“Proposition 64 would allow the state to impose a 15% excise tax on the retail sale of marijuana. Also, the state would be able to levy a cultivation tax on growers of $9.25 per ounce for flowers and $2.75 per ounce for leaves. The ballot measure also would let cities and counties to impose their own taxes to cover costs of services, including enforcement.” (Patrick McGreevy, Los Angeles Times)
Mulvey’s standard class costs $29 and lasts 90 minutes, about 50 of which is spent stretching and posing. Before instruction begins, students are given time to mingle, offered hemp tea, and encouraged to smoke and share weed. A break during class allows more socializing and consumption. The communal periods are essential to her goal of helping cannabis lovers connect without judgment or stigma, Mulvey says. “My mission is to bring it to the community and remove the shame.”
Workshops are generally a combination of classroom instruction and hands-on demonstrations, so students should be prepared to get their hands dirty — literally. Mixing soil is a key element of the Methods of Cultivation class. Smoking is prohibited in the classroom, though vape pens are allowed. Still, the focus is on instruction rather than consumption, the owners say.
Closer to home, the Irving House and Harding House, in Cambridge, welcome guests to partake as long as they don’t smoke inside or create a ruckus, says owner and manager Rachael Solem. If you prefer homier accommodations, try searching budandbreakfast.com, an Airbnb-style online marketplace where people rent rooms, apartments, and even seaside cottages to those looking for a ganja-oriented getaway.
The optimal events, sequence, and timing of care were presented to the physician team using an intuitive interface that allowed them to understand exactly why each step, and the timing of the action, was recommended. Upon approval, the team operationalized the new care path by revising the emergency-department and inpatient order sets in the hospital EHR.

“We’re dedicated to supporting our 100 member hospitals and health systems as they improve the quality and safety of patient care,” says Thornton Kirby, FACHE, President and CEO of SCHA. “Our partnership with Collective is a testament to that dedication. The solution has been supporting the integration of behavioral and physical health in states like Washington, Oregon and California for several years and we’re excited to see how it can impact patient outcomes in South Carolina.”
Scanning the exhibit floor on Monday, Glenn Galloway, CIO of the Center for Diagnostic Imaging, an ambulatory imaging center in the Minneapolis suburb of St. Louis Park, Minn., noted that “There’s a lot of focus on AI this year. We’re still trying to figure out exactly what it is; I think a lot of people are doing the same, with AI.” In terms of whether what’s being pitched is authentic solutions, vaporware, or something in between, Galloway said, “I think it’s all that. I think there will be some solutions that live and survive. There are some interesting concepts of how to deliver it. We’ve been talking to a few folks. But the successful solutions are going to be very focused; not just AI for a lung, but for a lung and some very specific diagnoses, for example.” And what will be most useful? According to Galloway, “Two things: AI for the workflow and the quality. And there’ll be some interesting things for what it will do for the quality and the workflow.”
The world is focused on these opportunities for good reason, but it’s a necessary but insufficient condition of driving coordination across an otherwise highly fragmented set of providers in a landscape. We have data silos and we need to unify those. We should have a single patient record that isn’t replicated with duplicative tests or because a patient goes from one site of care to another. However, it’s highly unlikely that the entirety of the country is going to be comprised of organizations like Kaiser, Intermountain, and Geisinger. Even those organizations — and I can say this because Kaiser and Intermountain are among the owners of our company — still have affiliated providers that they don’t own and that aren’t on their same record of care. They still require collaboration and coordination across those disparate providers.
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