California leaders look at limits.

• Author: Weintraub, Daniel M.
• Position: Term limits - Interview

Legislative leaders in The Golden State know they have just four years to plan how to preserve the power of their institution.

Q: What do you see as the long-term impact of term limits on the Legislature and why?

BROWN: I think it's going to create a problem for building consensus on major public policy issues as well as items like the budget. The lack of experience, institutional memory, equity between members, personal relationships between members, trust and respect, and the clear need that people will perceive of always looking out only for their political interests because they're on their way to the next stop in the world of politics. They're not trying to make a name or career for themselves in any one spot.

LOCKYER: We're seeing a whole lot of people run for higher office, and that will happen now routinely. There's an enormous amount of attention on campaigns, on fundraising, rather than doing policy work. It's harder to find quorums ... Another thing I'm noticing more often is that legislators and candidates seem to be a little less willing to cast unpopular votes. If you know you're going to be campaigning for a new office or you are in the midst of doing that or expect that you will be in the next couple of years, there's a little more willingness to go with the tide.

BROWN: The proliferation of special elections has distracted participation in public policymaking. There's been about a half dozen, all triggered by term limits, and that has disrupted the operation and pursuit of public policy. Steve Peace matures at a leadership role on workers' compensation, and the next day he's gone. And now that whole staff operation that was built up under his leadership over a two-year period is dissipated, and we're starting all over. I am attempting to soften the adverse effects by dividing the committee, nurturing each one and by bringing in somebody like [insurance expert] Brent Barnhardt on a one-year basis to do some schooling for the people who are there. But it's clearly a gap, and that's evident. And you will see that repeating itself in other cases.

Q: How will term limits affect the role of leadership in the Legislature?

LOCKYER: There will be more changes. There could be more policy instability in the houses, depending on the zigzag of internal politics. One danger is that new leaders or wannabes will have to bargain away committee chairmanships or something in order to get the votes. There's always that temptation. A lot of politicians are horse traders. You wind up with the policy direction of the committees being more a function of who was for or against the successful speaker or pro tem. That happens now, but what also tends to happen is that over time those things settle out.

BROWN: I think the leadership will become less important because I don't think the leadership job is going to be in the hands of somebody who by perception has outstanding qualities of leadership in the halls of the Legislature. I think you're going to have leaders literally being peers with the individual members. I think by experience and time and grade and exposure, I am clearly not necessarily perceived as a peer with the individual members. You're not going to have that anymore.

Q: What are the consequences of that?

BROWN: The speaker is not going to be able to pick up the telephone and say, 'This is how we're going to do it.' I have that privilege. I think Lockyer, to a lesser extent, enjoys that privilege and will continue to enjoy that privilege by virtue of the trainees who are moving to the Senate from here. But I don't think the person who comes in my footsteps is going to have that. There is probably going to be something where you have no central force, no central person, no one who is really responsible or accountable, everyone just doing their own little number and nobody looking out for the overall.

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