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76–481 2012

HIGH FUEL PRICES: THE IMPACT ON ILLINOIS 

SMALL BUSINESS AND JOB CREATION 

HEARING 

BEFORE THE

SUBCOMMITTEE ON ECONOMIC GROWTH, 

TAX AND CAPITAL ACCESS 

OF THE

COMMITTEE ON SMALL BUSINESS 

UNITED STATES 

HOUSE OF REPRESENTATIVES 

ONE HUNDRED TWELFTH CONGRESS 

SECOND SESSION 

HEARING HELD 

JUNE 25, 2012 

Small Business Committee Document Number 112–074 

Available via the GPO Website: www.fdsys.gov 


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(II) 

HOUSE COMMITTEE ON SMALL BUSINESS 

SAM GRAVES, Missouri, Chairman 

ROSCOE BARTLETT, Maryland 

STEVE CHABOT, Ohio 

STEVE KING, Iowa 

MIKE COFFMAN, Colorado 

MICK MULVANEY, South Carolina 

SCOTT TIPTON, Colorado 

JEFF LANDRY, Louisiana 

JAIME HERRERA BEUTLER, Washington 

ALLEN WEST, Florida 

RENEE ELLMERS, North Carolina 

JOE WALSH, Illinois 

LOU BARLETTA, Pennsylvania 

RICHARD HANNA, New York 

ROBERT SCHILLING, Illinois 

NYDIA VELA ́ ZQUEZ, New York, Ranking Member 

KURT SCHRADER, Oregon 

MARK CRITZ, Pennsylvania 

JASON ALTMIRE, Pennsylvania 

YVETTE CLARKE, New York 

JUDY CHU, California 

DAVID CICILLINE, Rhode Island 

CEDRIC RICHMOND, Louisiana 

JANICE HAHN, California 

GARY PETERS, Michigan 

BILL OWENS, New York 

BILL KEATING, Massachusetts 

LORI SALLEY, Staff Director 

PAUL SASS, Deputy Staff Director 

BARRY PINELES, General Counsel 

MICHAEL DAY, Minority Staff Director 


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C O N T E N T S 

OPENING STATEMENT 

Page 

Hon. Joe Walsh ........................................................................................................ 1 

WITNESSES 

James Zuber, Owner, Jc3 Trucking, Inc., Newton, IL .......................................... 2 

Phil Kerr, President, Home Medical Express, Inc., Elmhurst, IL ....................... 4 

Larry Smith, General Manager, Lurvey Landscape Supply, Des Plaines, IL .... 6 

Richard B. Sade, Vice-President, S&S Hinge Company, Bloomingdale, IL ........ 8 

APPENDIX 

Prepared Statements: 

Larry Smith, General Manager, Lurvey Landscape Supply, Des Plaines, 

IL .................................................................................................................... 16 

Phil Kerr, President, Home Medical Express, Inc., Elmhurst, IL ................ 19 

James Zuber, Owner, Jc3 Trucking, Inc., Newton, IL ................................... 23 

Richard B. Sade, Vice-President, S&S Hinge Company, Bloomingdale, 

IL .................................................................................................................... 34 

Questions for the Record: 

None. 

Answers for the Record: 

None. 

Additional Materials for the Record: 

None. 


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HIGH FUEL PRICES: THE IMPACT ON ILLINOIS SMALL BUSINESSES AND JOB CREATION 

MONDAY, JUNE 25, 2012 

HOUSE OF REPRESENTATIVES,

SUBCOMMITTEE ON ECONOMIC GROWTH, 

TAX AND CAPITAL ACCESS, 

COMMITTEE ON SMALL BUSINESS, 

Washington, DC. 

The Subcommittee met, pursuant to call, at 10:10 a.m., in Hoffman Estates Village Hall, 1900 Hassell Road, Hoffman Estates, Illinois, Hon. Joe Walsh (chairman of the Subcommittee) presiding. 

Present: Representative Walsh. 

Chairman WALSH. Good morning, everyone. 

Am I on? There, I am on. 

Thank you for joining us. 

Boy, that is on, isn’t it? 

The Small Business Committee, Subcommittee on Economic 

Growth and Capital Access, is now and will come to order. 

I want to thank the witnesses for appearing today and for agreeing to testify on an issue that is so important to small businesses 

and consumers, high fuel prices. 

Few things have such broad effects on consumers, the economy 

and small businesses as high fuel prices. While fuel prices have 

moderated somewhat from their recent highs, the price of a gallon 

of regular gasoline and diesel fuel is still 29 percent and 28 percent 

higher than two years ago. Overall, Americans are paying 93 percent more for gasoline than when President Obama took office in 

January of 2009. 

The price of gasoline often determines where and when consumers will shop, what it costs a small business to deliver products 

and services, and the cost of purchasing materials and other inputs 

necessary for business operations. 

When consumers have less money to spend and small businesses 

are forced to shift resources to fuel purchases, or pay higher prices 

for inputs, weak economic growth and anemic job creation are often 

the results. High fuel prices also increase economic uncertainty for 

both small businesses and their consumers. 

Small businesses have repeatedly testified before this Committee 

about their need for certainty in order to grow their businesses and 

create jobs. Last year, I chaired a Subcommittee field hearing just 

like this in Woodstock, Illinois. At that hearing, a number of small 

businesses testified about how uncertainties created by policy acVerDate Mar 15 2010 09:42 Nov 16, 2012 Jkt 076481 PO 00000 Frm 00005 Fmt 6633 Sfmt 6633 E:\HR\OC\A481.XXX A481

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tions in Washington inhibit their ability to grow and operate their 

businesses. These uncertainties can include new Federal regulations, Federal mandates on employers, and the direction of tax and 

spending policies. 

In addition to your views on the effects of high fuel prices on 

small businesses, the Committee will certainly be interested in 

learning how these additional uncertainties affect you as well. 

Other Subcommittee members may have opening statements. 

They will be submitted for the record. 

Let me take a moment, witnesses, and explain our terribly complicated timing system for each of you. You will have 5 minutes. 

The light will start out as green. When you have 1 minute remaining, the light will turn yellow. Try to stick to your 5 minutes. If 

you go over, we will be flexible. Do the best you can. 

I would like to introduce, in no particular order, our witnesses 

and give them each 5 minutes to testify. We will begin with James 

Zuber, a lifelong resident of Illinois, with more than 25 years experience in the commercial trucking industry. During those 25 years 

of operation, Mr. Zuber has logged over 3 million miles without an 

at-fault accident. 

He is testifying today on behalf of the Owner-Operator Independent Drivers Association. 

Mr. Zuber, you may deliver your testimony. 

STATEMENTS OF JAMES ZUBER, OWNER, Jc3 TRUCKING, INC., 

NEWTON, ILLINOIS; PHIL KERR, PRESIDENT, HOME MEDICAL EXPRESS, INC., ELMHURST, ILLINOIS; LARRY SMITH, 

GENERAL MANAGER, LURVEY LANDSCAPE SUPPLY, DES 

PLAINES, ILLINOIS; AND RICHARD SADE, VICE PRESIDENT, 

S&S HINGE COMPANY, BLOOMINGDALE, ILLINOIS 

STATEMENT OF JAMES ZUBER 

Mr. ZUBER. Thank you. Good morning. My name is James Zuber. 

I am from Newton, Illinois, and I have been a professional truck 

driver for over 25 years. 

Chairman WALSH. Did you press that? Why don’t you move it a 

little closer to you? 

Mr. ZUBER. One way or the other. There, okay. 

Good morning. My name is James Zuber. I am from Newton, Illinois, and I have been a professional truck driver for over 25 years. 

I own my truck and haul construction goods and general cargo 

while leased to a motor carrier. I am here on behalf of the OwnerOperator Independent Drivers Association, commonly known as 

OOIDA. OOIDA’s approximately 150,000 members are small business truckers from all 50 states. 

The majority of trucking in this country is small business. Ninety-three percent of our nation’s motor carriers own 20 or fewer 

trucks. My testimony will focus on the impact that energy prices 

have on small business truckers. These impacts are very real, especially when you consider them alongside the cost of regulations 

coming out of agencies like DOT and EPA. 

While today’s diesel prices are around 17 cents below last year, 

they are still very much on the high side. The fuel prices are still 


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subject to short-term price spikes, which are devastating to small 

business truckers. 

To give you a perspective, last year I drove 122,000 miles at 

$3.90 a gallon. My fuel costs were just under $80,000. When the 

price of a gallon of diesel increases by a nickel, my annual costs 

increase by $1,000. Trucking is a hyper-competitive business, and 

each of us operates on extremely thin margins. So any cost increase, especially those related to fuel or regulatory mandates, has 

an impact. An extra dollar spent on fuel means fewer dollars available to put back into my business. 

Countless truckers have felt the pain of high fuel prices on their 

businesses and have had to put off buying new equipment, or 

worse. For me, this hits home when I need to pay for work on my 

truck and face higher prices for parts, labor, or even something as 

basic as tires, all without an increase in pay. 

Further, for many truckers, business and family incomes are basically one and the same. Money isn’t available to put towards the 

basic necessities like payments, like mortgage payments and medical expenses. And just as prices for repairs on the truck increase 

with high fuel prices, so do prices for household expenses like gas 

and food. 

OOIDA has long supported an approach to energy policy that 

combines increased domestic energy production with efforts including greater marketing transparency, increase in focus on natural 

gas as a future energy source, and passing a new highway bill. In 

the past, the U.S. production has served as a relief valve, helping 

to mitigate price spikes. However, the strength of relief has been 

decreased as regulatory roadblocks have reduced domestic production on Federal lands and waters. Impeding domestic production 

with red tape is something truckers find very difficult to understand. Resources are available here at home. 

Like most truckers, fuel is my largest annual operating expense. 

Trust me when I tell you, no government agency is more motivated 

than I am to make certain I am running my vehicles as efficient 

as possible. I do not need regulations telling me how to operate efficiently or forcing me to buy a truck that places some prescribed 

government efficiency standard ahead of what I need for my business. 

Unfortunately, that is what has just happened with the EPA’s 

new first-ever fuel efficiency rule for heavy-duty trucks. The regulations impose technologies that work for certain types of trucking 

operations on every one of our nation’s trucking companies. It will 

add an additional $6,200 to the price of a new truck despite the 

older truck that I use today operates more efficiently than many 

of the trucks that are coming off the assembly line. 

EPA is not the only agency driving up costs for truckers. The Department of Transportation’s proposed rule requiring electronic onboard recorders, electronic stability control and speed limiters is 

using the veil of improved highway safety to one-size-fits-all regulatory mandates across the industry. These not only add significant 

costs to small business truckers, but also they will make a sizeable 

change to the industry, all with negative impacts to truckers who 

already have economic incentives to drive safely. 


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Further, one only has to look at significant improvement across 

the trucking industry over the past decade to question why such 

costly mandates are needed. The trucking industry faces significant 

economic and regulatory pressures on small business truckers like 

myself, especially impacted by the high fuel price spikes and costly 

mandates. Congress and the administration need to work to improve the domestic energy while resisting the urge to impose new 

mandates solely for the sake of imposing mandates. 

Mr. Chairman, I thank you for the opportunity to testify, and I 

look forward to answering any questions. 

Chairman WALSH. Mr. Zuber, thank you. Thank you very much. 

I am now going to turn to Phil Kerr, our next witness from Elmhurst, Illinois. He is President of Home Medical Express, Inc., a 

small business home health services provider. Since its inception 

more than 6 years ago, Mr. Kerr’s business has served more than 

70,000 patients. He currently serves more than 7,000 patients 

across 10 counties in Illinois. 

Mr. Kerr, you may deliver your testimony, and thanks for coming. 

STATEMENT OF PHIL KERR 

Mr. KERR. Thank you, Congressman Walsh and Ranking Member 

Schrader and members of the Small Business Subcommittee on 

Economic Growth, Tax and Capital Access, for the opportunity to 

provide testimony today on high fuel prices and the impact they 

have on small businesses. 

As you mentioned, my name is Phil Kerr, and I am the President 

of Home Medical Express. We are located in Elmhurst, and we are 

a proud member of the American Association of Homecare. 

Essentially, we are a provider of home oxygen therapy services, 

home nutrition therapy services, therapy for obstructive sleep 

apnea, and everything from hospital beds to wheelchairs. On a 

daily basis, we send about 23 people out in the field each day to 

distribute products and services from medical technicians to respiratory therapists and registered dieticians. 

The American Association of Homecare is a trade association, a 

national trade association for all the providers, equipment manufacturers and other organizations of the homecare community. 

I guess it was recently published that every $10 rise in the price 

of a barrel of oil translates to a 25-cent increase in gas prices, 

which tears more than $25 billion from our economy yearly. As a 

small business owner, I can tell you firsthand how it affects my 

business. 

For our particular industry, it particularly has an impact on us. 

In other industries, a company will actually pass along additional 

costs to their customers. In our particular industry, we are dealing 

largely with Medicare and Medicaid, Blue Cross and other private 

insurance companies. About 75 percent of our business is dealing 

with the government with Medicare and Medicaid patients, and 

those patients we get a fixed payment for the services that we provide regardless of the costs that we have. So any cost that comes 

along, we are not able to pass that cost on to the actual customers. 

The fact of the matter is that over the last 6 years, since we 

opened our business through the government regulations regarding 


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medical equipment, there has actually been a 33 percent reduction 

in fees as it is, while fuel costs have gone up. 

I have been in the field for 32 years. My two partners and I 

started our business in 2006, as you mentioned. We started from 

scratch with no employees in 2006, and last year we finished with 

a little over $8 million in revenues, and we currently have 80 employees. 

As you mentioned, we service over 50,000 patients and 7,000 active. We service about a 60-mile radius from the Elmhurst area. As 

I mentioned, 70 percent of the patients are Medicare and Medicaid, 

and our costs essentially get fixed. 

Fuel costs now represent 3 percent of our revenues, the cost of 

our revenues, which is up 1 percent over the last 2 years. By itself, 

that may not seem like a lot of money. For our business, though, 

that has taken us from $126,000 in fuel costs in 2009 to this past 

year we surpassed or are at about $250,000. A $120,000 increase 

is significant. Our business during that time grew 43 percent, but 

our fuel costs grew 95 percent, so more than double the pace. 

As I said earlier, other industries can pass that on. We are not 

able to pass those costs on. 

One alternative that we have been forced to look at in providing 

services to the patients that we provide is having to drop-ship certain services. We are required by our insurance companies to provide the services to the patients in their home, deliver to the patients in their home. Certain items like tube-feeding therapy, people who drink things like Ensure at home for tube-feeding purposes, weigh about 13 pounds per box. Some patients get 10 boxes 

of those per month. We deliver those today inside their house. We 

bring it inside to their family room, their kitchen, pantry, what 

have you. Our costs to go to each house are about $50 per visit. 

We can go through drop shipping and get down to about $37 per 

visit, but the implications of that are that 60 percent of these cases, 

as I mentioned earlier, are Medicare. We are going to have to bring 

products that weigh up to 130 pounds—if FedEx or UPS brings 

them, they bring it to the doorstep. They don’t bring them inside. 

That will force consumers to actually bring those products inside 

themselves. 

High gas prices have compounded a problem that home medical 

group providers have had with a new government program known 

as competitive bidding. This program is competitive in name only. 

In fact, in Round 1 of competitive bidding, 87 percent of the companies in the first nine states were eliminated from the marketplace. 

It is a program that was poorly conceived, fundamentally flawed. 

It is now exhibiting many serious breakdowns that are predictable 

based upon its failure to recognize and account for the true nature 

of the way home medical equipment is provided to Medicare beneficiaries. These breakdowns have been evident since the start in 

2007. 

Round 2 of competitive bidding started this year. In March, we 

had to submit our bids for those things. We will find out later this 

year. The biggest problem that we have is that we were forced to 

provide a bid for four years. So that means that any increase in 

fuel prices over the next four years, no matter what they are, are 


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built into the price we have had to commit to today. So it has made 

it very difficult for us. 

We have included more detailed information about the problems 

with the bidding program in our testimony. Business closures and 

employee reductions have significantly impacted the industry. 

In conclusion, I would like to thank you again for the opportunity 

to provide the testimony today. I regard this as an important issue 

and look forward to the Subcommittee to protect patients’ access to 

homecare, as well as small businesses that provide the equipment 

that they need. 

Chairman WALSH. Thank you. Thanks. 

Our third witness is Larry Smith. He is General Manager of 

Lurvey Landscape Supply Company, located in Des Plaines. Lurvey 

is a diversified wholesale supply distribution business with 35 fulltime employees and as many as 125 temporary seasonal employees. 

Mr. Smith, welcome. You have the mic. 

STATEMENT OF LARRY SMITH 

Mr. SMITH. Chairman Walsh, distinguished members of the Subcommittee, and guests, thank you for the opportunity to testify 

today on how high fuel prices and price uncertainty affect my company and my industry. 

I am Larry Smith of Lurvey Landscape Supply in Des Plaines. 

My company distributes a wide range of products used by 

landscapers, builders, and homeowners, from all types of green 

goods to paving materials to nonstructural stone building veneers 

to accessory products. All of the products we distribute are purchased from others. 

We employ 35 people year-round and 120-plus during peak seasons. We actively participate in our national association, the American Nursery and Landscape Association, and its state partner, the 

Illinois Green Industry Association, as well as other trade organizations related to the products we distribute. 

Our company is part of the vertically integrated nursery and 

landscape industry, often referred to as the green industry. All but 

a few of the very largest businesses in the industry are classified 

as small businesses. Most are family owned and operated, and 

many are multi-generational. 

The plant production part of the business is considered agriculture, and in production value, its crops are valued at $16.7 billion at farm gate. Nationally, the industry contributes over $175 

billion in economic output and sustains 1.95 million full- and parttime jobs. 

Here in the Land of Lincoln, the most recent numbers show that 

the green industry has an impact of $5.2 billion on the Illinois 

economy, employs 200,000 people full- and part-time, and generates $1.9 billion in payroll. 

Our company currently operates three locations in the Chicago 

area, serving about 1,200 landscape and construction businesses, as 

well as retailing to homeowners from our Des Plaines location. 

During a busy spring day, our wholesale locations will produce over 

600 invoices. Lurvey Landscape Supply owns three 20-foot flatbed 

straight trucks and two small dump trucks for local deliveries of 


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from a few miles to 150 miles or more. We can do well over 20 deliveries a day to the local market. 

For the first time in our history, we have begun adding a fuel 

surcharge to our own local deliveries just to try to recoup some of 

the added expenses of high fuel prices. 

The Great Recession has hit our industry hard, given the fact 

that residential construction, commercial property development and 

municipal investments in green infrastructure all declined sharply 

as the economy took a sharp turn for the worse. The ensuing credit 

crunch further destabilized businesses in our industry. 

So against this backdrop, record high fuel prices and price volatility have added insult to injury. I would like to list a few of the 

impacts all of this has had on our business and many in the green 

industry. 

Our customers need a stable price for products for extended periods of time in order to bid on work that is often six months to a 

year away. Fuel surcharges have ranged this spring from 15 percent to as high as 37 percent. In real numbers, a load from Pennsylvania this spring cost $925, and the fuel surcharge was $351.50 

extra. Locally, we pay $310 for a load of concrete pavers, with an 

additional $62 in fuel surcharges. These surcharges were not part 

of the cost a few short years ago. This equates to significant increases in cost. 

With that in mind, can we ask the growers that we buy plants 

from to absorb those costs when other economic conditions have 

forced their profit margins to near zero percent? Or can we absorb 

those costs? 

Our net margins are less than half of pre-recession numbers, and 

a significant portion of the reduction is due directly to high fuel 

costs. That impacts our ability to reinvest in our business by updating or replacing delivery vehicles, and our employees by increasing 

wages or adding staff where and when it is needed. 

These increased costs also impact how our suppliers operate and 

their ability to invest in employees and equipment. 

Before the recession, prices were determined yearly for much of 

our inventory based on product cost without a significant weight 

placed on freight costs. Current practice requires us to weigh 

freight costs heavily in our pricing equations. This has caused us 

to significantly reduce the inventory we carry and necessitated 

quoting prices on a per-job basis, which in turn increases lead 

times and creates frustration and inefficiencies on the job if product can’t arrive on time. 

So while I am far more expert in running a business than I am 

in telling this Committee exactly how to take the knife edge off 

high fuel prices and price volatility, which leads to business uncertainty, I can speak to the troubling impacts we have faced. I do believe we as a nation must roll up our sleeves and get to work on 

any and every strategy to develop both traditional and non-traditional energy sources. There is no question that recent high fuel 

prices and price uncertainty have dramatically impacted our profit 

margins and our ability to take risks investing in new employees 

and equipment. We would welcome the actions that bring some relief. 

Thank you again for this opportunity to testify. 


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Chairman WALSH. Thank you, Mr. Smith. 

Our final witness is Richard Sade. Richard is Vice President of 

S&S Hinge Company, located in Bloomingdale, Illinois. S&S Hinge 

has been in operation for more than 80 years manufacturing specialized hinges used in a variety of applications. 

Thank you for being here. You have the floor. 

STATEMENT OF RICHARD SADE 

Mr. SADE. Chairman Walsh, members of the Committee, thank 

you for the opportunity to testify before you today on this most important issue that impacts manufacturers of all sizes, especially 

small businesses like ours. 

My name is Richard Sade, as you indicated, Vice President of 

S&S Hinge, based in Bloomingdale, Illinois, a third-generation continuous hinge manufacturer about 27 miles northwest of downtown 

Chicago. We manufacture parts for industries and products, including tool storage, marine, electrical, attic stairs, fixtures, emergency 

vehicles, and industrial distribution. 

S&S Hinge is a family-owned business with 38 employees, and 

we are now looking to expand our business by increasing our exports and developing new products and technologies. 

Like all Americans, at S&S we have felt the pain at the pump, 

not just when we want to take our families on summer vacations, 

but the pain is greatest on small businesses. Fuel impacts our company in several ways, the obvious one being our sales team stops 

at the gas station before visiting customers. We also have seen increases in the price we pay for raw materials through transportation and other surcharges. In some cases, our increased fuel costs 

are built into the sales price we provide to our customers, but even 

when we are successful in recovering some of these costs, it still 

makes our products more expensive on the global market and 

makes us less attractive to exports and new customers. 

As a small business, we often are trapped between much larger 

customers who may not anticipate a price increase on raw materials, and suppliers who are also seeing increasing costs. A challenge we face is our suppliers typically add a surcharge based on 

the weight and how much steel we buy, not on how many miles 

they travel to deliver goods to us, and steel is very heavy, obviously, as we all know. 

Obviously, as we try to grow our business and add employees, 

the amount of steel we buy will increase along the way, which 

comes with higher fuel surcharges. We must factor these surcharges in when deciding whether or not to explore new business 

opportunities and if we can afford to purchase raw materials we 

need to make more parts for our customers. 

S&S Hinge has already seen a 20 percent increase in fuel costs 

over the last year. Our employees, including our sales team, traveled respectively 475,000 miles a year in 2011. As we try to sustain 

and grow our business, this creates a Catch-22 for us. While we 

know the cost to make money, a 20 percent increase in fuel surcharges is significant for a small business like ours trying to grow 

and add jobs. 

In part, as a result of these increases in fuel costs, our sales 

team is traveling less and relying more on the Internet to pursue 


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new business opportunities. We know we must adapt to changing 

times, as any business. However, we seek to grow our company and 

add jobs. We cannot afford to miss new opportunities because of 

the increase in fuel costs. 

Prior to joining S&S, I worked for several Fortune 400 companies, and while they also are dealing with significant fuel costs, 

economies of scale show how much more that increase can impact 

a small business in Illinois. A 20 percent increase in our transportation costs is an additional 28 percent annual increase in fuel use 

for our overall production costs in oils and lubricants. In any other 

industry like ours, where profit margins are low, single digits, any 

increase to cost puts a significant disadvantage to our bottom line. 

A lack of a comprehensive energy policy also further puts American manufacturers at a global disadvantage, especially small businesses like S&S. Our business has taken advantage of tax credits 

and incentives in the past, such as the one-time ComEd Smart Idea 

program for our plant lighting, which gave us a one-time savings 

of $12,760. 

As with anything in life, one size does not fit all. But this is certain, the U.S. must become more self-reliant on fuel sources. This 

will improve the market sustainability and help small businesses 

plan for the future. 

To support manufacturers, the government should explore domestic options available that will mean real fuel cost reductions. 

Especially in an election year, politics can trump good policy, and 

manufacturers cannot afford politicians playing politics with their 

lives and their livelihoods. Federal programs intended to foster new 

energy-efficient technologies are often directed at large manufacturers and lack a small business requirement. The government 

should work with the private sector to authorize and support investments in domestic energy sources and alternative fuels. 

Thank you for the opportunity to present my testimony today. 

Small businesses are the backbone of this country, and manufacturers are the driver of the recovering economy. But manufacturing 

can’t drive us to better times without a fuel policy that makes 

sense for small businesses like ours. I look forward to continuing 

to work with you on this most important issue in the future and 

answering any questions you may have. 

Chairman WALSH. Thank you. Thank you. 

Politicians playing politics? That doesn’t happen. Come on. 

Thank you, everybody. 

First, a thank-you to all of you in the audience. You know, if we 

were in Washington right now, this is what you would be doing. 

Virtually every committee in Washington holds hearings darn near 

every week or every other week. Every now and then, committees 

and the subcommittees, like this Subcommittee that I chair, were 

able to go into the field to bring witnesses from real life in front 

of us so we can listen to them, and this is a way for you all to actually come see a hearing because you can’t get to Washington every 

week or two, and that’s a good thing. 

So thank you all for coming. Let me ask some questions of our 

witnesses, and I want to thank you each for taking some time. 

You said it. You are the backbone of this country, small businesses, small businesses, small businesses. You are the job creVerDate Mar 15 2010 09:42 Nov 16, 2012 Jkt 076481 PO 00000 Frm 00013 Fmt 6633 Sfmt 6602 E:\HR\OC\A481.XXX A481

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ators. You are the ones that eventually will get this economy back 

up on its feet. We in Washington tend to make life too difficult for 

you, and we have really done that over the course of the last three 

or four years. 

And it is not just the uncertainty coming out of Washington. Uncertainty is a problem, but very certain over-regulations are a problem as well. So I hear you and I empathize with you, and I will 

tell you, when I am out a lot doing town halls or talking to folks 

out there, there is a real ‘‘big against small’’ feeling in this country. 

Big businesses, big banks seem to be doing just fine. Small businesses, community banks, are struggling. 

When it comes to this issue in particular, high fuel prices, big 

businesses can take advantage of sophisticated financial tools to try 

to leverage or hedge against rising fuel prices. I don’t think our 

small businesses have the same ability. So big businesses have 

tools that they can use to try to combat these. 

What do you all do? If you can’t use fancy derivatives and hedge 

against rising fuel prices, what strategies do you use to try to combat high fuel prices? 

And that is for all of you. Does anybody have a short, quick, interesting answer? 

Mr. SADE. Yes. I would like to answer that, Joe. It really is, as 

I testified, a Catch-22 because, for an example, for us to hedge on 

surcharges, we will go buy more raw materials—for example, 

trucking. We will get a truckload of steel versus a half a truck, 

which I have to go borrow money to do that. 

Chairman WALSH. Yes. 

Mr. SADE. And the lending in this country for small businesses 

is terrible. So we are constantly chasing that tail of trying to balance our business, working with the banks, and then adjusting for 

these fuel prices, because a lot of my customers are big corporations, and I have contracts with them. I can’t raise prices. I can’t 

pass that through on a yearly contract. Therefore, we eat it, and 

we can’t continue to do that. We just—you know, the margins 

aren’t there. 

Chairman WALSH. Mr. Kerr, because of your unique client 

base—— 

Mr. KERR. For us, the additional costs that we had, what it 

ended up meaning for us was although we grew 80 employees over 

this 5-year period, there are five to ten more people we could have 

hired that could have had health insurance who would have purchased more vehicles. Down the road, it has forced us to hold back 

on some of those investments. As a result, what could have been 

even greater employee growth was stymied. 

Chairman WALSH. Mr. Zuber, Mr. Smith, again, you are not a big 

old sophisticated corporation. That’s a good thing. They can hedge 

and do different things. What sort of tools do you all have to try 

to combat and leverage against this? 

Mr. ZUBER. The only option I have is I am a one-truck operation 

leased to a carrier, and all I can do is work on the truck myself 

instead of having it worked on. I try to cut costs like that. I work 

on my truck to turn it more fuel efficient. 

Chairman WALSH. And if you have to work on that truck yourself, what does that take you away from? 


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Mr. ZUBER. It takes me away from my family life, and my wife 

gives up, my kids give up. Health insurance is hard to come by, 

that you can use. I mean, yes, it is very hard, especially the family 

life and the extra added work that I put into it, and then the compensation is not there. 

Chairman WALSH. Mr. Smith. 

Mr. SMITH. Lower margins, reduced labor don’t pay raises. 

Chairman WALSH. Yes. It has to give somewhere. 

We mentioned how fuel prices have increased roughly 93 percent 

since President Obama got elected. They have begun to come down 

a bit. Are we still on the high end? 

Mr. ZUBER. Yes, they are. 

Chairman WALSH. Don’t you love it when I ask easy questions? 

Mr. ZUBER. Was that rhetorical? 

Chairman WALSH. Well, that was whatever you want to call it. 

We are still up there, aren’t we? 

Mr. ZUBER. Yes, we are, very high. I think we need to depend 

more on domestic drilling. I think we need to cut some regulatory 

red tape to try to get more domestic drilling, and not only rely on 

oil and diesel but maybe in the small, the in-town communities, 

like the landscapers that deliver, don’t force it on them. I don’t 

want any mandates. But use maybe natural compressed gas. They 

are getting a lot of those around the area, but they are starting to 

put them in. They are not able to be used over the road very well 

for a lot of drivers, but cut it that way, and cut the regulatory red 

tape to build refineries, invest some of our money off the domestic 

oil that we capture to invest in alternate fuels, and try to get the 

price down, become self-reliant again in this country. 

Chairman WALSH. You will never work in Washington. You are 

making much too much sense. Gentlemen, $3.60, $3.70, $3.80 a gallon, this is still hugely difficult for your companies, your businesses? 

Mr. SADE. It is not only difficult just from the fuel, but you have 

got to understand, any time there is this fluctuation with a barrel 

of oil, it affects our production costs because we use oils in our 

manufacturing process, and that is the other part of the equation 

that affects small businesses like mine, that we use oils and lubricants and cleaning solutions and that type of thing. 

When oil gets to $100 a barrel, we see significant increases, 50 

percent sometimes, in just oils that we use in production, lubricants. 

Chairman WALSH. Mr. Smith, historically for you, this is high 

end right now, this is on the high end? 

Mr. SMITH. Yes. We are currently, I think this week, the fuel surcharge for one of the companies that we deal with a lot is 15 percent. So that is still, that is $150 on a $1,000 load. That money 

comes out of somebody’s pocket, and generally speaking it can’t 

come out of our customers’ pockets because they don’t have any 

more money to pull out of their pockets. 

Chairman WALSH. Maybe I didn’t hear you right. Did you testify 

that this is the first time ever you’ve had to put a fuel surcharge 

on your deliveries? 

Mr. SMITH. This is the first time that we have done it as a company for our own local deliveries that we do with our trucks. 


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Chairman WALSH. Okay. Mr. Zuber, answer me one question 

about the trucking industry in general. Has it become more consolidated? Is it tough for the one, two, three, four truck shops to make 

a go of it? What’s happening to the smaller, smaller, smaller companies in the trucking industry? 

Mr. ZUBER. Well, it is very tough for even the 100-truck operations. The problem is the fuel surcharge is not able to be passed 

on, and the operators eat it, and the problem is we are giving tax 

breaks, grants to the bigger companies that have the legal departments to swoop in and grab those grants that we know nothing 

about. 

Chairman WALSH. What is—educate me—a 100-truck operation? 

Is that considered small? Medium? 

Mr. ZUBER. That is small. 

Chairman WALSH. That is small. Okay. 

Mr. ZUBER. Yes. But, you know, we just do not have the—if we 

pass it on, we pass it on to everybody in this room. We have to pass 

it on to the consumers. They can’t afford it. We can’t afford it. But 

with the breaks that they are getting, they are not only getting 

breaks with grants and stuff like that. I pay a certain price for a 

gallon of diesel, whatever is on the sign out there. They may get 

20 to 30 cents off of that as a big corporation. Tires are the same 

way, so on and so on, everything they use. They get such big 

breaks, it is hard for us to compete as owner-operators. 

Chairman WALSH. And we hear that across industry. 

Mr. ZUBER. Could I say one more thing? 

Chairman WALSH. Oh, you have got the mic. 

Mr. ZUBER. It is funny. I started in the early 80’s as a truck driver. I made almost—I actually took home more money. But back 

then, you could buy diesel for 89 cents a gallon. Today it is $3.90. 

I made 95 cents to $1.00 a mile back then. I make an average of 

$1.02 a mile, plus fuel. 

Chairman WALSH. Wow. 

Mr. ZUBER. It doesn’t come out. It is hard to raise three kids, a 

wife, and be happy. 

Chairman WALSH. Wow, wow. 

Mr. Kerr, again, you are unique at this table because of what you 

do and who you are working with. Seventy-some percent, as you 

said, is Medicare and Medicaid. Is it true that home health care 

and ambulances are the last health professions still making house 

calls? 

Mr. KERR. Largely, that is true. I mean, there are still small physician groups that do that, but they are the exception rather than 

the rule. 

Chairman WALSH. And home health care has experienced Medicaid reimbursement cuts? 

Mr. KERR. Medicaid and Medicare. 

Chairman WALSH. Medicare? 

Mr. KERR. Medicare has been significant, and this competitive 

bidding that I spoke about, just to take a minute or so on that subject. Right now, there are approximately 35 million people in the 

United States that have Medicare. The Obamacare plan is going to 

take that number to about 70 million people on those government 

rolls. The costs associated with this program of competitive bidding 


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where in the first nine cities they eliminated 87 percent of the competition—and, by the way, that 87 percent that was eliminated 

were small businesses—— 

Chairman WALSH. Right. 

Mr. KERR. If you take that going forward, it seems counter-intuitive. You are going to take double the demand, and you have reduced the supply by 87 percent. So your area that you live in, 

McHenry, we service that area from our place. So in metropolitan 

Chicago, there are about 100 companies that do what my company 

does. Take that down to 13, and it exacerbates the fuel situation. 

We now have to drive—we have broadened the geographic density, 

and we now end up having to drive farther to provide those services. So the amount of fuel that we are going to consume becomes 

grossly inefficient. 

Chairman WALSH. Now, health care and Obamacare will probably be a fairly interesting topic this week. But with these Medicare cuts, and with these rising fuel costs, in your mind, what is 

this going to do to folks’ access to health care, especially home 

health care? 

Mr. KERR. Well, certainly a lot of the extra services that personal 

service companies provide are going to be diminished, like one of 

the examples I talked about. We are just going to have to eliminate 

any possibility of being customer or senior citizen friendly. If the 

option is to go out of business or stay in business and reduce some 

of those services, that is another rhetorical question I suppose. 

Chairman WALSH. Oh, we are full of them. 

Mr. KERR. Right. 

Chairman WALSH. Isn’t it fascinating to everyone this pattern 

here of big versus small? You can almost go down every industry, 

and big businesses and big corporations generally have capital, 

generally are sitting on capital. Generally, government tends to 

create rules to take care of them, and it is the smaller businesses 

that take the hit. 

A couple of general questions for everybody, and then we will call 

it a morning. 

Actually, Mr. S&S Hinge, I want to ask you one quick specific. 

Do you compete against foreign imports? 

Mr. SADE. Yes. 

Chairman WALSH. Okay. What are fuel prices, how are they 

helping you in this competitive environment, or hurting you? Try 

to just take 30 seconds. 

Mr. SADE. One of the issues is that, as you well know—you have 

been to my plant. Over the years we have tried to, what we call, 

China-proof ourselves with technology and innovation. However, 

the big-box guys do buy quite a bit of hardware from Asia. The 

good news there is that some of this is coming back to the States, 

and when it comes to manufacturing, because of the higher transportation costs and fuel costs, I can’t go and sell my product in 

China anymore just for the fact of shipping it there outweighs the 

cost of manufacturing costs. So exporting has become more difficult. But again, on the flip side, we are seeing more activity come 

back. 

Chairman WALSH. Two quick general questions, and then we will 

wrap. The price of gas at the pump has moderated a bit the last 


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couple of months. Demand for gas is down. I mean, Americans are 

hurting. So on the demand side, there is not as much demand. We 

are not driving around as much. The economy is struggling out 

there. Folks are struggling. 

Give me your quick take right now on where you see things in 

this country economically. Let’s start here and go down the row 

quickly. 

Mr. ZUBER. Where are we at now? 

Chairman WALSH. Yes, where are we at right now. 

Mr. ZUBER. We are at a point where jobs are being lost. If there 

are no consumers to buy my products—well, not my products but 

the products I haul, that means less loads for my truck to haul. 

That means more trucks trying to haul the same load. The prices 

are going down. The fuel is still up. You know, only so many can 

live on that top tier when you have got the bottom tier working and 

supporting the top tier. If we don’t do something, I look for it to 

crumble. 

Chairman WALSH. Mr. Kerr, what do you think? You are out 

there. Where do you think we are at economically right now? 

Mr. KERR. I think it is kind of the—you are familiar with Atlas 

Shrugged? It is much like that. The idea of innovation kind of goes 

by the wayside. People that were formerly in businesses where you 

had very thin margins to begin with, margins continue to erode. 

There becomes no more motivation to be involved in that business. 

In Atlas Shrugged, people just start disappearing, and I think we 

will see that, at least in that microcosm. 

Chairman WALSH. Mr. Smith, where are we at right now economically? 

Mr. SMITH. We are still on the bottom and treading water. I see 

glimpses of hope, and then they go away just as quickly as they 

show up. 

Chairman WALSH. Yes. Where are we at right now? 

Mr. SADE. Oh, boy, good question. 

Chairman WALSH. Thirty seconds. 

Mr. SADE. Washington has got us stifled. The economy is just— 

you know, the leadership and what is going on. As you well know, 

I am very much active in some other politics, and I think that 

there are trillions of dollars on the sidelines. Everybody is waiting 

to see what happens, obviously, with the election, and regulation 

has been killing us. So it is very, very slow. 

Chairman WALSH. Okay, last quick question, bullet answers. 

Anything you advise me to do? Let’s pretend that I can take to 

Washington, when I go back tomorrow, and we will turn it into 

law. When it comes to high fuel prices, what is one thing you would 

like to see your government do to improve the situation? One thing. 

Start with Mr. Zuber. 

Mr. ZUBER. Cut the regulatory red tape and start becoming more 

dependent on our own oil and resources in this country. 

Chairman WALSH. Mr. Kerr. 

Mr. KERR. Increase supply in whatever way that we can do that, 

whether that is additional drilling or what have you. 

Chairman WALSH. Additional drilling. 

Mr. Smith. 

Mr. SMITH. Same thing, additional drilling, more supply. 


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Chairman WALSH. Mr. Sade. 

Mr. SADE. Approve the pipeline. 

Chairman WALSH. Approve the pipeline. You did that in three 

words. 

Thank you. Thank you all. My closing thought is we are treading 

water right now. We are barely treading water. Things out there 

are so much worse than people in Washington realize. Our unemployment rate is not 8.2 percent. It is higher than that. Every quarter we have adjusted our growth numbers down. It is difficult to 

say we are even limping along. We are—you used Atlas Shrugged. 

The metaphor, and I think it is an apt one, the metaphor I use is, 

look, this is the most innovative, entrepreneurial, go-get-’em, energetic country that men and women have ever created, and right 

now it is like Gulliver’s Travels. It is like we are laying down on 

our back, this great American engine and this great American 

economy, and we are all tied up. We are all tied up by all these 

regulations, by all this red tape, by all these taxes, by all this new 

big health care thing that was thrown on us, and the American ingenuity can’t get up. It is like we are on our backs, and this isn’t 

rocket science. 

We try to complicate things in Washington all the time. You create jobs. All you want Washington to do, I think, is lay down some 

simple rules and then get out of the way and let you do your thing. 

Unfortunately, that is not at all what we, what Washington has 

done the last three to four years. 

As I say every time I am with you all, with small business heads, 

my first and only instinct is to apologize. I think, Mr. Zuber, Mr. 

Kerr, Mr. Smith, Mr. Sade, I apologize for Washington because you 

all have a target on your back. For some reason this administration, for some reason too much of Washington wants to just go at 

you and make your lives miserable, and for that I apologize. 

I want to thank you all for being here today. If it were up to me, 

I would hold 10 field hearings for every hearing we hold in Washington. We would get people out of Washington, coming out here 

in this great country talking to people as well, so that folks who 

don’t ordinarily get to Washington can listen. But we learn more 

when we listen to you and hear from you. 

So thank you all for coming. You have, I believe, provided great 

insight into this issue of high fuel prices. Your written testimony 

will go to the committee and we will study and continue to work 

on the things that you all are concerned about. 

I ask unanimous consent that members of this committee have 

5 legislative days to submit statements and supporting materials 

for the record. 

Hearing no objection, so ordered. 

Chairman WALSH. Without objection, then, this hearing is now 

adjourned. Thank you for coming. 

[Whereupon, at 11 a.m., the Subcommittee was adjourned.] 


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