Yes. But I knew when we got back there were transition things you had to
do. You had to get ready to move the family to Raleigh. So we lined up
an apartment and that sort of thing. But all of this sort of
non-government, it was personal. From a governmental standpoint we were
far less prepared to start an administration then Skipper Bowles would
have been had he won because he had people working ever since the
primary on the assumption that he had won it all. So we had some very
fast cranking up to do, finding people to serve in the cabinet, key
positions and getting hold of the budget that Bob Scott was going to
present to the legislature and sort of look and see where the things
that we wanted to do were going to fit in. And it was, we had a
transition office set up over not too far from the capitol, set up
headquarters there and started looking to people to talk to about coming
into the administration and try to get as many of those as we could by
inauguration day. But the programmatic side was still, just required a
tremendous amount of very focused attention. We had some fairly decent
analyzers helping. But I knew from having been on the appropriations
committee and having been in legislature, I knew the things I wanted to
try to do and about how much money it would cost. Because I
wasn't like some businessman coming in who had gotten
elected, as has happened in a lot of states, and that helped a lot. But
it also meant that I was the one who had to do the analyzing. I knew it,
but I couldn't tell other people how to go about making sure
where it would fit. And I am still with Casey Stengel. I would rather be
lucky than good and I think we were lucky again.
Because the Advisory Budget Commission and the governor proposed a big,
big, not permanent tax cut but sort of a temporary tax rebate. We
inherited about a six hundred million dollar surplus. A fair amount of
that was going to be nonrecurring which made it wise to propose rebates.
But once you decided we are not going to have that rebate then you had
all of a sudden a big pot of money, too big in a way, to work with in
your programmatic stuff. We put a heavy focus on education with
teacher's salaries and some other things involved in the
public schools. I think it was maybe about a year after I had been in
Raleigh that I went to the NCAE convention and got introduced as the
first guy since NCAE had been founded to keep every single campaign
promise made to them, something like that. Wasn't sure I was
the one to help them the most, but they didn't forget that I
had done what I said I would. But we had too much money. This again
fortunately you knew that you had to park that money some place where it
didn't get involved in the recurring expenses in order to
protect the budget for next year. And I get a lot of credit for things
that I am due, but in an accidental way. We put more money into state
park acquisitions that had been done in the whole history of the state
combined before that time. But it was non-recurring money. We opened up
the door that might not should have been opened in terms of state
appropriations for buildings for local community colleges because we
hadn't done any of that since they had started in the early
'60s except for initial $500,000 appropriation to
each school as it got started I think, but again non-recurring.
It's more and more recurring these days, but it
wasn't then. And so I have a lot of people with the state
park program and a lot of people in the community college program that
think that I really did well by them and we did but it was sort of
accidental.