[OYINDAMOLA AJIBOLA]

1. Regarding Pou’s arrest what stood out to me was her asking “What about my patient?” at the point of arrest she still remembered her patient’s cares matter most and asked for permission to change into fresh scrub after a long day of operating not thinking of wearing normal clothing, and she so dedicated to her job, value and respect the job.

I felt bad, thinking about all she went through working hard sacrificing herself and precious time to service her community and trying to make patients comfortable and still going to jail. Hoping she won’t be charged with second to first-degree murder as one prosecutor suggested upping the charge from second to first-degree murder with the specific intent, she kills someone older than sixty-five, or more than one person of any age, fit the state’s definition of the more serious crime.

She must have felt bad, disappointed, and regretted the whole situation.

2. Rick Simmons emphasized there had been no formal charges against Anna Pou and that the power to prosecute rested not with Foti but with the office of Orleans parish district Attorney Eddie Jordan, while he said Mr. Jordan has agreed to his request to be able to meet with him and presenting evidence he might wish to present, Simmons held up a copy of the affidavit “it’s just a piece of paper with the allegation on it,” he said. “Like every piece of paper, it has two sides.” This means that innocence or guilt would not be determined until Simmons presents any evidence, he might wish to present to the Orleans Parish district attorney Eddie Jordan.

3. How someone can develop the skill necessary to provide leadership during a crisis is by good coordination and appropriate communication, developing adaptability skills, and must possess the ability to coordinate with others, empathize and proactively create a solution. These qualities allow the organization to effectively move forward during a crisis.

4. Charity hospital fare much better during the hurricane because all the staff were united and dedicated to the job, staff continues to provide medical care to patients in their rooms until the end, despite similar or even worse conditions of existential threat, the workers chalked up the resilience to a number of factors, including morale building leaders held meeting every four hours in the lobby for everyone from doctors to janitorial, they were known for their bravado and machismo. Nearly everyone has experienced getting creative with all-too-common resource limitations. They used their resources to keep critically ill people alive, charity leaders avoided categorizing a group of patients as too ill to rescue, and the sickest were taken out first instead of last.
The lesson exists in the example for disaster training and planning was that hospital official had drilled for a Category Three hurricane and levee failure and purchased, with the help of federal preparedness funds made available after 9/11attacks, several portable generators, oxygen-powered ventilators, and a ham radio system. Special disaster training had been provided to hospital security officers and charity staff also kept up the hospital routine despite the bizarre conditions.

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