confidential informant training

Sex with confidential informants: Ten things to know.

Sex with confidential informants: Ten things to know.

Having sex with confidential informants . This blog highlights some of the issues relating to police officers having sexual relationships with confidential informants and gives advice on how to counter the problem

10 reasons why confidential informants should only be managed by dedicated officers.

Confidential informant management and the use of dedicated officers. Expert article on why to use dedicated officers to manage all confidential informants. Professionalising informant management. Dedicated source handling units.

Confidential informants and Incentivized Witnesses - knowing the difference

Confidential informants and incentivized witness - law enforcement need to know the difference and put in place structures to manage the difference between these two categories. Discussion on Informant privilege and innocence at stake.

Managing risk in confidential informant management

Confidential Informant Risk Management. An expert article containing the fundamentals of risk management for confidential informants, CHIS, HUMINT

Confidential Informant Management - things that go wrong

Things that go wrong with confidential informant management. Educating police chiefs and others involved in informant management.

Poor Risk Management of Confidential Informants

Confidential informant management risk. Discusses case where there is poor confidential informant management Suggestions for Chiefs of police in relation to n dealing with confidential informants, (Human Sources, CHIS, HUMINT)

Managing confidential informants - What constitutes negligence.

Confidential Informant - negligence and wrongdoing by law enforcement. Expert advice for all involved.

The Human Source Management System

When it comes to managing human sources ( confidential informants, HUMINT ) many of the problems that arise occur because staff involved do not work to a structured system. Our Human Source Management training is based on 4 behavioural models which create a structured pathway to recruit and manage a human source in the most effective and productive way while ensuring adherence to legal and ethical principles.
The first of these models (© Buckley and Reid 2005) The Human Source Management Framework is explained below. This model is supplemented by Targeting, Recruiting and Handling models.

The Human Source Management Framework  ©

The Human Source Management Framework ©

Need - This is where the intelligence requirement against which the source will gather information is identified.

This need generates two responses:

  1. Planned Approach – An operation is planned to recruit a source. This will lead to the Targeting Stage

  2. Unplanned Opportunity – An opportunity arises for the handler to attempt to recruit someone who can satisfy the need. This leads directly to the Recruiting Stage where the handler can employ the generic social psychology.

Targeting – The targeting of particular potential prospects. This is carried out at two levels social psychological information and the intelligence case. This will allow the handler to develop ‘Targeted Psychology’ for the individual. 

Recruiting – This is the recruitment stage where the handler interacts with the potential source with a view to getting the them to meet with the handler and become a source.

Handling – This stage takes the handler from the post recruitment meeting through the development process to the effective use of the source and ultimately to the termination of the source.

This simple model provides a structure that guides officers and can indicate what psychological techniques can be used to achieve the best results and when it is the best time to use them.

Details of the model and how to use it are contained in the publication The Human Source Management System ( see publications).