Results-Oriented Performance Budgeting Management in Minhang
How to improve the effectiveness of government budget funds allocation and utilization and provide more social welfare with limited public resources is one question that confronts every country. Over the past few decades, some countries have found through experience that the performance budgeting management model might be one solution to the question. However, is it appropriate for China, a country still in the midst of economic and social transition, to borrow and apply this foreign performance budgeting model? What special problems might arise in practice? How can system innovation in China’s conditions be fostered while learning from foreign experience? We are confronted with these questions and challenges, and we will have disagreements on many aspects. The public budgeting reform in Minhang, initiated by the Fiscal Science Institute, the Constitutionalism Research Institute of China University of Political Science and Law, and Shanghai’s Minhang District, was successfully carried out from 2007 to 2010 and ushered in a new era of performance budgeting reform and practice. The reform could not have achieved what it did without the support of the People’s Congress, CPC Committee, and People’s Government of Minhang District, the persistence of Professor Cai Dingjian and guidance of Director Jia Kang in pushing forward the reform, and the concerted efforts of colleagues from the Minhang Finance Bureau and the study team.