Partnerships between heterogeneous actors have increasingly been studied as mechanisms to operationalize strategies for addressing grand challenges, as outlined in Agenda 2030 (SDG 17). Within this context, Outcome-Based Contracts (OBCs), including Social Impact Bonds (SIBs) and Pay-for-Success (PFS) initiatives, have emerged as innovative forms of partnerships between public and private sectors with the purpose of tackling these wicked problems. These contracts are designed to drive reforms in public services through partnerships that coordinate funding, management, and provision of public services. When examining the potential of OBCs to achieve grand challenges and create public value, it is essential to also consider the value generated for communities, users, and citizens. By linking financial resources to performance outcomes, OBCs place the evaluation of both performance and public value generation at the center of negotiations among stakeholders.

Examples could include, but are not limited to, the cost-effectiveness of OBCs, the role of public-private partnerships in supporting OBCs, the integration of OBCs into emerging governance models, cross-national implementation, and adaptation of OBCs to specific governance frameworks and societal needs, evaluation methodologies for OBCs, the role of data in OBC implementation, and the impact of emerging technologies on OBCs. Contributions from all areas related to OBCs and innovative partnerships are welcome, without limitations on topics or focus.