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TIME: Almanac 1990
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1990 Time Magazine Compact Almanac, The (1991)(Time).iso
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time
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052289
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05228900.037
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1990-09-17
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NATION, Page 37Selling Hope in West VirginiaA rookie Governor is building schools and cutting bureaucracyBy S.C. Gwynne
West Virginia's spectacular landscape belies the conditions
facing its inhabitants: dying coal towns and widespread rural
poverty and illiteracy. When a coal-company manager was hustled off
to prison last month in Huntington for his role in a vote-buying
scheme, it seemed simply more of the same: a handful of predators
picking over the ruins of a once booming coal economy, and a
stagnant, wasteful government.
Yet across the state a near miracle was happening. On that same
day, West Virginia legislators completed a session unlike any other
in the state's history. Democrats and Republicans pushed through
a thick package of legislation that would trim the state's tangled
bureaucracy, reorganize its disastrous finances and launch an
ambitious program of educational reform. The measures were
ramrodded into law by rookie Democratic Governor Gaston Caperton,
49, a man who is determined to upend the state's feckless political
tradition and sell mountaineers something they haven't had in
decades: hope.
Only a year ago, Caperton, an insurance executive and political
novice, was known to a scant 3% of West Virginia's voters. Flanked
by his wife Dee, Caperton lit out for the hollows in a van, spent
$3.2 million of his own money and ran away with last November's
election, upsetting powerful three-term Republican incumbent Arch
Moore Jr.
In his inaugural address, Caperton stunned the legislature by
calling it into emergency session, declaring West Virginia to be
"in crisis." During his first three months he has managed to reduce
the number of state offices and commissions from 150 to seven.
Confronted by a $230 million deficit and a scandalous $280 million
loss in state pension funds, he persuaded lawmakers to raise taxes
on groceries and gasoline. He introduced an innovative
health-cost-containment plan for state employees, arranged for
payment of West Virginia's debts and put through his own radical
restructuring of the state's education system, including larger pay
increases to teachers and new bonds for school construction.
Caperton owes much of his success to his personal style. While
Moore tended to be aloof and adversarial with legislators, Caperton
has invited Democrats and Republicans alike to the mansion for
pizza after a long day spent on his agenda. At first, some
Republicans wanted to obstruct the Caperton juggernaut, but the
G.O.P., outflanked and outnumbered 4 to 1, had little choice but
to go along. "Whichever side you were on," says house minority
leader Bob Burk, "you realized we had to do something about the
fiscal integrity of the state."
Caperton's success is also rooted in his experience running
his family's insurance business in Charleston, which he built from
a small operation into the nation's 18th largest brokerage. His
politics, like his business management, depends on a salesman's
enthusiasm and a willingness to listen. "I've never felt I had all
the brains or all the answers," says Caperton. "If you expect more
from people and respect what they have to say, it improves
performance tremendously."
In spite of his early success, Caperton's task of selling
change to West Virginia is a tough one. A skeptical public resents
paying 6 cents more for each dollar's worth of food and 5 cents
more for each gallon of gas. Opponents contend that Moore tried
many of the same proposals only to be sabotaged by the legislature.
Once the honeymoon is over, they predict, Caperton will face the
same rough treatment.
Critics also charge that reducing the number of departments in
government will simply add another layer of bureaucracy. Says
agriculture commissioner Cleve Benedict: "This issue represents
nothing more than a cynical attempt to gather more political power
and influence." Benedict, it should be noted, may lose his job this
fall in yet another of Caperton's reorganization proposals:
abolition of the offices of agriculture commissioner, secretary of
state and treasurer.
But Caperton, a tall, genial man with more than a hint of a
West Virginia twang, insists that his organization will be leaner
than what came before, and that the state's illnesses are being
healed with a new formula. He is counting on, among other things,
a wave of small entrepreneurial business and tourism to pick up
where the declining coal, railroad and chemical industries leave
off.
"One of the things that was so important about this revolution
we had in the legislature was that people can now begin to see that
there can be change, that there can be hope," says Caperton. Few
West Virginians claim to be as confident as their new Governor, but
the fresh air of optimism is something that had been missing from
this state for a long time.