Part II Planning an investigation 9. WHEN WILL THE INVESTIGATION BE COMPLETED? It is important to establish a rough estimate of when the investigation will be completed, based on: • the complexity of the issue(s) • how much background research has to be done • available resources • how much evidence will be collected, including the number of potential witnesses and the amount of documentation • what obstacles identified in section four of the template may arise and how they will be addressed • how long it will take to analyse all the evidence • how long will it take to write the report. Factor in some additional time If it is estimated that the investigation will take three months, it makes sense to publicly state that it will take six months. That is not being misleading. However well an investigator plans, witnesses whose existence was unknown or documents that had never been considered, will emerge as the investigation is underway. Other factors beyond the control of the NHRI may also arise, such as receiving a fresh complaint that requires urgent investigation. Any or all of these things will inevitably add time to the investigation. When the investigation is completed within the six-month timeframe, the NHRI will look professional, effective and efficient. It will have demonstrated its value to its stakeholders. 10. “ISSUE CREEP” “Issue creep” is when new, but somewhat related, issues emerge after the investigation begins. Something is uncovered that seems to deserve further examination and the investigation branches out into different directions, as it is being conducted. Issue creep should be avoided wherever possible. In most cases, avoid dealing with new issues. It is simply not worth pursuing them, at least not at this point. It will almost certainly derail the current investigation. More resources will be needed. If they are not available, it will inevitably increase the time it takes to complete the investigation and delay is generally not a good thing for any investigative agency. The solution? Put the new issues to one side or ask someone else to look at them. Come back to them after the current investigation is complete. Then decide if they should be investigated. For example, consider an investigation into the how a government agency administers the process for providing care for severely disabled adults when caregivers, such as parents, are no longer able to look after them. The investigators may receive allegations about the poor treatment of residents in a group home where some of those adults live. It can be tempting to investigate those specific allegations. However, this should be avoided as it is not directly concerned with the primary focus of the investigation. If possible, ask someone else in the NHRI to determine if such an investigation is warranted. Come back and investigate it if necessary, but do so after the current investigation has been completed. In some circumstances, there may be a compelling reason to deal with the new issue now, rather than later. If that is the case, amend the investigation plan and source additional resources. In addition, the NHRI will need to explain to stakeholders why the original investigation will take longer than anticipated. Chapter 5: Investigation planning | 39