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Annotation: Budgeting is key to any health care organization to ensure financial stability and operational effectiveness. This video reviews the basics of budgeting practices and equips learners with the knowledge to successfully budget. Video topics include basic budgeting rules, types of budgets, strategies for developing budgets, and public health funding source.

Learning Objectives: • Define budgeting. • Discuss budgeting attributes of organizations. • Review the difference between a strategic and operational plan. • Review the four basic budget rules. • Review the benefits of effective budgeting. • Discuss the five types of budgets. • Discuss the four strategies for organization-wide budgeting. • Review the basic funding sources for public health.

Annotation: Practitioners in the field of public health find themselves in serious competition for funding. How do we make sure that the activities we advance to protect, maintain and promote the health of the public are a priority for funders. One of the ways we can improve our chances is to make a strong business case for our work. This brief overview will give you a simple outline to assist you in building a business plan for public health activities.

Learning Objectives: • Define public health finance. • Identify three major domains of public health finance competencies (knowledge, skills, and abilities needed in practice). • Describe the financial cycle within organizations. • Explain the reasons for a business plan. • List the major sections of a business plan template.

Special Instructions: To access this course, you first need to create an account

Continuing Education: 0.1 CEU/CE; 1 CPHCE

Annotation: In today’s quickly changing, dynamic, and sometimes volatile health care environment, negotiation skills are more important than ever before. In this course, participants learn how to negotiate better agreements and resolve conflicts more effectively, while developing better inter-professional relationships in the process. Other specific topics include: selecting the best negotiation style, how to use time techniques effectively, ways to uncover the other party’s hidden agenda, how to neutralize emotionalism, the secret to protecting oneself against poor agreements, how framing and anchoring strategies can help get better outcomes, and when and how to make creative solutions, compromises and concessions. A proven six-step negotiation process is central to this course.

Learning Objectives: • Identify the differences between hard, soft, and principled negotiation styles. • Apply strategies to neutralize emotionalism in themselves as well as the other party. • Define and apply the BATNA concept as a protection against poor agreements. • Apply framing strategies in ways that contribute to distributive or integrative outcomes. • Identify the three components of establishing a bargaining range. • Use the six-step negotiation process to reach better agreements and resolve conflicts more effectively, while improving inter-professional relationships. • Identify several mistakes that people commonly make when negotiating at an uneven table. • Know how to utilize power effectively during a negotiation when holding greater or lesser power than the other party. • Identify ways to use power strategies to create a more symmetrical power relationship at the negotiating table and thus achieve better outcomes.

Special Instructions: Registration is required.

Continuing Education: 4.00 Participation/CE. Tulane Professional and Continuing Education (PaCE) awards 4.00 hour(s) of credit for completing Negotiating Skills for Changing Times

Annotation: This 45-minute module will help you understand the basics of business planning and determine if writing a business plan is appropriate for your public health program.

Learning Objectives: • Describe the parts of a business plan. • Explain how business planning can be helpful for a public health agency or non-profit organization. • Describe the function of business planning. Identify when it is appropriate to do a business plan.

Special Instructions: To access this course, you first need to create an account.

Continuing Education: 1 CNE Contact Hour

Annotation: Collaboration is essential to public health professionals in order to carry out their daily job duties successfully and enhance the health outcomes of the population which they serve. This course covers why collaboration is important, how to build a collaborative culture, and barriers to effective collaboration. This course provides two interactive case studies which offer the audience an opportunity to increase their awareness of collaboration and gain some hands-on experience in dealing with real world collaboration challenges.

Learning Objectives: • Assist in understanding your personal orientation toward collaboration. • Examine common themes among different definitions of collaboration. • Illustrate why collaboration is important. • Identify the steps involved in successful collaboration. • List the elements of a collaborating culture. • Provide a series of factors against which your organization can be evaluated relative to the ease of collaboration. • Identify four familiar impediments to effective collaboration. • Demonstrate why getting the “right” people on the team is important, even critical, to effective collaboration. • Provide a series of guidelines for forming a collaborative team. • Offer some practical advice for building and maintaining collaborative teams.

Special Instructions: Registration is required.

Continuing Education: 2.00 Participation/CE. Tulane Professional and Continuing Education (PaCE) awards 2.00 hour(s) of credit for completing Building and Maintaining a Collaborative Culture

Annotation: This course has two modules, the first discussing the difference between aggressive and assertive behavior and various behavior styles. The instructor also concentrates on the concept of “style-flexing” and planning for conversation with employees. Module two focuses on arguing, the basics of principled negotiation, managing emotions, and listening with judgment. The course also includes a video vignette case study with corresponding PDF questions, as well as a PDF case study with answers. A multiple choice exam is available to test comprehension of the material.

Learning Objectives: • Identify the 6 keys to managing conflict in the workplace. • List some root causes of workplace conflicts. • Identify the fundamentals of principled negotiations. • Describe the four steps for managing workplace conflict. • List the steps to take when planning for a conversation about conflict. • State the difference between assertive and aggressive behavior. • Explain the value of the “long term relationship” in managing workplace conflict. • Describe how the four style preferences react to conflict. • Explain the techniques of good listening skills for managing workplace conflict.

Special Instructions: Registration is required.

Continuing Education: 3.00 Participation/CE. Tulane Professional and Continuing Education (PaCE) awards 3.00 hour(s) of credit for completing Managing Conflict in the Workplace

Annotation: This learning opportunity is divided into four video modules, and includes PowerPoint handouts as well as a quiz to complete. In the first module, the presenter defines management and the tasks, skills and roles of managers. Module 2 describes the “Mystical Reality of Leadership”: focusing on the four managerial cultures and the evolving views on leadership overtime. Dr. Duncan continues this lecture in Module 3, focusing on different aspects of authority and the leadership triad: knowledge, power and trust. Module 4 concludes with various theories of motivation.

Learning Objectives: Module I - What Management is and What Managers Do: • Define what is meant by the term “management”. • Discuss what is meant by the process or functional approach to management. • Discuss what is meant by the “universality of management functions”. • Discuss what is meant by the “transferability of management skills”. • Describe how the skills required of managers changes as one moves up the organizational hierarchy. • Discuss an approach to management that is based on the roles managers perform. • Describe four “myths” of management. Module II - The Mystical Reality of Leadership: • Provide a definition of leadership. • Discuss the trait and situational views of leadership. • Describe why leadership is so critical to effective change management. • Discuss the differences between leadership and management. • Illustrate the essential aspects of the language of leadership. Module III - The Mystical Reality of Leadership II: • Describe the trust cycle in leadership. • Define authority, power, accountability, and responsibility. • Explain why it is important for authority, power, accountability, and responsibility to be equal. • Describe the formal theory of authority. • Describe the acceptance theory of authority. Module IV - Theories of Motivation: • Compare the needs theories of Maslow, Alderfer, and McClelland. • Discuss the Two-Factor theory of motivation and explain why it involves job enrichment. • Differentiate between horizontal and vertical loading in job enrichment. • Describe why equity is important in considering human motivation. • Discuss Operant Conditioning as a theory of motivation. • Compare and contrast continuous and partial reinforcement schedules.

Special Instructions: Registration is required.

Continuing Education: 7.00 Participation/CE. Tulane Professional and Continuing Education (PaCE) awards 7.00 hour(s) of credit for completing Managing and Motivating Effective Public Health Performance

Annotation: This course presents essential strategies to improve effectiveness when dealing with interpersonal and group conflicts that you may experience with co-workers, bosses, and employees in the workplace. You will learn how to develop a conflict manager's mindset, how to depersonalize conflict, how to deal with people's emotions, and how to use a proven 4-step process for resolving most types of disputes. Next, because organizations can't function to their maximum potential if people view their work units, areas, departments, divisions, or programs as autonomous "silos," we will address ways to avoid and deal with territorialism and turf battles. Whatever your role and responsibilities, you'll find that applying these anti-turf strategies will help you build solid, collaborative relationships with the groups and individuals that you should be dealing with on a more regular basis.

Learning Objectives: • Identify the benefits of adopting a “conflict manager’s mindset”. • Identify the five predominant styles of conflict management and the situations when each is most appropriate . • Apply strategies to neutralize your own emotions as well as those of others. • Utilize the four-step conflict resolution process to achieve better outcomes to most simple conflicts. • Deal more effectively with complex or difficult conflicts through the use of seven “turnaround strategies" • Understand the effects of turf battles on the functioning of state health departments. • Apply structural and interpersonal strategies to identify and resolve turf problems within the department. • Describe the three types of integrated effort that are more likely to be achieved when turf issues have been resolved.

Special Instructions: Registration is required.

Continuing Education: 3.00 Participation/CE. Tulane Professional and Continuing Education (PaCE) awards 3.00 hour(s) of credit for completing How to Manage Conflict so it Doesn't Manage You

Annotation: This course is part of a the New Public Health Administrators Series, a 14 hour-long online program targeted toward new public health administrators and nursing administrators. This course may be taken by itself, or as part of the New Public Health Admin (NPHA) Curriculum.

Learning Objectives: • List three reasons why it is important to put agreements in writing. • Describe the major elements of a contract. • Describe the major guidelines for writing an effective contract. • Describe at least two examples of actual contracts used by local public health.

Special Instructions: To access this course, you first need to create an account

Annotation: This video course has nine modules, each related to conflict management. In module 1 and 2, the instructors provide an introduction to what conflict is, and Module 3-8 provide the steps to conflict management: adopt a learning stance; start from the neutral story and extend an invitation; explore their and your story; problem solving; and lastly, reinforce behavior change. Furthermore, module 9 uses conflict management role playing as a learning tool. Corresponding module handout scenarios are available as well as a course PowerPoint. A quiz is also available to assess comprehension.

Learning Objectives: • Define conflict and resolution • Know how to structure a conflict management process • Be able to feel more confident about approaching conflicts

Special Instructions: Registration is required.

Continuing Education: 3.00 Participation/CE. Tulane Professional and Continuing Education (PaCE) awards 3.00 hour(s) of credit for completing Conflict Management