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Outcome Mapping Practitioner Guide

An alternative way of formulating & monitoring Organisational Practices

Formulating Organisational Practices as an Outcome Challenge and Progress Markers for the implementing organisation. Used for planning and ongoing monitoring during the lifespan of the programme.

Author: Steff Deprez

Published: Wednesday 20 August 2014

For its country programme 2008-2013, VECO Indonesia developed and used an OM-based programme design, following the different steps of the Intentional Design. However, the 8 standard Organisational Practices (OPs) - as presented in the OM Manual - did not resonate 100% with the expectations and needs of VECO Indonesia at that time. During the formulation workshop it was decided to develop tailor-made organisational practices for VECO Indonesia that would reflect the aspirations to install a more learning learning-oriented culture and practice. To do so, VECO came up with the idea to develop an outcome challenge for themselves including a set of corresponding progress markers that would guide their path of integrating learning into its programme’s practice. The VECO team reflected - with feedback from some partner organisations - on the required changes in their own practice to effectively support the boundary partners and the goals of the programme.

Throughout the life-span of the programme VECO Indonesia reflected every 6 months on the set of progress markers to improve its own practice. They also used a type of Outcome Journal that was updated every six months and integrated into the annual reporting process.

The organisational practices that were developed during the formulation workshop (in 2008) are presented below.

Outcome Challenge

VECO Indonesia intends to establish knowledge sharing and learning processes as integral part of the organizational culture and practice to provide effective support to its programme and partners. It organises itself to function and to be known as a source/centre of information & knowledge for its partners and networks promoting sustainable agriculture, inclusive value chain development and gender equity.

Progress Markers

Expect to see VECO Indonesia …

  • Ensure that all its staff understand the vision, mission, values, principles and objectives of the new country programme 2008-2013
  • Establish good functioning internal communication procedures and systems
  • Engage in transparent partnerships and facilitate regular feedback mechanisms with its partners ing internal communication procedures and systems


Like to see VECO Indonesia …

  • Institutionalise learning-oriented practices into the management and operational systems/processes
  • Apply a learning-oriented monitoring and evaluation system (PLA system)
  • Develop an information management system to collect, store and use relevant programme data & information
  • Develop and apply an external communication strategy to share its experiences and knowledge
  • Develop an gender policy for its value chain development programme
  • Actively participate in conferences, seminars and workshops as facilitator, presenter and to share its experiences


Love to see VECO Indonesia …

  • Document field experiences, evidence, lessons learned, cases, … through a variety of publications
  • Organise and actively participate in learning events, learning alliances, study and research to gain new insights, knowledge and develop new concept and practices relevant for the programme
  • Actively participate in national and relevant national/regional networks and multi-stakeholder platforms

This nugget was applied in: VECO Indonesia

Related Practitioner Guide sections:

Associated resources:

Latin America & Carribean Sub-Saharan Africa North Africa & Middle East South Asia South East Asia & Pacific Far-East Asia Eastern Europe & CIS (ex USSR) Western Europe North America & Canada Australasia