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1. WHAT IS 

1.1 There have been many definitions of intelligence some of
which have been complex. and too detailed. For
the purpose of the student the following definition is simple
but adequate:



. intelligence is information concerning incidents:

events. or people. which is subiected to a system

cg of processing .

1.2 That is a gross over simplification but it is a start from
which it is possible to develop the full theme of the costs
course. It is advisable to strip away pre-conceived notions
and practices and use this simple statement as the 'slteleton'
on which to build. Stress from the outset that the word
has been left out of the definition purposely. It
must be understood that the course deals with the
operational police requirement for intelligence in its totality.
There is no basic distinction between the treatment of
intelligence for any aspect of police operations with the one
exception of Special Branch.

2. THE DEVELOPMENT OF IEJTELLICETSCE

2.1 Intelligence has been called the second oldest profession.
Until recent years the use at intelligence was confined to
the military. More recently it has been spoken of in respect
not only of the Police but also industry. To most people
intelligence conjures.up Visions of espionage activity or
secret wars. it was the military which first refined
processes to collect and evaluate information. for the
specific purpose of being able to prophesise. to be able to
predict the future. That enabled, in a military context.
forces to be deployed to the best effect. That is the prime

reason for the use of intelligence by the Police.

2.2 The basic reason for intelligence must be stated at this

early stage.

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Intelligence is used to:

0 . predict the future

- 
which
(ii) allows personnel to be deployed to the best effect.
2.3 There were many intelligence successes by the military. In

1939, Colonel Von Roenne advised Hitler that if he invaded
Poland at that stage the British and French would not
respond. Thus, only 23 weak German Divisions were left
behind to face 210 Allied Divisions when Germany marched
into Poland. Germany could have been overrun in 1939.
That was the successful use of intelligence by Germany
and an obvious demonstration of the inadequacy of the

Allied Intelligence in that particular case.

3. THE POLICE ADOPTION OF INTELLIGENCE

3.1 The Police began to realise the importance of gathering
information systematically with the advent of serious and
series crime which crossed force and regional boundaries.
The motorway network worsened the problems and in the
19505 travelling criminals became a problem which since
then has continued to grow. What we have now is a very
mobile population which has little regard for residential
stability in its everyday existence. Where major problems
of crime or public disorder in its many forms are
concerned a great number of people are prepared to travel
considerable distances to achieve their ends. The Police
had to counter this development with more comprehensive
communications and information systems. Initially, these
were confined to force or specialist squad systems which
were incapable of relating to each other. As the need for
an integrated system became greater a Working Party
under the Chairmanship of an Assistant Chief Constable,
G.H. Baumber Esq., QPM. produced a report which

recommended a national intelligence system.

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oxl/

3.2

3.3

3.4

From that Baumber Report has grown the intelligence
system as it now is. Baumber saw the need for a recognised
structure in every force. with specially appointed officers

responsible for dealing with information processing.

A further Working Party extended the principle and
recommended Regional Criminal Intelligence Offices. This
permitted the growth of a compatible uniform system
throughout England and Wales. The structure provided a
means of rapid and effective communications and also the

filtering of information to the relevant level.

That is the system which currently operates. but which to
a great extent has been restricted to 'crime' orientated
material. What will be discussed during the Course will be a
departure from that and minds must be open and receptive
to the new concept.? Intelligence Operatives are now
precisely that and are not restricted in their outlook and
specialism. Intelligence is the specialism. All aspects of
Intelligence should be dealt with according to the same
principles and. therefore. be compatible with each other. It
will be necessary to have separate information systems for
different Intelligence aspects but that does not destroy the

common principle.

4. INTELLIGENCE OBJECTIVES

4.1

What does the intelligence system hope to achieve - what

are the objectives and how are they realised?

INTELLIGENCE OBJECTIVES

Targeting of

 


1
Individuals Events
or or
Groups Series of Events

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beyond football matches and large groups quite

often identifiable by their mode of dress or
other characteristics have become prominent in
certain areas. Rival factions have also
developed and territorial claims have caused

considerable violence between them.

The logging of all information and the
proper use of information sources has
enabled . on many occasions Intelligence
Operatives to show clearly where and when
further outbreaks of trouble will occur.
Appropriate operational strategy has been
developed and the potential disorder quelled

before it had become a major problem.

Individual members of such gangs have also
been identified and looked at closely by local
officers with a view to determining their
potential and the possibility of converting them

to a reliable information source.

4.2(2) Events or Series of Events



Public disorder features prominently in all
policing objectives. The monitoring of tension
indicators is a specific responsibility in all
police forces. These can be apparent within
communities involved in an industrial dispute.
such as the Miners Strike of 1984/85, as well
as racial problems and general society

violence.

A suburb of Birmingham where there was a
heavy concentration of coloured people of West
Indian and Pakistani origin began to suffer?
minor indications of difficulty between the two

coloured communities .

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The whole of the series was compiled and
corordinated by the RCIO con cerne and all
forces concerned were made aware of the

extent of the problem.

Conferences were convened to glean all
possible information and as a result a strong
Liverpool connection emerged. A Liverpool
offender was subsequently arrested but the
series was not cleared. The identification of
the series had effectively mobilised operational
resources to respond when reports
of such crimes were made and a target
operation involving forces and Regional Crime
Squad was mounted. Through these measures a
co-ordinated approach to the problem was
achieved and any degree of duplication or

overlap avoided .

5. ATTAINING THE OBJECTIVES

This is possible because the Intelligence System provides a well
defined structure for collecting and processing information and
that structure must be used all the time, not just when it is
convenient. No longer is a casual attitude which permits a 'flying
by the seat of the pants' approach acceptable. The basic

functions of the Intelligence System are:

To gather relevant information.

(ii) To process information with a view to forming
predictions.

To enable the development of operational strategies. 

thereby promoting greater efficiency.

6. THE INTELLIGENCE CYCLE

6.1 The uses of intelligence have been discussed but how the

overall principle operates is clearly demonstrated by the

Intelligence Cycle.

i
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6.2

6.3

The Intelligence Cycle will feature in every other lecture
in the Course and its signi?cance must be emphasised
constantly. It is the hub of the system and the intelligence

processes which support it.

There are five components to the complete Intelligence
Cycle, which are all interdependent. Before consideration
is given to the cycle, look first at the question mark in
the centre. That represents the unknown parts of the
process. How the cycle is maintained and the emphasis
which should be put on its various parts are matters for
experienced judgement, they cannot be defined for ever}r
occasion. If the cycle is properly understood and used.
eventually the question mark fades as the raw information
fed into it transforms into a clear picture, from which the

prophesy or prediction can be made.

Throughout the whole of the Intelligence Cycle the process
can be compared with a potters wheel. It is a never
ending circular process and the information is the clay in
its very rough untreated form which. with patience and
expertise, can be worked into something with shape and
form which can be used. The question mark can be the
raw clay, it can also be the finished product. although not
even intuitively does the operator know when the
clay/information is placed in the wheel/cycle how it will

emerge and in what positive form.

THIS ANALOGY IS IDEAL FOR STRESSING THE VARIOUS
PROCESSES OF THE INTELLIGENCE CYCLE AND FOR
DEMONSTRATING HOW THE THOUGHTFUL WORKER, WHO
HAS LEARNED HIS TRADE, CAN PRODUCE REFINED
FINISHED PRODUCTS OUT OF VERY RAW MATERIAL.

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6.4

10

The Components of the Intelligence Cycle



Direction


What in simple terms does this mean. 'Cztc'd?
expressions have been compiled for each component
of the cycle and 'direction' is described as what

you are going to do'.

It can be argued that the first component of the
cycle which comes into play can be either Direction
or Collection. Direction must, however, be the start
of the cycle because it is by direction that the
system is there at all, regardless of more specific

instructions .

Direction is as essential to the cycle as any other
part. Everyone needs to know what they ere
required to do and how to go about it. Who mis?t:
be responsible for giving this direction? A. Cine?
Constable may well decide the overall force strategy
and then at various levels down the rank stir:
responsibility chain others will interpret that
direction, within the circumstances which relate to
their own sub-divisions etc. The importance of the
individual Intelligence Operative must be strum.
Operating within a specialist field places on them
the responsibility to provide the maximum support
to their Commanders. They must ensure that they
are positive in the presentation of problems as the?

are identified and demand action.

Intelligence Officers must be tasked, directed. if
the direction is weak or unspecific the system $4.11
fall into disrepute. If that is seen to be happenic;
Intelligence Operatives must positiveiy seek.
direction. By producing accurate information for
their Commanders they can prove the merit ot the
system and develop a proper management line of

command .

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Collection

Uher. infers-anon reaches an intelligence Operative
the first fern-a2 phase of Seeding intonation into
the Inteihgence Cycle begins. Collection requires
the maximum use of all possible sources of

tn art-nation .

All Oiitcers. irrespective of rank or position are
required to develop sources of information and
pass the results into the intelligence System.
Hosever. it is essential that ALL lntelltgence
Operatives motivate and encourage officers to play
their full part. They must take a specific interest
and request and direct officers to concentrate on

areas where information is required.

The catch expression for Collection is it

together" .

if the Intelligence System is snorting correctly all
officers will realise the responsibility Ihlch is
placed on them to 'get it together? and will use
their daily activity as a means of gathering
information and developing useful sources. There
remains a constant onus on lnteiitgence Operatives
to stimulate the flow of information by keen

interest and self initiative.
Evaluation

This part of the cycle determines the credibility of
information which is fed into it. It is generally
accepted that information can be accurate.
important and actionable. Conversely it can be
third hand. dubious and confusing. How then can
its credibility be established? This is a
pre-requisite if expensive resources are to be used
to tackle the apparent problems.

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?4

'i'iie t?dit?il expi?eeainli for evaluation la "imw ?ow! 1.

it?"

(in a very infornml heeia evaluation ot informant?;
hue been an autornelir ever mu.- police
officers decided to exchange information. When en
officer is told a fact or eeriee of fetid, imwm/er
apeculative. he immediately applies a credibility
rule. if he is not satisfied there follow-t 3 "tin of
queetione. Thereby the information ie accepted or
diecartieri. Thie la a eapedlenr?/ ion-Irene-
at a time of rieing operational probleme reeourme
are few. confirmed probleme deserve alteration
whilet the uneupported speculative rumour hee to
be treated with care and should be developed where

it in relevant to current probleme.

That which demande attention. because of validated
reaaoning. will be the priority. That which fella
into categoriee will not receive the same
treatment, or scale of priorities. information being
the life blood of the service and the treatment of
information being the specialism of intelligence
Operatives. demands that those concerned identifv
problem area: as quickly as poeeible. The days of
speculative unvalidated rumour initiating action have

gone.

Intelligence Operatives have an important part to
play, they must seize the opportunity and in doing

so elevate their own statue.

The informal 'ruie of thumb' evaluation proceu has
now been replaced by a properly organiled method
which clearly sets out a grading eyetem which can
be applied to all information. Thie ayetem is
at a later stage of the Course. No longer
is the informal intuitive approach adequate. All
information must be proceued through the eyetem

and common criteria applied.

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?Analvsis

The automam: :f Eat
good is it: is :51- _::ase of 'wrza: 'za-re g" a:
the

.-
wnat 3.33 75C :3 3C 13.; 21' -23.: .L-

infomation is locked at, r: 2w:
worth but i: the center: 73 m. T3112:
is already on reosri 1152': hwoa 

covLectio: .

Analysis is to a grea- are: 
process which is taggerec 75:: .:15 is
the phase of cycle "8:25.35- ;rjghesr a:

prediction will emerge. Tze gin-e De

la

whole but su?ciat gresz: 2: 2:22:
operational cmaz?ers :32: a 3:265: 1:121: E:
be defined to a great ext-2:: ?5 great-2:- 
problem. as has been afie-

to do With:

an individual, or grou; of :i?i?z?zals:
or
an eveutl?mcidezt, or sexes :5 52:-
When all the availabie infer-tic: is 12:2;er ?ee-e

may appear links which combine ti: 

There is only one know: fuzz; 575:2: :2 analysis

and that is Anacapa. This 5 massec

detail later in. the Course.

9



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6.5



Dissemination


This part of the cycle can only be dealt with after
all the other parts have been Worked through. This
is the point where the intelligence Operative
decides preciseiy that to do with the

information/intelligence which has been processed.
. . - I 
The catch expression is 'ithere am i 30mg to put it.'

This is as vital a part of the circle as am; other
because there would be no point in operating the
other parts if the results were not made subject of

a conscious decision what to do with them.

Dissemination does not necessarily mean that a
bulletin has to be prepared or a log sent out with
detailed information included. It can simply mean
that the results are to be committed to a record for
future reference. or indeed even discarded
altogether as irrelevant or baseless. It is this phase
that leads back into the first stage of the cycle. If
the correct decision is made the whole process
within the cycle starts all over again. Dissemination
may call for additional work to be done to ?firm up'
a piece of information. or gather specific additional
detail. That is back into the direction phase and
whatever comes in response is subjected to the same
components of the cycle. so that gradually a clearer
picture emerges. Everything is looked at in the

context of that which is already known.

The Cycle Completed

The Intelligence Cycle is thus complete and it can
be seen to be a continuous process which depends
on current and developing information being
properly gathered. fed into it and subjected to the
various processes. It is a formal structured process

which must be used in sequence and not in a

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0.0

6.7

15

slap~daah casual way. it enables current
information to be appraised according to a set
national criteria. so that an Intelligence Operative
in Plymouth will understand the grading and
processing which has been applied to a piece of

in formation in Newcastle-upon-Tyne .

The lntelligence Cycle must be the predominant
recollection of every student. All students must be
aware that. regardless of rank or position. the

principles of Intelligence do not alter.

The intelligence Cycle is the strength of the
eystem. it is simple but very etfective and waround
it can be built the whole of the instruction of the
Course. All aspects of intelligence fit into its

various components .

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.d

20
5. REGIONAL INTELLIGENCE OFFICER

To collect, collate and disseminate intelligence that relates
to serious crime or series of crime; to prominent criminals
and their associates resident in the region and in
particular those whose activities cross force boundaries:
and to highly organised teams of criminals operating in
more than one force area whether or not they are resident
there.

(ii) This shall have the object of passing intelligence about
crime and criminals to those able to act upon it.

To achieve and (ii) above it liaises closely with the
forces it serves, with the RC8. with other RCIO's and
with National agencies.

(iv) When it is uncertain whether a case falls within the ambit
of the RCIO it should be discussed with the officer in
charge of the RCIO. For their.part, RCIO's should
regularly issue information about the type of crime and
criminal upon which intelligence is sought.

It deals with requests for information from officers
authorised to receive it.

(vi) Convene regular meetings of officers in charge of the
Force Intelligence Offices within the region.

(vii) Convene ad hoc meetings in respect of specific crime or
criminal problems affecting more than one force.

To prepare target files for the RC5 and provide
Intelligence Support throughout RSC Operations

6 . NATIONAL LEVEL

6.1 Certain functions are already being carried out at National
level and in the absence of an overall National Office the

following repositories of information currently exist:

(1) Counterfeit Currency 

(ii) Drugs New Scotland
Animal Liberation Yard

(iv) Food Contamination 

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xii-i mm.

12:?le 

 

6.2

6.3

6.4

6.5

21

Bogus Officials - West Yorkshire

(vi) Antique. Knockers - Brighton

It is proposed that other functions be carried out at

National level which are as follows:

(vii) Peace Convoy/CND/Hells Angels
Football Hooligans
(1X) Public Disorder and Disruption

Reference Bureau for Operational Planning

The degree to which any instruction or discussion can
extend will be dependant on the acceptance or otherwise of
Working Party recommendations. It is nevertheless essential
that students exercise their minds to the problems at

National level.

This should then lead to the introduction of the National
standard intelligence reporting document. An explanation of
the need for such a document and a discussion on any
problems anticipated or experienced in the use of. Refer to
the recommendations of the NUM Strike and the experience
of the National Intelligence Office in not having a standard

document.

The final part of this lesson should be devoted to
introducing the need for discrimination at all levels of the
system. Account must be taken of established working
practices and procedures but students must be encouraged
to adopt a more discriminating approach as to what will be
retained and what will not. It is not possible to draw up a
precise guide but the purpose is to move away from the
practice of storing all information irrespective of it's value.
In explanation it will be necessary for the instructor to

draw up simple examples.

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22

LESSON No. 3

SUBJECT

SOURCES OF 

 

OBJECTIVES

At the end of this lesson the student should:

2.1

2.2

2.3

2.4

Be aware of what a source of information is in its many and
diverse forms, and how in some circumstances they should

be protected .

Understand the importance of fostering good relationships

and developing potential sources.

Be aware that one of his prime functions is to encourage
others to be well motivated and receptive to all potential

sources .

Understand how to use available sources to develop
information gaps shown by processing information through

the intelligence cycle .

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1.

23

WHAT IS A SOURCE OF 
1.1 Many complex definitions of an information source exist but
it is not necessary to refer to them to state simply and

plainly what is meant:
?an information/intelligence source is'

A PERSON, ORGANISATION OR RECORD FROM
WHICH INFORMATION CAN BE OBTAINED.

1.2 Detailed examples and discussion follow later. but it is first
necessary to understand the importance of information to all

aspects of operational policing.

THE INFORMATION REQUIREMENT

2.1 The Police Service can be likened to a massive machine
which can only be serviced and kept running by a never

ending chain of information.

2.2 The major role of the Service is reactive. That is the way
.in which it responds to an everyday operational problem. A

telephone call is made to a police station to the effect that:

there is a road accident in the High Street;
(ii) my house has been burgled.
2.3 These two simple statements commence what can be a long

and complex process. or series of processes to eventually
settle the direct repercussions. From the moment that the
initial complaint is logged. whether by computer. or
traditionally, the chances are that a very large bank of
information will develop which could. in some circumstances.

be of use.
2.4 The usual way of viewing sources of information. is to

think of 'informants' or special efforts needed to gather a

particular piece of information that is needed. That idea

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2.5

2.6

24

must be dispelled. If all officers were to approach their
daily tasks with an open._and keen mind, conscious'of the
need to collect information, it can be imagined just how
much could be available to the service to cope with Police

problems of all kinds.

That is not possible, it is asking too much, a
discrimination to some extent is necessary at all levels.
That must not be allowed to dampen the enthusiasm and
motivation of officers. They must be encouraged and
directed to be specific in the search for information but at
the same time not blind to that which passes their way

because of good fortune.

The Police Service thrives on information. It requires it to
keep the continuous Intelligence Cycle satisfied and
?owing. It is what all officers share a responsibility for.
The collection of information can be the first stage of the
Intelligence Cycle. If no information enters the system -

there is no system - it must fail.

3. THE INTELLIGENCE OPERATIVE

3.1

3.2

An officer involved in intelligence work is only as good as
the information which is properly passed to him and which
it is his responsibility to process. It is essential,
therefore, for intelligence operatives at ALL LEVELS to
make a conscious constant effort to obtain information.

This can only be achieved by the use of sources.

Let it be clearly understood that whatever position an
officer holds, wherever he goes, whatever he does he must
look at every other person and situation as a potential
source of information to be exploited. How then does that

fit in to the daily activity of all officers.

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28

6. SOURCES OF INFORMATION

6.1.

It has already been said that these can be broken down

into 3 basic classifications:
1. Persons 2. Organisations 3. Records

There should follow a board exercise which should involve
student participation. Students should be asked to identify
as many sources within each classification as possible. A
definitive list is not included but some examples are given
to stimulate thought, if necessary. In some cases specific
notes are included so that, where necessary, appropriate
advice is given to ensure compliance with guidelines or

procedures which are in existence.

See Appendix 1. Page 30.

7. SOURCE PROTECTION

7.

1

It is not possible to consider the maximum use of sources
of information without considering the safeguards to which
they are entitled. When people offer information, even of a
low grade, they will not expect to be exposed to others in
a way that could bring them into contempt or even danger
of some form of retribution. Discretion is the watchword,
all sources, unless there are very very good reasons,
must be properly protected. This does not mean an
automatic refusal to disclose details to other officers but
great care must be exercised when discussing such matters
outside the service. If an indiscreet officer exposes a
source without very good reason he will destroy his own
credibility and isolate himself from the information which is

the life blood of his work.

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INSTRUCTORS NOTE

 

PERSONS

 

POLICE OFFICERS
PRISONERS

INFORMANTS

MEMBERS OF THE PUBLIC
SECURITY OFFICERS
LEGAL REPRESENTATIVES

SOURCES OF INFORMATION

ORGANISATIONS

DEPARTMENT OF HEALTH AND SOCIAL SECURITY
DOCTORS

HOSPITALS

LOCAL AUTHORITIES

SOCIAL SERVICES

PROBATION AND AFTERCARE SERVICE
MANPOWER SERVICES COMMISSION
COMMUNITY ORGANISATIONS

PRISONS

SCHOOLS

CUSTOMS ANI) EXCISE

ORGANISATIONS

THE CHURCH

SECURITY SERVICES

SPECIAL BRANCH

PORT AUTHORITIES

CROWN PROSECUTION DEPARTMENTS
POST OFFICE



Public

POLICE (certain records)

REGISTRAR - births, marriages, deaths
DVLC

COMPANIES HOUSE

BANKRUPTCY

DEPARTMENT OF TRADE AND INDUSTRY
PATENTS OFFICE

Private

RCIOs

CRO

CIS

MO etc.

BANKS

HOTELS

DIRECTOR OF PUBLIC PROSECUTIONS
ARMED FORCES

30

APPENDIX 1 

31

APPENDIX 1 

INSTRUCTORS NOTES TO ACCOMPANY THE LIST OF
SOURCES OF INFORMATION

PERSONS CLASSIFICATION
Police Officers

Emphasis must be placed on any and every officer, regardless of rank
and role. The prime advantage in dealing with a police officer source is

that an evaluation process, or credibility test is usually easy to apply.
The role of the following officers should be touched upon:

Beat Officers, Station Officers, Inquiry Officers, Licensing
Officers, Juvenile Bureau and Schools Liaison Officers, Community
Relations Officers, Permanent Beat Officers, Criminal Investigation
Department Officers, Administration Officers, Scenes of Crime

Officers and Crime Prevention Officers.

In each case it is important to briefly develop how the information
which passes before those even in sedentry posts can be weighted in
relation to the information/intelligence requirement and correctly dealt
with. Those operational roles which permit constant contact with people
and organisations can more readily be developed within the scope of the

Student's experience.
Prisoners

The Student's experience can again be developed and concentrated to
ensure that there is an awareness of the information which can be
obtained from persons in custody at Police Stations. Where possible
interviewing should go beyond the immediate necessities relating to the
reason for detention and should explore the background of the
detainee, associates, habits. peculiarities, occupations and distinctive

MO features .

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32


The possibility of obtaining information from a detainee whilst he is in
custody in respect of other crime/criminals is high, even if subsequently

it is not possible to cultivate him as a regular source. or informant.
Informants

This is a difficult and dangerous area and must be stressed as such to
the Students. Informants are generally on the fringes of criminality AT
LEAST and must be dealt with carefully by experienced officers
STRICTLY IN ACCORDANCE WITH THE POLICY OF THE FORCE OR
ORGANISATION TO WHOM OFFICERS ARE RESPONSIBLE.

Residents Informants - 'Super Grasses' - are dealt with in accordance
with a strict policy and conditions which from the initial stage involves
the Director of Public Prosecutions. Senior Officers are appointed to
handle such inquiries and a high degree of confidentiality and discretion

1:5 .osolutely necessary throughout.
Members of the Public

Almost every person in every walk of life is a potential source. Instead
of categorising those who are obviously so, caretakers, school crossing
patrols, licensees, community representatives, etc. the-negative approach
could be taken. Who is not or cannot be a source within the general
public? That firmly places the emphasis on the wide field available for
exploitation. Often the circumstances in which an officer meets a member
of the public and the empathy which can develop will dictate whether or

not information will flow.

Securitl Officers

 

Police Officers meet Security Officers on a daily basis whether it be
through daytime shoplifting offences. or part of the routine of
property protection. In each case the Security Officer is a pair of eyes

specifically tuned to notice matters of interest to the Police and they
should be used.

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33

APPENDIX 1 
Legal Representatives

This is a sensitive and difficult area. Officers should always seek
guidance from a senior officer. The common image of solicitors being
obstructive and unhelpful is not accurate. There is. of course. a high
proportion who do conduct themselves in this way but the possibility of
seeking to co-operate with those who are amenable must not be
overlooked. Important information can flow not only in respect of their
client. but also in respect of other crime and criminals. This is proof
that preconceived notions about people can be a self-imposed bar to

gathering information .

ORGANISATIONS CLASSIFICATION

Inevitably endeavours to obtain information from organisations have to
be structured and dealt with in accordance with guidelines. Some of
these have a national basis. such as the DHSS. but all have force
instructions which interpret the national and local need and how it
should be met. This applies in respect of the following organisations

shown on the list of sources:

Department of Health and Social Security
Doctors

Hospitals

Local Authorities

Special Branch

Security Services

Community Organisations (probably)

Schools (probably)

_The subject of Prison Liaison is dealt with separately and does not need

to be explained in detail at this stage.

STUDENTS SHOULD BE ENCOURAGED T0 SPEAK OF CONTACTS
WITHIN SUCH ORGANISATIONS WHICH THEY HAVE DEVELOPED AND
PROBLEMS WHICH HAVE BEEN EXPERIENCED IN THESE SENSITIVE
AREAS.

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