Betsey Wright had done such a good job with the campaign that I was convinced she could manage the governor’s office. In the beginning I also asked Maurice Smith to serve as executive secretary, to add some maturity to the mix and to ensure cordial relations with the senior legislators, lobbyists, and power brokers. I had a strong education team with Paul Root, my former world history teacher, and Don Ernst. My legal counsel, Sam Bratton, who had been with me in the attorney general’s office, was also an expert in education law.
Carol Rasco became my aide for health and human services. Her qualifications were rooted in experience: Her older child, Hamp, was born with cerebral palsy. She fought for his educational and other rights, and in the process acquired a detailed knowledge of state and federal programs for the disabled.
I persuaded Dorothy Moore, from Arkansas City in deep southeast Arkansas, to greet people and answer phones in the reception area. Miss Dorothy was already in her seventies when she started, and she stayed until I left the governor’s office. Finally, I got a new secretary. Barbara Kerns had had enough of politics and stayed behind at the Wright firm. In early 1983, I hired Lynda Dixon, who took care of me for a decade and continued to work in my Arkansas office when I became President. My most notable appointment was Mahlon Martin as director of finance and administration, arguably the most important job in state government after the governorship. Before I appointed him, Mahlon was city manager of Little Rock, and a very good one. He was black, and an Arkansan through and through—
he always wanted to take the first day of deer season off from work. In tough times, he could be creative in finding solutions to budget problems, but he was always fiscally responsible. In one of our two-year budget cycles in the 1980s, he had to cut spending six times to balance the books. Shortly after I became President, Mahlon began a long, losing battle against cancer. In June 1995, I went back to Little Rock to dedicate the Mahlon Martin Apartments for low-income working people. Mahlon died two months after the dedication. I never worked with a more gifted public servant. Betsey saw to it that my time was scheduled differently than it had been in my first term. I had been perceived as being inaccessible then, in part because I accepted so many daytime speaking engagements out in the state. Now I spent more time in the office and more personal time with legislators when they were in session, including after-hours card games I really enjoyed. When I did attend out-of-town events, it was usually at the request of one of my supporters. Doing those events rewarded people who had helped me, reinforced their positions in their communities, and helped to keep our organization together.
No matter how far away the event was or how long it lasted, I always came home at night so that I could be there when Chelsea woke up. That way I could have breakfast with her and Hillary and, when Chelsea got old enough, take her to school. I did that every day until I started running for President. I also put a little desk in the governor’s office where Chelsea could sit and read or draw. I loved it when we were both at our desks working away. If Hillary’s law practice took her away at night or overnight, I tried to be at home. When Chelsea was in kindergarten, she and her classmates were asked what their parents did for a living. She reported that her mother was a lawyer and her father “talks on the telephone, drinks coffee, and makes ’peeches.” At bedtime, Hillary, Chelsea, and I would say a little prayer or two by Chelsea’s bed, then Hillary or I would read Chelsea a book. When I was so tired I fell asleep reading, as I often did, she would kiss me awake. I liked that so much I often pretended to be asleep when I wasn’t.
A week into my new term, I gave my State of the State address to the legislators, recommending ways to deal with the severe budget crisis and asking them to do four things I thought would help the economy: expand the Arkansas Housing Development Agency’s authority to issue revenue bonds to increase housing and create jobs; establish enterprise zones in high-unemployment areas in order to provide greater incentives to invest in them; give a jobs tax credit to employers who created new jobs; and create an Arkansas Science and Technology Authority, patterned in part on the Port Authority of New York and New Jersey, to develop the scientific and technological potential of the state. These measures, all of which were enacted into law, were forerunners of similar initiatives that passed when I became President in another time of economic trouble.
