Have Recreational Dispensaries Opened Yet in Boston?

posted in: Patient Care | 0

July 1 dependably symbolized the beginning firearm for recreational cannabis deals in Boston. However that never implied the business would be fast out of the door.

However, over about fourteen days after the fact, it’s as yet dubious when the state’s first grown-up use pot shop will open. Do understand why, view this page.

“I would prefer not to put a date on it,” says Sam Barber, the leader of Cultivate, a medicinal cannabis dispensary in Leicester that was issued the state’s first retail permit for recreational deals prior this month.

Develop got another permit last Thursday, enabling the organization to develop pot for recreational purposes at its current Route 9 office, where it as of now develops and sells the substance for therapeutic purposes. Hairstylist disclosed to Boston.com that the development permit is “another progression,” however said it could be for a moment until they open.

After at first giving a gauge of “half a month,” Barber told journalists recently that it would probably be September before they could start local activities. And keeping in mind that the organization needs to pass a couple of final state-required assessments, the explanation behind the postponement is generally out of their control, which is the reason Barber is presently hesitant to give any gauge on an opening date.

“Now, we’re simply concentrating on ensuring we’ve done everything that they’ve asked from us,” he said.

For one, even once Cultivate has that last proceed, all recreational weed items still should initially be tried by an autonomous research facility — and no such labs have been authorized yet by the state’s Cannabis Control Commission.

Steve Hoffman, the commission’s executive, told correspondents Thursday that the office had gotten its originally finished permit application from a testing office. Hoffman said the commission could cast a ballot to issue the lab a temporary permit as right on time as its next gathering on July 26. With three labs effectively working with the state’s medicinal cannabis program, Hoffman has said that once they get their licenses, they ought to be “practically prepared to go.”

In any case, that still method it likely won’t be until at any rate August that any pot deals can start.

What’s going on with the general deferral?

As of Thursday, the commission had issued an aggregate of five licenses to two organizations, Cultivate and Sira Naturals, a Milford-based development office. They are surveying 29 different applications and had 39 anticipating audits. Hoffman says the commission is filling in as fast as they can to affirm licenses, yet there’s a straightforward reason Cultivate remains solitary as the main temporarily authorized retail business in the state.

“[The commission] can’t follow up on applications that they don’t have,” said Jim Borghesani, the previous representative for the 2016 sanctioning effort and a cannabis industry advisor.

About 200 networks in Massachusetts keep on having either altogether bans or bans on recreational weed organizations inside their outskirts. Lawyer General Maura Healey as of late decided that transitory bans — intended to give towns time to set up nearby guidelines, for example, zoning — could be reached out through June 2019.

What’s more, even urban communities and towns that do permit recreational weed shops are dawdling, as per Borghesani.

“The enormous hold up truly is on the neighborhood level,” he said.

Forthcoming grown-up use pot organizations — even ones effectively working as therapeutic weed organizations — need to get a “have a network understanding” structure approved by neighborhood authorities. What’s more, under state law, networks aren’t held to any timetable for assessing the grants, which Borghesani says has brought about absurd postponements in the authorizing procedure.

Districts can likewise require purported sway expenses from following organizations, which should be “sensibly identified with the costs forced” by a pot foundation working around the local area.

Two state legislators as of late wrote to state controllers agreeing with Borghesani’s worry about the “across the board” routine with regards to towns utilizing the host network understandings, including unreasonable effect expenses, as a “type of forbiddance.”

The Massachusetts Municipal Association, which speaks to the state’s urban communities and towns, has pushed back against those reactions, contending that regions are endeavoring to do their “due perseverance” on the best way to approach another industry that still clashes with government law. Borghesani supposes they’ve had all that could be needed time.

“When this was passed in 2016, towns ought to have begun the way toward making sense of where they were going to zone,” he stated, taking note of that zoning for controlled substances has been something neighborhood networks have represented “for quite a long time.”

Massachusetts additionally experienced slacks in the rollout of its therapeutic weed industry, which currently has an aggregate of 36 enrolled dispensaries. Furthermore, however, for various reasons, those deferrals may now have to some degree a vestige impact, notwithstanding when shops do start getting on the web.

“Dislike Colorado where they previously had a hundred medicinal dispensaries,” Barber said. “Massachusetts is as yet developing into that medicinal market.”

Industry specialists have said they expect a supply deficiency in the early months of the state’s beginning recreational market, to a limited extent because of its moderately immature therapeutic pot industry.

Hairstylist knows about the inexorably repressed interest.

Hence, he says his organization is merely concentrating on sloping up their creation for once the labs and authorizing are at last fixed. What’s more, sorry energetic pot-smokers, notwithstanding when squeezed, Barber still wouldn’t state when precisely that could be.…

Echoing President Coleman’s Words of Wisdom

posted in: Community | 0

Yesterday, in response to the recent events at Penn State, President Coleman sent a message to the U-M community reminding all of us of the importance of honesty and integrity. I’ve posted her message below.

In health care, our obligation to promote and ensure health and wellness goes beyond caring for individual patients and their families. We also have a responsibility to ensure and promote the health and wellness of communities and to protect and care for the community’s most vulnerable members.

These current events present an opportunity for all of us to slow down, reflect and embrace the values that make Michigan home to an ethical and exemplary community populated by people committed to doing the right thing.

President Coleman’s message

To the University community:

We have watched the tragic events at Penn State with shock and sadness.

At Michigan, we’re devoted to the highest ethical standards; we expect honesty and integrity from every member of our faculty, staff and student body. This is a chance to remind one another that a community’s values are lived out in the actions of each of us as individuals.

It is important for us to act immediately in suspected cases of abuse or other crimes, or in a circumstance where you find yourself either a victim or a witness to questionable activity. If this is the case, please take one of the following steps:

  • If you require immediate emergency assistance or believe a crime is in progress, dial 9-1-1 to connect you to the police.
  • For a non-emergency situation, call the Department of Public Safety at 734-763-1131. DPS professionals can help assess the situation and determine what other notification or action is necessary.
  • Information on potential criminal activity also may be reported anonymously by calling the University’s Anonymous Tip Line at 1-800-863-1355.

Or in general, if you believe you have seen wrongdoing in the course of your daily activities on campus, you can report the situation anonymously through the University’s compliance website, compliance.umich.edu/report.html.

Taking action might be difficult or uncomfortable or inconvenient. But the alternative — delaying action or taking no action — puts the welfare of others at risk.

Thank you for your continued help in keeping our community safe.

Mary Sue Coleman

Discovering pathways to the next frontier in cancer research and patient care

posted in: Patient Care | 0

For nearly every month of the year there is a national campaign in support of a specific type of cancer or general cancer awareness. This is a poignant reminder that cancer continues to be a pervasive, persistent and pernicious disease. In fact, it is the second leading cause of death in the United States.

That’s why for the past quarter century – since the Board of Regents approved creation of the University of Michigan Comprehensive Cancer Center in 1986 – cancer research and clinical care has been a central component of the U-M Health System, and why it remains a strategic priority today.

For the past 25 years, the U-M Cancer Center has been at the forefront of the field of oncology:

  • It’s a founding member of the National Comprehensive Cancer Network (NCCN);
  • It’s home to 15 multidisciplinary cancer clinics and 13 National Cancer Institute-approved multidisciplinary research programs;
  • It’s the only academic practice in Michigan to be QOPI (Quality Oncology Practice Initiative) Certified, which is how the American Society of Clinical Oncology recognizes oncology practices that meet the highest quality standards for care;
  • It’s the coordinating center for two statewide BSBSM-funded programs – the Michigan Oncology Quality Consortium, which involves more than 40 practices across the state, and the Michigan Breast Oncology Quality Initiative, which tracks concordance with NCCN guidelines on breast cancer across 25 Michigan hospitals and 17,000 patients; and
  • It’s the nation’s top NCI-funded academic medical center and the recipient of 26 large collaborative cancer grants. To provide some perspective on this point, consider that most cancer centers would aspire to have three to five of these multi-investigator grants.

Our Cancer Center has earned national recognition for identifying and understanding the biologic behaviors of cancer and using that knowledge to develop and apply appropriate therapies, and we continue to do so as the scientific paradigm shifts from focusing on tumor type to focusing on the biological pathway of tumor development and personalized oncology medicine.

At the State of the Health System address last month, I talked about the powerful advantage we have being part of a university with many top-ranked professional schools. I said that if we leverage the strengths of these professional schools with the Health System’s points of distinction – our faculty, our ability to manage the most complex cases and our commitment to quality – we will further differentiate UMHS in Michigan, nationally and globally. Well, the Cancer Center is proving me right!

To date, they have ongoing collaborations with nine U-M schools and 36 departments, including co-funding a joint faculty member with the College of Engineering to study nanoparticles in cancer, ongoing efforts with the School of Public Health related to survivorship, outcomes research and cancer prevention, work with the School of Pharmacy to develop pharmacokinetic drugs and initiatives with the School of Dentistry on oral cancer.

Additionally, this is the type of work that will take place at the NCRC, which is home to the burgeoning Translational Oncology Program – an effort to develop highly synergistic research with faculty from various departments and schools. Dr. Max Wicha, Cancer Center director and national leader in cancer biology and stem cell research, calls the NCRC-based program the “next great frontier” in oncology research and a chance to do things the right way instead of the traditional way.

Another area where the Cancer Center excels is in how they embed interdisciplinary collaboration in their efforts to create the ideal patient care experience through their Patient and Family Support Services program.

For example, instead of using the traditional referral system, practitioners from multiple mental health disciplines – art and music therapy, guided imagery, psychology, social work, child family life and grief and loss – work together to design therapeutic plans and options for patients and families. The Cancer Center has similar models for patient education, symptom management and creating more efficient processes for patients and families when it comes to community resources, billing, etc.

This collaborative, patient-centered philosophy has contributed to the Cancer Center’s high ratings in outpatient and inpatient satisfaction over the years, as well.

Kudos to the outstanding leadership of Dr. Wicha and his senior leadership team – Dr. Kathy Cooney, associate director of Faculty Affairs and interim medical director, Dr. Eric Fearon, associate director for Basic Science, Dr. Stephen Gruber, associate director for Cancer Prevention and Control, Dr. Maha Hussain, associate director for Clinical Research, Dr. Moshe Talpaz, associate director for Translational Research, Dr. Jeremy Taylor, associate director of Biostatistics, and Marcy Waldinger, chief administrative officer – as well as the 1,000 faculty and staff who work so hard every single day to make the University of Michigan Comprehensive Cancer Center a true model of excellence through teamwork.

In the words of Dr. Wicha, the U-M Comprehensive Cancer Center has only begun to make its mark. I am confident that the UMCCC team will continue to lead the way and achieve its mission to conquer cancer through innovation and collaboration.

What impresses you the most about our Cancer Center? Comment below.…

Cycling cross-country for Mott!

posted in: Cycling | 0

Making the world a better place one mile at a time

For most of us, accomplishing a childhood dream of cycling across the United States would be an amazing and satisfying achievement in and of itself. For siblings Melissa and Mark Beams and their friends and fellow siblings Lauren and Ethan Cummings, it isn’t: they decided to step it up and make their personal cross-country bike trip a fundraiser for C.S. Mott Children’s Hospital.

Since leaving California last month, this fabulous foursome has been on what they call their “4 Tour for Mott.” Decked out in Mott cycling jerseys, they already have traversed hundreds of miles, connected with U-M alumni along the way and raised more than $2000 through pledges and donations.

Thank you, Melissa, Mark, Lauren and Ethan for being champions for Mott patients and families! We are so fortunate to have you as part of our Michigan family!

Follow their adventures and show your support at xcbtourformott.wordpress.com.


Beginners Guide – What Are Cross Country Bikes. XC Machines Explained.

U-M CVC: Taking risks and realizing rewards

posted in: Newsletters | 0

The opening of the Cardiovascular Center building in 2007 signified a broader commitment by Health System leadership to prioritize and invest in cardiovascular patient care, education and research.  CVC leadership – including Directors Kim Eagle, David Pinsky, Richard Prager and James Stanley, along with Chief Administrative Officer Linda Larin – took this opportunity to renew the entire U-M cardiovascular community’s vision of being the best academic heart and vascular center in the world.  From the main medical campus to sites in Ann Arbor, Brighton, Canton, Chelsea and Livonia, the CVC community has rallied behind this vision and behind the center’s four core values: respect and compassion; collaboration; innovation; and commitment to excellence.

By aligning services under a leadership model of four directors working together to share resources and make decisions to benefit the cardiovascular community and Health System, CVC leadership began breaking down walls between specialties, creating collaborative care models that discourage internal competition and cultivating a culture of respect, accountability and teamwork.

Their work is paying off, most notably in a steady climb in U.S. News & World Report rankings in heart and heart surgery, which rose from 22nd in 2007 to 11th in 2010. Below I’ve highlighted some of the many other CVC successes:

Patient- & Family-Centered Care (PFCC)

Guided by the principles and practices of the national Institute for Patient- and Family-Centered Care, the CVC  has consistently demonstrated how to creatively embed PFCC values in everything they do with initiatives like:

  • Creating  the CVC Patient Family Advisory Committee, made up of patients, family members, faculty and staff, and chaired by a patient;
  • Ensuring that waiting areas and patient rooms support a healing environment. In fact, in 2009, the Cardiac Procedures Unit was profiled in an EpLab Digest article about creating the “ideal waiting room experience;”
  • Exploring the idea of having a physician and patient co-present at resident orientation to share a “real life” experience that exemplifies the importance of PFCC;
  • Planning to add a “Wish I Would’ve Known” blogspot to its Facebook page so that patients and families can share information that helps other patients and families better plan and prepare for cardiovascular care visits.

Collaboration & Innovation

In the CVC community, collaboration means honoring the synergy of team built on trust and innovation means honoring the individual and collective creativity. When put into action, there is no limit to what can be accomplished. Consider these stellar examples:

  • The CVC is one of 40 hospitals nationwide to participate in the Medtronic CoreValve U.S. Pivotal Trial, which focuses on percutaneous aortic valve replacement procedures that have the potential to transform care for patients who can’t tolerate open heart surgery. To date, our team led by Dr. Michael Deeb of Cardiac Surgery and Dr. Stanley Chetcuti of Cardiovascular Medicine has completed seven successful procedures.
  • After a highly competitive process, U-M was named the Data and Clinical Coordinating Center for REVIVE-IT, a $13M National Institutes of Health and industry-sponsored trial for implanting left ventricular support devices in heart failure patients. U-M Drs. Francis Pagani and Keith Aaronson are two of the trial’s three principal investigators.

Quality & Excellence

CVC faculty and staff have embraced lean thinking and quality improvement with great results, including:

  • A multidisciplinary group of catheterization lab and ER staff has reduced the time it takes for an acute myocardial infarction patients to get from “door to balloon” to 50-60 minutes, which is well below the Centers for Medicare and Medicaid Services benchmark of 90 minutes.
  • Multidisciplinary lean projects undertaken by cardiac and vascular surgery units – and involving patients – have helped standardize post-operative care and decrease length of stay by an average of one day.
  • When there is a significant time gap between discharge and a patient’s next appointment with a cardiologist, patients are offered an interim visit with a Nurse Practitioner or Physician’s Assistant through the Bridge Clinic. These visits take place within 14 days of discharge and ensure the patient has appropriate resources and support at home and understands her/his medications, diet and  self-care instructions. Early data indicate a positive impact on decreasing hospital readmission rates and Emergency Department visits for coronary artery disease and heart failure patients.

Amidst all of the CVC community’s great achievements, however, is one that impresses me the most: nobody thinks that their work is done. For every success, CVC faculty and staff have identified other opportunities for improvement.

I know the CVC is poised to continue its upward trajectory as a leader among peer institutions worldwide because they understand that it’s not just about where you are, it’s about where you are going.

What do you think?…