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This will help inform your decision making as you progress through your incident!

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This will help inform your decision making as you progress through your incident!

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Commanders should use the Joint Decision Model (JDM) to help bring together the available information, reconcile objectives and make effective decisions - together.Like most decision models, the JDM centres around three primary considerations:

What is happening?

What do you want/need to achieve in the first hour (the desired outcomes)?

What do you need to do to resolve the situation and achieve your desired outcomes?

What are the impacts?

What are the aims and objectives of the emergency response?

What are the risks?

What overarching values and priorities will inform and guide this?

What might happen and what is being done about it?

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The Joint Decision Model (JDM) - JESIP Website

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Commanders should use the Joint Decision Model (JDM) to help bring together the available information, ...

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Incident Reports and Inquiries - JESIP Website

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INQUESTS ARISING FROM THE DEATHS IN THE LONDON BRIDGE AND BOROUGH MARKET TERROR ATTACK

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INQUESTS ARISING FROM THE DEATHS IN THE LONDON BRIDGE AND BOROUGH MARKET TERROR ATTACK

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IN THE LONDON BRIDGE AND BOROUGH MARKET TERROR ATTACK

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LO2.1 - The Kerslake report - Manchester arena bombing

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LO2.1 - The Kerslake report - Manchester arena bombing

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Share your videos with friends, family, and the world

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Skip to main content

The Suffolk Resilience Forum (SRF) is a statutory partnership through which agencies in civil contingencies work together to prepare Suffolk for emergencies.

The Suffolk Resilience Forum now has a new website. You can find out more about how the Suffolk Resilience Forum works, their aims, events, news and contact information by visiting the Suffolk Prepared website.

Emergency response plans

The Suffolk Resilience Forum develops plans to deal with high and very high risks as identified on the Suffolk Community Risk Register.

The suite of plans cover generic plans which detail how we respond as a multi-agency group to any incident in Suffolk. They are:

Site specific plans (these are normally covered by separate legislation requiring that we plan for incidents)

Hazard specific plans (which are assessed as High or Very High on the Suffolk Community Risk Register or are publicly sensitive)

Supporting plans which cover capabilities that could be employed as a result of any incident occurring

Most plans are publicly available to download below. Some plans are redacted under the Data Protection Act and are not publicly available due to their sensitive nature.

Generic plans

Site specific plans

SRF Radiation Response Plan (PDF, 4.1MB)

Calor Gas, Saxham, External Emergency Plan (PDF, 933KB)

PPG Industries Ltd, Stowmarket, External Emergency Plan (PDF, 989KB)

International Flavours and Fragrances, Haverhill, External Emergency Plan (PDF, 814KB)

TREATT, Bury St Edmunds, External Emergency Plan (PDF, 828KB)

TREATT, Skyliner, External Emergency Plan (PDF)

Hazard specific plans

Supporting plans

Community risk register

Download the Suffolk Community Risk Register (pdf, 100KB) or see below.

A National Risk Register provides an updated government assessment of the likelihood and potential impact of a range of different civil emergency risks (including naturally and accidentally occurring hazards and malicious threats) that may directly affect the UK over the next 5 years. It also signposts advice and guidance on what members of the public can do to prepare for these events.

What is the Suffolk Community Risk Register?

It is a document that shows which risks have been identified to affect Suffolk including the assessment of each risks impact and likelihood. The risks are presented in a matrix that allocates a risk rating according to government guidelines, it is a living document as the Suffolk Resilience Forum members review and update the risks in accordance with the National Risk Assessments (document is not publicly available) produced biennially by the government.

The production of this document fulfils a legal obligation under the Civil Contingencies Act, 2004.
Further information on risk and risk assessment can be found in Emergency Preparedness Chapter 4, Local Responder Risk Assessment Duty from GOV.UK.
What is the Community Risk Register for?

The purpose of the Register is to:

Ensure that local responders have an accurate understanding of the risks they face and to provide a sound foundation for planning

Provide a rational basis for prioritising objectives, work programmes and allocation of resources

Enable local responders to assess the adequacy of their plans and identify any gaps

Facilitate joined up planning, based on consistent planning assumptions

Provide an accessible overview of emergency planning for the public and officials

Inform and reflect on national and regional risk assessments that support emergency planning and capability development at those levels

Suffolk Community Risk Register - Risk Matrix (last updated 5 October 2018)

The risk rating is devised from the impact of an incident resulting from one of the hazards and the likelihood of an incident occurring. Further information on the impact and likelihood scores is given after the table of risks below.

Multiagency plans have been developed for these risks as they are classed as some of the highest risks facing the East Coast on the National Risk Register.

The Risk Assessment process conducted in Suffolk did not place these risks at the same level that they are accorded nationally but they remain credible risks.

Risks pertinent to Suffolk but where no local risk assessment is required

The following risks are detailed in the Local Risk Assessment Guidance.

Whilst some of these are pertinent to Suffolk there is no local mitigation or planning that can be undertaken by the Suffolk Resilience Forum and therefore local risk assessments have not been completed.

The risk matrix above contains the risks that are most pertinent to Suffolk using the National assessments. Should hazards of this nature occur response will be implemented under national or generic arrangements (see SRF Generic Response and Recovery plan).

Hazard

Why we have discounted this Risk in Suffolk

Nationally assessed risk

Response plans to be used

H9 - HAZMAT - Toxic chemical release

Unlikely to be a large toxic chemical release in Suffolk. Covered by a localised risk assessment for small toxic release

HIGH

Suffolk Resilience Forum Generic Emergency Response Plan

Suffolk Resilience Forum Recovery Plan

H59 - INFRASTRUCTURE / SYSTEM FAILURE - Finance / banking

National risk assessment as risk will be the same for UK.

MEDIUM

Dealt with nationally.

Suffolk Joint Emergency Planning Unit (JEPU)

The Suffolk JEPU is a Local Authority partnership that supports the delivery of civil preparedness and business continuity services within 5 local authorities.

The Civil Contingencies Act 2004 requires local authorities to provide the following services:

Assess Suffolk risks and provide input to the Suffolk Community Risk Register.

Develop Suffolk local authorities Emergency Plans.

Develop Suffolk local authorities Business Continuity Management arrangements

Develop arrangements to enable Civil Preparedness information to be available for public use.

Maintain system for warning, informing and advising public in the event of an emergency.

Share information with other Suffolk responders.

Co-operate with other Suffolk responders to enhance co-operation and efficiency.

Additionally, local authorities are required to provide Business Continuity Management advice to Suffolk businesses and voluntary organisations.

The Suffolk JEPU staff are based both in the districts and boroughs, and centrally with the County Council where they provide the subject matter expertise, planning, training and advice to officers and councillors to facilitate civil preparedness capability within each council. Joint governance arrangements ensure that close ties are established with senior officers and elected members to allow joint direction setting and subsequent management of service delivery.

The JEPU also provides the local authority interface with the wider Suffolk Resilience Forum (SRF), the mechanism by which county multi-agency responders can co-operate with each other in preparing for and responding to emergencies within Suffolk.

Contact the Joint Emergency Planning Unit

Call 01473 265321 or email us at emergency.planning@suffolk.gov.uk.

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The Suffolk Resilience Forum (SRF) is a statutory partnership through which agencies in civil contingencies work together to prepare Suffolk for emergencies.

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Radiation major incident plan for fixed  nuclear sites (Sizewell power station)

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Radiation major incident plan for fixed  nuclear sites (Sizewell power station)

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1. You must complete all of these documents

2. You must complete all the documents in the order they appear.

3. You must make copies of these documents before you complete them.

4. Work collaboratively in your teams to complete these forms

5. Assign your initials to the contribution you made.

6. Upload only these documents to google classroom.

7. There are a series of JESIP videos to help you.

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JESIP defines a major incident as                                   

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JESIP defines a major incident as                                   

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An event or situation with a range of serious consequences which requires special arrangements to be implemented by one or more emergency responder agency.                                     A major incident is beyond the scope of business-as-usual operations, and is likely to involve serious harm, damage, disruption or risk to human life or welfare, essential services, the environment or national security.                                                           The severity of the consequences associated with a major incident are likely to constrain or complicate the ability of responders to resource and manage the incident

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The categories of this information that we collect, process, hold and share include:

Personal information, such as name, address and contact details.

Special Category information, such as health or social care data.

Why the JEPU collects and uses this information

The JEPU only uses data to:

facilitate preparedness and planning.

respond to an incident, in particular, to safeguard the life, health and safety of members of the public.

coordinate activity which enables communities to recover from an incident.

support the business continuity arrangements of responders.

The lawful basis on which we use this information

We must have lawful justification for using the information and we will usually rely on the following:

Vital Interests. Data is shared in order to safeguard the life, health and wellbeing of people at risk in an emergency. Many of those people will have vulnerabilities.

Legal Obligation. Data is shared in order to carry out our responsibilities under government legislation, such as the Civil Contingencies Act (2004) and the Housing Act.

The General Data Protection Regulation 2016/679.

Date Protection Act 2018.

Collecting this information

The majority of JEPU information you provide to us is on a voluntary basis. In order to comply with data protection legislation, we will inform you whether you are required to provide certain information to us or if you have a choice in this.

Storing this information

The JEPU holds your data securely to safeguard its confidentiality and it will hold your data for no longer than is necessary as set down in the Local Government Service List.

Who we share this information with

The JEPU routinely shares small amounts of personal information with Category 1 and Category 2 responders for the purpose of preparedness and planning, this includes:

All Local Authorities in Suffolk

The Suffolk Constabulary

Health authorities in Suffolk (e.g. CCGs, Hospitals)

The Suffolk Fire & Rescue Service

East Of England Ambulance Service NHS Trust

The JEPU may share larger amounts of personal information with Category 1 and Category 2 responders, but this is rare as it is confined only to emergencies.

All the above are on a statutory basis under section 2.4 of the statutory guidance supporting the Civil Contingencies Act (2004).

Why we share this information

We share data in order to carry out our duties to:

Comply with a public task or legal obligation.

Allow a partner organisation to act on behalf of JEPU.

Safeguard individuals.

Data collection requirements

The JEPU may be required to share your information with other organisations in an emergency in order to safeguard your wellbeing or comply with statutory duty.

To be granted access to such information, organisations must comply with strict terms and conditions covering the confidentiality and handling of the data, security arrangements and retention and use of the data.

Requesting access to your personal data

You have several rights regarding your personal data. Find more information about your rights on the Council's privacy and data protection page.
If you have a concern about the way we are collecting or using your personal data, we request that you raise your concern with us in the first instance. Alternatively, you can contact the Information Commissioner's Office.

Further information

You can read Suffolk County Council's corporate privacy notice.

If you would like further information about the JEPU privacy notice, please contact us:

Email: emergency.planning@suffolk.gov.uk

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The joint emergency planning unit (JEPU) privacy notice

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The purpose of this document is to tell you how the Joint Emergency Planning Unit (JEPU) uses your information.

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Share your videos with friends, family, and the world

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LO1.1 - Statutory Public Services- required by law and funded by Governments.                                         -Non-Statutory Public Services- not required by law, some receive Government funding but many are charities or self funded.         

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LO1.1 - Statutory Public Services- required by law and funded by Governments.                                         -Non-Statutory Public Services- not required by law, some receive Government funding but many are charities or self funded.         

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Stage 1 - METHANE incident deployment plan

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Stage 1 - METHANE incident deployment plan

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Victims trapped, wreckage, makeshift hospital, reax

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The blasts hit during the morning rush hour

Powerful explosions have torn through three Madrid train stations during the morning rush hour, with latest reports speaking of 173 people killed.
Near simultaneous blasts hit Atocha station in the centre of the Spanish capital and two smaller stations.

No group has admitted responsibility but Spain's government blames Basque separatist group Eta for the attacks which come ahead of Sunday's election.

"There is no doubt Eta is responsible," said Spain's interior minister.

'Criminal killers'

"Eta had been looking for a massacre in Spain," the minister, Angel Acebes, said after an emergency cabinet meeting.

"Unfortunately, today it achieved its goal," he told a news conference, saying the security services were certain Eta was behind the blasts.

There was no warning ahead of the attacks. In total there were 10 blasts, Mr Acebes said, and police had defused three other devices hidden in backpacks.

The three explosions at Atocha happened at about 0630 GMT , destroying a train that was pulling into the station.

There were also four blasts in a street outside.

"People started to scream and run, some bumping into each other," Juani Fernandez, a civil servant who was on the platform, told the Associated Press.

"I saw people with blood pouring from them, people on the ground."

A 28-year-old man called Mariano, who was travelling on the train, told El Pais newspaper that the carriage behind his had been thrown up in the air.

As people scrambled out, he tried to help the injured.

"I held a girl as she died in my arms," he told the newspaper.

Atocha is a huge rail station used by commuter and inter-city trains, which also has a metro station.

There were similar scenes of destruction and chaos at two smaller commuter stations: El Pozo and Santa Eugenia.

There was a very big blast in the trains and everything that happened after that has been very confused

From the initial confusion, the scale of death and destruction has become ever more apparent.
The authorities say that, so far, 173 people are known to have died.

At least 600 people have been injured and Madrid's hospitals, swamped with casualties, have made an urgent appeal for blood donations.

Mourning

Spain's political parties suspended campaigning for Sunday's poll.

The BBC's defence correspondent Jonathan Marcus says that, in the absence of an Eta claim of responsibility, there will inevitably be continuing speculation about other potential perpetrators.

Emergency numbers for worried relatives

Spain's strong support for the US and Britain in the run-up to war with Iraq could make Spain a target in the eyes of shadowy Islamic groups, he says.
Such a suggestion has already been made by the leader of the banned Basque separatist party Batasuna, who denied that Eta could have been behind the attacks.

Arnald Otegi pointed the finger instead at what he called "the Arab resistance".

Mr Acebes, speaking earlier from the scene of the blast at Atocha, said, "Have no doubt, those responsible will be caught and will pay for their crime."

The Basque regional president, Juan Jose Ibarretxe, stressed that Eta does not represent the Basque people.

"When Eta attacks, the Basque heart breaks into a thousand pieces," he said.

The Spanish government has declared three days of mourning for the victims and called on Spaniards to stage rallies on Friday evening to condemn the attacks.

Bomb plots

If it is confirmed as Eta's work, it would be their deadliest attack in more than three decades of armed struggle for independence.

July 2003: Bomb attacks in Alicante and Benidorm, 13 injured. Further explosion at Santander airport days later

Jan, Feb 2000: Car bombs explode in Madrid and the Basque capital Vitoria

June 1998: Car bomb kills Popular Party councillor Manuel Zamarreno

July 1997: ETA kidnaps and kills Basque councillor Miguel Angel Blanco

June 1987: 21 shoppers are killed in an attack on a Barcelona supermarket

1980: In ETA's bloodiest year, 118 people are killed

Dec 1973: Assassination of Prime Minister Admiral Luis Carrero Blanco

Last month, two Basques suspected of being Eta members were arrested as they headed to Madrid in a truck laden with explosives.

Spanish police said they were arrested about 140km outside the city with 500kg of explosives hidden in the vehicle.

And last December, Spanish authorities said they foiled a Basque separatist plot to blow up a train at a Madrid rail station.

France has stepped up its police presence on its border with Spain in response to Thursday's attacks, the French news agency AFP reports.

Close co-operation between the two countries has led to dozens of arrests of suspected Eta members in southern France in recent years.

1. Atocha station, 0639 GMT: Four bombs explode on a train entering the station, 59 people killed. Three blasts on a train inside the station, 30 people killed
2. El Pozo station, 0641 GMT: Two explosions, 67 people killed
3. Santa Eugenia station, 0642 GMT: One explosion, 17 people killed

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BBC NEWS | Europe | Scores die in Madrid bomb carnage

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The blasts hit during the morning rush hour Powerful explosions have torn through three Madrid train stations during the morning rush hour, with latest reports speaking of 173 people killed. Near simultaneous blasts hit Atocha station in the centre of the Spanish capital and two smaller stations.

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Stage 2 - briefing instructions to the services in attendance - IIMARCH TEMPLATE

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Stage 2 - briefing instructions to the services in attendance - IIMARCH TEMPLATE

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The IIMARCH template helps commanders in preparing a brief.
When using IIMARCH, it is helpful to consider the following:
1. Brevity is important - if it is not relevant, leave it out
2. Communicate using unambiguous language free from jargon and in terms people will understand.

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Stage 3 - Timeline of decisions - What happens, when does it happen, why did you do it? Make a copy of The Unit 12 LO3.3 JESIP Collaboration event log for a major incident.

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Stage 3 - Timeline of decisions - What happens, when does it happen, why did you do it? Make a copy of The Unit 12 LO3.3 JESIP Collaboration event log for a major incident.

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Make a Log of everything that happens during the incident

try using 10 minutes time slots to record your decisions and actions.

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Stage 4 - JESIP - DEBRIEF - This document, once complete, will be emailed to you via the email you chose or log in with.

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Stage 4 - JESIP - DEBRIEF - This document, once complete, will be emailed to you via the email you chose or log in with.

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You need to be logged in with your GAPPS account to access it.

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Google Forms - create and analyze surveys, for free.

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LO1 - What is collaboration and what are the benefits?

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LO1 - What is collaboration and what are the benefits?

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Legislation is available in different versions:

Latest Available (revised): The latest available updated version of the legislation incorporating changes made by subsequent legislation and applied by our editorial team. Changes we have not yet applied to the text, can be found in the 'Changes to Legislation' area.

Original (As Enacted or Made): The original version of the legislation as it stood when it was enacted or made. No changes have been applied to the text.

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Latest Available (revised): The latest available updated version of the legislation incorporating changes made by subsequent legislation and applied by our editorial team. Changes we have not yet applied to the text, can be found in the 'Changes to Legislation' area.

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An example of how a Major Incident has been dealt with

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An example of how a Major Incident has been dealt with

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Including Post incident review

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Lots of speakers representing Emergency Services and Challenges and benefits openly talked through.

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Investigating challenges with collaboration of emergency services in London

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Collaboration between USA and UK Navies 

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Collaboration between USA and UK Navies 

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Another example of working together with the same fixed wing aircraft !

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Interview Captain Kyd Royal Navy Commanding Officer HMS Queen Elizabeth R08

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2014 west africa ebola outbreak (disaster)

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What you need to know about the 2014 outbreak of Ebola, the deadliest case of the virus in human history. It has already killed 3,000 people and is threatening to overwhelm West Africa.

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Definition of Terms Used - Glossary

A glossary of terms used within the Joint Doctrine Edition Three.

Responder agencies
Term used in this guidance to describe any organisation required to plan and prepare a response to an emergencyor provide support to those who do.

Major Incident
An event or situation with a range of serious consequences which requires special arrangements to be implemented by one or more emergency responder agency. Notes"Emergency responder agency" describes all category one and two responders as defined in the Civil Contingencies Act (2004) and associated guidance. A major incident is beyond the scope of business-as-usual operations, and is likely to involve serious harm, damage, disruption or risk to human life or welfare, essential services, the environment or national security. A major incident may involve a single-agency response, although it is more likely to require a multi-agency response, which may be in the form of multi-agency support to a lead responder. The severity of the consequences associated with a major incident are likely to constrain or complicate the ability of responders to resource and manage the incident, although a major incident is unlikely to affect all responders equally. The decision to declare a major incident will always be a judgement made in a specific local and operational context, and there are no precise and universal thresholds or triggers. Where LRFs and responders have explored these criteria in the local context and ahead of time, decision makers will be better informed and more confident in making that judgement.

Procedure
A set of actions that is the official or accepted way of doing something, in relation to the Joint Doctrine 2 nd edition, this also refers to all standing and joint operating procedures or other equivalent documents.

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Definition of Terms Used - Glossary A glossary of terms used within the Joint Doctrine ...

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The nine Belbin Team Roles; their strengths and weaknesses, and how to use the nine Belbin Team Roles when working with a team. To find out your Belbin Team Role profile you need to complete the Belbin Self-Perception Inventory and ask for feedback from those you work with. This generates a Belbin Team Role Report which can be use in a myriad of ways.

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Detailed guide to Belbin's team roles model.

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Detailed guide to Belbin's team roles model.

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The Adair leadership and management model

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The Adair leadership and management model

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From St Paul's School he won a scholarship to Cambridge University. John holds the higher degrees of Master of Letters from Oxford University and Doctor of Philosophy from King's College London, and he is also a Fellow of the Royal Historical Society.

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Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team. Most of us are familiar with the concept of "the terrible twos" in early childhood; understanding that developmental stage makes it easier to accept the constant stream of "No No No No No" that we might hear from a two-year old.

Teams go through stages of development. The most commonly used framework for a team's stages of development was developed in the mid-1960s by Bruce W. Tuckman. Although many authors have written variations and enhancements to Tuckman's work, his descriptions of Forming, Storming, Norming and Performing provide a useful framework for looking at your own team.

Each stage of team development has its own recognizable feelings and behaviors; understanding why things are happening in certain ways on your team can be an important part of the self-evaluation process.

The four stages are a helpful framework for recognizing a team's behavioral patterns; they are most useful as a basis for team conversation, rather than boxing the team into a "diagnosis." And just as human development is not always linear (think of the five-year old child who reverts to thumb-sucking when a new sibling is born), team development is not always a linear process. Having a way to identify and understand causes for changes in the team behaviors can help the team maximize its process and its productivity.

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Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team.

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David McClelland - 3 needs/needs Leadership theory

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David McClelland - 3 needs/needs Leadership theory

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The Three Needs Theory, also known as need theory, is the best-known theory of David McClelland, a Harvard professor who spent thirty years conducting research on motivation. He sought to understand human nature and develop tools to measure how people make choices.

McClelland's Theory of Three Needs outlines the three desires that an individual could possibly have. Each person is motivated by , affiliation, or achievement. One trait is usually more dominant, but the others are present in an individual as well.

There are many theories that examine motivation, some of which have similar elements to McClelland's theory. For example, in his Achievement model, McClelland studies those who try and be better and achieve more. This is similar to both Herzberg's ideas on high and low achievers as well as Maslow's theory of Self-Actualization.

While his ideas are used primarily to assess work performance, McClelland conducted other studies that centered on motivation. He researched how motivation affected one's health; an individual's drive to succeed can cause stress, high blood pressure, or abnormal hormone levels. This demonstrated that internal factors, i.e. a motive, can cause a physical response. Some were not convinced, but these ideas provided a foundation for future studies.
Motivation - Three Needs Theory:

Need for Achievement (nACH): Personal responsibility, Feedback, Moderate risk
Typical behaviors:

High: Must win at any cost, must be on top, and receive credit.

Low: Fears failure, avoids responsibility.

Need for Power (nPOW): Influence, Competitive
Typical behaviors:

High: Demands blind loyalty and harmony, does not tolerate disagreement.

Low: Remains aloof, maintains social distance.

Need for Affiliation (nAFF): Acceptance and friendship, Cooperative
Typical behaviors:

High: Desires control of everyone and everything, exaggerates own position and resources.

Low: Dependent/subordinate, minimizes own position and resources.

Source: David McClelland, 1961, The Achieving Society.
The Power Motive

If an individual's predominant motive is power, they are motivated to influence others and take control. While the extreme example of Hitler in Nazi Germany may come to mind, this motive actually takes on a more mild form of coach or leader. They do not seek to implement a dictatorship but hope to motivate others, delegate responsibility and influence those around them.

A coach is a good example because it perfectly illustrates the idea of letting the players (or in this case, employees), do their job while they assess the situation and make decisions. The players and employees are aware of their responsibilities and are highly skilled to perform them.

McClelland found that power-motivated individuals were best suited for leadership positions within a company. If they were able to effectively delegate tasks in the workforce, they were often able to be successful leaders. This does not mean that all power-motivated individuals will make good leaders. Each personality is unique and those who are aggressive and authoritative may actually decrease the work performance of their employees.

The Power Motive is not without its own disadvantages. Individuals who are motivated by power are often flighty and frustrate easily. They have no problem moving locations or changing situations if the opportunity presents itself. They have a reputation for being "ladder climbers," or working their way up the organization as soon as a better position presents itself. Some believe that they are not invested in their role, but just simply biding their time until the next one is available. As they will simply abandon their position in their search for fame, recognition and wealth, it is difficult to dispel those ideas.

The Achievement Motive

If an individual's predominant motive is achievement, they are motivated to do better for the sake of doing so. They hope to exceed expectations and are pleased when they surpass their peers. These individuals like challenges and want to be in charge of their success.

Achievement-oriented individuals will change the situation or the location if they feel like it is not meeting their needs. They do not like working in groups because they do not like having limited control over the outcome. Instead, they prefer to do work where the results are clear and visible.

Many entrepreneurs are motivated by achievement. They have the drive to be successful and this is, in turn, vital to the economy. However, this may not mean that they are the best bosses to their employees. Achievement-motivated individuals often prefer to do things themselves, leading them to micromanage things in a business. They prefer not to work in a team and often fail to share the workload and responsibility. It is a double-edged sword: they experience success and rise to management positions, but this same personality is what keeps them from being successful in those roles.

The Affiliation Motive

If an individual's predominant motive is affiliation, they are essentially motivated by social connections. They are primarily motivated to fit in and please others, and value their relationships with their peers. These individuals appreciate familiar situations and are unlikely to leave their work location. They also do not like working alone and try to avoid disappointing their coworkers and managers at all costs.

Even though affiliation-motivated individuals work well in a team, they are often not the best employees. They are not motivated to do better as they are content to stay in their position. There is no drive to improve their employee status or their personal position, which makes them, in effect, the least effective workers.

How it is used

The Three Needs Theory is most often used in business or corporate settings. It has enabled the use of personality tests in employees. Originally dismissed as irrelevant, personality tests became more popular when managers were attempting to discover what motivates their employees. Personality tests also enable the manager to learn more about each individual.

People require different things from their workplace. Individuals motivated by power may need clear expectations and steps needed to advance in their careers. Individuals motivated by achievement may need regular opportunities to solve a problem. Individuals motivated by affiliation may need consistent feedback on the job that they are doing.

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McClelland's Three Needs Theory: Power, Achievement, and Affiliation - Education Library

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The Three Needs Theory, also known as need theory, is the best-known theory of David McClelland,...

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The Joint Doctrine - Edition Three continues to provide a common way of working together with saving life and reducing harm at its core.

The key components of the Joint Doctrine are:

Principles for Joint Working - the principles we expect commanders to follow when planning a joint incident response

M/ETHANE - a common method for passing incident information between services and their control rooms

Joint Decision Model (JDM) - a common model used nationally to enable commanders to make effective decisions together

The Joint Doctrine Edition Three sets out what response staff and those that support them should do and how they should do it in a multi-agency working environment. Following JESIP will achieve the degree of interoperability that is essential to a successful joint response.

Whilst JESIP was initiated to ensure management of major incidents improved, the Joint Doctrine is scalable and the principles and models are equally relevant to day-to-day joint operations.

While aimed at ALL responder organisations across the UK, it is not possible to list every one of them here. To assist, and for the purposes of clarity, the following terms are used in the Joint Doctrine:

Responder - This relates to any individual, regardless of organisation, role or rank who is responding to or supporting the response to an incident (for example, police officer, A&E nurse, local authority liaison officer).

Responder organisation - This relates to any official organisation, agency or legal entity who are responding to, or supporting the response to an incident (for example, NHS ambulance service, a voluntary sector organisation or airport operator).

Commander - A person who has specific responsibilities and delegated authority to make decisions on behalf of their organisation in relation to the response to an incident. Some responder organisations may refer to this person as a manager or co-ordinator.

Local Resilience Forums - Multi-agency partnerships made up of local Category 1 and Category 2 responder organisations. Referred to as Local Resilience Forums (LRFs) in England and Wales, as Local Resilience Partnerships (LRPs) in Scotland, and as Emergency Preparedness Groups EPGs) in Northern Ireland.

To download a copy of the Joint Doctrine click here.

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Introduction to the Joint Doctrine - JESIP Website

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The Joint Doctrine - Edition Three continues to provide a common way of working together with saving life ...

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Share your videos with friends, family, and the world

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Take a tour around our Tri-Service Emergency Services Hub in Hucknall

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Radios, phones etc

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About the Emergency Services Network

The Home Office is leading a cross-government programme to deliver the new Emergency Services Network (ESN) critical communications system. This will replace the current Airwave service used by the emergency services in Great Britain (England, Wales and Scotland) and transform how they operate.

ESN will transmit fast, safe and secure voice, video and data across the 4G network and give first responders immediate access to life-saving data, images and information in live situations and emergencies on the frontline. Investment in ESN will also mean improvements to 4G network coverage, which will enable 999 calls to be made securely from mobile phones in some of the most remote and rural parts of Great Britain.

The technology that supports Airwave, the network currently used by our emergency services, is reaching the end of its lifetime. While reliable and fit for purpose for the immediate future, its limited capability means it cannot match the opportunities offered by new mobile critical communications technology.

ESN's high-speed mobile technology will mean communication between the emergency services will take priority over all other network traffic, even at peak times in busy urban locations. It will mean the emergency services and other first responders can share vital data, information and expertise quickly and securely from the frontline when it is needed most.

It will give the emergency services access to the latest mobile communications products and applications as soon as they come on stream. They will be able to choose what meets their unique operational requirements from the tools and technologies available.

Users for ESN include the police, fire and rescue and ambulance services as well as other users stretching from local authorities and utility services to first responders like inshore rescue. There are 300,000 frontline emergency service users who will depend on ESN, using handheld devices or operating equipment in 45,000 vehicles, 66 aircraft and more than 100 control rooms.

ESN will deliver:

secure and resilient mission critical communications the emergency services can trust to keep them safe

a modern voice and data platform which will enable the emergency services to improve front-line operations

a common platform to enable emergency services to work more closely together for data sharing in emergencies

The software that ESN runs on is being provided by Motorola Solutions and the infrastructure is being built by EE; created by upgrading its existing network, including deploying more 4G masts in rural areas, and building new sites.

To maximise coverage for the emergency services the government will build about 300 further masts in the most remote and rural areas of Great Britain and, potentially, these will also bring much needed commercial coverage to these areas.

How ESN will be delivered

ESN is being delivered by the Emergency Services Mobile Communication Programme (ESMCP) in the Home Office. ESN will be the future platform for communications in the emergency services and delivering this world-leading network has presented some challenges.

To meet these challenges, the programme is focused on delivering ESN in an incremental way by working collaboratively with those who will use it. The focus is on getting the products, coverage and services that emergency services need so they can be tested, adopted and used as they become available, rather than having to wait until every element of the network is finished. This will allow for continuous improvement to meet the evolving needs of emergency service users.

The approach will help to build secure and resilient mission-critical communications the emergency services can trust to keep them safe. It will also support the swift and safe deployment of ESN to allow Airwave to be switched off as soon as is safely possible.

Coverage

Providing sufficient coverage is essential to allow users to migrate safely from its current Airwave system onto ESN. The various coverage areas will be delivered by multiple suppliers and contracts but will ultimately be assured by a common, service-wide testing and assurance process.

The programme will deliver and assure the coverage that will enable emergency services users to continue to operate effectively, efficiently and safely when Airwave is turned off.

ESN coverage will be delivered in key areas of:

Great Britain primary area coverage
major and minor roads, selected buildings, select road tunnels and public facilities, as well as 12 miles out to sea and up to 500 feet above the ground

extended area service (EAS): major and minor roads that fall outside of those in the primary coverage area. These are rural areas including many national parks and areas of outstanding natural beauty

London Underground

air coverage above 500 feet up to 10,000 feet

In total, more than 950 new masts are being constructed and about 19,000 sites are being upgraded to facilitate the coverage needed for ESN across Great Britain.

ESN utilises the EE network and as such also gains benefits of its commercial improvement programmes to existing commercial 4G networks. Voice and data traffic for ESN will get priority over all other commercial mobile traffic.

Extended area service

The extended area service (EAS) is a critical part of ESN. It will ensure there is ESN coverage in the most rural and remote parts of Great Britain.

The network infrastructure is created by upgrading EE's existing network, including deploying more 4G radio frequencies in rural areas. To maximise coverage for the emergency services the government is building or refurbishing about 300 mobile masts in the most remote and rural parts of Great Britain to provide ESN coverage for the emergency services.

Improving mobile coverage is also a priority for government to close the digital divide and ensure consumers and businesses can take advantage of the social and economic benefits of digital connectivity. Wherever possible, the design of mast structures will be future-proofed so they can easily be upgraded.

The EAS masts built for ESN will also be available for other mobile operators to offer commercial mobile coverage, under the government's Shared Rural Network programme run by the Department for Digital, Culture, Media and Sport.

Coverage assurance

Coverage assurance provides emergency services users the ability to test and assess coverage independently, so they can confirm EE is meeting its contractual obligations and evaluate operationally unique requirements. It provides a common approach for checking coverage required from other ESN projects, for example the extended area service and ESN in the London Underground.

EE remain responsible for making sure there is network coverage in the 'primary area' and will do this by using various measuring techniques. ESMCP also has a coverage testing capability called Assure, which helps the emergency services to measure and report on ESN coverage in their area and report on where it needs to be improved.

ESN Assure consists of a package of tools on a handheld ESN device including an app which monitors coverage while on the move as well as offering a view of what areas are predicted to be covered.

The emergency services and ESMCP are carrying out extensive coverage testing together. This will give early sight of any issues and allow both early entry into the gap fix process and build user confidence in coverage availability and performance.

ESN Products

ESN Connect

ESN Connect is a SIM-only offer to connect vehicle modems with the ESN data service. It provides a fast, secure 4G data connection on the dedicated ESN network that is designed for emergency services use.

Customers will benefit from data prioritisation, which means the device will perform consistently when using data, even in times of high traffic and network congestion. It will also be possible to specify a higher level of prioritisation via the critical data bearer function if required.

In its simplest form, this is the ESN equivalent of a SIM-only data plan. It is for any emergency services organisation that needs a fast, reliable data connection - for example, in-vehicle dispatch messaging used by the ambulance service. ESN Connect does not need the public safety communication service application to operate.

ESN Direct

ESN Direct is a new generation push-to-talk and critical messaging product on a smartphone.

It offers earlier access to the ESN public safety application suite, to gain insights into performance and usability, ready to create training and roll-out programmes for wider deployments. It can be utilised by the emergency services and other users who want to try out ESN public safety communications in less-critical scenarios and/or while dual-carrying an Airwave and ESN device.

ESN Beta and ESN Version 1.0

ESN Beta is the forerunner to ESN Version 1.0. ESN Version 1.0 will deliver all the public safety features and functionality required by the emergency services and first responder community to start mass transition to ESN from Airwave.

First Beta, and then ESN Version 1.0, will introduce further enhancements to the ESN public safety application, building on the Direct products (see above). Mission critical push-to-talk, messaging and video are included in the ESN application, which will run on a specially-optimised, rugged handset or a fixed vehicle device. Other devices (including a non-rugged alternative) will also be available for the start of mass transition.

Users of Beta and then Version 1.0 will be able to interwork with Airwave users. Control room system integration options will also be available. A suite of self-service applications are offered to nominated user organisation administration personnel, allowing them to manage devices remotely, order, set up and manage SIMs, implement public safety profiles and talk groups, as well as report on and get help with the service.

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The Home Office is leading a cross-government programme to deliver the new Emergency Services Network (ESN) critical communications system. This will replace the current Airwave service used by the emergency services in Great Britain (England, Wales and Scotland) and transform how they operate.

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1.2 More benefits of collaboration - recommendations from the Emergency Services Collaboration Working Group

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1.2 More benefits of collaboration - recommendations from the Emergency Services Collaboration Working Group

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The Force Is Strong With Cumbria's Emergency Services.