Who reviews or approves the Theory of Change?

Understanding the review and approval process for Theory of Change submissions.

Last updated: February 20, 2025

Review and Approval Process

Ensuring Quality and Alignment

Understanding the process for reviewing and approving your Theory of Change to ensure it meets quality standards and organizational requirements.

Review and Approval Workflow

1

Initial Submission

When you submit your Theory of Change, it enters the formal review process:

  • The system records your submission date and time
  • Notification is automatically sent to reviewers
  • Your submission is locked to prevent changes during review
  • You can view the status of your submission at any time
  • Comments and feedback will be visible as they are added
  • The system tracks the progress through review stages
2

Review Phase

Your Theory of Change will be reviewed by multiple stakeholders:

  • Team members with review permissions examine the submission
  • Your LEVEL Account Manager conducts a technical review
  • Reviewers assess completeness, logic, and alignment with standards
  • Comments and suggested revisions may be provided
  • You may be asked to clarify certain elements or provide additional information
  • This collaborative review ensures quality and compliance

After you submit your Theory of Change, it will be reviewed by your team members with review permissions and by your LEVEL Account Manager. Final approval is given by someone within your organisation who has Management permissions.

The Review Process in Detail

1

Technical Review

Your LEVEL Account Manager evaluates:

  • Logical consistency between elements (activities, outputs, outcomes)
  • Appropriate use of domain categories
  • Completeness of required fields
  • Clarity of causal pathways
  • Alignment with methodology requirements
  • Feasibility of proposed measurement approaches
  • Technical accuracy of assumptions
  • Proper documentation of evidence bases
2

Team Review

Your team members with review permissions evaluate:

  • Alignment with organizational priorities and values
  • Practical implementation considerations
  • Resource requirements and constraints
  • Stakeholder engagement implications
  • Contextual appropriateness of the approach
  • Consistency with other organizational initiatives
  • Risk assessment adequacy
  • Timeline and milestone feasibility

During the review phase, respond promptly to any questions or requests for clarification. This collaborative dialogue often strengthens the final Theory of Change and speeds up the approval process.

Addressing Review Feedback

1

Receiving Feedback

Feedback will be provided through the system:

  • Comments may be attached to specific elements
  • General feedback may address overall structure or approach
  • Technical recommendations may suggest specific changes
  • Questions may request additional information or clarification
  • Suggestions might propose alternative approaches
  • The feedback will be visible to all team members with access
2

Responding to Feedback

When addressing reviewer comments:

  • Acknowledge all feedback received
  • Prioritize addressing technical concerns
  • Make requested changes directly in the system
  • Provide explanations where you choose an alternative approach
  • Document evidence supporting your decisions
  • Alert reviewers when you've completed revisions
  • Be open to iterative improvements

If you disagree with specific feedback, engage in constructive dialogue rather than simply rejecting the suggestion. Explain your reasoning and be open to finding a mutually acceptable solution that maintains the integrity of your Theory of Change.

The Approval Process

1

Final Review

After addressing feedback, your Theory of Change undergoes final review:

  • Reviewers check that all required changes have been made
  • Your LEVEL Account Manager confirms technical compliance
  • Any remaining questions are resolved
  • The final version is prepared for organizational approval
  • A summary of changes made during the review process is documented
  • The submission is moved to the approval stage
2

Organizational Approval

The final approval comes from within your organization:

  • A team member with Management permissions reviews the final version
  • They assess alignment with organizational strategy and values
  • They consider implementation feasibility and resource implications
  • They evaluate potential risks and benefits
  • They make the final decision to approve or request further changes
  • Their approval authorizes implementation of the Theory of Change

The person approving your Theory of Change takes on organizational accountability for its implementation. This is why approval must come from someone with Management permissions who has the authority to commit resources and take responsibility for outcomes.

After Approval

1

Documentation and Communication

Once approved, your Theory of Change becomes an official document:

  • The final version is locked and preserved in the system
  • A formal approval record is generated
  • Team members are notified of the approval
  • Documentation is made available to authorized stakeholders
  • Implementation planning can formally begin
  • The Theory of Change becomes a reference point for reporting
2

Implementation and Learning

Your approved Theory of Change guides project execution:

  • Activities and outputs should align with the approved document
  • Monitoring systems should track the defined indicators
  • Regular reviews should assess progress toward outcomes
  • Learning processes should validate or challenge assumptions
  • Adaptation should occur within the framework or trigger formal revision
  • Impact evaluation should refer back to the expected pathways of change

Consider your approved Theory of Change a living document. While the approved version serves as the formal reference, document learnings and potential improvements for the next revision cycle. This continuous improvement approach ensures your Theory of Change remains relevant and effective.

Revision and Updates

When significant changes are needed:

  1. Identify the need for revision based on implementation learning, context changes, or new evidence
  2. Discuss proposed changes with your LEVEL Account Manager
  3. Follow the change management process defined in your project guidelines
  4. Submit revisions through the formal system
  5. Undergo an abbreviated review process focused on the changed elements
  6. Secure approval for the updated Theory of Change

Major changes to an approved Theory of Change may have contractual, reporting, or methodological implications. Always consult with your LEVEL Account Manager before initiating significant revisions to understand potential impacts on compliance or certification.

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