OECD Policy Coherence Scan of Portugal

Annex B. Workshop proceedings: PCSD actions in the RNDS 2030 for the Sustainable Development Goals

Purpose

This document presents the key results of discussions, including insights and next steps, that emerged from the OECD-facilitated workshop held on 20 May 2025 in Lisbon, Portugal, as part of the EU-funded project 23PT39 – Building Policy Coherence for Sustainable Development (PCSD) across national and local government in Portugal.

The workshop aimed to support Portugal in operationalising its forthcoming National Roadmap for Sustainable Development 2030 (RNDS 2030) by providing analysis and recommendations for enhancing PCSD to accelerate the implementation of the Sustainable Development Goals (SDGs). It forms part of a broader multi-country initiative implemented by the OECD with support from the European Commission’s Technical Support Instrument (TSI), and in close collaboration with PLANAPP.

Grounded in the OECD Recommendation on Policy Coherence for Sustainable Development (the “PCSD Recommendation”) and informed by the project’s diagnostic analysis—the Policy Coherence Scan of Portugal—the mission brought together national and local actors, along with international peers from Belgium, Ireland and Poland, and OECD experts, to engage in mutual learning, identify entry points for institutional and administrative improvements, and co-develop practical pathways to strengthen the use of PCSD in policymaking and implementation government-wide.

The document gives an overview of the main takeaways from these exchanges and provide a foundation for informed decision-making and sustained action on PCSD. It contributes to the wider OECD and EU agenda of fostering coherent, whole-of-government approaches to achieving the 2030 Agenda for Sustainable Development.

Context and National Process for Elaborating the RNDS 2030 in Portugal

Portugal’s National Roadmap for Sustainable Development 2030 (RNDS 2030), currently under government review, represents a comprehensive and strategic tool aimed at accelerating the implementation of the 2030 Agenda for Sustainable Development and facilitating measurable progress toward achieving the Sustainable Development Goals (SDGs). Rather than being a mere policy document, the RNDS 2030 embodies a transformational approach grounded in systemic thinking and structured participation in SD policymaking from both government and civil society.

Strategic Context and Origins

The RNDS 2030 builds on insights from Portugal’s 2023 Voluntary National Review (VNR), which served as an evidence-based identification of the country’s structural challenges in SDG implementation. This review also revealed policy gaps and inconsistencies, emphasising the need for better alignment and coherence across public sector initiatives.

In response, the RNDS 2030 was developed to address these shortcomings and formalise Portugal’s long-term commitment to sustainable development. It serves a dual purpose: first, by presenting a clear governmental commitment structured through six thematic transformations; and second, by promoting Policy Coherence for Sustainable Development (PCSD) through a detailed action plan aimed at improving policy integration, stakeholder participation, and SDG monitoring.

Two Pillars of the RNDS 2030

The RNDS 2030 is organised within two interdependent components:

1. Government Commitment to Sustainable Development

This component articulates six key transformations that embody Portugal’s vision for sustainable development. Each transformation is driven by three strategic priorities, framed by relevant planning instruments, national targets, and public policy measures. These transformations cover areas such as climate action, digital innovation, education, inclusive communities, and biodiversity. They collectively represent an integrated governmental response to the challenges identified in the VNR and aim to serve as a guiding framework for public action until 2030.

2. Action Plan for Policy Coherence for Sustainable Development (PCSD)

The second component operationalises the principles of policy coherence by outlining specific measures and activities to internalise the 2030 Agenda within public institutions. It aims to strengthen SDG monitoring systems, promote inclusive participation, and build institutional capacity. Notably, it introduces mechanisms such as the creation of a National Forum for Sustainable Development, which will bring together representatives from various segments of society to review and discuss the results stemming from the implementation of the RNDS 2030 with ideas, strategies, and practices for promoting sustainable development being shared.

Governance and Whole-of-Society

The RNDS 2030 adopts a dual framework of governance: a Whole-of-Government (WoG) and a Whole-of-Society (WoS) approach. While the WoG approach emphasises inter-ministerial coordination and policy integration, the WoS perspective seeks to broaden the base of support and action, enabling societal ownership of the SDGs.

To support implementation, the Centre for Planning and Evaluation of Public Policies (PLANAPP) is tasked with coordinating the monitoring and communication efforts. PLANAPP will regularly publish progress reports and lead dissemination initiatives to ensure that both pillars of the RNDS 2030 are effectively tracked and publicly accountable.

Furthermore, the roadmap aligns with Portugal’s international commitments, particularly the “Pact for the Future” adopted at the United Nations Future Summit in September 2024. This pact outlines actions in areas like sustainable development, peace, digital cooperation, youth, and global governance—expanding on the SDGs and adjusting to the evolving global context since 2015.

Monitoring Progress and Adapting to National Realities

The successful implementation of RNDS 2030 will need to be underpinned by a robust system for monitoring progress on the SDGs. While Portugal relies on the United Nations Global SDG Indicator Framework, challenges remain in adapting these metrics to the national context. To address this, the RNDS 2030 includes plans to develop a nationally tailored set of goals and indicators, providing a more accurate and actionable assessment of progress at regional and local levels. This includes ongoing actions to elaborate a panel of sustainability targets and indicators adapted to Portugal.

The RNDS 2030 is more than a roadmap—it is a political and societal commitment to transformative change. Its success depends on integrating sustainability principles into all sectors of governance, maintaining transparency through data-driven monitoring, and fostering collective ownership across society.

Portugal’s approach is pragmatic, forward-looking, and aligned with both national priorities and international obligations. By embedding the 2030 Agenda within its domestic policy framework and involving all sectors of society, Portugal aims to not only meet the SDGs but to shape a resilient, inclusive, and sustainable future for all.

Methodology

This document builds on a two-pronged methodological approach, combining an Institutional Scan with an OECD-facilitated stakeholder workshop to ensure the recommendations are both evidence-based and validated through an inclusive consultation process. 

Institutional Scan

The Institutional Scan provided an assessment of Portugal’s existing policy coherence mechanisms and institutional arrangements for sustainable development at the National and Local level. Conducted through desk research, structured interviews, and a review of key policy documents, the scan aimed to:

• Identify strengths and gaps in Portugal’s current approach to Policy Coherence for Sustainable Development (PCSD).

• Assess institutional coordination mechanisms and their effectiveness in integrating sustainability objectives across federal policies.

• Benchmark Portugal’s performance against international best practices.

The findings from this scan formed the analytical foundation for the recommendations proposed in this guidance.

Stakeholder Workshop

To complement the Institutional Scan, an OECD-facilitated workshop was organised and held on 20 May 2025 in Lisbon, bringing together key government stakeholders to discuss findings, validate key challenges, and co-develop practical recommendations for integrating PCSD into national strategies. The workshops aimed to:

• Engage stakeholders from across ministries and civil society to foster a shared understanding of policy coherence challenges and opportunities.

• Validate findings from the Institutional Scan by gathering insights from policymakers and practitioners.

• Co-create solutions by discussing practical tools, mechanisms, and governance arrangements that could enhance policy coherence in Portugal.

• Facilitate peer learning through the participation of international experts and representatives from other countries implementing PCSD strategies.

The workshop was structured to facilitate an in-depth exploration of policy coherence for sustainable development (PCSD) through a dynamic and participatory format. There were three thematic sessions (explained in more detail in Chapter 4) which were designed to identify a cluster of administrative and functional tools, mechanisms, and practices that Portugal could consider integrating into its approach to PCSD in SDG implementation. Plenary sessions set the stage with insights from the OECD Institutional Scan, highlighting key issues, recommendations, and international best practices relevant to each pillar. In the breakout groups, participants engaged in targeted discussions guided by OECD experts, focusing on practical initiatives to enhance PCSD within the framework of RNDS 2030.

This structure ensured that discussions were not only reflective of the OECD Council Recommendation on PCSD but also directly linked to Portugal’s policy context. The workshop’s concluding session consolidated key findings, with rapporteurs presenting outcomes and OECD facilitators synthesising insights into actionable recommendations. These takeaways, compiled into this final Guidance, aim to offer structured input to align the RNDS more explicitly with PCSD principles, reinforcing Portugal’s commitment to sustainable and coherent policymaking.

The combination of the Institutional Scan and the Stakeholder Workshops aims to help to ensure that the guidance is not only rooted in robust analysis but also reflects current realities and priorities of Portugal’s national and local institutions.

Actions to enhance PCSD

The May 20, 2025, workshop identified a set of strategic and operational measures to enhance policy coherence across government levels, sectors, and actors, grounded in the OECD PCSD Recommendation (2019) and structured around three main pillars. The discussions reflected a strong consensus on the importance of embedding the SDGs systematically throughout Portugal’s governance and implementation systems, from visioning and leadership to stakeholder engagement and monitoring.

The PCSD Recommendation consists of eight guiding principles, structured around three main pillars:

• Pillar 1. A Strategic Vision for implementing the 2030 Agenda, emphasising political commitment and leadership for enhancing PCSD. This involves building inclusive political support, defining priority areas and key performance indicators, and ensuring that commitment to PCSD is sustained across governmental changes.

• Pillar 2. Effective and Inclusive Institutional Mechanisms for addressing policy interactions across sectors and aligning actions between levels of government. This includes whole-of-government coordination, capacity building for PCSD within public administrations, and engaging sub-national levels of government in policy coordination for sustainable development.

• Pillar 3. Responsive and Adaptive Tools to anticipate, assess, and address domestic, transboundary, and long-term impacts of policies. Adherents are encouraged to introduce regular assessments, strengthen monitoring and evaluation systems, and integrate policy coherence dimensions in evaluation systems to inform decision-making.

Building on these three pillars, the following presents an overview of the key insights and considerations that emerged from the stakeholder workshops. The observations and recommendations summarised here were raised directly by workshop participants—representatives from public institutions, planning authorities, and implementation agencies—who play a critical role in shaping, coordinating, and delivering on SDG-related policies and actions within the national context.

Pillar 1: A Strategic Vision for Implementing the 2030 Agenda

Institutional Leadership and Legal Foundations

There is a broad consensus on the need for a clearly mandated entity to lead and coordinate the implementation of the 2030 Agenda. While entities such as PLANAPP and the REPLAN network are increasingly recognised as coordinators, their authority is often limited, especially when sectoral ministries retain autonomy over planning. Legal frameworks are necessary but not sufficient: even when legislation exists (e.g., Decree-Law 67/2024), implementation is not guaranteed unless mandates are binding. Political will and institutionalised, transparent follow-up mechanisms are thus critical to ensure that existing laws are effectively implemented and operationalised.

Roadmaps and Long-Term Strategic Vision

The National Roadmap for Sustainable Development is seen as a key tool for aligning actions with the 2030 Agenda and beyond. Participants suggested that effective roadmaps need to contain targets and time-bound activities; serve as a bridge between high-level goals and operational tools; and should be approved and integrated into existing governance frameworks to be actionable. There is optimism around RNDS 2030 approval, and recognition that it can be a practical matching tool between national policies and SDG targets.

Coherence Across Planning Instruments

Portugal faces persistent challenges in aligning short-term programming and budgeting cycles with long-term strategic objectives. There is a widely recognised need to strengthen the overall ecosystem of long-term, transversal, strategic, national, and other planning instruments by enhancing internal coherence and alignment. In particular, participants highlighted the importance of harmonising key elements such as indicators, targets, and time horizons across different strategies, frameworks, and policy instruments. This would help ensure consistency in goal-setting, facilitate monitoring, and enable better coordination between long-term visions and short-term implementation cycles. A key question raised by participants is how to improve this coherence without a formal mandate. Suggested approaches include: sharing good practices, issuing targeted recommendations and creating guidance tools and soft coordination mechanisms along with voluntary government-wide communities of practice to enable the sharing of good practices relating to coordination and driving greater coherence across policy areas and administrative silos.

Multilevel Governance and Localisation

Workshop participants emphasised that effective implementation of the SDGs in the national context requires a robust multilevel governance approach. This should include ensuring greater visibility and recognition for the role of municipalities and regional actors, generating and using robust regional performance data, as well as enhancing the participation of local governments in national planning and decision-making processes. Stakeholders highlighted platforms such as ODS local, already in place, and the foreseen National Sustainable Development Forum as valuable mechanisms for fostering dialogue and coordination across levels of government and sectors, and for supporting more integrated, place-based approaches to sustainable development.

Capacity Building and Institutional Readiness

Participants across Portugal’s key government institutions present in the workshop highlighted limited institutional capacity—particularly at the operational level—as a persistent barrier to effective SDG implementation. Civil servants often face challenges in applying SDG-related tools and instruments within day-to-day planning and budgeting processes. To address this, stakeholders in the workshop emphasised the need for sustained capacity-building efforts that go beyond high-level strategy and focus on strengthening operational, procedural and practical skills. Such efforts should be targeted across government levels and functions, including civil servants and budget officers, and be fully integrated into existing sustainability policy training and professional development frameworks. In this context, the ongoing revision of the Kit for Sustainability Policy Development for public administration was welcomed as a critical support mechanism for enhancing institutional readiness and coherence.

Summary Key Challenges Identified

• Insufficient integration of local and regional authorities in national-level decision; insufficient generation and integration of regional data into national SD decision-making.

• Absence of legally binding mandates for SDG integration in planning frameworks.

• Difficulty in aligning programming and budget cycles.

• Technical staff often lack the tools and training to operationalise the SDGs.

• Insufficient use of coordination platforms.

• Political and institutional silos.

Proposed Actions

• Strengthen coherence of planning frameworks:

  Promote harmonisation of indicators, targets, and timeframes across national, sectoral, and subnational strategies. Use non-binding tools such as guidance notes, good practice case studies, and soft coordination mechanisms to foster alignment where legal mandates are absent.

• Support legal and policy alignment:

  Encourage the integration of SDG-related provisions into legislative and regulatory frameworks. Ensure that key strategic documents include enforceable, time-bound commitments linked to budget processes.

• Institutionalise multilevel governance:

  Provide formal mechanisms for the inclusion of local and regional authorities in national planning and implementation. Strengthen regional data generation and uptake; strengthen the visibility of municipalities by showcasing their contributions through national reporting or recognition schemes.

• Empower coordinating bodies (e.g., PLANAPP):

  Clarify mandates and strengthen institutional authority to ensure enhance PCSD, particularly in planning (not only monitoring). Equip coordinating bodies with both the mandate and capacity to influence inter-ministerial planning processes.

• Invest in capacity-building at all levels:

  Integrate SDG-related content into sustainability policy training for civil servants. Prioritise practical, hands-on skills at procedural and operational levels (e.g., budget alignment, monitoring frameworks). Promote the use of national toolkits for SDG integration and ensure they are widely disseminated and updated.

• Leverage coordination platforms and reporting tools:

  Create forums such as the National Sustainable Development Forum to foster stakeholder dialogue. Use national SDG reports strategically to reinforce alignment and shared accountability across institutions.

Pillar 2: Effective and Inclusive Institutional Mechanisms

Training and Capacity Systems

A key challenge identified by stakeholders participating in the May 20, 2025, workshop was the lack of structured and transversal training systems for SDG implementation. Training is often fragmented, not systematically delivered across levels of government, and insufficiently tailored to the operational needs of civil servants—especially at the local level, such as Municipal Councils and Parish Councils. Participants emphasised the need for dedicated training programmes that promote practical application of the SDGs in planning, budgeting, monitoring and evaluation, as well as tools.

Institutions such as INA and PLANAPP were seen as well-positioned to co-lead the development of national training curricula, including certified modules, focused both on high-level awareness and procedural knowledge. These efforts should be supported by a centralised repository of tools, curricula, and best practices. There is a shared recognition that training must not be limited to formal sessions but embedded into public administration frameworks, including sustainability policy toolkits currently under revision (e.g. the Kit for Sustainability Policy Development.

Mandates and Coordination Roles

Participants highlighted a lack of clarity in institutional mandates for ensuring coherence for sustainable development. While PLANAPP has a recognised role in coordinating internal policy coherence, its mandate does not yet formally extend to policy coherence for sustainable development (PCSD). This distinction limits its ability to lead whole-of-government approaches aligned with the 2030 Agenda.

Additionally, coordination structures such as the country’s five regional CCDRs and the national REPLAN working groups are active but require further definition of competences with regard to PCSD. Their roles in SDG planning, training dissemination, and monitoring should be embedded in institutional mandates to ensure sustained engagement and avoid dependence on voluntary participation or temporary initiatives.

Knowledge Networks and Data Systems

Workshop discussions pointed to the dispersal of SDG-related knowledge and data across multiple unconnected platforms. While numerous training courses, reports, and thematic platforms exist, they remain scattered and difficult to navigate for practitioners. This fragmentation hampers knowledge transfer, learning, and institutional memory.

Stakeholders recommended the creation of a unified knowledge platform to consolidate tools, training materials, and data related to SDG implementation at both national and local levels. This could be developed and managed by a central coordination entity, with linkages to existing networks such as REPLAN and CCDRs and the foreseen National Sustainable Development Forum.

Local Engagement and Multi-level Coordination

Effective SDG implementation depends on the full involvement of local and regional actors. Stakeholders emphasised the need to elevate the role of CCDRs in linking national planning frameworks with local realities. This includes enabling CCDRs to lead or co-lead working groups, facilitate knowledge exchange between municipalities, and support the localisation of SDG targets.

A critical point raised was the need for formal mechanisms—not just informal networks—to ensure the systematic generation and integration into national SD decision-making of robust regional performance data, and that municipal best-practice contributions are reflected in national policy and monitoring. Incentivising professional mobility, increasing municipal reporting on SDG progress, and establishing common planning templates for local and regional strategies were cited as actionable approaches.

Focal Points and Monitoring Structures

Participants underscored the need for a dynamic, government-wide network of SDG focal points across all ministries and public institutions. Identifying responsible individuals for SDG implementation at the sectoral level would enable more regular, coordinated action—especially in preparing for milestones such as the next Voluntary National Review (VNR 2027).

The newly established multidisciplinary monitoring team under REPLAN was highlighted as a promising step. Its current priorities—mapping SDG targets against national planning targets and identifying focal points across ministries—are seen as critical foundations for more coherent, cross-sectoral implementation and monitoring.

Summary of Key Challenges Identified

• Fragmented training efforts and lack of procedural-level capacity across government levels.

• Limited mandate of PLANAPP for PCSD.

• Coordination bodies such as the five regional CCDRs and the national REPLAN lack formalised roles and responsibilities on SDG implementation.

• Scattered knowledge platforms and poor consolidation of training and data tools at both the regional and national levels.

• Insufficient local-national coordination and recognition of municipal contributions/best-practices.

• Absence of clear focal points for SDG implementation within ministries.

• Weak institutional preparation for upcoming monitoring cycles (e.g., VNR 2027).

Proposed Actions

• Establish a transversal national SDG training system: Co-develop certified training curricula with INA and PLANAPP. Ensure content targets civil servants at all levels and includes hands-on tools for planning, budgeting, and monitoring. Link these programmes to sustainability toolkits and policy training frameworks to integrate them in the civil servants' tasks.

• Clarify and extend institutional mandates: Formally extend PLANAPP’s mandate to cover coherence for sustainable development. Define the coordination roles of CCDRs and REPLAN working groups in SDG planning and monitoring processes. Use Branding and Communication Strategically: Leverage the SDG logo and visual identity to build public recognition and legitimacy around local and national initiatives. Develop a national communications campaign to re-energise the agenda.

• Create a unified knowledge platform: Develop a centralised digital hub to collect, organise, and disseminate SDG-related resources, training materials, planning templates, and good practices. Link this platform to existing networks (e.g., CCDRs, REPLAN and the foreseen National Sustainable Development Forum).

• Formalise CCDRs’ coordination role: Institutionalise CCDRs as connectors between national and local levels, with responsibilities in capacity building, policy alignment, and SDG data collection. Encourage their leadership in inter-municipal working groups such as the Working Group on the SDGs of the National Association of Portuguese Municipalities and knowledge-sharing initiatives. Launch Citizens’ Assemblies on the SDGs: Modelled on Portugal’s successful biodiversity and climate assemblies, this would foster public deliberation on trade-offs and priorities and generate bottom-up legitimacy.

• Strengthen focal point networks and monitoring mechanisms: Identify and activate SDG focal points across all ministries. Build regular engagement channels through REPLAN and support their work in aligning national planning targets with SDG targets. Ensure focal points are known and recognised across institutions.

Pillar 3: Responsive and Adaptive Tools for Policy Coherence

Impact Assessment and Regulatory Frameworks

Participants widely acknowledged that existing regulatory impact assessment (RIA) frameworks in Portugal—while having evolved over time—remain too narrow in scope. Currently, RIAs apply mostly to legislative and regulatory proposals, but not to broader government decisions such as strategic plans or budget allocations. This limits the government’s ability to fully assess the implications of policy choices and spending decisions on the pursuit of the country’s sustainable development objectives.

Stakeholders emphasised the need to expand the scope of impact assessments beyond ex-ante legislative evaluations to include ex-post evaluations and non-regulatory decision-making. They also highlighted the importance of integrating economic, social, environmental, and gender dimensions into a unified RIA process, rather than developing parallel assessment mechanisms.

They also mention the “Custa quanto?”1, a tool for assessing the impact of new laws before they are passed. It follows international best practices and aims to support better lawmaking by providing evidence-based information. It evaluates how proposed laws might affect people, businesses, and public administration. This tool was developed by the Legislative Impact Assessment Unit (UTAIL), part of PLANAPP, to improve decision-making and the quality of legislation.

Portugal’s experience with the “Custa quanto?” pilot project and subsequent development of technical guidelines shows progress. However, there was consensus that a next phase is needed—one that includes broader institutional buy-in, clearer roles, and a methodology that allows for cross-sectoral and transboundary impact consideration.

Monitoring and Indicators

There is an ongoing effort to strengthen national sustainable development indicator frameworks, with approximately 180 global UN SDG indicators already tracked by the national statistical office. These efforts align with the European Sustainable Development Strategy (EU SDS) and the UN SDG framework. However, participants pointed to inconsistencies in existing reporting and noted the lack of consolidated, accessible outputs.

Stakeholders suggested revisiting the current indicator set, in consultation with REPLAN and sectoral focal points, to develop Portuguese-specific targets and enhance the relevance and usability of the UN SDG monitoring system. The process should ensure alignment between SDG targets and indicators and national planning instruments. This work is ongoing and coordinated by PLANAPP.

Structures and Institutional Fragmentation

The multiplicity of institutions responsible for evaluation—both within and outside government—creates a fragmented landscape. Independent bodies conduct valuable assessments, but often in isolation, without a common methodology or institutional coordination.

Participants proposed the establishment of a steering committee involving PLANAPP, Camões, INA, Court of Auditors, the IGF (Inspectorate-general of Finance) and key line ministries, to oversee the development of a shared evaluation framework. This would enhance consistency, reduce duplication, and promote a whole-of-government approach to evaluation and accountability.

Additionally, there is a recognised gap between monitoring and evaluation: while monitoring is relatively more advanced (supported by INE and other national statistical efforts), evaluation—especially impact evaluation—remains underdeveloped. Bridging this gap will be essential for capturing lessons learned and improving policy effectiveness over time.

Transboundary and International Considerations

Participants agreed that transboundary impacts are rarely considered in impact assessments. Given Portugal’s international partnerships—e.g., with Lusophone countries—there is a need to better account for how domestic policies may influence or be influenced by external dynamics.

Stakeholders suggested piloting small-scale, international impact assessments to build experience and capacity before scaling up. Camões and other international cooperation entities could support these pilots, drawing on existing bilateral cooperation mechanisms.

Summary of Key Challenges Identified

• Narrow scope of current regulatory impact assessment frameworks, limited to legislation.

• Fragmentation of evaluation responsibilities across multiple institutions without coordination.

• Limited experience with ex-post evaluation and non-regulatory policy impact assessment.

• Inconsistencies in monitoring outputs and indicator reporting.

• Absence of guidance for transboundary or international impact assessment.

• Lack of unified methodology for evaluating SDG-related policies across sectors.

• Gap between monitoring and evaluation processes.

Proposed Actions

• Broaden the scope of regulatory impact assessments (RIA): Expand RIA frameworks to include non-legislative decisions, budget allocations, and strategic policy actions. Ensure assessments consider economic, social, environmental, and gender impacts in an integrated manner, avoiding parallel processes.

• Enhance evaluation coordination through a steering committee:

  Establish an inter-institutional committee involving PLANAPP, Camões, INA, the Court of Auditors, IGF and relevant ministries to draft shared methodologies and frameworks for evaluation and impact assessments.

• Strengthen monitoring systems and data use: Revisit the current SDG indicator set with the involvement of REPLAN and national statistical authorities. Develop Portuguese-specific sustainable development targets aligned with national planning targets and improve the consistency and accessibility of monitoring outputs.

• Bridge the monitoring–evaluation gap: Build capacities and institutional mechanisms to complement existing monitoring with structured, ex-post evaluations. Integrate evaluation findings into planning cycles to enhance adaptive learning and policy improvement.

• Pilot international/transboundary impact assessments: Launch small-scale pilot projects (e.g., with Lusophone partner countries) to assess cross-border effects of domestic policies. Use results to develop methodologies for broader application.

• Build awareness and technical capacity on evaluation tools: Promote awareness of existing evaluation guidance and support capacity-building efforts across government levels. Encourage use of tools such as the national evaluation agenda, RIA guidance, and lessons from past audit practices.

Strategic take-aways

Pillar 1 – From Vision to Execution: Empowering Leadership and Roadmap Delivery

Strong Expectations for PLANAPP

PLANAPP is viewed by stakeholders as the central institutional actor to lead the 2030 Agenda implementation. There is widespread trust in PLANAPP, but also a clear expectation that it be properly resourced, both in terms of institutional mandate and technical capacity, to meet these demands. Its leadership role must be clearly defined and continuously reviewed to match evolving responsibilities.

Roadmap Implementation Requires Vigilance

Participants have confidence that the RNDS 2030 will be adopted, therefore the OECD emphasised the need to carefully monitor its approval process under the new government. Once adopted, its content, implementation timeline, and monitoring mechanisms must reflect stakeholder priorities and align with SDG objectives.

Pillar 2 – Strengthening Institutional Coordination Across Levels and Sectors

REPLAN: Underused but Promising

The REPLAN network is an existing institutional coordination mechanism that is currently underutilised for advancing SDG coherence.

• It should be strategically positioned to:

  • Convene focal points from different institutions.

  • Act as a coherence-driving platform, linking strategic planning and SDG implementation.

CCDRs: Strengthen Vertical and Horizontal Coordination

There are five CCDRs in Portugal (Commissions for Coordination and Regional Development - Comissão de Coordenação e Desenvolvimento Regional)2, each covering a specific region: North, Centre, Lisbon and Tagus Valley, Alentejo, and Algarve. These five CCDRs are decentralised government bodies under the Ministry of Territorial Cohesion, with administrative and financial autonomy but no legal personality. They are responsible for coordinating regional policies in their respective region, implementing environmental and spatial planning measures, supporting local authorities, and managing EU funding programs. The five CCDRs have the potential to act as a hinge between central and local government.

• Two strategic functions were highlighted:

  • Knowledge brokering: Serving as a clearinghouse for regional best practices and lessons learned.

  • Vertical coordination: Connecting national strategy with local implementation and stakeholder engagement, especially through platforms like ODS local.

Pillar 3 – Unifying Evaluation Practices for Strategic Impact

Need for an Organising Framework for all-encompassing strategic impact assessments

Portugal has many instruments for evaluation and monitoring, but they lack coherence and integration. A common methodological framework is needed to align existing tools (e.g., RIA, ex post evaluations, sectoral audits) and promote whole-of-government impact assessment on any and all strategic decision-making, whether using legislation, strategic policy or spending as the tool to implement the decision.

Proposal for an Evaluation Steering Committee

A dedicated inter-institutional body could be established—potentially composed of:

• Tribunal de Contas (Court of Auditors)

• IGF (Inspectorate-General of Finance)

• Directorate-General for Education and Science Statistics (DGEEC) or Statistics Portugal

• Camões (for external cooperation)

• PLANAPP

• Ministry of Finance

This group could design the government-wide impact-assessment methodological framework, and could coordinate work on strategic evaluations of legislative, policy and budget decision-making, covering both ex-ante and ex-post phases.

Transboundary Impacts: Pilot Project Recommended

Stakeholders acknowledged the absence of systematic transboundary impact assessments. A pilot project with a Lusophone partner country was proposed as Portugal has ongoing projects there, with Camões possibly taking the lead. However, the institutional capacity/readiness of partner countries should be assessed to ensure feasibility.

Next Steps

The discussions held during the OECD PCSD workshop in Lisbon confirmed that Portugal is broadly aligned with international good practices in promoting policy coherence for sustainable development. The country has made significant progress in building institutional foundations, developing planning frameworks, and engaging stakeholders across levels of government. In particular, finalising the formulation and securing formal approval of the National Roadmap for Sustainable Development (RNDS), along with the growing institutional role of PLANAPP as the central institution that steers and coordinates its pursuit, have positioned Portugal on a strong trajectory toward effective 2030 Agenda implementation.

At the same time, participants and facilitators alike acknowledged that the next phase of work must focus not only on vision-setting, but on implementation. Strategic plans and coordination platforms are in place, but their success will depend on how effectively they are deployed. This includes reinforcing cross-sectoral and multi-level coordination, making better use of existing mechanisms such as REPLAN and CCDRs, and ensuring the strategic integration of diverse monitoring, evaluation, and impact assessment tools.

As Portugal continues to advance, the priority will be on consolidating its institutional efforts, enhancing vertical and horizontal coherence, and translating frameworks into practice through clear mandates, adequate resources, and inclusive engagement. The momentum is there—what is needed now is continuity, coordination, and a pragmatic focus on delivery.

Immediate Deliverables

Several concrete outputs are planned for the weeks following the workshop. Ongoing finalisation of the three country scans, as part of this OECD PCSD multicounty project —Portugal, Belgium, and Ireland—each of which will be revised to reflect the latest exchanges and feedback. These scans are scheduled for joint publication in July 2025, offering a comparative view of policy coherence practices and challenges across the participating countries.

Medium-Term Engagement

Living Labs

Looking ahead, the next major milestone in this OECD PCSD multicounty project will be the organisation of a Living Lab, bringing together key stakeholders from Portugal, Belgium, and Ireland for an in-depth, in-person exchange. Originally planned for June but now scheduled for after the summer, this session will focus on a core shared challenge: how to strengthen coherence between sectoral planning frameworks and sustainable development objectives.

The Living Lab will serve as a dynamic, participatory forum for peer learning, collaborative problem-solving, and alignment of policy approaches across countries. It will also offer an opportunity to discuss the transferability of tools, share practical examples of integrated planning, and explore how institutional mechanisms can be made more fit-for-purpose.

Closing Conference

A closing conference is envisaged, likely to take place back-to-back with the Living Lab. This final event will provide a space to consolidate project findings, reflect on progress made, and identify priority areas for continued collaboration.

Going forward, Portugal’s experience and leadership can serve as a valuable reference for other countries working to embed policy coherence more deeply into their governance systems and planning practices. Sustained engagement with PLANAPP and other institutional partners will be key to supporting the implementation of the RNDS and advancing the recommendations developed under the PCSD framework.

Notes

← 1.  Ferramenta "Custa quanto?" - Vídeo.

← 2.  CCDR (Comissão de Coordenação e Desenvolvimento Regional) | DR.