A huge thank you to everyone who joined us at the BNMC Block Party at Kaminski Park yesterday! The weather was beautiful and gave us the perfect backdrop to come together, eat, laugh, and dance.
Thanks also to our amazing partners and collaborators who made it all happen.
Roswell Park Comprehensive Cancer Center
University at Buffalo
Hauptman Woodward Medical Research Institute
Jacobs Institute
Kaleida Health
Special thanks to NFTA, the Buffalo AKG, and all the amazing vendors who came to showcase their businesses and work in our community. Here’s a photo gallery by photographer Jean Rios to enjoy!
The University at Buffalo’s Clinical and Translational Science Institute (CTSI) provides seed grants that support the planning of community-based participatory research projects and engagement of communities in research.
The goal of these awards is to increase the number of community-academic partnerships that are prepared to collaborate on the design and implementation of research projects, specifically those that address health disparities, aim to improve health equity, and generate preliminary data for submission of larger grants to intramural and extramural sources. Seed grants not exceeding $5,000 will be awarded to academic-community teams for:
Development of community-engaged research partnerships
Collaboration on the design of pilot research
Development of community-engaged research proposals for external funding
Letters of Intent are due by March 9, 2020. Selected LOIs will be invited to submit full proposals based on criteria outlined in the RFP.
After Amherst native Matthew K. Enstice wrwp-contented up stints in the entertainment industry that took him to Broadway Pictures in Los Angeles and “Saturday Night Live” in New York City, his career dramatically swerved back to Buffalo.
He landed at the helm of the nonprofit organization overseeing the Buffalo Niagara Medical Campus. Now, 17 years later, Enstice finds himself at the pulse of the expanding campus footprint, as he guides a shifting momentum in the campus’ growth.
With a collective projected workforce of 16,000 this year, the Medical Campus continues to make its mark – from hospitals to clinical and research facilities.
“We deliver health care here, and we’re going to do high-end health care here, but it’s changing,” said Enstice, president and chief executive officer of BNMC Inc. “Health care, as you know it, is a very, very different place. As that changes and evolves, you’re going to see opportunities in our community to utilize technology to develop companies for the future.”
The Medical Campus is already home to startup companies, entrepreneurs building businesses and high-tech companies. The momentum shows no signs of tapering off.
The future vision for the campus reflects a dedicated shift toward making room for local companies as they cut their teeth on new initiatives. The Medical Campus also looks to expand its innovation district to a 4.4-acre site on the northern edge of campus that once was the home of Osmose Holdings.
A visionary with high energy, Enstice is related to the prominent Jacobs family. His late father-in-law, Dr. Lawrence D. Jacobs, was a neurologist and world-renowned researcher specializing in the treatment of multiple sclerosis.
Often wearing a blue or white button-down shirt and khakis, he is known for his casual attire and carefree manner. He rarely breaks out a tie or suit.
Enstice recently met with The Buffalo News inside the campus Innovation Center to talk about the campus’ growth and future.
Q: What do monumental projects such as Children’s Hospital and the UB medical school say about the future of the campus?
A: People talked in years past that Children’s wasn’t moving over and there was a lot of controversy. But I think it showed how the community coming together can do great things, and that’s what Children’s is a true sign of.
Right now, the (medical school) has a major presence in the city. That, to me, is a game changer that I don’t think we can define right now.
I was sitting there at the opening, looking right out the window down Allen Street, and it was just amazing to envision what is Allen going to be like. What was so wild to see, was that I used to never see people walking there and there must have been 20 or 30 people coming out of that subway. It’s just the fact that we have so much traffic starting to develop down here. And that’s a real positive.
It’s just the beginning of more opportunities for our community to leverage these great assets and great organizations being here on the campus.
Q: How does Buffalo’s regional health care hub fit within the national mix?
A: I think that we’re one of the leading innovation districts. I just don’t think about it as health. If you look back to what Jerry Jacobs commissioned for looking at the future of medicine, it’s changing dramatically. And I believe we’re very well positioned because of our computer science school, our school of engineering and our ability to be leaders in the technology field. That’s what I think of.
So, we’ve been on the map. Having Children’s and the medical school down here, puts it on the map even more.
What we need to figure out how to do, and what we really want to do, in our next phases of development is to integrate the school of engineering and the schools of business.
How does Canisius College play a role here? How does Niagara University play a role here? How does Buffalo State College play a role here? We are so well positioned with all the institutions and assets that are here. So we plan to build out more space for them to have a location so they can interact and be a part of the entrepreneurial ecosystem that we have here.
Q: What kind of involvement?
A: Let’s look at the future of medicine and all the work that we’re doing in energy, all the work that we’re doing in transportation. What’s the major driver behind those industries as they’re changing? It’s technology. We’re well positioned in building our community out to have a technology foundation that can enable health care, energy, transportation.
I’m talking this campus. We have all the resources. I don’t think we’ll build a building for a college. We want to build an environment where local businesses, big companies, are going to have a presence here.
Our plan is to build out space to embrace the local economy. I think, for too long, a lot of local businesses have not been engaged, because there hasn’t been a vehicle.
I believe that if you look across as to what’s going to help strengthen local companies, they have to be a part of what we’re doing. I think we can all help one another. That is what this is all about. How do we build a platform and a foundation in technology for everybody? Tech is not the next chapter. It’s the current chapter. It’s really what is going to be our great opportunity for the future.
We’ll use the footprint of the existing (Osmose) space that we have. As of right now, we are not planning to build a new building in the near future. We are planning to renovate the existing space. I think, over time, various companies will start to come in, but within the year is our goal is to start to see this development really start to take off.
Q: What would you say to naysayers who didn’t think this vision for the campus would ever materialize in the fashion that it has so far?
A: If you stay together and you’re straightforward and honest with one another, great things can hwp-contenten. That is at the core of what builds all the great stuff that’s down here on the Buffalo Niagara Medical Campus … If you look at the 4.5 million square feet of development, the $1.4 billion worth of investment, that was because people worked, planned, developed together.
Q: What is the greatest challenge facing the campus?
A: I think the greatest challenge is that people continue to work together and support one another … I think the biggest challenge you have is that sometimes people forget what got you here.
Q: Parking is a constant complaint or concern, and there’s a huge push to get people to use public transit more.
A: We have off-campus shuttles running. We have public transportation being utilized and programs in place. And it’s starting to work. People are actually trying it and it’s working. While it’s not perfect, it is an option. And so to me, we will always have a parking spot here for every patient and visitor that comes down here.
What we would hope to see is that more people live in and around the campus, in and around the subway station.
The mayor continues to talk about reinvesting in Main Street with infrastructure. He’s committed $10 million so far, going toward Canisius. We want to see the mayor continue on that and go all the way and connect us to Canisius College. … I believe if you continue to do that, you’ll see more residential units pop up on Main Street. You’ll see more people using the transit. That’s what we want to see.
Q: There are signs of spinoff development in Allentown. But for the Fruit Belt neighborhood, there always seems to be an undercurrent of concern, gentrification, trying to preserve the Michigan Avenue corridor, and a push for more parking. What do you foresee for the Fruit Belt?
A: For the Fruit Belt, I hope that there’s continued investment there in the infrastructure. The mayor has done a great job at fixing the streets, the sidewalks, the trees and the lights. I hope they continue to do that because I want to see more people invest in that neighborhood. … We believe that will be a positive if the community is part of the solution there.
I’m really intrigued by what’s going on in Masten, Fruit Belt and Allentown – to me, they’re very similar in the sense that they’ve always been engaged in a part of the process with what’s going on with the campus. Everybody’s always talked about it. Everybody’s had a light on it.
What I’m interested in is what is going on to the north. We believe there’s going to need to be more of an engagement there. I think it’s a community that people maybe have not paid as much attention to. But they’re on the border of all this stuff that’s going on here. So, it’s probably already hwp-contentening and we don’t know it.
Take a peek inside the new home of UB Jacobs School of Medicine and Biomedical Sciences on the BNMC! The $375 million, 628,000 sq. foot building is eight stories high and located at 955 Main St. between Allen & High Streets. The BNMC is thrilled welcome the 2,000 faculty, staff and students to our Campus in January! For more information on the Medical School and upcoming move, visit medicine.buffalo.edu.
The University at Buffalo medical school is starting to move into its new digs on the Buffalo Niagara Medical Campus.
Eight moving trucks recently began to haul boxes of files, equipment and other materials from more than 50 offices on UB’s South Campus to the new Jacobs School of Medicine and Biomedical Sciences at Main and Allen streets, where construction is 99 percent complete.
The $375 million university medical school is expected to be a major advance for UB’s expanding medical program when classes begin there in January.
The eight-story, 628,000-square-feet building – which incorporates a Metro Rail station – will replace medical school classrooms and laboratories on UB’s South Campus, where the school has been based since 1953. It includes an advanced surgical simulation center for students to hone their operating skills in a robotic surgery site. It also will have clinical training areas for general patient care that are designed to look like hospital rooms, an obstetric delivery room, an emergency trauma center and other patient care facilities.
The building, which was designed by architects at HOK, is wrwp-contented in nearly 28,000 locally made terra cotta panels.
The building’s downtown location puts it in close proximity to its clinical and research partners, including Buffalo General Medical Center, John R. Oishei Children’s Hospital, Gates Vascular Institute and Roswell Park Cancer Institute.
A sign was installed on the new home of the UB’s Jacobs School of Medicine and Biomedical Sciences in August. (Derek Gee/ News file photo)
Most of the materials being moved now are administrative and related to senior associate deans, admissions and graduate medical education, said UB spokeswoman Ellen Goldbaum.
The first major movement of medical school staff and supplies started about a week before the planned opening on Friday of the John R. Oishei Children’s Hospital, a short distance away.
UB administrative staff, including Dr. Michael E. Cain, dean and vice president for health sciences, are part of the first phase of the move.
The New York State University Construction Fund granted a temporary certificate of occupancy in early October, and staff and administrators are expected to begin working inside the new medical school soon.
The building is mostly now complete, though some final punch list items are still being done, Goldbaum said.
Final work includes data wiring and furniture coordination and installation.
“As the job goes toward the end, there are finishing stages and things change, technology evolves,” said William J. Mahoney, vice president of LPCiminelli, general contractor of the project.
The bulk of what’s being moved now includes files, office equipment and computers, phones and some pieces of furniture, but many offices are getting new furniture. Lab equipment will be moved later this fall, Goldbaum said.
On the exterior, workers are installing the last of terra cotta panels on the building’s east wing and finishing metal panels along a canopy section that extends over the sidewalks around the perimeter of the medical school.
Work on a one-block tunnel through the medical school that will extend pedestrian traffic from Allen Street to Washington Street is wrwp-contenting up, as well. “We’re finishing all the metal panels on the roof of the walkway,” Mahoney said. He expects that work to wind down by late November. “It’s really coming along nice.”
Meanwhile, makeshift pedestrian crossings and temporary dividing posts along Main Street used to shift traffic lanes during the school’s construction were fully removed last weekend.
Western New York may seem an unlikely place to invent the future of medicine. But in fact, Western New York—and the many communities like us around the country—are where the real battle over the future will take place.
While we are not home to the biggest pharmaceutical companies, nor are we the home of famous biotech and healthcare unicorns, we are where their creations are inevitably headed. Silicon Valley may be their pilot market, but places like Western New York are their proving ground. As you’ll see in Trickle-Up Innovation (p. 28), breakthroughs can—and, increasingly, will—hwp-contenten everywhere. But no matter where an innovation originates, until it works on Main Street, under our constraints, the future of medicine hasn’t really arrived.
Our challenges in Western New York are typical of so many other places around the country. With 2 million people, we are plenty big—so we’re no small challenge. Few in our community have the wealth reserves to pay for super-premium care; the vast majority have to accept what their insurance alone can cover. The health of our population shows the wear and tear of long winters, lives spent working on our feet and a steady diet of hearty but not heart-healthy comfort food. We’re aging, and presenting the typical signs that go hand in hand with aging—higher rates of stroke, cancer, Alzheimer’s and heart disease.
L. Nelson “Nick” Hopkins, MD, FACS Founder & Chief Scientific Officer The Jacobs Institute
Those of us who take care of this com- munity feel deeply invested. We care not just for our patients, but for the greater community and the healthcare system itself, across all providers. We’ve built the Jacobs Institute on the premise that fostering innovation is the most important thing we can do to ensure improved quality of care for current and future generations. We commissioned this report to rally and prepare local medical communities for the impending future. Our hope is that this report brings the stakeholders in our community and yours to the table to form long-term strategic innovation plans.
The report accurately describes the current state of affairs in major cities, and it wp-contentlies here. Providers are swamped with new mandated reporting requirements and are competing at too many levels, from primary care through specializations, rather than focusing on what they do best in the market, and getting ever better and more efficient at it. Our brands lack clarity, so patients feel confused and uninformed. All this accomplishes is slowly leaking market share to outsiders. Today, it’s patients choosing to get care down in Pittsburgh—or at Walmart. Soon, as the report warns, it’ll be national and global health brands reaching out to our patient population with virtual care. The same way Amazon has run roughshod over retailers’ business models, it—or Google, or Apple—could suddenly turn healthcare on its head by digitizing medicine at scale.
As mighty a challenge as it was to gaze into the years ahead and envision med- icine’s future, the even harder work will be done here, locally. It’s somewhat like solving a Rubik’s Cube—you understand what it’s supposed to get to, but it’s a puzzle to get there, one twist at a time. As you read this report, we encourage you to ponder how the future depicted creates new opportunities and might shape our strategic development plans for the years ahead.
