CHAPTER X Print
INTRODUCTION:

Until now, in the sequence of using and obtaining the employee
we have explained the functions of the intelligence agent in
locating, investigating, recruiting and using an employee.
However, there would come a day in which the employee wants to
discontinue his activities. This could happen at any time. The
intelligence agent, on the other hand, could decide to terminate
the employee's services for any number of reasons. In any case,
the intelligence agent must always be prepared to initiate
termination proceedings with very little notice.

DEVELOPMENT:

A. SEPARATION PLAN:

1. The most effective way through which an intelligence agent
could carry out a quick separation is that the agent keep ready a
separation plan. The separation plan must be planned in the face
of the employee's recruitment. Why is this necessary? It could be
determined, after a careful analysis of the problems that could
emerge related to separation of a potential employee, that it would
be best not to continue with the possible recruitment. The risks,
time and money, plus the possible separation difficulties perhaps
are not worth the trouble for the information or services that you
expect to obtain from the employee. Even if the problems do not
seem to be so great, and it is decided to go ahead with the
recruitment, some of these separation problems require planning and
advance coordination, and must be outlined in detail so that
adequate planning and coordination can be achieved.

2. The initial separation plan could be very brief but, as
the time passes and depending on the employees activity, the plan
could be quite extensive. The format of the separation plan can be
dictated by the government policy or be left to the discretion of
the agent.

Nevertheless, it must contain the following information:

a. A summary of the case up to preparation date of the
separation plan. This must include information related with the
location, evaluation, recruitment, recruitment circumstances, date
of recruitment and personnel involved in the recruitment.

b. The security-aspects must be recorded with as much detail as
possible. For a detailed explanation, this portion of the
termination must include:

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1) All operation techniques used by the intelligence agent that
are known to employee.

2) Operational means known to employee, such as meeting
places used.

3) Communication methods known to employee.

4) Data obtaining requirements of the intelligence agent
known to employee.

5) Miscellaneous ( knowledge of personnel, operational,
identity, names, description of personnel, telephone numbers and
signals):

The information in this paragraph would probably change from
time to time, for that reason, must be corrected accordingly. The
need to register this information could serve as effective control
of the amount of information the employee possesses. If at any
time seems that he knows more than he should or due to contemplated
operations needed to know more, this in itself could be a
determining factor in his separation.

c. Compromises made:

This portion of the plan must include only the compromises made
with an employee at the time or before the draft of the separation
plan. Must also include any special promise made to an employee at
any time during his employment.

d. Proposed separation actions:

1. In good terms:

a) This portion of the plan must contain information about
the proposed action in the case the employee is separated in "good
terms". The termination of an employee in this condition normally
is achieved easily and without serious security problems. He can
decide to resign or the intelligence agent could have his
employment terminated for many reasons without hostile sentiments
among them. Occasionally, the employees are suspended if their'...
posts are abolished. The intelligence agent recruits employee to
fulfil certain requirements, and when the requirements cease to
exist, then he must separate the employees who occupy these posts.
The employee could also lose his job in the area. He could be
transferred or promoted to a position not related with the are of
interest to the agent.

b) Another reason for the termination could be the wish of
the employee to resign due to personal or family problems. Perhaps
the security procedures have increased in the area, and his fear of
being discovered may have increased to the point that he feels he
has to resign. He perhaps took advantage of an

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opportunity to change his regular employment. A change in
ideology, insufficient compensation a desire to move to another
place or a personality conflict with the agent could also cause the
employee to resign. If an adequate solution to the problem is not
possible, it is usually prudent to separate an unhappy employee
since retaining him could constitute a security risk and because
probably ha would not discharge his duties in an acceptable manner.

c) A chronic illness is also a reason to dismiss
terminate) an employee. An employee who is continuously ill will
be of little value for the agent. There is the probability that
his reports may be continuously wrong, and confuse and aggravate
the agent's work. The cover and movement of the employee within
the area will be limited. He will have difficulty in fulfilling
his appointments with his agent an time, or in some cases could not
attend to his meetings at all. Also, the employee could possibly
demand more monetary assistance in order to help defray the medical
expenses.

d) This type of employee generally does not make demands
or threats. He is converted to an ex-employee who is eligible for
re-employment. Nevertheless, although these persons are separated
under friendly circumstances, they represent a security threat.
Since they may stop being friendly or simply careless, they are
danger for you and your operation, in a way that you must continue
exercising control over them.

2) In bed terms:

a) This portion of the plan must contain information
relative to proposed action that has to be taken in case that is
necessary to separate an employee in " Bad Terms". In this
category are included individuals who, due to their own fault, have
been compromised, apprehended, exposes or that in some way have
disqualified themselves from further employment.

b) The most common reasons for employee dismissal in " Bad
Terms" are:

1. Security violations:
The agent must be concerned with the degree of danger that the
employee represents. For example, if the employee is an alcoholic,
a drug addict or a sexual deviate, his dismissal must be
obligatory. The employee could be competent, but if he is under
the influence of alcohol, narcotics or for any other reason
associates-openly with the agent, then he must be dismissed.

2. Swindler:

This category includes those persons who sell information to
various governmental agencies and fabricators who provide opinions,
false information available to the government

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from such sources as newspapers, press releases, publications and
police communications.

3. Ineptitude:

Under this term falls the employee who has been constantly
unstable. The employee who does not produce during a period of
time must also be considered inept. The employee who does not
produce could be because of the agent's poor technique, or as I
mentioned before, could be due to a personality clash between them.

4. Law violators:

In an insurrection situation, the persons involved in illegal
activities are more useful than they would be in a conventional
situation. That is possible because government activities nay
include the coordination with the police agencies so that the
employee is not apprehended. However, an employee who does not
participate in illegal activities when he is recruited and later he
is seen involved in such activities without the knowledge of his
agent must be immediately separated after the revelation of his
activities.

5. An employee who has been or is discovered to be
under the influence of the guerrillas or their intelligence system
is eventually separated, after he has been completely exploited.
This type of employee is normally separated in "Bad Terms".

6. An individual who provides information to other
friendly intelligence agencies will also be terminated due to
reason of double effort of the intelligence agencies, and could be
offering the same information to both agencies.

3. PRIOR SEPARATION PLANNING:

a. The agent will always try to initiate separation proceedings,
not the employee. This allows to make the necessary plans that the
situation could demand. This must include the necessary changes in
operations, operation techniques, personnel communications and
operational means, in order to neutralize or eliminate any security
risks that may be possible in preparation of the actual separation.
If this is done properly, the employee will not be able to prevent
the operation even if he expressed hostility towards the
government.

4. CONVENTIONAL SEPARATION TECHNIQUES OF EMPLOYEES:

a. We shall deal with the separation techniques dividing them in
two general types: Conventional techniques and informal separation
techniques:

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1) conventional:

Are the most common and preferred. The informal will not be
used unless the employee is hostile, threatening, uncontrollable or
a known security risk.

The normal techniques are merely equivalent to providing an.
indemnization to employee for quitting his job and the employee
signs a separation document. If the agent suspects he could have
difficulty in separating an employee, it will be necessary to
fabricate a reason to convince the employee that the separation is
to his advantage. That could convince the employee that he has
been compromised by the guerrillas. That continuing working for
the government could result in serious consequences for the
employee and his family. If the employee does not believe this
story, other measures could be taken to convince him placing
anonymous telegrams or sending anonymous letters. Many other
techniques could be used which are only limited by the agent's
inaginat ion. Some times an employee who is going to be separated
will have expensive or compromised equipment that was delivered to
him. An attempt must be made to remove this material before
delivering the termination notice. The method by which this can be
achieved without arousing the suspicions of the employee will
depend again on the ingenuity of the agent. If this is not done
discreetly, the employee could appropriate an expensive camera,
invisible ink, etc. As I have mentioned, the separation formally
consists of the notification that the employee's services are no
longer desired, or cannot be used any more, a possible payment in
the form of an indemnization for quitting his job to show that the
actions of the agent are honorable, and the signing of the
separation document by the employee. This separation document in
essence must state that the employee will not voluntarily reveal
any identity he may have assumed, that he has been paid in full for
his services, and that neither he nor his family will make
subsequent claims.

2. INFORMAL SEPARATION TECHNIQUES:

a. This technique must only be used when it is impossible or
impractical to separate an employee in the conventional manner. An
employee could refuse to be separated unless a reasonable
compensation was met for quitting his job and other unreasonable'.
demands. It could be an employee who, for some reason after a long
period of employment, became dissatisfied and is openly carrying
our acts to destroy the effort of the government. it could be an
employee who has been under the control or influence of the
guerrillas, and would be impractical for security reasons for an
agent to meet with such a person at least one more time. There are
many other cases in which the informal techniques could apply.

In almost all cases where informal separation applies, the
separation will have its own reasons.

b. In the majority of cases, the purpose of the informal

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separation technique will be to have the employee " placed on the
black list" by all government agencies, or threatens to expose
himself or admit his activities, or bring about his removal by
means if imprisonment, threat of imprisonment or Voluntary or
forced reestablishment. The methods that have to be used in
informal separations must be carefully planned and approved by
higher authority before being applied. The agent must be certain
that the technique will not place the government in a difficulty.
Threats should not be made unless they can be carried out and the
employee realizes that such threats could be carried out. There
are many disadvantages in the use of threats of physical violence
or true physical abuse.

c. There are many techniques that could be used to force an
employee to accept the separation or to neutralize him to such a
degree that he does not constitute a threat to the intelligence
effort of the government. Some of the suggested techniques are
shown below:

1) Must use the fact that his pay has been exempt of taxes.
Depending on the urgency of getting rid of the employee, he could
be threatened of being revealed or exposed. Naturally you do not
appear as the accuser of taxes. A more subtle means is by means of
an anonymous tip to tax authorities that the employee has a source
of income that has not been declared. They will investigate the
employee and that will achieve his fall. The agent must not meddle
in this investigation, even though he must coordinate with them.

2) Another method that could be used, if the employee is
receiving illegally goods as compensation, such as foreign
cigarettes, liquor or coffee, the agent informs secretly the custom
authorities just after the employee receives his goods.

3) In inducing the employee to commit an illegal act for
which he could be held responsible could prove effective,
especially if the agent can maintain control of the situation in
such a way that he could use it as a lever to obtain control of the
individual.

4) If the insurrection advances to last phases and the
guerrillas dominate certain areas that create borders, there is a
series of things that could be done, especially if the main thing
is to get rid of bin and it is not important if he talks with the
guerrillas or not. Changing his identification is a way that he
could not pass verifications by the guerrilla security elements,
sending him in a specially dangerous mission for which he has been
inadequately prepared, or pass information to guerrilla security
elements are methods that could be used.

3. INVESTIGATION AFTER SEPARATION:

a. The intelligence action almost never ends. The

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termination of services of an employee does not mean that the
responsibility of the intelligence unit has ended. Discreet
investigations must continue to assure that the separated employee
is not unintentionally or not doing something considered harmful
for his intelligence activities. An employee could be separated
according to conventional techniques. Much later you discover that
this individual showed hostility towards his government. There is
a particular danger that this could happen with employees when it
seems imminent the triumph of the guerrillas and they want to be at
the side of the winner in order to avoid reprisals if the
guerrillas win and discover that they have been collaborating with
the government forces. When this situation occurs then you would
have to resort to the use of informal techniques to prevent him
from compromising his association as well as the operation. The
important point to remember is that the agent must retain some
element of control on the separated employee.

4. OPERATIONAL CHANGES AFTER SEPARATION:

a. It was previously mentioned during this lecture that the
agent must initiate the separation proceedings in order that the
necessary operational changes could be made to distract the
employee on being separated from current active operations. This
must be done in order to disable the employee in regards to current
operations, personnel and operational installations. In some
cases, as it has been mentioned, it will be the employee who
initiates separation proceedings, and the separation could become
effective at once. When this happens, it will be necessary to make
the needed operational changes after the separation of the
employee. The changes after separation must continue until the
separated employee is considered completely harmless for the
government intelligence forces.

The operational changes must include, but not limited to change
the identity name of the operator and possibly change his location,
change his telephone numbers if necessary, avoid meeting places
that were used with the employee, change the vehicle license
numbers, and if the employee has knowledge of other government
employees, then it must be determined if these employees must be
retained.

5. SEPARATION SPECIALIST:

a. In all prior discussions, it was not mentioned who will carry
out the separation process. Perhaps it was tacitly considered that
the employee's agent would do it. In some cases this is
convenient, especially if the separation must be done quickly,
since it would not have any purpose to expose another agent to this
employee. In every case, however, %must consider to refer this
employee to another person for separation. This has some
advantages:

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1) This separation specialist could remove the employee from
the missions, operational techniques and operational means. In the
prior operator tried this, seen a change in the pattern, the
employee could suspect that something bad was going on. While he
expected that a new agent would manage him in a different manner.

2) The separation specialist is a specialist in the
techniques and must do a better job that the agent who has many
other requirements to fulfil.

3) The prior agent is proven as a non-productive source.

4) The division could be achieved by compartments since the
separation specialist could conduct such operation which could not
be traced to any government operation.

6. NEW CONTACT PLANS:

a. It was previously stated that many separated employees must
be considered as re-employable. With such individuals, necessary
arrangements should be made for a possible new contact in a future
date. An address of convenience could be given to employee to
write if he wished to come in contact with you or could be given a
recognition signal that could use another government agent or
another employee in the future.

A separated employee has been frequently re-employed with
effective results, but even if you have no intention of reemploying
him, making a recommendation and informing him that he could be
called, could leave the employee with a feeling of friendship
towards the agent and the government and will make him feel as if
he was appreciated. Never forget that this is very convenient from
the public relations point of view, the reason for separating the
individual is that you do not need him. Assure him that no
arrangement to come in contact with the employee again creates a
situation in which you do not want him. Go away from him on the
most friendly base as possible considering the existing
circumstances and let him leave with a sentiment that the need may
arise to want him.

SUMMARY:

In brief, we could enumerate what we have discussed about the
separating employees as a series of "POSITIVE" and "NEGATIVE"
actions.

a. BEGIN the separation planning of the employee as soon as
possible, preferably before his recruitment. Do not recruit anyone
whose separation problems are so difficult that place in doubt the
value of his services.

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b. REVISE and amend a separation plan frequently.

c. REMEMBER that the most important factor in the separation of
an employee is the security aspect.

d. BEGIN the separation proceedings yourself in a way that the
employee would have been completely removed from current operations
before his separation.

e. CONSIDER the sue of a separation specialist when you plan the
separation of an employee.

f. Treat the employee correctly in his separation in a way that
be does not feel any hostility towards the government.

g. FULFIL all the promises made to employee.

h. DO NOT make unusual promises such as re-establishment or
large sums of money without specific approval from the appropriate
authority.

i. DO NOT consider the application of an informal separation
technique without consulting first with your superiors.

j. DO NOT make threats unless these can be carried out and make
certain that the employee is aware of this.

k. DO NOT make threats of physical violence or use violence or
physical abuse.

l. DO NOT lose control of the employee after his separation.








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