PFC Nauru Training Notes - Phase 1

Wilson Security Nauru Officer Training
Phase One
Student Workbook
PFC Asia Pacific Pty Ltd
www.pfctraining-ap.com
Wilson Security Nauru Officer Training Phase One
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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:
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

Use of force procedure and reporting
Situational awareness and dynamic risk assessment
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:
Active listening
Assertive behaviour
Conflict De-escalation Skills
Basic Intelligence gathering
Building professional client relationships
Introduction to negotiation principles
Cordon and containment procedures:
Cordon Procedures and reporting (basic Intel)
Control/ Command (Command structure and duties)
Crime Scene Preservation and recording
Defensive tactics:
Safety
Escapes from common holds
Bridging the Gap: Crash and cover Block
Slip to flank: Protection, mobility
Disengagement Techniques
(100mins)
(40mins)
(60mins)
NOTE: These are practical techniques and are not

documented in the manual.
Debrief and after action review
(40 mins)
(60 mins)
(120 mins)
(20mins)
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Day 2:
Training topics include:
Emergency response team roles and responsibilities

Crowd dynamics
Emergency team leadership
Introduction to public order equipment
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:

PPE
No PPE
Medical Hazard/ Self harm extraction
(30 mins)
(30 mins)
(40 mins)
(20 mins)
(60 mins)

Team composition and roles (5 officer Teams)

Basic commands and formations (Small Team)
Basic movement (Small Team)
(20mins)
(40 mins)
(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 individuals
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

Client Services officers:
(a)
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
Client Services Officers must:
(a)
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

The Client Services Officers must:
(a)
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 accordance

with 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
Client Services Officers must:
(a)
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.
The Client Services Officers must:
(b)
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
When the use of force is planned, the Client Services Officers must:
(c)
i.
seek the Supervisors approval for any planned use of force.
After use of force the Client Services officers must:
(d)
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 individuals decision-making process when it comes to the actions they
take.
The FBI Killed in the line of duty (KILOD) study identified a number of
characteristics common to officers who were killed in the line of duty. This
study included interviews with the offenders who committed the murders.
One of the important factors linking these officers was that the offender
characterised the officers as being unprepared. This characterisation was
made by the offenders after only brief contact with officers, so how did they
come to this conclusion?
The way the officers carried themselves, the way they walked, talked, dressed
and acted. In short the presence they displayed whilst carrying 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
doesnt 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 officers 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: dont get mad, dont get frustrated
Even if you are totally fuming on the inside and you want to kill the person you are dealing with,
dont let them see it. Projecting 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 SOPs: Action cures Fear!

To become confident in nearly all circumstances, know the organisations SOPs (Standard Operating
Procedures).If they dont exist for the situation at hand discuss it with your supervisor and create
your own simple SOPs 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 confident
decision making to those around you, whether inspiring friend or intimidating foe.
Dont 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 dont 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 whos who and the whats 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 dont
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 the
role. 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 SOPs if you didnt 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 the
myriad of factors that affected your decisions, its 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 be
something 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:
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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 a
position 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 clients 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.: dont stand over clients)
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).
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.
Dont use language like I can understand how you feel this type of phrase may belittle their
feelings.
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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Actively seek solutions
Work on them together
Dont promise anything you cannot deliver, or dont 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.
Renegotiate the relationship
Dont 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 ability to help our families, our
minds. We are more than half 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 will happen to us when our day
comes?
(Afghan man detained at Curtin IDC)
July 2010 to 30 June 2011 there were 700 instances of threatened

self-harm, 46 serious 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
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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 dont 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, dont 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 qualified
help 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, dont 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
Uses I statements (take responsibility)
Does not rise to baited statements
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Conflict De-escalation Skills

When a clients behavior begins to show signs of aggression, then staff members should attempt to deescalate 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: Dont
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 deescalation 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 to
approach 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
Dont play favourites
Do what you say
If appropriate participate and pitch in with work
Dont 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 critical
incidents.
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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SOPs 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: Whats 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 may
be 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 its 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%
Dont 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)
Dont 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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__________________________________________________________________________________
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__________________________________________________________________________________
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__________________________________________________________________________________
__________________________________________________________________________________
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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 law and order
Generally unorganised
Generally without leadership
Usually hesitant in their actions
Usually ruled by reason
Types of Crowd:
Casual crowd
Conventional crowd
Sightseer Crowd
Expressive Crowd
Hostile or aggressive crowd
Crowd psychology:
Crowds generally composed of ordinary citizens who are law abiding, respectable and
orderly
Crowds through circumstances frequently behave in a violent, extravagant or irrational

manner
Crowd anonymity
The human personality is controlled by conscience and discipline
This may be weakened by
Inflammatory oratory
Rumours
Fear
Voices from unofficial leaders
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Contagion Theory:
Every sentiment and act (in a crowd) is contagious to such a

degree that an individual readily sacrifices his personal interest
to the collective interest
(GUSTAVE LE BON 1895)
External factors that may affect crowd turning to aggression and violence:
Heat
Overcrowding
Significant trigger event
Group Unity
Basic indicators with regard to crowd turning to violence:
Conflict between the Authority and the people : Violent behaviour may arise from real or
imagined grievances with the personnel in charge
The Adversary Situation: Existence of separate groups can lead to irrational hostility
The phenomenon of crowd dynamics: Individuals in a crowd situation can cause

uncharacteristic behaviour
Methods for inflaming a crowd (Shifting it to a mob):
Propaganda
Inflammatory oration
Exploitation of a Hate Figure
Successful violence
Rumour
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The Mob: A definition
A mob is a crowd whose members, under the stimulus of intense excitement or

agitation lose their sense of reason and respect for law and order and follow
leaders into lawless acts
Characteristics of a mob:
Has organisation
Has leadership
Has common motive for action
Ruled by emotion
Mob psychology: agitators that assist mob leadership
Fatigue
Common Purpose
Emotion
Irrationality
Universality
Anonymity
Types of Mob:
Aggressive mob
Acquisitive mob
Panic / Escape mob: Special considerations for Panic Mobs
A perceived threat
Partial entrapment
Partial or complete breakdown of escape route
Front to rear communications failure
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Important personalities in the mob:
Mob leader
Professional Agitators
Activists
When dealing with a crowd or mob:
Recognise right to peaceful demonstration (subject to state or federal conditions)
Exercise tact, tolerance, restraint and avoid hasty action
Display coolness, confidence and objectivity
Act with impartiality
Dont make idle threats, disparaging or sarcastic remarks
Dont comment on merit of demonstration
Dont remove name or number identification
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PFC Principles of Emergency team leadership

1. Lead from the front a wet rope must be pulled, not pushed.
__________________________________________________________________________________________
__________________________________________________________________________________________
2. Make your intentions, expectations & stance clear & succinct.
__________________________________________________________________________________________
__________________________________________________________________________________________
3. Make the tough decisions, stick by them & your people.
__________________________________________________________________________________________
__________________________________________________________________________________________
4. Cultivate & reward initiative, assertiveness & perfection.
__________________________________________________________________________________________
__________________________________________________________________________________________
5. Be the go-to guy.
__________________________________________________________________________________________
__________________________________________________________________________________________
6. Solve problems at the lowest level insist upon this from your superiors & subordinates.
__________________________________________________________________________________________
__________________________________________________________________________________________
7. Do not hope, do not wish, do not try.
__________________________________________________________________________________________
__________________________________________________________________________________________
8. Whether it be your mind, skills or body, train every day.
__________________________________________________________________________________________
__________________________________________________________________________________________
9. Ask nothing of your people that you couldnt, wouldnt or havent done with success & precision.
__________________________________________________________________________________________
__________________________________________________________________________________________
10. Plan, brief, plan, back brief, plan, what-if, plan, rehearse, plan, inspect, plan, execute.
__________________________________________________________________________________________
__________________________________________________________________________________________
11. Be the Socratic operator. Of everything ask: is there a better, smoother, simpler, faster, more lethal
way?
__________________________________________________________________________________________
__________________________________________________________________________________________
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12. Debrief everything.

__________________________________________________________________________________________
__________________________________________________________________________________________
13. Work hard & appreciate down time
__________________________________________________________________________________________
__________________________________________________________________________________________
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Incident Response Hierarchy
Incident Controller
Authority and responsibility for effectively using available resources and for planning, organising,
directing, coordinating and controlling client service activities and operations with regard to the
incident at hand. Incident Controllers are also responsible for health, welfare, morale and discipline
of the assigned personnel.
In Nauru, the Incident Controller is the Transfield Operations Manager. The Deputy Incident
Controller is the Wilson Security Contract Manager.
The Incident Controller is responsible for management and decision making in relation to the
incident assessment, notification of the Emergency Control Organisation, and the ongoing
management of the RPCs emergency response. The Leader is the final decision maker in plan
development, analysis, selection and execution.
The Deputy Incident Controllers primary duty is to synchronise the staff effort. The Deputy
coordinates staff work, manages the Emergency Control Organisations planning process, and
ensures the plan is executed in accordance with the Incident Controllers intent. The Deputy ensures
that each of the functional areas continually liaise with the others, so that work remains coordinated
and aligned with the direction of the problem-solving process.
Response Leader
The Response Leader reports to the Incident Controller and manages elements of the direct incident
response. They activate, organise, assign and direct all response resources and activities. They
implement all operational plans to achieve response objectives and protect people, the environment
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and property. They communicate frequently with the Incident Controller and Deputy to keep them
updated on the progress of the response.
Emergency response team roles and responsibilities

Positions
Incident Controller - (strategy)

Deputy Controller - (implementation of strategy)
Response Leader (coordination of response)
Team Leader
Team Member
Role of the Incident Controller
Conduct an appreciation
Gather intelligence
Determine command structure
Exercise command and control
Establish and maintain communication
Media liaison
Liaise with other essential services
Welfare issues
Documentation/record keeping
Conduct Orders groups, briefings, de-briefings as required
Direct, co-ordinate and control
Remain at Command Post
Brief deputy or relief as required
Make regular assessments of situation
Regulate staff
Role of Deputy Controller
Establish command post

Allocate appropriate Staff to C.P
brief personnel
maintain reserve
Institute/oversight accounting measures for equipment resources etc
Continuous two way communication
Identify and maintain communication with protest/community leaders
Assess and identify priorities
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Monitoring of staff and resources

Deploy personnel in accordance to plan
Ensure periodic relief
Role of Response Leader/Supervisor
Foster team work

Conduct pre-op reconnaissance
Responsible for demonstration and crowd control
Brief section leaders on tactics
Rehearsals
Direct deployment through section leaders
Ensure orders of Incident Controller are properly executed
Give clear and concise directions
Maintain close position/observation
Remain alert
Anticipate problems & suggest tactics
Deploy removal teams
De-brief personnel
Role of team Leader
Execute orders issued by Response Leader.

Implement tactics as ordered
Briefings and de-briefings
Maintain a close position in or behind section
Direct and supervise section members
Advise Response Leader (eyes)
Debrief personnel
Role of Team member
Execute orders issued by team leader.

Implement tactics as ordered
Attend and participate in briefings and de-briefings
Maintain a position in team formation
Assist other team members as required
Remain alert
Conduct removals as necessary or directed
Collect intelligence as required
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Introduction to public order equipment: Observe and take notes

Primary Equipment: Minimum standard
Helmet: Ensure proper size and that internal harness is adjusted for the wearer. Failing to do this can
cause injury and or reduce the helmets effectiveness.
Shield: Shields may not be used without a helmet. Shields used on their own are a frequent cause of
serious facial lacerations.
Helmet
Chest
Protector
Forearm
guards
Shin
Guards
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Team composition and roles (5 officer Teams)

During civil disorder incidents the smallest team group should be 5 officers. This team is comprised
of 4 team members and one team leader. This unit provides a highly mobile formation able to
rapidly flow to areas requiring assistance.
Generally a 5 man team will be one of several in a team formation.
Basic commands and static formations (Small Team)

Formation
Pre
Command
Execution
Command
Action
Indian file:
N/A
Indian File
Officer line up in single file front to rear
Line
Team will get Move

on line
Officers move from Indian file to online (moving

from being front to back to side by side) This can
be achieved through positioning and turns below
Extended Line
Open order
The Team will maintain the line opening an arms

space between officers
Turn Right
Team
will RIGHT TURN
turn to the
right
Whilst in Indian file or on line the team will turn

90 degrees to the right
Turn Left
Team
will LEFT TURN
turn to the
left

90 degrees to the left
About Turn
Team
will ABOUT TURN
about turn

to face 180 degrees
March
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Standard Formation (Line)
Extended Line
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Indian file:
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Basic commands during movement (Small Team)

Movement
Pre
Command
Execution
Command
Advance
Team
will ADVANCE
Advance
Action
Move forward at a marching pace
Advance to a .Team will GO

fixed point
advanced at
the double to
the edge of
the building
Team leader designates a fixed point for the team

to run to. Team should maintain line moving at
the pace of the slowest officer
Form Left
Team form to LEFT FORM

the Left
The Team will maintain the line and turn to the

left
Form Right
Team form to RIGHT FORM

the Right
The team will maintain the line and turn to the

right
Right Wheel
Team
will RIGHT WHEEL
Wheel to the
Used in Indian
right
file
Whilst in Indian file the team will turn to the right
Right Wheel
Whilst in Indian file the team will turn to the right
Team
will LEFT WHEEL
wheel to the
Used in Indian
left
file
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Form Left
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Form Right
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Right Wheel
Left Wheel:
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Advance to a fixed point at the double
In this case the command may have been

Pre Command: Team will advance to the edge of the wall at the double
Execution Command GOOOOOOOO
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After Action Review (AAR)

The modern realm of client service operations can be complex and demanding. An organisation
providing services in this arena needs to take any opportunity to improve its processes and develop
its staff in order to better cope with this evolving operational environment. After Action
Reviews(AAR) are essential in the evolution of an organisations capability to respond to incidents,
both routine and critical in nature.
After action reviews help provide managers, staff and organisations with feedback on an incident
and general task performance, this activity should be viewed as a process rather than an event.
The key to undertaking a successful AAR is establishing the spirit in which the process is undertaken.
An AAR must be undertaken in an environment where staff and leadership openly and honestly
discuss the incident/activity. It must be done with sufficient clarity that all involved understand the
incident and the entirety of what did and didnt occur and should engender a desire to seek
opportunity to practice the incident again, improving upon the previous performance.
Positive AAR environments can be fostered by:
Allocating sufficient time to conduct

Egos should be checked at the door
AAR begins with a brief on the rules of debrief, i.e.: Constructive criticism aimed at
developing capability.
Ensuring there is a strong and flexible group leader (does not have to be highest ranking, a
well respected staff member can be highly effective) to help ensure the discussion stays on
track. In addition they should be comfortable in role of moderator should feedback become
a personnel attack.
Personnel attacks (generally emotive in nature) should be immediately shut down by
group leader.
Ensure that all involved know that a AAR is not an indication of success or failure but a
process to drive improvement.
Rank comes off, constructive criticism of all involved is expected and welcomed.
Each person is afforded an opportunity to speak, encouraged to bring up:
Something they feel they did well
Something they feel they did poorly
Something another team member did well
Something another team member did poorly
Something the team did well as a whole
Something the team did poorly as a whole
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AARs General:
Are conducted immediately following the event/incident in question

Focussed upon the objective or desired outcome (i.e.: peaceful resolution with no injuries)
Should focus upon staff, leadership and organisations contributions
All participants should be involved in the discussion
Specific standards should be referred to where applicable (UOF guidelines or ROE)
Open ended and non-accusatory questions should be used. E.g.: What happened when the
when your team rounded the bathroom block? as opposed to Why didnt you do
something about the subjects who flanked our formation?
Strengths and weaknesses should be identified
Performance issues should be directly linked to specific training
AARs should be documented
Continual summarisation is needed to keep things on track.
Outcome
AARs should specifically cover
Any major defects or issues with procedures

Areas or actions which contributed to a successful outcome
Possible improvements to responses via SOPs, training, equipment or support
The Facility community reaction to actions and possible methods to re-establish
relationships
General matters that need to be resolved.
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Defensive Tactics: Brief
Safety:
Safety is our paramount concern when it comes to defensive tactics
training.
Essential points on safety:
Participate in warm up training
Leave your Ego at the door
Call Stop, Stop, Stop if you see anything unsafe
If you hear Stop, Stop, Stop you are to freeze in place and immediately release any
technique
If you have injuries identify them to an instructor
Identify injuries to training partners
Intensity is governed by the person receiving the technique
Rough conduct will not be tolerated
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Debrief Notes:
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11-2012-V1.0
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PFC Nauru Training Notes - Phase 1

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Wilson Security Nauru Officer Training Phase One

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

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

Wilson Security Nauru Officer Training Phase One

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

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

PFC Asia Pacific Pty Ltd

Wilson Security Nauru Officer Training Phase One

PFC Asia Pacific Pty Ltd

Wilson Security Nauru Officer Training Phase One

Expectations during Training

What the PFC Staff expects of YOU...

PFC Asia Pacific Pty Ltd

Wilson Security Nauru Officer Training Phase One

Wilson Security Initial Officer Program

Presenting a professional presence

NOTE: These are practical techniques and are not

Debrief and after action review

PFC Asia Pacific Pty Ltd

Wilson Security Nauru Officer Training Phase One

Emergency response team roles and responsibilities

Defensive tactics (individual and small team)

NOTE: These are practical techniques and are not

Basic removal techniques:

NOTE: These are practical techniques and are not

Team composition and roles (5 officer Teams)

PFC Asia Pacific Pty Ltd

Wilson Security Nauru Officer Training Phase One

Intentionally left blank

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Wilson Security Nauru Officer Training Phase One

PFC Asia Pacific Pty Ltd

Wilson Security Nauru Officer Training Phase One

Client Services Officer (CSO) Code of Conduct:

Integrity of the Sites

must ensure Transferees behave at all times in accordance with relevant

immediately notify relevant authorities and the Department if a Transferee

respond effectively to unforseen Incidents while treating Transferees with

engage with Transferees and other Stakeholders to detect possible Incidents

Site safety and security

maintain a safe and secure environment in each Site;

interact with Transferees in a friendly and professional manner in accordance

constantly monitor the Site in a discreet and unobtrusive manner.

PFC Asia Pacific Pty Ltd

use of force is planned;

Wilson Security Nauru Officer Training Phase One

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

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

The Client Services Officers must:

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

seek the Supervisors approval for any planned use of force.

After use of force the Client Services officers must:

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

PFC Asia Pacific Pty Ltd

Wilson Security Nauru Officer Training Phase One

Presenting a Professional Presence

Internal confidence in personal abilities