JUSTIFICATION OF THE STRATEGIC VISION, MISSION, GOALS AND TASKS OF SUSTAINABLE DEVELOPMENT OF THE CITY OF RIVNE

Authors

  • L. V. Klymenko National University of Water and Environmental Engineering, Rivne

DOI:

https://doi.org/10.31713/vs220219

Keywords:

sustainable development, medium-sized cities, strategic and operational goals

Abstract

Defining the city as a complex system, it should be noted that systems and primarily socio-economic and environmental aspects (SEE system) in accordance with their classification have specific characteristics: by classes, types, features. SEE system of the city is, first of all, an open, dynamic, nonlinear, ultra-complex multifunctional, mobile, purposeful system, which is characterized by goals, rates, stages, directions of development. The city of Rivne is competing with Lutsk, Zhytomyr for labor resources, living conditions and employment of residents, investments, innovations, tourists, entrants, intergovernmental transfers (grants, subsidies, subventions), for cross-border flows with the Zdolbuniv, Lutsk, Zhytomyr. The established list of strengths available in the city and weaknesses envisaged for elimination is the basis for the formation of a strategic vision, a strategic mission for the development of the SEE system of the city on the basis of sustainable development. The analysis of the documents “Strategy of economic and social development of Rivne for 2015-2019” and “Strategy of development of Rivne 2030” developed in previous years is carried out, the main shortcomings are revealed. The strengths and weaknesses of the party, opportunities and threats have been identified, strategic and operational goals have been developed, which can be achieved by implementing the proposed measures, tasks and projects to achieve sustainable development. Depending on the level of development of social, economic, ecological spheres of life of the city of Rivne, the presence of strengths and the need to eliminate weaknesses are selected: the main strategy of transition to sustainable development depending on the effectiveness of competitive advantages; auxiliary strategies - leader, offensive, follower and outsider in each of the types of competitive advantage.

Author Biography

L. V. Klymenko, National University of Water and Environmental Engineering, Rivne

Candidate of Agricultural Sciences (Ph.D.), Associate Professor

Published

2024-04-21

Issue

Section

Articles