pfc nauru training notes - phase 1

8/17/2019 PFC Nauru Training Notes - Phase 1

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PFC Asia Pacific Pty Ltd Wilson Security Nauru Officer Training Phase One 11-2012-V1.0 Page 1

Wilson Security Nauru Officer Training

Phase One

Student Workbook

© PFC Asia Pacific Pty Ltd

www.pfctraining-ap.com

http://www.pfctraining-ap.com/http://www.pfctraining-ap.com/http://www.pfctraining-ap.com/


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Commercial in confidence

The material contained herein has been developed and compiled for the specific use of

Wilson Security and is not intended for dissemination to any third party. Any unauthorized

reproduction, disclosure, copying, or other use is strictly prohibited

Copyright © PFC Asia Pacific, PTY LTD ALL RIGHTS RESERVED 2012


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Contents

Course introduction: 6

Expectations During Training .............................................................................................................. 7

Wilson Security Initial Officer Program ............................................................................................... 8

Day One 11

Client Services Officer (CSO) Code of Conduct: ................................................................................ 12

Presenting a Professional Presence .................................................................................................. 14

A Stronger Professional Presence: .................................................................................................... 15

Use of Force Reporting: .................................................................................................................... 17

Use of Force report content: ............................................................................................................ 18

Situational awareness and dynamic risk assessment ....................................................................... 19

Situational Awareness (SA) Mindset ................................................................................................. 20

Situational Awareness states of mind:.............................................................................................. 21

Factors that Negatively affect SA mindset: ....................................................................................... 22

Situational Awareness (SA) Observation: ......................................................................................... 23

Situational Cues: ............................................................................................................................... 24

Situations of increased risk of Aggressive behaviour .................................................................... 24

Situational Cues: why are each of the following potential indicators of trouble? ........................ 25

Situational distraction techniques: ............................................................................................... 25

Emotional Cues ................................................................................................................................. 26

Physical Cues and Verbal Cues: ......................................................................................................... 27

Violent action Pre-requisites............................................................................................................. 29

Aggression Cycle ............................................................................................................................... 30

6 Stage plan for Dealing with aggressive behaviour ......................................................................... 31

Mental health basic awareness (Immigration specific) .................................................................... 33

Effective communication: ................................................................................................................. 35

Active listening .................................................................................................................................. 36

Basic Introduction to negotiation principles. .................................................................................... 37

Assertive behaviour .......................................................................................................................... 38

Conflict De-escalation Skills .............................................................................................................. 39


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Basic Intelligence gathering .............................................................................................................. 41

Building professional client relationships ......................................................................................... 43

Decision making during Rapid Risk Assessment and critical incidents ............................................. 44

Cordon and containment procedures ............................................................................................... 45

Crime Scene Preservation and recording.......................................................................................... 50

Debrief Notes .................................................................................................................................... 51

Day 2 52

Crowd dynamics ................................................................................................................................ 53

PFC Principles of Emergency team leadership .................................................................................. 57

Incident Response Hierarchy ............................................................................................................ 59

Incident Controller ........................................................................................................................ 59

Response Leader ........................................................................................................................... 59

Emergency response team roles and responsibilities ...................................................................... 60

Positions ........................................................................................................................................ 60

Role of the Incident Controller ..................................................................................................... 60

Role of Deputy Controller ............................................................................................................. 60

Role of Response Leader/Supervisor ............................................................................................ 61

Role of team Leader ...................................................................................................................... 61

Role of Team member .................................................................................................................. 61

Introduction to public order equipment: Observe and take notes .................................................. 62

Basic commands during movement (Small Team) ............................................................................ 66

After Action Review (AAR) ................................................................................................................ 71

Defensive Tactics: Brief ..................................................................................................................... 73

Safety: ........................................................................................................................................... 73

Essential points on safety: ............................................................................................................ 73

Debrief Notes .................................................................................................................................... 74


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Course introduction:

Welcome to the two Day Nauru Security Officer course.

This course is designed to convey an overview of operationally relevant topics and provide guidance

with relation to proper techniques for communication, professional relationship development,

conflict resolution and incident management.

We acknowledge the breadth of experience that fills the classroom and ask that you do your best to

actively engage during class. Questions and discussion are accepted and in fact highly encouraged,

the course is designed to be flexible in nature and your contributions during class may well help to

shape the material of future courses. This is designed to ensure that the experiences of those on the

ground, engaged in the activities upon which the course material relates, have the ability to ensure

the course remains operationally relevant.


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Expectations during Training

What students should expect of instructors...

Instructors will maintain the safety of ALL participants during every evolution

Instructors will give 110% at all times Instructors will uphold an open, light, professional setting, which encourages free thought

and discussion

Instructors will be able to demonstrate with proficiency any skill-set or physical task they

require students to perform

Instructors will not mince words...corrections will be direct, succinct & forthright

Instructors will be approachable and make themselves available for students who may have

specific needs or concerns

Instructors will monitor class progress, openly receive input, and modify plans of instruction

on the spot to accommodate student needs (when appropriate)

What the PFC Staff expects of YOU...

Students will maintain the safety of ALL participants during every evolution

Students will give 100% at all times

Students will strive for fluid proficiency and excellence in any skill-set or physical task

presented...do it right every time!

Students must maintain an open mind and an ego not bruised by criticism...when informed

of your mistakes, you must immediately fix yourself, put them behind you, and drive on with

training

Students will approach instructors should they have specific needs or concerns

Classroom instruction will not merely be a one-way lecture...students will be questioned,

instructors may be questioned, and open discussion is encouraged

PFC is not in the business of creating parrots...the staff will not be over your shoulder during

a Critical incident should it occur – you must become an Active, Assertive, free thinker


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Wilson Security Initial Officer Program

Day 1:

Training topics include:

Presenting a professional presence (40 mins) Use of force procedure and reporting (60 mins)

Situational awareness and dynamic risk assessment (120 mins)

Environmental rapid risk assessment

Situational Awareness Mindset

Situations of increased risk of Aggressive behaviour

Predicting Aggressive behaviour

General Risk Factors (Aggression and or at risk)

Mental health basic awareness (Immigration specific)

Violence Triangle and Aggression Cycle 6 Stage plan for Dealing with aggressive behaviour

Effective communication: (100mins)

Active listening

Assertive behaviour

Conflict De-escalation Skills

Basic Intelligence gathering

Building professional client relationships

Introduction to negotiation principles

Cordon and containment procedures: (40mins)

Cordon Procedures and reporting (basic Intel)

Control/ Command (Command structure and duties)

Crime Scene Preservation and recording

Defensive tactics: (60mins)

Safety

Escapes from common holds

Bridging the Gap: Crash and cover Block

Slip to flank: Protection, mobility

Disengagement Techniques

NOTE: These are practical techniques and are not

documented in the manual.

Debrief and after action review (20mins)


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Day 2:

Training topics include:

Emergency response team roles and responsibilities (30 mins)

Crowd dynamics (30 mins)

Emergency team leadership (40 mins)

Introduction to public order equipment (20 mins)

Defensive tactics (individual and small team) (120 mins)

Safety

Bridging the Gap: Crash and cover Block and Arm drag

Escort Holds

Restraint and destabilisation (Individual and Team)

Safe ground restraint and recovery (Positional Asphyxia awareness)



Basic removal techniques: (60 mins)

PPE

No PPE

Medical Hazard/ Self harm extraction



Team composition and roles (5 officer Teams) (20mins)

Basic commands and formations (Small Team) (40 mins)

Basic movement (Small Team) (40mins)


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Day One


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Client Services Officer (CSO) Code of Conduct:

Security services

Regional processing facilities need to provide a safe and secure environment for Transferees, CSO

personnel, Department Personnel and all other people at the facility, ensuring that each individual’s

human rights, dignity and well-being is preserved in accordance with the Immigration Detention

Values.

The approach to safety and security should be unobtrusive and ensure that the needs of Transferees

are met. The approach and procedures should emphasise communication and interaction strategies

that address potential or actual risks before they escalate and effect their de-escalation.

Integrity of the Sites

(a) Client Services officers:

i. must ensure Transferees behave at all times in accordance with relevant

provisions of the visa granted to them by the Host Government; and

ii. immediately notify relevant authorities and the Department if a Transferee

does not return to the Site.

Security Personnel

(a) Client Services Officers must:

i. deliver Security Services unobtrusively, 24 hours a day and seven days a week

at each facility;

ii.

respond effectively to unforseen Incidents while treating Transferees with

dignity and respect; and

iii.

engage with Transferees and other Stakeholders to detect possible Incidents

before they occur.

Site safety and security

(a) The Client Services Officers must:

i.

maintain a safe and secure environment in each Site;

ii. ensure that Transferees and other people onsite are safe at all times;

iii.

interact with Transferees in a friendly and professional manner in accordancewith the Code of Conduct and the Immigration Detention Values; and

iv.

constantly monitor the Site in a discreet and unobtrusive manner.

Digital Records

(a) The Client Services Officers must digitally record an audio and visual Record of all

instances where:

i. use of force is planned;


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ii.

there is any other Incident that the Client Services Officers, acting reasonably,

knows that the Department may require evidence of the actions of the Client

Services officers.

Incidents

(a)

Client Services Officers must:

i.

manage all Incidents to ensure the safety and welfare of Transferees and

other people at the Sites;

ii.

seek to resolve all Incidents using negotiation and other de-escalation

techniques; and

iii.

restore safety and security in the Site as quickly as possible.

(b) The Client Services Officers must:

i.

ensure that force is not used unless as a measure of last resort when all other

methods have failed or have been assessed as inadequate, and then only the

reasonable level of force necessary to resolve the situation where lawful.

ii.

further to clause i, ensure that, whenever force is used on Transferees that

are frail, elderly or minors, client Service Officers take all reasonable

precautionary measures that are appropriate to the circumstances of that

Transferee;

iii. ensure that force is only used by client Service Officers who are accredited

and are trained in the force; and

(c)

When the use of force is planned, the Client Services Officers must:

i.

seek the Supervisors’ approval for any planned use of force.

(d)

After use of force the Client Services officers must:

i. inform the Security manager of any use of force in accordance with Incident

management reporting requirements;

ii. ensure Client Services officers involved in the use of force provide a verbal

report to Shift supervisor immediately after each incident and a written

report prior to the end of their shift;

iii. ensure Transferees are referred to IHMS for medical examination as soon as

practicable after the use of force.


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Presenting a Professional Presence

Presence is the first option in any incident that requires Security intervention.

Whether a Client Services officer, member of Law enforcement or a civilian standing in line at the

local bar, the way we carry ourselves affects the perceptions of those around us. Those perceptions

are often what govern an individual’s decision-making process when it comes to the actions they

take.

“ The FBI Ki ll ed in the line of duty (KI LOD) study identif ied a number of

character istics common to off icers who were ki l led in the l ine of duty. This

study included interviews with the offenders who committed the murders.

One of the important factors l inking these off icers was that the off ender

character ised the off icers as being unprepared. This character isation wasmade by the off enders after only brief contact with off icers, so how did they

come to this conclusion?

The way the officers carr ied themselves, the way they walked, talked, dressed

and acted. In shor t the presence they displayed whi lst carr ying out their

duties.”

(Murray.K, 2004)

Confidence and credibility are the basis of strong officer presence and according to the FBI study it is

an important factor in the decision making of would be attackers. False confidence or bravado just

doesn’t cut it and as a result, people who are prone to and have experience in violence will

immediately sense the charade.

Presence as an officer can be split into two parts::

Internal confidence in personal abilities

The ability to project that confidence.

This means for a client service officer’s presence to be highly effective, they require a deep seated

self assurance forged in the fires of experience or simulated experience.

Deep down, an client service officer needs to know that their defence and operational safety system

works and is effective in multiple reality training situations and real world encounters.


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A Stronger Professional Presence:

Stay Cool: don’t get mad, don’t get frustrated

Even if you are totally fuming on the inside and you want to kill the person you are dealing with,

don’t let them see it. Pro jecting a calm and confident demeanour and remaining unconcerned by the

actions and words of another exudes confidence. It also allows you to keep a semblance of mental

clarity required to act effectively if required, if you cannot control your own behaviour, how can you

expect to control the behaviour of others

Know your SOP’s: Action cures Fear!

To become confident in nearly all circumstances, know the organisation’s SOP’s (Standard Operating

Procedures).If they don’t exist for the situation at hand discuss it with your supervisor and create

your own simple SOP’s within the policies and guidelines of your organisation, know them and

practice them. This means when something occurs you have a good idea of how to act. Immediate

and decisive action exudes self confidence (action cures fear) and displays decisive and confidentdecision making to those around you, whether inspiring friend or intimidating foe.

Don’t talk yourself up

Over inflating your skill sets and informing the community of them is ill advised. This behaviour is a

classic example of someone who is insecure and does not have confidence in their skills. It shows in

everything they do, it often precedes a fight, as they tell an offender something like, “you better

come along quietly because I am a black belt “This sinks credibility and fosters a negative outcome

for a couple of reasons:

Only someone who knows very little about conflict will believe you, leaving you a joke to

anyone who you should really be worried about.

Many males will just take the behaviour as a challenge.

Let your confident stance, unwavering command voice and professional appearance show them how

bad an idea it would be to mess with you.

Know your area of operations

You don’t often get to choose where an incident will take place, you can mitigate this by knowing

the area you work in very well.

Endeavour to learn the following about the people:

Different factions in the overall group

Who hates who- Lines of division

Workout who the biggest ‘PROBLEM’ individuals are

The general customs of the people you are dealing with, never insult someone by accident

Who is likely to provide useful information

Endeavour to learn the following about the Environment:

The escape routes (for you and the clients)

The most dangerous ambush points

The most isolated areas in camp and how long it takes to get help there


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Where each faction in camp hangs out

No go areas for those of different factions (if they exist)

In knowing the who’s who and the what’s what in your area of operations you will be able to

operate with more confidence.

Dress the Part

Every time you start a shift your appearance should scream “I know what I am doing!”. With regards

to your uniform, an ironed shirt which is tucked in, boots and equipment are clean, serviceable and

secured properly. The more dishevelled and disorganised you look the more your creditability

descends in the eyes of others. Even if you do know what you are doing, looking like you don’t

makes you seem like an easier target.

Physically look the Part

Firstly this is not a section berating you for not being in top physical shape, it is reminding you that

despite difficult conditions, you should try to do something to develop yourself physically for therole. Even if that action is taken only on your days off rotation.

Physically sizing up people whether our opponents or our colleagues is something we all do

automatically every day.

Increase your attention to Situational Awareness

Situational Awareness is an essential part of the Client Services officers Presence, not observing or

failing to acknowledge the implications of persons, places, situations and actions can be devastating

in the event of a critical incident. This skill will be address in detail during class.


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Use of Force Reporting:

The Use of Force report is a mechanism required by all organisations who operate within the

Security or Law enforcement sector. These documents are often designed not only to record the

actions and behaviour of both Client Services officer and subject but to collect statistics. Often these

forms are filled out at the conclusion of a shift or high stress incident and are disseminated and

recorded without being checked by supervisors. This often results in an inaccurate version of events

being recorded. Remember what you mean and what comes out on paper are not always the same

thing, in addition these reports are generally subject to freedom of information policy and will

always be used in the event of an inquiry or legal proceeding. So the general rule is always have

someone who was not in attendance at the incident read your report prior to submitting it.

The Three Battles: What are they?

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CYA:

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When does it get done? Who looks at it?

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The two emotions:

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Use of Force Report Mentality:

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90/10 Content Ratio:

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Use of Force report content:

Full and complete description of the behaviour of the subject to include:

Who

Previous history of aggression/ metal health issues/ Inciting others

Body Language

Proximity

Language used

Tone used

Facial expression

Size and weight disparity if applicable

Weapons or other danger multipliers

Full account of your response including:

Who you are and your position

Who was on duty with you (other team members)

Who was a witness (other parties)

What motivated your actions (Fear of?)

What actions you took to minimise the confrontation (if applicable)

Why you took those actions (Preclusion)

Factors affecting your decision (injuries, size, trapped, children threatened)

What actions you took once the threat was contain (medical/ reporting)

Did you comply with Organisational SOP’s if you didn’t what were the immediate and

significant threat issues that required deviation.

What should never be included in a UOF report:

Anything you know to be false or misleading

Any statement designed to minimise fault

Deliberate exaggeration of a situation

The key to Use of Force Reporting:

The key to a good report is accuracy and balance of information. You need to succinctly convey the

information required, without leaving too many gaps for the readers mind to fill in. Remember those

assessing your actions were not there to see what went on and may not take into account themyriad of factors that affected your decisions, it’s your job to present those issues to them.

You must balance this with not providing so much detail that you have no room to account for

variance in the way witnesses viewed the incident.

The reason for this is should an inquiry or court hearing occur, those gaps or that iron clad detail will

be used to impinge upon the creditability of your decisions and subsequent actions.

Know you did the right thing, for the right reasons and convey this in the way you write your report.


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Situational awareness and dynamic risk assessment

Environmental rapid risk assessment

Environmental Rapid Risk assessment is a skill set that involves the combination of operational skills

the most prominent of which being Situational Awareness.

The focus in this training is upon operational safety as opposed to general work safety. For example

the focus is upon recognising the risks associated with aggressive client behaviour as opposed to

awareness of the dangers of walking under a ladder.

General questions when conducting an Operational Safety Environmental Rapid Risk assessment:

What can harm me?

What can help me?

Who can harm me?

Who can help me?

What exit routes do I have?

Am I too close or far away to deal with the situation at hand?

What are my instinct telling me?

The ability to observe and recognise the answers to the above questions are developed though a

skill set often mentioned but rarely defined.

That skill being Situational awareness, it can be defined as:

A time and place sensitive ability to observe, identify and interpret the implications presented by

people, places and group behaviour .

This skill set is often chalked up to experience alone, although experience is an excellent teacher of

situational awareness it should be accompanied with training to ensure its effectiveness and

increase the rate at which junior personnel develop it. Situational Awareness Components:

Mindset

Observation

Behavioural Cues

Response Actions


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Situational Awareness (SA) Mindset

Observe and make notes:

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Situational Awareness states of mind:

White:

Mind is in neutral, there is little to no awareness of the surrounding conditions and

generally it is when the mind is at rest, fatigued or is heavily focussed on other thinking of

other things.

Yellow:

The mind is relaxed but alert, casually and relaxed scanning of the environment. This state

puts you in a mental and sensory position to identify threats.

Orange:

Mind has identified a potential threat and starts to assess risk level. This is a level of

heightened awareness.

Red:

Contact/action. The mind has identified the need for immediate physical action in order to

reduce the risk posed to the body.

Black:

Panic or hypervigilance. Black is a very dangerous state of mind where logical thought is

severely diminished because of chemical reactions taking place in the body and brain. Being

put in a serious situation whilst in ‘White’ will almost inevitably lead to Black unless the

person involved is very experienced


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Factors that Negatively affect SA mindset:

Pre-occupation:

Pre-occupation involves the officer taking their mind off the job at hand and focussing upon other

aspects of their lives. Allowing this to occur will almost certainly ensure a ‘surprise’ reaction should

immediate and serious action be required.

Pre-occupations tend to include anything that takes your mind off the area and situations

surrounding you, they can include:

Money issues

Family issues

Girl Friend/ Boy friend

Health issues

Day dreaming (long term boredom)

Fixation:

Locking of a pre-conceived idea into your thought process, increases likelihood that you will be

surprised

Pre-conceived ideas may be in relation to:

People

Work mates

Environment

Nature of work

Cultural situation

Women and children

Improving SA mindset:

Make a conscious decision to increase your awareness and learn your environment

Learn to switch on work mode

Conduct personnel debrief when you realise you missed something. This may be in response

to something that was picked up upon by a work mate and you missed it, it may besomething that surprised you, workout what you missed and record the cue for next time.


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Situational Awareness (SA) Observation:

Observation is the act of taking in the world around us with our senses, including intuition. In any

incident that goes bad there are always warning signs, the key is being able to tune into them. This

means the full use of:

Sight

Hearing

Smell

Taste

Touch

Intuition

Interpretation:

Following your observation phase and the picking up of something out of the ordinary, the next part

of the Situational Awareness skill, which needs to kick in, is the recognition and correct

interpretation of behavioural cues.

Behavioural cues are situational, physical and emotional/Verbal behaviours or risk factors that

indicate impending aggression or violence. The presence of any one or combination of cues does not

automatically warrant the use of defensive or pre-emptive force, they are designed to be used as

indicators to increase your level of awareness and physical readiness.

Situational Cues are factors that take into account:

Time/Date

Group dynamics

Location

Physical Cues are factors that take into account:

Body Language

Overt physical actions

Proximity

Emotional/ Verbal are factors that take into account:

Content, tone and speech patterns


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Situational Cues:

Situations of increased risk of Aggressive behaviour

The following locations or situations hold an increased risk of aggressive behaviour and therefore

officers who are in these situations or are observing others in these situations should increase their

diligence to the situational awareness mindset.

Dissatisfaction with service:

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Times or dates that coincide with significant cultural or previous critical incident events:

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Working in isolated areas of camp:

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Medical Clinics:

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Outings/ Activities away from the camp:

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Situational Cues: why are each of the following potential indicators of trouble?

A crowded or well frequented area is unusually quiet:

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An out of place object or behaviour draws your attention:

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Underlying gut feeling that something is not right:

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Situational distraction techniques:

List 3 situations that you have seen or you believe could be relevant distraction techniques used

in your work place:

1._____________________________________________________________________________

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2._____________________________________________________________________________

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3._____________________________________________________________________________

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Emotional Cues

Predicting Aggressive behaviour

Emotional Cues can be strong indicators of Aggressive behaviour when interpreted correctly, below

is a sample of factors that may affect those experiencing the immigration process on Nauru. This list

is in no way exhaustive

Clients who are experiencing extreme fatigue

Clients with a history of Mental Health issues

Clients who are engaged in or have family engaged in hunger strikes

Clients who have little control over their current situation

Client who believes their cultural rights have been infringed upon

Clients who are concerned for children or close family members

Clients who are desperate and or cornered

Clients who believe they cannot affect their situation (nothing to lose)

Increased Risk Factors General

Previous History of violence or aggression

Violent Family members

Significant history of emotional trauma (War zone experience) Gang or Sub group/culture affiliation (May be indicated by tattoos)

Reduction in level of supervision (Shift change over, staff out sick)

Availability of weapon (improvised or otherwise)

Disruption in family or intimate relationship

Recent and repeated abuse by group members (Bullying)

Rewarded for aggression in the past

Under instruction from another


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Physical Cues and Verbal Cues:

Physical Cues are Pre-attack body language, occurs when a subject has made the decision to

attack and they need to set themselves physically to carry out the attack. These are often

the most obvious behavioural cues and are the ones most likely to have been encountered

and identified previously.

Boxer stance: This is the shifting of the body into a more side on position, angling the centre

line away defensively and setting the feet to allow for transfer of weight and therefore rapid

movement.

Hand set: This can be an obvious or subtle shift of the hands from a relaxed position to aposition in which the subject will be able to rapidly strike. The most common examples are

the obvious hands out in front ‘Fighting’ position or the more subtle hands against chest

position.

Shoulder shift: This is the moment prior to a strike being thrown. Unless very well trained

the subjects shoulder will dip as it loads up force to strike with. This can be subtle but often

it is not, this physical indicator requires immediate and effective response actions.

Exaggerated movements: This cues is often difficult to interpret correctly, some cultures

speak and gesture in a very animated manner and this can be difficult to distinguish from an

indication of attack. The best way to correctly interpret this cue is to gain a baseline for the

culture and or person you are dealing with and then look for this cue in combination with

others.

Physical crowding: Another obvious pre attack indicator that can often just be a form of

posturing to intimidate others into providing what the subject wants.

Overall Physical Tension: Clenching of teeth and fists, taught neck muscles, heavy breathing

are all signs of overall tension and someone who is attempting to control anger or is looking

for the appropriate opening to enact that aggression.

1000 Yard stare or avoidance of eye contact: When a Client stares through you, generally

they avoid direct eye contact choosing to stare at your forehead or chest area. Often this is


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combined with heavy breathing and can often be posturing in an attempt to intimidate.

Despite this it is also a strong indicator of impending aggression especially if the Client

involved is in a group of his/her peers and feels that backing down would result in a loss of

‘face’.

Obviously Looking around you: This occurs when you are speaking directly to a client or

attempting to gain their attention. This may indicate they are looking for an escape route,

help from their friends or checking to see if you have help.

Verbal Cues:

Repetitious speech: This involves the Client continually answering different questions with

the same answer, or constantly repeating statements. This generally occurs because the

client is attempting to make a decision with regard to fight or flight actions.

Sudden cooperation: Is when a client has been arguing with you for a length of time and all

of a sudden, agrees with you. This action can be indicative of an ambush with the client

attempting to show that the threat has been reduced in order to gain an element of

surprise.

Verbal challenge/gauntlet: In essence the most obvious verbal indicator, this is an outright

challenge to fight or threat of violence. If this is conducted in a crowded area be aware that

the client may not back down because they do not wish to lose face with the group.

Monosyllabic dialogue: When the human brain engages the fight or flight response the

brains ability to conduct cognitive processing is reduced. The brain begins to function in a

different way which can produce caveman like behaviour, this is characterised by speech

patterns that revolve around simple, one syllable dialogue. Clients who have reached this

level of agitation are likely to engage in aggressive behaviour and are often difficult to calm.


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Violent action Pre-requisites

Intent: Does this person have intent to do you harm?

Intent is displayed through overt action or through Verbal indication.

Opportunity: Does this person have the opportunity to do you harm?

Opportunity is most often tied to proximity or distance and can be affected by barriers.

Ability: Does this person have the ability to do you harm?

This is almost always a given, does the person have the physical capability to enact violence against

you. Chances are if they are able bodied that they do.


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Aggression Cycle

Trigger Point: The incident that sets off the aggressive behaviour can often be attributed to:

Poor Communication

Lack of empathy or validation

Frustration by either staff or client

Lack of Assertive behaviour

Escalation: Following the trigger the client’s behaviour deteriorates into aggression, staff should

attempt to:

Give space if appropriate

Be conscious of verbal tone

Encourage dialogue and venting if appropriate

Set limits

Inform of potential consequences

Use silence if appropriate

Crisis Point: The point at which the incident devolves to physical contact, Staff should attempt to:

Escape the situation (ensuring others are not at risk)

Physically restrain within organisational policy

Remove others form the area if their safety is at risk

De-escalation: Following the physical incident, the client will eventually calm or shift from violent

behaviour, staff should attempt to:

Allow space

Begin a dialogue

Assist in problem solving

Feed back and relationship negotiation: Following the incident as a whole it is impractical to

think the relationship will return to as it was before the incident, staff should attempt to:

Tactfully provide feedback upon the behaviour of the client

Set rules in place for further contact

Educate them on the proper process for airing grievance


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6 Stage plan for Dealing with aggressive behaviour

1 Remain calm and project an image of non-aggression

Allow the aggressor personal space

Control your breathing (4 count breathing)

Reduce body tension, adopt a an open hand posture and relaxed stance

Keep your voice calm and even (erratic changes in volume, pitch and tone can escalate)

Maintain appropriate eye contact

Move to their level if appropriate (i.e.: don’t stand over clients)

2 Attempt to show concern and empathy

Accept that there is a reason for the behaviour

Try to see the issue through the eyes of the client, put yourself in their shoes.

Empathise with their situation, be careful of appearing patronising,

Ask ‘what’ and ‘how’ questions, not ‘Why?’ (Why can be construed as a challenge to

their justification for their actions, this can serve to escalate aggression).

3 Acknowledge the clients aggression

Use words to describe the clients actions so they may understand the way they are

being perceived by others

Use Language like ‘I can see that you are angry’ this acknowledges their feelings.

Don’t use language like ‘I can understand how you feel’ this type of phrase may belittle their

feelings.

4 Defuse the situation

Leave the area (if appropriate)

Mention past performance, good behaviour, reasonable conduct

Show concern and use blending techniques like, “If I was in your situation I imagine

it would be very difficult”

Appeal to work together

If appropriate try and use humour (do not force)

Remind of the consequences of negative actions

Paraphrase and show them you have listened to their concerns

Avoid fault finding and criticism of the Client

Use the power of silence (let them reflect)


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5 Actively seek solutions

Work on them together

Don’t promise anything you cannot deliver, or don’t have the power to authorise

Share as much information as reasonable with the client

An immediate solution may be impossible or impractical; this could be a long term process,

assisted by others.

6 Renegotiate the relationship

Don’t assume things have gone back to normal

You may need to ensure that boundaries are set and understood


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Mental health basic awareness (Immigration specific)

“We feel that we have lost everything here – our hope, our health,

our memories, our names, our abi li ty to help our famil ies, our

minds. We are more than hal f way to dead now. We are all dying

here, from the inside out. We see others who have gone mad and

think that we are going there too. What has happened to those that

have been taken away? What wi l l happen to us when our daycomes ?”

(Afghan man detained at Curtin IDC)

“July 2010 to 30 June 2011 there were 700 instances of threatened

self-harm, 46 ser ious self -harm attempts and 386 incidents of actual

self- harm in immigration detention facilities” -

(2011 Immigration detention at Curtin:

Observations from visit to Curtin Immigration Detention Centre

and key concerns across the detention network)

http://humanrights.gov.au/human_rights/immigration/idc2011_curtin.html#_Toc302979159

http://humanrights.gov.au/human_rights/immigration/idc2011_curtin.html#_Toc302979159http://humanrights.gov.au/human_rights/immigration/idc2011_curtin.html#_Toc302979159http://humanrights.gov.au/human_rights/immigration/idc2011_curtin.html#_Toc302979159


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Common issues that contribute to mental health concerns in Immigration Centres:

Remoteness of locations

Isolation from Family and friends (home country)

Stress relating to the perception that the family no longer has their main source of

income.

Indefinite time period for immigration processing

Prolonged uncertainty with regard to being granted access to Australia

Perception that the immigration process is unfair

Feeling of hopelessness

Feeling of being powerless

Commonly reported mental health related conditions in Immigration Centres:

Sleeplessness

Depression

Anxiety

Frequent nightmares

Irritability

Thoughts of Self harm or suicide

Warning Signs of at Risk individuals:

Increasing withdrawal from activities

Withdrawal from the Centre community

Threats of self harm

Writing or talking about death

Expressing feelings of being trapped with no way out

Giving away possessions

Speaking about having no direction or reason to go on

Impulsive and anti-social behaviour


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Effective communication:

Effective is often the difference between peaceful resolution and the requirement for a use of force.

Effective communicators are able cross cultural and societal boundaries in order to find a way to

convey their message and to deescalate conflict.

Communication is a two way process, trying to exert too much control over the conversation will

likely result in the message not getting through to either participant.

Communication involves

Listening

Body language

Speaking

Verbal communication makes up 45% of communication with:

7% from actual speech content

38% from tone, pitch, cadence, volume

Body Language makes up for 55% of communication. When in doubt go with the body language,

people of often adept at lying with their words but their body language is far harder to fake. Display

assertive but not aggressive body language to act as a deterrent to aggressive behaviour but appear

open to communication.

Factors that interfere with communication: Why?

Ego: _____________________________________________________________________

Perception and prejudice: ______________________________________________________

Group dynamics: _____________________________________________________________

Background noise: ___________________________________________________________

Lack of encouragement: ______________________________________________________

Time constraints: ____________________________________________________________


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Active listening

Effective Human communication requires more than just showing up. Those trying to communicate

want the other person to be interested and mentally present in the conversation.

This means that to actively listen you must be present:

Psychologically

Socially

Emotionally.

Active listening involves:

Observation and interpretation of the other persons’ facial expressions, body language and

general movement.

Listening to the entirety of the verbal message being conveyed, take into account content,

tone and cadence.

Listen to the message being conveyed not only as conveyed but within the context of that

persons’ social setting and current situation.

Be objective in your listening don’t let your personnel feelings and beliefs get in the way of

the message being conveyed.

Being patient, actually listen to what is being said and think about it, don’t start thinking

about what you are going to say next within 10 seconds of the client speaking.

Tools for Active listening:

Listen

Empathise

Ask

Paraphrase

Summarise


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Basic Introduction to negotiation principles.

Negotiation during a crisis incident is a delicate task best left to the professionals, unfortunately

often you may be the most qualified person on scene or the only person. This will require that you

start the process and do your utmost to promote a safe resolution for all involved. When qualifiedhelp arrives follow their instructions and hand over if possible.

In the meantime these points should assist:

1. Ensure radio chatter and other background noise is reduced or eliminated

2. Introduce yourself and state your purpose, what is your aim?

3. Build Rapport, speak respectfully, don’t assume

4.

Speak calmly and clearly, avoid allowing negative emotion to affect your verbal interaction.

5. Adopt your vocabulary to that of the client but avoid blatant use of profanity

6.

If there are language issues a skilled interpreter is a great asset

7.

Allow heated emotions to defuse through the passage of time. Allow them to vent!

8. Collaborate on solving the short-term problems.

9.

Help the subject involved in the incident save face to ensure the event is resolved. Be supportive

and encouraging about a positive outcome. Downplay their actions to this point.


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Assertive behaviour

Assertive behaviour is very important when dealing with those clients who have already become

agitated or are on the verge of becoming agitated and or aggressive.

Assertive behaviour is a method of controlling ones outward appearance and communication

methods to show calm and control, without crossing the border into aggressive or overbearing

behaviour.

Characteristics of assertive behaviour:

Eye contact

Verbal and non Verbal communication matches

Willingness to listen

Clear and calm voice

Strong voice

Able to negotiate and compromise when needed

Flexibility

Specific description of behaviour

Persistence

Following through on actions

Use of neutral language

Requests rather than demands

Uses co-operative language

Does not make statements disguised as questions

Use’s I statements (take responsibility)

Does not rise to baited statements


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Conflict De-escalation Skills

When a client’s behavior begins to show signs of aggression, then staff members should attempt to de-

escalate the behavior through the following.

Conflict De-escalation: Do

Explain your purpose or intention

Give clear, brief, assertive instruction

Negotiate options

Ensure that your non-verbal communication is non-threatening

Can be done by simply expressing concern and willingness to listen – the patient should be

told that interested and helpful people are present

Acknowledge the patients feelings whatever their origin

Behavioural expectations should be clear and simple – “I expect you to control yourself”

If the person is sitting then move to a similar eye level. If possible taking into account safety

issues.

Use Phrases like:“I understand that you are angry”

“I see that you are frustrated”

“You feel that you have been wronged”

Recognise the need for adequate personal space. In these situations this could be up to four

(4) times the normal space. Intruding on personnel space can be mis interpreted as

aggression.

Stay in view, keep your hands relaxed and in view.

Speak slowly, clearly and gently but in a way you would to an adult, be aware of sounding

patronising.

Sometimes all it takes to de-escalate someone is a good ear and the time to allow the client

to vent. Just listen to what they have to say and give them encouragement.


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Conflict De-escalation: Don’t

Do not allow an audience or crowd to form, move to a more appropriate area if possible

Do not provide feedback with relation to the persons’ feelings, this is often seen as the

passing of judgement.

Do not. Take verbal abuse personally. Expect the expected (take a look in the mirror)

Do not: Stare or glare at the client.

Do not: Roll your eyes at the client

Do not: Lecture the Client, attempting to educate them whilst they are ‘worked up’ is a

recipe for escalated conflict.

When words are not enough:

There are occasions when the use of words to de-escalate a situation becomes inadequate. On these

occasions an appropriate level of force for the circumstance in question may be required.

Imminent Danger: When the staff member believes that inaction or continued verbal dialogue will

result in imminent injury to themselves or any other person.

Excessive repetition: When a staff member believes that he/she has exhausted all avenues of de-

escalation and assertive requests are repeatedly ignored. Force should only be used in the case that

the staff member believes that situation is rapidly deteriorating and if left may result in Imminent

Danger. This situation is most applicable in group situations where the inability to moderate or

control the behaviour of an individual (often a ring leader) is allowing that client to incite violence or

aggression in the behaviour of the crowd.

Any force used should not be excessive, Excessive force means:

Any Force when none is required

More force than is reasonably necessary

The continuation of force when the requirement for that force has subsided


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Basic Intelligence gathering

In the environment of the Immigration centre, the concept of intelligence gathering will be focussed

on human intelligence. Human intelligence is the gathering of information based upon the

observation, questioning and the manipulation of human beings and social relationships.

Traditionally human intelligence is developed with the use of inducements or manipulation and

coercion, given the closed environment and the standards and ethics endorsed by the organisation

and the Australian government, intelligence gathered by CSO staff will be done in a purely passive

manner.

Intelligence is essential in the following:

Intervening in events before they reach crisis level

Effective management of crisis events

Pre-empting community needs

Effective contingency planning

Effective resource allocation

Effective post crisis actions

Information that is valuable from an intelligence point of view:

Names, identifying features

Community leaders

Family groups (Structure, numbers, relationship between individuals)

Cultural or religious groups (Structure, relationships between individuals)

Friction issues between groups

Friction issues between staff and clients

Significant events/ dates/ Planned activities

Communication methods (conventional and unconventional)

Changes in behaviour of individuals and groups

This information is best obtained in two ways:

Passive Surveillance: This is the act of being aware of your environment and actively taking note of

the activities going on around you.


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Development of professional relationships: Through the development of professional relationships

with clients you will gain trust and information will start to be offered to you. This information may

be in the form of a client concerned about the behaviour of group, or it may be that information

becomes available to you through general conversation of a more personnel nature, such as family

members or group structures. The development of these relationships is addressed on page 45.

In the pursuit of information DO NOT:

Offer inducements (preferential treatment)

Offer gifts

Make threats

Make any ‘Deals’

To be able to adequately filter information staff should attempt to develop a base line for the

environment. This requires that you learn what is normal, what is out of the ordinary. It means you

will need to do your best to learn about the different groups and their behaviour, the physical

environment, the way the camp operates and the behaviour of other staff members (both CSOs and

other support staff). By establishing the base line you will have a point of reference with which to

contextualise the information.

Intelligence or field reports should be submitted daily at the completion of the shift, with any urgent

information being immediately passed on to the immediate supervisor. Information should be

collated in order to develop a map of the social and cultural environment prevailing in the camp.


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Building professional client relationships

The development of a professional relationship is a delicate balancing act. It requires that you

remain friendly and become familiar with the client, whilst maintaining the ability to be the

commanding presence and enforcer of security should that role be required. The best way toapproach it is not to try and be liked but to ensure you are respected. Respect has nothing to do

with being intimidating or creating fear, it has a lot more to do with having displaying an

approachable, firm and fair character.

Building Rapport:

Mutual respect

Attempt to learn and speak some of their language

Humour (often comes with trying to learn language)

Common ground (sports or family)

Respect of culture, ensure that yours is respected as well.

Be Fair

Don’t play favourites

Do what you say

If appropriate participate and pitch in with work

Don’t promise anything you cannot deliver

Take responsibility for your mistakes

Apologise if it is warranted (Ie: inadvertent insult)

Do not apologise if it is not warranted, it shows weakness

Try to help but do not be taken for granted


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Decision making during Rapid Risk Assessment and critical incidents

OODA Loop is a process that was designed by Lt Col Boyd and has become the standard used across

the world in areas from Military, Law Enforcement and Security through to corporate negotiators. It

consists of four stages and is highly effective in keeping the decision maker one step ahead in criticalincidents.

Observe: __________________________________________________________________________

________________________________________________________________________________

Orientate __________________________________________________________________________

________________________________________________________________________________

Decide ____________________________________________________________________________

________________________________________________________________________________

Act: _______________________________________________________________________________

________________________________________________________________________________


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Cordon and containment procedures

For the safety of staff, other clients and the overall Nauru community it may be necessary to contain

and isolate an incident. The isolation is not of the client involved but of the incident, once the

incident has been resolved that containment will be lifted.

In these situations the highest priority must be the safety of the greater community.

The successful resolution of an incident requiring containment will be through careful management

and constant assessment of risk. This is to ensure that should force be required it is the minimum

amount possible.

If an opportunity arises to contain an incident, it should be considered. If possible staff should refrain

from rushing into a volatile situation or incident, using time as a resolution tool and accept that

strategic disengagement is viable and effective tool. In saying this, remember:

Dangerous situations should not be allowed to ‘go mobile’

The four main principles of Cordon and containment

Command

Control

Isolate

Contain

Any attending staff should embark on this process regardless of rank structure. Responsibility can be

transferred upon arrival of more senior staff at a later time (Response Team Leader or Incident

Controllers).

Control :

The process of monitoring activities to ensure that they are being accomplished as planned and of

correcting any significant deviations.

Final link in the functional chain of management

No plan survives first contact- Control needs to be constant

Provide and accept evaluation and feedback

Communication, sit-reps, de-briefing

Must remain flexible and responsive


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SOP’s need to be functional not rule based or bureaucratically unworkable

Delegate tasks like:

Running sheet

Situation reports

Control the radio channel

Staff rotation

Intelligence collation

Command vs. Control: What’s the difference?

Command is why we are in charge, whilst Control refers to how we command effectively.

Both are equally important, and interdependent

Command itself cannot be delegated, whilst effective control is often dependent upon it

What causes a loss of control:

Breakdown in communication

Poor Leadership

Lack of staff

In-adequate training

Extreme adverse conditions

Lack of physical resources such as equipment

Isolate:

In the interest of the safety of the overall community or population the incident and those directly

involved in it must be isolated for the duration of the incident. Isolation is a method of creating a

safe buffer zone for the community and staff, it is not used as a punishment.

Cordon:

The effective isolation of an incident is best achieved though the deployment of cordons. There are

two types of cordons:

Inner Cordon

Outer Cordon


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Inner Cordon: Established first and is inward focussed, directly at the site of the incident.

Considerations for setting up Inner Cordon:

Set up with minimum resources until more staff is available (two officers). Use triangulation to get greatest coverage

Consider lines of sight and cover

Give Client involved space (this may mean placing officers out of sight)

Where possible use natural terrain or structures to enhance the cordon

Be aware of Escape routes.

Positions that can occupied for extended periods of time

Ensure communications achievable at that position

Position is suitable for day and night occupation

Ensure officers have communications equipment and torches

Positions of each officer must be recorded by on scene commander (delegated task)

Maximum information should be gathered by officers on the inner cordon

The use of basic triangulation to maintain observation on the site of an incident. This

technique requires minimum man power and can be bolstered as better resources become

available.


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On a more complex structure or area, the minimum requirement for adequate coverage

may become three officers.


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Outer Cordon: Is designed to limit access to the incident area by other members of the

community. This is for their own safety and the safety of the Client Services Officers

involved.

Considerations for setting up Inner Cordon:

Appropriate distance from the incident to allow safe Security operations and minimise the

incident being aggravated by other parties.

Establish who is authorised to enter outer cordon, disseminate this inform to staff on the

ground.

Ensure anyone who enters the outer cordon reports to the command post

Consider if Media could become an issue and establish protocol for dealing with them.

Information gathering and reporting:

This task is essential, particularly for those stationed on the inner cordon. All information on the

situation no matter how mundane should be forwarded to the command post. Remember you maybe the only person who can see a particular action that is essential in the overall picture of the

incident. In addition back ground information on the group or client involved is essential.

Information to be obtained if possible:

Number of subjects

Subject name (and nickname if applicable)

Physical description

Clothing

Equipment/weapons

Medical condition

Mental health history

Last known location

Previous dealings or incidents should be reported

Innocent clients trapped and their descriptions and medical conditions

Structures and environment

Any hazards in the area


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Crime Scene Preservation and recording

What constitutes a Crime Scene?

Any area where a crime has occurred or you reasonably suspect a crime to have occurred. Generally

the preservation of a crime scene will only be expected in the case of serious offences but err on the

side of caution. Plenty of police officers have treated a scene like it’s a simple assault only to have

their victim die in their sleep from head trauma. They then have to return to a crime scene which

has not been preserved. In all of these cases contact the local investigating authority and secure the

scene.

General points to remember:

Minimise the number of people who enter it, no tourists

Notify authorities immediately

Set up one entry and exit

Record everyone who enters. Take down Name, position, reason for entering

Cordon off a larger area than you think you need, at least 25%

Don’t touch anything (if you have no choice, say to shut off water that is flooding an area,

use gloves and record what you touched with photographs and notes)

Don’t clean up anything

If it is a suicide:

If it is hanging and you need to attempt resuscitation ensure that you cut the rope (or

whatever was used) ensuring you keep the knot intact.

If you suspect Sexual Assault:

If possible

Do not allow the victim to shower

Refer to medical services immediately

There are multitudes of other considerations when it comes to crime scenes, especially those

regarding sexual assault and serious self harm. These considerations are more relevant to Police

officers, when in doubt cordon the area and contact your supervisor and Police.


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Debrief Notes:

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Day 2


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Crowd dynamics

Crowd Definition:

A crowd is any number of persons collected into a relatively close body but not necessarily organised or

orderly in behaviour

Characteristics of a crowd:

Usually respect principles of

pfc nauru training notes - phase 1

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