Ten things that should be taught on an entry level HUMAN SOURCE MANAGEMENT course

Managing human sources (confidential informants) is often perceived as a task that any officer can do and that every detective should do. However, despite significant evidence of the importance of training for officers involved in this role many agencies provide only the minimum, if any training, and then wonder why it goes horribly wrong. Even in the state of Florida in the USA where training for officers managing human sources (confidential informants) is a legislative requirement (following the death of Rachel Hoffman) officers there, often receive only the most nominal training.  Managers, often untrained themselves, do not understand the difficulties in managing a human source (confidential informant) or cite the excuse of not being able to afford the cost of training as the reasons they don’t provide it for their staff.  Where an officer has not been properly trained, allowing that officer to manage a human source (confidential informant) is negligence on the part of the law enforcement agency. Training should be delivered by a qualified person, delivered against a minimum set of standards and delivered to all staff involved, regardless of rank. Those supervising the management will require additional training.  An introductory level human source course for an officer beginning to manage human sources will take an absolute minimum of one week to deliver. If staff are getting any less than a week no expert would considered them to be properly trained. [Note: this week of training is dedicated exclusively to managing human sources (confidential informants) as opposed to a one hour lecture included on a narcotics course!]

As a guide we have included ‘Ten things’ that should be taught on an introductory level, human source (confidential informant) management course. These are:

1.    Civil liberties and human rights. Using human sources will always engage civil liberty and human rights; officers need to be aware what these issues are and how to justify their actions.

2.  Ethics and morals. Managing human sources is fraught with ethical and moral dilemmas. Only by training officers in ethics can these matters be effectively addressed.

3.   Corruption. Unfortunately, all too often officers involved in managing human sources become mired in corruption. Understanding the psychological process involved helps reduce the chances of the officer falling victim to this.

4.  Risk management. There are significant risks in managing any human source. Officers need to be trained how to identify, evaluate record and manage the relevant risks.

5.   Legislation and the agency’s policies and procedures for managing human spources. Officers need to know the relevant legislation and need the agency’s procedures explained to them.

6.    Record keeping. Officers need to know what records to complete and the time frames for completion of those records.

7.      Field-craft. Keeping both the officers and the human source alive involves equipping all with the skills necessary to make contact and meet safely.

8.     Debriefing. Many officers have only the most rudimentary of skills when it comes to eliciting the maximum amount of information from a human source. Training officers in ‘relevant’ interviewing skills maximises the amount of information gained. Some common interview techniques currently in use are totally counter productive for this arena.

9.       Writing information submissions. Officers also need to be taught the difference between information and intelligence. Many officers do not know this and as a result do not know how to write comprehensive and accurate accounts of the information they receive during a meeting. This results in inaccurate information being submitted or in the worst case, acted upon without any centralised control.

10.  Psychology. Teaching officers even the most fundamental aspects of the psychology involved in managing human sources will increase the source's productivity and increase the control over that source, thus helping keep everyone safe.

While this article leans towards a USA perspective the content of any course anywhere is the same.

The term "HUMAN SOURCE"

If we want to discuss anything, it is always good that there is clarity regarding the words we will use. As this blog will regularly discuss ‘human sources’ let us start by defining a human source.

A human source is: “a person who has been deliberately recruited and is managed to collect information to satisfy an intelligence requirement.”

This definition of a Human Source was developed during research by Reid and Buckley and carried out as part of a UK Home Office funded research police award beginning in 2000.

In essence what we are going to talk about is ‘informants’ and whether you call them covert human intelligence sources (UK term) or confidential informants (USA terminology) or anything else, depending on what your role is and where in the globe you are, the term we will use is HUMAN SOURCE.

There were a number of reasons why the term of a human source and the associate concept were developed during that period of international research. These include:

1.       Human source is a neutral term which does not carry with it much of the negativity that is normally associated with other terms such as informant, snitch, snout, rat, etc.  All too often people involved in providing information that prevents crime and saves lives are vilified and pilloried. While this may be understandable if someone is involved in crime, as a general rule, speaking in derogatory terms, about a human source is uninformed and prejudiced. It is also unprofessional when derogatory comments about human sources are made by anyone involved in criminal justice, be they prosecutors or law enforcement officials.

2.       Human sources are a ‘source of information’. Law enforcement needs information to combat crime and protect the community from terrorism.

3.     Human sources are human. If one knows and understands how human beings function, then one can better manage a human source. Unfortunately, some people seem to think that human sources are in some way less than human, or different from any other human on the planet.

4.       Managing a human source, as one would manage any other human relationship, ensures that all involved are treated with dignity and respect and in an ethical way.     

We will explore what we mean by the words ‘intelligence requirement’ in a later blog but for now we will take it as a given that human sources would only be used where the Police Chief has identified that the information they are providing, helps address their identified policing priorities. But if you can’t wait you may want to look at our publications. 

Seven things every Police Chief needs to know about Intelligence Led Policing

Here are a few basics that any Police Chief needs to know when making decisions about implementing Intelligence Led Policing.

1.       Information and intelligence are two different things. If your intelligence staff don’t know the difference, you may want find staff who do.

2.       Intelligence led policing is not about making pretty pictures with your crime data. Unless you are using information gathered from both overt and covert collection your picture will always be a distorted one.

3.       An analyst is a specialised role. They should be able to work with crime data and intelligence and should have access to both. Recognise and reward their expertise. Too many sworn officers fail to understand or recognise their worth.

4.       Make sure you have fully accountable processes for all your collection activities. You must have authorisation processes to sanction collection and that address privacy,  human rights and civil liberties.

5.       Train your staff. How will they know about intelligence, if they have not been taught? And that includes your managers!

6.       Be wary about what people tell you computers can do. There is some good software out there, but software is only a tool, not the answer. Rarely will criminals post their intentions on the internet.  Information collected on the internet is only a help.

7.       Intelligence led policing works – if you understand it and do it right. If you need help just ask.

If you want to know more about Intelligence Management in law enforcement check out our publications.

Managing human sources

Are you interested in the latest and best training for Human Source Management please get in touch.