Govt. Affairs: Nutting reports “Obama spending binge never happened”

President Dwight D. Eisenhower

“As we peer into society’s future, we — you and I, and our government — must avoid the impulse to live only for today, plundering, for our own ease and convenience, the precious resources of tomorrow. We cannot mortgage the material assets of our grandchildren without risking the loss also of their political and spiritual heritage. We want democracy to survive for all generations to come, not to become the insolvent phantom of tomorrow.”  Dwight D. Eisenhower, 1961 Military-Industrial Complex Speech

An article by Rex Nutting, appearing in Marketwatch, says you just don’t understand how to read a budget: if you did, then you would realize Presidents Obama and Clinton were the most fiscally conservative Presidents of all time and Presidents Reagan and Bush II were the biggest spenders of all time.


Whether or not you agree with Nutting’s observation :

(1) Public outlays are an increasingly larger proportion of the US economy each year.* This has the effect of limiting available capital for economic expansion, innovation and long term economic growth.

(2) “Deficit spending” (when spending exceeds income) is an increasingly larger proportion of the federal budget each year, leading to inflation or the danger, as President Eisenhower warned, of becoming “the insolvent phantom of tomorrow.” 

(3) The federal government has been running without a budget for over three years: there is a complete lack of accountability for federal spending.


*The Heritage Foundation points out that, “public spending by all levels of government now exceeds one-third of total domestic output. . . . Spending at the national level rose to over 25 percent of GDP in 2010, and gross public debt surpassed 100 percent of GDP in 2011.”

The last time the US government outlays have been at this level of spending as compared to the GDP was during a time of national crisis that only few can remember, World War II.

Government is simply spending too much, borrowing too much, and growing too big. It’s time to heed President Eisenhower’s warning about the loss of our heritage of freedom.

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Welcome to the blog

Peter Arno's Drawing Board
“Well, back to the old drawing board.”

“Knowledge hoarded is knowledge wasted.” Mike Myatt, Forbes Magazine


The blog helps individuals, businesses and organizations mobilize (or take action), with a proactive management philosophy, to better prepare for and comply with the tsunami wave of regulations affecting road transportation in North America. The scope of this blog includes safety, health and environmental (SH&E) regulations, as well as related topics including: risk management, organizational governance and government affairs. A proactive management approach can greatly reduce costs.


Compliance is not “rocket science.” Surprisingly, it’s actually much harder than rocket science because it’s competing with all of the other things and activities going on in the organization. Compliance can’t be done “when it’s convenient” to do or the “budget improves.”

What’s the biggest cost of delayed compliance? Waiting to “get ’round to it,” may not result in just a citation or monetary fine. Depending on the type of violation, loss of some degree of freedom or control may result.

Example:  Negligence by Cedyco Corp. led to not only a fine of $557,000 but an order by the federal government to stop certain operations in Louisiana.

Lesson Learned: a reminder to us to be vigilant of any engine oil or bearing grease leaks, and be mindful of the process used in powerwashing of fleet vehicles.


“We do not have the time or resources.”

“We have to get the real work done.”

“We’ll just ‘deal with it’ as it comes and we can work it all out later.”


The above statements are simply cop outs. Costs and time constraints can be brought in or controlled from the start by recognizing and then prioritizing clearly defined principles. A principle is defined as, “A rule or standard, especially of good behavior.”

Start with a recognition of the standards. Know or get to know, learn about and stay current with any required rules and regulations. Prioritization tells us what’s important now so we can proactively address meeting or exceeding the expected standards. Then mobilize or marshal all of your resources with the goal of taking action for a positive outcome.*


Make a “good faith” effort to comply with the regulatory requirements and then document your efforts. Recognition of the required rules and regulations leads to prioritization of the “here and now” making mobilization, or acting with specific outcomes in mind, much easier than the consequences of putting off the decision.

If there is just one rule to always remember, it’s this: the cost of compliance only increases in direct proportion to the length of time that compliance decisions are postponed or put off. Delay is a decision — for the wrong way.

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*Note – The “Recognition, Prioritization and Mobilization” approach sometimes called the “RPM process,” is attributed to safety and risk expert, Mr. Gordon Graham.