CCC ED Travis Ahern plans to “continue collaboration and engagement with regulated Independent Testing Laboratories” and “support ongoing data collection and research,” among other initiatives
Though Travis Ahern was selected to serve as the second executive director of the Massachusetts Cannabis Control Commission last December, he only officially started the job in March. However, per our initial interview with the former Holliston town administrator as well as his own account, he has been preparing for the role since being offered the position.
Between that preparation and the job description that his new colleagues created in anticipation of a new ED, Ahern laid out 12 goals that he hopes to accomplish this year. At last week’s CCC meeting, he presented the list. Considering that many of them are reliant on the FY2026 budget, below are the goals he detailed, including five short-term goals, followed by seven longer-term goals.
GOAL #1
Prepare the Commission’s draft governance charter for final discussion and vote at a Public Meeting. If approved, staff shall evaluate and update, where necessary, Commission policies and Standard Operating Procedures (SOPs) to accommodate any necessary changes.
GOAL #2
Collaborate with Commissioners, Chief Financial and Accounting Officer (CFAO) and key Commission staff to advocate for the Commission’s Fiscal Year 2026 budget, including components of the March 2025 letter from the Office of the Inspector General (OIG) where the Commission will acquire additional resources (i.e. IT Infrastructure improvements).
GOAL #3
Schedule and ED’s/Chair’s first full meeting of the Cannabis Advisory Board.
GOAL #4
In collaboration with Commission staff, work to conclude implementation of Chapter 180 of the Acts of 2022.
GOAL #5
Establish a working group to include at least one Commissioner to take necessary steps to ensure the long-term success of the Commission’s Medical use of Marijuana Program to include, but not be limited to:
- Engaging stakeholders and collecting data (e.g. earlier surveys and listening session comments) from patients to assess current and future programmatic needs and patient utilization
- Evaluating the removal of vertical integration requirements (through statute, or regulations, or both) and
- Presenting options that focus on the expansion of patient access, building longevity into the program to support meaningful patient outcomes, and inform Commissioners and the public at Commission’s Public Meetings.
GOAL #6
Continue Commission’s collaboration and engagement with regulated Independent Testing Laboratories (ITLs), the Cannabis Advisory Board (CAB), fellow regulators, and other industry and scientific experts/leaders, with the goal of improving lab testing guidelines and safeguarding products and take steps to implement any necessary changes. Continue to evaluate the options for a CCC managed reference lab.
GOAL #7
Become the model for modern, inclusive government in terms of our organizational culture. Seek opportunities, programs, development activities that build on existing DEIJB initiatives to continue to foster a respectful, collaborative, diverse, and positive workplace environment that positions the Cannabis Control Commission as a “top, sought after” place to work.
GOAL #8
-Take necessary steps to create the Center for Cannabis Research and Policy, the first state-led Cannabis Research Center of Excellence, to support ongoing data collection and research work of the Commission;
-Expand the Open Data Platform and data infrastructure to make data available to external parties; and,
-Enhance efforts to back ongoing developments within the adult use and medical programs that inform policymaking efforts
GOAL #9
Develop an actionable 5 year strategic plan for equity programming that outlines measurable goals, key performance indicators, and success metrics, to provide data-informed programming outcomes, targeted community outreach initiatives a comprehensive educational platform, and resources designed to support and meet the evolving needs of equity participants, disproportionately impacted communities, as well as communities identified in the Leadership Ratings. The plan will establish a robust framework for focused participant satisfaction, progress, and identifiable outcomes, as well as monitoring licensees’ equity goals and demonstrated advancements. The finalized strategic plan will be presented for Commissioner review and consideration at a future Public Meeting.
GOAL #10
Partner with Commissioners and CCC leadership to consider regulatory changes that address industry challenges, make regulatory compliance efforts of the Commission more efficient and other changes to modernize Commission regulations. Partner with the Joint Committee on Cannabis Policy to collaborate
on policy matters that require mutual action and ensure that the Commission’s capacity for regulatory changes is leveraged with planned Legislative changes from the Joint Committee.
GOAL #11
Complete the final promulgation of Social Consumption regulations, including the development of metrics and measurable goals for evaluating equity in the Social Consumption license type and establish benchmark data to assess consumer behavior with the introduction of Social Consumption.
GOAL #12
As Administrative Head of the Agency, evaluate organizational structure to ensure that limited budget resources are deployed in the appropriate ways to meet the Commission’s goals and objectives and maximize efficiencies.
