Hello, everybody, what we're going to do today is the second component of human intelligence, advanced number one, and that is access. For those who did the introductory course, have touched on that in some of the slides will be like refresher training for what was achieved on the first course. And for those that didn't, this is a bit of a catch up, and we'll go through it in slow time, and you'll be able to access the course contents as well. So you can read back over what we've just discussed. This is just a small short, brief introduction to access because it links in with the other critical factors of assessing the capabilities of a source. We're going to run through that now.

So in the previous lecture on the introductory course, we looked at tongue spotting and Access is part of talent spotting and it goes with their motivation, point of contacting capability which comes into the numeric ambach ANP. OCC access motivation point of contact capability. So as a refresher, we looked at how we identify, cultivate, recruit a source, the formal through the formal process. It's a constant process of seeking sources to grow a network, for instance, recently, I've been expanding out for an organization for a global network. And so we had to look at the priorities of what the client wanted, what geographic coverage he wanted, what skill sets he wanted, what access to information he wanted, and grow the network out that way. Obviously, covering the whole world All the different subjects that the client may or may not need in the future is almost impossible.

So we have to focus it down and prioritize it. And that's a constant process. Each source will change to the source lifetime. motivations will change maybe from wanting to do something good or good work to monitoring needs. For instance, if their kids are going to university now or they have to move house or whatever the reason and the factors that source provides information will change over a lifetime. And we all know look at how access can feed the information necessary for the information requirements, the IRS that the client will want.

And they could be useful to look at access so that we can answer specific information requirements for instance, standing requirements. Maybe every month, a client needs to know how much potatoes and tomatoes will be in a marketplace in a certain town. And that's constant throughout the year. The client may also want specific information requirements that are just one offs like this weekend, we want to know how farmers transport goods from their farms to the market over these rough tracks, are they suitable for trucks could they you know, could they rent larger vehicles and so on. And that would be a specific information requirement is a one off and we also have to look at what the client may want in the future. So they may be interested in the markets and the routes to market but and that's only focused on one town in the future I in six months time or a year's time.

Number one, we're looking at two or three different towns so they can balance out the pricing. And now farmers Operations work across a larger area. So it's standing information requirements, specific one off requirements and potential future information requirements. And all that expands out into how do you design a network and how do you grow, sort of maintain that network but also grow it so that we can start answering larger information requirements for for a client. And that's we looked at and talent spotting. Turns point is also part of identifying the person of interest, a potential source, assess that potential source, do some background checks, social media, make contact with them, obviously, physically, if they're working in the same town that you are, but increasingly so online, through multiple multiple means, like Facebook, and LinkedIn and also There's a lot more local sources of information where you can reach out and ask for certain people who can do certain tasks like rent places for you.

If you if you're considering on opening new projects and new countries and new towns, then you have to reassess them so that you can ensure that they can still answer the information requirements in four months time or six months time or a year's time and reassess how they can expand your network. Can they introduce someone who can answer different information requirements, someone's working in a different department or a different organization that covers a different area that might be able to answer your information requirements now or in the future. If any of those questions that you ask yourself regarding a potential source come up, yes, then it's a good time to look at developing and cultivating that source so that they can quickly And efficiently start answering your information requirements. Bearing in mind, there's no point in recruiting a source that can't answer your information requirements, they will get stagnant, you'll just have to ask them random questions about where they're living and what they're doing.

At the end, if you've got no real information requirements to drive that relationships, yeah, you have to reconsider or consider very carefully who you start recruiting. So the secrets of contact, as you can see, first of all identify the motivation to provide us with information. Why did they want to give us a information, it may be purely a business transaction, you give them $50 they give you an answer to a question, and that's, that's fine. And that's a great way to build a relationship because you know what they want, they want money. There may be some snags In the future, they may get a little bit greedy, you have to be careful. And you have to carefully monitor how they expand their needs for money and stop making excuses potentially, or stop and maybe even start developing better work and more access to answer your information requirements.

So if it's money, it's, that's usually a good upfront start point. There, maybe they've got political reasons to provide you with money. They just want to do good and they think you you and your organization is doing good on the ground. And that's great to bear in mind that all these motivating factors can or will change over time. So you have to constantly look at these motivating factors. If for instance, they start a family, they may want more money, it may be they start asking for more money and to answer your inflation requirements.

So that motivating factor is going to change they want the money but driver behind wanting that money is now is a larger family they want they want to move to a larger house, they may want to move to a different town for that larger house which could impact on their access to the information. They've constantly got to be aware of what's happening in the background as far as your source goes. Any planning and conduct an approach meet to make contacts, if you do it face to face? How are you going to do it? How are you going to speak to them? What are you going to do if they turn around and say no.

And if it's online, similar, maybe slightly easier, because you can even write your responses and then you can write counter responses and this this can happen over days. Whereas meeting people face to face it's they either like you or they don't like you. And then at that point, once you've made contact, your reassess their access, which is what we're talking about now, their motivating factors, which we'll talk about in the next lesson, the point of contacts and their capabilities. They actually deliver the information that you want them to. Move skipping through, sorry about that. And so we're going to look at some of the access notes from the previous course, as you've just seen, because I skipped through.

This covers, three parts, the forms of access degrees and types of access for those that have done it on the previous courses. A little bit of a refresher for those that haven't, then this is new to you. So listen in forms of access. There are visual, aural technical and documentary forms of access. Now that means if a source can see something, so maybe they may be sitting in an office next to the mayor, they may see what's going on. They can't hear what's going on.

So they can give you information regarding what they see during the working day. Obviously oral is they can hear what's going on. And it could well be a combination. If they're working in the office next door to the mayor, then they may be able to see and hear what's going on. Technical, there's technical ways that you can access information, it may be that you have access to the phone for the mayor, you may be the secretary, for instance, oh, sorry, the source may be the secretary for the for the mayor, and can and can listen in to the technical means, or be able to record what goes on on a daily basis. And obviously, the fourth one is you have access to some form of documentation.

So the man's diary for instance, the source could have access to or some plans he's got for rebuilding around the town as an example. And then it could be a combination of any or all of those, depending on how, how much access the source has to the information that you require. And the degrees of access, do you have direct access or the source of direct access? So if you're the Secretary to that mayor, you will have direct access to the source of the information, if your information requirements is about what is the mayor doing for the town of the next year. If it's under peripheral or French, then it could be that you may be a couple of officers down from the mayor, or sorry, your sources. And they only see the mayor once a day, twice a week, three times a month or something like that.

So under friends, they may be able to hear what's going on from other people, and they hear what's going on from the secretary. But they're on the periphery. But those sorts of sources are good because that peripheral source can lead you potentially to the secretary who becomes a source who can give you access to the information regarding the map and what he's doing. trying to build in the town and what he's trying to achieve. And eyes and ears may be that it's a cleaner in the office who just sees and hears what's going on and maybe a snapshot of 2030 minutes a day. But then again, they can also give you access to different sources within the Office.

So they have their value as well. So maybe you don't always get the key source that has 100% access and given times, so you have to start looking from the outside in do you start recruiting the party supporter or Obama in the works in a pub that the criminals use? family member of a military organization that you have information requirements for? The party supporter can give you access to the party member, the barman can give you access to the criminal courier and so on and so forth. You see how it's starting to grow. You get to the gang man As the regional leaders, secretaries, gang leaders, senior officers in the military, but this is quite a time consuming process.

So looking from the outside in, you've already looked at from the criminal side, the bomb and the Korea, the gang member, the gang leader. This could be a years long process. I mean, probably less time, but it could be a years long process. On the military is the same political you're looking at party support our party member, regional leader, Secretary, and at some point they'll lead you to the boss, The Big Cheese should have an E on the end. I'm not sure why that is. And there is, but it could be that it takes a long amount of time before you get from the periphery to the center to answer your information requirements.

And the types of access or current potential previous or historic so current, what's going on now? What is the And doing or what are the prices of the food in the marketplace? potential could be, what information requirements may you have in the future next six months or next year? Can the source answer those potential questions over the next six months and previous or historic could be, they may have access to the source may have access to information about what happened in that town. Two years ago, there was a mass murder it was thought to be the military or the police or combination to no one really knows. But we now have a source you can tell us about something that happened in the past.

And then there are obviously valuable sources as well for very specific information requirements. That's the combination of the types of access. So looking at it from more of an advanced process, does the potential source of access to information to answer your IRS Well, that's the key Question for access. If the answer's no, there's no point recruiting them, they're just going to be a burden. Can the source lead you to another source, such as the brother of the boyfriend colleagues? And we've gone through that a little bit about peripheral access, then leading you right to the center.

So you get hundred percent access for your information requirements. And could the source be of use in the future? Maybe they've only got 10% access to your information at the moment or maybe even not, but you know that a job opportunities coming up. They could be working in that organization within four months, so they could have access in the near future. So they're worth pursuing. They're worth looking at and recruiting and assessing all their access, motivation point of contact and capability.

Here's a key point. Are these people going to be aware That the the passing on information to you or are they going to be unaware? couldn't otherwise source become aware at some point that happens, they suddenly realize, hey, I've just been feeding this guy with information for the past year and now realize that there could be something suspicious about it. So you have to align their concerns. So being aware, and being unaware is quite a critical component of your relationship with the source. One of the security concerns, if any, if your meeting source, face to face, he suddenly becomes aware that he's been passing information to you and that's of a great concern to him, then that could be a security risk.

How do you manage that? Do you have a co handler Do you go out with someone when You're gonna speak to your sources or all you're doing all your work on your own. In military and police, you may have a backup team outside who constantly assesses the security around your meet. If you're doing it on your own for a commercial entity, then you may not have that capability. So let's look at aware or unaware. A source is aware when they know they're willingly providing information to you in response to your questions and direction.

And that would be someone who you're paying for that information. So if you're saying go out and get the prices of all those, this list of items in the market, pass that back to me and I want that done every two weeks. Because we're trying to assess food security in your area. That source is going to be pretty aware, and there's no reason why I wouldn't be you would pay the source 2030 $100 To do to achieve this task, whatever is the going rate in the country, and and that's a that's a fine relationship as a nice, easy business relationship. But if you're asking for more challenging information, then it could be that you'd want your source to be more unaware of what you're trying to achieve. For instance, if you're trying to find out does this country have access to the new t 90 tank that's going to be rolled out in the next six months?

That's a very specific question as a very specific client who would want that information requirement. And that's going to be a bit of a challenge to get that information from, from the from the organizers from, say, the military in a certain country. There's it's gonna be very hard To keep your source from being aware of what you're trying to achieve, but there's ways around it. And keeping that that source on aware means that you can answer General, you can ask general questions. They can find you bits and pieces of information, you can put that bits and pieces of information together in a jigsaw and slowly build a picture of the tea 90 tanks that are going to be arriving at the docks from Russia in the next four months. That's a quite an exciting information requirement to answer.

Otherwise, sources have to be handled very carefully. And also the motivating factors may be different. I've handled the sources in Iraq as the war was going on, and they wanted to provide very detailed and very good information for nothing and they wanted to be part of the process to get rid of the ruling government. They didn't want payment. They wanted to do what they thought was the right thing for the country. And a lot of it is built around your relationship with your source.

I've worked with sources who I've a very good relationship, I would call them friends. I've met them face to face in their countries, that their families, and they provided information willingly, and they are very aware of what's been trying to achieve, to achieve certain places. So it's it's all down to the relationship that you have with them and the report, which is why report is a critical component. Information requirements themselves. They're questions that are answered between say yourself and a client. And each client is going to have different information requirements.

I've mentioned two types. One World tanks coming in to the country from Russia and the market prices and certain markets and certain areas over a two week period and persistently collected throughout the year, for instance, maybe in instances where the IRS are hidden from the source. So they do not know the client may say, I don't want the person collecting this information to know exactly the question that's being asked. This means you have to be very careful about how you pose that question to the source. And maybe you have to do it in two or three or four different stages, or even use one or two or three different sources to gather little bits of that information and bring it back so you can put it together as a whole, pass it back to the client. So it can get quite technical.

You may have relatively open relationship with the source as I've mentioned. Or you may have to conceal or mask some of the information requirements to the source and the likes. You can build it like a jigsaw. So the source is just looking for certain little bits of that overall information requirement. And you may test other sources to come back with other components of the information that starts to get very technical can get quite costly for the client. But if that's what the client wants, then you build out for the client and then you use the sources as necessary to go out and gather the component parts of the information requirements.

Excuse me. So but access now, access for information now will depend obviously on the client's information requirements will depend on your network capability. Can you answer some more most of the information requirements immediately? Or do you have to start growing your network to expand that a little bit to bring in more information? Is there a security risk both for you but Particularly for your sources? And does that question that you've just asked them push them out into an area of risk I geographically?

Or are they sorry, Stan to ask questions about military governance policing, I could highlight them and put them at risk. And we've been able to answer questions immediately will depend upon the sources, access motivation point of contact, contact and capability. And as I've said, depend upon the security risk to the source that should always be a consideration. And it would depend upon the relationship with the source, a lot of sources, you can ping them and message messenger that the other side of the world and they will go out straightaway and start gathering information. Other times you have to build up slowly or you have to there's a delay of a couple of days while the source picks up the message, and then says, Yeah, I'll do this but I want another hundred dollars and you have some bartering time. So it's all about The relationship from the rapport that you have with the source.

And of course, it will depend whether the source has actual access to the information you require. It may be that the sources change state his access is moved change jobs, whatever reason behind it, or is just not motivated to get that information. So then you're gonna have to either look at your network that you already have in place, or start growing that network out and that growing that network can take take time as well. So it's very difficult to assess if you can ask us or answer the questions. If it's an immediate request ascertaining your your access in the future and of course, your sources access is a challenge because you know what be wholly sure what the client wants to see Next month's time, you can have a good guess. And you can ask them you say, all right, what countries do you think you'll be involved in in four months, six months time.

So, you can start directing your network growth in the direction of another country for instance, or in a different area in that country. So you have to ascertain by subject location or accessibility, how you want to develop your network, either breadth wise or you want to go into new areas. Do you use current sources are do you think you can use current sources to grow into these areas? Or are you going to have to start identifying and cultivating new sources to answer information requirements that you may or may not have in six months time, this will take time and money so it's it's definitely a business decision. And but if you're ahead of the client will impress them greatly. So it's a bit of a balance between network growth, time and effort and money.

If you're paying them for instance, in balanced up to what the client may or may not want in six months time. And then of course, if you can't use the sources in six months time that you've just cultivated, what do you do with them? If you have other clients, you can use them for fantastic. If not, you might just have to stand them down and say, Okay, we'll get back in touch and formance time, hopefully the client will be able to give you some business by that. Over the next step, a source access may become limited in certain areas or a job may just be limited in certain areas. So you may want to encourage them to expanding their capabilities or identifying other sources that can help you answer more growing information requirements.

As I said, they may move jobs, men with homes that could improve their access, they may get promotion in a job, they can give them greater scope to answer your information requirements, or it could reduce the access, even stop it. So at that point, you've got to say, Alright, what are we going to do with this source who no longer has access? how aware are they going to be? And if they start pointing out and maybe even recruiting sources for themselves, there's nothing wrong with a source having sub sources. Although it starts to get a little bit difficult to manage. What do you tell the source and potential source about any security risk crossover because of this growth in in into new areas?

A lot of people a lot of sources will say that they're willing to move moving towards a new risk. But you have to be very careful that they are thinking about this very clearly. Often they don't they just want to keep the business keep the relationship with you. And they'll say yes to anything. You have to be able to cap that or slow it down and say, No stop. We need to think about this as a team, as a business relationship, look at the security risks if they increase into this new area.

And what do we do with sources that no longer have access? So we as handlers only have so much time to identify and cultivate sources. So it's hard, time consuming, and potentially costly to cultivate new sources, if you're not actually going to use them. And if they no longer have access, or they didn't start out with access, you may have to stand them down. Of course, people don't need them like that. Especially if they've been relying on you for for monetary reason.

It's it's very challenging to say we no longer have business for you. But we'll come back in six months time and just keep touching base in case something new happens and we want more information. So you got to be very careful I do this because they could become a security risk. If they're if you work in a managed them online, then you could get some bad press. They could start shouting and screaming on the internet, about how one minute you're paying them and you had a great relationship and they were doing good work for you next minute you've been they've been thrown in the trash, which should not be true. You should treat them like human beings and let them down gently but you know, obviously, they can say whatever they want online and that could damage your reputation.

Review their access motivation point of contact capability at the time, as it may well have changed and plan ahead, it may be that their access because they've had a move house move job then capabilities diminished as well or there's different motivating factors. So the best way to do is reduce contact over time, slow down the relationship carefully and gently. And if something pops up, then go straight back to them and saying, hey, we've got some more work in your area. Here are our information requirements. So it's a very difficult balance between a source who is busy providing information on a daily or weekly or monthly basis and getting something back from it to putting the brakes on and a sudden stop. So there has to be some slow delaying tactic and then pull out making contact maybe every two months, month, or three months.

And just to keep warm and just to make sure that they're you're warding off any extreme response from them. But of course, these sources that you've put on the back burner, you've stood them down, you haven't spoken to them for six months a year, they may again become have access to information because they've got new jobs or information requirements changed. And now that source you haven't spoken to is bang, smack in the right area for information. So, it all depends on how the relationship sort of petered out last time, if a pizza out well, they fully understand that there was no business now work for them, then they will probably pick up very quickly and the relationship may start up very close to where where it ended. If it started if it finished badly, and you handle it badly, or they accepted or did not accept the fact that the relationship itself Finished, and they got a bit nasty about it, then obviously, it's a, it's gonna be a balance of decision as to whether you want to use them again.

So that's that's a critical factor, I would suggest that as long as they didn't go out, go public and start damaging your reputation online, then you could reuse them again. Because especially if the relationship was around money, you pay them for the information that they provide, then they're going to perk up pretty quickly as as soon as you start paying them for what they provide. You start again as far as their access motivation point of contact capability assessment goes, because that would have may well have changed. And, and you need to start heavily building the rapport and get them out working as quickly as possible. Don't Don't let time sort of hang around when you're engaging a source. So we're getting close to the end.

As a recap. Source needs access to information to feed your clients information requirements. Can they lead you to a suitable sources and other reason for engaging sources? Are they on the periphery? Can they lead you towards the center, The Big Cheese remember, they may have future capabilities, they may be living in a village that's right above a huge oil find. And you want to get information regarding the safety and security of their environment around digesters back back briefing the client for access changes, we have to consider standing them down.

If they can't answer the information requirements any further and then we have to work out ways to reengage them if we need to access motivation point of contact capabilities into connected and it does change to the lifecycle of a source. So almost every interview when you speak to them You also you get the information requirements answered. But also you you want to know what's going on in the background, their data, how's the family? Where are you working? Are you still studying? Where are you living?

And all those little trigger questions can either flag up some concerns or confirm that, as far as you know, and lifestyle is the same as it was last time and they're still happy to and so your information requirements. So that's it for lesson number two access. I hope you've enjoyed it, feel free to ask questions. I'll publish this in PDF format, and I look forward to number three, which will be motivation