What We Heard from Our February 26 Town Halls

My kids are pretty good at calling me out.

If I’m checking my phone when I should be more present, they’ll say so. Usually pretty directly. And, honestly, they’re often right.

In those moments, I have a choice. I can get defensive, or I can listen.

I try to listen.

That’s how I’ve been thinking about the feedback from our February 26 town halls. We held two virtual sessions (one at noon and one at 8 p.m.) to try to make it as easy as possible for people across different roles, shifts, and sites to join us.

Overall, the feedback was positive, and I’m grateful for that. I’m sharing the survey results and comments people left here so that you’re seeing what I see. The noon session drew nearly 500 viewers and more than 130 people watched the recording on the Infoweb afterward. This tells me people want to stay connected to what’s happening across GBMC HealthCare. We covered a lot of ground: strategy, HR and benefits, Gilchrist’s new mobile hospice program, the growth of Health Partners, hospital updates, and more.

We also learned a few things.

The noon session clearly worked well. The night session didn’t land the same way. We didn’t have many real-time viewers. And, in one of those only-in-real-life moments, the fire alarm went off in the middle of the livestream. Everyone was safe, and viewers couldn’t hear it, but it definitely added a little chaos. What are the odds?

We also had a glitch with the Q&A feature for both sessions, and we heard from some people afterward who were disappointed they couldn’t ask questions during the event or didn’t feel their pre-submitted questions were fully answered. That matters to me. We grouped pre-submitted questions into themes so we could cover as much as possible, but in doing that, we may not have gotten as specific as some people wanted.

That’s helpful feedback.

One topic that came through especially clearly, both during and after the town hall, was parking. People want parking to feel fair, convenient, and workable for staff. I hear that, and we are addressing it.

That’s really the point of all of this. Town halls are not just about sharing updates. Of course transparency matters, and we want staff to know what’s happening across GBMC HealthCare. But just as important, they need to be a way for people to ask questions, share concerns, and help us improve.

If we want these to be useful, we have to keep adjusting based on what we hear.

So that’s what we’re going to do.

We’ll keep what’s working. The noon session clearly worked well. We’ll make some changes where we need to, including rethinking the timing of the second session, improving the live Q&A experience, and doing a better job of following up when we can’t answer a question fully in the moment.

Based on attendance, we may move away from a night session and try an early morning or late afternoon option instead. But rather than guess, I’d rather ask. You can let me know by taking this brief survey or by leaving a comment here... whatever is easiest for you.

My kids remind me that feedback only matters if you do something with it.

They’re right about that, too.

Employee Spotlight

Karen Ritter

Ambulatory Practice Manager

GBMC Health Partners - Ophthalmology

How long have you been at GBMC HealthCare?

Since December 2019 (when MD Eye Care merged with GBMC)

What is one key way you support a zero harm/safety culture?

As an office, we try to maintain a safe environment by empowering staff to report any potential risks. Our employees are well trained and focused on patient safety. Any events that are reported are used as teachable moments from which we all can learn.

What is the most rewarding part of your job?

The support that I receive from the doctors in our department is amazing. Their leadership and unwavering dedication to our staff and the patients create an environment of positivity even on the most challenging days.

What's one unique thing we'd be surprised to learn about you?

For over 50 years, I have been blessed to spend both summer and winter vacation time at Deep Creek Lake. This has enabled me to develop a love for snow skiing, boating, fishing, water skiing, and outdoor activities.

 

COMMENTS

**Ashley Jones commented on 3/27/26 at 09:55:**
I worked here as an officer and I was sexually harassed by the Supervisor. When  I spoke up to HR,  she did nothing to help me, instead I was watched closely and later terminated for "sleep like tendencies". There is large turnover rate in security because they all know each other and when the new people come in and are not apart of their "gang" they make their job hard. It's a very hostile environment especially for women who have self respect.

     **Dr. Gopalakrishnan replied:**
     Will pass along to HR.

**Martin McGinn commented on 3/26/26 at 20:44:**
Karen has been the glue to our private practice for many years. With the merger, she has been tasked with even more responsibilities and oversights. How she does all this in a day is amazing. Plus, an even nicer person to boot. So fortunate to have this amazing person in our lives.

      **Dr. Gopalakrishnan replied:**
      Absolutely!!

**Danielle clatterbuck commented on 3/26/26 at 08:21:**
Not related to the times of sessions, but for safety around campus, can we PLEASE put a stop sign coming from the tulip garage towards the main hospital? There is one on comping from opposing traffic, but I cannot express enough how many times I have almost been hit in the crosswalk walking to the garage from the hospital because of people speeding and flying around that corner.

     **Dr. Gopalakrishnan replied:**
      I will pass this along to our safety folks.

**Anonymous commented on 3/24/26 at 07:34:**
You are a breath of fresh air.  You seem to be genuine and sincere, and I think that goes along to building trust.  I'm sure many employees are/were worried that perhaps you were selected to get GBMC to a point where it could be sold.  It does not feel that way (even if that ultimately happens - given our environment) and that makes all the difference for coming in and getting the job done - every day.

      **Dr. Gopalakrishnan replied:**
      Thank you...if they wanted a leader to package up the organization to get acquired, they picked the wrong guy. Board and I are committed to independence!