Liberals’ complaint (not legitimate challenge) is not that the content of CBM (my book) is not true; their problem is that they don’t LIKE it. No one endorses an author who exposes their inability to honestly recognize reality; liberals’ dysfunctional refusal to accept that government does not have the correct solution for activity not authorized in the US Constitution.

The book has been validated by numerous industry professionals. Not one challenge has been made regarding CONSTRUCTION BUDGET MANAGEMENT’s (CBM) content. Don’t judge the book by its title. Unlike many books and articles that criticize blotted government with a broad brush; CBM takes the NEXT STEP and provides detailed solutions to specific problems.

Americans’ tolerate official court decisions, even when we don’t agree, because they are rare (minuscule percent of all decisions) and perceived to be even-handed (justice is blind). Also, if a court makes a mistake there is an appeal process.

One significant problem with government contracting is that administrative decisions become quasi-judicial, in that, public agencies “rules” are treated as law by agency administrators. Some contracting officials consider their opinion as law.

A few weeks ago, I met a (name and location on-file) retired Federal Government “Contract Specialist” (his description) who said he believes that; “all contractors are crooks.” That man said he had spent his career opposing unwarranted payment to private contractors. I pressed him, and he reiterated, “all contractors.” Our conversation became heated, so we shock hands and walked away.

Of course, I pointed out to him that there are millions of contractors that he had not met; however, he was not deterred from his position, “all contractors are crooks.” That attitude is common (PC liberals) among Federal, State, and local government employees. The state-media reinforces that belief to the general public.

One of the major topics within CBM debunks that myth. Obviously, “all” members of a group, especially one as large and diverse as contractors, are not identical. His prejudice is not unusual for a government employee. Liberal agencies personnel FEEL better, and that attitude allows them to be more aggressive, when dealing with the public.

CBM provides a philosophy of partnership, and practical “how-to” solutions on the administration of contracts, construction or otherwise. The stories in the book explain, with examples, why government must be restrained in size if possession of private property is to be protected.

In addition to many positive reviews of CBM by architects, engineers, contractors, facility owner representatives … etc.; one of my favorites was a dentist comment. He was an elected school board member, and he said, prior to reading CBM he abstained from active participation in building project discussions; after studying CBM he now leads those meetings.

CalPoly Pomona entertained accepting CBM as the author’s PhD thesis, until they determined that the author has too much testosterone for their program. K-12 school construction administrators go apoplectic, thereby confirming relevance.

CBM contends that, in public contracting (not only building) the selection process should be, following conservative principals, as objective as possible. Making the decision events transparent, and thereby minimize the temptation for abuse and corruption.

An on-line perusal of the CBM web-page, including book reviewers, will reveal that CBM is the best text to prepare people to manage public works projects. As an example, when the author was consulting for the University of California, he initiated a new project delay calculation into UC building contracts. That single suggestion has saved the UC system ten-of-millions of dollars over the past seventeen years.

Notes: People who actually know the author, and witnessed my experience over the years, have confirmed the auto-biographical content and my contributions.

Book reviewers, and additional industry professionals, have validated the technical content.

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