy weapons close to the leader, so he or she can direct their fire.
  In some rare instances, it may be better to have the leader at the front of
  the formation, so that he or she can have a clear picture of what lies
  ahead.
  Most command and control requirements can be met with basic
  man-to-man radio commo. But when tactical, you want to use your voice
  as little as possible, even if using VOX headsets. Standardize a set of
  hand signals within your cell. Some common ones are shown in the
  Techniques 41:  Tactical Movement Formations—the Wedge
  The wedge is the preferred formation for squad-sized and larger elements. If you’ve got
  more than six or seven personnel, in two fire teams, use the wedge whenever possible.
  It works well in most terrain types, and in all
  but the worst visibility. Keep your per-
  sonnel as far apart as vegetation
  and visibility will allow—about ten
  meters apart in forests, maybe
  three times that in open fields.
  When visibility gets too bad
  to keep a wedge formation
  together, move to a file.
  Notice how this cell is ar-
  ranged in two fire teams,
  each in a V-shaped con-
  figuration. The leader is
  between the two ele-
  ments. There is good all-
  around security, and in
  case of contact, the two
  elements can split up to
  act independently. The
  heavy and indirect weap-
  ons are not convenient
  to the cell leader’s con-
  trol, but can be controlled
  by the fire team leaders.
  The trail element is the prob-
  ably assault element—if the
  cell comes into enemy con-
  tact, the lead element can in-
  stantly drop and provide support-
  ing fire while the rear element (per-
  haps still out of sight of the enemy)
  immediately maneuvers into an as-
  saulting position. The cell leader can go
  with either element, at his or her discretion. If
  you have more than the seven personnel shown
  here, simply extend the arms of the Vs. You can also
  put one of the heavy weapons (if you have any) with the
  cell leader.  o
  
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  102
  sidebar on page 91. Adopt them, or develop your own set that better
  serves your needs.
  Good tactical commo sometimes negates the need for some of the
  procedures described in this text. For example, if every man has a radio,
  rally points may seem superfluous—you can always make radio contact
  if you are separated. But keep in mind that commo is not infallible, and
  things that can go wrong sooner or later will. Radios break. Terrain and
  weather affect transmission range. You may get a bad box of batteries, or
  someone may lose their equipment in a firefight. Have a backup plan, and
  follow good tactical procedure even if it has redundancies.
  Movement in the Tactical
  Environment
  When the layman pictures a tactical situation, a gunfight is usually what
  comes to mind. But in most situations, a firefight—especially one in which
  the adversary gets a chance to shoot back—only happens when some-
  thing goes wrong. Let’s face it: nobody likes getting shot at. Proper tactical
  movement is a good way to keep the enemy from getting a good shot at
  you.
  Tactical movement has three general goals: to prevent detection; to
  allow effective reaction to hostile contact; and to protect the unit from
  hostile fire, all while moving towards or away from an objective. A number
  of techniques have been devised to meet these goals under specific
  tactical circumstances. These are covered below. Before we get to
  specifics, however, there are a number of general points you should know
  and keep in mind:
  • Never take the obvious path. Never walk down a road or path—
  it may be mined, booby-trapped, or ambushed. Never come in through a
  front door if there is a side window. Never set up a patrol base in a
  strategically advantageous location. Never blindly pursue a fleeing ad-
  versary, especially in close quarters. Never leave an objective by the
  same route you approached it. Never poke your head over the top of a wall
  if you can look around the side.
  • Maintain optimal spacing. Keep as spread-out as possible,
  without losing contact or concentration of fire. You want to minimize the
  number of people that can be taken out by a grenade or an ambush. In
  the woods, spread out to where each person can see the cell leader, but
  not necessarily the entire formation. On the street, string out so that you
  can’t all be the target of a single burst of gunfire. But always be careful of
  Techniques 42:  Tactical Movement Formations—the File
  The file formation is used only when visibility prevents other
  formations, or when you need to move quickly and aren’t
  expecting any enemy contact. A well-spaced file is
  difficult to ambush, since personnel will be too spread
  out to fit in a concentrated kill zone, but doesn’t
  allow you to quickly respond to contact. Lead-
  ers should stay near the center of the for-
  mation, with heavy or indirect-fire weap-
  ons nearby.
  When moving in a
  file along a country
  road, stagger your
  personnel on either
  side. This makes
  ambushes even
  more difficult, and
  if you have to
  scramble 
  for
  cover, not every-
  one 
  will 
  be
  bunched up on
  the same side.  o
  
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  spreading out too far—you risk being cut apart, unable to maneuver, or
  unable to control and concentrate your fire effectively.
  • Maintain eye contact. Every ten or fifteen seconds, look away
  from your sector and make eye contact with your cell leader. This keeps
  the group cohesive and insures that hand signals get passed on. What
  good does it do your rear man to keep perfect watch if nobody notices his
  warning signal?
  • Remain invisible and silent. Don’t walk along a tree-line—walk
  parallel to it a few meters inside the woods. Avoid crossing ridgelines,
  especially bare ones that will leave you silhouetted. Mask your movement
  with smoke if you must cross open areas and the enemy knows you are
  there. Never talk unless absolutely necessary—even a whisper into a
  VOX mike will carry through an empty warehouse or the stillness of the
  woods.
  • Avoid patterns. If you are moving within sight, or potential sight,
  of hostile forces, don’t let them predict your movements. Stagger the
  movements of members of the cell, roll away from cover before getting to
  your feet, and don’t always take the most direct path.
  • Always think defense, especially when stopped. Form an
  impromptu perimeter whenever you pause. If you stop to discuss plans,
  check navigation, observe terrain, etc., anyone not directly involved in the
  proceedings provides security, watching the flanks and rear. When on the
  move, people at the rear of the formation need to watch the back, while
  those on the sides keep their attention on the flanks. If everybody’s eyes
  are forward, the unit is vulnerable. Don’t forget trees, rooftops, culverts,
  etc.
  These few points cover some of the basics of tactical movement. Some
  specific formations are covered in the sidebars. Practice these with your
  cell—they aren’t difficult, but take some getting used to, especially in
  rough terrain.
  Rally Points and Objective Rally Points
  Every tactical operation runs some risk of failure or unforeseen difficul-
  ties, and you must always be prepared to cope. Establishing RPs (rally
  points) along paths of movement and near an objective is the most basic
  precaution you can take—having an RP allows you to regroup and
  reconsolidate, so that you can continue the operation or withdraw in an
  orderly and safe manner.
  You can plan your rally points prior to the beginning of the operation,
  or while on the move. In either event, you want to position RPs every few
  hundred meters, or every major terrain feature (hilltop, ridgeline, city
  block, etc.), along your path of movement. The RP should be an easily-
  Techniques 43:  Tactical Movement Formations—the Line
  Line formations are used for assaulting enemy positions. Once
  again, notice that the cell leader is in the center, where she can make
  contact with her personnel and see what is going on. The heavy
  weapons are nearby, where she can easily coordinate their fire.
  When you move in this formation, maintain your spacing so that you
  move in a wave over the objective area. The tendency to bunch
  up as you pass over the objective is strong, especially in
  uneven terrain or dense vegetation. Resist it. Move for-
  ward, maintaining your spacing with the operatives on
  either side of you. Each individual must stay within
  his or her lane to ensure a clean sweep of the
  area. Otherwise, you may pass enemy per-
  sonnel or positions—and this formation pro-
  vides little protection against attacks from
  the rear or sides. Also, be
  careful to keep moving at an
  pace even with your cell. It’s easy
  to get too far ahead or to fall behind
  in this formation—and that will leave
  gaps and expose your fellow cell mem-
  bers’ flanks to the enemy.
  Don’t use this formation to approach your objec-
  tive, to leave it, or to travel in the field. Use it only in
  direct assaults—it’s simply too vulnerable for other
  situations. Once you’re in the line, move quickly and
  decisively—your speed and the impact of your as-
  sault is the only thing that counteracts your lack of
  security.  o
  
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  identifiable landmark, like a large rock or a funky-shaped tree, so that
  everyone can find it. Establish the RP by giving a signal (hand-and-arm
  or radio) as you pass the landmark.
  If you break contact with the enemy, always move back to the
  second-nearest RP, not the nearest. The nearest one may be too close—
  it doesn’t do any good to try to regroup where you may still come under
  fire. For example, say you establish an RP, and then are hit fifty meters
  past it. Trying to consolidate fifty meters from the contact point will not give
  you a chance to break away and get out of hostile fire. But moving to the
  RP prior to that one will put a few hundred meters and/or a terrain feature
  between you and the adversary. So make it standard procedure to always
  move back two RPs before regrouping.
  Set up several standing rally points in areas where you often
  operate, like your home city. That way, you have a consolidation point that
  everyone knows even if you haven’t planned for a tactical situation (if, for
  instance, you are attacked when off-duty). The advantage of standing
  RPs is that you do not have to plan for their use—every cell member
  should know where they are at all times. The disadvantage, however, is
  that they can be compromised—you can be followed, or one member of
  the cell can be captured and tortured. When approaching a standing RP,
  therefor, pause to observe it for a few moments before moving in. You may
  want to set some sort of visible signal to indicate whether or not it is safe—
  a signal that would go unnoticed or be meaningless to anyone who didn’t
  know its significance.
  The last RP you establish prior to moving against your objective is
  called the ORP, or objective rally point. Again, place your ORP a few
  hundred meters or one terrain feature from the objective—but be certain
  it is out of range or protected from enemy weapons at the objective. The
  ORP is a great place to pause and make final preparations to move on the
  objective. If you have equipment that you don’t want to carry into combat,
  it can be cached at the ORP (although if you have any suspicion that it
  might be tampered with, check carefully for booby traps when you return).
  If you retreat from the objective, you can pause briefly at the ORP to get
  everyone together, although you will probably want to move further off
  before a full reconsolidation.
  Remember security when occupying any RP, especially an ORP.
  You want 360-degree surveillance. Even a group of two or three opera-
  tives should sit back-to-back. And an RP is not a patrol base—it’s not
  secure enough to stay there long. Consolidate and move on.
  Link-ups
  Meeting up with a friendly group in the field doesn’t sound too tough, but
  when it’s dark and hostile forces are about, and everyone is trying hard
  Techniques 44: the Herringbone
  Security is one of your principal concerns in a tactical environment—you never know what
  direction a new threat is going to come from. It’s important to keep attention focused
  outwards, even when dealing with a problem (such as trying to find your location on a
  map) within the cell.
  Believe it or not, maintaining such a focus on security requires coordination. The simplest
  pattern to adopt is the “herringbone”—a formation that, when practiced, becomes easy
  to adopt, makes communication and coordination simple, and is highly versatile.
  The basics of the herringbone are simple: the lead operative or point man drops prone
  or to a knee at the twelve-o’clock position. The second operative drops behind and to the
  right, facing outwards; the third a bit further back and to the left, facing the opposite
  direction. The remaining operatives alternate sides, except for the last, who takes up a
  rear-facing direction. If there’s cover for individuals (trees,
  crates, whatever), use it, but don’t deform
  the herringbone shape too much
  or you’ll lose the benefit of
  easy coordination.
  The cell now has se-
  curity facing all di-
  rections. By form-
  ing a sort of oval,
  instead of a
  circle, communi-
  cation and move-
  ment within the
  perimeter 
  is
  simple—but the
  o p e r a t i v e s
  along the flanks
  should leave
  enough space
  between them to
  form an unob-
  structed corridor, so
  that individuals can
  move as needed with-
  out stepping on each
  other or exiting the pe-
  rimeter.
  Obviously, it’s easiest to
  drop into the herringbone
  from a file formation, facing
  in the original direction of travel. But with a little practice, your cell can drop to a
  herringbone facing any direction, from any movement formation, almost instantaneously.
  Use it to create a secure temporary position any time you’ve got to pause in a tactical
  environment.  o
  
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  to be silent and invisible, link-ups can be difficult and dangerous.
  Maneuvering in the woods is often rough, so your problems may begin
  with simply finding the other group. But properly identifying friend and foe
  can also be tough, so your link-up procedure must protect you from hostile
  attack and mistaken friendly fire.
  Before two parties can link up, both must know when and where to
  meet, and what sort of signal will be used at the meeting point. Both
  requirements can be specified in the operation plan, or you can establish
  them on the fly, assuming that the parties involved can communicate with
  one another. Your link-up point should be near—but not at—some sort of
  minor landmark, like a clearing or fork in a creek. The landmark should be
  something identifiable on a map, so that both parties can find their way to
  it, and small enough so that the whole thing can be observed. The signal
  should be something physical but inconspicuous, like three stacked
  rocks, or an upright stick, that will indicate the presence of friendly
  personnel without alerting the adversary.
  Link-ups are at their most dangerous point right before the contact
  is made, when two armed, nervous parties are in close proximity but
  neither knows where the other is. If your groups consist of more than three
  or four people, leave most of them parked a few hundred meters from the
  link-up point, then send an advance party to make contact. After contact
  is made, one person from the advance party can go back to fetch the
  remaining personnel.
  Whoever goes to make contact should approach the landmark,
  moving to where it can be observed. If the agreed-upon signal is visible,
  you know that the other party is already there, and should be somewhere
  where they can see it. Send one person to the signal, and the other group
  will see him and send someone to contact him. Once those two have met,
  both parties can move off to the nearby link-up point to exchange
  information and send for the remainder of their personnel. If the signal is
  not present when you get to the landmark, send one person out to set it
  up, then hide where you can see it. When the other group arrives, they will
  send one person out into the open, and you can meet him and carry on
  as just described. In either case, no more than one person from either
  group is vulnerable at any one time—everyone else is concealed and
  secure. You are relatively safe from discovery by the enemy and acciden-
  tal hostile contact with the friendly group.
  Approaching the Objective
  If you employ assault and support tactics when approaching your objec-
  tive, half your work is done. The two elements can support each other as
  needed, bounding to get both elements into position. If you think you’re
  Techniques 45: Breaking Contact
  How you choose to handle contact with enemy forces varies dramatically with your
  assignment objectives. In some cases, you’ll be seeking to locate and engage your
  opponent, but often—especially in areas where your small cell is operating near large
  hostile military forces—your objective will be to avoid contact. Stealth is the best method,
  but it isn’t always possible or reliable.
  When stealth fails—when you’ve already been spotted, or you won’t be able to remain
  hidden for long—the next resort is speed and firepower. To escape a superior military
  force, you’ll need to move quickly while keeping the enemy’s head down long enough to
  make your escape.
  For starters, have a contact signal. This might be a hand signal (see page 91), or you might
  decide beforehand that whoever spots the opposition opens fire immediately. Whatever
  the case, drop immediately into a herringbone (see the previous sidebar) with the
  operative who spotted the enemy at its head. That operative—and that one only—fires
  up the enemy, blasting off a complete magazine in rapid bursts of autofire. Like all
  suppressive fire, make it count—put the rounds as close to the enemy as possible, so that
  they’re forced to seek and remain in cover—but don’t waste time picking and choosing
  targets.
  Once that operative has emptied his or her magazine, the
  second op in the herringbone takes up the fire, continuing
  to suppress the enemy while the first operative dashes
  down the center and out the rear of the herring-
  bone. The second op empties his or her
  magazine at the enemy, then dashes out
  after the first while the third operative picks
  up the job of suppressing the enemy. This
  continues, with the forward-most operative
  firing while the one before him escapes, until
  everyone has broken contact and is heading
  back to the designated rally point.
  While the first couple of operatives are sup-
  pressing and escaping, those towards the
  rear of the cell might throw smoke or
  fragmentation grenades to add to the
  suppression or provide additional cover
  for the escape—but don’t futz with grenades or other
  weapons instead of shooting; it’s critical to maintain the
  stream of fire. If you’ve got a claymore with a short timed fuse, the last operative can set
  it up while the others are suppressing and escaping, then pull the pin as he or she leaves.
  Once you’ve broken from the herringbone, head directly to your rally point (remembering
  that you always head to the second-closest point, not the nearest one) before attempting
  to regroup. Keep each other in sight as you run, but don’t slow down. You’ve bought a few
  seconds of surprise and hesitation in your enemy (which, given the volume of fire you put
  out, may assume that your unit is much bigger than you actually are), but it won’t last. A
  quick escape is essential, to avoid being outmaneuvered and outgunned by a numerically
  superior foe.  o
  
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  Techniques 46: Crossing a Danger Area
  There are many different ways to deal with danger areas. The best is to avoid them, but
  that’s not always possible. This method is slow and cautious, and best suited for fairly
  large units. For ease of illustration, a cell is shown crossing a road, and no cover or
  vegetation is shown. But everyone should stay well-hidden except when actually
  crossing, and this technique can be used crossing small fields, alleys, and building
  lobbies and well as trails and roads.
  Step 1
  Halt your formation a few dozen meters from the
  danger area, in good cover. Have two personnel from
  your lead fire team or element take up concealed
  security positions along the danger area, about fifty
  meters or so to the left and right of the crossing point.
  Send three personnel from your trail element across
  the danger area. They secure an area large enough to
  hold your formation, with one of them taking point
  security. The others signal back all-clear, then take
  security positions along the side of the danger area.
  Step 2
  Move your remaining personnel across the danger
  area, one at a time. Reform your original formation in
  the secure area, with each person taking up his or her
  position in that formation. In that way, you’ll be orga-
  nized throughout this process, ready to move quickly
  once across or react if hit while crossing.
  Step 3
  Once everyone else is across, the two near-side
  security people cross. They take up their positions in
  the lead fire team or element.
  Step 4
  The lead element begins to move out. As it does so,
  the three far-side security personnel fall into their
  positions in the trail element, and the entire formation
  moves on.  o
  undetected, don’t open fire until everyone is in optimal position. But you
  still want to bound—hostiles may be watching, waiting to see the whites
  of your eyes.
  Get the assault element as close as possible before assaulting or
  opening fire. The support team, however, may not need to be so close.
  They’ll do their job fine at maximum effective range of their weapons,
  taking aimed shots to suppress hostile fire, spread out to deny the
  adversary a cohesive return target. Moving closer entails the risk of
  detection and becoming a target, and increases the chance of being the
  suppressee rather than the suppressor. But in a fluid or spontaneous
  situation, it may be better to keep the support element close, where they
  can respond to changing events, keeping the unit cohesive and cutting
  down on confusion. The cell leader must decide where to put the support
  team based on the variables of the situation.
  Danger Areas
  A danger area is any location or piece of terrain that works to your
  disadvantage, giving no cover or concealment and making detection or
  ambush more likely. A danger area might be a road, a creek, a field, an
  alley, a building lobby, or any other place that makes you uneasy. The best
  way to deal with a danger area is to go around it, but that is often
  impossible.
  There are dozens of techniques for dealing with danger areas that
  you must cross. All are based on the same ideas: provide security to
  prevent surprise attacks while crossing; ensure that the other side is
  secure before committing to crossing the danger area; and cross carefully
  (usually one person at a time) to avoid detection in the danger area.
  Two methods of danger area crossing are outlined in the sidebar
  opposite and on the next page. The first is the most cautious, and the
  slower method, to be used when enemy contact is a real possibility and
  you can afford the time to do it right. The second is optimal when speed
  is important, hostile contact is not expected, or the danger area is small.
  These methods can be easily employed in urban and field settings, and
  even inside buildings.
  
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  Techniques 47: Scroll to the Road
  Use this faster danger area technique when moving in small groups, when speed is
  important, and when the chance of enemy contact is not that high.
  Step 1
  When you identify the danger area, halt your formation
  a few dozen meters away. Send one person up for
  near-side security. Staying under cover, he puts his
  left shoulder to the danger area, facing to the right.
  Step 2
  The next closest person in the formation moves up. He
  takes over the near-side security, and the first person
  prepares to move across the danger area, carefully
  scanning the entire area. It’s a good idea to always tap
  the person on the shoulder to let him or her know that
  you are ready to take over.
  Step 3
  The first person crosses the area, and takes up a
  concealed position on the other side. Again, he puts
  his left shoulder to the danger area, so that he now
  faces the other direction. The near- and far-side
  security elements face opposite directions, completely
  covering the danger area.
  Step 4
  The third person in the formation now moves up and
  takes over near-side security.
  Step 5
  The second person crosses and takes over far-side
  security from the first person.
  Step 6
  The first person moves out to provide a secure area for
  the formation to re-form. Meanwhile, a forth person
  takes over near-side security, and the third man
  crosses and takes over far-side. This process contin-
  ues until everyone is across.  o
  Bodyguarding and Personal
  Security
  A unique tactical challenge is that of protecting an individual or group of
  individuals. Unlike most of the tactical tasks covered in this text, as a
  bodyguard you cannot always take the initiative—you are at the mercy of
  the protectee (called the “principal”) and his or her schedule. Keeping the
  initiative out of the hands of the attacker, then, is a large part of your task.
  Types of Jobs and Threats
  There are three general categories of personal security jobs: protection
  against surveillance; protection against the public; and protection against
  specific threats. The first category occurs when someone is, or believes
  he is, being watched by some organization. The principal wants a
  bodyguard to shake tails, find bugs, and generally keep his or her
  environment free from prying eyes and ears. The second category occurs
  when the principal, a celebrity or notorious figure, feels that there may be
  some unknown threat in all of the public attention he or she receives, and
  wants someone around to ward off crowds, vigilantes or kooks. The third
  category occurs when the principal has some reason to believe that he or
  she is a target for attack or kidnapping.
  In addition to these three categories, which describe the nature of
  the threat, there are three general classes of security jobs relating to the
  level of danger and immediacy the threat poses, and the extent to which
  the client (who may or may not be the principal) will allow it to affect the
  principal’s activities. These three classes are:
  • Buffer jobs. Buffer jobs put you between the principal and the
  public. That may mean protecting a celebrity from crowds or screening all
  visitors for a major corporate executive. Buffer jobs are not contracted in
  response to a specific threat.
  • Light Security. If the client perceives a real threat, but not a
  specific source of danger—for example, if he is a member of the board of
  a corporation that has suffered a rash of terrorist killings—handle the case
  as a light security assignment. Light security provides significant and
  sustainable protection levels, with minimal impact on the principal’s
  lifestyle.
  • Known Danger. When the client hires you in response to a
  specific threat, you face a known danger (that means that you know the
  danger exists—not necessarily that you know what it is). Known danger
  assignments require the greatest degree of vigilance and have the most
  
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  Techniques 48: Personal Security on the Road
  Evasive driving like you see in the movies is a last-resort measure—if the situation is that
  severe, an accident becomes as much a threat to your principal’s life as the assailant’s
  attack. But good defensive driving skills can prevent such chases from becoming
  necessary.
  You can use one or more vehicles to move your principal. One vehicle is often more
  convenient, and sufficient for light-security duties. The wrangler can even double as a
  chauffeur, although two people are recommended so that the wrangler can keep his
  attention focused without worrying about traffic.
  If you are using two cars, put the runner and perimeter people in the lead car, where they
  can run interference and disembark first to secure the destination area. If you have a third
  car, load it with perimeter people. In case of attack, it will be their job to stall the assailants
  as the first two cars get away.
  With a clear view of the road ahead, the runner is responsible for making the convoy’s
  tactical decisions. Keep close together, so that another car cannot get between you, and
  drive a little faster than the ambient traffic speed—that forces anyone tailing you to do the
  same, which will make them stand out. It is the lead driver’s responsibility to keep traffic
  and streetlights from splitting up the convoy.
  When maneuvering in traffic, the lead driver has the respon-
  sibility of deciding when and where to move. Use this
  technique:  When approaching a corner or off-ramp,
  signal the turn well in advance. Pass the signal back
  to the rear car, which actually moves first. The rear
  driver can then hold the lane open, making
  space for the other cars to move over in turn.
  In looking for transportation, go with a mid-
  sized or larger four-door in an unobtrusive
  design and color. Get the biggest en-
  gine available for the model. You want
  auto-lock doors controllable from the
  driver’s seat, and a big enough
  rear floor area to hide or protect
  the principal if necessary. If
  you have the budget, get the
  factory locks changed for
  something better, have an
  alarm system and self-
  sealing tires installed,
  and store the vehicle in
  a locked, alarmed ga-
  rage.  o
  impact on the principal’s activities. They are usually short-term and
  stressful.
  Because known danger assignments are the most difficult, and the type
  of assignment you’re most likely to come across (few clients can afford a
  BlackEagle cell for a long-term buffer job), that’s the type that will be
  focussed on here.
  The Rules of Bodyguarding
  The tactics of bodyguarding are unlike those of anything else we do.
  Personal security is an essentially defense-oriented task, and the temp-
  tation is often strong to go after a perceived threat. There are times when
  that is appropriate, but you must always keep your objective in mind. It’s
  not your job to catch terrorists, kidnappers, or mob hit-men. It’s just your
  job to keep them away from your principal. Have the judgement to know
  when the best defense is a strong offense, and when it isn’t. Follow these
  rules:
  1. Never leave the principal. You must stay close to your man. That
  means within a few feet while in public. Depending on the threat level, you
  may want to stay that close in private, or it may be fine to stay one or two
  rooms away.
  2. Control the environment. Never let your principal go some-
  where you haven’t checked. Sweep rooms before the principal arrives, if
  possible. Always enter a room first and give it a quick look-over before you
  let the principal in. That includes bathrooms. Maintain a perimeter if you
  are working as a group, and keep that perimeter secure.
  3. Know the routine and the people. Learn your principal’s life—
  his or her routine, habits, and interests, friends, relatives, and business
  associates. That way, you can more easily identify something out of place
  while carrying out your task as non-intrusively as possible.
  4. Plan for the worst-case scenario. That means looking for tails,
  bugs, and other signs of a long-term plan against your principal, as well
  as recognizing the tactical dangers in every room or public area you enter
  as a matter of routine. You’ll be prepared for anything, and your vigilance
  will discourage potential attackers.
  5. Remain unpredictable. Make an attacker’s job as difficult as
  possible by not giving him a routine to exploit.
  6. Take command. The client has hired you to protect the principal.
  Do it, and don’t take any guff. You must accommodate the principal’s
  activities and lifestyles, but don’t let him or her tell you how to do your job.
  If he or she will have to make compromises in the face of a real threat,
  don’t make any bones about it.
  
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  These six points encompass your objective as a bodyguard. Follow them,
  and you can’t go too far wrong.
  Personal Security Tactics
  There are two ways you can operate when protecting an individual: solo
  or as a team. Both have advantages and disadvantages. In general, solo
  protection is better suited to long-term, relatively low-threat assignments.
  One or two people stay with the principal, while the other cell members
  rest or carry out counter-threat investigations or operations. You can trade
  off duties, ensuring that the “wrangler” (the person with the principal)
  faces reasonable shifts and is well rested. Team security is manpower-
  intensive, better suited for short-term jobs, but necessary in high-threat
  cases.
  When running a job solo, the basic tactics are covered in the six
  points above. Stay with the principal and keep your eyes open. Examine
  every room, every face, and every object, asking yourself whether or not
  it is unusual or doesn’t belong. If the answer is yes, keep track of it. Every
  time you enter a new room or situation, map out a rough escape plan in
  your head. Keep at least one other member of your cell on standby, within
  easy communication.
  Team tactics are a bit more complex. It does little good to have more
  than one wrangler, but a well-coordinated team can add a lot to your
  security. Organize your cell into three components—a wrangler, a runner,
  and two or more perimeter people. The wrangler will have tactical control
  in an incident, so you may want the cell leader to take that post. The
  perimeter people will be tasked with defining and maintaining your secure
  area, under the runner’s direction. The runner will also be the link between
  the perimeter and the wrangler. And the wrangler will, as in a solo job,
  always stay with the principal.
  When stationary, cover the immediate area with your perimeter
  people. Put them where they can control the environment physically, and
  restrict access to the principal. If you’re in a public area where that can’t
  be done, put them where they can observe as much as possible, but not
  so far away that they can’t protect the principal in an attack. Put the runner
  someplace where he can carry out his job—coordinating the perimeter
  and keeping the wrangler up to date. The wrangler needs to keep his
  attention close to the principal, and may not be able to see the big picture
  without the runner’s help. Put together an impromptu escape plan for
  every new situation (“if we get hit, head out the back door to the car”), and
  make sure everyone knows it.
  On the move, you don’t need many people with the principal. With
  the wrangler close, the runner and perimeter people can move ahead to
  secure the destination. Don’t waste time, however. If the destination will
  Techniques 49: The Hostile Meeting
  Not all meetings occur in the comfort of the home office—meetings with criminals,
  suspects, hostage takers, and sometimes even suspicious clients are generally on
  neutral or unknown turf. Such meetings can be uneasy or downright dangerous. There
  are ways, however, to maximize security in arranging such meetings, and to give cell the
  upper hand should things go wrong.
  For starters, insist on an agreeable site—if you can’t choose the location yourself, at least
  demand a site that doesn’t work against you. A public location (if your business can be
  handled in public) will probably keep the proceedings civil—only the craziest of criminals
  will pull a gun in a busy restaurant, for example. Public sites that have built-in security can
  provide protection and a sense of security for both sides—for example, both parties can
  be relatively certain that the opposition is unarmed if you meet in an airport gate waiting
  area.
  If possible, recon the site ahead of time—far enough ahead of time that you won’t run into
  the opposition doing the same thing. Check out the site for cover, all routes in and out,
  and places where you can position an overwatch or security element—or where the
  opposition might position theirs.
  Never go to such a meeting without notifying the office—or a friend or family member, at
  least—of where you are going and when you expect to be done. Never go alone—always
  have other members of your cell follow, or pre-position them where they can overwatch
  the meeting. Establish an innocuous signal—such as scratching your head in a certain
  way—that will warn the overwatch element of trouble or have them take action. If you think
  the opposition is organized enough to have an overwatch element of its own, you may
  want to decide ahead of time whether you want your overwatch element to watch for and
  suppress theirs, or ignore it and focus on events at the meeting.
  All of these preparations will be moot if the meeting arrangements are a bait-and-switch—
  if, when you arrive, the opposition insists on moving directly to another location (possibly
  forcing you to travel with them in their car). Whether or not you should go along with such
  a situation is your call, but keep in mind that it is tantamount to giving yourself to the
  opposition as a hostage. Decide beforehand if you want your overwatch element to follow
  you to the new site (your adversary will probably be prepared to observe any following
  vehicles) or lose contact with you.
  If you have the upper hand—if you’re in a position to call the shots—you can of course
  pull the bait-and-switch on your adversary, forcing him to travel with you to a site which
  he’s unprepared for. That’ll put you in control over the meeting’s security, but your
  opponent won’t go along with it unless you have the leverage to demand it.  o
  
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  Techniques 50: Urban Movement Hazards
  This illustration shows a small cell moving through very tough urban terrain. Notice a few
  of the hazards present: windows, doors, and holes in walls, grates, manholes, and
  basement openings, wrecked vehicles, debris, alleys and blind corners, and fire escapes.
  This limited list of tactical hazards illustrates the need for attention while operating in an
  urban environment: the enemy can surprise you at almost any time, often from just a
  meter or two away.
  How do you cope with that? Be careful and organized. The cell above is moving in a file
  along the side of the street. That minimizes (but does not eliminate) threats from their side
  of the street—an attacker will have to lean well out of an opening, exposing himself, to
  draw a bead on them. Their spacing keeps them operating as a cohesive unit, but does
  not make them a target for a single burst of gunfire. Finally, they have split up security
  duties. The front man watches ahead, the second man (although occupied at the
  moment) watches high, the third man watches the flanks, and the last man keeps an eye
  on the rear. With each person knowing his or her duty, each can pay close attention to
  his task, and the cell is well-protected.
  Notice how these operatives respond to the threats around them. The third man has just
  hopped over a basement opening, while the second crawls under a window. When he
  gets out from under it, he’ll cover the open doorway while the third man dashes past it.
  The first man has paused before a pile of rubble—an ideal place for a booby-trap, he will
  step over or around it. While in other terrain types you generally want to position the cell
  leader towards the middle of the formation, in terrain like this he or she should be at the
  front—this cell is about to come to a corner, and the leader will have to make a decision
  about how to proceed. If he or she isn’t in the lead, the cell will have to shuffle around in
  order for the leader to see what’s going on.  o
  only take a few minutes to sweep and secure, stay near the principal until
  the last moment.
  If an attack occurs, remember your priorities. You may want some
  of your perimeter people to stage a delaying action, if it looks like the
  attackers might pursue, but the wrangler should never engage the
  attackers when fleeing is an option. Get the principal out of trouble. You
  should always have some sort of escape plan in mind, and the wrangler
  should act accordingly, immediately and without hesitation, if an incident
  occurs. Everyone else covers the escape, withdrawing after the principal
  and wrangler. If for some reason the wrangler doesn’t follow the plan,
  everyone else must follow his or her lead.
  One more thing worth mentioning: the “taking a bullet” principle. The
  most professional of bodyguards won’t hesitate to put themselves be-
  tween their principals and an assailant’s weapon. That isn’t sheer
  pigheaded loyalty—it’s actually smart security work. An assailant is after
  the principal, and has no interest in killing the bodyguard. He’s looking for
  a clear shot at his target, and he won’t pull the trigger if there are people
  in the way. Make no mistake—getting shot is a real risk in serious personal
  security work. But putting yourself between your principal and a gun is
  more likely to prevent a shot from being fired in the first place than it is to
  result in you taking a bullet for the principal.
  Urban Problems
  Tactical problems can be divided up into three basic categories, based on
  the settings in which they occur: on the street, in the wilderness, or inside
  buildings and structures. Each of these types of terrain presents a
  different set of problems, and lends itself to a different set of solutions,
  even though the basic tactical premises discussed above hold true for
  them all. For the purposes of this manual, we have divided the discussion
  along those lines, into this and the following two sections.
  Urban terrain is one of the most difficult in which to conduct
  successful operations, and yet it is the one in which BlackEagle opera-
  tives most often find themselves. Urban terrain gives every advantage to
  the defender, and in conventional warfare is far and away the most
  casualty-intensive setting for combat. All operatives, and especially cell
  leaders, should take every chance hone their urban tactical skills.
  
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  Techniques 51: Urban Movement Techniques
  The cell in the previous sidebar is shown moving in the open. Presumably, they’re making
  their way between one area of cover and the next. That’s a cardinal rule of movement in
  a hostile urban environment: always move from cover to cover. Pick a covered position
  ahead and move to it, then pause and plan your next move—never simply wander in the
  open, as you might out in the field.
  Cover and concealment are critical in the urban environment. If you don’t have it, make
  it: mask your movement with smoke grenades if you come under fire or get caught out
  in the open. Don’t forget that your opposition has the same advantages, though—if you’re
  forced to dash for cover, be careful. You never know what’s inside a building until you get
  there yourself. The enemy may even use a burst of fire to herd you towards a specific
  building, in which an ambush is lying. Don’t stay in the open if you’re being shot at, but
  be careful about cover that isn’t secure.
  Treat large open areas in urban ter-
  rain like normal danger areas—use
  the techniques for crossing such ar-
  eas as described earlier in this chap-
  ter. But for small areas, like alley-
  ways, bunch up into a tight formation
  and cross all at once. This rapid cross-
  ing method makes detection much
  less likely than the slower techniques
  used in other terrain types.
  When you get to a corner, don’t look around at head level.
  Get down on your belly and ease up to the corner,
  exposing no more of yourself than you have to. Keep your
  weapon handy, but back where it won’t be seen.  o
  Movement in the Urban Environment
  Because of the advantages urban terrain gives to static or defending units
  (and this includes gang-bangers holed up in gig houses as well as
  organized military units), a cell on the move needs to take special care.
  Urban terrain gives the adversary a million places to hide—some of
  which, like rooftops, have no equivalent in other terrain types. Further-
  more, buildings give the adversary the ability to maneuver very close to
  you without your knowing it.
  The basics of street maneuvering are the same as those in the field:
  keep yourself concealed, minimize the adversary’s ability to get a good
  shot at you, and be able to react effectively to hostile contact. Here are
  some specifics:
  • Keep your back to the wall. When moving along a street or alley,
  keep your entire unit along one side, moving in a file along the wall. If you
  stay in the middle you are vulnerable to fire from both sides, and if you split
  up one or both elements can be pinned down, unable to help the other or
  maneuver effectively. But don’t assume that your back is safe, just
  because there’s a wall behind it. Rooftops, windows, doors and loopholes
  are all a threat, even on your side of the street.
  • Keep your eyes open. As with any type of tactical operation you
  must assign sectors of security, so that nobody has to watch everything
  and every angle is being covered. Generally, you want your first man to
  keep his eyes forward, while the second watches windows and rooftops
  above, the third looks out into the street, and the last watches the rear. If
  you’ve got more than the four personnel in that list, have the additional
  people watch the hazards above.
  • Always go low. Look around the end of a wall—not over the top.
  When you get to the corner of a building, get down on your stomach, ease
  to the corner, and peer around with your head just inches above the
  ground. If you have to go over a wall, shimmy over it, keeping your body
  as flat as possible. The same technique can be used in going through
  windows.
  • Know where you are going. Plan your route from cover to cover,
  several steps ahead. Never move unless you know exactly where you are
  going. Screen movement across open areas with smoke grenades if you
  are under hostile eyes.
  Urban Tactical Hazards
  A list of urban hazards could go on page after page, but just a few are listed
  here.
  • Windows, loopholes, and holes in buildings give hostile
  elements the ability to shoot at you while almost totally covered and
  
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  Techniques 52: Diversions
  Many of the tactical problems discussed in this manual can be augmented by the careful
  use of diversion. Diversions distract an adversary, screening your intent and causing him
  to misappropriate resources. You can use a diversion to make an adversary weaken his
  defenses in key areas, maneuver into a trap or ambush, or open up a lane of movement
  for you.
  There are pros and cons to using diversions. A diversion may ruin the element of surprise,
  or put the adversary in a heightened state of alertness. It may not have the effect you
  desire, or may simply not work at all. A diversion requires some of your personnel and
  firepower that may be needed elsewhere, and it may put those resources at risk.
  Nevertheless, diversion is an important tactical tool. If you think that a diversion might help
  you, consider the following:  First, what effect do you intend? In what other ways might
  the adversary react? What will you do if the diversion doesn’t have the desired effect?
  Next, consider your resources. Can you spare the necessary personnel? Will they be at
  too great a risk? How will they disengage from the diversion, and how will you link up with
  them after? Finally, when you have a good idea of how you will use your diversion,
  compare your plan with a non-diversionary one. Does the diversion really offer that big
  an advantage, as compared to the risks involved?
  Once your diversionary plan passes those tests, figure out how you will implement it. A
  diversion should captivate, or at least split, the adversary’s attention. That may mean
  something big and dramatic, especially in a firefight. Pyrotechnics and gunfire work well,
  but they must be used in a convincing attack or a clever adversary will see through it. On
  the other hand, if a firefight has not begun, you may want to go with something more
  subtle, especially to maintain the element of surprise. A simple knock on the door may
  divert the attention of
  criminals in their hide-
  out, giving your assault
  force a moment to slip
  in a rear window.  o
  concealed. A clever sniper will stay well inside the building, away from his
  window or loophole, so you won’t see his muzzle flash or weapon sticking
  out. This can lead to some confusion as to the source of incoming fire. If
  your opposition is in a prepared military defense, buildings that are
  occupied may have grenade screens in the windows—check, or you may
  be surprised when your live grenade bounces back into your lap.
  • Rooftops offer visibility and control over the streets below. In
  cities, especially low- and mid-rise areas, movement from rooftop to
  rooftop may be possible, making it difficult to trap an adversary.
  • Doors are an obvious point of entry and exit. Cover them, and
  expect them to be covered. Find some other way in or out if you are in a
  firefight.
  • Rubble and debris gives the adversary convenient cover and an
  excellent place for booby-traps. It also makes stealthy movement difficult.
  Piles of rubble are not restricted to war-torn city shells in high-intensity
  conflicts. Demolished and dilapidated buildings are common in Third
  World cities and American urban centers. Even construction sites in
  upscale neighborhoods can give you trouble with debris.
  • Sewers, storm drains, and culverts provide instant bunkers
  and, in some cases, undetectable mobility. Watch for fire from open
  manholes, gutter drains, and other small openings at low level. Be careful
  entering manholes and culverts, as they are easily booby-trapped.
  • Abandoned vehicles are easy to ignore, but make excellent
  hiding places and mini-bunkers. Keep your eye on them, and check them
  out when you get close.
  Clearing a Zone
  Whenever a force wants to dislodge an enemy from an urban area, it
  begins by segmenting the area into specific zones, then clearing them
  one-by-one while maintaining the security of the already-cleared zones.
  This type of fighting is slow and casualty-intensive, but it is the only way
  to clear a hostile force from an easily-defended town or city. Heavy block-
  by-block fighting in urban terrain is a job for a regular military unit, and is
  almost always too much for a BlackEagle cell. Sometimes, however,
  BlackEagle personnel are called on to assist in clearing specific zones,
  especially in cases of riot, gang and terrorist activities, or low-intensity
  combat.
  Zone clearing is hard work, and almost always requires the cell to
  operate in conjunction with a larger force—be it local police, a military or
  mercenary unit, or additional cells. In order to effectively keep a zone
  clear, you must have the security of a larger force at your rear to prevent
  any hostiles that you dislodge from simply infiltrating back behind you. As
  an attacking force in an urban environment, you are at a clear disadvan-
  
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  tage. Your goal, then, should not be to assault the adversary, but to
  dislodge him and force him out of the zone, or at least into a less
  advantageous defensive position.
  Your zone should be delineated by easily-controlled open areas like
  major roads or parks, and should be small—certainly no bigger than a city
  block. In smaller towns, Third World cities, cities built on rugged terrain,
  or urban areas hard-hit by heavy combat, such delineations can be hard
  to make as there won’t be many wide, straight streets. In any event, do
  your best to find clear boundaries for the zone, and position elements from
  your backup force to cover as much of the side lanes as possible.
  You will have to clear buildings one by one. Start with the dominant
  building—the one that overlooks all of those around it—unless it requires
  you to cross too much terrain to get to it. Ideally, you want to get to the roof.
  Leave one or two people on security and work your way down through the
  building, clearing it room by room. Make liberal use of grenades and
  automatic fire, before you see the adversary (keep in mind that fragments
  easily penetrate flimsy interior walls). Don’t move in a predictable pattern
  of rooms, and, if possible, blast or pound your way through interior walls
  rather than moving through easily-defended and booby-trapped corri-
  dors. Be thorough, making sure you cover every room.
  When the building is clear, move back to the roof and climb over to
  the next one. Or, blast a hole through an adjoining wall in an upper floor.
  If you can’t get to or maneuver on the roofs, you can work from the ground
  up, but that’s a little more hazardous.
  Storming a Building
  Having to dislodge a hostile force from an occupied building is one of the
  most dangerous actions a BlackEagle cell can undertake, although
  careful planning and execution can reduce the risks greatly. As with all
  tactical tasks, the key is stealth and surprise. Even if the adversary knows
  you are out there and ready to come in after him (as is typical in hostage
  situations), you can still use surprise to your advantage.
  How you handle the action depends on whether or not the adversary
  knows you are coming. If not, you want to do everything possible to avoid
  alerting him. Even if he does know you are there, and you have a standoff,
  you want to remain as low-key as possible. The following instructions
  assume that the adversary knows you are coming, but there are variant
  steps below, in case you have the advantage of complete surprise.
  Throughout your preparations, build towards the element of sur-
  prise by never letting the enemy size you up. Pinned down in a building,
  the adversary is at a distinct disadvantage. Increase it by not letting him
  know which sector to defend. Don’t do it like the movies, with a ring of
  assault-rifle-wielding men encircling the building from twenty meters out.
  Techniques 53: Dealing with Hostage Situations
  Hostages can be taken by criminals or terrorists, and this differentiation is critical.
  Criminals generally take hostages more-or-less by mistake—they are caught at the
  scene of a crime, and grab a bystander in an attempt to force authorities to let them go.
  Terrorists take hostages by design, to use them as leverage against specific goals (actual
  demands or public attention). Due to the scope and implications of their acts, negotiations
  with such terrorists are almost always best handled by governmental authorities, and
  aren’t covered here. On the other hand, BlackEagle operatives on assignment might
  easily run into opponents who take impromptu hostages as acts of desperation or for
  bargaining chips, and find themselves having to respond to or bargain with such hostage-
  takers.
  A hostage in your opponent’s hand forces you to stop and negotiate. It doesn’t, however,
  give that opponent any negotiating advantages—and certainly no tactical ones. The first
  thing to consider when faced with such hostage takers is their situation. The penalties for
  kidnapping or murder are stiff—how do they compare with the consequences for giving
  up? If giving up is clearly a better option, a cornered hostage-taker can usually be talked
  into it, especially if there’s a sufficient show of force to convince him or her that escape
  simply isn’t an option. A more desperate hostage-taker—one who has already killed
  several people, for instance—may not see surrender as a more attractive option. Find a
  way to make it attractive.
  The second consideration is the hostage—or rather, the number of hostages. With
  multiple hostages, a criminal may feel that he or she can kill or hurt one or two, as proof
  of resolve. That option does not exist if the hostage-taker has only one victim, a single
  bargaining chip that must be conserved. Sometimes a hostage-taker can be convinced
  to give up some of his or her victims, especially women, children, the elderly, or the
  wounded. Use every ploy you can think of to reduce the number of hostages, getting it
  down to one if at all possible.
  Finally, keep this in mind: sane or insane, rational or irrational, a criminal who has taken
  a single hostage is very unlikely to kill that hostage if any other option exists. Sane
  criminals know that they gain nothing—and lose their only bargaining chip—if they do;
  suicidally-inclined criminals are more likely to use their last act to kill themselves—or take
  a shot at you—than to kill a hostage that means nothing to them. With that in mind, be firm
  in negotiations with such hostage-takers—never make a concession unless you get
  something for it. And don’t make the mistake that we see all the time in the movies: never,
  ever, give up your weapon because of a criminal’s threat to kill a hostage—you gain
  nothing, and end up in the same situation with even less leverage than you started with.
  Most hostage situations are settled by negotiation, but sometimes action is required.
  Throughout the negotiation process, make every preparation for tactical action. But only
  act if one of three conditions occurs: the hostages appear to be in grave, immediate
  danger; negotiations have broken down; or an excellent opportunity (such as the hostage
  getting free) arises.  o
  
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  Instead, keep your forces under cover and hidden. Keep all movements
  concealed.
  1. Clear the area. Get as many innocents and uninvolved people as
  possible out of range of the inevitable gunfire. This is not just a civic duty—
  civilians running around will create chaos, hinder your actions, and give
  the enemy potential hostages.
  2. Isolate the enemy. Deny him communications and anything else
  that might work to his advantage. Cut his power, cable, and phone and
  data lines right away, to hinder his defense preparations. Then, even if
  you are ready, wait a while before making your move—he’ll be on guard
  after you cut the lines.
  3. Gather intelligence. Figure out what you’re up against. Get
  building plans. Determine how many bad guys are in there, how many
  hostages, and where they all are. Learn all of the entrances, and try to
  guess where bolt-holes or escape routes are located.
  4. Plan your assault. Cover all entrances and possible escape
  routes with snipers or support elements. Look to enter the building by
  unexpected routes—rear or upper-floor windows, basements, openings
  blasted through from an adjoining office, apartment or townhouse, or from
  the exterior if no adjoining building exists (make sure you know where the
  hole will lead, and that you aren’t taking down a structural wall). Plan to
  move in with two or more assault elements, if possible, attacking from
  different parts of the building. Make sure each element knows its lane, and
  which rooms it is responsible for—you don’t want to shoot each other.
  5. Move in. Stagger your assaults by five or ten seconds. This will
  give the enemy just enough time to fix his attention on the first assault
  before being hit from behind by the second. Immediately proceed the
  assault with a flash-bang grenade or CS gas (be sure to protect yourself
  from the effects of these devices). Move quickly through your lanes. As
  you clear each room, report the number of hostiles and hostages seen
  and killed, and the direction taken by any that fled. Don’t hesitate—the
  force and momentum of your assault should prevent the adversary from
  regrouping or even reacting.
  6. Mop up. Re-secure all rooms and search the building for bolt-
  holes or stray hostiles. Outprocess hostages to make certain the adver-
  sary doesn’t slip out among them.
  If the adversary doesn’t know you are moving in, handle things a little
  differently. Follow the above steps, but in a slightly different order.
  1. Gather intelligence, as described above.
  2. Plan your assault, using the same tactics discussed above. One
  difference will be that you may want to start the assault with a distraction,
  like having a someone disguised as a delivery person knock on the front
  door. This is a risky move, but will draw hostile attention away from the
  assault points.
  Techniques 54: Searching Prisoners and Bodies
  It’s easy to think that the fight is over when an operative cell has met its tactical objectives
  and all hostiles have been driven off or captured. But for an injured or captured opponent,
  especially a criminal, terrorist, or fanatical guerilla, the fight is never over—and the
  searching and handling of such personnel can be as dangerous as combat against them
  if you aren’t careful.
  In handling prisoners the key is to keep them in positions from which it is impossible to
  make quick or dangerous moves, and from which they can be easily observed and
  covered by one or two operatives. There are many such positions, but the best is to have
  the prisoner lean against a wall at a 45˚ angle, with both hands and feet spread wide. From
  such a position sudden moves are difficult, and the prisoner will not be able to easily
  observe his captors. While one operative searches this prisoner, a second operative
  covers from a few paces away. The covering operative should hold onto the searching
  operative’s weapons, to keep them out of reach of the prisoner; when moving about the
  searching operative should always loop behind the covering operative, so as to never
  block his line of sight and fire on the prisoner.
  Keep prisoners waiting to be searched kneeling or laying face-down on the ground, with
  hands behind their heads and ankles crossed. Face kneeling prisoners away from you,
  where their hands and ankles can be easily watched and they cannot observe their
  captors’ activities. Stagger their positions so that all are easily seen and none block line
  of fire or sight to the others.
  Bodies can be just as dangerous as captured prisoners, in part because a corpse may
  in fact be a live hostile playing dead, and in part because real bodies are often booby-
  trapped by withdrawing combatants. Thus, in searching a body, it’s most important to
  keep it well-covered until it is clearly established as dead, and to move
  the body in a careful manner to minimize the threat of booby traps.
  A face-down body is a particular challenge, as it must be rolled
  over to be thoroughly searched (and even to confirm that it is, in
  fact, dead). Safely rolling a body requires two people. One lays
  down beside the body and gently rolls it over, keeping it facing
  away from himself and using the body as
  a shield against any booby-traps that
  might be set beneath the corpse.
  The second operative covers
  the body from a short distance
  away, from which he can see
  beneath the body as it rolls up.
  He’ll be in a position to spot
  any booby-trap or suspi-
  cious movement in time to
  warn the other person or
  shoot the hostile.  o
  
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  Techniques 55: Trauma in Combat
  Every BlackEagle cell should have a qualified medic, or at least someone who’s
  emergency medicine skills are strong enough to deal with the immediate priorities of
  combat trauma. But that cell member won’t always be available when an operative goes
  down—he or she might even be the casualty. For that reason, every operative should
  know how to handle casualties in the field—if not first aid, then at least the tactical priorities
  that will help keep a casualty alive for a few moments and keep everyone else from
  becoming casualties as well.
  Follow these five steps when one of your cell members is wounded in an ongoing tactical
  confrontation:
  1. Assess the situation. Before doing anything—before even approaching the victim—
  assess your tactical situation. If combat is heavy and ongoing, you must continue to press
  the opposition—you cannot divert your momentum over a casualty, no matter how much
  noise he or she is making or how close you are personally. Chances are, even with the
  worst injuries, if your casualty is alive he will survive another few seconds without aid. If
  you do give up your momentum and lose the fight as a result, your casualty will die
  anyway—perhaps along with the rest of the cell.
  2. Approach the casualty. If you’re in tactical control and can get to the casualty, do so.
  Assess his status quickly. If you’re under fire, move yourself and the casualty to safety
  immediately, regardless of how badly wounded he is. Otherwise, wait until after dealing
  with the four Bs (the next step), or until your medic says it’s OK before moving.
  3. The “Four Bs.” Now you’re ready to actually address your casualty’s condition. Keep
  your head about you and deal with the four Bs: Breathing, Bleeding, Broken bones, and
  Burns. Even if you have little medical training, addressing these four major points (in
  order) can make the difference between life and death for your casualty.
  4. Treat wounds. Having addressed the four major points that can kill your casualty
  outright, you can begin to actually treat his or her wounds in detail, or move him or her
  to an aid station or trauma center. If you are in the field, you may need to sedate your
  casualty; in either event, work to reassure him or her.
  5. Distribute mission-critical equipment. Finally, regardless of what you do with your
  casualty, be sure to take any special equipment (including extra ammo) that he was
  carrying which you will need to complete your assignment.
  Once you’ve addressed these five steps, you can then assess your situation: whether you
  can continue with your assignment as planned, make changes to your tactical plan, or
  withdraw.  o
  3. Clear the area. Quietly removing civilians from the building and
  its surroundings will be a difficult and delicate process, and you will want
  the help of local authorities if the nature of your assignment allows it. Be
  as discrete as possible, to avoid alerting the enemy, but be aware that
  civilians will not always cooperate, and the situation can blow open at any
  moment.
  4. Move in. Cut power and other lines just as you make the assault,
  to maximize enemy confusion. Otherwise, carry out the assault exactly as
  described above.
  5. Mop up, as above.
  Fighting in either of these scenarios will be intense and brutal. Every
  member of the assault team should be well armed and armored. Make
  certain you have excellent commo, and that everyone uses it. It’s
  generally fairly easy to avoid hitting hostages—innocents react rather
  differently than hostiles when you burst into the room—but your cellmates
  can be easily mistaken for hostiles. The section on Clearing a Room,
  below, talks in more detail about actions within the building.
  Suppressing a Sniper
  Dealing with a sniper in an urban situation is very different from dealing
  with one in the woods. In a combat situation, where the enemy is well-
  trained in military tactics, your chances of eliminating a careful sniper are
  pretty low. However, in riots, insurgencies, and criminal activities, snipers
  are not generally so well-trained or mobile.
  A civilian or criminal sniper will almost always act from high ground,
  giving him a wide field of view and range of targets (this is generally not
  true for a military sniper, who will look for a well-concealed, inobvious
  position from which he can easily escape). This will make approaching
  him difficult, but it has disadvantages as well.
  In dealing with a sniper, you want to surround and isolate him, deny
  him any targets, and then move in on his position. Follow these steps:
  1. Clear and surround the area. As in any other urban operation,
  you must get civilians out of the way so that you can act unhindered. While
  doing that, set up a cordon to prevent the sniper from slipping out of the
  area. Remain low-key—don’t give the sniper any intelligence on your size
  or movements.
  2. Set up counter-snipers. Chances are, the sniper will be well-
  emplaced, in the most controlling terrain in the area. Covering his position
  will be difficult. Set up two or three counter-snipers anyway, so that if he
  gives you the opportunity you can take him out.
  3. Move in. If your counter-snipers don’t do the trick, move in on his
  position. Try to infiltrate the area on a blind side, getting into his or a
  
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  Techniques 56: Interior Movement Hazards
  When infiltrating or assaulting buildings, you want to avoid movement in corridors and
  other open, public passageways as much as possible. Move from room to room by
  connecting doorways, false ceilings, and other less-surveilled and trafficked routes
  whenever practical.
  Of course, it isn’t always practical. When you must move in the open—when time does
  not allow a more circuitous route, or there simply is no other route and you cannot make
  your own, smart movement can maintain your cover and keep you alive. The cell shown
  here is moving carefully down a corridor during an infiltration (a situation in which they do
  not expect a hostile response). Their formation gives them good security and allows them
  to react to contact and to the vagaries of interior
  terrain. The formation is split along both
  sides of the corridor—because
  the corridor is narrow
  compared to city
  streets, 
  they
  aren’t concerned about
  being separated if they run into
  hostile contact. The first two individu-
  als keep their eyes forward while the last
  watches the rear. The middle person covers doors
  and other hazards as the formation passes them. The formation is moving quickly, at a
  quiet jog, to minimize the amount of time spent in the open, vulnerable hallway.
  This sort of formation is well-suited for covert infiltrations, in which rapid movement and
  sharp eyes are priorities, but hostile contact is not expected without warning. If an armed
  threat is more likely—and especially when making assaults—it’s often better to bunch
  your cell together, putting the leader at the head of the formation with each cell member
  lined up behind. That presents the minimum possible target area to an enemy confronting
  your cell from the front. Of course, each cell member still maintains the same sectors of
  security.
  It may not look like there is much going on in these illustrations, but every visible object
  represents a hazard. Hostiles may be around the corner or behind the door—they’ll
  appear at very short range when they do turn up. Vents, electrical sockets, and floor mats
  might each contain surveillance or alarm devices. Every cell member must remain on his
  or her toes at all times—even more so than in any other tactical terrain.  o
  neighboring building. Then assault his position in the same way you would
  storm an building (covered above).
  Obviously, these instructions simplify the task and don’t consider the
  sniper’s mobility, the possibility that he is barricaded in an inaccessible
  structure (like a tower), or that he is protected by a security force. You must
  tailor your plan of action to the circumstances on the scene, using these
  three steps as a framework.
  Interior Problems
  Interior actions are often just an extension of urban actions. But because
  of the specialized nature of our work, which often calls for tactical actions
  largely or entirely indoors, this section is dedicated solely to indoor tactics.
  Moving Indoors
  How you move indoors depends on your conditions and objectives. In all-
  out combat, the ideal tactic is to blast your way through buildings, making
  your own doors to avoid booby-traps and ambushes and to keep the
  adversary on the defensive. But in a “civilized” environment, like an office
  or apartment building—or any situation where stealth is preferred—that’s
  not an option.
  Indoor movement during all-out combat is covered pretty well
  above, so this section will stick to the more “civilized” setting. However,
  just because the environment may be a clean corridor instead of a shelled
  ruin, the goals of tactical movement still hold: to avoid detection, to
  mitigate attack, and to prepare to react to contact. Here are some specific
  tips for moving indoors:
  • Know the terrain. Buildings have limited numbers of exits, and
  they restrict movement inside, so it is more important to know the terrain
  here than in any other environment. Your opponent will probably know the
  layout—if you don’t, you’re at a distinct disadvantage. Look at the layout
  of corridors and suites, the locations of elevator shafts, service ducts,
  stairwells and fire doors. Don’t restrict your thinking to two-dimensions—
  look for crawl spaces, catwalks and gantries, wiring vaults and ducts, and
  maintenance areas that run vertically or between floors.
  • Know the security. Know what you will likely face in terms of
  physical security and personnel. Be prepared to circumvent or bypass it.
  • Find some other way in. Security precautions are generally
  focused on entrances. Enter the building by some unexpected route—
  
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  ventilation gratings, the roof, an upper-floor window, or through an
  adjoining wall. Don’t expect these to be unsecure, however—just less
  secure.
  • Avoid corridors. Use interior connecting doors as much as
  possible. Climb over partitions. Sometimes you can get over a wall by
  going through the crawl space between the hung ceiling and structural
  ceiling above, although structural walls and security barriers will go all the
  way up through the crawl space. Use maintenance passageways, air
  spaces, and service accessways instead of major corridors whenever
  possible.
  • Be small and agile. You don’t need crew-served weapons
  indoors. In fact, pistols and submachineguns generally provide all the
  firepower you need at interior ranges. Small weapons won’t give you
  trouble in doorways, elevator shafts, and other restricted spaces. Go light
  on gear, as well, and wear soft-soled shoes.
  Interior Tactical Hazards
  The nature of tactical hazards indoors varies greatly with conditions. You
  might expect booby-traps, for example, in an abandoned house in war-
  torn Central America—but not in the lobby of a gleaming corporate center.
  What you will run into are hidden security and surveillance devices and
  a completely different set of tactical hazards than any found elsewhere.
  What sets these hazards apart is their proximity—indoor actions take
  place at very close ranges. Here are a few things to look out for.
  • Corridors, lobbies and doorways funnel your movement through
  predictable areas. They are primo spots for security devices like IR
  beams, pressure-sensitive mats, motion and heat detectors, audio sen-
  sors and cameras. They are also good for ambushes. You can rarely
  avoid these areas altogether, but check them out, and be very careful
  moving into or through them. Treat lobbies and large entranceways as
  danger areas.
  • Walls and ceilings may or may not be solid. Hung ceilings and
  drywall partitions are particularly flimsy. That means they can be
  breached—by you or the adversary. Always think in three dimensions,
  and never assume you’re safe just because you’ve got your back to the
  wall. Remember, an assault team will try to come in by an unexpected
  direction.
  • Balconies, catwalks, and gantries create a three-dimensional
  tactical environment. Any time you move into an area with a large
  overhead space, be aware of what’s above—how it can be used against
  you, and how you can use it to your advantage.
  • Stairwells can be particularly treacherous. They are excellent
  locations for audio and visual surveillance, and they offer little cover. Fire
  Techniques 57: Interior Movement Techniques
  The principals of interior movement are similar to those of urban terrain: move point to
  point, planning each movement ahead of time before breaking from cover; maintain
  vigilance against attacks that may come from point-blank range; and keep relatively close
  together in open areas. But there are special considerations to interior tactical movement
  as well. The movement of your opposition, like your own, is regulated by corridors,
  stairwells, and elevators—so know where those are, and keep an eye on them whenever
  possible. Know the habits of the people (opposition or bystanders) who use the building
  you’re infiltrating, so you’ll know whether you’re likely to run into anyone—and what to
  expect if you do.
  When entering a room, check every blind spot before walking in—behind the door, behind
  any corners, behind large furnishings. Have the first person in scan the room, while the
  second man covers the blind spaces nearby, such as behind the door. Never turn your
  back on a blind spot until the room is secure.
  When  approaching a corridor intersection, slow
  down and ease up to it with your lead people
  against opposite walls. As the illustration shows,
  this arrangement gives you good visual cover-
  age of the side hallways without exposing your-
  selves. Notice that the third man is covering the
  corridor ahead.
  Stairwells are a particular challenge—with their tight turns and terrible visibility, surprises
  lurk around every corner. Avoid them when you can, especially when the opposition
  knows or expects that you’re around. Always move slowly and cautiously in stairwells.
  Stick to the outside wall, with your lead man keeping his eyes on the next landing. Have
  the second man watch up the stairwell as far as possible, and the tail man watch the rear.
  Be circumspect about the use of lights, especially when they can be seen from other
  locations (through windows, for example). You can be seen from without if you turn on
  lights when you enter a room, and it looks even more suspicious if you wave flashlights
  around in the dark. If you need light to work but can’t risk turning on the overhead lights,
  use the smallest flashlights you can. Keep the light masked as much as possible, and
  don’t walk with them or wave them around—turn them off as you move, using them only
  when standing still.  o
  
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  Techniques 58: Area Search Techniques
  There are two sets of search techniques, depending on whether you are searching a
  broad area visually (attempting to find a boat adrift on the ocean, for example), or a small
  area in person (looking for an item dropped by a suspect at a tactical scene, for instance).
  Broad search techniques vary according to whether you are on the move, or visually
  searching from a specific location. When on the move (for example, when searching from
  an aircraft), travel along a specific grid or spiral out from the spot you think you’ll most likely
  find your target. If scanning from a specific location, break your area of search down into
  sectors (use landmarks on the horizon to define them). Then scan horizontally along the
  horizon in one sector,
  then back just below
  the horizon, and so on,
  searching back and forth
  as you focus your attention
  progressively closer to your lo-
  cation. Once you’ve searched one
  sector completely, move on to the next.
  Whatever technique you use, if you are
  searching at night (even with night-vision
  gear), move your gaze in constant small loops
  or figure-eights as you scan. In low light, your eyes have a blind spot dead-center—by
  moving in constant small loops, you increase the chance that you’ll spot something in your
  near-peripheral vision and not miss it in your blind spot.
  A close search is a search of a specific area—a crime scene, a tactical objective, or a
  room, office, or home—for items lost or hidden there. There are a number of methods that
  can help ensure an organized and thorough search—which to use depends on the area,
  the number of people involved in the search, and the amount of time available.
  In an open area, where the items being searched for might be anywhere, the easiest
  method is the strip search. Divide your area into imaginary strips, and have your
  searchers walk them slowly. If you have only one
  searcher, walk the length of one strip, turn about
  at the far end and walk back along the
  next strip, etc.
  If you are searching around a spe-
  cific spot or item, have a single
  searcher walk in a slow spiral out
  from that epicenter.
  In a room or enclosed space (or
  even broken-up outdoor area,
  such as the yard around a house),
  divide the area into imaginary
  zones of manageable size. Then
  search each area one at a time; if
  you have more than one searcher,
  assign one to each zone.  o
  codes require that stairwell doors remain unlocked, at least from inside
  the building. That means you can always get into the stairwell, but not
  always back into the building. Furthermore, the doors are often wired to
  the fire alarm. Keep this in mind, watch out for security, and stay close to
  the walls as you use stairwells.
  • Elevators are easily monitored and even controlled remotely.
  Don’t use them unless your movement won’t arouse suspicion. Elevator
  shafts, on the other hand, are generally unmonitored and contain little
  security, and make great movement routes. In large buildings, there are
  often many elevators in one large shaft. Keep in mind, however, that
  elevator doors may have sensors that report their opening if the elevator
  car isn’t present. Also, if a security breach is discovered, elevator shafts
  will be one of the first areas secured.
  • Ducts and airvents criss-cross every modern building. Contrary
  to what you see in the movies, however, few buildings have extensive
  networks of navigable ducts. Even when you can move through or on
  them, metal ducts are incredibly noisy. Squeezing through a vent or short
  section of ducting can be a good way of getting from one room to another,
  however, but watch out for security measures, especially if you are using
  a duct to get into a secure area.
  • Furnishings provide visual cover and some physical protection.
  Security desks and other key points are also often armored, to give
  security personnel a solid defensive position. Most other furniture does
  not make effective armor, but provides visual clutter and concealment for
  the adversary. Scan the area at floor level when entering a heavily-
  furnished room, to see if anyone is hiding under furniture.
  • Windows let you see out and others see in. Stay away from
  them—if you are in a lit room after dark, outsiders will be able to see in
  much better than you will be able to see out. You can be noticed by an
  outdoor patrolman even after penetrating layers of indoor security mea-
  sures. Also, an outside assault force will position snipers on the windows,
  and you become a target if you get where they can see you.
  Infiltration
  Infiltration is the act of getting into and out of a building without alerting
  anyone to your presence. It can be quite a challenge in a well-secured
  building staffed by competent security personnel.
  There are as many ways to infiltrate a secure building or compound
  as there are to get around a locked door. You can pound your way in, or
  pick the lock, take apart the hinges, or wait until someone comes along
  and opens it, then follow him through. When planning an infiltration, you
  must start with good intelligence. You want to know not just what physical
  
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  Techniques 59: Shaking Trackers
  There are two types of trackers that you might find on your trail: human trackers and dog
  trackers. The former are pretty few and far between; you are likely to encounter skilled
  human trackers only among the elite of competent guerilla or counter-insurgency forces.
  Dog trackers are much more common, and might be employed by security, police, or co-
  in forces anywhere in the world. Dogs are generally only useful when the scent they follow
  is fairly recent, but they can make good time, allowing their handlers to close on their
  quarry quickly. Human trackers, which rely on visible signs rather than scent, can follow
  a much older track (if the weather is in their favor) but tend to move much slower.
  In general, only good tactics, woodcraft and speed defeat human trackers. Even among
  elite woodsman, there are few who can effectively cover their tracks for more than a few
  dozen yards—not nearly enough to throw off a competent tracker. But basic habits can
  deny the tracker the information he seeks: avoid building fires and leave no garbage,
  brass, or other materials behind at encampments or rally points (even buried garbage will
  be found). Avoid direct routes to objectives or extraction points to prevent the tracker from
  surmising your destination. And don’t dwaddle—tracking is a slow process; if you can
  widen the gap between you and your pursuers you might make their efforts moot.
  If fooling a human tracker is difficult, fooling a dog is impossible. There are only two
  options: disable the dog; or confuse its handler. If you know that you will be dealing with
  tracking dogs ahead of time, come prepared with some sort of disabling material. Don’t
  bother with poisoned food—a well-trained dog will not eat without its handler’s permis-
  sion. Eucalyptus oil (available at health food stores) will numb a dog’s nose, reducing its
  efficiency—dribble or spray a swath of it across your track. If you’re lucky, this may gain
  you a couple hours’ time. A more permanent, though riskier, solution is dried blood meal
  mixed liberally with cocaine. The dog, sniffing the blood meal, can take in enough of the
  cocaine to kill it. The powder must remain loose, however—not be blown away by wind
  or soaked up by ground moisture—and it must be spread out in a manner unnoticeable
  by the handlers.
  If you can’t disable the dog, go after the handler. Running through streams and other
  hollywood techniques rarely fools the dog—but they can, if used properly, fool the master.
  After crossing an obstacle such as a stream, run a random pattern, zig-zagging, doubling
  back, and making large leaps, for a few dozen yards. Given enough time, the dog will find
  your trail again—but in the mean time its erratic behavior may convince the handlers that
  it has lost your trail.  o
  security exists, but also how skilled the security personnel are, and what
  procedures are followed.
  Start by looking for flaws in the physical security system (see
  Chapter 3: Physical Security and Surveillance Systems). You must have
  the skills to defeat the individual security measures you will encounter, or
  the system as a whole, or some method of getting around what you can’t
  defeat. If you can find no flaws in the physical system, look for holes in the
  routine, bad procedures, or good procedures that are regularly ignored.
  Don’t be afraid to get radical—often some sectors of security are left
  unattended to because the designers figured “nobody’ll ever try to get in
  that way.” On the other hand, keep your plan as simple as possible—
  every complication increases the chance of failure geometrically.
  If you find little information on security, or no exploitable flaws, you
  can try to wing it. Make sure you’re getting paid well, though, because the
  risks are high. Bring along the skills and tools you will need for any
  foreseeable security or surveillance hazard, move carefully and take your
  time, and always think about how you are going to get out. You may want
  to make one or two recon trips, to probe the security and see what is there.
  But remember that if you are detected, the adversary is warned.
  For any infiltration, use two parties—one to do the actual infiltrating,
  and the other to overwatch from the exterior. If possible, have the
  overwatch party isolate the building, intercepting the phone, data, and
  dedicated alarm lines from at least the security station. If you are hacking
  the building’s security and/or engineering computers, the overwatch
  party should handle that too (even if you have to get someone inside to
  get on the system, you should then connect him or her to the overwatch
  party via cellular modem—that way, your inside people can concentrate
  on their job, not on working the computer). The overwatch element can
  keep the infiltrating party appraised of the situation, especially of the
  activity of visible security personnel or police. And finally, the outside
  element can provide a diversion if needed to help the infiltrating group
  escape.
  Surveillance equipment generates records, so wear a balaclava or
  a mask. Wear gloves, too, and long-sleeve clothes, so that you minimize
  the fingerprints and blood and DNA samples left behind.
  Clearing a Room
  The key to taking a room is overwhelming surprise and force. Like an
  ambush, you never want to give hostiles a chance to fire back. Unlike an
  ambush, the adversary has many advantages when you enter a room. So
  even if you are restricted to non-lethal force, make as much impact as
  possible to overwhelm the room’s hostile occupants.
  
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  Techniques 60: Field Movement Hazards
  The illustration above shows a cell moving through light woods, towards the lower right
  (foliage in the foreground has been omitted for clarity). Tactical movement in the field
  differs from that in other terrain types because of the different nature of the threat. Danger
  is more dispersed, and hostiles are probably not going to appear right on top of you. Your
  concern in the woods is to avoid detection and tactically disadvantageous terrain, while
  minimizing the effectiveness of surprise attacks.
  This cell’s diamond formation and loose spacing makes it a difficult target in an ambush
  kill zone, and lessens the likelihood that a single grenade, mine, or booby-trap could take
  out the entire cell. They have good security in all directions, and the formation allows them
  to act in a coordinated fashion when hostile contact is made.
  There are as many hazards in the field as there are in any other environment, although
  they are not as dense. Trees provide cover for attackers at ground level and up high.
  Rocks, logs, bushes, tall grass and undergrowth conceal booby-traps, noisemakers, and
  attackers. Open terrain makes you an easy target, while dense cover bunches you up and
  denies you maneuvering room. The footpath in the lower right may or may not be a danger
  area, but is definitely a more likely spot for mines and booby-traps. Holes, ditches, and
  gullies create dead space that gives attackers cover—a good reason to have a grenade
  launcher along. The right flank man in the illustration has moved to where he can see into
  the ditch on the lower left. That’s a good move, but avoid silhouetting yourself along the
  edge of a deep ravine or on a ridge.  o
  Clearing a room properly requires three people. One will act as
  security, remaining in the corridor or adjoining room to watch your back.
  If the way behind you is secure, you can do without him. The remaining
  two operatives actually storm the room. Do not look into the room or do
  anything that will alert the occupants to your presence—you need the
  element of surprise to make up for the occupants’ inherent defensive
  advantage. Follow these steps:
  1. Start with a grenade. If you don’t want to use lethal force or
  cause that much property damage, or if you are worried about hostages
  or innocents, use a flash-bang grenade. If the door is closed, kick or blast
  it open—don’t turn the handle and alert the occupants—and throw your
  grenade. If you don’t have to kick open a door, cook off the grenade, so
  that the occupants have no time to react.
  2. Rush the room. As soon as the grenade blows, the first person
  should spring through the door, spraying the room with automatic fire
  (don’t hit your hostages), and put his back to the wall beside the door. The
  second operative moves into the opening, staying low, also spraying the
  room. If anyone is returning fire after the initial onslaught, move quickly
  to cover while hitting him with maximum firepower.
  If you do not wish to use lethal force, you must maximize the
  suddenness of the attack to totally intimidate the adversary. Rush in with
  more than two people if a lot of opponents are expected. Instead of
  pausing inside the door, rush headlong into the room and get your
  weapons in the adversary’s face. Shout “freeze!” Shoot over his head if
  practical. Control the room before anyone can react.
  3. Secure the room. Check hiding places. Make certain all hostiles
  are incapacitated, and not within reach of weapons. Get hostages out of
  the area, but check each to make sure that no hostiles are slipping out with
  them.
  Field Problems
  BlackEagle/BlackEagle is not a mercenary organization, but it is when our
  assignments take us into the field that we most resemble one. The tactics
  described below are derived from standard military doctrine on light
  infantry and guerilla operations, modified for use by cell-sized units.
  Tactical Travel in the Field
  The U.S. Army specifies three major types of movement for squad- and
  platoon-level elements moving in the vicinity of the enemy: Travelling,
  
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  Techniques 61: Field Movement Techniques
  When moving in the field, take your time. Keep your formation loose. As you walk, always
  be aware of the nearest tree, rock, or other cover, so that you can dive towards it if
  suddenly attacked. Step over logs and small rocks, rather than on them. Move your feet
  slowly, and plant them toe-first, so that you can feel the ground—especially when near
  a suspected enemy position, where traps are more likely. Give obstacles—like ponds,
  ditches, cliffs, open areas, or areas of dense bracken—a wide berth. Never walk along
  paths—if you want to follow them, stay a few meters to the
  side. As quiet as you try to be, your movement inevitably
  makes some noise, which can mask the sounds of others,
  so pause occasionally to listen. Any time you stop for
  more than a few seconds, get down prone, facing out.
  This six-person cell is moving in a wedge, in what’s
  called the “travelling” movement mode. The
  assault and support elements are one
  behind the other. This makes for easy
  movement in bad visibility or thick veg-
  etation, while maintaining flexibility in
  case of contact. If you are expecting
  contact however, the “travelling
  overwatch” or “bounding overwatch”
  are more cautious movement tech-
  niques.
  The cell to the right  is using the “travelling overwatch”
  movement technique. It is similar to the travelling
  technique above, except that the rear element has
  moved up and to the side on which enemy contact is most
  likely. Notice that both elements still maintain their wedge
  shapes.
  The final movement technique is the “bounding
  overwatch.” The two elements leapfrog for-
  ward, each covering the other in turn.
  This is the slowest but most cau-
  tious movement technique,
  used when enemy contact
  is imminent.  o
  Travelling Overwatch, and Bounding Overwatch. All three are based on
  the assault-and-support concept that is fundamental to modern infantry
  tactics.
  Travelling movement is used when hostile contact is not likely.
  Support and assault elements move in line, with about double the
  distance between the two elements as between individuals within them.
  If hostile contact occurs, the trail element can move up beside the lead,
  or fall back to move around to a flanking position. Travelling movement is
  the easiest formation to maintain while moving through the brush, and for
  that reason is the fastest of these three techniques.
  Travelling Overwatch is used when hostile contact is more likely.
  The trail element remains in the rear, but moves to the side on which the
  enemy is most likely to appear, and chokes up a little on the lead element.
  This allows the entire unit to bring fire on the enemy at the point of contact,
  while maintaining flexibility of movement. Because it is a slightly more
  complex formation than Travelling, Travelling Overwatch tends to be a bit
  slower.
  Bounding Overwatch is used when hostile contact is imminent.
  Lead and trail elements continually trade places, with one element
  remaining in a supporting position, ready to open fire on any hostiles that
  might appear, while the other element bounds forward a short distance.
  Then the moving element halts and assumes the supporting role while the
  other moves past it. The two elements leapfrog forward, with one always
  being covered by the other. Because only half the unit is moving at any
  given time, Bounding Overwatch is a slow form of movement.
  These three types of movement are not the only options in the field,
  just the best ones when someone gunning for you might be around. File
  movement (see the sidebar on pages 103) is good for speed, and
  essential in limited visibility.
  Field Tactical Hazards
  Tactical hazards in the field are not as dense as those in urban or interior
  environments, but they are diverse and just as dangerous. Look out for
  terrain or vegetation that will conceal attackers or traps, limit your ability
  to maneuver and respond, or funnel your movement. Here are some
  specifics:
  • Trees, rocks, undergrowth, and debris give hostile forces
  concealment, allowing you to walk right up on them before they attack.
  They may also conceal traps or noisemakers. Watch everything, includ-
  ing the foliage of trees. Step over or around logs, debris, and rocks,
  especially if you are approaching a known or suspected hostile position,
  where trip-wires and other traps are likely.
  
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  Techniques 62: The Near Ambush
  The illustration below shows a typical cell-sized element prepared to conduct a near
  ambush. For clarity, no vegetation or cover has been shown, but of course everyone
  should be well-concealed. In this example, one individual has been assigned to security
  (he’s the one facing away from the kill zone). If you have a larger element, place additional
  security on either flank. Everyone else above may look like they’re asleep, but they are
  just keeping their heads down for maximum concealment—only the ambush leader looks
  up into the kill zone. He’s going to start the ambush with his most casualty-producing
  weapon—in this case, the machine gun. He’s got his hand on the machine-gunner’s
  shoulder so that he can silently signal him when the time is right. When the machine gun
  opens up, everyone else will open fire as they look up and into the kill zone. Notice that
  the leader has a couple grenades handy.
  Although this illustration does not show it, you want to position your ambush along the side
  of the target’s likely route, not across it. First, you don’t want to hit the target from the front,
  since the formation will probably be strung out and the leaders and heavy weapons that
  you want to take out first will probably be in the middle (the exception is vehicle convoys:
  you want to hit the lead and tail vehicles first, to trap the others in the kill zone). Second,
  if you block the target’s path, you cannot avoid an engagement if something goes wrong
  (like the hostile unit turns out to be much larger than you thought). By positioning yourself
  along the side of the route, you can strike whichever part of the formation you like as it
  passes through the kill zone, or hold your fire and let the target pass if something is amiss.
  Once the initial attack has had its effect, the assault element will get up and move through
  the kill zone, engaging any survivors. In a unit this size, the assault team should probably
  be the two rifles on the ends. That would leave the leader and the machinegun on
  overwatch, ready to provide supporting fire for the assault element and alert for
  counterattack. You may prefer to have the leader in the assault team, but whatever you
  do, make sure the assault and support teams are decided beforehand, to avoid confusion
  or delays on the objective.  o
  • Draws, gorges, ravines and hills create dead space—areas
  into which you cannot see. Steer wide of them, or check them out. Carry
  a grenade launcher or other indirect-fire weapon in your cell, so you can
  flush out attackers if they use dead space against you.
  • Open terrain with little vegetation leaves you too exposed, not
  just to direct attack but also to artillery and other fire support. Avoid it if you
  can, move carefully and quickly through it if you can’t. Always spread your
  formation way out when crossing open terrain.
  • Close terrain or dense vegetation limits your visibility and
  movement options. If you cannot avoid dense or difficult areas, at least be
  cognizant of possible attack and keep an escape route in mind. Do not let
  yourself be funneled into an area where the terrain totally dictates your
  movement.
  • Streams, paths and roads are natural movement routes—
  which means that they will be watched, patrolled, or trapped. Never use
  roads or trails. If you want to follow them, stay parallel at least ten or twenty
  meters off to the side.
  Patrols and Patrol Bases
  One of the most basic tasks in field operations is the patrol. Patrols may
  be assigned to gather recon, secure a region, or intercept hostile units.
  They may require days in the field, or just hours. Movement on patrol is
  highly tactical—a patrol never wants to be detected first, if at all.
  How you carry out your patrol will vary with the situation and
  objective. Generally, the purpose of a patrol is to maintain a presence,
  preventing the enemy from acting in the area with impunity, to totally
  exclude the enemy from the area, or simply to keep tabs on enemy
  activities and positions. Patrols in the wilderness may follow careful
  patterns of movement, designed to efficiently cover the entire zone, or
  they may wander at random. In either event, you need to plan your patrol
  route to hit likely enemy avenues of movement or activity. That means
  checking roads and trails that hostile forces may use and investigating
  terrain features that they may find useful. Remember, whereas in some
  tactical operations, like infiltrations and recons, you want to avoid contact
  at all costs, when on patrol you want to find the adversary. You still don’t
  want him to find you first—even on a search and destroy operation you
  want the element of surprise. In fact, sometimes you simply want to
  observe the adversary, preferably without his knowing you were around.
  So despite the fact that you want to move through likely areas of contact,
  you should still be as careful and quiet as on a recon or infiltration.
  Whenever your patrol needs to stop—to rest, eat, or send out
  smaller recon elements—set up a patrol base. A patrol base is just a
  
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  Techniques 63: Surviving an Ambush
  If you’re in the kill zone of a near ambush and are lucky enough to survive the initial attack,
  there’s only one thing to do: get up and run towards the attackers. This seems pretty
  counter-intuitive, but it actually moves you into decreasingly intense fire—whereas if you
  run away
  from the kill
  zone, as
  this illustra-
  tion shows,
  you will stay
  in 
  the
  attacker’s
  sights and the
  combined fire
  of the entire at-
  tacking unit. Stay-
  ing in the kill zone, of
  course, is not a good
  idea, and that leaves only
  one direction.
  If you survive long enough to get
  close to the enemy position, the ad-
  vantage will rapidly change. You will be
  up and mobile, in a position to overrun
  their line and attack from their flanks or rear.
  They, on the other hand, will be prone and facing
  the wrong direction. Furthermore, you’ll have split their
  formation, breaking their ability to effectively act as a unit. Exploit
  that confusion to the maximum.
  Smart movement techniques should result in some of your cell not being caught in the kill
  zone. If you’re one of those lucky individuals, don’t hesitate. Move immediately to flank
  the enemy’s position—but look out, because the enemy should have positioned one or
  two personnel on security, to protect from just such a move.
  Far ambushes are a completely different story—there’s very little chance that you can
  close the distance between the kill zone and the ambushers before they hit you or displace
  to a new location. On the other hand, your chances of being able to get into cover are much
  better, as the enemy won’t be able to pour quite as much devastation into the kill zone
  as during a near ambush. So when hit from a distance, drop immediately, then move for
  cover and return fire.  o
  glorified objective rally point, with a little more attention paid to defensi-
  bility. Follow these steps:
  1. Select a site based on a map recon. The site should be off the
  beaten path, someplace where you are unlikely to be stumbled upon. A
  marsh or similarly inhospitable point is ideal (you aren’t in this for the sake
  of comfort). Never choose a strategically important point, like a hilltop, as
  the enemy will likely check it out (the exception is cover—if you are in an
  area that offers little concealment, take what you can get).
  2. Move up to the site, but don’t move in. Set up an ORP a few
  hundred meters away and send a two or three man recon team to check
  it out. If it looks suitable and there are no hostiles about, leave part of the
  recon team there to keep the site secure while one person goes back to
  fetch the rest of the group.
  3. Occupy the site and set up security. Make sure your security
  covers all angles and avenues of approach. If you have heavy or crew-
  served weapons, place them facing the most likely approach angle, or
  towards suspected hostile positions. When everyone is in place, send out
  recon teams to quickly check out the area within a hundred meters or so,
  especially blind spots. Place leaders in the center of the perimeter, where
  they can keep an eye on everything. Keep movement to a minimum.
  4. Establish watch schedules and orders of work. Generally,
  you don’t want to fall below fifty-percent security—that means that no
  more than half the personnel are sleeping, eating, cleaning weapons, or
  resting at once. If there are specific tasks that need to be accomplished
  (like navigation, satellite commo, equipment or weapon repair, etc.), take
  care of them as soon as possible, so that you can move on if necessary.
  Personal hygiene, eating, and sleeping (in that order) are the last things
  you attend to.
  The patrol base offers a relatively secure point from which you can launch
  other operations, like smaller patrols or objective recons. If you leave it
  unoccupied, however, consider it unsecure, and do not re-occupy it
  without going through the above steps (in fact, it’s generally a good idea
  not to re-occupy it at all—find another spot). If an element leaves the
  patrol base, especially if it includes the leader, establish a contingency
  plan covering what to do if the departing element is attacked or fails to
  return, or if the patrol base is attacked. The leader must insure that all
  separated elements know what to do in case of the unexpected.
  Ambushes
  The concept behind an ambush is simple: hit the adversary before he
  knows what’s going on, and hit him hard enough so that he won’t hit back.
  Despite the simplicity of the concept, however, there are a number of
  
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  Techniques 64: Field LZs
  Helicopters and VTOL aircraft have wonderful mobility, but they cannot go everywhere.
  If you are relying on helicopter extraction or medivac in the field, you must know the basics
  of landing operations. Because air ops often use a separate radio net than ground ops,
  you cannot rely on being able to communicate by radio with a helicopter as it ap-
  proaches—and that makes proper technique in choosing and setting up field LZs
  especially important.
  First, a helicopter requires a sufficient landing space, with plenty of clearance for its rotors.
  In daylight operations in favorable weather, a helicopter can put down on a plot of land
  only slightly larger than its landing gear, provided there is nothing taller than a man within
  the sweep of its rotors. At night, or in windy weather, a helicopter requires a space of at
  least 75—and preferably 90—meters in diameter, the center 50 meters of which must be
  clear of any significant obstacles or brush. High altitudes or temperatures make helicopter
  operations more difficult—increase each dimension by 10% for every 300 meters in
  altitude or ten degrees above 90°.
  Most helicopters can land in water up to half a meter deep if the bottom is firm—but good
  luck getting the pilot to try it.
  Optimally, helicopters require a 75-meter wide approach with a slope not greater than
  1:5—that is, a 75-meter wide lane in which there is no obstacle over 20 meters tall within
  100 meters of the LZ, or 60 meters tall within 300 meters. A helicopter can exit by the same
  lane, but a second lane, in the opposite direction, will allow a faster and safer withdrawal.
  If possible, both lanes should face into the wind.
  As the helicopter approaches you’ll need to mark the LZ, not only to identify the location
  but also to tell the pilot that you’re there and ready for him. If you have time to set up, place
  four markers in an inverted “Y,” forming a
  triangle around the zone with the leg
  pointing in the direction of the approach
  lane. If there isn’t that much time, place
  a single marker at the head of the LZ.
  Green or yellow are common LZ mark-
  ing colors (if you’re working with a
  military force and have an OpOrder,
  the marking color should be speci-
  fied)—use smoke or a flare,
  chemlight, panel, or other marker. If
  you don’t have an established signal,
  use colored smoke (anything but red)
  or wave the pilot in. Use red markers or
  smoke only to designate hazards in the
  LZ—obstacles that couldn’t be cleared,
  holes in the ground, etc.
  In hostile territory, set security around the rim
  of the LZ. Make sure that everyone knows how
  and where they’ll be boarding the aircraft (see
  the next sidebar) before it arrives.  o
  things you should know when setting up an ambush, in the field or
  elsewhere.
  Military doctrine classifies ambushes as either near or far, and this
  is an important distinction. A near ambush is designed to annihilate the
  adversary, while a far ambush is usually intended to harass. Conversely,
  a near ambush will put you so close to the adversary that if he can react,
  you will have little room to maneuver. With the far ambush, you will be far
  enough from the kill zone that escape will be fairly easy. Don’t go the
  middle route: if you cannot (or don’t want to) totally destroy your adversary
  in a near ambush, stay far away enough to make a clean getaway.
  When setting up either type of ambush choose a point along an
  adversary’s expected route. It should offer cover for you and a kill zone
  that causes the adversary to tighten his formation (so that you can
  concentrate your fire) and denies him cover. Remember, however, that a
  smart adversary will maneuver around an obvious ambush site—and you
  don’t want to be flanked while lying immobile in the bush. Place your
  ambush along the side of the adversary’s route—not across it—a couple
  hundred meters away for a far ambush, or as close as a few dozen for a
  near one.
  Once you’ve chosen your site, set up your people. First and
  foremost, position security around the ambush site. The ambushers will
  all be looking into the kill zone, so you will need at least one person
  watching your back, and, if the unit is big enough, one on each side (see
  the sidebar on page 143). Security is especially important in an ambush,
  because you are immobile and your attention is focused tightly on one
  area. Everyone should be totally concealed. Only the leader should
  observe the kill zone—everyone else (other than security) should keep
  their heads down. Since you will want to start the ambush with your most
  casualty-producing weapon (be it a mine or a crew-served weapon), you
  want the leader to have control over it. If this is a near ambush, assign
  assault and support elements, and position them on either side of the
  leader.
  The leader must watch his kill zone carefully, and be patient when
  the enemy appears. A careful foe will space out his personnel, so that the
  entire unit will probably not fit in your kill zone. Wait until you get the
  maximum number of personnel in your sights, trying especially to get
  enemy leaders and heavy weapons (probably in the middle of the enemy
  unit) into the kill zone. Then open up with the claymore or machinegun.
  The other members of the ambush team, who should have had their
  heads down for maximum concealment, can now look up and open fire.
  Pour as much concentrated firepower into the kill zone as possible—the
  object is to never let the adversary fire back.
  At this point, the difference between a near and far ambush
  becomes important. In a near ambush, you should be able to destroy the
  enemy unit in the initial volley. That is not so likely in a far ambush.
  
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  Techniques 65: Helicopter Insertions and Extractions
  Helicopter operations in hostile areas are vulnerable to enemy action, and the noise and
  dust made by helicopters can draw the attention of the opposition—making ground forces
  vulnerable as well. Keeping insertions and extractions by helicopter efficient and quick
  improves everyone’s chance of survival in a hostile environment.
  The first thing to remember in dealing with helicopters is that you are coordinating your
  efforts with the flight crew. You will probably have little chance for verbal communications
  with the crew due to the noise of the aircraft and the fact that the crew may be on a
  separate radio net than your tactical communications, so it’s critical that you pay attention
  to them and behave in a way that they expect. On military helicopters or large civilian craft,
  the crew chief will be your primary contact and your liaison with the pilot. Be sure to keep
  the crew chief (or the pilot) within your sight as you operate around a landed or landing
  aircraft, in case he or she needs to signal you.
  In addition to difficulties in communicating with the flight crew, you will also have difficulty
  communicating with your cell when around noisy aircraft. Again, stay alert and keep an
  eye on your cell leader.
  As aircraft approach your LZ, either on extraction in the field or prior to taking off for
  insertion, it’s critical to be prepared. Airlifts are organized into “flights” and “chalks”; a flight
  is a group of aircraft making a single trip, while a chalk is a single aircraft within the flight.
  An insertion for one cell will probably only require a single chalk in a single flight; a large
  military airlift may involve several flights of dozens of chalks each.
  Determine before your lift who will travel in each chalk, and assign a chalk leader to
  oversee boarding and coordinate with the flight crew. For each aircraft, split the assigned
  personnel into two groups and station them on either side of the LZ, so that when the
  aircraft lands the passengers can approach the side doors quickly and board in an
  efficient, orderly manner. If the LZ is hot and you’re engaged in security as the aircraft
  approaches, make sure each person knows which side to approach as he or she
  disengages from security to board. If you must move around the outside of the aircraft,
  go around the front to avoid the rear rotors and keep yourself within the pilots’ field of view.
  Keep weapons pointed away from the aircraft at all times, and, when aboard, point them
  at the floor.
  Your aircraft will want to stay on the ground for the minimum amount of time possible—
  in fact, the aircraft may not even land at all, choosing instead to hover half a meter off the
  ground. When that’s the case, be cautious—helicopters generate a great deal of static
  electricity, and you can be severely shocked touching both the aircraft and the ground at
  the same time.
  On insertion in a hot region, disembark quickly and move straight out away from the
  aircraft, to the edge of the LZ. As passengers on either side reach the LZ edge, spread
  out to provide security. As soon as the aircraft departs, regroup at the head of the LZ and
  move out immediately—the noise of the helicopter may bring danger within moments.  o
  In the near ambush, when the adversary appears to be subdued,
  call for a shift fire. The support element moves its fire out of the kill zone,
  but may continue to fire over the adversary’s head if it will help suppress
  survivors. The assault element then rushes the kill zone, engaging any
  hostiles that may have found cover or otherwise survived the initial
  onslaught. Once the assault element has secured the kill zone, carry out
  any secondary tasks, such as first aid, search of enemy bodies and
  equipment, and prisoner processing. Keep at least some of the support
  element in an overwatch position. Wrap up as quickly as possible, then
  get away from the area.
  In a far ambush, you are unlikely to totally destroy the adversary. He
  may be able to regroup and maneuver against your position. As soon as
  the initial volley has had its effect, use the confusion to withdraw. If you
  were properly positioned, you should be able to get clear before the
  enemy even knows where you are.
  If you are ambushing vehicles, you will need some sort of obstacle
  to keep the target from simply driving away. Cratering the road may work,
  although it will have to be an awfully big crater to stop tracked vehicles.
  Felling a tree over the road is another good method, as is destroying the
  lead and tail vehicles at the outset of the attack, thereby trapping those
  in the middle. Since most vehicle convoys will put out a forward scouting
  party, you want to create the obstacle after the advance guard passes. For
  example, attach a mine to a tree in such a way that detonating the mine
  will fell it across the road. Blow the mine after the advance guard passes,
  just as the main body of vehicles gets into the kill zone. Make certain
  before you start the attack that you have the weapons needed to destroy
  all of the vehicles, especially armored vehicles, and don’t send in the
  assault team until all vehicles are disabled.
  Turnabout is fair play, and ambushes can be used against you.
  When on the move, watch out for terrain that forces your group to bunch
  up, especially if there is little cover. When moving on a road, stay well
  strung-out (twenty meters or so between personnel) so that the entire
  group won’t fit into a kill zone.
  If you are hit by an ambush, drop immediately to the ground,
  returning fire (this will probably be an involuntary reaction anyway). The
  enemy should have opened with his most casualty-producing weapon, so
  it is likely that your formation will be cut in half at best, or annihilated at
  worst. Don’t stay down for more than a couple of seconds. If it is a far
  ambush, move quickly to cover. If it is a near ambush, get up and charge
  through the hostile position, firing like mad. That may seem suicidal, but
  if you are in the kill zone and still alive your seconds are numbered
  anyway, and moving in any other direction keeps you in the enemy’s
  concentrated fire. Ideally, you want your entire cell to get up and charge
  at once, but there will probably be too much confusion and too little time
  to organize a concerted effort.
  
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  Techniques 66: The Objective Recon
  An objective recon is simply an excursion to look at something. Usually, however, it’s
  something that someone doesn’t want seen, and you don’t want to be seen looking at it.
  The trick, then, is getting close without getting caught. This section covers planning for
  an objective recon, and movement in the area of the objective, to make that trick work.
  In this example, your cell is tasked to recon an uplink site that is the telecommunications
  center for an insurgent group. The client government has located the dish on a satellite
  photo, so you know its location to within a hundred meters or so. The recon is to determine
  the nature of the equipment at the site, as well as the status of the defenses and the unit
  manning the location. The site is in dense jungle, so  you will have to get pretty close, but
  there may be hostile patrols.
  Step 1
  Before you leave, decide how many observation parties you will be using. For this
  example, assume you have a six-person cell. That will give you enough for two parties,
  which will allow you to finish the job in half the time with consequently less likelihood of
  running into a patrol. Assign observation, recording, and security duties for each element.
  Do a map recon, to get a feel for the best avenues of approach and observation.
  Remember, you want to avoid contact, so choose a route that is unlikely to be heavily
  patrolled or monitored, but that offers you good cover and concealment.
  Step 2
  When you get roughly a kilometer from the objective, establish an ORP. Plan a return time
  and a contingency plan. Split up from the ORP, with each observation element swinging
  wide around the objective to get to opposite sides. Do
  not get closer than half a kilometer to the
  suspected site (indicated by the circle
  in the background). The closer you
  get to the site, the more likely
  you will be to encounter sur-
  veillance measures and pa-
  trols, or to be seen or heard
  from the site itself.
  Those individuals who survive the kill zone and charge through the
  enemy’s position can now engage the hostile force from behind, or
  withdraw to a rally point.
  Recons
  The recon is the one type of conventional warfare action to which
  BlackEagle operatives are most often assigned. There are several types
  of recons, but most are beyond the scope of BlackEagle operations. For
  example, recons-in-force, sometimes carried out in conventional war-
  fare, involve probing an enemy’s positions with combat units. This text
  focuses on the type of recon that our assignments most often call on us
  to do: the objective recon. An objective recon targets a specific known or
  suspected hostile position or other objective. When properly carried out,
  an objective recon should never involve direct hostile contact or combat.
  In concept, an objective recon is a simple operation. One or more
  elements approaches a known or suspected position, observe it from one
  or more locations, and then withdraw. But if the target wants to avoid
  observation, it will take steps to foil reconnaissance activities. Actually
  carrying out a recon can be a difficult and complex operation.
  Start by establishing the number of recon elements that will observe
  the site. A recon element should consist of at least three people: an
  observer, a recorder, and at least one security person. The presence of
  three personnel means that each can focus completely on his job—the
  observer, for example, can keep his eyes on the target without having to
  look away to scribble notes or watch for hostile patrols, while the security
  man can observe the surroundings without being distracted by the target.
  If you will be watching the target for an extended period, you may want to
  double up on the tasks, having up to six or eight personnel in the team.
  In planning, weigh the requirement for extra people against the added
  possibility of discovery that a large team creates.
  A careful adversary will have his site spread out and camouflaged,
  making it difficult to observe the entire target from one angle. Because of
  this, and for the sake of expediency, you will often want to have more than
  one recon element to observe from several angles at once. If this is the
  case, you will need to establish an ORP or patrol base from which the
  elements can operate, and at which they can link up when they are
  finished with their observations. If you didn't want to occupy and maintain
  an ORP, at least establish a rally point at which the elements can meet
  when they are done.
  When the elements leave the ORP move them out in different
  directions, so that they can approach the target from different sides.
  Maneuver as necessary when away from the target, but when you get
  within a couple hundred meters, head straight towards it (you don’t want
  
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  Techniques 66: The Objective Recon (continued)
  Step 3
  When your first observation point is directly be-
  tween you and the site, move cautiously towards it. Be
  mindful of booby traps, noisemakers, and observation or
  listening posts. Move slowly and surreptitiously—crawl if you
  have to. Stop when you get to a point where you can observe
  freely. Keep one person on security, watching your back, while
  another observes and the third records what is seen. Stay at
  the observation point for as short a period as you feel you can,
  but record everything you can see.
  Step 4
  When you’ve seen all you think
  you will from your fist point, back
  directly away from the site until
  you are five hundred or so meters
  away. Then move around until
  you are straight out from your sec-
  ond point. Move in and observe some
  more.
  Step 5
  Once you’ve finished, back out again and head back to the ORP, by a different route than
  the one you took getting to the objective. Link up with the other observation party, which
  should have been doing the same thing from the other side of the objective, and get out
  of the area.
  Of course, you aren’t restricted to two parties observing from two points each. One
  observation may be sufficient, or you may need several parties watching from several
  points. It depends on the size, camouflage, and security of the site, as well as the type
  of information you are looking for. You may need to come back several times, to make
  observations at different times of day, or to see how activity at the site changes over time.
  This example, however, gives you a good idea of how to move around and approach the
  objective.
  If you do run into trouble on a recon, remember that you are split up, at a disadvantage
  tactically if not numerically. Plan to withdraw on contact, moving back to the ORP. Make
  sure that your contingency plan accounts for what to do if one element is attacked.  o
  to move at an angle to it, because your flank will be open if you are
  detected). Set up your observation point as close as you can get without
  being detected. If you want to move to another point, pull straight out until
  you are a couple hundred meters away, maneuver as necessary, then
  head straight in again (see the sidebar).
  Make as many observations as you need. Look for the following:
  type and layout of buildings, structures, and defenses on the site,
  including possible minefields and electronic security measures and the
  enemy’s unit size, activity, weaponry, and special equipment. Try to
  observe the enemy’s communications methods, and if possible, to
  identify command posts and individuals of importance. Of course, make
  whatever specific observations you may have come for (like the presence
  of a drug lab, uplink, or special military hardware, or the possibility of
  hostages or POWs being kept there, etc.).
  Other types of recons that BlackEagle cells sometimes carry out are
  area and route recons. They are a little less complicated than the
  objective recon, and in fact closely resemble patrols. Area recons cover
  geographical zones, looking for signs of hostile activity, but avoiding
  contact. Route recons explore terrain for potential movement routes.
  Both should be carried out just like patrols, but with special attention to
  avoiding hostile contact.
  Raids
  Raids are attacks on specific objectives, usually designed to harass or to
  secure a particular goal rather than totally overrun the site. Raids differ
  from assaults in that they rely on stealth in approaching the objective, and
  generally attempt to circumvent security at the objective rather than
  overwhelm it. Finally, raids are not intended to seize and hold ground—
  when a raid is complete, the raiding force leaves the area.
  Raids are based entirely upon tactical principles and tasks already
  covered. They use two elements—an assault element and a supporting
  element—supplemented with a security force. The two elements gener-
  ally operate from different positions near the objective, and maneuvering
  in the area is handled just like an objective recon. Follow these steps:
  1. Plan and assign tasks. Your final maneuvering will be very close
  to the objective, so you cannot risk being disorganized at that point. Know
  which avenues of approach each element will be using. Divide your force
  into assault, support, and security elements. Put all crew-served and
  heavy weapons in the support element. If you need to conduct a recon to
  know what you are facing, do so.
  2. Move into position. Handle this just like an objective recon,
  using the techniques discussed above to get your assault element and
  support/security element into position. Discovery at this point compro-
  
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  Techniques 67: Conducting a Raid
  A raid, in its simplest form, is a basic assault-and-support attack. A support element
  overwatches the objective while an assault element moves into it and conducts the
  business of the raid. If two fire teams are needed on the objective, the support team can
  move in as well, leaving a security element to keep the escape route clear. Or, if you have
  enough personnel, you can split the assault element into two teams once on the objective.
  In any event, it is advantageous to keep the support team off the objective if you can,
  where they can provide fire support, keep an eye on things, and split hostile attention
  between two fronts.
  This example shows a seven-person cell conducting a raid on a small compound, with
  the objective of destroying equipment and disrupting hostile activities. The cell leader has
  decided beforehand that the support element will go into the objective, and the cell has
  been divided into an assault element, support element, and security team. Because the
  compound is surrounded by a wire obstacle, two members of the assault element have
  been assigned breaching duties.
  Step 1
  Move all elements into position.
  Place the assault element at a
  point along the perimeter where they
  face a minimum of hostile fire getting to
  the wire and onto the objective. Put the support
  element at an angle to the assault team’s path, but
  not too far off, because they will have to follow the assault
  team in. Using movement techniques discussed in the previous sidebar, get the assault
  element as close to the wire as possible. The support team can be farther off, as long as
  they can observe the objective. Have the security element watch the support team’s back.
  Step 2
  This compound is surrounded by a
  wide open space (not shown), and it’s
  unlikely that the assault team will get to
  and through the wire without being
  detected and attacked. Therefor, pro-
  tecting the assault team is more impor-
  tant than maintaining surprise. When
  everyone is ready, open the attack with fire
  into the compound from the support element. Mean-
  while, the assault team, under cover of smoke grenades, moves to the obstacle. The two
  breachers make an opening while the third person provides security and suppressive fire.
  mises your only advantage—surprise—so take your time and be careful.
  Position the assault element where it can move quickly to the objective,
  facing a minimum of open ground or obstacles. Put the support element
  where it can overwatch the entire objective, or as much of it as possible,
  preferably about ninety degrees from the assault element’s path. Protect
  the support element with the security team.
  3. Begin the raid by moving in the assault element. If there is little
  or no security at the objective, do not open fire until necessary, to
  maximize surprise. If the site is well-secured, especially if it is surrounded
  by open areas or obstacles that the assault team will have to breach,
  suppress hostile security with fire from the support element as the assault
  element moves. Use smoke to mask the assault element’s activities and
  to confuse the adversary. Don’t use so much, however, that the support
  element can’t see what’s going on.
  4. Bring in the support element if necessary. If the objective is
  small, or the assault element is capable of carrying out whatever tasks are
  necessary, leave the support element on overwatch. If you need them on
  the objective, however, bring them in through the breach that the assault
  team made. Leave your security at the breach point, to keep your escape
  route clear.
  5. Finish your business and get out. Do whatever it is you came
  to do—rescue hostages, destroy equipment, steal records, or whatever.
  Then get off the objective as quickly as possible. Move to your ORP,
  reconsolidate, and move out.
  Actions on and After the
  Objective
  When combat starts your presence is announced, and you have lost the
  advantage of stealth. Even in a silent mission, the moment you capture,
  kill, or disable an adversary you create evidence of your presence. It is
  wise to assume that discovery can’t be far behind. For this reason, you
  always want to minimize the time you spend on an objective or at the
  scene of combat. Shortly after your discovery, or after an open firefight
  begins, you will draw attention. Reinforcements for the enemy may show
  up, or the police, or innocent bystanders who may become targets—or
  witnesses. Worse than that, if your adversary has the backing of indirect
  fire you can expect his position to be pre-referenced with fire support, and
  incoming rounds will land within minutes, or even seconds, if you overrun
  the position.
  
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  Techniques 67: Conducting a Raid (continued)
  Step 3
  The assault team moves through the obstacle and onto the objective. Again, they use
  smoke to mask their movement and create confusion. Meanwhile, the support team
  moves to the breach. You cannot take your time at this
  point—if the assault team has to wait around,
  they will be pinned down and mo-
  mentum will shift to the adversary.
  When the support element reaches
  the breach point, they enter, leav-
  ing the security team outside.
  Step 4
  The assault and support teams ma-
  neuver on the objective, supporting
  one another, and carry out their mis-
  sion as quickly as possible. Stay mo-
  bile, and take advantage of the confusion
  you have created at this point.
  Step 5
  With the security team providing suppressive fire to keep the breach clear, the assault and
  support elements exit the compound. It is possible that the enemy will move to close the
  breach, or cut you off from it. If this is the case, create another breach and exit from there
  (make sure that your security element is warned). In any event, move quickly back to your
  ORP and reconsolidate. Then move out of the area—you can count on being pursued,
  no matter how much
  confusion you
  created.  o
  The lesson: get off the objective. This should be on the top of your
  mind from the moment the objective is taken. To minimize time on the
  objective, know beforehand what you will be doing there. Some common
  tasks you may face include:
  • First aid for your casualties and, possibly, the adversary. You
  must be prepared to move badly-wounded personnel.
  • Searches of bodies or the area. Even if you did not come looking
  for specific items or information, you may want to search bodies and
  equipment for incidental intelligence.
  • Prisoner handling. If there are surviving hostiles to be taken
  prisoner, you will need to secure, search, and segregate them.
  • Hostage processing. Hostages will be bound or locked up—you
  will need to free them. Even then, you cannot simply tell a rescued
  hostage to run along—they must be escorted to safety and debriefed.
  They may need medical attention.
  • Demolitions. Your goal may be to demolish an enemy target, or
  you may simply want to destroy the equipment and weapons that the
  hostiles were carrying.
  • Recording. You may need to record your findings on the objec-
  tive, like photographing hostile casualties and equipment.
  • Reporting in. If your action was part of a coordinated effort, you
  will need to report your success to your superior or coordinator.
  You need to know who will be handling these tasks beforehand, so there
  will be no time-consuming confusion on the objective. Cross-assign these
  task, also, so that if one member of the cell is wounded another can pick
  up for him.
  While these tasks are being carried out, remember security. If
  everyone is busy, you are vulnerable. Leave at least two people on
  overwatch. If a counterattack is a real possibility, move into a defensive
  position just beyond the objective before beginning your actions on the
  objective. Secure and reload. Then send small groups back to the
  objective to carry out their tasks.
  Your total time on the objective should be measured in seconds, not
  minutes. It is important to remember that you are most vulnerable while
  on the objective, having not only advertised your presence, but also given
  up stealth and mobility, your two principle assets. Don’t hang around.
  Once off the objective, there are a few things you want to attend to
  before wrapping up and heading out for a beer. The first is reconsolidation.
  Each individual needs to assess his ammunition, equipment, and casu-
  alty status, and report that status to the cell leader. That way, everyone
  knows the cell’s situation, and you can make adjustments accordingly.
  Reconsolidate as soon as possible once off the objective—either on
  return to your ORP, if applicable, or at another hasty stopping point a few
  hundred meters beyond the objective. Stay alert during the reconsolidation,
  because you are still close to the objective, and don’t waste time.
  
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  Chapter 5:
  BlackEagle/
  BlackEagle:
  Company Methods
  and Policies
  BlackEagle/BlackEagle is quite a company. Just a two-man operation ten
  years ago, we now have hundreds of employees on four continents.
  We’re one of the biggest companies providing security, certainly the
  biggest providing investigations, and probably the only one in the world
  that takes on the whole range of other services our operatives carry out.
  Having covered the tricks that you help you, a BlackEagle operative,
  succeed out in the field, this chapter covers the company itself—who we
  are, how we do things, and how we can support you when you’re on
  assignment.
  Part 1: The Company
  As just noted, BlackEagle/BlackEagle has come quite a ways in just a few
  years. There’s no doubt that we’ve been in the right place at the right time
  to prosper from a changing—some would say declining—society. But
  there’s more to our story than that—it’s the personalities behind the
  company that have made us what we are today.
  History and Scope
  BlackEagle/BlackEagle is a fairly young company, but we’ve enjoyed
  unparalleled success and enviable growth. Although we are now a global
  firm employing hundreds of personnel, things were not always so grand.
  What follows is a brief history of the company and an overview of our
  activities.
  BlackEagle/BlackEagle was founded almost a decade ago as a
  two-man firm providing security and investigative services in the Atlanta,
  Georgia region. For Clifton and Sheppard BlackEagle, working in the
  early days from their own apartment, work was slow initially. But by the
  end of their first year in business, things began to pick up, and they were
  expanding. They moved to a larger office, added new employees, and
  expanded their clientele. Two years later, the company incorporated and
  added its second office, located in Washington, D.C. Operations in this
  office and in Atlanta skyrocketed, as a changing society opened new
  business opportunities in an untapped market. The company continu-
  ously reinvested its profits, and during its third year opened offices in New
  York and Los Angeles. By this time, it was becoming apparent that the
  informal “team” approach used by the company in assigning missions to
  its employees was very successful, and the system of “cells” now used
  was formalized. In the fourth year, BlackEagle opened a “buying service,”
  which allowed employees to purchase arms and other expensive pieces
  
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  of gear at wholesale prices. Originally run by a group of operatives in their
  spare time, this service was later expanded into the Logistics and
  Procurement Branch. Later, L&P would be further expanded to provide
  forensics and database support, as well as all types of inexpensive and
  rapidly-delivered supplies.
  Four years ago, with further expansion of operations and a greater
  demand for services, the corporate structure currently used was put in
  place. This established the Administrative, Legal, and Logistics and
  Procurement Branches as well as the Operations Branch. By now, the
  company had offices in six U.S. cities, with an average of four cells in
  each. Shortly after this point, the company revised its policy (which to this
  point had been to decline assignments outside of the United States) and
  accepted its first overseas assignment. A year later, the first foreign office
  was established in London, overseeing operations in the European
  Community.
  Today, BlackEagle/BlackEagle has sixteen offices in seven coun-
  tries worldwide, and we are still getting bigger. Forensics support is being
  expanded by L&P Branch, and a training program has been instituted to
  accommodate the increasing demand for new operatives. Our Legal
  Branch is legendary, having set important precedent in a number of
  landmark cases. And of course, little needs to be said about the reputation
  of our operatives.
  The scope of our operations has broadened with the expansion of
  the company. While we once investigated stolen cars and provided
  security for bank transfers, we now investigate international terrorism and
  provide security for heads of state. Corporate and governmental work,
  often involving multiple cells, now accounts for over $30 million annually.
  We still accept and even encourage small contracts (contracts with
  private individuals, valued at $20,000 or less), and they make up almost
  thirty percent of our business.
  Organization
  BlackEagle/BlackEagle is organized into four Branches—Administrative,
  Legal, Logistics and Procurement, and Operations. Of these, the Opera-
  tions Branch is most central to the fulfillment of the company’s assign-
  ments and its purpose. The Administrative, Legal, and L&P Branches
  exist to serve the Operations Branch, and one another, in the fulfillment
  of operational assignments.
  The Administrative Branch regulates the day-to-day functioning of
  the company, insuring smooth communications between distant offices
  and the company’s Branches. The Legal Branch provides advice in the
  negotiation and settlement of contracts, and provides services and aid
  when assignments bring operatives into conflict with the law. The L&P
  
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  Senior Staff
  BlackEagle’s policy and future are set by a group of six Senior Staff
  members: the BlackEagle brothers and the heads of each Branch. In
  years past, this company was small enough for every employee to have
  easy access to the Senior Staff. Because the company has grown so
  much in the past few years, many operatives nowadays may not even
  have had the chance to meet some of the company’s leaders. What
  follows is a brief bio on each, to give you an idea of the background of the
  BlackEagle/BlackEagle leadership.
  President: Clifton BlackEagle
  A native of the southeast, Clifton BlackEagle grew up in Atlanta, Georgia.
  After studying law at Auburn University under scholarship, Clifton pur-
  sued a variety of interests before setting up a private investigations firm
  in his hometown. Business being slow, Clifton expanded his firm into a
  partnership with his brother Sheppard and took on security work in
  addition to investigations. One of only two initial operatives, Clifton
  continued in that capacity for two years until the company incorporated,
  at which time he left operations to become the company’s president.
  Executive Vice-President: Sheppard BlackEagle
  Sheppard BlackEagle also grew up in Atlanta, where, throughout his
  youth, he excelled in athletics. This physical prowess served him well
  throughout a heated career in the security industry. Sheppard joined his
  brother to found BlackEagle/BlackEagle in 1990 and was a full-time
  operative for two years. The incorporation process made him Executive
  Vice-President, but Sheppard still continues to participate in an occa-
  sional field operation.
  Operations Vice-President: Alex O’Grange
  Alex was one of the first five operatives to join BlackEagle/BlackEagle. He
  became a team leader after just one year with the company, and two years
  later he headed the newly-opened New York office. In 1996 Alex became
  the head of the Atlantic Operations Theatre, and he became the Opera-
  tions V.P. a year later with the retirement of his predecessor Charlie Doyle.
  Alex was born in Washington, D.C. and was raised in Washington, Rome,
  and Vienna. He received a degree in Sociology with a Police Science
  Branch has, next to the Operations Branch, the broadest scope of
  activities. L&P provides materiel and forensics required by field opera-
  tives, operates safe-houses, and trains new and experienced operatives
  in basic and advanced operations techniques. The Operations Branch, of
  course, does the work that is the purpose and meaning of this company.
  While other Branches are divided into Departments, the Operations
  Branch is divided into the geographical regions its offices serve. These
  are called Theatres, and there are four of them: the Atlantic and Pacific
  Operations Theatres in the United States, and the European and Far
  Eastern Operations Theatres abroad. There are several regional offices
  in each Theatre, and though each office has representatives from some
  or all of the other Branches, all regional offices belong to and are run by
  the Operations Branch. There are three offices that are not run by the
  Operations Branch: the Atlanta corporate office and the L&P facilities
  located in Atlanta and London.
  BlackEagle/BlackEagle is run by its Senior Staff, which includes the
  Vice-Presidents for the Administrative, Legal, L&P, and Operations
  Branches, and the Executive Vice-President, and which is headed up by
  the President. This body sets the company’s policies and strategies, and
  resolves any issues too large or important to be handled on the manage-
  rial level. In general, however, BlackEagle’s leadership is intentionally
  decentralized, leaving a lot of authority at the office and cell level.
  Beneath the senior staff is the company’s management. As just
  mentioned, each Branch is headed by a Vice-President, who is a Senior
  Staff member. Directly below him or her are the Department Heads, or, in
  the case of the Operations Branch, the Theatre Heads. Department and
  Theatre Heads are the seniormost of the management, and are in charge
  of the specific functions performed by each Branch. The Legal Branch, for
  instance, is divided into the Operations Assistance Department, which
  provides aid to Operations Branch cells and individual operatives, and the
  much smaller Administrative and Public Relations Departments. Depart-
  ment heads command a skeleton of managerial staff that supports the
  functions of the departments. Theatre heads preside over the Senior Cell
  Leaders, who in turn manage the regional offices. Some Theatre Heads
  may also serve as Senior Cell Leaders for cells operating out of the main
  office for their theatre.
  Each regional office contains a number of operations cells, headed
  up by their Cell Leaders. The Senior Cell Leader is always an ex-operative
  of considerable experience. He assigns incoming jobs to cells with the
  appropriate skills and experience, monitors ongoing assignments, deals
  with security and public-relations concerns, and is generally responsible
  for the successful operation of the office.
  
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  possibly deal with all of them. The company does, however, have a
  number of processes and policies that can streamline your routine
  assignments, and make even the toughest of them run a little easier. This
  section covers the most basic of these standard operating procedures.
  Following Policy
  Given the scope and nature of BlackEagle operations, it is clear that no
  policy book, no matter how thick, could cover every eventuality. As just
  mentioned, that’s not our intent. These are minimal guidelines designed
  to explain the company’s structure and keep operatives and the company
  out of trouble. Follow them when possible, and to use your best judge-
  ment at all times.
  Sometimes the circumstances of an assignment make it impos-
  sible, or at least unduly dangerous, to complete the operation while
  following company policy. Do not knowingly enter into assignments that
  require you to break these rules. However, when you find yourselves in
  that situation, it is up to you and your Cell Leader to make the call. If a
  policy guideline is broken, the Cell Leader or individual operative will be
  held accountable for the repercussions. If it appears that sound judge-
  ment was used, the company will back you up as necessary (in our line
  of work, after all, these things are sometimes unavoidable). If, however,
  it appears that policy was recklessly or negligently disregarded, those
  responsible may face company punishment in addition to any other fallout
  from their actions.
  Cell Organization
  Operatives of BlackEagle/BlackEagle are organized into functional units
  referred to as “cells.” The cell is the smallest operational unit for services
  provided by the company, and a cell may not be subdivided for operational
  purposes unless under extreme circumstances and with the approval of
  the Senior Cell Leader.
  A cell may consist of as little as two or as many as seven individual
  operatives, but generally has three to five. One individual serves as Cell
  Leader, and is ultimately responsible for cell contracts and the successful
  completion of the cell’s assignments. Cell leaders are elected by the
  individual members, according to the following guidelines:
  • Status. The Cell Leader must be of Veteran 1 or higher status.
  Only cell members of Operative or higher status may participate in
  choosing the Cell Leader (operative status is explained below).
  • Senior Cell Leader Approval. The Senior Cell Leader has the
  authority to veto the Cell Leader choice. This authority is rarely exercised,
  minor from the University of Virginia, and was highly decorated for his
  service as a police officer in his home town.
  Legal Vice-President: Trieste Montieth
  Born and raised in New York City, Trieste received both her undergradu-
  ate and Law degrees from Columbia. A relative latecomer, Trieste joined
  BlackEagle in 1996 as head of the Operations Assistance Department of
  the newly-formed Legal Branch. In 1998, Trieste ascended to Legal Vice-
  President after the former Legal V.P., Ben Morilla, was assassinated in
  Paris. Trieste is the only Senior Staff member with no operations experi-
  ence.
  L&P Vice-President: Ramsey Clayton
  The idea for a BlackEagle buying service was originated in 1994 by
  Ramsey Clayton, then a field operative. Originally, Ramsey took on the
  task of obtaining hardware for his fellow operatives at wholesale prices in
  his spare time. The overwhelming response, however, convinced Ramsey
  as well as Clifton and Sheppard BlackEagle that some sort of full-time
  logistic support system was necessary. The buying service was formal-
  ized, and in 1996, under Ramsey’s direction, was expanded into the
  Logistics and Procurement Branch. Ramsey now oversees procurement,
  forensics, and training support for operatives all over the world.
  Administrative Vice-President: Kimball Marsh
  Kimball was BlackEagle/BlackEagle’s first employee, having started with
  the company in 1990. Although she has never officially been an operative,
  Kimball has been directly involved in many assignments, especially in the
  early days when the line between office personnel and field operatives
  was thin at best. Like the BlackEagles, Kimball is a native of Atlanta. She
  attended Georgia State University.
  Part 2: Operations Policy
  When you’re out in the field struggling through some killer assignment,
  you’re going to be making most of your own rules. That’s as it should be—
  no two assignments are the same, and no set of regulations could
  
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  The Operations Roster
  The Senior Cell Leader for each office maintains an Operations Roster,
  used in divvying out incoming jobs and to maintain a record of each cell’s
  activities. A cell’s position on the roster is a key factor considered by the
  Senior Cell Leader when assigning contracts. However, a cell that
  appears at the top of the Operations Roster is not guaranteed the next
  available contract. The difficulty and nature of an assignment, experience
  of a cell, and fair distribution of contract value weigh heavily in the Senior
  Cell Leader’s decision.
  The roster contains general information regarding each cell’s cur-
  rent activities. A cell may appear as “on-assignment”, “on-call”, “available”
  or “off-duty”. A cell listed as on-assignment is currently under contract and
  will not be awarded further contracts until the current one is completed.
  Only in very rare circumstances will the Senior Cell Leader assign more
  than one contract to a single cell. This helps minimize possible conflicts
  of interest and helps assure the highest quality service to the client.
  A cell listed as “on-call” is currently in the office and under contract
  to be ready to respond on short notice for a client. The pool of available
  cells is usually rotated through the on-call status, with more shifts
  allocated to cells lower on the roster. A cell listed as “off-duty” is only called
  upon under extreme or life threatening circumstances. BlackEagle opera-
  tives take their vacations as seriously as they do their assignments.
  A cell listed as “available” may be called in on reasonable notice to
  take a contract assignment as it becomes available. However, it is often
  the case that contracts become available unexpectedly, and must be
  assigned on very short notice. So, in reality, any cell that appears on the
  roster as available is really considered on call. If an available cell turns
  down a contract offered to them by the Senior Cell Leader, they may be
  moved down the roster at the Senior Cell Leader’s discretion.
  The Operations Roster for an office also lists information about the
  current status of all the operatives assigned to that office. The names and
  status of the operatives, as well as any other duties such as Cell Leader
  or Alternate Cell Leader are listed for each cell.
  In the event a Senior Cell Leader is unable to maintain the Opera-
  tions Roster or to make contract assignments, he or she must designate
  an operative as Acting Senior Cell Leader to perform these duties. The
  designated operative must be of Veteran 3 or higher status and must be
  approved by the Theatre Head.
  Often, cells are given numerical titles within an office to sort of
  designate their general level of seniority. This is an informal system, and
  cell numbers or titles do not indicate any official benefits or responsibili-
  ties. In offices where this system is used, the alternate Senior Cell Leader
  is often the Cell Leader for Cell 1, but that’s simply because the title “Cell
  1” is usually given to the cell with the most experienced operatives and
  however.
  • Timing. Cell Leaders may only be elected between assignments.
  Cell leadership shouldn’t change during the course of an ongoing
  assignment, except as described below.
  The elected Cell Leader must designate an alternate to fill in if he or she
  becomes disabled or killed, or suffers a no-confidence vote. If an
  assignment is ongoing, the alternate will fulfill the duties of the Cell Leader
  until the assignment is completed. If the cell is between assignments,
  then the alternate will fulfill the duties of Cell Leader only until a new Cell
  Leader can be elected.
  A “no-confidence” vote is a means for changing cell leadership
  during an ongoing assignment. No-confidence votes should only be
  called for under extreme circumstances, when one or more cell members
  feel that the Cell Leader’s decisions are likely to result in death or
  unwarranted danger for cell members. If the cell votes no-confidence,
  leadership of the cell passes to the alternate. No-confidence votes should
  not be taken lightly, as leadership changes during assignments can
  sometimes be as dangerous to a cell as its leader’s poor judgement. In
  addition, no-confidence votes can have an adverse effect on client
  relations.
  Whenever there is a change in cell leadership or membership, the
  Senior Cell Leader must be notified and the operations roster updated. Of
  course, the circumstances of an ongoing assignment may make it
  unreasonably difficult to contact the Senior Cell Leader. As with all
  company policies, this rule may be bent as individual operatives and Cell
  Leaders see fit.
  Whenever possible, new operatives will be placed in existing cells
  with veteran operatives. When this cannot be achieved without disrupting
  successful veteran cells, or when demand for additional personnel is high
  in a particular office, cells may be created of entirely new operatives if and
  only if a Cell Leader of Veteran Operative 3 or higher status is assigned.
  All cells operate from regional offices. The highest authority as-
  signed to any regional office is the Senior Cell Leader. The Senior Cell
  Leader does not regularly participate in active assignments, but is
  required to be an operative of Veteran 3 or higher status. It is the duty of
  the Senior Cell Leader to assign incoming contracts to cells within the
  office based on the difficulty of the assignments, availability and experi-
  ence of the cells, and the reasonable distribution of contract value
  amongst operatives from the regional office. Additionally, it is the Senior
  Cell Leader’s duty to coordinate the activities of the Operations Branch
  at his office with the Legal, Administrative, and L&P Branches and with the
  Home Office through the Theatre Head.
  
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  to determine which cells are available, which have the most appropriate
  skills and experience, and how contract value has been distributed in the
  past. Once these factors have been accounted for, he may use seniority
  to determine which of the candidate cells gets the assignment. Similarly,
  seniority may be used by L&P personnel when they have conflicting
  requests for logistic or forensic support. Generally, factors such as need,
  waiting period, and the nature of the requests come first, but with other
  factors even, seniority may decide which cell gets the support it wants
  first.
  Outside of these and similar considerations, status has little effect
  on an operative’s standing. Status does not directly lead to an increase
  in pay or benefits, except that high-status cells are more likely to be
  awarded high-value contracts.
  Operations Restrictions
  BlackEagle/BlackEagle tries to place as little restriction as possible on the
  operational activities of its cells. That doesn’t mean we’ll take on any and
  every assignment that comes our way. You may set your own standards
  for what sorts of assignments are acceptable to your cell (noting, of
  course, that passing up assignments may bump you down the assign-
  ment roster). The following restrictions are the company’s bottom line for
  unacceptable assignments:
  • Terrorism. BlackEagle/BlackEagle does not contract for or carry
  out deliberate acts of terrorism. Deliberate terrorism is any violent act
  against civilian targets designed to intimidate the populace.
  • Assassination. Contracts obviously intended to target individu-
  als for assassination may not be carried out within the United States or the
  European Community unless that target is clearly criminal and the
  approval of the Senior Cell Leader is obtained. This rule may also apply
  in other nations as defined by regional office policy.
  • Obstructing justice. Counter-law-enforcement assignments (as-
  signments designed solely to deliberately foil the efforts of law-enforce-
  ment officials) may not be carried out in the United States or the European
  Community. Take on other assignments which might bring you into violent
  conflict with law-enforcement agencies only with caution. In such cases,
  the client may be comfortable with an “escape or surrender” clause, which
  would allow you to avoid violence with the law (see Contracts, below).
  • Out-of-region assignments. Assignments must take place pre-
  dominantly within the region served by your office. In other words, an
  assignment taking place in San Francisco, California should be handled
  by a cell from the Los Angeles regional office, not by one from Atlanta.
  There may be some exceptions to this rule, but at the very least, a cell
  Cell Leader. As a matter of company policy, the alternate Senior Cell
  Leader can actually be any appropriate operative, or even an employee
  from another Branch, if he or she is qualified through past operations
  experience.
  Operative Status
  Another task of the Senior Cell Leader is the awarding of operative
  promotions. Operatives are ranked according to their experience with an
  loose status system. This rank reflects the number of assignments a
  operative has participated in, and is used whenever seniority is an issue.
  BlackEagle/BlackEagle tries to minimize the importance of status in
  terms of responsibility and leadership—all operatives are expected to
  make sound decisions and to account for their actions. However, status
  is useful when decisions must be made on access to resources or
  assistance, and for making sure that experienced veteran cells are
  rewarded for their past service with access to lucrative contract opportu-
  nities.
  Status promotions are based on the number of assignments in
  which an operative participates. In general, every contract assignment
  counts towards status promotion. Particularly long, dangerous, or pro-
  tracted operations may occasionally be counted as two assignments for
  promotional purposes—however, these cases are the exception, not the
  rule. Likewise, particularly short or easy assignments, or those in which
  a given operative did not really participate, might not be counted towards
  promotion. The Senior Cell Leader, under the advice of the Cell Leader,
  must decide how to apply each assignment towards promotion.
  Status promotions are awarded according to the following guide-
  lines:
  Number of
  Operative
  Assignments
  Status
  0-4
  Rookie
  5-11
  Operative
  12-19
  Veteran
  20-29
  Veteran 2
  30-39
  Veteran 3
  40-49
  Veteran 4
  each add’l 10
  one add’l level
  Status promotions are used to determine seniority, mainly for matters of
  contract assignment and logistics support. When a Senior Cell Leader
  speaks with a client about a contract, he refers to the Operations Roster
  
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  • Limiting factors. The cell or the client may wish to specify factors
  which would limit the cell’s activities. Many of these factors are covered
  by the standard clauses described below.
  Company policy requires that the office Legal Counsel be present for final
  stages of contract negotiations, and that no contract be finalized without
  the consent of the Senior Cell Leader. Of course, no contract may be
  finalized that violates operations policy.
  BlackEagle rarely makes the contents of its contracts public. How-
  ever, some clients still have concerns about a written record of the
  services they are requesting. In these cases, it may be acceptable for
  contract language to be vague or non-specific. It is important that the
  Senior Cell Leader and office Legal Counsel carefully examine all
  contracts, however, to ensure that the company’s position is defensible.
  And it is especially crucial that an explicit understanding of the contract’s
  scope is shared by all parties, even if all of the details are not written out.
  There are a number of standard clauses frequently included in
  BlackEagle contracts. These are described below. You may wish to
  include some variation of one or more of these clauses in your contracts
  as you negotiate them. Have your office Legal Counsel determine their
  exact wording.
  • “Partial Fulfillment,” or “Incompletability.” This basic clause
  requires partial or complete payment by the client even if the cell is unable
  to complete the assignment, or if the assignment expands well beyond
  the scope of the original contract. For example, if a contract called for the
  return of a missing person, and that person was discovered to be held in
  a maximum-security government installation, partial payment may be in
  order if the contract assumed less difficult conditions. This clause protects
  a cell from having to complete an assignment that ends up going way
  beyond its original scope.
  • “Drop-Dead Dates.” Drop-deads allow a cell to back out of an
  assignment if, at a certain point, it appears that the assignment will be
  impossible to carry out. For instance, imagine a client wants a burglary
  investigated. Very few leads exist, and the police have already given up.
  The cell could specify a drop-dead date. If that date is reached, and the
  cell’s best effort has led to no new leads, it could then drop the assignment
  with no contract penalty. Usually, some sort of partial payment is associ-
  ated with a drop-dead.
  • “Escape or Surrender.” In some cases, contracts may have the
  potential for causing violence between operatives and law-enforcement
  agencies. An escape or surrender clause will prevent the cell from having
  to fight, even if that means the assignment can’t be completed. For
  example, if a cell on assignment were caught trespassing on restricted
  property, they may be allowed to give themselves up rather than battle
  armed security personnel or police. This clause can be very handy if a cell
  operating in another office’s region must notify the Senior Cell Leader of
  that office.
  Use your discretion, and talk with your Senior Cell Leader, if you think a
  proposed assignment is questionable. There are also a few other policies
  covering our activities. One of these is non-disclosure. Operatives are
  prohibited from speaking publicly about the details of their assignments,
  or about the activities of the company or the company’s facilities or
  resources. This is discussed further under Security, later in this chapter.
  Contracts
  An assignment contract defines exactly what services a cell will carry out
  for a client, and what the rights and obligations for each are. The contract
  is an agreement between the two parties, and BlackEagle/BlackEagle
  expects full compliance from both clients and operatives.
  No assignment, or part of an assignment, may be carried out without
  a contract. The exception to this is a preliminary investigation to deter-
  mine the feasibility of an assignment, done without the expectation of
  direct payment. Any time operatives do any work for payment, even if it
  is preliminary to an actual assignment, a contract must be written up. This
  prevents confusion, and is for your protection and that of the company.
  Contracts distribute liability between the company and the client—the
  lack of a contract may make BlackEagle totally liable in the event
  something goes wrong with the assignment. If you do work for payment
  without a contract, you and your cell will not, of course, be entitled to legal,
  medical, or L&P support.
  Operations contracts are typically negotiated by the cell which will
  carry out the assignment, assisted by a Legal Branch representative and
  sometimes the Senior Cell Leader. Negotiations are ultimately the re-
  sponsibility of the Cell Leader, but all cell members are entitled to
  participate in the process, and contract adoption is only done with the
  approval of the majority of the cell members. If a cell cannot come to terms
  with a client, the Senior Cell Leader may pass the assignment to another
  available cell.
  There are several factors to consider when you negotiate a contract.
  These include:
  • The scope of the work. Make sure the contract addresses the
  specific objectives of the assignment as well as the maximum amount of
  time committed.
  • Value. Specify the overall payment and whether it is a lump sum
  or per diem. Determine and spell out the payment method as well as
  which party is responsible for expenses.
  
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  Contract Payment
  BlackEagle operatives are paid according to the value of the contracts for
  assignments they complete, as opposed to wage or salary. Contracts are
  paid by the client to the BlackEagle/BlackEagle, and each participating
  operative is then paid a share by the company. The payment of contracts
  and of operatives follows this schedule:
  1. Payment is made. Contract payments, including retainers and
  partial payments, are made directly to the company. If the company or
  individual operatives picked up the costs of expenses that should, by
  contract, be the responsibility of the client, those are also paid to the
  company. Under no circumstance is any money paid directly to opera-
  tives.
  2. Expenses are deducted. All expenses charged to the company
  (for items purchased through L&P Branch, for example) during the
  assignment, or paid by operatives, are taken out. Operatives claiming
  expenses must do so within three days of the close of the assignment (of
  course, exceptions can be made in the case of injury, imprisonment, or
  other incapacity).
  3. Shares are cut. The remainder after the deduction of expenses
  is halved. One half is kept by the company, and the other half is paid to
  the operatives. That half is split into even shares—one for each cell
  member, with an additional share for the Cell Leader. All shares are
  awarded, with shares going to stated beneficiaries in the case of opera-
  tive deaths. If cell leadership changed over the course of the assignment,
  the bonus share is split between the leaders.
  4. Paychecks are issued. BlackEagle/BlackEagle issues a check
  to each participating operative, accounting for his or her share and any
  expenses that came out of his or her pocket, minus federal and state
  taxes. Checks are generally cut within ten days of the close of the
  assignment.
  Take, for example, a cell with four members that completes a contract
  valued at $50,000 plus expenses. Along the way, one cell member spent
  $2,000 out-of-pocket on travel. The cell also charged $4,000 for equip-
  ment purchases to the company. The cell provides the company with
  proof of the out-of-pocket expenses, and BlackEagle invoices the client
  for the total of $56,000. The client pays the company. The expenses,
  totalling $6000, are deducted from that total (the $4,000 charged to the
  company goes to L&P, to pay for the purchased equipment). $25,000 is
  kept by the company. The remaining $25,000 is split into five shares—one
  for each of the cell’s four members, with an extra for the Cell Leader.
  Finally, checks are issued. Two of the cell members get $5,000 each. A
  third gets $7,000—his $5,000 share plus the $2,000 reimbursement for
  is looking for evidence or information and secrecy is not a factor. On the
  other hand, an escape or surrender clause may not be appropriate for a
  covert operation, or when a cell is handling sensitive merchandise or
  evidence which must not fall into the wrong hands.
  • “Rules of Engagement.” When a BlackEagle cell is hired for a
  tactical engagement, it is wise to include the Rules of Engagement in the
  contract. For example, if the client is a foreign government, it may require
  that the cell adheres to the Geneva Conventions to which it is a signatory.
  The cell may have rules of its own. When working for a less scrupulous
  client, for instance, the cell may wish to specify the types of activities it will
  not engage in—like killing prisoners or conducting terrorist actions.
  “Escape or Surrender” clauses are often part of the Rules of Engagement.
  • “Non-Disclosure.” BlackEagle/BlackEagle makes it policy not
  to disclose the details of its assignments. Sometimes clients like this to be
  spelled out in the contract. Additionally, operatives may desire for their
  own protection that the client be obligated not to disclose any assignment
  details. Assignments against organized crime or terrorism often invite
  reprisal attempts against the company. These can be avoided if the client
  is required to keep quiet about our involvement.
  • “Right to Extend.” This clause gives the client the right to extend
  a contract at more or less the same rates of payment, if an assignment
  may lead to additional, related objectives. This may be beneficial to both
  the client and the cell if it appears that a successful assignment will lead
  to additional work. The cell may specify that, if available, it gets the rights
  to additional assignments before other cells.
  You are expected to complete assignments for which you contract, even
  in the face of great adversity. It is important for the company’s reputation
  and for business that assignments are not abandoned, that clients are
  satisfied, and that a high success rate is enjoyed. That’s why the above
  clauses can be so important—they help protect you from getting tangled
  up in assignments that become impossible to complete.
  It is equally important that you are forward with clients concerning
  the difficulty and chance of success of a given assignment. If a client
  understands what factors make an assignment dangerous or difficult, he
  or she will understand why clauses are added, fees are high, and success
  may not be certain.
  On some occasions, especially when cells are contracted to retrieve
  stolen merchandise, track down bail-jumpers, or repossess goods,
  contracts are paid by a third party such as an insurance company or bank.
  In these instances, it is especially important that the contract be finalized
  by the office Legal Counsel. Frequently, insurance companies require a
  number of clauses restricting the scope of work and limiting total pay-
  ment.
  
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  From time to time, cells may be asked to participate in office security.
  In general, there will be at least one cell in the office at any given time
  (manpower permitting), either in an on-call status or simply providing a
  security presence.
  Safehouses and Relocation
  The Logistics and Procurement Branch operates a number of safehouses
  for the protection of operatives involved in dangerous assignments.
  These are always available for use, although their locations are only
  disclosed to operatives on a need-to-know basis. Additionally, a cell’s
  activities may be so dangerous that the cell will have to be broken up and
  its operatives relocated for their own protection.
  Safehouses are maintained in order to provide a secure and
  protected haven for cells, operatives, or operatives’ families when their
  lives are threatened. Safehouses may only be used after or between
  assignments, or during a long lull in the middle of an ongoing assignment.
  Under no circumstance should you carry out an assignment from the
  shelter of a safehouse. Security is paramount with safehouses, and the
  dangerous activities of one operative or cell will not be allowed to threaten
  the safety of other operatives also relying on the safehouse.
  Several L&P safehouses are operated in the United States and
  Europe. The exact number and their location are never revealed for
  security reasons, but any time you or your cell needs access to one,
  simply contact your Senior Cell Leader. In some instances, when the use
  of a safehouse is pre-planned, you may be told of its location before
  carrying out your assignment. In general, however, locations are only
  disclosed when needed.
  Even if you know the location of a safehouse, do not drop in
  unexpectedly. Instead, have your Cell Leader or Senior Cell Leader
  arrange your arrival. Unexpected operatives attempting to enter a
  safehouse will probably be treated as hostile by the house’s security
  force.
  A safehouse is only a temporary refuge, and sometimes the threats
  against an operative are too serious to allow return to his or her original
  location. In these extreme cases, BlackEagle will relocate operatives or
  cells, to remove them from the proximity of the threat. When an entire cell
  must be relocated, it is broken up, with individuals moved to different
  locations. Relocations are rare, and the circumstances of each are
  handled on a case-by-case basis by the Senior Cell Leader, Theatre
  Head, and Operations Vice-President.
  his out-of-pocket expense. The Cell Leader gets a double share—
  $10,000. All applicable payroll taxes are deducted.
  Multi-Cell Operations
  In addition to the single-cell operations most frequently carried out by
  operative cells, BlackEagle/BlackEagle also contracts for long-term,
  generally multi-cell operations. Occasionally, you may be asked to
  participate in multi-cell operations for which you did not contract. As with
  any other assignment, you aren’t obligated to participate. However, if you
  are asked to participate in a multi-cell operation but do not, you may forfeit
  position on the operations roster—meaning that you might not have
  immediate access to alternative contracts.
  There are two primary kinds of multi-cell operations:
  • “On-Call” Assignments. Sometimes a client requires BlackEagle
  services to be continuously available on very short notice. In these
  instances, rather than tie up a single cell in waiting around for an
  assignment that may or may not materialize (thus preventing it from doing
  any other work), several cells are rotated through the “on-call” status. Any
  cell on-call needs to be in the office for the entire on-call period (usually
  rotated every twenty-four hours). Whichever cell happens to be on call
  when the assignment comes through gets the job. Depending on the
  contract, there may be some nominal payment for on-call service, or the
  cell might only get paid if it happens to be the one on-call when services
  are needed.
  • “MPI” Assignments. MPI (abbreviated from Man-Power Inten-
  sive) assignments are those in which a relatively large number of
  personnel are required. Security and para-military are probably the most
  common type of MPI assignments. Although BlackEagle shies away from
  large-scale mercenary assignments (except in a leadership or training
  role), security operations are fairly common. When practical, the Senior
  Cell Leader will consult with all cells required for an MPI assignment
  before finalizing a contract.
  In addition to these types of assignments, there is also internal work which
  occasionally requires the help of operatives from one or many cells.
  BlackEagle/BlackEagle will often, for example, run background investi-
  gations on new clients or businesses which adjoin BlackEagle offices.
  Operations such as these are designed to help protect company employ-
  ees and facilities from attack (see the Security section, below), and rarely
  produce revenue. As with on-call assignments, the type of work required
  and the compensation given operatives who participate varies according
  to the nature of the situation.
  
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  may be paid by the client, or deducted from the contract value, depending
  on how the contract was settled). Loaned items must be returned at the
  end of the loan period, and the cost of damage will be deducted from the
  contract value. L&P discourages loans.
  The L&P catalog lists items in stock for purchase or loan, with prices,
  fees, and shipping times listed. L&P can generally obtain any piece of
  equipment, even if it isn’t listed in the catalog, given sufficient time.
  Although L&P tries to keep equipment availability high and costs low, try
  to remember that exotic or expensive equipment may be time-consuming
  and costly to obtain. If you need to buy or borrow equipment, talk to the
  L&P representative at their office, if there is one. If there isn’t, contact the
  nearest L&P facility (Atlanta for offices in the Atlantic or Pacific Operations
  Theatres, or London for the European and Far Eastern Theatres) by
  telephone or GenNet.
  Forensics
  In addition to equipment, Logistics and Procurement Branch also pro-
  vides forensics support for operations cells. Available forensics support
  includes but is not limited to national and international law-enforcement
  database searches; ballistic analysis; fingerprint and DNA identification;
  photo-imaging and audio analysis; and limited lab processing and access
  to international intelligence bulletins. Because the legal considerations
  can rarely be surmounted, BlackEagle/BlackEagle cannot provide full
  medical forensics, but L&P can arrange for limited medical testing
  through contract labs.
  How you go about requesting forensics support depends on whether
  or not your office has an in-house L&P representative. If so, you need only
  speak to him or her. If not, contact the nearest L&P center (Atlanta or
  London) by phone or GenNet. Sometimes delays in service are unavoid-
  able. When there are conflicting requests made for L&P services,
  preference is given to the requesting operative of the highest status level,
  taking into consideration the urgency of individual cases and the delay
  each party has experienced.
  Legal Aid
  The Legal Branch provides legal assistance to cells and individual
  operatives. As previously discussed, office legal counsels help settle
  assignment contracts. Additionally, the Legal Branch is available to help
  operative cells and individual operatives if, through their work, they get
  into trouble with the law.
  Part 3: Support
  Given the broad nature of BlackEagle assignments—from counter-
  terrorism to criminal investigation to corporate espionage—BlackEagle
  operatives need to be able to call upon a broad spectrum of support
  services. The company offers a surprising range of services given the
  company’s size and the fact that we are a private (non-governmental)
  organization.
  Office Representatives
  BlackEagle regional offices vary in size and scope from as many as ten
  cells to as few as three. Support staffs vary from a single administrative
  secretary to a legal, L&P, and administrative cadre of eight or ten people.
  In offices supporting large numbers of cells, or located overseas where
  local assistance is impractical and travel times are an issue, the company
  provides additional staff to assist operatives in their work. These Legal,
  Administrative, and L&P personnel act as liaisons between their respec-
  tive branches and individual operatives.
  BlackEagle/BlackEagle provides a wide range of support services
  for its Operations Branch. L&P Branch provides equipment, forensics,
  and training, Legal Branch provides assistance with contracts and other
  legal difficulties, and Administrative Branch provides medical and insur-
  ance benefits.
  Equipment
  The L&P Branch is capable of purchasing, usually at well below retail
  price, virtually any product required for operative assignments. Some
  items in common demand, such as popular models of smallarms and
  basic surveillance equipment, are kept in stock at the Atlanta and London
  facilities, and can generally be shipped to any regional office in twenty-
  four hours or less. Items which must be ordered from a manufacturer or
  distributor take longer. Company policy states that items restricted for
  sale by government regulation will only be provided to operatives properly
  licensed to receive them. However, L&P Branch offers licensing pro-
  grams as part of the training process.
  BlackEagle operatives are encouraged to purchase the equipment
  needed for an assignment. If, however, an item is prohibitively expensive,
  or unlikely to be used more than once, it may be possible for L&P to loan
  it to the cell for the duration of the assignment. A fee will be charged to the
  cell which will be deducted from the expense account for the contract (this
  
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  services and medical field personnel over the duration of an assignment.
  In operations where BlackEagle is working with a government agency,
  there may be “mercenary rights” laws that requires the agency to provide
  adequate medical support. In the absence of such a requirement, the L&P
  Branch may try to work with the agency to coordinate medical support.
  MPI security operations, although usually not as risky as paramilitary
  operations, may justify having full time medical services contracted
  during the operation. It is the Senior Cell Leader’s responsibility to
  arrange adequate medical support for multi-cell operations.
  The L&P Branch arranges to maintain medical support services and
  trained medical personnel in safehouses on an as-needed basis. A
  safehouse’s medical facilities are not comprehensive, though—do not
  rely upon them in lieu of hospital facilities.
  Part 4: Security
  Our work is dangerous enough when we deal with our own assignments.
  Unfortunately, sometimes those assignments bring us additional trouble,
  when their targets put up active defenses, or they or their allies or
  successors seek revenge at a later date. Maintaining basic security is the
  first defense against such trouble.
  Physical Security
  Our company pursues many activities, and often makes enemies. Some
  of these enemies—terrorist groups, criminal organizations, and even
  foreign regimes—are powerful, have many resources, and can act at
  random anywhere on the globe. For this reason it’s critical that Black-
  Eagle facilities everywhere have adequate security to protect the
  company’s personnel and property. A few of the measures taken to
  protect our offices, and the security responsibilities of individual opera-
  tives, are outlined here. Not every BlackEagle office has implemented
  these measures. Offices that find themselves lacking in some areas
  should seek to incorporate these guidelines into future retrofitting plans.
  Future offices should include these guidelines as a critical component of
  their initial design.
  To begin with, all BlackEagle offices have alarms and some sort of
  physical barriers. Most are wired with silent alarms to local police stations.
  Many have bullet-proof windows or blast-proof doors. First floor offices
  usually have reinforced walls.
  If you are arrested or otherwise jailed, make every effort to contact
  your Cell Leader or Senior Cell Leader back at your office (see the sidebar
  earlier in this book, on page 15). Since most municipalities in the U.S. and
  abroad allow an arrestee to make only limited phone calls, a call to your
  Cell Leader gives you someone outside working on your behalf, who can
  then get in contact with legal help as well as family or friends if appropriate.
  If you are wounded in the course of an assignment and require
  emergency medical care or hospitalization, contact your Cell Leader if at
  all possible. Your Cell Leader should in turn contact your office legal
  representative. In most locations inside the United States hospitals and
  clinics are required to report to law enforcement agencies wounds that
  could be the result of illegal activities, such as gunshot and stabbing
  wounds. It’s in the best interest of the company and of the operatives
  involved to have legal counsel present at the hospital or clinic to prevent
  unnecessary administrative or legal entanglements. Of course, as men-
  tioned below, don’t allow these considerations to endanger your life—if
  you need medical help, get it, regardless of whether or not you can get
  word to the office.
  Medical Support
  Medical support is provided by the Logistics & Procurement Branch—that
  is to say, L&P makes the necessary arrangements for operatives to get
  the medical care they need through local hospitals and trauma centers.
  Getting adequate emergency medical support services in some remote
  locations in the U.S. or abroad, however, may be difficult. If your cell plans
  to carry out a dangerous assignment in a remote area, your Cell Leader
  should make prior arrangements with the local L&P Branch representa-
  tive—he or she can provide information on medical facilities in the area,
  and coordinate as necessary with those facilities or arrange for medivac
  backup if they aren’t adequate.
  Even the safest looking assignments and the best crafted plans can
  take a wrong turn, leaving operatives in dire medical circumstances.
  When the difference between life and death is a matter of minutes or even
  seconds, the best doctors in the world can’t help if they aren’t there in time.
  Consequently the first line of support for operatives needing emergency
  medical attention is in the cell itself. Keep your EMT skills up to date—
  every operative should have or develop basic first aid skills, and every cell
  should include at least one operative with more advanced training.
  Ultimately, it is your Cell Leader’s responsibility to be adequately pre-
  pared and equipped for medical emergencies.
  MPI operations that are particularly risky sometimes warrant the
  contracting of well-trained emergency medical professionals. Your Se-
  nior Cell Leader may request that the L&P Branch provide for medivac
  
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  BlackEagle’s reputation for discretion and integrity is of primary
  importance to us. Many clients require secrecy concerning our employ-
  ment, for reasons of public relations, honor, or even legality. BlackEagle
  honors such requests, and follows a policy of confidentiality even when
  secrecy is not required.
  The safety of operatives also requires secrecy. Carelessness with
  assignment information can lead to a failed assignment at best, and
  possibly to the injury or death of operatives involved. Due to the sensitive
  nature of the information contained in the Operations Roster, it can only
  be called up on a secure office terminal, or remotely over a secure phone
  or data connection.
  Because BlackEagle’s activities often bring its operatives into
  conflict with the criminal or terrorist element, it is of paramount importance
  that offices and safehouses remain secure. Again, don’t discuss any
  information concerning offices or safehouses publicly.
  Security extends to the protection of information stored electroni-
  cally as well. Standard backup procedures are executed regularly. In
  addition, an automated back-up system has been installed in every
  BlackEagle office, in the event that an office is assaulted. If an assault
  occurs, all office electronic records are immediately dumped via high
  speed secure satellite link to two other BlackEagle offices. An additional
  copy is dumped to a storage device in the office’s main vault. Once the
  information is secure off site, and in the vault, all remaining copies are
  destroyed. The vault is automatically locked, and any tampering with the
  vault will cause the storage device to self destruct. Lost information can
  be recovered from backups off site, but leaked information is gone
  forever.
  Counter-Surveillance Measures
  The locations of BlackEagle offices are publicly-known—we’re in the
  yellow pages in every city where we’ve got an office. Consequently, we
  must be particularly concerned about surveillance attempts against our
  facilities. All BlackEagle offices are equipped with a few basic counter-
  surveillance measures. Many exterior windows are made of one-way
  tinted or opaqued glass, providing visual privacy. Multiple-pane glass with
  additional vibration damping is installed to foil laser mikes and other
  eavesdropping devices. Even with these precautions, however, it’s
  always a good idea to avoid discussing sensitive information near
  windows.
  BlackEagle offices should be relatively EM clean, with little or no
  signals leaking from electronics in the office. Any signals broadcast within
  the office or between the office and an outside location (such as an
  operatives home via laser-data-link), should be multi-way encrypted.
  All BlackEagle offices have one room designated as a “safe room.”
  This room is usually centrally located, where it’s isolated from exterior
  walls and can be easily and quickly reached by all office personnel in the
  event of an attack. Most office safe rooms have reinforced walls and doors
  and are stocked with food, water, backup weapons, and medical and
  other supplies. Safe rooms are also equipped with cellular phones/
  modems and portable GenNet terminals, in case communications lines
  are severed.
  BlackEagle personnel are also part of any facility’s defense system.
  While some of our facilities, namely the training areas, L&P warehouses,
  and corporate offices, have full-time security staffs, most regional offices
  do not. In a typical regional office, the administrative staff is the first line
  of defense. The office receptionist sits at or near the office entry. From
  there he or she can monitor people entering or leaving the office and trip
  an alarm if anything untoward happens. In some offices, the receptionist
  can monitor video of other office areas or even the exterior of the office.
  Receptionists’ desks are frequently armored. Administrative staff mem-
  bers are trained to deal with emergencies by alerting operatives or other
  authorities, but not to actually defend the premises.
  During times of increased threat, cells or individual operatives may
  be called upon to maintain a security presence in the office. Normally,
  available cells low on the Operations Roster are called in first.
  Clients and their representatives frequently visit BlackEagle offices.
  While it is certainly all right for non-employees to come into company
  facilities on business, their movements within the office should be
  controlled. Keep non-business visits to a minimum. Certain areas within
  all BlackEagle offices are designated “secure.” These areas are off-limits
  to all non-employees under all circumstances. Secure areas usually
  include vaults, forensics labs, and locker and storage rooms. On occa-
  sion, when a situation warrants, an office’s Senior Cell Leader may
  authorize a non-employee to enter a secure area.
  The sidebar on page 69 covers security drill procedures, for dealing
  with outright assaults of company offices.
  Operational Security
  Security—that is, the protection of company facilities and information—
  is of utmost importance to all BlackEagle personnel. It is the company’s
  experience that most thefts, kidnappings, assassinations, and attacks, as
  well as many client grievances, can be traced to indiscriminate talk—
  loose lips—on the part of operatives and other employees. For these
  reasons, it is imperative to discrete, and to never discuss any BlackEagle
  assignments or capabilities with outsiders or in locations where they
  might be overheard.
  
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  done our best to preserve this camaraderie. Our benefits structure
  reflects this attitude of cooperative support.
  General Benefits
  BlackEagle/BlackEagle provides a spectrum of benefits comparable to
  those offered by most professional employers: medical coverage, leave,
  insurance, etc. For full details, talk to your office Administrative represen-
  tative. A few particular issues are worth mentioning here:
  • Medical coverage. BlackEagle covers unconditionally all medical
  expenses incurred by an operative during the course of an assignment,
  or directly as the result of an assignment. The company extends this
  unconditional support to the families of its operatives: if your family ever
  comes to harm as the result of an assignment or your on-duty activities,
  they are covered in full. For more mundane health concerns, Administra-
  tive Branch can provide you and your family with low cost comprehensive
  group medical and dental coverage.
  • Leave. The lifestyle of an operative can be very demanding, both
  physically and mentally, and the peace of mind of our operatives is critical
  to our success. For these and other reasons BlackEagle enforces a
  minimum leave policy. Operatives are required to take a minimum of
  twelve weeks per year vacation—this reduces burnout and affords
  operatives time off without worrying about maintaining status among their
  peers. Some operatives take advantage of the minimum leave policy by
  working on the legendary and well-earned “BlackEagle lifestyle.” If you
  function better under extreme pressure, take advantage of free training
  opportunities offered by the Logistics and Procurement Branch.
  • Insurance. In the event of your death, dismemberment, or serious
  injury, BlackEagle provides Life and Disability insurance. This coverage
  is extended at all times. Family members and loved ones who are affected
  as a direct result of an assignment are similarly covered.
  Some offices have metal and EM detectors at their entrances to
  scan guests before the receptionist buzzes them in.
  All offices have secure phone lines, allowing voice conversations to
  enter and leave the premises encrypted, to be decrypted off site before
  entering the phone network. It’s still wise to exercise caution when
  speaking over phone lines with clients-despite all our security their
  phones may still be bugged. The best method of communicating sensitive
  information is in person in a secure place, such as the office’s conference
  rooms.
  Weapons Policy
  BlackEagle/BlackEagle operatives pursue dangerous careers, and most
  own firearms and other weapons. In order to protect employees from
  accidents and to make BlackEagle offices less inviting for thieves, there
  are a few basic guidelines concerning the use and storage of weapons in
  company offices.
  Keep any weapon stored on the premises of a BlackEagle office or
  facility shall be kept in a gun locker, vault, or other secure area. Stored
  firearms should always be kept unloaded, with cylinder, slide, or bolt
  removed. The Senior Cell Leader may authorize a small number of loaded
  back-up weapons to be kept in a non-secure (but hidden) location, for use
  if the office comes under attack. Know where these weapons are located,
  in case they are needed in an emergency.
  You may carry loaded weapons in the office. Obviously, however, all
  weapons should be kept on safe unless they are being cleaned or
  maintained. Weapons undergoing maintenance should, of course, be
  unloaded.
  It is important to observe all common-sense rules regarding fire-
  arms. Careless handling of weapons is not only dangerous to office
  personnel, but also to innocent civilians nearby. Most BlackEagle offices
  are located in urban areas, and they often share buildings with other
  businesses.
  Part 5: Employee Policies
  and Benefits
  The same commitment and support for one another that makes our
  system of cells so successful is present at every level of BlackEagle/
  BlackEagle. Although the company has grown over the years, we have
  
SOURCE: textdata/thevault/Millenniums End/Millennium's End The Black Eagle Operatives Kit.pdf