(We’re having some problems with our database. But this needed to be seen ASAP. I hope we can get it back up to speed soon, but if you have any questions, email me. – promoted by Brian Leubitz)
In 1991, California faced a severe budget shortfall. The LAO’s documentation of how it was addressed can be found in its “State Spending Plan for 1991-92” [pdf], a 54-page document. But to spare you the suspense (and me the time I don’t have to read the whole thing), the entire story is neatly summarized in this chart:
What?!?!? Almost three times as much in increased revenues compared to cost cuts??? Signed by Pete Wilson? And herr Gropenator is a post-partisan?
Not so much.
An excerpt from the top of the LAO’s document can be found on the flip
The State’s Budget Funding Gap
The 1991-92 Governor’s Budget, released in January of 1991, projected that the state faced an 18-month General Fund budget funding gap of $7.0 billion. As shown in Figure 1(next page), this funding gap represented the amount of savings, increased revenues, and other resources needed to offset:
- A projected 1990-91 fiscal year deficit of $1.9 billion.
- The projected 1991-92 operating shortfall of $3.7 billion which is the difference between 1991-92 “workload budget” expenditures and available revenues.
- The funding requirements for rebuilding the state’s reserve fund of $1.4 billion.
The workload budget expenditure level essentially represents the level of expenditures needed to pay for the cost of currently authorized services, adjusted for changes in caseload, enrollment, and population. In addition, adjustments are made for certain price and statutory cost-of-living changes, legislation, and certain other factors, pursuant to Ch 1209/90 (AB 756, Isenberg). On this basis, 1991-92 state General Fund expenditures were projected to increase by more than 10 percent over 1990-91 levels, while available revenues were projected to increase by only 4 percent.
Evolution of the Budget Funding Gap
Figure 1(next page) also shows how the administration’s estimates of the budget funding gap changed after the 1991-92 Governor’s Budget was introduced. In late March, the Governor announced that the gap had increased from $7.0 billion to $12.6 billion, reflecting substantial revisions to the administration’s estimates of revenues and expenditures. Specifically, the failure of the state’s economy to perform at the level anticipated in January caused the administration to revise its estimates of revenue downwards by $4.5 billion during the 1990-91 and 1991-92 fiscal years combined. In addition, increasing caseloads and other factors caused the administration to increase its estimate of expenditures by $1.1 billion.
The budget funding gap was increased further at the time of the May Revision. Noting the continued weakness in the state’s economy, the administration announced that the budget funding gap had grown from $12.6 billion to $14.3 billion. This change was attributable entirely to a
further $1.7 billion reduction in the administration’s estimates of revenue for the 1990-91 and 1991-92 fiscal years. Thus, in crafting a state budget for 1991-92, the Legislature and the administration faced a budget funding gap equivalent to one-third of the state’s General Fund workload budget.
Summary of Actions Taken to Close The Gap
Tale 1 identifies the major legislative actions taken to close the state’s budget funding gap, together with the administration’s estimates of the fiscal effect of these actions. As shown in the table, these actions provide:
- $9.1 billion in increased resources, primarily from higher state and local taxes, fund transfers, and accounting changes.
- $3.4 billion in expenditure reductions.
- $1.6 billion in cost shifts, including retirement contribution savings.
Together, these actions constitute $14.1 billion of the budget solution. The remaining $200 million needed to fully close the $14.3 billion gap was accomplished by lowering the funding target for the state’s reserve fund from $1.4 billion to $1.2 billion. Each of the major elements of the budget agreement are more fully described in Chapter IV of this report.
Just three words in comment: Pete fricken Wilson.