The presentation is a vital part of emergency response that ensure the congruence of understanding of the situation among key players. Held before an exercise, the briefing is meant for informing the critical participants of their roles and responsibilities (Sparf, 2019) . To avoid giving extraneous material to different groups, briefings are often scheduled differently. The process of briefing involves several steps to ensure a proper understanding of the roles and responsibilities of all participants for the smooth flow of the process.
Briefings are typically done by the incident controller who is in charge of the administration of the entire process. He has a variety of roles that he must take to ensure the success of the whole operation. First, the incident controller should ensure that there are briefings at all the levels of the incident management structure ( Conway, 2016) . The presence of all key stakeholders for the briefing session means that there will be no need for another briefing hence reduced time wastage.
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The teams will then have their plans and briefs that are tailor-made to suit their specific role in the incidence. The supervisors of every team must conduct briefings for their teams. Teams are the unit of function in the incident response that perform a particular role in the team. Teams may include exercise planners, ground response crew or actors, controllers and evaluators, among others ( Conway, 2016) . All these need to be briefed separately and have a plan for activities to perform their function.
The briefing should be done on all personnel at different times during the emergency. First, they should be briefed before attending to the crisis. Secondly, they will be briefed before being deployed to the emergency. This briefing involves induction to introduce them to the problem at hand. Finally, there is a need for briefing at regular intervals within the emergency, such as when tasks need to change or when there are safety issues. Based on these factors, an analyst must prepare for a proper debriefing session.
Four steps are necessary for any briefing process. To prepare, one must analyze, construct, deliver and follow-up. Analyzing involves a methodical, detailed examination of an incident to explain and interpret it (Sparf, 2019) . In this step, one must understand the problem at hand and explain it to participants in a way that they understand it best. In this step, the incident controller uses research to understand the situation to afford the information to participants.
The second step in the construction of evidence so that it elicits the necessary action from the participants. After collecting information from a variety of sources on the incident, the controller must construct a well-informed statement that will elicit required action from each functional unit. He can use a variety of evidence to present the information (Sparf, 2019) . However, should any evidence be seen as a possible cause of fear, confusion or any other factor that may lead to response ineffectiveness, he must leave out in the construction.
Then there is the delivery step when the teams are briefed for action. The step involves the presentation of information relevant for action in response to the incident. The incidence manager may opt to use material evidence such as pictures of a crime scene and maybe building plans for a rescue operation (Sparf, 2019) . The bottom line is that they should help the team to the best in responding to the prevailing challenge.
Finally, there is a follow-up plan to be effected after all teams have been dispatched. The incident manager should plan for the follow-up to ensure all activities take place asset and to identify challenges in the way of execution ( Conway, 2016) . Communication with all functional units is necessary during the entire process of incident response for the follow-up to be effective.
References
Conway, G. (2016). Monitoring the performance of incident management teams. Australian Journal of Emergency Management, The , 31 (3), 26.
Sparf, J. (2019). Interfaces in temporary multi-organizations in routine emergency management: The case of Stockholm. Safety Science , 118 , 702-708.
