Saturday, August 30, 2014

Dear Father Felix Davordzi


I commend to your attention the ignorance, arrogance, stupidity and money is God attitude of many in the US. For example BCG, used all over the world, may treat autoimmune diseases. See eg pubmed.org  ristori + bcg and pubmed.org faustman dl and faustmanlab.org. BCG is inexpensive outside the US.  I ask your help to see that the work of Faustman et al is supported and that BCG is available in the US to all who seek same.

I have several autoimmune diseases and am at the very least have reduced my chances of contracting TB or multidrug resistant TB by taking BCG.

Ristori G in Rome is not far from the Vatican and the Catholic Health care system in the Catholic State of New York, Andrew Cuomo Presiding , may learn much from his work. see eg.


Neurology. 2014 Jan 7;82(1):41-8. doi: 10.1212/01.wnl.0000438216.93319.ab. Epub 2013 Dec 4.

Effects of Bacille Calmette-Guerin after the first demyelinating event in the CNS.

Abstract

OBJECTIVE:

To evaluate Bacille Calmette-Guérin (BCG) effects after clinically isolated syndromes (CIS).

METHODS:

In a double-blind, placebo-controlled trial, participants were randomly assigned to receive BCG or placebo and monitored monthly with brain MRI (6 scans). Both groups then entered a preplanned phase with IM interferon-β-1a for 12 months. From month 18 onward, the patients took the disease-modifying therapies (DMTs) that their neurologist considered indicated in an open-label extension phase lasting up to 60 months.

RESULTS:

Of 82 randomized subjects, 73 completed the study (33 vaccinated and 40 placebo). During the initial 6 months, the number of cumulative lesions was significantly lower in vaccinated people. The relative risks were 0.541 (95% confidence interval [CI] 0.308-0.956; p = 0.03) for gadolinium-enhancing lesions (the primary endpoint), 0.364 (95% CI 0.207-0.639; p = 0.001) for new and enlarging T2-hyperintense lesions, and 0.149 (95% CI 0.046-0.416; p = 0.001) for new T1-hypointense lesions. The number of total T1-hypointense lesions was lower in the BCG group at months 6, 12, and 18: mean changes from baseline were -0.09 ± 0.72 vs 0.75 ± 1.81 (p = 0.01), 0.0 ± 0.83 vs 0.88 ± 2.21 (p = 0.08), and -0.21 ± 1.03 vs 1.00 ± 2.49 (p = 0.02). After 60 months, the cumulative probability of clinically definite multiple sclerosis was lower in the BCG + DMT arm (hazard ratio = 0.52, 95% CI 0.27-0.99; p < 0.05), and more vaccinated people remained DMT-free (odds ratio = 0.20, 95% CI 0.04-0.93; p = 0.04).

CONCLUSIONS:

Early BCG may benefit CIS and affect its long-term course.

CLASSIFICATION OF EVIDENCE:

BCG, as compared to placebo, was associated with significantly reduced development of gadolinium-enhancing lesions in people with CIS for a 6-month period before starting immunomodulating therapy (Class I evidence).
PMID:
24306002
[PubMed - indexed for MEDLINE]

PMCID:
PMC3873620
[Available on 2015/1/7]

PLoS One. 2012;7(8):e41756. doi: 10.1371/journal.pone.0041756. Epub 2012 Aug 8.

Proof-of-concept, randomized, controlled clinical trial of Bacillus-Calmette-Guerin for treatment of long-term type 1 diabetes.

Abstract

BACKGROUND:

No targeted immunotherapies reverse type 1 diabetes in humans. However, in a rodent model of type 1 diabetes, Bacillus Calmette-Guerin (BCG) reverses disease by restoring insulin secretion. Specifically, it stimulates innate immunity by inducing the host to produce tumor necrosis factor (TNF), which, in turn, kills disease-causing autoimmune cells and restores pancreatic beta-cell function through regeneration.

METHODOLOGY/PRINCIPAL FINDINGS:

Translating these findings to humans, we administered BCG, a generic vaccine, in a proof-of-principle, double-blind, placebo-controlled trial of adults with long-term type 1 diabetes (mean: 15.3 years) at one clinical center in North America. Six subjects were randomly assigned to BCG or placebo and compared to self, healthy paired controls (n = 6) or reference subjects with (n = 57) or without (n = 16) type 1 diabetes, depending upon the outcome measure. We monitored weekly blood samples for 20 weeks for insulin-autoreactive T cells, regulatory T cells (Tregs), glutamic acid decarboxylase (GAD) and other autoantibodies, and C-peptide, a marker of insulin secretion. BCG-treated patients and one placebo-treated patient who, after enrollment, unexpectedly developed acute Epstein-Barr virus infection, a known TNF inducer, exclusively showed increases in dead insulin-autoreactive T cells and induction of Tregs. C-peptide levels (pmol/L) significantly rose transiently in two BCG-treated subjects (means: 3.49 pmol/L [95% CI 2.95-3.8], 2.57 [95% CI 1.65-3.49]) and the EBV-infected subject (3.16 [95% CI 2.54-3.69]) vs.1.65 [95% CI 1.55-3.2] in reference diabetic subjects. BCG-treated subjects each had more than 50% of their C-peptide values above the 95(th) percentile of the reference subjects. The EBV-infected subject had 18% of C-peptide values above this level.

CONCLUSIONS/SIGNIFICANCE:

We conclude that BCG treatment or EBV infection transiently modified the autoimmunity that underlies type 1 diabetes by stimulating the host innate immune response. This suggests that BCG or other stimulators of host innate immunity may have value in the treatment of long-term diabetes.

TRIAL REGISTRATION:

ClinicalTrials.gov NCT00607230.
PMID:
22905105
[PubMed - indexed for MEDLINE]

PMCID:
PMC3414482

Free PMC Article



Asking the clergy: Missionary work and the Ebola outbreak

Travel deals

The Ebola outbreak that has killed many in Africa presents a dilemma for those who would minister to others in foreign lands.
Kent Brantly, an American doctor and missionary, was discharged from Atlanta's Emory University Hospital Aug. 21. Another American aid worker, Nancy Writebol, was discharged from the same hospital Aug. 19.
When discharged, he said that God saved his life and that people should continue to pray for those suffering in West Africa.
Now, the question becomes: "How does one answer the call to give aid while making sure they're not endangering themselves needlessly?"
This week's clergy discuss missionary work and missionaries.

The Rev. Larry D. Jennings Sr., Bethel AME Church, Huntington:
We currently have missionaries in the areas hardest hit by Ebola. And, we have a bishop whose jurisdiction the area is under. So, yes, these are things the church has to deal with. In addition to having churches in the area, we also are building schools and more churches in places with limited resources and access.
None of what is happening there should limit our missionary work. This is the time to do more, not less. If there are cures or other medication that will ease suffering, we should be advocates for getting those medicines to the people who need them. This is a time when we show those in need they have not been forgotten.
Father Felix Davordzi, visiting priest from Ghana, St. Thomas the Apostle Church, West Hempstead:
Of course, missionaries have to be protected, but this is the time they are needed to spread the good word of the Gospel. It is vital that they go in and help and comfort those who are suffering. Governments are doing the best they can, but there is so much more to be done in the face of Ebola.
Right now, the government in Ghana is screening people entering the country. I was screened before I traveled here to the United States. In Ghana, I am assigned to a church. Our bishop has issued a directive that we refrain from giving peace -- which involves saying "peace be with you" and shaking the other person's hand -- until after the threat from Ebola subsides. Those are precautions we have taken. There are other precautions that can be taken, depending on how near you are to the outbreak. If you have to wear special clothing, then wear special clothing. But, we are called to minister to the sick. So we cannot turn our backs on those who need us.

Pastor Charles "Pastor Chuck" Ferrara, Bellmore United Methodist Church:
I think missionary work must continue, but with an emphasis on caution. Ever since the first disciples, mission work has been a priority for Christians. It was a mandate from Jesus.
Both medical professionals afflicted with Ebola were Christian missionaries.
To be a missionary is a calling, which is why I don't think missionary work will end or be suspended in the area affected. People should always wear the appropriate protective gear and take any suggested precautions. But, like anyone would have a
passion for something they love, mission work is a passion, a calling that is bigger than a mere job. From a Christian standpoint, it is a God-ordained calling.
I think of the lepers in the time of Jesus Christ. Not only did everyone run from them, lepers had to call out when they walked down the street so others could avoid even seeing them. They were a marginalized, hidden community. It was a terrible life. But Jesus had no qualms about approaching them, touching them, ministering to them. He is our ideal for missionary work. I am sure that we will continue to send missionaries where they are needed, regardless of the risk. Ebola victims are the modern-day lepers. If the missionaries
 don't go, who will go?

 Help see that BCG is available in the US to all who seek same and we will gladly help support the fight against Ebola that has not yet but soon will reach the US.


On Thursday, August 14, 2014 4:36 PM, leonard <pointreyes@verizon.net> wrote:
 


graphic
graphic
Immunobiology Laboratory                                                                                                                Denise Faustman, MD, PhD
Massachusetts General Hospital East                                                                                                Director, Immunobiology Laboratory
Building 149, Thirteenth Street, Room 3601                                                                                      Associate Professor of Medicine
Charlestown, Massachusetts 02129                                                                                                  Harvard Medical School
Tel:  617-726-4084
Fax: 617-726-4095


August 12, 2014

Dear Friends,

We are recruiting patients who:
  • are over 18 years old; and
  • have had type 1 diabetes for less than 20 years.

If you are interested and fit this criteria please call 617-726-4084 or email diabetestrial@partners.org
(Subject line: Faustman Lab Research Interest).  For new patients and those that have not donated blood
samples to the Faustman lab in over a year, we will schedule you for a 30 minute screening visit to
donate a blood sample at our facility in Boston.  Data collected may be used for eligibility screening for
proposed Phase II studies testing the BCG vaccine as a treatment for type 1 diabetes.

Patients from all over the world are welcome to participate in our research, though future studies may
require frequent visits to our lab in Boston.  You may also visit our website at www.faustmanlab.org to
learn more about our research.
Thank you again for your continued support!
Sincerely,
graphic
Denise L. Faustman, MD, PhD
The information in this e-mail is intended only for the person to whom it is
addressed. If you believe this e-mail was sent to you in error and the e-mail
contains patient information, please contact the Partners Compliance HelpLine at
http://www.partners.org/complianceline . If the e-mail was sent to you in error
but does not contain patient information, please contact the sender and properly
dispose of the e-mail.

emailing{045FF599-1E1E-455B-98EA-7EBD1315E24E}_1.PNG


emailing{045FF599-1E1E-455B-98EA-7EBD1315E24E}_2.PNG


emailing{045FF599-1E1E-455B-98EA-7EBD1315E24E}_3.PNG

graphic
graphic
Immunobiology Laboratory                                                                                                                Denise Faustman, MD, PhD
Massachusetts General Hospital East                                                                                                 Director, Immunobiology Laboratory
Building 149, Thirteenth Street, Room 3601                                                                                      Associate Professor of Medicine
Charlestown, Massachusetts 02129                                                                                                   Harvard Medical School
Tel:  617-726-4084
Fax: 617-726-4095


August 12, 2014

Dear Friends,

We are recruiting patients who:
  • are over 18 years old; and
  • have had type 1 diabetes for less than 20 years.

If you are interested and fit this criteria please call 617-726-4084 or email diabetestrial@partners.org
(Subject line: Faustman Lab Research Interest).  For new patients and those that have not donated blood
samples to the Faustman lab in over a year, we will schedule you for a 30 minute screening visit to
donate a blood sample at our facility in Boston.  Data collected may be used for eligibility screening for
proposed Phase II studies testing the BCG vaccine as a treatment for type 1 diabetes.

Patients from all over the world are welcome to participate in our research, though future studies may
require frequent visits to our lab in Boston.  You may also visit our website at www.faustmanlab.org to
learn more about our research.
Thank you again for your continued support!
Sincerely,
graphic
Denise L. Faustman, MD, PhD
The information in this e-mail is intended only for the person to whom it is
addressed. If you believe this e-mail was sent to you in error and the e-mail
contains patient information, please contact the Partners Compliance HelpLine at
http://www.partners.org/complianceline . If the e-mail was sent to you in error
but does not contain patient information, please contact the sender and properly
dispose of the e-mail.


Faustman Program: Type 1 Diabetes Recruitment.eml

Friday, August 29, 2014

Teresa Butler endorses this

one or that one?

lawyers, gangsters, some have character and /or competence and some don't?

Butler v. Nassau Regional Off-Track Betting ... - Justia

dockets.justia.com › ... › New YorkNew York Eastern District Court
Apr 9, 2007 - Plaintiff: Teresa Butler. Defendant: Nassau Regional Off-Track Betting Corporation, Board of Trustees of Nassau Regional Off-Track Betting ...

34
comments

Zephyr Teachout would not repeal the NY Safe Act as governor

2014_08_28_teachout_kc0_2.JPG
Zephyr Teachout during an editorial board meeting in the offices of Syracuse Media Group on Thursday, August 28, 2014. Teachout is challenging Andrew Cuomo for the 2014 Democratic Party nomination for governor of New York. (Kate Collins | kcollins@syracuse.com)






Reddit


SYRACUSE, N.Y. - Gov. Andrew Cuomo should have held public hearings and solicited comments about a stricter set of gun laws rushed through Albany early last year in the wake of the deadly school shootings in nearby Connecticut, Zephyr Teachout said.
But, all in all, Teachout agrees with most aspects of the NY Safe Act, the Democratic candidate for governor said Thursday at an editorial board meeting at Syracuse Media Group.
"I'm largely in support of the act," Teachout said. "Most of it, I would keep in place."
Teachout said many in her family are hunters, and she does have concerns about how the new laws could affect the privacy of some gun owners and those treated for mental health conditions. She does not advocate for the Safe Act's repeal, and gun control would not be among her top agenda issues if voters chose her over Cuomo in the Sept. 9 primary.
Teachout is facing an uphill battle to unseat Cuomo, a Democrat with $32 million in his campaign account who is a 2-to-1 favorite over Republican challenger Rob Astorino.
But Teachout, a Fordham Law School professor, believes she has a chance to make history by becoming the state's first female governor and knocking off a powerful and popular governor.
Other issues Teachout says she'd fight for as governor:
Campaign law reforms
Teachout wants to limit campaign contributions, close donation law loopholes and expand
the state's pilot program for public campaign financing. Cuomo, too, has advocated for those changes. To date, he's been unable to get the New York State Legislature on board. Teachout acknowledges the challenge of convincing lawmakers to limit their own access to political donations.
How would Teachout do what Cuomo hasn't? She says she'd put her ideas for election law reforms on the table when it came to budget time - the great horse-trading moment in Albany politics where deals and laws are made. "These are priorities around which I would bargain," she said.
Divert tax break money from businesses into schools
Education and economic development are also part of Teachout's negotiation list. She
wants to pump another $5.9 billion into the state's education aid formula.
Where would she get the money? In part from scaling back tax break programs,
such as Start-Up NY, a Cuomo program that erases state tax liability for
qualified businesses for up to a decade.
Helping Upstate's economy
There's no silver bullet to revitalize Upstate New York, Teachout says. She says a key
is improving infrastructure and transit systems to make it easier to deliver
Upstate agriculture goods to Downstate markets. She also wants to help smaller
farms. "Upstate is just built for agriculture, and we've got to find a way to
support middle-sized farms," she said.
Contact Teri Weaver anytime: Email | Twitter | 315-470-2274



Butler v. Nassau Regional Off-Track Betting ... - Justia

dockets.justia.com › ... › New YorkNew York Eastern District Court
Apr 9, 2007 - Plaintiff: Teresa Butler. Defendant: Nassau Regional Off-Track Betting Corporation, Board of Trustees of Nassau Regional Off-Track Betting ...

 
34
comments

Zephyr Teachout would not repeal the NY Safe Act as governor

2014_08_28_teachout_kc0_2.JPG
Zephyr Teachout during an editorial board meeting in the offices of Syracuse Media Group on Thursday, August 28, 2014. Teachout is challenging Andrew Cuomo for the 2014 Democratic Party nomination for governor of New York. (Kate Collins | kcollins@syracuse.com)






Reddit


SYRACUSE, N.Y. - Gov. Andrew Cuomo should have held public hearings and solicited comments about a stricter set of gun laws rushed through Albany early last year in the wake of the deadly school shootings in nearby Connecticut, Zephyr Teachout said.
But, all in all, Teachout agrees with most aspects of the NY Safe Act, the Democratic candidate for governor said Thursday at an editorial board meeting at Syracuse Media Group.
"I'm largely in support of the act," Teachout said. "Most of it, I would keep in place."
Teachout said many in her family are hunters, and she does have concerns about how the new laws could affect the privacy of some gun owners and those treated for mental health conditions. She does not advocate for the Safe Act's repeal, and gun control would not be among her top agenda issues if voters chose her over Cuomo in the Sept. 9 primary.
Teachout is facing an uphill battle to unseat Cuomo, a Democrat with $32 million in his campaign account who is a 2-to-1 favorite over Republican challenger Rob Astorino.
But Teachout, a Fordham Law School professor, believes she has a chance to make history by becoming the state's first female governor and knocking off a powerful and popular governor.
Other issues Teachout says she'd fight for as governor:
Campaign law reforms
Teachout wants to limit campaign contributions, close donation law loopholes and expand
the state's pilot program for public campaign financing. Cuomo, too, has advocated for those changes. To date, he's been unable to get the New York State Legislature on board. Teachout acknowledges the challenge of convincing lawmakers to limit their own access to political donations.
How would Teachout do what Cuomo hasn't? She says she'd put her ideas for election law reforms on the table when it came to budget time - the great horse-trading moment in Albany politics where deals and laws are made. "These are priorities around which I would bargain," she said.
Divert tax break money from businesses into schools
Education and economic development are also part of Teachout's negotiation list. She
wants to pump another $5.9 billion into the state's education aid formula.
Where would she get the money? In part from scaling back tax break programs,
such as Start-Up NY, a Cuomo program that erases state tax liability for
qualified businesses for up to a decade.
Helping Upstate's economy
There's no silver bullet to revitalize Upstate New York, Teachout says. She says a key
is improving infrastructure and transit systems to make it easier to deliver
Upstate agriculture goods to Downstate markets. She also wants to help smaller
farms. "Upstate is just built for agriculture, and we've got to find a way to
support middle-sized farms," she said.
Contact Teri Weaver anytime: Email | Twitter | 315-470-2274

When God is on your side

what the hell is an inspector general but another insect?

NYRA does not take bets on out of state races (better than the ones in NY?) on Roman Catholic Palm Sunday and Roman Catholic Easter Sunday in preference to Greek Orthodox Easter Sunday and Greek Orthodox Palm Sunday. NYRA  does not count straight or read NY Const. Art 1, Sec. 3.
What does the inspector general want?


New York Racing Association officials, including its former chief executive and general counsel, “missed several opportunities” to discover that the association was charging a takeout rate in some superexotic pools that was in excess of the law for a 16-month period in 2010 and 2011, according to a long-delayed report issued by the inspector general of New York on Monday.
The report, which was ordered by state regulatory bodies in April 2012, after the release of an earlier report by the New York Racing and Wagering Board, states that the error was due to a “misreading of and inattention to the law” by NYRA officials, including chief executive officer Charles Hayward, general counsel Patrick Kehoe, and NYRA’s regulatory compliance officer, Pasquale Viscusi. Hayward and Kehoe were both fired by NYRA’s board in May 2012, shortly after the release of the racing and wagering board report, while Viscusi was “stripped of the responsibilities of ethics officer and regulatory compliance officer.”
The report by New York Inspector General Catherine Leahy Scott does not plow much new ground in the understanding of the takeout matter, which added to a groundswell of criticism of NYRA by state officials, especially Gov. Andrew Cuomo, and led to a state takeover of the NYRA board. Leahy Scott was appointed as inspector general by Cuomo in May, 2013.
Hayward, a former chief executive of Daily Racing Form, has insisted that NYRA officials “did not deliberately apply an incorrect takeout rate,” according to a statement issued by his lawyer at the time, and the report seems to corroborate that contention by stating that Hayward and Kehoe “were under the mistaken belief” that NYRA could keep the rate in the superexotic pools at 26 percent despite the sunset of a law in 2010 that had mandated the rate rise to that level.
However, the report also notes that a bettor alerted Hayward to the error in a forwarded email in August 2011, and that Hayward failed to notify the association’s legal department about the error. In his response to the bettor, Hayward explained that “NYRA could not request a reduction in the takeout rate at that time,” a release accompanying the report said.
Hayward “questionably testified” to the inspector general that he failed to read the letter in its entirety, the release said, missing the significance of the takeout rate being in excess of existing law.
“Regardless of the veracity of this representation, Hayward was, at best, careless in his reading of this e-mail,” the release states.
In a statement released by his lawyers on Monday, Hayward said that the report “confirms what I said two years ago – that the incorrect takeout rate was the result of simple human error, an unintentional oversight by many people.” Hayward, who was chief executive at NYRA for 7 1/2 years, filed a grievance against NYRA after he was fired contending that the association owed him the compensation under the remaining years of his employment contract, an action that was later settled between the two parties.
The sunset of the law in September 2010 restored the rate in the superexotic pools to 25 percent. In all, bettors received reduced payouts from the higher takeout level to an amount equal to $7.3 million, the report stated. NYRA officials lowered the takeout rate to 24 percent after the error was discovered, despite resistance from New York’s off-track betting companies, which retain the difference between the takeout and the amount they pay to various racing and state constituencies mandated by New York law.
The report also found fault with “other executive staff and operational divisions within NYRA and entities associated with NYRA [that] failed to appreciate the importance of the sunset,” including the New York State Racing and Wagering Board; the association’s former chief financial officer, Ellen McClain; NYRA’s internal and external auditors; the association simulcasting department; and the association’s board at the time.
“The Inspector General found that every level of internal control and audit at NYRA failed to identify the incorrectly charged takeout rate,” the report stated.
In 2012, Gov. Cuomo pushed for legislation that allowed the state to take over NYRA’s board, in the process giving the board the responsibility of hiring a new chief executive for the association. The report states that it has issued various recommendations to the board that would avert a similar problem in the future, including tightening internal controls to note the impacts of legislation and regular reviews of the association’s takeout rates. The new NYRA board “has agreed to and implemented these recommendations,” the report states.


 
HI-
Thanks for the help. The item’s below. I’d be happy to mail you a copy, if you give me a mailing address.

Claude Solnik
(631) 913-4244
Long Island Business News
2150 Smithtown Ave.
Ronkonkoma, NY 11779-7348 

Home > LI Confidential > Stop scratching on holidays

Stop scratching on holidays
Published: June 1, 2012


Off Track Betting in New York State has been racing into a crisis called shrinking revenue. Some people have spitballed a solution: Don’t close on holidays.
New York State Racing Law bars racing on Christmas, Easter and Palm Sunday, and the state has ruled OTBs can’t handle action on those days, even though they could easily broadcast races from out of state.
“You should be able to bet whenever you want,” said Jackson Leeds, a Nassau OTB employee who makes an occasional bet. He added some irrefutable logic: “How is the business going to make money if you’re not open to take people’s bets?”
Elias Tsekerides, president of the Federation of Hellenic Societies of Greater New York, said OTB is open on Greek Orthodox Easter and Palm Sunday.
“I don’t want discrimination,” Tsekerides said. “They close for the Catholics, but open for the Greek Orthodox? It’s either open for all or not open.”
OTB officials have said they lose millions by closing on Palm Sunday alone, with tracks such as Gulfstream, Santa Anita, Turf Paradise and Hawthorne running.
One option: OTBs could just stay open and face the consequences. New York City OTB did just that back in 2003. The handle was about $1.5 million – and OTB was fined $5,000.
Easy money.

No pastrami in carle place

at Nassau OTB, not even an Italian restaurant. If only.... listened.... more to.... people.... who.....
Michigan has something to teach Nassau OTB, a public benefit corporation, even if you don't like pastrami?
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Slide Show
Sandwiches wait to be delivered to patrons at Zingerman’s Delicatessen in Ann Arbor, Mich. Founded in 1982, the deli is known not only for its variety of sandwiches, but also for its highly unusual business model.
Credit Joshua Lott for The New York Times
Continue reading the main story Share This Page
It was a typical Wednesday morning at Zingerman’s Roadhouse, a restaurant in Ann Arbor, Mich., that offers nine varieties of macaroni and cheese and smokes its own hogs for pulled pork. But on this particular morning, in a colorful back dining room, finance was on the menu.
Gathered for their weekly huddle at various booths and tables were roughly 50 restaurant staff members, all studying a large whiteboard filled with handwritten numbers. Alex Young, a James Beard Award-winning chef who has run the restaurant since it opened in 2003, noted one figure in particular: $165,256, the previous week’s sales.
That number, as the board showed, was nearly $13,000 more than they had anticipated in the monthly plan for this third week of April and close to $5,000 more than they had forecast just seven days earlier. Smiles erupted across the faces of everyone from the busboys to the line cooks to the wait staff. For one thing, they had served 300 more meals than anticipated.
“I think we could get that number up to $180,000 next week with the start of graduation ceremonies,” said Mr. Young, referring to the fast-approaching festivities at the University of Michigan. “How do you think we might get to that goal?”
Staff members started offering suggestions, including promoting products made at one of the restaurant’s sister businesses: graduation cakes from Zingerman’s Bakehouse, for example, or a gift package of “Zingerman’s Guide to Good Leading,” a three-part business book series sold by Zingerman’s Press.
“Great ideas,” said the author of the books, Ari Weinzweig, who was sitting in a booth, dressed in his standard uniform of gray jeans, slip-on rubber shoes and black T-shirt. The books explain how Mr. Weinzweig and his co-founder, Paul Saginaw, turned Zingerman’s Delicatessen, a tiny sandwich shop near the university, into a group of nine businesses that, three decades later, has 650 employees, 18 managing partners and combined annual sales of $50 million.
Founded in 1982, Zingerman’s Deli is now known internationally for its many huge and creative sandwiches. President Obama ate there recently. (“The Reuben is killer,” he told a cheering crowd of students.) But its most important creation may turn out to be a highly unusual business model — one that has produced impressive growth while engaging employees who enjoy the opportunity to help run the businesses and even to start new ones. Zingerman’s has also introduced a business to share its philosophies with other business owners who come from around the country and the world to learn how to create work environments where employees think like owners.
Shortly after the Roadhouse huddle, Mr. Weinzweig received an email from a line cook, Leo Chen, who pointed out that four of the cocktails prepared at the restaurant bar required egg whites. Mr. Chen estimated that 30 egg yolks a week were being thrown out, yolks that could be “used for breakfast, puddings, etc.,” he wrote to Mr. Weinzweig, who encouraged him to prepare a plan for collecting the yolks at the bar and transferring them to the kitchen; the plan could be presented at the next huddle.
That ‘Zingy’ Feeling
The original business plan for the deli was quite simple. “It started with a vision of a sandwich that was so large it would take two hands to pick up and when you finally bit into it, the Russian dressing would roll down your forearms,” said Mr. Saginaw, who was wearing, as he often does, a fedora and a bowling shirt. By the early 1990s, on football Saturdays, the line at the sandwich counter stretched around the corner and down the block.
Once the deli connected, the founders were besieged with offers to replicate it — from Disney, from Las Vegas casinos and from would-be franchisees. Mr. Saginaw and Mr. Weinzweig turned down all of them.
Still, they weren’t satisfied with the deli, which had hit a plateau, and they wanted the business to grow. But they weren’t interested in cookie-cutter growth. They wanted to retain the things that they believed made Zingerman’s special. “When I see a model like Steak ’n Shake, I think it’s great,” Mr. Weinzweig said, referring to the hamburger chain, “but I don’t want to do the same thing again and again in places where I don’t even live.”
If anything, he and Mr. Saginaw were more focused on how they would run their business than what the business would be. “From the beginning,” Mr. Saginaw said, “we wanted to build an extraordinary organization — not the biggest, not the most profitable — but an organization where decisions would not be based on who had the most authority but on whoever had the most relevant information.” He added: “We wanted to invite everyone to help run the business and convey that each one of us was personally responsible for its success.”
In 1994, the two founders wrote a vision statement for what would become the Zingerman’s Community of Businesses, or ZCoB (pronounced ZEE-cob). Instead of building delis wherever they could, they envisioned a dozen or so distinct, local businesses that would all be operating by 2009. Each would be founded and run by a passionate managing partner who would know the Zingerman’s culture and values, having gone through extensive in-house training, what they now call “the path to partnership.”
These partners would invest their own money, generally 10 to 15 percent of the initial investment, so they would have a stake in the success of the business. Mr. Saginaw and Mr. Weinzweig, who would contribute capital as well, hoped that by offering staff members an opportunity to move up within the company, they would recapture the start-up spirit they had initially enjoyed with the deli.
Not everyone liked the new vision. Within three years of its introduction, 80 percent of their managers had resigned. With increased opportunity comes increased responsibility, and many of the employees were accustomed to the deli’s relaxed environment and didn’t want to recapture the spirit (or workload) of a start-up. Disappointed with the departures, the founders went looking for people who shared the vision.
And they started rolling out new businesses: A bakery that had been started to make bread for the deli became Zingerman’s Bakehouse. A training and consulting business, ZingTrain, would share Zingerman’s strategies and philosophies, especially its emphasis on customer service and staff training.
There are now six ZCoB businesses clustered on the south side of Ann Arbor, including the Zingerman’s Mail Order business, the Zingerman’s Coffee Company and Zingerman’s Creamery.
They have begun to resemble a real-life version of Richard Scarry’s Busy Town, right down to the storybook cheerfulness that comes from decorating every business with motivational messages written in Zingerman’s signature typeface and illustrated with quirky cartoons and drawings. But that cheerfulness can take a toll.
Former staff members talk about the frustrations of having to placate difficult customers, as well as the stress of being “Zingy” throughout a long shift. “It is exhausting to work somewhere where you feel  like you have to improve what you do constantly,” said one former worker at Zingerman’s Roadhouse.
Eight miles west of Zingerman’s Roadhouse is the 42-acre Cornman Farms, where Mr. Young, the chef, has been growing vegetables and raising goats, cattle and pigs for Zingerman’s Roadhouse since 2005. This year, at the same location, ZCoB has opened its newest business, Zingerman’s Cornman Farms, an event space with a restored barn and farmhouse. In its first 10 days, it held both a wedding and a fund-raiser.
The businesses sell to one another and work together, but they all have to stand on their own. Not all of them have stayed in the circle. In 1994, Zingerman’s Practical Produce opened to sell fresh fruits and vegetables, as well as Zingerman’s bread, and operated for six years until it was sold. The original partner ended up having differences with Mr. Weinzweig and Mr. Saginaw and left after less than a year. “Without the right partner, the business couldn’t work for us,” Mr. Weinzweig said. “It was a good lesson to learn. But you can’t try a lot of things and have them all work out, either.”
Today, each business has its own “training engineer,” and the nine businesses offer staff members more than 50 training classes, including sessions on knife and food safety, effective interviewing and how to buy a house. At the deli, employees are taught the provenance of all of the cheeses, meats and smoked fish they sell, as well as how to greet customers with a friendly “10/4” — a smile from 10 feet followed by a greeting from 4.
“We get price questions a lot,” said Maddie LaKind, a recent University of Michigan graduate who worked part time in the deli during college and is now working and training full time at the deli, hoping for a career in food. “Customers might want to know, for instance, why our Italian submarine sandwich costs $15.50. I explain to them the value of the product. It has 11 different high-end ingredients. But we also happen to be paid and treated well.”
For employees, there is little reason not to participate in the training. They are paid their normal wage during class time — they carry a “passport” that tracks their completed course load — and can receive raises or promotions for completing segments. For example, deli employees earn a 50-cent-an-hour increase for completing orientation. “I feel like I have received a business degree working here,” said Heather Kendrick, a music major at the University of Michigan who works in the deli.
Ji Hye Kim, 36, who started at the deli in 2008 after beginning her career in health care, is now on the path to partnership. In 2010, she wrote a vision statement for an Asian restaurant called San Street, and the partners approved her pursuing the idea.
Since 2011, Ms. Kim has been selling pan-fried glazed tofu, soy garlic chicken and steamed buns stuffed with pork and shiitake mushrooms off the back of a rolling trolley near the deli. The food cart has worked as an “entrepreneurial lab,” she said, producing sales of $165,000 so far in the fiscal year that ends July 31, up nearly 50 percent from the same period last year. Although the partners have not committed, she is working on a business plan for a Korean restaurant and looking for a space that would seat 50.
“I am hoping to have a brick-and-mortar restaurant within the next six to 10 months,” she said, adding that Mr. Young, the Zingerman’s Roadhouse chef, recently helped her get a three-week internship at a Korean restaurant in New York.
Code Reds and Code Greens
Not long after the introduction of the Zingerman’s Community of Businesses, Mr. Weinzweig came across a book titled “The Great Game of Business,” by Jack Stack and Bo Burlingham. It recounted how Mr. Stack and a group of managers responded when International Harvester decided to close an engine manufacturing plant in Springfield, Mo., where they were employed.
Mr. Stack and the managers bought the plant, renamed it Springfield ReManufacturing and turned it into a thriving collection of more than 30 businesses now known as SRC — thanks largely to an innovative strategy that came to be known as open-book management.
It was Mr. Stack’s insight that all kinds of good things would happen if managers shared information with employees: If employees knew more about how they and their colleagues were performing, they would be motivated to perform better. And if they were rewarded for improved performance, they would come to believe that they had a stake in the outcome. They might suggest ideas that would never occur to a manager who wasn’t on the front lines, for example, and generally engage with the business and its mission in ways rarely seen at American companies.
Mr. Weinzweig found the book eye-opening. “It was like turning on the light in a dark room where we had been bumping into the furniture,” he said.
Though the Zingerman’s founders had never hidden the business’s financials from their employees, they had also never actively distributed them. The emphasis had always been on food and customer service. Now, employees were given responsibility for performance metrics that were tracked on a scoreboard.
The metrics showed how the company was performing in sales and expenses, but also in composting and energy efficiency. The Zingerman’s Experience Indicator even turned customer service into a performance metric by tracking code reds (complaints) and code greens (compliments). Today, a code-red mistake, like a lost order, quickly sets off the customer recovery program, which gives a server the discretion to undo the damage by offering a coupon, a free item or more.
Still, the introduction of open-book management at Zingerman’s did not go smoothly. It might have failed but for a trip that Mr. Weinzweig and some of his staff took to visit Mr. Stack in 2001. Only after observing how it was done at SRC did they realize that they’d been sharing the numbers but not helping employees understand them.
The problem, they concluded, was that they weren’t holding weekly meetings to discuss the results. Mr. Weinzweig says he previously wanted to do so, but was persuaded that the last thing the company needed was more meetings. After visiting Springfield, however, they introduced the huddles, like those held on Wednesday mornings at the Roadhouse. (As many as 50 are now held every week at the assorted ZCoB companies.)
Employees are encouraged, but not required, to attend the sessions. Most do — they are paid for their time, and there is usually free food — and they often see the results, especially when improved performance triggers the company’s profit-sharing plan.
But open-book management has paid off at Zingerman’s even when times were hard and there were no profits. One advantage of sharing performance numbers is that there are no surprises when the numbers turn south. In 2009, at the worst of the economic downturn, those attending weekly huddles at the Bakehouse confronted the possibility that the bakery would run out of cash within nine months. Hoping to prevent layoffs, the two managing partners and other employees who could afford to do so volunteered to take a pay cut.
“It was amazing,” said Amy Emberling, one of two managing partners at the Bakehouse. “We made it through and ended up being able to retroactively pay all those employees.”
A Growing ‘Deli Campus’
It has now been 20 years since Mr. Saginaw and Mr. Weinzweig drew up their vision statement. At the time, the deli produced a little more than $5 million in annual revenue. Today, the deli has grown from its original 1,300 square feet into a 30,000-square-foot “deli campus” that, thanks to a recent addition, now includes seating, both inside and out, for hundreds and has greatly reduced waiting times.
One measure of the vision’s success is that while annual revenue at the deli topped $14 million in 2013, it represented less than 30 percent of total revenue for the nine businesses.
Over the last few years, the organization’s net operating profit has hovered around 5 percent. That profit margin would be considered disappointing at many companies, but Mr. Saginaw and Mr. Weinzweig say they are happy knowing that the slim margin is a result, in part, of paying employees well and providing good health care.
(The lowest entry-level wage for most ZCoB employees is now $9 an hour, and the company has committed to paying an entry wage of $11 an hour by January 2016. Full-time salaries range from $32,000 for an assistant manager at the deli to $95,000 for a senior accountant.)
“Employees who are stressed out financially, wondering how to pay for their kid’s allergy meds, or their rent or auto insurance, are not going to be able to do their job well,” said Mr. Saginaw, who has been lobbying in Washington for the last year for an increase in the minimum wage. “We’re comfortable with the notion that there’s such a thing as enough. Others may be wealthier than we’ll ever be, but I wonder if they’ve lost a certain amount of joy in their work.”
The business model that he and Mr. Weinzweig created has been studied and emulated.
Wayne Baker, a professor in the Ross School of Business at the University of Michigan, turned it into four case studies. Bo Burlingham featured Zingerman’s in a book called “Small Giants,” which is about companies that “choose to be great rather than big.” And the owners and employees of more than 1,000 companies have attended ZingTrain seminars to learn more about the Zingerman’s model.
ZingTrain now has six full-time trainers and eight ZCoB staff members teaching seminars at a new educational facility that can accommodate up to 35 participants at a time. Recent seminars covering open-book management attracted business leaders from a water-treatment plant in the nearby community of Plymouth, a marijuana company in Colorado and a chef academy in Singapore.
At one session, the managers of a California winery that instituted open-book management in 2013 explained how they had struggled to get employee bonuses right. And the chief executive of a chain of ice cream shops based in Austin, Tex., talked about how the company had exceeded its projections thanks to a suggestion that had emerged from employee brainstorming.
The internal training courses are taught by staff members — except for the required employee-orientation class, called “Welcome to the ZCoB,” which is always taught by one of the two founders.
Recently, about 15 new employees from across the nine Zingerman’s businesses gathered in a room upstairs from the deli, all sampling a new torte that Mr. Weinzweig had brought from the Bakehouse.
“First of all, here is my cellphone number, as well as Paul’s,” he told the surprised group, as they scribbled down the numbers. “Call us anytime you have a problem. That is what we are here for.” (Mr. Weinzweig still fills water glasses most evenings at the Roadhouse to stay connected with the customers and the staff.)
Krystal Walls, who works in the mail-order business and has two children and a third on the way, said at the session, “I have never worked anywhere where I was trusted or respected like this.”
Another employee, Tess Eastment, who was starting work in the catering business, said, “I was pretty cynical when I started working here but have to admit, I am drinking the Kool-Aid now.”
“I hate that analogy,” Mr. Weinzweig said to her. “That Kool-Aid killed people and cults imply being secretive. We are totally open.”
He went on to talk about the opportunities that awaited the new recruits and to emphasize that Zingerman’s also offers personal counseling and even loans to any employees facing hardship. “Welcome,” he said, summing up. “Any one of you may one day be a new partner in the ZCoB.”