Here is one of those stories where you just thing WTF! Our regular readers will be familiar in regard to our advocacy around the need for police chiefs to build suitable structures to minimise the risk of corruption when managing confidential informants while maximising the benefits from them. This of course assumes that the Chief is not involved in the corruption. A recent story relating to Payne Springs Police Department raises concerns. The allegation is that the Chief and one of her officers were using a confidential informant to buy and sell drugs for their personal benefit.

Here are a couple thoughts that spring to mind.

1. Small departments of this size do not have the resources to recruit and manage informants safely. The lack of the resources means that officers are often not trained and left vulnerable to corruption. More importantly, the lack of training and structures means that the life of an informant is much more likely to be put in jeopardy.

2. When it comes to small police departments the most viable option to manage informants properly is for the County Sheriff or a combined task force to take responsibility for the management of informants throughout a given region. Such a unit can take responsibility for all informants in that region sharing resources and the information collected.

If you want to know how such an approach could work in your area have a look at our book Human Sources or if you want to more specific details let’s have a chat. Drop us an email info@hsmtraining.com

We can help you avoid things like this.