Horizontal Coordination, Government Performance and National Planning: The Possibilities and Limits of the South African State

Abstract

This article examines the centrality of inter-departmental coordination (horizontal coordination) in resolving complex cross-sectoral policy issues. It is also concerned with the link between horizontal coordination and improved governmental performance and national planning. Attaining all of these objectives is not easy for modern states. In South Africa, attempts at such horizontal coordination and planning have not been very successful. The failure in 1996 of the Reconstruction and Development Programme (RDP) Office is a case in point. More recent developments in the Presidency have seen the establishment of a National Planning Commission which is tasked with the responsibility of establishing long-term planning, inter-departmental coordination and policy integration. In addition, a new department has been established within the Presidency—the Department of Performance Monitoring and Evaluation (DPME)—which has a mandate to ensure the greater realisation of government's service delivery objectives. To achieve this, the DPME will deploy a strong ‘sectoral’ focus requiring high-level horizontal coordination across all participating departments within the sector. This article highlights some of the competencies that will be required of civil servants who will need to affect these coordination, performance and planning imperatives. The analysis concludes by questioning whether the South African government has the necessary institutional capabilities to see these horizontal coordination initiatives successfully through.