Proceedings of the International scientific and practical conference ―Oxford International Science Forum‖ (April 17-19, 2026) / Publisher website: www.naukainfo.com. - Oxford, United Kingdom, 2026. - 367 p.

22 - to focus on achieving important results (especially consequences) instead of concentrating on activities; - to justify some ―small fixes‖ that are related to the ―bigger‖ results: why and how to eliminate certain gaps in capacity, for example, in planning, methodology, etc., which will lead to certain positive results and simplify the path to them; - to allow staff to see the big picture/real state , in particular, what is the significance of their work and the impact on the final result/outcome; - to justify one or another approach to the application of effective monitoring on the basis of evidence. The results structure should logically fit into, simultaneously connect and complement all the constituent elements and mechanisms of the overall process of effective functioning of the organization/institution's risk management system. This makes it possible to see clear goals and direct the available resources within the functional activities and development strategy of the institution. The risks of strategic and operational plans are that some of the assumptions made may not come true. If we apply the theory of change, it makes it possible to follow a certain algorithm and analyze in detail and take into account/weigh that at each level there are risks that may materialize and we can mitigate their impact. Strategic risks, combined with operational risks, provide a clear picture of the nature of the risk itself, its distinctiveness, and, very importantly, the causes and conditions of its occurrence. In our opinion, strategic risks are closely related to results or consequences (Fig. 2). An example of strategic risks can be reputational risk, which is evidence that a certain state body/institution is perceived by society as a conservative institution, not sufficiently modern, transparent and accountable. Strategic risk levels and undermines the foundations of the independence of a state body/agency/institution. Strategic risk manifests itself, for example, in the lack of response to public expectations regarding the need for changes, important structural reforms, etc. Such institutions/bodies/agency do not provide citizens, as well as leaders of ruling political forces, with appropriate/sufficient guarantees