CDR Legislation: Influencing Legislators Things to consider when working with legislators: Legislatures have the authority to establish/modify programs Legislatures vary in budgetary authority (Governor stronger) Issues may fall along divided party lines Because of term limits, legislators face: Steep learning curve Massive reorganization every session Chairs and leaders assume leadership much earlier in careers Complex issues handled without knowledge or institutional memory or time to learn it Influence of the executive branch, interest groups, lobbyists, and legislative staff increases due to relative inexperience of legislators New legislators are less entrenched, willing to try new things, in a hurry, younger When working with legislators: Use varied media Aim for the middle ground on the knowledge scale Avoid acronyms or specialized jargon Include separate technical assistance for legislative staff Remember political diversity and fiscal responsibility (legislators are accountable to their constituents) Remember there is tremendous variation in knowledge level, interest The need for sharing information is intense and ongoing in states with term limits Back up claims with facts and grassroots communication to legislators and staff (Annual reports of CDR teams may be very influential) Provide legislators with the evidentiary basis for the proposed law; credibility is essential Work with any and all legislators and political parties Work toward consensus among groups Personal stories can have a tremendous impact Collaborate with other organizations or interest groups that may have similar concerns, needs, and interests CDR Legislation needs to be: Flexible Function in a coordinated way with existing laws Feasible Fundable