On the topic of police legitimacy, I'd like to introduce our first featured speaker of the day, Professor Tom Tyler. Professor Tyler is the Macklin Fleming Professor of Law and Professor of Psychology at Yale Law School. Professor Tyler's research explores the role of societal judgments about the justice or injustice of group procedures in shaping legitimacy, compliance, and cooperation. His work has influenced the way law enforcement and police oversight practitioners think about issues of police legitimacy and police community relations. Professor Tyler, as consulted with police departments across the country, including a recent stand helping the Chicago Police Department retrain officers in legitimacy-based models of policing. His work also serves as a model in the development of curriculum of the first ever Command College for Police Supervisors, which Professor Tyler helped establish in conjunction with fellow Yale faculty member Tracy Mears, the University of New Haven, and the New Haven Police Department. Professor Tyler was awarded the Harry Calvin Prize for Paradigm Shifting Scholarship in the study of law and society by the Law and Society Association in 2000. And in 2012, Professor Tyler was honored by the International Society for Justice Research with its Lifetime Achievement Award for Innovative Research on Social Justice. Please join me in welcoming Professor Tom Tyler. Well, thank you all for inviting me to speak to you today. It's a very exciting time for those of us who are interested in new ideas in policing. And certainly, I think that for the members of this organization, this is your moment because the issue of police accountability is on everyone's radar screen. And the question of how to deal with it is something we're all suddenly very concerned to try to think about. There are a lot of questions that we could ask about accountability. And I'm going to actually try to focus on two issues that I think are relevant to the kind of work that I've done. One is accountability to whom, and the other is accountability about what. Now, we know that right now is a pivotal moment in policing. Chuck Ramsey just gave a TED talk, and he said that there's been more discussion about what policing is about in America in the last couple of years than any time since the 1960s since the Kerner report. So I feel confident in saying that that's a general opinion. I think there's also quite a bit of disagreement about what's good or bad about policing and what should or shouldn't be changed. But everyone agrees that we're having this conversation about what policing should look like. One of the themes that I see emerging from all of this discussion is attention to the question of accountability in the sense of popular accountability, that the police should be viewed as legitimate by the people in the community. To me, this is a big shift in a lot of the discussions that have occurred about policing in the last 30 years. Many police chiefs have said at different meetings that I've been at that they basically focus their attention on controlling crime. And I often get the impression in some of these discussions that they feel that the effect on the crime rate is in and of itself accountability from the point of view of the community. The community says, why do you do this? And we say, well, it lowers the crime rate. And that's the end of the discussion, or at least it should be the end of the discussion. I'm going to argue that the issue that really is dominating our discussions about the policing has focused on the question of popular legitimacy, what we often see referred to as trust and confidence, the idea that it's important that the people in the community have trust and confidence in their police. This idea was enshrined in the president's task force report, 21st century policing, where they called legitimacy the first pillar of policing. And obviously, if we're concerned about public trust in the police, we want to ask the question, what is it about policing that shapes public trust? If public trust is a feature of accountability, how do you have to understand its dynamics? We can get technical about the idea of legitimacy. Often it's referred to, as I said, as trust and confidence, but in the discussions that academics have had about it, there are three interrelated ideas. One is trust and confidence, so you feel the police are honest, you feel like they're trying to do what's good for the people in the community, you're willing to defer to police authority, you think it's appropriate for the police to make decisions about the community, and you view the police as taking appropriate actions with regard to the community. These three things are typically found together. Okay, well, let me step back and say what I think is the important conclusion of research that's been conducted in the last 30 years. And that is that we should care, the police should care, government officials should care about legitimacy because it has a lot of important implications that affect the functioning of our legal system and promotes a number of desirable behaviors that we ought to be trying to obtain. One is that legitimacy increases deference. When we look at a lot of the highly publicized incidents that we've seen in the last few years that have resulted in police shootings, they begin in resistance and defiance of police authority. Anger, pushback, confrontation. We know from research that when people view the police as legitimate, they're less likely to do these things. They're more likely to accept police authority and so we don't go down a path that can result in these issues of use of force and the controversies that come with them. This is true of police officers, but it's also true of all kinds of authorities beyond the police, authorities like judges, but for the police, definitely. The other thing that we know is that legitimacy promotes a number of behaviors in the community that are desirable from a police perspective. When people think the police, the courts and the law are legitimate, they're more likely to obey the law. Criminal activity goes down. They cooperate with the police. They report crime, they report criminals. It was mentioned that I've worked with the New Haven Police Department. One of the really striking behavioral changes coming out of their initiatives is dramatic increase in clearance rates because people are reporting crime and identifying criminals. And people are less likely to engage in extra legal types of activity, violence, collective disturbances. They trust the legal system to manage instances of misconduct when they occur. We've noticed in the last few years other consequences when people don't trust the police. There just was another article this morning about cities giving out large sums of money to pay civil claims. Obviously, these civil claims would not arise if there weren't issues of police, citizen conflict in the first place. And we've mentioned at the beginning that some cities are under consent decrees. Obviously, public discontent is one of the things that drives the federal government to pay attention to police departments. These are all things that either you can benefit from having high legitimacy or you can be undermined by having low legitimacy. Just in general, trust in the police leads to support for established police leaders. It leads to support for funding. And I think a third factor that we often don't talk enough about is it encourages people not to support privatization of police services. Something that's a big national trend and it comes out of distrust of public policing. All right. So in all of these different ways we could think of trust like money in a community bank. This is the way we talk about it when we train police officers.  Well, okay, so legitimacy is important. Why is legitimacy a topic now? And in particular, this issue of legitimacy from the point of view of the people, popular legitimacy. Let me begin by saying something that I think is widely known in the policing community. It's acknowledged in the National Academy of Sciences Report in 2004. American policing has improved tremendously in the last 30 years. The police have become more professional. They've become better able to fight crime even though we are seeing instances of police shootings actually nationally the frequency of such shootings has gone down, police corruption has gone down. So there's a lot that's objectively very good about policing. One example that I think is very striking because so much of policing has focused on crime control is that crime has gone down. It's gone down everywhere. It's gone down continuously. And if you're thinking of the goal of the police is controlling crime then the police have participated and had some role in a big success in our society. However, during this same period of time when crime has been declining the police are becoming more objectively professional public trust in the police has not increased. And I'll just give an example. This is the proportion of Americans who say that they trust their local police department from 1980 to 2014. What you can see is that it's completely flat. There hasn't been any increase in public trust in the police in the last 30 years. Now of course you could say that against a backdrop of the decline in trust in other agencies like Congress, flat is pretty good. But on the other hand, we can say well if in fact there are all these indicators of improvement then why aren't these indicators of improvement reflected in greater public trust? And why aren't the police gaining all of these behavioral benefits that would come from increased trust? Greater deference, less conflict, more acceptance of their authority, more cooperation from the community, more willingness to defer to the police to investigate wrongdoing or misconduct. Why aren't those things happening? And similarly, why isn't the gap between white and minority trust in the police closing? Why isn't that disappearing? So this is the paradox. Increases in performance without increases in popular legitimacy. Well why? I think that the basic argument is that the successes that the police have had missed the mark in terms of the issues that actually drive public trust. This is where the role for police review boards, civilian or internal comes in. People are looking for a different kind of accountability and if we understood what they were looking for we could better address public issues. All right. Well how have departments defined their mission that I'm saying is missing the mark? There's been a very strong performance orientation. That means that we provide service, we have 911 calls, we respond to calls, we focus on how quickly do we respond to calls and things of that type. Are we talking about reducing crime and as I showed you, crime is going down? We focus on objective indicators of performance. However, research shows that popular legitimacy is not centrally related to either perceived or actual performance in these dimensions. In fact, it's not even related to actual legality whether the police are actually following existing laws. Well so where does legitimacy come from? This is not coming from these indicators. The core point coming out of research on police in the last 30 years is that the primary issue that the public considers when they react to experiences with a police officer did that officer exercise their authority consistent with principles of fair procedure? Did they exercise their authority in fair ways when they dealt with me? It's not unique to the police. This is the central issue when people evaluate judges, when they evaluate political leaders, but we're talking about the police today and this definitely is the key issue that's driving public views about police legitimacy. And I would emphasize again to contrast this to the performance issue that it's more important to people than the actual outcome of their encounter with a police officer. Outcome like I got a ticket, I didn't get a ticket. I called the police, they solved my problem, they didn't solve my problem. Those are not as important as the judgment that the police officer did or didn't follow their procedures. So we have an idea about a model we could work with. Police exercise their authority fairly, they're accepted as legitimate by the public, and we have a whole series of good things that come out of that. Deference to the police, cooperation with the police. And so then the question becomes, what can we do to try to identify and build a structure around the idea of exercising authority fairly? I'll just give you one example of a research study. It's actually we have people from Oakland here. This was done in Oakland and Los Angeles a few years ago and it's a study of people's reactions to being stopped by the police. So it's a random sample of stops during a certain time period in these two cities. It focuses on the question of acceptance of police authority. So how would you evaluate an encounter you might have with the police? Would you look at the outcome? For example, they solved my problem or they didn't, I got a ticket or I didn't, or I got what I deserved or I didn't. Those are outcome judgments. A procedural judgment, the decisions were made in fair ways, I was treated fairly. And then the question, do people defer to police authority? Do they say, I accept this decision, I'm not angry, I'm not going to appeal, I'm not going to push back against this, I'm going to do it. So voluntary acceptance and deference to the police. Here, basically the idea is that for each of these ethnic groups, the height of each column represents the weight that that factor plays in deference to police authority in this most recent experience you had. You might defer because you like the outcome or you think it's fair, or you think the officer treated you fairly. Three distinct judgments and then the weight that those play. What's striking about this is the overwhelming weight that feeling fairly or unfairly treated plays in reactions to dealing with the police. And the fact that this is true across the three primary groups that were the focus of this study. Whites, African-Americans, and Hispanics. So procedural justice dominated reactions. Let me show you what this means in a practical sense. We ask the question, if you want deference to police authority, what would you look for? We divide people up on two dimensions, good outcome, bad outcome, fair treatment, unfair treatment. One way that you can get more acceptance of decisions is you can get more acceptance of the decisions through the outcome. People are better off from their point of view accepting no ticket as opposed to a ticket. And you can get about a 10% increase in deference, acceptance by providing better outcomes. But you can get a 70% increase by treating people fairly. And in particular, even when people get a bad outcome. So these are the people who are standing, they're holding their traffic ticket when they're completing this evaluation. 70% more likely to defer and accept police authority if they think the officer acted fairly. So fairness drives reactions to police authority in a powerful way. Pals for assistance, the other big thing the police do, why are people satisfied with what happens when they call the police? Similar figure, almost totally because they think the officer dealt with them fairly.  That's about 10%. But whether you get it back or not, I'll be more satisfied about 60 to 70% if you treat me fairly. So procedural fairness is the central factor that people consider when they evaluate their trust in police officers. And that's a clue about the kind of accountability that people are looking for. Accountability in terms of fairness. All right, so we could treat every encounter that the police have with the public as a way for them to teach people about the law, a teachable moment. And what does it mean to say a procedure is fair or unfair? I'll skip the part about suing doctors. I'll tell you about that later. There are four elements that people consider when they say that a procedure is fair or unfair. One is related to decision-making. Well, let me just do this. Do this first. Okay, four issues, and then they're both about the creation and the implementation of procedures. Four issues, two about quality of decision-making, two about quality of treatment. And I would emphasize that both of those are related to both when a policy is created and when that policy is implemented. So quality of decision-making, first. Two issues and then two issues about quality of treatment. The first issue about decision-making. People want voice. People want to have the opportunity to tell their side of the story, state their case, say what they think should be done when policies are being created and when policies are being implemented. So we need to find ways to give people voice. This, I think, is a really important role for accountability agencies to give people the opportunity to be heard, to let their grievances be told in some way, told to some agent, someone who will listen to and take seriously what they have to say, both when a community is trying to decide how to be policed and when the police are acting on those policies. Neutrality is the second aspect of decision-making. Neutrality is rule-based, consistent, based upon rules and not bias. People want to know that the decisions that are being made are based upon rules. That requires transparency, requires accountability. We were talking earlier about review boards. One of the frustrating things about review boards is if they're not transparent. They don't have open hearings if they don't explain their decisions because then people can't see that justice is being done. Now, it may be true that justice is being done, but the point is people need to see that it's being done. See how the rules are being applied, how the decisions are being made. So for decision-making, voice, and neutrality, we need to explain actions, explain procedures, explain laws, let people see what's happening, how things are being done, how decisions are being made. So those are two elements of decision-making, quality of treatment, two elements also. First, respect. It's very important to people that they, as members of the community, and the concerns they bring before authorities are taken seriously. If they're treated with respect, that they're treated as people who are entitled to address legal authorities, to talk about their situation, to be taken seriously because they are members of the community. It's really important to emphasize the role of respect, courtesy, politeness, treatable with dignity because people put a lot of weight on that. So we need to think about how can we communicate the respect that people want to see from legal authority for police officers. There are a lot of things that we've found, simple things that can be done, that are very helpful, can make eye contact, you can address people by name, you can say hello to people, can try in many ways to treat them respectfully. In a police study that was done, interestingly, they taught officers, when you end every encounter with someone in the public, try to say something respectful, like thank you for wearing your seatbelt, or thank you for having such a clean car, or thank you for being so cooperative. Say something respectful, show respect for the person. Trust in the integrity of officials, trustworthiness. This is the most challenging thing to communicate. People want to believe that the authorities who exercise authority in their name are sincere, they're benevolent, they're actually trying to do the right thing. How do they make that inference? Does the person acknowledge their concerns? Does the person account for the decisions that they make in terms of the concerns that people have expressed, the things that people have said? So we need to find ways to make it clear to people that we are listening to them, that we are taking what they say seriously, that we're considering it, that we acknowledge their needs and concerns. Partly, you can explain decisions in ways that recognize the concerns that people have put forward during decision making. I think this is an area that's especially relevant to police accountability. Two areas of the law that are very difficult are police accountability and rape, and they're both difficult for very similar situational reasons. They're almost always situations where there's no other evidence besides conflicting statements. He said, she said, the officer said, the person said, in those situations, the outcome may not reflect what's really true. It may just simply be impossible to get a truthful decision. So it's especially important to provide people with evidence that they're being taken seriously. They're being listened to, their concerns, the experience they had, the pain they may feel, is taken seriously, acknowledged by the authorities, even if they can't provide a decision that a person might want to have. Now, all of these are important. Voice, neutrality, respect, and trustworthiness are all important, but I think the thing that I would emphasize because it's often not paid much attention to is the consistent importance of interpersonal treatment. People, when they are treated disrespectfully, are with a lack of courtesy, or rudeness, or humiliation, that becomes the central feature in their reaction to their experience with a legal authority. We know that the complaint files of most major departments are dominated by these kind of complaints, rudeness, humiliation, disrespect, because this is a big issue to the people who are dealing with the police. So we need to think about policing in a new way to address issues of popular legitimacy. We need to think about how the public thinks about policing, what the public cares about, and in particular, we need to go back to an idea that I think was important in community policing, that we take seriously the ideas that the community has, the feelings of the people in the community, the views of the people in the community, when policies are being developed and when policies are being enacted. It's always, of course, central to any discussion about policing, to acknowledge Heel and his original principles of policing, but what's interesting is the degree to which these original principles focus on the idea of cooperation, acceptance by the public. And so if we go back to that, we're going back to thinking about where does that acceptance come from? One final point to make is, this is not just about encounters that people have with the police. Think about it on a community level. I'll just talk about, this is a recent study of Americans and their relationship to the police and their community. You know that most people in many communities don't deal with the police very much, but they have opinions about what the police are doing and those opinions affect their behavior. So what matters? The police are legitimate. I trust the police. The police act lawfully in my community. The police effectively manage problems like crime in my community. And again, what kind of behavior do we want from the public? Compliance with the law, cooperation with the police, or even engagement in the community. Now you'll recognize this form of a graph. It's the strength of these different factors. Legitimacy, lawfulness, and effectiveness. Why do people comply with the law? Big impact of whether they think the police in their community are legitimate. Why do they report crime? Big impact. Why will they testify in court? Why will they not engage in private retaliation but rather talk to the police about a problem? All driven by a concern about whether the police are trustworthy and legitimate in their community. But the other thing that I think is important to point to is we can imagine a more central role for the police in the future and that is as a positive force that helps communities to develop. Police chiefs say all the time you can't arrest your way out of crime and what can you do about it? Promote economic and social development in your community. Try to build the community to lower the crime rate. The police can be reassuring. If they treat people fairly, if people have an anticipation that they will receive fair treatment from the police, they aren't just more likely to work with the police to find crime but they're also more likely to engage in their community. To shop in the community, to vote in the community, we see that they are more likely to work with their neighbors to solve neighborhood problems if they have this framework of trust and reassurance. So the police, as they move forward into a new role in the 21st century where violent crime is less central to their mission, have an important role in helping communities to develop. Now again, bringing all this back to the question of what has this got to do with accountability. We know the kind of accountability that people are looking for and we can try to design forums that provide people with the kinds of accountability that they need to be reassured and to trust the police. That builds public trust and confidence in the police and leads to all these kinds of desirable behavioral outcomes. Thank you.


This is stock number HA423A. We are here at Summit Automotive in Fond du Lac, Wisconsin. You're new and use Jeep headquarters today We are checking out this super clean 2018 Jeep Grand Cherokee Limited this vehicle has the 3.6 liter V6 Pentastar motor and from this HD video you will be able to tell that this Jeep is extremely clean all the way around inside and out Diamond black Metallic is the color And we shoot all of our videos in 1080p So if you have HD capabilities on your computer tablet or a smartphone device Turn them on right now because it is like you're right here looking at the vehicle with me Comes with the painted and polished aluminum 18-inch rims and Michelin 265 60 R 18 tires with well over half the tread left I'd say probably 80% no denser dings on that front bumper does have the projector lamp headlamps the projector lamp fog lamps And no dense dings or scuffs on that front bumper anywhere Passenger side fender is in excellent shape as well and the passenger side rim is Absolutely perfect too As you go down this side of the vehicle you can see just how clean the body is how reflective and mirror like that paint is We take these HD videos So if you are far away or even if you're close by and just cannot make the trip down You can still see the vehicle hear the vehicle and have confidence in what you're looking at before you even get here Down this side very very clean No dense no dings this back rim is an absolutely perfect condition as well And of course four-wheel disc brakes on the Grand Cherokey's back tires have just as much tread as the front tires Got the LED tail lamps So we come around to the rear bumper you can see no dense no dings no scuffs no scrapes does have the backup sensors And you can really get a good idea of that metal flake in the paint there This is a power lift gate didn't see any dense or dings on it And the back storage area is very clean as well Of course it comes with a full-size spare tire And if you push this button It'll beep at you three times and then come on down Shuts nice and solidly and on this side of the vehicle just as clean as that passenger side No dense or dings on the rear quarter and for full disclosure. This back rim is in excellent shape as well Very very clean down this side has the heated mirrors with the built-in directional signals Inside the limited package gives you the black leather interior both of these seats are heated both of these seats Our power and you get a driver side lumbar factory floor mats throughout this one has auto headlamps power windows power locks power mirrors and Memory driver seat as we hop inside the vehicle you can see that this one has a seven inch tft display And that it has 9851 miles You get the heated leather wrapped steering wheel Bluetooth and information center controls on the left cruise controls on the right And of course they all have the audio controls on the back of the steering wheel This is the seven inch tft or a seven inch radio. I should say it's a The 4c so it has the Android Auto Apple CarPlay you can do your heated seats and heated steering wheel And it does have AM FM and Sirius XM radio. This is also where your backup camera shows up Has a dual climate control As well as your backup sensors you can turn those off start stop technology Eco mode sport mode and then stability control Inside here you get two usb's and an aux jack eight speed automatic transmission and the quadrature Crack-2 system which gives you the neutral feature as well as four-wheel drive low and downhill assist control and the select terrain Passengers side floor mat and seat are very clean as well no rips or tears on that this vehicle has never been smoked in and The headliner is in excellent condition Homelink system with your garage door security systems and lighting systems And we'll take a quick look at the back seats, and then we will check out under the hood Back seats just as clean as the front seats no rips or tears back here. It does have the latch child safety system For your car seats factory floor mats back here as well and these back seats on the outboard side are heated You get two usb jacks and a hundred fifteen volt hundred fifty watt plug-in these seats do fold down almost completely flat It's what I really like about the Grand Cherokey's you get all that room for extra storage if you need it And we'll take a quick look under the hood. I would personally like to thank you for checking out the video today Hopefully from this HD video you will have been able to tell just how clean this Jeep is all the way around Inside and out under the hood. We have the award-winning Pentastar v6 motor engine base very clean runs very smooth This Jeep has been fully safety and inspected by our service shop has a fresh oil and filter change all the fluids Have been checked and topped off and this Jeep is 100% ready to go To see more pictures of this Grand Cherokee or one of our other 450 new and used cars trucks SUVs minivans Wranglers you name it. We got it go to our website www.summitauto.com full pictures and descriptions of every single vehicle on our lot from two locations All at summit auto.com if you want to make this one yours give us a call<PHONE_NUMBER> ask for one of our sales associates to make this super clean Grand Cherokee yours today once again that number is<PHONE_NUMBER> and if you'd like to check out more HD videos You can go to youtube.com slash summit auto remember to like subscribe and share on this video and all the videos That you see there in fact in a second you will see a link to subscribe to our youtube channel on your left It linked to more used inventory videos like this one on your right You have not been to our website on the bottom link to this vehicle on our website click those checks out We really look forward to helping with the super clean 2018 Jeep Grand Cherokee limited. Thanks again


Happy birthday US Navy! Today we're standing on the flight deck of the Intrepid, an aircraft carrier which served in World War II and the Cold War. And we're here celebrating the Navy's 247th birthday. And we'd like to thank the sailors from the past, the present, and we look forward to the future. Hooyah! Go Navy!


Sure, Major Matthew Andrews, Executive Officer of Marine Fighter Tech Squadron 312. Yeah, DAO is a great concept that Second Ma is pushing forward where we can put our aircraft and squadrons with real firepower forward into multiple locations making targeting really complicated for the enemy, enabling us to fly from multiple bases, mission plan from there, load ordnance from there, and do everything that we need to do to support the ground combat element in regular and routine operations. DAO is an important concept because it really complicates the enemy's ability to track our aircraft. We can move aircraft around an AO, especially in the future with F-35, but now doing it with Hornets moving aircraft very rapidly throughout an AO, relying on host nation support equipment, facilities much like this one that are located all throughout another country to put our aircraft there, complicate their targeting in these hardened structures, move rapidly, and employ firepower and mass it in the right time and place. So our DAO operation in Olu Finland was actually really exciting, so we established very quickly a mission planning cell there with full secure VTC capability where we could talk and mission plan with people from all over the Nordics. Put all the information that we needed, launch the aircraft from there, and we supported maritime strikes as well as defensive counter air and offensive counter air operations from this environment simultaneously with operations from Andoja, Norway. The biggest challenge that the squadron has in Olu is positioning the maintenance footprint there properly. Now the whole reason that we do DAO and the reason why Finland is great is because they already have Hornets, and eventually they'll have F-35s where now we can fall in on their infrastructure, on their equipment, on their people even, and have them help us do maintenance on the jets, use some of their parts, and things like that. We can fall in on a lot of the infrastructure that already exists there. Yeah, so the coordination with the Finnish Air Force was actually really seamless. Leveraging experience as a Finnish exchange pilot for three years, knowing the people that I know there and the environment that we operate in there, it was really easy for us to move locations rather quickly within a couple of days notice and put our jets there, coordinate all the billeting, food, everything that we needed as well as maintenance parts, fuel, airspace, and everything pretty much just fell in on, and we were ready to go as soon as we landed. 312 did an extraordinary job. The maintainers, the people, the support staff, and headquarters did an extraordinary job moving these aircraft. Typically when we move things around, it's these huge movements with big airplanes, and it takes a lot of time to get set up, and we did a really good job of moving in, packing light, moving quickly, moving to this new location, immediately being ready for operations, and then starting and flying and major large force exercises the next day, which is a pretty extraordinary feat, and not something that we do very often in the Marine Corps, but something that will be pretty standard in the future. Yeah, I think the pilots are going to benefit a lot because Finland does DAO very, very well. They've been doing it for years. They have road bases all over the country, and that's a big part of their wartime strategy is to disperse their airplanes and put them all over the country flying from multiple locations, and they do that really very well, and so it's a great opportunity, and we spend a lot of time in Finland learning from them on how to do that and how we can rapidly move these aircraft around. Yeah, actually this has been a pretty awesome detachment, man. Like getting to work with Sweden and Norway, Finland, all these different countries at the same time, you hear French controllers and Italian controllers and British controllers, and we have jets from all over the place, made in one place, to really put a lot of firepower downrange, and to see that now with all the assets put together, having the battalions on the ground and the ships in the sea and everything was really really impressive, and a good example of our warfighting capability.


QuickBooks Online 2022, entering beginning balances, customers, ventures and items overview. Get ready because it's go time with QuickBooks Online 2022. Here we are in our Get Great Guitars practice file that we set up from the 30 day free trial. Gonna hold control down and scroll up just a bit to get to that one two five percent. We're currently in the home page or in the Get Things Done page. In prior presentations, we set up the preferences going to the cog on the right hand side. Also note that we're currently in the business view and you can toggle back and forth between the business view and the accountant view by selecting the cog and going down to the bottom down below. We'll keep it on the business view for now. So now we want to start entering data into the system but one of the first things we need to think about is is there any prior data that we should put into the system to start out with as we move forward possibly prior data from a prior accounting system or possibly prior data from things that we have set up as part of the business that we haven't formally put into kind of a formal accounting system such as we already set up a checking account. We already purchased some equipment and whatnot and now we're starting our company file at this point in time. If we had a formal accounting system in the past with some other accounting software or we're doing it by hand with our own ledgers or something like that then the question is well how am I going to get that stuff into the current system? I can either enter the data from the past meaning if I've been in business for two years do I want to enter those two years of data into the current system? You may or you may just say hey look I would like to keep my past two years worth of data in the prior accounting system and start the current accounting system from one point from a cutoff time going forward. Therefore if I have questions in the future about something after that cutoff date I will be in this accounting system if I have something from the prior date I will be in the prior accounting system that's one way that you can you can kind of think through it and if that that's the method that we're going to basically be imagining at this point in time and if that's what you are doing then typically what we want to do is enter the data into the system for a full fiscal year full tax year as well if we have a January to December or normal year as our accounting year then we probably want to have the cutoff in January if at all possible meaning even if you're starting in the middle of the year you're starting in in March or something like that then you might want to consider entering the data from the prior accounting system for the first three months so that you don't have three months of a prior accounting system in the same year as the current accounting system because that's going to mess up the reports at the end of the year which are typically yearly reports that you're going to be needing in order to generate your data so that's why so if that is the case then you might want to run parallel for the first three months you might want to try to enter the data into the accounting system possibly if you could for the first three months and then and then from that point forward you know move forward to the new accounting system or something like that that would be the general idea though it would be nice to cut off and start at the beginning of the year and if it's a calendar year in that would be January so that's what we're going to imagine here I'm going to take our data over here this is going to be like our beginning balances that we're going to imagine are going to be our starting point notice it says as of the end I'm going to say of 123121 that and we're going to start our current year in our practice problem on January 1st 2022 that's going to be our scenario here so the cutoff date that we're going to start at in the current system is January 1st now remember if you don't have a prior accounting software or something like that some of this same kind of concepts will still apply because oftentimes people will have already set up their checking account people will already have some assets some inventory and whatnot possibly before they set up their QuickBooks software and the same kind of thing applies you're going to have to put those in that information into QuickBooks somehow as kind of your business starting point your baseline point to be going forward we're going to take it here from a prior system because that way we can see how the balancing thing kind of works out because if you take it from a prior accounting system you're going to have something that's generally in balance you're going to have your balance sheet and you want to make sure that you put it into the current accounting system in a way that'll it'll basically balance as well so these are going to be our data it's in a trial balance format but just you know it's basically a balance sheet assets to up top checking accounts receivable inventory cumulative depreciation furniture and fixture liabilities accounts payable visa alone or you know the credit card loan payable and then the equity section with the owner's equity notice what is not here no income accounts no income no expenses why because those accounts would have rolled into the equity account as of the end of the year and we want to start out at you know no income on the current statement because that's a performance number and if we're starting in january the beginning of the year then the performance numbers for income will start to populate upwards as we start the new year and the new accounting system in the new year so we'll have a full year's worth of income statement data in the current period the last year's income statement data rolled into equity and if we want information about the last year's income statement data we're imagining that we're going to go to the prior accounting system before we started our quickbooks file that's going to be the scenario now as we enter this into the system if you've got an accounting background and you've learned like debits and credits then you might take a look at this and say well this is just basically a journal entry i can just go right into quickbooks over here and enter a journal entry i could just go hey let's just go hit the little plus button right here and find that journal entry and enter it in as one long journal entry but you don't typically want to do that or there could be some problems if you do that in quickbooks has has some ways to to adjust it or or make things a little bit easier possibly although it could be a little bit confusing in that you can think about that journal entry as the easiest thing to do because there's some other things within quickbooks that we need to consider to make the adjustments as easy as possible for example subletters are going to be important if we enter something into accounts receivable that means that we have customers that owe us money so if we have accounts receivable we we need to also be entering something into the subletters so if i enter just a journal entry for one lump sum then i'm not breaking out who owes us the money and how much they owe us by customer same with the accounts payable if i count if i have accounts payable that's going in there that means we owe somebody else money and if i don't put the vendors in there as i'm entering i just put one big lump sum number then i'm not breaking out the amounts that we owe and who we owe the money to and we have a similar issue with the inventory because if we don't do the inventory we don't have the item so let's go through these line by line and just take a look at some of the special needs that are going to be in each account and because of those special needs the system that we're basically going to use is that we're going to enter this data one account by one account into the system in the best way possible and then let quickbooks post the other side of the transaction to whatever it wants to post to which is going to be equity in some way it's either going to go to equity down here usually an opening balance equity or it's going to be going to the income statement but we're going to post it in the prior year so it'll roll into equity and it'll put it into like uncategorized income or uncategorized expense which will roll into equity because we're going to put it in as of 123121 prior to the cutoff and everything will roll into equity as the cutoff so the basic rule would be we're going to enter these things one at a time trying to meet the specific needs of that particular account quickbooks will put the other side into equity and if we do that for every account then equity will be correct at the end of the day although quickbooks will dump it into this opening balance equity and then we'll make just a journal entry to fix opening balance equity because that is just basically a holding account a clearing account or an account quickbooks is using to say hey look this is what i did to make the thing balance okay so that said let's go through each of these individual needs first we have the checking account now this is the checking account from our business side of things from the from the books that we have notice that that might not match what's cleared on the bank as of the cutoff date of 123121 so i'm going to have to enter this in to start out with but when i do the bank reconciliation you got to remember that you're going to have that issue with the cleared balance versus the balance that's on the books and have to deal with those outstanding checks and deposits so we'll get into that when we get into the bank reconciliation but other than that it's going to be straightforward we're just going to enter this right into the beginning balance and then the other side is going to go to the quickbooks will dump it into basically equity and so that's going to be that also note that bank feeds you could set up bank feeds as well and you'd have issues with relation to make sure you get the right data for the bank feeds we're going to talk about that in the bank feeds section that'll be after the whole practice problem you first want to see how to do it without the bank feeds to see how the accounting system works and then think about how the bank feeds fit in to the accounting system then we have the accounts receivable accounts receivable has a special need in that we need a sub ledger that's broken out by who owes us the money so that means that as we enter accounts receivable we also have to enter the customers that owe us that money and then the beginning balance for each of those customers so this one's will be a little bit more intense or a little bit more detailed than the checking account to enter as we do that as we enter each customer and their opening balance QuickBooks will post the other side to equity in some way most likely to an income account called uncategorized income because they'll probably make an invoice related to it because that's the form that increases accounts receivable and then it'll roll into equity as we get from 1231-21 prior year to the current year January 1st 2022 inventory inventory has special needs if we're tracking inventory in the QuickBooks system on a perpetual inventory system if we're not if we're just using a periodic system and not tracking the inventory in the system then it's not as much detail but if we're tracking inventory then we have to add the inventory items we have to add the actual inventory items and the amounts of each inventory items so QuickBooks can track it so that will probably be the most intensive one for us to enter as we enter the items of inventory and the cost of those items QuickBooks will then do the journal entry increasing inventory posting the other side to opening balance equity most likely and then the the furniture and fixed in equipment and accumulated depreciation those are pretty straightforward we can typically just put that into opening balance equity note that you do have a sub account for the furniture and fixtures in terms of your depreciation schedules but oftentimes for most companies or many companies then that depreciation schedule will be done by the tax software because the tax software is going to need to calculate depreciation on a book basis or on a tax basis and usually has the capacity to calculate it on a book basis as well so we do need to know the supporting information for it meaning what types of equipment do we have what's the accumulated depreciation per type of equipment but that'll typically be on sub ledgers and we're going to imagine them outside of the quick book system in the tax software and then we got the accounts payable it has a special need in that that means we owe other people money so we need to hope we need to know who we owe the money to and how much we call them vendors typically in the bookkeeping terminology so we're going to have to enter our vendors and how much are the beginning balances for each vendor and then if we do that quick books will set up the beginning balance and accounts payable after we enter the balances per vendor the other side will go to equity but it'll probably go to they'll probably make a bill form because a bill form is the form that increases accounts payable which will increase you know an expense probably unclassified expense expense or something that will be rolling into equity because it's an income statement account that rolls into equity and then visa that's a credit card account that'll be pretty straightforward we'll just enter the balance for visa in the beginning balance the other side will most likely be going to opening balance equity loan payable same thing pretty straightforward we'll enter the beginning balance in there and quick books will post the other side to the equity account most likely opening balance equity after we do this after we enter each of these beginning balances taking into consideration each of their individual needs and any kind of sub ledgers that are necessary as well as customers and vendors and items that are necessary quick books will then record the other side to equity in some way shape or form either posting it to this undeposit or this opening balance equity account which is kind of like a hold-in account quick books telling us hey look we did this in order to put the other side to some equity account or they will record something to uncategorized income or uncategorized expenses most likely for the receivables and the payables when we enter those items with invoices and bills but we will have done those in the prior year which will then roll forward into equity for the current year we will then have an amount in equity opening balance equity which is not a very professional account to keep it in because it's kind of a hold-in account so we'll take a journal entry out of the equity account and put it into these owner's equity so that may sound a little bit complex but if we do this a step we'll do it one one account at a time and we'll see how to get this thing in the quick book system not only in terms of getting the balances correct but also getting the supporting data correct the items of inventory the customer balances the accounts payable and so on


Without any further ado, it is my incredible honor and pleasure to introduce Ola Jumoki Ojalei, or Jumi, as our presenter today. She is an Nigerian registered nurse, midwife, lecturer, trainer, conference speaker and author with 16 years of experience across various clinical and academic settings. She has had training and experiences in educating women and their families, both on virtual and on-site platforms. She also has volunteered at several outreach programs targeted at the complete wellness of the childbearing woman and her family. Jumi has undertaken research which focused largely on women, children and adolescent populations, including orphans and vulnerable children. She has presented the findings at national and international conferences. Her diligence and passion for nursing and midwifery has always distinguished her as a dedicated nurse and midwife. She is the lead facilitator and founder of the Research Resource Hub, a social enterprise and educational research center in Lagos, Nigeria, which is dedicated to research capacity building of students and professionals to help them confidently undertake research as it applies to their professional practice and to navigate the research process with ease. In 2020, Jumi released the research workbook for health science professionals, Your Guide to Completing Your Research Like a Pro, which is now being sought for at various institutions within and outside Nigeria and also is available on Amazon. She is a journal reviewer, member of the prestigious Honor Society for Nursing and an international Marseille Society for Perinatal Mental Health. She currently serves as the global mentee representative for the International Marseille Mentorship Program. Jumi is currently a doctoral student at the University of South Florida College of Nursing with a focus on maternal mental health and maternal and child health genomics. Welcome, Jumi. Yeah, good evening everyone. Depending on where you're joining from, thank you so much for attending this session. Can you hear me, please? Yes, can you? Oh, good. Okay. So thank you so much, Dr. Sindineni, for that kind introduction and it's an honor to share this presentation to be the concept analysis I did recently and I would like to acknowledge Dr. Cecilia Getcher, who also shaped my talk process while undertaking this concept analysis. Okay, I need to take the presenter, right? Okay. Kind of make me the presenter, Dr. Lalit. Yeah, I can't. I just asked the VIDM monitor to do that. Okay. I have it now. Thank you. Yeah. So I'll be speaking on the topic, Perinatal Nurses and Midwives Self-Efficacy in Promotion of Perinatal Mental Health. That's going to be the focus today and basically some disclaimer, yeah, yeah. So some disclaimer, I'll be using the word Perinatal Nurses, Midwives to many people, definitely people who care for pregnant women, postnatal women, Perinatal Mental Health. And as we go along, this is going to be the outline of our discussion this evening, just an overview, an introduction to Perinatal Mental Health, the role of Perinatal Nurses and Midwives in Perinatal Mental Health, why we conducted a concept analysis overview of the literature review analysis of the concept and the implications that we highlighted. All right, I start with this quote from Albert Bandura, which states that in order to succeed, people need a sense of self-efficacy, to struggle together with resilience, to meet the inevitable obstacles and inequities of life. I'll take that again. It said, in order to succeed, people, Perinatal Nurses, Midwives need a sense of self-efficacy, to struggle together with resilience, to meet the inevitable obstacles and inequities in our practice. And that was by Albert Bandura. And just an overview of the concepts, we have self and efficacy. So it's from two different words. The term doesn't appear as one word. And self basically is consciousness of one's own identity, while efficacy is basically talking about capacity, power to produce a desired outcome, a desired effect. And Bandura defines self-efficacy to be an individual's belief in ease or capacity to execute behaviors necessary to produce specific performance attainment. Yeah, so that concept was originally proposed by Bandura in 1985, and it has defined it that way. But let's look at why we are talking about this concept in Perinatal Mental Health, which is a focus for today. So Perinatal Mental Health refers to the mental health of women from conception through the first postnatal years. Some studies have even identified that it goes up onto the second postnatal year, just the mental health, the emotions of women from conception, all through pregnancy to the delivery of the baby two years. And the period is recognized as a uniquely opportunity time for Perinatal Mental Health interventions that ranges from screening, this women assessing the women treatment, referring of women who screen positive, to mental health disorders, referring them to specialist mental health providers. And Perinatal Mental Health issues have been identified as the most common psychological complication of childbirth. Yet many women do not seek for help. Studies from high income country, from low income country, have shown that at least about 7 to 15% of women suffer from antipytonic depression, which is not even talked about most of the time. We hear a lot about postpartum depression. Yeah, at least about 10% of women experience postpartum depression. That's aside every other psychological complications like anxiety disorders, mood disorders, psychosis, and substance abuse and all that. And this is even worse in lower, middle income country where screening is inadequate, referral systems are almost absent. Where they are absent, the pathways are not clear. Perinatal Mental Health issues, Perinatal Mental Health is a family issue. Studies have shown that maternal mental health problems are not only detrimental to the woman's health, but they have been linked to reduced sensitivity and responsiveness in the way the woman cares for her child. Sometimes pre-school age up to even adolescent years and it's resulting to be a very problem even in young children. It not only affects this woman whether pregnant or postnatal, it affects the new dad, it affects the newborn, it affects the caregiver around the woman. Yeah, and basically, early detection and treatment of this perinatal mental health problems will benefit not only the woman herself, but all the other people involved in this, in this, in this cycle. What are the roles of perinatal nurses and midwife in perinatal mental health? Yeah, now that we have seen what this is all about, so we're saying that perinatal nurses and midwife are in the key position to screen women, you know, trying to identify women who, who have any sign or symptoms of this disorder, providing education regarding the disorders to pregnant and postpartum women and their families, so not just the woman alone, but her family or whoever attends the clinic with her or who comes to receive care with her because the woman definitely goes back to a family and stays with the family, you know, to ensure that perinatal nurses and midwives are sure that they prevent, you know, perinatal mental health disorders and where this, of course, appropriate treatment or if how to specialist providers when necessary. And because this is a concept analysis, we just want to quickly, you know, identify some synonyms that, that look like self-efficacy, but not exactly self-efficacy. Of course, there are synonyms like the effectiveness, efficaciousness, productiveness, you know, those are terms that you can replace, but they need to pay attention to the sort of good terms, the sort of, the sort of good terms that I have listed here, self-esteem, self-confidence and self-attitude because they show a relationship to self-efficacy and they are sometimes used to depict self-efficacy, but they have their own defining attributes and they do not exactly mean self-efficacy. It's going to show up in some of the concepts that the analysis were doing tonight, but it's exactly not self-efficacy. We'll see shortly how, you know, the attributes of self-efficacy and why we are bringing that term into this discussion.  Attitude is like a complex mental state involving your beliefs, feelings and values, your disposition to act in certain ways. So all of these are direct, they are related to self-efficacy, but they do not exactly mean self-efficacy. And we'll see that shortly. So what's the purpose of this concept analysis? It's basically to utilize the Walker and Arvind method to further clarify the term self-efficacy, which has been an old concept as it were, but we are using and translating it into the field of perinatal mental health in relation to the role that midwives play in the field. And in literature we was conducted and we searched three major database, looking at studies in English language precisely from 2009 to 2021, looking at the concept of self-efficacy amongst perinatal nurses and midwife and how they use this to promote the perinatal mental health of the women, be careful. He terms like self-efficacy, nurse midwife, nurse and midwife, perinatal mental health illness, depression, midwifery students, students, lay midwives, all of these were used in the search strategy. And here is the Prisma flowchart we came up with. And at the end of the day, we have 23 studies that were utilized for the concept analysis. Yeah, and I just want to, listening to the pre-conference session we had for the virtual international, the virtual internationality of the midwife, as you did, it was so interesting to hear that, you know, models would be rolled out shortly and this includes perinatal mental health, which is so interesting because there is an obvious gap as we will see in some of the studies that were reviewed in this concept analysis. You know, there is obvious gap there and that is responsible for some of the things that we've seen among perinatal nurses, among midwives and, you know, the gap showing up more in the child bearing population that we serve as perinatal nurses and midwives. So the studies have shown that women are actually prone to perinatal mood disorders during this perinatal period. It's, some of these are due to now imbalances, you know, that's the woman on the goes and sometimes it has nothing to do, sometimes it's irrespective of socioeconomic status or number of children the woman has had or the kind of family she's come from or something, you know, this can happen to any woman.  So while perinatal nurses and midwives, while we have a key role in supporting the perinatal mental health of women, studies have shown that only 50% of women who experience this disorder are actually identified. And of course, there are still so much more to be done. Apart from identifying these women, they need to be assessed, they need to be treated, they need to be referred when necessary. And this perinatal period is actually the time that this happens, but women are not identified. Studies also showed that the education of nurses and midwife, their training, their level of confidence that they have, the attitudes that nurses and midwives have towards women who present with perinatal mental illness in the level of professional support, midwives perceived learning needs around perinatal mental health actually determines the support and care that they give to women experiencing perinatal mental illness. We are using the concepts because Bandura has said that self-advocacy makes a difference in how people feel, think, behave, and motivate themselves. And self-efficacy is actually a self-perception of one's ability to perform competently some task in a particular setting. And this self-advocacy is very important for perinatal nurses and midwives in their practice, of perinatal mental health, because it is linked to significant maternal and child health outcomes, results in even child developmental delays, even an affect children up to school age, it affects their outcome in school, it affects adolescents, some of them get exposed against adolescent pregnancy, and so many issues and like the cycle just keeps going on, some of these things having intergenerational impact. And so it's very important that we talk about self-advocacy for perinatal nurses and midwives. Perinatal nurses and midwives talking about their self-advocacy, it can increase or impact their motivation, and that's why it's important, it can motivate them to support women who are suffering from these disorders. And Bandura also mentioned that people with higher self-advocacy approach difficult tasks as challenges, persevere, and do not try to avoid them. And that means that a nurse's self-advocacy or a midwife's self-advocacy is correlated to their professional autonomy and empowerment. And the reason why we're talking about this is because it's an aspect of care, perinatal mental health care is an underserved aspect of maternity care. And in midwives, we believe that there is a whole lot to attend to with this woman, you know, whether in the pregnancy period or the postnatal period, there's a whole lot to attend to, and I mean, we can as well just leave the mental health of the woman, but we're saying that perinatal mental health disorders is the most common psychological complications, but a lot of attention has been drawn to the physical complications that women go through, yes, but the psychological complications have been left unattended to, and a lot of women are suffering this. So in this presentation, the self-advocacy of perinatal nurses and midwives will be defined as a combination of the nurses and midwives in knowledge, their confidence, their attitude, their perception of illness and the infrastructural factors that determine their role in promoting, assessing and managing women with perinatal mental health problems. Now, Bandura, you know, because this is based on the theory of self-advocacy, and so we're using some of the attributes, the concepts that, you know, the theorist himself has proposed, and he had in five, three major attributes, excuse me, of self-advocacy, listed them as cognitive processes, affective processes, and the locals of control. So for the cognitive processes, it basically refers to the knowledge base, you know, the professional training, technical skill and expertise of perinatal nurses and midwife with regards to perinatal mental health promotion, identification of women who have prone to these disorders and caring, actually caring for the women with problems. So this is really talking about the knowledge base and expertise that perinatal nurses and midwife have, or should have, you know, to be able to develop self-efficacy. The affective processes basically, you know, is a strong source of incentive itself, motivation for perinatal nurses and midwife. It has been reported that affective processes, you know, have, you know, dual motivating roles, because the more self-satisfied people are, the more they are motivated to accomplish their goals, like, you know, supporting women who are going through this disorder, being able to identify, you know, resources in the community, being able to screen them, being able to refer them to where they can get help. Yes, and also be able to work with the multidisciplinary team that is involved in the care of these women.  So perinatal, the attitude, the motivation, and, you know, capacity to render care to these women is also being supported by the affective processes that perinatal nurses and midwife, you know, experience. And the last one is the locus of control, which can be internal or external. Basically, it's locus of control refers to, you know, the way an individual views events outcomes in their own life. But for this context, we are looking more about the internal locus of control, because that way, the perinatal nurse and midwife is able to not just be reactive or passive about what can be done, you know, they want to take responsibility for their action. They want to feel confident about, you know, the capacity to reflect change in their practice in their roles of perinatal mental health, especially when they face challenges and barriers, which they would always experience, you know, in their practice, thereby contributing to a strong self-efficacy for them. And if, on the contrary, when perinatal nurses and midwife have more of the external locus of control rather than the internal locus of control, you know, they believe they cannot support women with perinatal mental health care, like you have to wait for some things to happen, like you are being reactive, like reactive and not responsive, not wanting to take responsibility, okay, until this happens, before I'm able to do this, and then I can as well just wait all through for negative consequences to occur. And just like we've learned in the keynote session as well that, you know, as leaders, we just need to abandon these ditching, you know, all the stories and be able to do what we need to do to support the women that we care for. And so also, Abad Bandra identified, identified, sorry, excuse me, was too fast there. So identified antecedents of self-efficacy, talking about inactive mastery, inactive mastery, the vicarious experience, the verbal persuasion and physiological areas of what Abad Bandra was basically talking about here, these are the events that need to happen and need to precede the development of self-efficacy. So it's not automatic. It's very vital to get the theorist's concept that self-efficacy will only develop when there is inactive mastery, there's vicarious experience for the parental and midwife. There's verbal persuasion, physiological arrows, and then I'll just talk about that in a bit. Yeah, identify these as sources of self-efficacy. For the inactive mastery is really the most influential source of self-efficacy because it provides the most authentic evidence of whether one can master his skill, and what it takes to succeed or to reach a goal, like a performance attainment. Yeah, and prior and current mastery of rendering this care, talking about parental mental health care, or services to women is an important antecedent of parental mental health self-efficacy for parental nurses and midwife. Talking about vicarious experiences, it refers to vision experiences of a person seeing other people perform these roles successfully, not failing at their roles. And what this do for parental nurses and midwife is that it helps them to develop self-efficacy because they are able to imitate a role model what they see their peers do, or seeing colleagues do, where they deliver parental mental health care to clients. And modeling of parental mental health care delivered by colleagues provides midwife an additional judgment of their own capabilities and they feel confident because they've seen colleagues, they've seen peers, they've seen seniors colleague do this and they feel, yes, I can do this and I would succeed at this. Verbal possession, really talking about the verbal reinforcement that nurses and midwives receive and this can be to encourage or discourage, you see. So it can actually go both ways. We encourage, it can be qualitative feedback from professional colleagues, highlighting the importance of this. Oh, you're doing this well. Oh yes, you need to do that. Yes, you're correct. And of course that also builds leadership capacity. It also develops resilience in handling very difficult relationships, navigating the system is really where they encounter obstacles. The last is the physiological arousal, which is basically, it modifies the whole thing. It modifies the inactive mastery, the vacations experience, verbal persuasion. And some of the antecedents that we found in literature showed that when parental nurses and midwife have positive self-efficacy, positive antecedents, there is advanced knowledge of parental mental health care, not just the care alone, they also understand the pathways of care. There's confidence to support women experiencing this disorder. There's positive attitude to women who have these issues. There's increased ability for parental mental health. In this perception, they're able to pick the signs and symptoms even without the woman saying so much. Yeah, it has also been identified that there's supportive infrastructural and organizational factors. Where positive antecedents exist, there's continuous and qualitative feedback on their performance. And studies has also shown that some institutional upgrade their curriculum, both the theory and clinical aspect, just to ensure that they develop self-efficacy for parental nurses and midwife. For the negative antecedents that exist and do not help nurses and midwives to develop self-efficacy includes when nurses and midwives have negative views about parental mental health care. Like this is an abnormality of practice and in midwife, I should care for normal women, I should care for normal pregnancy, I shouldn't be doing this. But there's a whole lot in the spectrum of care from screening women, identifying women, assessing women, history-taking and all of that, which is part of practice that we need to do. It also results into negative beliefs about parental mental illness. There is new type of knowledge. Whether it's negative antecedents, there is limited knowledge, limited confidence and skills across a range of parental mental health topics. Midwives show feelings of one preparedness and inexperience in parental mental health care. There's negative influence of colleagues and peers, yes. And there is also negative stereotypes like no. The women experiencing that kind of illness or that kind of disorders are actually not normal.  And of course, for negative antecedents, there's also a toxic and negative workplace culture, which for them go as the morale within the midfield workforce. Consequences of self-efficacy. And what kind of events said that these are things that happen whether the self-efficacy or not. So these depend on whether there's self-efficacy or there is absence of self-efficacy. We look at the consequence briefly. So positive consequences. So studies have shown that midwives are more knowledgeable and confident about parental mental health care. Yes, when they have self-efficacy, they have better attitude towards parental women. There's higher sense of parental mental illness perception. They are able to navigate infrastructural factors more easily than others. There's significant reduction of parental mental disorders because there's knowledge, there is better attitude. So there's reduction of parental mental disorders, which is what we want. And there's further reduction of the consequences on the mother, father, babies, caregivers, grandmothers and everyone around. Whereas, more self-efficacy, there is limited knowledge and ability to identify these disorders. There's poor health-seeking behaviors. So if you may remember, we said that part of the roles that nurses and midwives have in parental mental health include health education. And whether it's in negative self-efficacy, sorry, low self-efficacy, they're not able to teach women to identify these signs and symptoms. They're able to come out to speak when they are experiencing this. This slide is basically talking about some of the skills instruments that have been used in some of the studies that we reviewed, to assess self-efficacy amongst parental nurses and midwives, some of them among those in a midwifery student. All these are tested. They have validated instruments and they have good combat alpha value when these are from 0.7 to 0.9. And some of them have been translated to other languages including Spanish, Vietnamese, African and all of that. So what are the implications of this that we have found? There's implications for practice, implications for education and leadership. And we'll look at that briefly. So practicing is the most important source of self-efficacy because it actually relies on the actual personal experiences. As parental nurses and midwives, we are hands-on professional. We have more confidence. We believe more in what we do with our hands and how we are able to directly affect the life of women and the family that we care for. So when we understand the positive and negative and systems of self-efficacy, so parental nurses and midwives clinical practice can be enhanced when we identify the facilitators for self-efficacy and reduce the barriers so that we are able to render effective care. What is this implication for nursing and midwifery education? This has quite a whole lot for education. And I'm so happy that this has been identified and we're looking forward to when all these models will be rolled out and to bridge the gap in knowledge and practice. Okay, so it has implications for effective clinical training for nursing and midwifery students because it affects their passive self-efficacy, showing that students with low self-efficacy will avoid situations that would likely lead to failure and irrespective of content that has also been taught in classroom, students need a demonstration of the skills that they need to support women with perinatal mental health disorders or to identify women in the perinatal period. And of course that improves proficiency. So since we demonstrate, we turn demonstrate. Also, studies show that the clinical environments that students practice in, their colleagues, the clinical educators' capacity, you can influence the creation of self-efficacy in students. So again, what students see their educators do or they see their instructors do is exactly what they do. So if they feel that they don't demonstrate self-efficacy in caring for women with these disorders, they're like, okay, maybe it's not something I need to do. And studies also have shown that a weak relationship between faculty and hospital lack of staff and training facilities, all professional trainers could adversely influence self-efficacy. And what are the implications for leadership? Like we say everything rises and falls on leadership. It's important that leaders keep qualitative feedback from those receiving training to make them know that they are actually having important, that knowledge they are gaining is very important. And it also helps to address the social and technical skills. It helps to improve the leadership capacity of nurses and midwife. It helps them to develop resilience while handling working relationship amongst perinatal mental health. It's very important to note that perinatal mental health is a multidisciplinary area of practice. You have the social workers, you have the health visitors, you have perinatal nurses, midwife, psychiatrists, psychologists, and so many people in the mix coming together to ensure that women is experiencing good perinatal mental health and not illness as it were. So it's very important that leaders give good feedback to those who are getting exposed to this training of course, right mentoring is important, continual support, exposure to clinical practice with continuous practice will result in significant effect on the self-efficacy of nurses and midwife and also effective leadership and education will help perinatal nurses and midwife develop and sustain. When they develop this sense of confidence, this self-efficacy, it helps them to sustain it because they don't want to develop it and lose it somewhere along the line. In conclusion, this concept analysis is defined, research into the concept of perinatal nurses and midwives self-efficacy with regards to their role in perinatal mental health care by improving the self-efficacy of nurses and midwife.  It plays an important role in supporting women who experience perinatal mental health problems and also supporting their families because it's a family issue. I end with this quote from Albert van der Roa again. It says that people's believe about their abilities have a profound effect on those abilities. So sometimes these abilities can be latent or you know, we just think that, oh, I can't do this or do I think I can do this? What will my colleagues say about what I'm doing or do I think I have capacity to support women or to join in multi-disciplinary support women experiencing perinatal mental health disorders? You know, Albert van der Roa said that what we believe about these capacities that we carry has a profound effect on those abilities themselves. So I think these are my references. And thank you for listening to my presentation. And we'll take questions, comments. You made an amazing presentation. And listening, I just had a, myself had a question and people can go ahead and raise their hand if they have a question or put it in the chat. Really interesting, you know, learning about the self-efficacy attributes and antecedents and how critical that is in terms of outcomes also, right, for patients. I'm interested and you did talk about, you know, educators and faculty, but I'm interested in the environment as well, you know, particularly in settings where the rest of the team that people collaborate with, what did you find in your research about how the physicians and the administration and kind of the external forces of the setting might impact self-efficacy for nurses and midwives? Yeah, thank you very much for that question. So like we mentioned, like I mentioned during the implications for leadership, you know, some of the studies have identified that toxic workplace culture has affected midwives in carrying out some of this role. There are some interventional studies that have been carried out to show that, yes, when midwives are supported with knowledge, when they are supported with practice over a period of time, they are able to deliver excellent care. Yeah, but talking about the relationship that exists, yeah, some of the studies I found qualitative studies actually was also great, yeah, but this is, but in my own opinion, it bothers more on the self-efficacy of nurses and midwives, what they think about their abilities in this, you know, midwives expressly stated that they do not have the confidence to support women, you know, expressing disorders or, you know, sort of work with the multidisciplinary team, because even some of them see it as an abnormality of practice, feels like, oh, it's for the psychiatrist, oh, it's for the health visitors. So yeah, these are some of the things that have crippled the self-efficacy of midwives and of course, that has left midwives not to mend their posts because again, there is a lot to be done. Imagine saying that 50 to 50, only 50% of women experiencing these disorders are actually identified. So it means that there's a gap in screening and there's a whole lot to be done. So midwives needs to take their place. And not doing what we need to do is obviously creating a gap because the psychologist cannot do everything, the psychiatrist cannot do everything, the social worker cannot do everything, the health visitor cannot do everything. We encounter these women, we understand what they go through in their bodies, but we need to be ready, we need to say that we are ready to take that place, we're ready to build knowledge, we're ready to be hands on, we're ready to work in multidisciplinary team. And all this is possible when midwives are equipped to do this. Thank you. And another question kind of on that, how do we do that? So you have some midwives here listening to you and you talked a little bit about we need them to mentor that, we need to demonstrate that in our practice. What do you see, Jimmy, because I know your background a bit and who you are and what you're about. And maybe you could give us a little guidance on how you see that in everyday practice as we mentor new midwives and our colleagues. Thank you again for that question. So yeah, for education, so I can also say throughout my practice and throughout my student days as a nurse training, as a nurse training, as a midwife, I never, I didn't know that as midwives we needed to, of course I read it in the textbook, but never knew that there's something I needed to do, there's something called screening, that I can do as a midwife for women, not just women who are experiencing illness, just routine screening, just the way we screen for gestational diabetes, hypertension and all of that. I didn't know as a student, and that's the gap we're talking about. That's the gap. Of course, I train in a low middle income country and primary mental health is something that's not really talked about. In fact, there are stereotypes for anything in mental health issues in Africa, for instance. So it's, I didn't have it in my student days. As a faculty member, taking students back to the clinical practice, you see that the midwives that they learn from do not know how to do this. So we're saying that talking about curriculum upgrade, there needs to be that, because that was obviously absence. That was, there was a gap in that in the talking about curriculum. So there was a gap there. So we need to work on a curriculum upgrade and that's why I said I was excited to hear that Dr. Piotre is working on some models to build them, to bridge the knowledge gap. So that's for the theory aspect, both for the clinical aspect, clinical training of student life as a midwife. This also needs to be developed. Exposing students deliberately to this practice, telling them about screening, mentoring them about screening, working with midwives who have also built capacity. So if the midwife doesn't have capacity, they cannot show the students anything better. That's what I think about it. Fantastic. And a question from Halima who wrote, are there any plans on how to prevent your professional experience from not influencing your data? Oh, well, we actually have not particularly talked of that, but yeah, that's very important to look at. Yes. Yes. I've actually not talked about it, but thank you for bringing it up, Halima. Excellent. So thank you so much, Jimmy, for your amazing presentation. I really appreciate the work that you're doing and the work you continue to do as a doctoral student, and we look forward to many more years of learning from you and your experience. Thank you so much. So as we close, we'll go ahead and stop the recording, and I'll ask my VIVM facilitator to do that.