Corrections Vic Prison Officer SJQ key terms

An assessment built from realistic workplace scenarios where you choose the best and worst response from several options, testing judgement and values rather than memorised facts.

A security approach built on staff observing behaviour, forming professional relationships with prisoners and gathering intelligence, rather than relying only on walls, locks and cameras.

The fixed physical and procedural controls that restrict movement and access, such as fences, locks, cameras, keys, counts and search routines.

Continuously scanning your environment for changes in mood, grouping, noise or routine, so that risks are noticed early and acted on before they escalate.

Working out what could go wrong, how likely it is and how serious it would be, then deciding what controls or supports are needed to reduce that risk.

The process of matching a prisoner's security and management needs to an appropriate placement, supervision level and programs, reviewed regularly as circumstances change.

A formal count confirming that every prisoner is where they should be at a set time; any discrepancy must be investigated and reported straight away.

The test for any use of power or force: the action must be lawful, necessary, no more than required, and able to be justified to a supervisor and a court.

Physically intervening to control a prisoner, permitted only when lawful and necessary after other options fail, using the minimum required and always documented and reported.

The legal and ethical obligation to take reasonable steps to protect the safety, health and wellbeing of prisoners, visitors and colleagues while still maintaining security.

The written standards of behaviour expected of all staff, setting out expectations about integrity, respect and accountability, and the consequences of breaching them.

Treating people respectfully and impartially, explaining decisions, and giving them a genuine chance to respond before decisions that affect them are made.

When a personal interest, relationship or benefit could improperly influence, or appear to influence, a work decision; it must be declared and managed.

Items, favours or hospitality offered to staff that could create obligation or the appearance of impropriety; policy usually requires declining or declaring them.

The limits that keep staff-prisoner relationships safe and lawful, ruling out over-familiarity, personal favours, private contact and emotional reliance on prisoners.

Misusing a public position for private gain, such as accepting bribes, introducing contraband, leaking information or forming improper relationships with prisoners.

A planned check, sometimes covert, of whether a staff member will act honestly and follow policy when tempted or pressured to do otherwise.

A report of suspected wrongdoing made to an authorised body that gives the person legal protection from retaliation when it is made honestly and in good faith.

The obligation on every staff member to promptly report suspected breaches of law, policy or ethics through the right channel, including when a colleague or supervisor is involved.

Keeping prisoner and operational information secure, and sharing it only with people who need it for a legitimate work purpose.

Giving full attention, asking open questions, summarising and reflecting feelings so the speaker knows they have been heard and understood.

Deliberately building trust and cooperation through respectful, consistent and genuine interaction, which supports information flow and day-to-day order.

Stating your needs, limits and expectations clearly and calmly, without aggression or passivity, so the message is respected and the relationship preserved.

Using a calm tone, space, empathy and clear instructions to lower tension and regain control before a situation becomes violent.

Addressing disagreement or hostility directly and constructively, focusing on the problem rather than the person, so the working relationship can continue.

Working in a way that respects a person's culture, identity and language, and adjusting communication so they can understand and take part fully.

A prompt, factual written record of what happened, who was involved, what was done and what followed, forming part of the official record.

Writing only what was seen and heard, including direct quotes, without opinion, speculation or emotive language, so the record stands up to scrutiny.

The structured briefing at a change of shift that passes on essential information about prisoners, risks and outstanding tasks so nothing important is lost.

Noticing and managing your own emotional reactions so that decisions come from judgement and training rather than anger, fear or frustration.

Using practical strategies and support to keep work pressure at a manageable level, and recognising early warning signs in yourself and colleagues.

A state of physical and emotional exhaustion caused by prolonged work stress, showing up as detachment, cynicism and declining performance.

The gradual emotional wear from repeated exposure to other people's trauma and distress, which can dull empathy and affect wellbeing.

A structured conversation after an incident or a difficult shift that captures lessons learned and helps staff process what happened.

Trained colleagues who offer confidential, practical and emotional support after difficult events and can point people towards professional services.

A confidential counselling service provided by the employer, usually through an external provider, that staff can contact without explaining their situation to a supervisor.

Deliberate habits such as sleep, exercise, healthy eating, boundaries around shifts and social connection that keep you fit to do the job over time.