TEXT: Written by MATT RIGGSBY
  Edited by SEAN PUNCH
  Illustrated by GUY BURWELL, STEVE BRYANT,  
  ZACH HOWARD, and JEAN ELIZABETH MARTIN
  Reviewers: Michele Armellini, Roger Burton West, Frederick Brackin, Douglas H. Cole, S.A. Fisher, Robert “Rev. Bob” Hood,  
  Vicky “Molokh” Kolenko, Steven Marsh, Phil Masters, Christopher R. Rice, William H. Stoddard, and Antoni Ten Monrós
  GURPS, Pyramid, Warehouse 23, the all-seeing pyramid, Boardroom and Curia, and the names of all products published  
  by Steve Jackson Games Incorporated are trademarks or registered trademarks of Steve Jackson Games Incorporated, or used under license.  
  GURPS Boardroom and Curia is copyright © 2015 by Steve Jackson Games Incorporated. All rights reserved.
  The scanning, uploading, and distribution of this material via the Internet or via any other means without the permission of the publisher is illegal, and punishable by law. Please 
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  STEVE JACKSON GAMES
  Stock #37-0151 
  Version 1.0 – March 2015
  ®
  TM
  GURPS System Design ❚ STEVE JACKSON
  GURPS Line Editor ❚ SEAN PUNCH
  Assistant GURPS Line Editor ❚ JASON “PK” LEVINE
  GURPS Project Manager ❚ STEVEN MARSH
  Production Artist and Indexer ❚ NIKOLA VRTIS
  GURPS FAQ Maintainer ❚  
  VICKY “MOLOKH” KOLENKO
  Chief Executive Ofﬁcer ❚ PHILIP REED
  Chief Operating Ofﬁcer ❚ SAMUEL MITSCHKE
  Managing Editor ❚ MIRANDA HORNER
  Marketing Director ❚ BRIAN ENGARD
  Director of Sales ❚ ROSS JEPSON
  Page Design ❚ PHIL REED and JUSTIN DE WITT
   Art Direction and Prepress Checker ❚ NIKKI VRTIS
  
  INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . 3
  Publication History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
  About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
  About GURPS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
  1. ORGANIZATION STATS . . . . . . . . . . . . . . . 4
  Organization Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
  Capabilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
  The Chicago Outﬁt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
  Talents and Powers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
  Self-Imposed Mental Disadvantages. . . . . . . . . . . . . . . . . .8
  Secret Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
  Costs and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
  Social Attributes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
  Secret Societies: Not So Secret . . . . . . . . . . . . . . . . . . . . . 12
  Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
  2. ORGANIZATIONS IN PLAY . . . . . . . . . . . . 15
  Facing an Organization . . . . . . . . . . . . . . . . . . . . . . . . . .15
  Social Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
  Pulling Rank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
  Starting an Organization. . . . . . . . . . . . . . . . . . . . . . . . .17
  Mass Combat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
  Running an Organization . . . . . . . . . . . . . . . . . . . . . . . . 19
  Who’s In Charge Here? . . . . . . . . . . . . . . . . . . . . . . . . . . .19
  The Limits of Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
  3. SAMPLE ORGANIZATIONS . . . . . . . . . . . . 21
  Medici Bank, c. 1450 . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
  Income Gap. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
  Medici Bank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
  Cosimo de Medici . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
  The Organization of  
  Doctor Joachim Zynfami, 1960 . . . . . . . . . . . . . . . . .22
  The Organization of Dr. Zynfami  
  (Neuguinea-Agrarindustriekonzern GmbH) . . . . . . . .23
  Provisional IRA, c. 1980 . . . . . . . . . . . . . . . . . . . . . . . . .23
  The Secret Origin of Dr. Zynfami . . . . . . . . . . . . . . . . . . .24
  Provisional IRA (“Provos”). . . . . . . . . . . . . . . . . . . . . . . .24
  The Mid-City Defenders. . . . . . . . . . . . . . . . . . . . . . . . . .25
  Mid-City Defenders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
  Current Defenders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
  Médecins Sans Frontières, c. 2014 . . . . . . . . . . . . . . . . . 26
  Médecins Sans Frontières  
  (Doctors Without Borders) . . . . . . . . . . . . . . . . . . . . .27
  Biotech Euphrates, c. 2100 . . . . . . . . . . . . . . . . . . . . . . . 27
  Biotech Euphrates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
  Raiders of the Black Void . . . . . . . . . . . . . . . . . . . . . . . . 28
  Raiders of the Black Void . . . . . . . . . . . . . . . . . . . . . . . . . 29
  INDEX. . . . . . . . . . . . . . . . . . . . . . . . . . . 30
   
  CONTENTS 
  2
  CONTENTS
  
  Adventurers tend to be remarkable, those one-in-a-million, 
  uniquely capable people who can face destiny singlehanded. 
  For everyone else, there’s strength in numbers. That can be 
  a problem for the rare standout individuals – many hands 
  can make light work, or quick work of lone wolves and small 
  adventuring parties. Coordinated groups can pose signiﬁcant 
  challenges in adventures: the heroes may need to sneak past a 
  tribe of cannibals, counteract the agents of a shadowy spy net-
  work, or prevail against the resources of a massive corpora-
  tion. On the other hand, an organization can 
  be a source of power for the PCs, providing 
  them with money, equipment, expert advice, 
  and legal and moral support. Regardless of 
  the setting, adventurers will eventually face 
  an organized group of people, and then it’s 
  useful to have an idea of the organization’s 
  capabilities, from its material assets to its 
  structural limitations.
  GURPS Boardroom and Curia provides 
  a framework for describing everything from bands of street 
  thugs to multinational corporations. It isn’t a comprehensive 
  construction set (like the GURPS Basic Set is for individu-
  als), although there are guidelines for starting and modifying 
  an organization, nor does it contain a comprehensive system 
  for managing day-to-day operations and resolving conﬂicts, 
  though it does outline a number of signiﬁcant actions that 
  someone in charge can take. What it does provide is a format 
  for expressing those aspects of organizations most relevant to 
  PCs who encounter them. Thus, many of the statistics deal not 
  with the group in toto, but rather with its functional capabili-
  ties – above and beyond its core functions – that it can practi-
  cally bring to bear against or in favor of adventurers.
  PUBLICATION HISTORY
  This is the ﬁrst edition of GURPS Boardroom and Curia. 
  The Medici bank and its context are discussed in another 
  of Matt Riggsby’s publications, 
  GURPS Hot Spots: Renaissance 
  Florence. Biotech Euphrates was 
  ﬁrst described in Transhuman 
  Space, by David Pulver, and turns 
  up in several books supporting that 
  setting. The Raiders of the Black 
  Void are loosely afﬁliated with the 
  Cabal, which is featured in GURPS 
  Inﬁnite Worlds, by Kenneth Hite, 
  Steve Jackson, and John M. Ford. A 
  number of rules used here – notably 
  those for loyalty checks – appear in 
  a slightly different form in GURPS 
  Social Engineering, by William H. 
  Stoddard.
  ABOUT THE 
  AUTHOR
  Matt Riggsby acquired qual-
  ifying credentials from different 
  universities studying how societ-
  ies assemble themselves, and has 
  worked for a number of corpora-
  tions operating under a few dif-
  ferent governmental regimes. He 
  associates with a wife who keeps 
  things in order, a disruptive son, 
  and several dogs who are in com-
  plete chaos.
   
  INTRODUCTION 
  3
  INTRODUCTION
  ABOUT GURPS
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  by e-mail: info@sjgames.com. Resources include:
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  rules and articles for GURPS, systemless locations, adventures, and much more. 
  Look for each themed issue from Warehouse 23!
  Internet. Visit us on the World Wide Web at sjgames.com for errata, 
  updates, Q&A, and much more. To discuss GURPS with our staff and your 
  fellow gamers, visit our forums at forums.sjgames.com. The web page for 
  GURPS Boardroom and Curia is gurps.sjgames.com/boardroomandcuria.
  Bibliographies. Many of our books have extensive bibliographies, and we’re 
  putting them online – with links to let you buy the resources that interest you! Go 
  to each book’s web page and look for the “Bibliography” link.
  Errata. Everyone makes mistakes, including us – but we do our best to ﬁx our 
  errors. Up-to-date errata pages for all GURPS releases, including this book, are 
  available on our website – see above.
  Rules and statistics in this book are speciﬁcally for the GURPS Basic Set, 
  Fourth Edition. Page references that begin with B refer to that book, not this one.
  There go the people. I must follow them,  
  for I am their leader.
  – Alexandre Auguste Ledru-Rollin 
  (attributed)
  
   
  ORGANIZATION STATS 
  5
  Wealth
  Wealth indicates, in a general way, the amount of 
  resources an organization can bring to bear relative to its 
  size. This statistic uses the same levels as the Wealth advan-
  tage (p. B25). Most groups have Wealth in the Struggling to 
  Comfortable range.
  In addition to being a major factor in an organization’s 
  Resource Value (p. 10), Wealth is a general indicator of the 
  size and quality of facilities and equipment used for every-
  day operations:
  Poor: The organization has minimal equipment, and 
  what it has is outdated or cobbled together from 
  mismatched parts, frequently secondhand, and 
  possibly improvised (p. B345). Supplies are scant. 
  Facilities, if any, are used only on the sufferance of 
  the property’s owner (for example, the organization 
  may have the use of an upstairs room at a bar, or 
  somebody’s cousin’s garage), and access can be lost 
  if the arrangement becomes inconvenient. Long- 
  distance communication (postage, phone calls, 
  etc.) and ofﬁcial travel are strictly limited due to 
  their cost, and may require personal hardship or 
  expense by the members undertaking it.
  Struggling: The organization has distinctly second- 
  rate equipment and facilities. Any spaces it occu-
  pies are slightly shabby, in need of fundamental 
  repairs, and/or in a bad part of town; any security 
  is provided by lock and key. Equipment is likely 
  to be cheap and/or outdated (for example, pen 
  and paper in the typewriter era, or electric type-
  writers in the early days of business computing). 
  Long-distance communication goes by the slowest 
  and cheapest channels. Ofﬁcial travel is rare.
  Average: The organization’s facilities are unremark-
  able, though severe damage may be slow to be 
  repaired. Equipment is typical for its activities, 
  and repaired by professional technicians (if 
  any are available in the setting) where feasible, 
  replaced if need be. Travel and transportation 
  costs are monitored but aren’t necessarily matters 
  of great concern.
  Comfortable: The organization’s facilities are nicely 
  appointed though not luxurious, or are in a mod-
  estly well-off area. Equipment is kept up to date 
  and in good repair, and is quickly replaced if dam-
  aged. Security is improved for the organization’s 
  most important assets (for example, high-quality 
  strongboxes or a night watchman for a low-tech 
  moneylender, or video surveillance for a TL7 
  ofﬁce). Communications costs are of little or no 
  concern, and ofﬁcial travel is undertaken regularly, 
  possibly in vehicles the organization owns.
  Wealthy: The organization’s facilities are notably 
  attractive and often very well situated, with imme-
  diate access to raw materials, transport networks, 
  political or business contacts, and so on. Equip-
  ment is at least recent and in near-pristine condi-
  tion, and sometimes of good quality. Security is 
  comprehensive (at least one of fortiﬁed buildings, 
  shifts of watchmen, all-over video surveillance, 
  biometric sensors, etc.). The organization owns several 
  vehicles for ofﬁcial travel, or has arrangements with trans-
  portation services giving them preferred treatment.
  Very Wealthy: The organization’s facilities are lavishly deco-
  rated and as conveniently located as its mission requires 
  (for example, a political lobbying ﬁrm may have a building 
  next to the nation’s legislature). Equipment is brand-new 
  and at least good quality, and the best gear available at 
  the TL is sometimes used. The organization has access to 
  several luxurious vehicles for ofﬁcial travel, and its facil-
  ities may enjoy both high security and extensive disaster 
  preparedness, such as backup power supplies and well- 
  appointed fallout shelters.
  THE CHICAGO OUTFIT
  Mission Statement: The Chicago Outﬁt makes money in 
  1930s Chicago by selling alcohol, smuggled into the United 
  States or produced locally. It dabbles in other contraband, but 
  mostly avoids narcotics and violent theft. Under the ﬂamboy-
  ant leadership of Al Capone, the organization controls mem-
  bers and local government by appealing to a combination of 
  greed and fear.
  Capabilities
  TL: 6 
  Members: 1,000
  Wealth: Comfortable
  Contacts: Criminal skills-18 [15]
  Member Traits: Legal Immunity (12 or less, -34%; Against 
  local law-enforcement only, -34%) [6]
  Notable Resources: The Outﬁt owns no facilities in its own 
  name, but it does operate and take the bulk of the proﬁts from 
  dozens of saloons and similar establishments which are nomi-
  nally owned by members.
  Reaction-Time Modiﬁer: +2
  Costs and Values
  Startup Cost: $46,080,000 
  Resource Value: $230,400
  Patron Value: 15 points 
  Enemy Value: -30 points
  Ally and Dependent Value: The Outﬁt can supply 0- to 
  50-point thugs as Dependents or members of groups of Allies, 
  or somewhat more powerful capos as individual Allies.
  Social Attributes
  Type: Criminal
  CR: 3 
  Loyalty: Poor (9; +0)
  Rank: Organized Crime Rank 0-5 [2/level]
  Income Range: $1,600 (Average) to $8,000,000 (Multimil-
  lionaire 2)
  Reputation: -3 (criminal organization, among law-enforce-
  ment agencies and law-abiding civilians)
  Notes
  Although the Chicago Outﬁt exercises little day-to-day con-
  trol over the lives of its members, giving it a low CR, the conse-
  quences of disloyalty can be lethal. It is slightly unusual in that 
  it is not notably racially intolerant, willing to deal with people of 
  any ethnicity so long as there’s money to be made.
  
   
  ORGANIZATIONS IN PLAY 
  16
  Reductions that drop the quantitative rating into the range 
  associated with a lower qualitative level, temporarily or per-
  manently, cause the group to function at that level; e.g., -1 to 
  Poor (7) results in Bad (6).
  Reaction Time
  When an organization must act, it can take a while to 
  make the decision to do so, let alone gather the appropriate 
  personnel and equipment. Whenever someone makes a non-
  trivial request for assistance, and anytime it’s important to 
  ﬁgure out how quickly the group can effectively react to new 
  circumstances, roll 3d plus the organization’s Reaction-Time 
  Modiﬁer, and add any applicable modiﬁers on the Situational 
  Modiﬁers Table (below). For a request, the requestor may try 
  an Inﬂuence skill roll and subtract margin of success (maxi-
  mum -5) or add margin of failure (no limit!) as well. Look up 
  the ﬁnal total on the Reaction-Time Table (below) to ﬁnd the 
  timeframe for a response.
  Reaction-Time Table
  The results below include the time to make a decision 
  to provide aid and to initiate delivery (e.g., prep and fuel a 
  private jet, or rally initiates in the central temple to begin 
  the summoning ritual). Travel and shipping times may add 
  delays, however. For example, when calling on a gang of local 
  toughs to provide some muscle, it might take only an hour or 
  two to make the right phone calls to get them together, but 
  several hours more if they must catch a train to an out-of-
  town location.
   
  Roll 
  Reaction Time
   -4 or less 
  Immediately
   
  -3 
  4 minutes
   
  -2 
  6 minutes
   
  -1 
  8 minutes
   
  0 
  15 minutes
   
  1 
  20 minutes
   
  2 
  25 minutes
   
  3 
  40 minutes
   
  4 
  60 minutes
   
  5 
  80 minutes
   
  6 
  2 hours
   
  7 
  3 1/2 hours
   
  Roll 
  Reaction Time
   
  8 
  5 1/2 hours
   
  9 
  8 hours
   
  10 
  12 hours
   
  11 
  16 hours
   
  12 
  1 day
   
  13 
  1.5 days
   
  14 
  2 days
   
  15 
  3 days
   
  16 
  5 days
   
  17 
  7 days
   
  18 
  10 days
  PULLING RANK
  GURPS Social Engineering: Pulling Rank pro-
  vides extended rules for obtaining assistance from 
  one’s employers, depending on both the type and 
  level of Rank one holds. Members of an organization 
  may use Rank of the sort listed for their group to 
  determine their chances of getting aid when using 
  those rules.
  The kinds of assistance a given organization  
  is inclined to provide correspond very roughly to  
  its Type. Here are some recommendations along 
  those lines:
  Advocacy: Funding, Introduction, Invitation.
  Aid: Cash, Introduction, Transportation (all).
  Commercial: Material Aid (all), Social Privilege (all), 
  Transportation (all).
  Criminal: Covert Activity (all), Muscle, The Cavalry.
  Enforcement: Authorization (all), Muscle, The Cavalry.
  Fraternal: Introduction, Invitation.
  Government: Authorization (all).
  Hobby: Gear, Introduction, Invitation.
  Investigative: Covert Activity (all), Information (all).
  Military: Violence (all).
  Occult: Consultation, Files, Gear.
  Religious: Facilities, Information (all), Introduction, 
  Invitation.
  Research: Facilities, Information (all).
  Secret: Covert Activity (all).
  Teaching: Facilities, Funding, Information (all), Intro-
  duction, Technical Means.
  Trade: Gear, Hireling, Introduction, Invitation, Job, 
  Service.
  Voluntary: Information (all), Introduction, Invitation.
  This list is neither exclusive nor comprehensive! 
  For example, history shows that nominally legiti-
  mate groups will attempt cover-ups if they feel sufﬁ-
  ciently threatened (though the quality of such actions 
  is often dubious).
  Situational Modiﬁers Table
   Request 
  Modiﬁer 
  Notes
   Request for readily available information 
  -(TL/2), rounded up 
  [1]
   Requestor’s Rank in the organization 
  -(Rank/2), rounded up
   Cost of request 
  +1 per full 1% of Resource Value
   Unusual request (Versatile organization) 
  +1 
  [2]
   Unusual request (most organizations) 
  +2 
  [2]
   Unusual request (Hidebound organization) 
  +4 
  [2]
   Very unusual request 
  Double modiﬁer for unusual request 
  [3]
  Notes
  [1] “Readily available information” includes information 
  that doesn’t require signiﬁcant processing or analysis. For 
  example, a dossier on a subject of the organization’s observa-
  tions would qualify. Cross-indexed charts of contacts between 
  subjects probably wouldn’t.
  [2] “Unusual requests” include anything that falls outside 
  of the organization’s Mission Statement.
  [3] “Very unusual requests” include anything unusual for 
  an organization of its Type.
  
   
  SAMPLE ORGANIZATIONS 
  25
  They also call in bomb threats shortly before explosions in 
  civilian areas, minimizing civilian casualties (a signiﬁcant 
  consideration in their propaganda war) but keeping tension 
  high. They’ve been known to make hoax calls, to much the 
  same effect. As well, they’ve recently started using homemade 
  mortars effectively.
  The bulk of the IRA’s membership is concentrated 
  in Northern Ireland, where it carries on a long struggle 
  against the British. The IRA’s strategy is to make con-
  tinued rule of Northern Ireland as unpalatable as pos-
  sible. This involves assassination of British police and 
  army personnel as well as Irish sympathizers to make 
  the north more difﬁcult to govern and to turn British 
  popular opinion against a continued presence. Com-
  bined with this, they carry out bombings to make long-
  term investment in Ireland unappealing. Their most 
  notable recent success is the assassination of Lord 
  Louis Mountbatten, last Viceroy of India and uncle of 
  Prince Philip, with a radio-controlled bomb on a boat 
  in which he was on a ﬁshing holiday, on the same day a 
  set of roadside bombs killed 16 British troops. Though 
  the Provos have undertaken operations in Great Brit-
  ain, their activity is concentrated in Ireland; most of 
  the bombs set off elsewhere in support of Irish inde-
  pendence through the late ’70s were placed by other 
  groups. However, the “mainland campaign” may ramp 
  up again in the near future.
  The IRA has shown some willingness to call cease-
  ﬁres and negotiate with the British, but only on the 
  precondition that the talks be aimed at the withdrawal 
  of the U.K. from Ireland. London is unwilling to 
  make this concession, so peace talks remain elusive. 
  The IRA has many goals in common with the politi-
  cal party Sinn Féin, but they are ultimately separate 
  organizations.
  THE MID-CITY DEFENDERS
  In the 1920s, Midland City, a small city in the 
  American heartland, was plagued by crime and cor-
  ruption – but help was on the way! The ﬁrst masked 
  adventurer to take on the many threats to civic life was 
  the mysterious Dusk, who exposed cops and politi-
  cians on the take. Not long thereafter, the Terra-Cotta 
  Warrior awoke at the Midland City Museum and took 
  on street criminals of all kinds. In 1938, several of the 
  city’s resident superheroes organized themselves into 
  the Mid-City Defenders.
  Dozens of superheroes have been in and out of 
  the group since its inception. It went on hiatus sev-
  eral times, though never for more than two years at a 
  stretch, and brieﬂy split into “east side” and “west side” 
  divisions in the late 1980s. However, there have been 
  some constants or near-constants over the years: The 
  Terra-Cotta Warrior has been a member in nearly all 
  incarnations, and remains the heart of the group. The 
  team’s long-term leader, the apparently ageless Queen 
  of Diamonds, has been with the Defenders (with a few 
  brief interruptions) since 1958. And the individual cur-
  rently using the Dusk persona is believed to be the ﬁfth 
  or sixth member of the Defenders to do so.
  The Defenders have always been a small group and have 
  never numbered more than 16 (or slightly more, depending 
  on how one counts the self-replicating hero Multiple Mary in 
  the ’90s), and its members have a tendency towards eccen-
  tricity, so they’ve never had a particularly rigid structure. 
  MID-CITY DEFENDERS
  Mission Statement: The Defenders work to protect the 
  safety of everyone in Midland City. This mostly takes the form 
  of crime-ﬁghting (violent crime takes priority), but also applies 
  to natural disasters. The group’s nominal leader relies on cha-
  risma and interpersonal relationships to build consensus.
  Capabilities
  TL: 8^ 
  Members: 10
  Wealth: Wealthy
  Contacts: Administration-12 [1]; Area Knowledge (Mid-
  land City)-18 [3]; Crime-ﬁghting skills-15 [10]; Technological 
  skills-15 [10]
  Member Traits: Legal Enforcement Powers [5]; Unusual 
  Background (Occasional access to TL^ gear) [10]
  Notable Resources: The group’s headquarters is a retired 
  Art Deco railway terminal a few blocks from City Hall. It con-
  tains living quarters for members who need them, laborato-
  ries, workshops, a hangar capable of housing a large VTOL 
  aircraft, a private museum commemorating the Defenders’ 
  exploits, and a spectacular central chamber used for meetings, 
  ceremonies, and coordinating the team’s activities during cri-
  ses. The structure has been reinforced and enhanced over the 
  years to make it more secure, defensible and even, in places, 
  self-repairing.
  Reaction-Time Modiﬁer: +1. As what is essentially an 
  emergency service, the Defenders respond quickly to catastro-
  phes (at least -5).
  Costs and Values
  Startup Cost: $2,168,400 
  Resource Value: $10,842
  Patron Value: 20 points 
  Enemy Value: -30 points
  Ally and Dependent Value: The Defenders are too diverse 
  to constitute a homogeneous group of Allies. Individual mem-
  bers range from around 200 points to over 1,000. The al-Shams 
  (p. 26) are unremarkable normals who could be Dependents 
  for adventurers.
  Social Attributes
  Type: Enforcement, Investigation
  CR: 1 
  Loyalty: Very Good (16; +3)
  Rank: Superhero Rank 0-1 [1/level]
  Income Range: $2,600 (Average)
  Reputation: +3 (among residents of Midland City)
  Notes
  The group is essentially TL8, but with sporadic access to 
  superscience and magical gear. While the Defenders don’t offer 
  formal salaries, they can support those members who need it in 
  order to ﬁght crime full-time.
  
   
  INDEX 
  30
  Advantages, 6-9.
  Advertising, 18.
  Advocacy Type, 11, 16.
  Aid Type, 11, 16.
  Ally and Dependent Value, 11, 17.
  Alternate Identity advantage, 6.
  Assistance requests, 16-17.
  Biotech Euphrates, 3, 27-28.
  Blessed advantage, 7.
  Capabilities, 4-10.
  Chicago Outﬁt, 5.
  Claim to Hospitality advantage, 7.
  Clerical Investment advantage, 7.
  Commercial Type, 11, 16.
  Contacts, 6, 15; changing skills, 20; Mass 
  Combat and, 18; Reaction Time and, 10; 
  skills by Type, 11-13; starting, 17-19.
  Costs, 10-11.
  CR (Control Rating), 13, 15-16; leaders and, 
  20; License and Permit and, 8; Loyalty 
  and, 14, 19; Mass Combat and, 18; 
  societal, 19; starting, 17.
  Criminal Type, 11, 16.
  de Medici, Cosimo, 22.
  Dependents disadvantage, 11.
  Disadvantages, 6-9; self-imposed mental, 8.
  Divine Curse disadvantage, 7.
  Doctors Without Borders, 26-27.
  Duty disadvantage, 7.
  Embezzlement, 20.
  Enemies disadvantage, 7.
  Enemy Value, 11, 17.
  Enforcement Type, 11-12, 16.
  Equipment, as assistance, 16; Member 
  Traits affecting, 7-9; military, 18; notable, 
  9; Reaction Time and, 16-17; Wealth 
  as indicator, 5-6, 15; see also Resource 
  Value.
  Facilities, as assistance, 16; breaking into, 
  15; military, 18; Mana Enhancer and, 
  8; Miserliness and, 8; notable, 9; secret, 
  9; Wealth as indicator, 5-6, 15; see also 
  Resource Value.
  Fraternal Type, 12, 16.
  Gadgeteer advantage, 7.
  Gear, see Equipment, Facilities.
  Government Type, 12, 16.
  GURPS Basic Set, 3, 7; Hot Spots: 
  Renaissance Florence, 3; Inﬁnite 
  Worlds, 3; Low-Tech Companion 1: 
  Philosophers and Kings, 4; Low-
  Tech Companion 3: Daily Life and 
  Economics, 9; Mass Combat, 10, 12, 18; 
  Power-Ups 2: Perks, 8; Power-Ups 6: 
  Quirks, 8; Social Engineering, 3, 7, 10, 
  14, 15, 19; Social Engineering: Pulling 
  Rank, 16; Transhuman Space, 3, 21, 28.
  Hidebound disadvantage, 7.
  High TL advantage, 7.
  Higher Purpose advantage, 8.
  Hobby Type, 12, 16.
  Income gap, 21.
  Income Range, 14; Mass Combat and, 18; 
  starting, 17.
  Intolerance disadvantage, 8.
  Investigative Type, 12, 16.
  Jobs, pay range, 21.
  Leaders, Control Rating and, 14; deﬁning, 
  19; Enemies and, 7; limits of power, 20; 
  running organizations, 19-20; starting 
  organizations, 17-19; see also Loyalty.
  Legal Enforcement Powers advantage, 8.
  Legal Immunity advantage, 8.
  License perk, 8.
  Loyalty, 13-14; Allies and, 11; improving, 
  20; limits of, 15-16, 20; organization 
  interactions and, 15-16; Mass Combat 
  and, 18; starting, 17, 19.
  Mana Enhancer advantage, 8.
  Médecins Sans Frontières, 26-27.
  Medici Bank, 3, 21-22.
  Member Traits, 6-9; availability, 18; 
  changing, 20; deﬁned, 6; Mass Combat 
  and, 18; starting, 17-19.
  Members, Ally size and, 11; Control Rating 
  and, 13, 15; dealing with, 6, 15-17; 
  getting assistance, 16; Income Range, 
  14; improve morale, 20; Mass Combat 
  and, 18; number of, 4; organization 
  Reputation and, 14; Rank, 14; recruiting, 
  20; Resource Value and, 10; self-imposed 
  disadvantages, 8; spending points, 4; 
  starting, 17-19; Type and, 11-13; see also 
  Contacts, Loyalty, Organizations.
  Methodical quirk, 8.
  Mid-City Defenders, 25-26.
  Military Type, 12, 16; Mass Combat and, 
  18.
  Miserliness disadvantage, 8.
  Mission Statement, 4, 17.
  Name, organization, 4.
  Neuguinea-Agrarindustriekonzern GmbH, 
  22-23.
  Notable Resources, 9, 17.
  Notes, self-imposed member disadvantages, 
  8; stat deﬁnition, 5.
  Occult Type, 12, 16.
  Organization of Doctor Joachim Zynfami, 
  22-23.
  Organization stats, changing, 20; deﬁned, 
  4-14; designated by founder, 17; Mass 
  Combat and, 18; player-founded 
  organizations and, 17; see also speciﬁc 
  stats.
  Organizations, dealing with, 6, 15-17; 
  running, 19-20; sample, 21-29; starting, 
  17-19; see also Leaders, Members.
  Pact limitation, 7.
  Patron Value, 10, 17.
  Permission, 19.
  Permit perk, 8.
  Points, organizations and, 4.
  Powers, 7.
  Propaganda campaign, 20.
  Provisional IRA (“Provos”), 22-25.
  Raiders of the Black Void, 28-29.
  Rank, 14, 16; Mass Combat and, 18; 
  starting, 17.
  Rash quirk, 8.
  Reaction Time, 16-17.
  Reaction-Time Modiﬁer, 9-10, 16; 
  Methodical perk and, 8; starting, 17.
  Religious Type, 12, 16.
  Reputation, 14; changing, 20; Secret and, 
  8-9; starting, 17.
  Research Type, 12, 16.
  Resource Value, 10, 15; increasing, 20; 
  leader using, 20; starting, 17; Wealth and, 
  5-6.
  Secret, disadvantage, 8; facilities, 9; societies, 
  12; Type, 12, 16.
  Signature Gear advantage, 9.
  Skills, as Contacts, 6, 11-13, 15; to start 
  organizations, 17-19.
  Social engineering, 15, 16, 19.
  Social organizational attributes, 11-14.
  Social Stigma disadvantage, 9.
  Startup Cost, 10; changing traits and, 20; 
  Mass Combat and, 18; points and, 4; 
  Patron Value and, 10; recruiting members 
  and, 20; Resource Value and, 10; starting, 
  17, 19.
  Table, income range, 17; Loyalty, 14; 
  organization size, 17; Reaction Time, 16; 
  Reaction-Time Modiﬁer, 10; situational 
  modiﬁers, 16; Wealth and breaking in, 15.
  Talents, 7.
  Teaching Type, 12, 16.
  TL (Tech Level), 4, 7-8; Reaction Time and, 
  10, 16.
  Trade Type, 12, 16.
  Type, 11-13; giving assistance, 16; Mass 
  Combat and, 18; starting, 17.
  Unusual Background advantage, 9.
  Values, 10-11.
  Voluntary Type, 13, 16.
  Wealth, 5-6, 15; Income Range and, 14, 17; 
  job pay range and, 21; Mass Combat 
  and, 18; Miserliness and, 8; Secret and, 
  8-9; starting, 17.
  Zeroed advantage, 9.
  Zynfami, Joachim, 22-23; origin, 24.
  INDEX
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