Town Hall Highlights Progress and Priorities

By Office of the President | Oct 20, 2026

Thank you to everyone who joined us on October 15 for our annual Town Hall. Your questions helped focus the conversation on what matters across Downstate: the experience of working here, the transformation of University Hospital at Downstate, and improvements to our campus. These changes affect your daily lives, and keeping you informed must remain part of the work.

Our September employee engagement survey showed a strong connection to Downstate’s mission. Among respondents, 98 percent said their work contributes to the University’s success, 84 percent described their work as meaningful, and 73 percent were proud to tell others they work here.

You also raised concerns about compensation, staffing, career advancement, workplace conduct, and how decisions are made and communicated. I take those concerns seriously. We are planning working groups to address communication, career pathways, hiring practices, and workplace conditions. We must reach employees who do not routinely work at computers and make information about policies and advancement easier to find. Every employee deserves respect, and bullying and other unprofessional behavior will not be tolerated.

Supporting our employees also means paying special attention to those who serve in leadership roles. In early 2027, we will launch Elevate Downstate, a leadership development program covering communication, conflict resolution, employee relations, hiring, and team management. Since 2024, our policy review committee has also approved 14 new policies and revised 25, while the newly implemented Oracle system is expected to simplify the hiring process.

We discussed compensation, including negotiated salary increases and the State’s role in setting pay. SUNY’s telecommuting policy remains in effect through June 2027, with eligible employees able to apply through established review and appeal procedures.

Alongside these workplace priorities, we are seeing visible progress on our facilities. Demolition of the former parking garage marks the first major construction milestone in the State’s $1.1 billion hospital transformation. The accompanying time-lapse video shows how much the site has changed; click on the graphic to watch.

The site will become a new ambulatory care center, expanding outpatient care and surgical services, with an emphasis on cardiology, hematology-oncology, and transplantation. Architectural design is underway, and preliminary renderings are expected in the first quarter of 2027. The broader plan includes a modernized hospital with approximately 225 beds, private patient rooms, and an expanded and redesigned Emergency Department. Clinical chairs, faculty physicians, and hospital leaders are helping shape these plans around our patients’ needs.

We are also preparing for the Medical Research Library renovation, with closure projected for December 2026 and work continuing into 2030. The project will improve study spaces, accessibility, the Health Science Education Building entrance, and areas for collaboration and campus gatherings. The Alumni Auditorium and adjoining spaces will also be affected.

I recognize that this is a lengthy disruption, especially for students who rely on the library. Alternative study seating has been identified, and we will share details about locations, access, and library services before the closure. You can read more about those arrangements in this issue.

These investments come as we continue to manage financial pressures. The academic enterprise receives approximately $70 million annually in State support and $50 million in tuition revenue, supplemented by other sources. The hospital’s financial challenges require continued attention to operating costs and clinical activity. New York State’s projected budget gap adds uncertainty, and we will continue advocating for Downstate while managing our resources carefully.

Your questions about elevators, maintenance, signage, promotion and tenure, and workplace procedures were equally important. These daily concerns need attention as we advance our larger projects.

Thank you for speaking candidly and for all you do for our students, patients, and community. We have a responsibility to follow through on what we heard, explain our decisions, and keep you informed of our progress.