Learning about what does and does not work and assessing impact of open contracting are central to our theory of change. But learning remains a buzzword unless it is backed up with clear guidance, practices, or commitments.

Our learning model

What we have learned so far:

  • We need to measure and understand activity and impacts beyond our own walls. We aim to build the open contracting field, not be the field.
  • The case for open contracting is not yet evident to everyone and the practice continues to evolve. We need to capture the substance, the benefit and the practice of open contracting.
  • Open contracting is implemented in different countries and in a range of different contexts. Our analysis must balance comparability with unique contexts.
  • As open contracting interfaces with complex accountability systems, we work with many stakeholders to understand the data we collect. As in the rest of our work, in our learning we will be driven by user needs.
  • Our strategy, theory of change and targets are living documents, which we will continuously test and adapt based on our work. We will capture our learning and insights regularly blogs, reports and other reflections. 

Our Rapid Reflections

Quarterly Reflection: November 2018

Quarterly Reflection: August 2018

Quarterly Reflection: May 2018

Quarterly Reflection: February 2018

Quarterly Reflection: January 2018

Quarterly Reflection: September 2017

Quarterly Reflection: July 2017

Quarterly Reflection: March 2017

Quarterly Reflection: December 2016

Quarterly Reflection: November 2016

Quarterly Reflection: May 2016


Rapid reflections are internal sessions where we check in on progress against our targets. Individual details may not be complete or finalized.