workers he was taking a 60-percent pay cut, three times theirs, a dramatic departure from the common practice for the last two decades of raising executive pay at a far greater rate than that of other employees, whether the company is doing well or not. Needless to say, no one at NUCOR wanted to quit.
When the Van Heusen shirt company announced it was closing its Brinkley plant, Farris and Marilyn Burroughs, who had been involved with the workers and community for years, decided to buy it and keep it open, but they needed more customers for their shirts. I asked David Glass, the president of WalMart, if he would stock them. Again, Wal-Mart came to the rescue. Shortly afterward, I hosted a lunch for Wal-Mart executives and our economic development people to encourage the company to buy more products made in America and to advertise this practice as a way to increase sales. Wal-Mart’s “Buy America” campaign was a great success and helped to reduce resentment against the giant discounter for putting small-town merchants out of business. Hillary loved the program and supported it strongly when she went on the Wal-Mart board a couple of years later. At its high-water mark, Wal-Mart’s merchandise was about 55 percent American made, about 10 percent more than that of its nearest competitor. Unfortunately, after a few years Wal-Mart abandoned the policy in its marketing drive to be the lowest-cost retailer, but we made the most of it in Arkansas while it lasted. The work I did in education and economic development convinced me that Arkansas, and America, had to make some big changes if we wanted to preserve our economic and political leadership in the global economy. We simply weren’t well educated or productive enough. We had been losing ground in average incomes since 1973, and by the 1980s, four in ten workers were experiencing declining incomes. The situation was intolerable, and I was determined to do what I could to change it. My efforts helped to broaden my political base, garnering support from Republicans and conservative independents who had never voted for me before. Even though Arkansas had been in the top ten states in new-job growth as a percentage of total employment in two of the last three years, I couldn’t convert everybody. When the oil refinery in El Dorado was about to close, costing us more than three hundred good union jobs, I helped convince some businesspeople from Mississippi to buy and operate it. I knew how much it meant to those workers’ families and to the local economy, and I looked forward to shaking hands at the plant gate at the next election. It was a home run, until I met a man who angrily said he wouldn’t vote for me under any circumstances. When I responded, “Don’t you know I saved your job?” he replied, “Yeah, I know you did, but you don’t care a thing about me. You only did it so you’d have one more poor sucker to tax. That’s why you want me to have a job, so you can tax me. I wouldn’t vote for you for all the money in the world.” You can’t win ’em all.
In early 1986, I launched my campaign for reelection, this one for a four-year term. In 1984, the voters had passed an amendment to change executive terms from two to four years for the first time since our Reconstruction Era Constitution was adopted in 1874. If I won, I would become the second-longestserving Arkansas governor after Orval Faubus. He won his longevity because of Little Rock Central High. I wanted to win mine on schools and jobs.
Ironically, my main opponent in the primary was Faubus himself. He was still angry at me because, in my first term, I refused to have the state buy his beautiful Fay Jones house in Huntsville and put it into the state park system to be used as a retreat. I knew he was strapped for cash, but so was the state, and I couldn’t justify the expense. Faubus was going to rail against the new education standards, saying they had brought consolidation and high taxes to rural areas, which hadn’t gotten any of the new jobs I was always bragging about.
And once I got by Faubus, Frank White was waiting. He was trying to win the best two out of three. Between the two of them, I knew a lot of charges would fly. I felt confident that Betsey Wright, Dick Morris, David Watkins, and I could deal with whatever came up, but I was concerned about how Chelsea would react to people saying bad things about her father. She was six and had begun to watch the news and even to read the paper. Hillary and I tried to prepare her for what White and Faubus might say about me and how I would respond. Then, for several days, we would take turns playing one of the candidates. One day Hillary was Frank White, I was Faubus, and Chelsea was me. I accused her of ruining the small schools with misguided education ideas. She shot back, “Well, at least I didn’t use the state police to spy on my political enemies the way you did!” Faubus had actually done that in the aftermath of the Central High crisis. Not bad for a six-year-old.
I won the primary with more than 60 percent of the vote, but Faubus pulled a third of it. Even at seventysix, he still had some juice in rural areas. Frank White took up where Faubus left off. Although he had called teachers “greedy” when they pushed for higher pay during his tenure, he got the endorsement of the Arkansas Education Association in the Republican primary when he changed his position from support of the teacher test to opposition. Then he started in on Hillary and me. White began by saying the new education standards were too burdensome and needed to be changed. I hit that one out of the park, saying if he were elected, he would “delay them to death.” Then he went after Hillary, alleging she had a conflict of interest because the Rose firm was representing the state in its fight against the Grand Gulf nuclear plants. We had a good response to that charge, too. First, the Rose firm was working to save Arkansans money by lifting the burden of the Grand Gulf plants, while White, as a board member of one of the Middle South Utilities companies, had voted three times to go forward with construction of the plants. Second, the Public Service Commission hired the Rose firm because all the other big firms were representing utilities or other parties in the case. Both the legislature and the attorney general approved the hiring. Third, the money the state paid to the Rose firm was subtracted from the firm’s income before Hillary’s partnership profits were calculated, so she made no money from it. White seemed more interested in defending the utility’s effort to soak Arkansas ratepayers than protecting them from a conflict of interest. I asked him if his attacks on Hillary meant he wanted to run for first lady instead of governor. Our campaign even made bumper stickers and buttons that said, “Frank for First Lady.”
White’s final charges did him in. He had been working for Stephens, Inc., then the largest bond house outside Wall Street. Jack Stephens had supported me when I first ran for governor, but then he drifted to the right, heading Democrats for Reagan in 1984, and by 1986 he had become a Republican. His older brother, Witt, was still a Democrat and supporting me, but Jack ran the bond house. And Frank White was his guy. For many years, Stephens had controlled the state’s bond business. When I dramatically expanded the volume of bond issues, I insisted that we open all of them to competitive bidding by national firms, and that we let more Arkansas firms have the opportunity to sell the bonds. The Stephens firm still got its fair share, but it didn’t control all the issues as it had in the past and would again if White won the election. One of the Arkansas firms that got some business was headed by Dan Lasater, who built a successful bond firm in Little Rock before he lost it all to a cocaine habit. Lasater had been a supporter of mine and a friend of my brother’s, with whom he had partied hard when they were both chained to cocaine, as too many young people were in the 1980s.
When Betsey Wright and I were preparing for our television debate with White, we learned that he was going to challenge me to take a drug test with him. The ostensible reason was to set a good example, but I knew White was hoping I wouldn’t do it. The blizzard of rumors spawned by Lasater’s downfall included one that I had been part of Dan’s party circle. It wasn’t true. Betsey and I decided to take a drug test before the debate. When White hit me on television with his challenge, I smiled and said Betsey and I had already taken a test and he and his campaign manager, Darrell Glascock, should follow suit. Glascock had been subjected to his share of rumors too. Their clever trick had backfired. White turned up the heat with the nastiest TV ad I’d ever seen. He showed Lasater’s office, followed by a tray of cocaine, with an announcer saying I’d taken campaign contributions from a cocaine-using felon, then given him state bond business. The clear implication was that I’d given Lasater preferred treatment and at the least I had known about his cocaine habit when I did. I invited the
