Minister in the Presidency responsible for the National Planning Commission Trevor Manuel on Friday outlined the focus of the new Ministry's work over the next few years.

Government is committed to significantly improve outcomes by focusing on improved planning and performance management, he told the National Assembly during debate on President Jacob Zuma's State of the Nation address.

"There are at least five distinct reasons for this," he said.

Firstly, in recognising that South Africa had a "great, modern constitution", it had to be acknowledged that the powers and functions in respect of service provision were highly dispersed across the three spheres of government.

"If we desire better outcomes, then we must improve on the coordination of effort."

Secondly, the linkages between the three spheres of government had to be institutionalised to ensure programmes were appropriately initiated, and to improve equalisation mechanisms to counteract the mass exodus from rural areas.

Thirdly, everyone had to agree there was no market for public services.

Issues such as employment, distribution, infrastructure, environment and human skills development demanded a better coordinated push, because often the momentum was towards fragmentation.

"Fourthly, we have to concentrate on building a more competent public administration which is both more focused and more accountable.

"Fifthly, we have to deal with resources today to meet tomorrow's needs.

"This will be the focus of our work over the next period," Manuel said.

He hoped to table a green paper before Parliament in the course of the next few weeks to engage Members of Parliament (MPs) on where and how planning would fit into the government system, what role it hoped to play, what linkages were required, and what thematic areas would be covered by the planning function.

"I repeat, that we will forge a distinctly South African approach... we will forge a distinct approach tailored to the needs of our own situation," he said.

The planning process would entail, first, the longer-term vision. At least a 15-year horizon should be developed as a statement that was clear, widely supported and eminently attainable.

Second, a series of shorter-term plans for ten- and five-year periods that were more detailed, better costed and contained more measurable development targets, had to be developed.

"Third, the coordination of the development of the medium-term strategic framework (MTSF) and its unpacking into detailed plans for each of the strategic priority areas," Manuel said.

Cabinet, advised by the Minister of Finance, would then align the MTSF with government's strategic priorities.

"Fourth, though not quite in this sequence, we will have to ensure that the planning frames of the two other spheres of government are synchronised.

"Fifth, we will continually undertake research to ensure that our choices are informed by evidence and good research on long-term trends and plans."

While there were good quality long-term plans in many areas or sectors, long-term planning had to be encouraged throughout government and the State-owned enterprises.

"Sixth, we recognise that this approach will indelibly alter the way in which government operates, enhancing the sense of mutual accountability of Ministers, of public servants, of departments and of spheres of government to each other.

"Finally, while doing all of this, we must attempt to remain sane and tolerated," Manuel said.

Developing good and coherent plans was only half the work and concerted action was necessary to avoid or prevent fragmentation in government.

"As such, there is a coordination function that is essential, driving this plan through all of the spheres and tentacles of government and ensuring that we are all singing off the same hymn sheet," he said.