Proactive, rather than reactive, management of investigative resources requires more decisionmaking on the manager's part. Two important parts of the equation are an understanding of cost-benefit ratios and an ability to motivate personnel. Reliance on the bottom line should reflect productivity, or 'working smart.' Working smart means achieving results in spite of obstacles. Informants are still the most effective resource an investigator can have. Several general rules are useful in managing the investigator/informant relationship: registration of informants, supervision of the informant program, licensing of criminal informants, and establishment of proprietary interests. Intelligence is as important as the development of a first-rate informant program. Intelligence should remain separate from control by the criminal investigations supervisors. It must facilitate the investigative function, providing support services, and advising management of alternative options. Intelligence must continually assess the overall effectiveness and efficiency of the investigative function. Finally, it must be analytical in its findings. Investigative managers must understand the utility of intelligence as a management tool. Eight notes are provided.