Corrections Vic Prison Officer SJQ flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Dynamic security

Security built on staff–prisoner relationships, observation and intelligence gathering, so officers notice changes in behaviour and mood before they become incidents.

Least restrictive intervention

Choosing the option that resolves the risk with the smallest necessary restriction on the prisoner, escalating only when lower-level options have failed or risk is imminent.

Proportionality in use of force

Force must be necessary in the circumstances, reasonable, and no more than the minimum needed to achieve the lawful purpose; it must be reported and documented.

Contain, isolate, resolve

A three-stage incident response: secure the area and people, separate those involved to reduce escalation, then resolve through negotiation and formal process.

Reasonable officer test

The standard by which a decision is judged: what a competent officer with the same training, information and time pressure would have done.

Contemporaneous record

Notes written at the time or as soon as practicable after an event, recording facts, times, decisions and people involved; delay reduces reliability and credibility.

Static security

Physical and procedural controls such as walls, locks, counts, searches, cameras and movement schedules that limit escape and contraband without relying on relationships.

Risk-first triage

Priority order for competing demands: immediate threat to life and safety first, then security of the site, then routine duties and administrative tasks.

Conflict of interest declaration

Disclosing any personal, financial or family interest that could bias a decision, then removing yourself or managing the conflict with a supervisor's agreement.

Victorian Public Sector Values

Responsiveness, integrity, impartiality, accountability, respect, leadership and human rights - the standards expected of all Victorian public sector employees, including corrections officers.

Need-to-know principle

Prisoner and staff information is shared only with those who require it to perform their role, not with colleagues, family or media out of curiosity.

Accepting prisoner gratuities

Officers must refuse gifts, money, favours or services from prisoners, their families or associates, because acceptance creates debt, leverage and potential corrupt conduct.

Duty to report misconduct

Staff must report suspected misconduct, including by colleagues, to a supervisor or integrity body; failing to report can itself be misconduct.

Corrupt conduct (IBAC)

Dishonest or partial exercise of power, or breach of trust, for benefit; investigated by the Independent Broad-based Anti-corruption Commission and potentially criminal.

Human rights proportionality

Under the Charter, decisions affecting prisoners must consider relevant human rights and limit them only where demonstrably justified and proportionate.

Professional boundary breach

Any personal, sexual, financial or social relationship with a prisoner or their family that goes beyond the role; it must be avoided and reported.

Active listening

Concentrating fully, noticing tone and body language, then paraphrasing and summarising to confirm you understood the speaker's meaning and feeling.

De-escalation sequence

Engage calmly, clarify the concern, reassure, offer realistic choices, set clear limits, then act if the person still poses a risk.

Teach-back check

Asking a person to repeat instructions in their own words to confirm understanding, rather than asking whether they have understood.

Behaviour-focused feedback

Describing the specific observed behaviour and its impact, then stating the required change, instead of labelling the person's character.

Interpreter requirement

Use a professional interpreter service for limited English or hearing impairment; never use another prisoner or a prisoner's relative as interpreter.

Open posture

Facing the person at an angle with relaxed, visible hands and a safe distance signals non-threat and reduces the chance of misinterpretation.

Assertive message structure

State the behaviour, its impact, the required change and the consequence, in a calm and firm tone without aggression or apology.

Intelligence disclosure duty

Information about threats, contraband, self-harm or gang activity must be passed promptly to the appropriate officer or intelligence unit, not kept informally.

Vicarious trauma

Cumulative change in beliefs and outlook from repeated exposure to others' trauma, such as disclosures of abuse; it can affect judgement and empathy.

Burnout triad

Three components: emotional exhaustion, detachment or cynicism about the work, and a reduced sense of accomplishment and effectiveness.

Critical incident debrief

A structured, non-punitive review after a serious event to share information, check welfare and identify improvements; it is not a disciplinary process.

Hypervigilance

Persistent heightened alertness and startle response after repeated exposure to threat; it is a stress sign and can distort risk assessment.

Employee Assistance Program

A confidential counselling service provided by the employer, available without discipline or judgement, for work-related and personal problems.

Compassion fatigue

Reduced empathy and emotional exhaustion from sustained caring for people in distress, often appearing as irritability, detachment or hopelessness.

Fatigue management

Managing rosters, breaks, hydration and sleep so alertness is maintained across shifts; fatigue impairs attention and decision-making like alcohol does.

Peer support

Trained colleagues who provide confidential listening and practical referral after stressful events, complementing rather than replacing professional care.