Boca Raton Regional Hospital Recognized As A Top Nurse Employer In Florida

 

Nurses working at Boca Raton Regional Hospital seem to be pretty happy—and for good reason.

Nurse.org, the web’s leading career site for nurses, recently recognized Boca Raton Regional Hospital as one of the best hospitals to work for in Florida.

The website has collected more than 3,000 reviews from Florida nurses over the past two years, asking about their workplace satisfaction. Reviews revealed that nurses working at Boca Raton Regional have one of the highest levels of satisfaction in the state.

A culture of teamwork, focus on patient satisfaction and friendly open-door policies were cited as the basis for the 4.3-star rating the hospital received from reviewers. From the nurses surveyed, 92% of them recommend the hospital as an employer.

To read the full rankings of the Best Hospitals for Nurses in Florida, visit nurse.org/articles/best-hospitals-florida/.

Boca West Community Charitable Foundation Provided Funding for Summer Camp Programs for 1,250 Low Income Kids

Boca West Community Charitable Foundation, which provides grants and volunteers to 25 community non-profit programs that serve local children, has provided funds, instructors, and volunteers for a variety of 2017 summer programs.

The summer programs include a five-week tennis camp held at Boca West Country Club, a two-week golf program, also held at the Club, called Hook A Kid On Golf,

FAU TOPS (Teaching Outstanding Performers), Summer Strings at Lynn University, Camp Wewa, Camp KAVOD, which serves disabled kids and Ball Stars Youth Camp, a basketball camp run by former NBA players.

“Boca West Foundation’s camps and after school programs are fighting each day for the future of their kids against the onslaught of gangs in Palm Beach County,” Sheriff Rick Bradshaw said.

More than 200 children from the Wayne Barton Study Center, Boys & Girls Club, Caridad Center and Florence Fuller Child Development Centers (East and West campuses) attended tennis camp at Boca West Country Club’s tennis center this summer. Each child received new tennis shoes, an outfit and enjoyed lunch each day.

Hook A Kid On Golf, America’s most comprehensive national youth golf program, introduced 25 kids from the Wayne Barton Study Center and 25 kids from the Boys & Girls Club to golf.  Kids from both organizations attended a weeklong golf camp at Boca West Country Club during July.  Children received golf instruction from Boca West Country Club’s golf pros, a t-shirt and a hat. Lunch was provided by the club each day.

“The sneakers, socks, shirts, hats and medals will be fondly remembered by the kids (and especially the delicious food) but it was the patience, caring and kindness on the part of the Boca West Country Club staff that will make a difference in many of the children’s lives,” Arthur Adler, chairman of the Boca West Charitable Foundation, said.

Boca West Community Charitable Foundation also sponsored two music camp programs for children at risk. Because of this funding, the FAU Elementary Band was able to host 180 students from Lake Worth, Delray Beach and Canal Point and the Nat King Cole Generation Hope Summer Strings Program was able to send 200 students to spend a week with students of the Lynn University Philharmonia.

Boca West’s contribution to Camp WeWa meant that 160 Kids from the Boys & Girls Club and SOS Children Villages were able to attend sleep away camp at Camp WeWa in Apopka, Florida. Each participant received swim goggles, a sleeping bag and duffle bag. The Foundation also covered the cost of transportation for the Boys & Girls Club.

The Vital Role Of Positive Feedback As A Leadership Strength

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The Manager’s Perspective

I am about to show you that most managers have some mistaken beliefs about the best kind of feedback to give their subordinates. In a survey of 7,631 managers, my colleague Joe Folkman and I asked whether they believed that giving negative feedback was stressful or difficult and 44% agreed. When talking with managers about giving feedback we often hear comments such as, “I did not sleep the night before,” “I just wanted to get it over quickly,” “My hands were sweating and I was nervous,” and “They don’t pay me enough to do this job.” This result was not surprising to us. But it is not only negative feedback that gives managers pause. A surprisingly large number of managers resist giving their direct reports any kind of positive or negative feedback at all.

Feedback Preferences: 

We created a self-assessment that measured the following:

  • Whether managers avoided or gave any kind of feedback to their colleagues, and
  • Their preference for giving positive or negative feedback.

The assessment used 20 paired comparison items to measure managers’ comfort or aversion to giving positive or negative feedback.

The table below shows the results of this assessment on 7,808 people. Keep in mind that positive feedback refers to reinforcing comments, kudos, compliments and general praise. Negative feedback is defined as redirecting and corrective suggestions that correct mistakes or suggest new actions the subordinate should undertake.

Avoids Neutral Gives
Positive Feedback 37% 20% 44%
Negative Feedback 21% 16% 63%

Given the anxiety nearly half of leaders have about giving negative feedback, it surprised us to find that an even higher percentage of people avoided giving positive feedback (37%) than negative feedback (21%). We can only conclude that many managers feel that it’s their job to tell their direct reports bad news and correct them when they make a mistake, but that taking the time to provide positive feedback is optional.

Self-Ratings and Effectiveness in Giving Feedback

We also asked each participant to rate themselves on their effectiveness at giving others honest feedback. The chart below shows the percentage that agreed with the statement “I would rate myself as highly effective at providing others with honest, straightforward feedback.” We created the bars by using the two scales, “gives positive and gives negative feedback,” and indicating the “tendency to avoid or give such feedback.” It’s clear from the percentages that those who indicated a preference for giving negative feedback felt they were effective at giving others honest, straightforward feedback. Self-ratings appear to be largely driven by the leader’s comfort giving negative feedback. Unfortunately, this is an erroneous conclusion. Giving only negative feedback diminishes a leader’s effectiveness in the eyes of others and does not have the effect they believe it has.

The Recipients Point of View 

How would those who work for and with these people experience their practice of giving positive or negative feedback? We compared 328 managers’ 360 degree feedback assessments with results from their self-assessment instrument that measured their preference for giving positive or negative feedback. In the 360 assessment, an average of 13 respondents were asked to evaluate their leader’s behavior “Gives honest feedback in a helpful way.”

This analysis provided us with some surprising and counter-intuitive data. The recipients gave high scores to leaders who freely gave positive reinforcement. Giving or not giving corrective feedback did not make a big difference unless the leader avoided giving positive feedback.

Similarly, the direct reports’ reactions to the managers who gave positive reinforcement was not highly affected by whether or not the leader accompanied the positive reinforcement with negative or corrective feedback. The key was the manager’s desire to give positive feedback. (Note that this is entirely contrary to what the leader believes.)

 

Feedback

 

In the graph above the numbers in parenthesis represent the number of managers in each cell. Given the fact that we were sub-dividing the group, these numbers would ideally be larger. The results are statistically significant and we are comfortable with our conclusions.

Effectiveness in Developing Subordinates 

After examining these results, we looked at the broader competency of “Developing Others.” In these results, we found the same trend (see the graph below). We then looked at a rating of overall leadership effectiveness. Again, we found a very similar trend.

Feedback

Effectiveness in developing others hinges squarely on the leader’s comfort and willingness to provide positive feedback to the subordinates. Giving corrective or negative feedback (or not) makes little difference if there is a clear presence of positive feedback from the leader.

Implications

Leaders obviously carry some incorrect beliefs about the value and benefits of different forms of feedback. They vastly underestimate the power and necessity of positive reinforcement. Conversely, they greatly overestimate the value and benefit of negative or corrective feedback. In all, they misjudge the impact negative feedback has on how they are perceived by their direct reports.

Source : Forbes

New Electric Vehicle Charging Stations are in Boca Raton

Boca Raton residents and visitors with electric vehicles will now have more options to charge their car, as the city has installed three new charging stations.

Two of the three new stations are outside City Hall on West Palmetto Park Road. The other location is at the Spanish River Library. These new stations will be in addition to the one that was installed at the Downtown Library in October 2015.

Each station can charge two cars at once, so up to eight vehicles can be topped off for free at the same time in the city.

“The charging station at the Downtown Library has been a success.” Boca Raton Municipal Services Director Dan Grippo said. “The hope is that the stations are an added benefit and that they support and encourage drivers of electric vehicles.”

The addition of more electric vehicle charging stations continue Boca Raton’s attempts to improve the environment. When the first station was installed, the Downtown Library was recognized with a LEED Silver Certification Plaque, which is awarded for buildings which promote clean energy and health while saving money.

In May, the Boca Raton City Council also adopted a climate change pledge through a unanimous vote. The pledge is a step forward in integrating the Regional Climate Action Plan, which includes 110 recommendations to make Southeast Florida a better place.

Boca Raton Mayor Susan Haynie hopes that the new stations will set an example for other places around the city.

“We hope that more commercial businesses will follow our lead and start installing stations as well,” she said. “Transportation models are changing and electric vehicles are a big part of that
change; we all need to do our part.”

City Council Member Robert Weinroth, who owns his own electric vehicle, agrees with Mayor Haynie’s sentiment. When Boca Raton only had the single charger installed, he would often see that two vehicles were already using it, leaving him unable to. The new chargers will help those kinds of situations, but he hopes that the expanding will not stop there.

“We need to have these all around, not just at the municipal offices,” he said. “I think that conversations with the developers as they’re doing new communities, especially those that are coming in under planned mobility, we have made it clear that we expect that they’re going to be putting in the electric vehicle charge stations.”

CHRIS SALAMONE

Volleyball: Boca Raton hires Brett Sikora as head coach

Brett Sikora (photo courtesy of Boca Raton High School)

Boca Raton’s state championship-winning girls volleyball team will have a new head coach this fall.

Longtime volleyball coach Brett Sikora will take over for previous coach Amanda Angermeier, the school announced Thursday.

Angermeier compiled a 205-53 record, two state titles and seven district championships in nine seasons with the Bobcats.

She is leaving to pursue other coaching and teaching opportunities.

“I would just like to thank Dr. (Geoff) McKee for giving me the opportunity to coach and teach at Boca High,” Angermeier said. “I wish Coach Sikora and the girls the best of luck this season.”

Sikora has spent the past two seasons as an assistant volleyball coach at Jupiter High School, and also coaches with the Tribe Volleyball Club.

He has both collegiate and club coaching experience, but Boca Raton will be his first head coaching job at the high school level.

“I just want to say thank you to Dr. King and Mr. Neinas for giving me the opportunity to take on such a great program,” Sikora said of the school’s principal and athletic director.

He inherits a talented Bobcats team that won the Class 9A state championship last season, and is set to play a challenging schedule in 2017.

Boca Raton opens the season at the Nike Tournament of Champions in Phoenix, Ariz., and also will compete at the Venice and Swing for the Cure tournaments in addition to playing a challenging district schedule.

“He will be stepping into the hardest schedule Boca has ever seen,” Angermeier said.

Boca Raton-based Hollander Sleep expands with acquisition of Seattle bedding company

Chances are if you bought a pillow recently it was made by Boca Raton-based Hollander Sleep Products — or perhaps the company it just acquired.

Hollander is a top company in the bedding products market, excluding mattresses. It makes bedding items for well-known brands including Ralph Lauren, Simmons, BeautyRest, Nautica and Waverly. The company manufactures pillows, comforters, mattress pads and other “white” bedding.

In June, Hollander announced the acquisition of Seattle-based Pacific Coast Feather Co., which makes down and down-alternative bedding products. The company makes products for top brands including Pacific Coast, Calvin Klein Home, Jockey, Spring Air and Tahari Home.

“The merger makes Hollander the single-largest supplier in the U.S. in the home textiles industry,” said Jennifer Marks, editor-in-chief of industry publication, Home & Textiles Today. She said Hollander already was the single-largest supplier in the nation of filled utility bedding.

Together, Hollander and Pacific Coast Feather Co. generated $669 million in 2016 sales, Marks said.

Terms of the acquisition were undisclosed by the private companies.

But Hollander’s CEO Mark Eichhorn said Pacific Coast Feather “is a very big investment for us. It is a great complement to our business. We are primarily a synthetic, fiber-filled supplier. Pacific Coast Feather is primarily a natural, down fill. The combination of those two makes a lot of sense,” he said.

Eichhorn said the acquisition will result in a stronger company, complete with manufacturing efficiencies. One reason he wanted to acquire Pacific — a two-year effort — was the company had manufacturing plants with extra capacity. The acquisition will add five more plants.

Eichhorn, who was named CEO in 2015, said he expects to make more acquisitions in related product lines, as well as growing Hollander’s e-commerce business.

“I can foresee this business being a billion-dollar business in the next five years,” he said in an interview last week.

“One of the strengths of this company has always been the quality of the product,” Eichhorn said. “Hollander has been and continues to be recognized in product quality and innovation…We’ve had that position and we’ve held that position. What was holding us back was an inability to execute operationally to service the business.”

Eichhorn, along with Hollander’s senior management, is a part-owner of the company, with major investor Sentinel Capital Partners, a New York equity firm with more than $2.6 billion under management, according to its website.

Thomas A. Ferguson, retired chief operating officer of Newell Rubbermaid, now Newell Brands, said Eichhorn is unusual in that he’s proficient in all aspects of a business: finance, manufacturing processes and mergers and acquisitions.

Eichhorn’s “well-rounded” background led to success at The Anchor Hocking Co., where he was CEO, Ferguson said. Before that, he was an executive for Newell Rubbermaid.

“Mark was always very diligent in the way he looked at a company,” Ferguson said. “He has the tendency of studying and moving ahead, but not until he understands what he’s doing. It’s a very good basis for decision-making.”

Sales had been static at Hollander, but they’re growing in the “mid-single digits,” Eichhorn said, attributing that to the focus on customer service. That’s something he learned from his time at Newell Rubbermaid, where every business meeting began with a focus on service.

“I love factories. I love the people who work in factories. I love the fact that we’re all customers of what we do. I find that both interesting, helpful, and fun,” said Eichhorn, 62. But he conceded he had never gone shopping for a bed pillow before taking the Hollander job.

To prioritize service, the CEO led by example, visiting factories more frequently, and telling employees what better customer service would do for the business.

“Once we saw service improve, new sales opportunities became more readily available to us. Customers just trusted us more. We earned their trust,” Eichhorn said.

Hollander’s on-time shipping and completion of orders, which has risen 96 percent — up 10 percentage points — over the past two years.

“That’s really what it’s all about — keeping the retailer consistently in stock,” he said.

Helen Lee, vice president of merchandising for American Hotel Register, one of Hollander’s biggest customers, said Hollander has been a “strong partner” for many years. She said the company stands out for its “technology and innovation.” The supplier is particularly helpful when its clients — hotel chains including Marriott and Hilton — want to test a new product, such as an upgraded pillow made of a certain fabric.

“They’ve always been very responsive,” she said.

Hollander had its start in 1953 as Hollander Home Fashions in Newark, N.J. It became Hollander Sleep Products when it acquired Louisville Bedding Co. in 2013, and moved the headquarters to Boca Raton.

Today, Hollander employs 117 at headquarters and more than 1,450 in total.

Busy times for the company include the “Back-to-College” season in August and September, when parents buy bedding for their college-aged children. Other seasonal events are the Christmas holidays, where people tend to spruce up their homes for company, and January, which is deemed “white sale” month by retailers.

While Eichhorn has navigated through tough times with other companies, Hollander is a different situation, he said. His work has been to position it for greater growth.

He looks back to his time at Anchor Hocking and recalls how the company sustained sales increases — even during the recession years of 2008 and 2009. Acquisitions were part of the recipe.

“We hope to replicate that here at Hollander,” Eichhorn said.

Source : sun-sentinel

2 Killed in Power Plant Explosion Near Tampa, Florida

Two people were killed and four others were critically injured on Thursday afternoon in a reported explosion at a large coal power plant near Tampa, Fla., the authorities said.

Emergency workers responded around 4:20 p.m. to the Big Bend Power Station in Apollo Beach and found six people with severe burns at Unit 2, one of its four coal-fired units. Two people were declared dead at the scene, and the four others were taken to Tampa General Hospital with life-threatening injuries, the authorities said.

The workers, who included one plant employee and five contractors, suffered burns and other injuries, said Corey Dierdorff, a spokesman for Hillsborough County Fire Rescue. “They would be categorized as very severe,” Mr. Dierdorff said at a news conference.

A spokeswoman at Tampa General Hospital said Thursday night that it would not immediately release the conditions of the four patients. Two people were taken there by air ambulance and the other two by ground.

Cherie Jacobs, a spokeswoman at Tampa Electric, which operates the Big Bend Power Plant, on Thursday. She said the accident occurred during “routine maintenance.” Credit Luis Santana/Tampa Bay Times

Officials with the Big Bend plant, which is operated by Tampa Electric, said the episode occurred while workers were conducting “routine maintenance” on a slag tank at the bottom of Unit 2’s boiler. The tank collects coal slag, a glass-like waste product formed after the remains of burned coal are mixed with cold water. It is sold and reused as an abrasive in products like sandpaper.

The two workers who died at the plant were covered in slag, which can reach temperatures far above 1,000 degrees, the authorities said.

“We are looking into what happened,” Cherie Jacobs, a Tampa Electric spokeswoman, said in an interview. “There are few details.”

Mr. Dierdorff said about 7 p.m. that the situation was under control and that all other workers had been accounted for. Unit 2 was shut down after the accident.

The Big Bend Power Station in Apollo Beach, Fla., just south of Tampa, in 2010. Credit Chris O’Meara/Associated Press

The Occupational Safety and Health Administration, the federal agency that investigates workplace accidents, did not immediately respond to an email requesting comment on Thursday night.

The agency levied a $25,200 fine in 1999 against Tampa Electric, which is a division of TECO Energy, for serious safety violations at the Gannon Power Station, another plant in Hillsborough County that now operates under a new name. The safety violations led to an explosion that killed three people and injured dozens more. In 2000, the company paid a $7,000 fine by O.S.H.A. in connection to an electrocution and $3,375 for violations related to the housekeeping of coal at Big Bend Power Station.

The Big Bend Power Station sits on about 1,500 acres off a road by the same name on a swath of waterfront land in Hillsborough County, about 15 miles southeast of downtown Tampa. It is among the largest plants in Florida, producing more than 1,700 megawatts of electricity.

The first of its four coal-fired units began service in 1970, according to the company. The second unit, where the accident occurred, went online in 1973. A natural gas and “fuel oil-fired peaking unit” was added eight years ago.

The plant also features a “Manatee Viewing Center” that The Tampa Bay Times said is a popular stop among tourists who can see the station’s towering stacks from almost anywhere in the city.