The book contains 10 chapters divided into 3 parts each of which is described briefly, below: Part I. So, you want to be an investigator

Chapter 1.
Having what it takes
This chapter examines the necessary personal attributes of an investigator such as integrity, impartiality, discretion, interpersonal communication skills, powers of reasoning and observation, and management and leadership skills.

Chapter 2.
Knowing what an investigation is
This chapter compares the different types of investigations that may confront the investigator – disciplinary, procedural, and criminal. It examines the different approaches that can be taken in respect of each and discusses the types of information and/or evidence appropriate to each and the standards of proof required.

Chapter 3.
The law, knowing the basics
This chapter examines the sources of law - common law and statute law; the court system; separation of powers; what constitutes criminal behaviour; the rules of evidence and procedural fairness; hearsay and opinion evidence; state of mind; strict liability breaches; proof on the balance of probabilites and beyond reasonable doubt; recklessness, negligence, and the caution. It also emphasises the importance of establishing the facts of the matter and discerning the differences between ‘fact’ and ‘truth’.

Part ll. You’re and investigator – now what?

Chapter 4.
Getting started
This chapter addresses a range of issues such as assessing the matter — is it disciplinary, procedural or criminal; dealing with the complainant; creating a dedicated investigation file; setting objectives; preparing a plan that incorporates an accurate description of the matter, the terms of reference, scope and strategies to be implemented; and reporting mechanisms.

Chapter 5.
Getting results
This chapter examines the importance of a comprehensive knowledge of the authority, delegations and powers of the investigator; strategies for dealing with the victim, witnesses and suspect; identifying the differences between an ‘interview’ and an ‘interrogation’; establishing rapport and empathy; choosing appropriate questioning strategies; cognitive interview techniques; use of interpreters; dealing with hostile or troublesome people; methods of recording interviews; consulting experts; handling of exhibits to ensure ‘chain of continuity’; use of surveillance and listening devices; and inspection of scene of event.

Chapter 6.
Closing down
This chapter examines the finalising of the investigation file; collating material for the written report; the place of the written report in the investigation process; the importance of ensuring that all information relating to the investigation is correct; what to include; some writing tips; and anticipating and dealing with responses; and issues to consider when reviewing an investigation.

Part lll. Other things you might need to know

Chapter 7.
About interviewing children
This chapter emphasises the importance of appropriate skills and qualifications necessary for interviewing children; considering the developmental stages and chronological ages of children; issues regarding truth and make-believe; who should be present; setting up the interview; conducting and recording the interview; closing the interview; instances of exploiting children for an ulterior motive; and tips for interviewing children.

Chapter 8.
About managing the different parties involved
This chapter examines the various strategies that can be considered for the managing of the various players in the investigation process especially – the complainant, the suspect, and other witnesses. It also examines the effects that an investigation can have on people involved, particularly those in the workplace.

Chapter 9.
About writing briefs and presenting evidence
This chapter examines the significance of a brief of evidence; what a brief of evidence might consist of; who receives a copy of the brief; presenting evidence in court; the court process, the role of judge and magistrate; establishing facts; summons to give evidence; entering the court; taking the oath or making an affirmation; presenting testimony – evidence-in-chief; cross-examination; re-examination; hostile witnesses; referring to notes; dealing effectively with the various cross-examination tactics.

Chapter 10.
About what to do if things go wrong
This chapter examines the practicalities of dealing with an investigation that has experienced problems. It looks at the common issues that may cause an investigation to fail: more complex than anticipated; unrealistic deadlines; taking too long; breach of secrecy; disclosing identity of whistleblower; conflict of interest; failure to extend procedural fairness to a party; inappropriate documenting of interview; a loss of material integral to the investigation; and the investigation losing focus.