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This profile was last updated on 8/6/14  and contains information from public web pages and contributions from the ZoomInfo community.

Ms. Barbara J. Simmons

Wrong Barbara J. Simmons?

Chief Executive Officer

Plantation General Hospital
401 NW 42 Avenue
Plantation, Florida 33317
United States

Company Description: PGH strives continually to provide excellent quality care in a safe environment. Our organization is involved in the following state and national healthcare quality...   more
Background

Employment History

Board Memberships and Affiliations

38 Total References
Web References
Board of Trustees - Plantation General Hospital
plantationgeneral.com, 6 Aug 2014 [cached]
Barbara J. Simmons, R.N. - CEO & Secretary of the Board
"This exciting new technology together ...
hcaeastflorida.com [cached]
"This exciting new technology together with our highly trained medical staff offers better surgical outcomes for our patients," said Barbara J. Simmons, R.N., Chief Executive Officer for Mercy Hospital. "Not only is this procedure less invasive, the recovery period is significantly reduced. Ms. Simmons added, "Single site robotic-assisted surgery now gives women a surgical option that leaves virtually no scar."
Board of Trustees
plantation.ehc.com, 11 Dec 2012 [cached]
Barbara J. Simmons, R.N. - Secretary of the Board - CEO Plantation General Hospital
Central Charter School
www.centralcharterschool.com, 9 Feb 2012 [cached]
Barbara Simmons, CEO, Plantation General Hospital
cultural change current affairs news articles | Cultural Change by Dr David Potter
www.culturalchange.co.uk, 14 Oct 2008 [cached]
Barbara Simmons, CEO of Plantation General Hospital in Florida, is trying to make her hospital more customer-friendly and a better place for workers. Culture change Barbara Simmons, CEO of Plantation General Hospital in Florida, is trying to make her hospital more customer-friendly and a better place for workers.
...
Barbara Simmons is knee-deep in this journey. Two years ago, Simmons, chief executive officer of Plantation General Hospital, decided it was time for change. After four years at the top, she wanted the hospital to give even better customer service to patients and their families and to the physicians that partner with the hospital. She wanted the hospital to be viewed as a place of healing, where departments work together and employees offer solutions.
"I knew it had to start and end with me," Simmons said. Over the years, the 265-bed hospital just west of Fort Lauderdale, Fla., had tried all kinds of "flavour of the month" motivation programs that never really took hold.
To make it stick, she decided, she wouldn't limit the initiatives to managers; she would get companywide buy-in and show that she personally was committed.
"The bottom line for us is that our community is changing. A large percentage of our patients are uninsured and rely on us to take care of them."
Simmons called together her top leaders to create a new mission statement and core values. In March, those leaders began training 800 hospital employees on what behaviour they were expected to demonstrate. Evaluations were created around those stepped-up performance requirements.
Simmons put herself out there as a catalyst for change, huddling with nursing managers every morning to hear their feedback from patients' families. She encourages managers to bring nurses who give extraordinary service into the huddle for recognition.
Of course, hospital-wide, selling mangers on change hasn't been easy. Simmons has pushed up against the "been there, done that" attitude of complacent middle managers.
"We had done a good job of director and staff training, but we realized we had not done a good job with middle management, who are the unspoken leaders."
She discovered that each manager had different standards on issues such as tardiness or dress code. Simmons now is launching a new middle-manager training program to ensure consistency and accountability.
Simmons recognizes it takes three to five years for organizational cultural changes to take hold. But she finds early results promising: Employee satisfaction is up, turnover has dropped, and surveys suggest the community has taken notice of improved patient service and happy employees.
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