The framework was developed as part of the GCC, which was funded by the IKEA Foundation. The process of development began in 2018. Four partners were part of the GCC: One Acre Fund, Practical Action, SELCO Foundation, and Rainforest Alliance. Although the partners shared a similar focus (i.e., scaling access to clean energy), they used varying approaches to monitoring and evaluation because they were part of different portfolios within IKEA Foundation. The term “portfolios” here refers to the donor portfolios that span the IKEA Foundation’s sphere of work. World Resources Institute (WRI) proposed a standardized monitoring and evaluation (M&E) framework that would be applicable across all four projects and would enable effective reporting and monitoring of progress toward the common overall goal. This guidebook describes the process that WRI followed to build a harmonized results framework.

Executive Summary:

本指南旨在帮助宜家基金会及其受赠人和合作伙伴设计MEL框架，并指导现有和新项目的课程校正和改进。指南中的框架旨在创建在不同级别的结果（影响，结果，输出和输入）下测量变化的方法（请参阅第2节）。它还有助于在M＆E流程中创建运营系统，以合并在实施过程中收集和分析数据并得出学习的方法。此外，它将有助于设计类似的操作系统，这些系统是MEL框架的一部分，这些系统可以捕获广泛的证据并纳入一路学习过程。这些运营系统可以确保在竞选层面上确保数据统一性，这对于衡量影响很重要，尤其是在试图评估整个社区社会影响的项目中。

为了构建一个真正合作的框架，WRI与每个合作伙伴互动，以了解他们的项目经验以及他们的M＆E计划。WRI了解需要认识到技术干预的发展影响是复杂且非线性的，并将这种认识纳入框架中。

在构建框架时，WRI和合作伙伴组织意识到，对于能源访问项目，一种技术上不可知的框架方法（一种对任何特定的技术工具都没有偏见或反对）最好的工作。这种中性方法有助于跟踪可能针对不同最终用户的需求量身定制的各种不同能源解决方案和干预措施所产生的变化。

WRI also wanted the framework to capture the context and impact of each project, not only for energy access, but also for linked developmental goals such as livelihoods, education, and health. That is why we used an EbA approach to develop and align framework indicators. This people-centered approach recognizes the direct "dependence of human well-being on ecosystems and the goods and services they provide (e.g., water and food supply, fuel and fibre provision, pest and disease regulation, water and nutrient cycling, climate regulation)."

WRI还合并了能源交付模型的组件，该组件的重点是与能源服务交付有关的活动，资源和支持在满足最终用户需求中的作用。该模型促使合作伙伴将其M＆E的重点从“什么结果”扩展到“结果如何”。这两个模型相互互补：基于EBA的评估有助于将关键指标背景化，并且能源传递模型有助于制定方法，为整个框架和设计操作过程构建这些指标，以了解“如何”。本指南中的情境化意味着，即使每个指标下的数据都统一，它们也可能对不同合作伙伴的干预类型和操作区域具有不同的含义。

指南中的两个部分具有一个称为“从业者套件”的小节，该小节描述了该过程遵循的过程，以便读者可以结合与他们的工作相关的想法/方法。

宜家合作伙伴与WRI一起确定了一组称为推动者的指标，这些指标在框架内有两个原因：第一，他们帮助理解了每个合作伙伴的各种地面现实，在启示符下统一了它们，并在分析中支持运营系统。广告系列级数据集；第二，通过澄清环境，他们帮助理解了海湾合作委员会变化理论（TOC）中的假设，并进行了更好的评估，以促进竞选级别的变革。WRI希望在与宜家基金会合作伙伴创建广告系列框架的同时，并为GCC开发TOC。在海湾合作委员会下确定的促成者是可靠性和负担能力，技术适用性，市场外展，产品和服务以及与市场链接的生态系统。在任何框架中，推动器可能不是必要的组件，但是对于位于各个地区和环境中的项目，它可能支持变更的解释和更好的影响数据。

合作伙伴聚集在一起，根据其工作领域以及项目的目标和目标参与映射练习。他们讨论了优先领域和每个项目的个人结果。分析这些映射练习有助于确定能源访问为社区提供的各种好处。这些好处包括对环境的影响，包括减少空气污染和其他温室气体的长期影响；健康，从改善对卫生中心和服务的机会。教育与学习；以及包括能源支出在内的经济影响，可以影响多少家庭和社区可以节省。

Further, the partners worked to develop common calculations for measuring indicators to ensure data validity across partners and locations. Some of the parameters by which indicators were measured are reduced CO2 emissions (environment), decrease in energy expenditure and increase in income or in financial services (economic), increase in study hours (education), and increase in hours of health services or number of patients served (health).

At the end of the process, WRI worked with partners to identify and address gaps in mapping the results to ensure that the final framework would produce a robust campaign-level summation of results for all. The processes included revising the ToC, testing the indicators, and addressing any additional data needs. Campaign-level results would include all the changes/results measured within the GCC.

For programmatic learnings, it was anticipated that a collaborative framework would help synthesize knowledge from several interventions and create a space to draw lessons from project-level indicators that would be useful for all partners. This would ensure a learning environment that facilitates cross-project learning for future work. Programmatic learnings include an analysis of all operational challenges and gaps, which helps chart out ways forward for the next phases of the project.

Operational barriers such as the ground realities of the COVID-19 pandemic and the varying locations and project priorities of the projects affected some of the project timelines.