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.

23 regarding the improvement of governance in the public sector, and, for example, that the financial contribution does not correspond to the result obtained or the price paid does not correspond to the quality of the product/service. Thus, the low efficiency of the organization's activities affects the overall system of improving governance, for example, in the entire public sector of the country's economy. In addition, there is always a risk that the reports prepared by the institution/ministry/agency will be unclear and will not meet the expectations of users/stakeholders. Fig. 2. Correlation and relationships between strategic and operational risks Source: developed by the author To identify risks, the theory of change is used, where uncertainty exists at each step, since at each stage risks may arise that will hinder the dynamics of development or a stable process. So, the first step to identifying risks is to look through the prism of the theory of change and ask, first of all, ourselves, what assumptions we have at the base and what can go wrong at each step/stage of the work process. What external factors can lead to the impossibility of achieving a certain level of results? We must identify risks with direct references to the results structure. Operational risks, as shown in Fig. 2, are correlated and identified at the stage of: actions; potential; results . Step-by-step risks are usually related to operational ones. External factors of operational risks are: personnel; technical capabilities; resources and the external environment . The main factors leading to operational risks are: