Project financed by EU
Strategic Plan of Sustainable
Development of Horodok
Prepared
by Association of Small Towns of Ukraine
Sustainable Urban Development Project
2012
1
Table of Contents
TOWN MAYOR’S ADDRESS TO COMMUNITY ......................................................................... 3
INTRODUCTION .............................................................................................................................. 4
1. BRIEF OVERVIEW OF THE TOWN .......................................................................................... 6
2. MISSION AND STRATEGIC VISION ........................................................................................ 6
3. RESULTS OF TOWN’S SWOT-ANALYSIS .............................................................................. 7
4. AREAS OF TOWN’S DEVELOPMENT...................................................................................... 9
5. STRATEGIC GOALS, OPERATIVE GOALS, AND PROJECTS .............................................. 9
6. STRATEGIC PLAN IMPLEMENTATION ................................................................................ 22
7. TOWN PROFILE ......................................................................................................................... 23
8. THE WORKING GROUP……………………………………………………………….….......40
9. CONTACTS…………………………………………………………………………………….42
This material has been produced with the financial assistance of the European
Union. The contents of this document shall be liable Executive Committee of
Ukrainka City Council. The text of the booklet does not necessarily reflect the
views of the European Union.
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ADDRESS OF TOWN MAYOR TO COMMUNITY
Dear town citizens,
Sustainable Urban Development Project was launched in Ukraine in February 2010 with the
EU support within the framework of the program “Cooperation in Urban Development and
Dialogue (CIUDAD)”.
In May 2010, Horodok Town Council participated in a competition selection of applications
submitted to the Association of Small Towns of Ukraine for the Project was selected a winner and
became one of the participating town.
The project lasted three years and gave an opportunity to six small towns (for Ukrainian
towns: Horodok, Olevsk (Zhytomyr Oblast), Bobrynets (Kirovohrad Oblast), KorsunShevchenkivsky (Cherkasy Oblast), Byelorussian town Novolukoml and a Georgian town Ozurgeti)
to improve their economic level, activate citizens’ participation in the town life through
development and implementation of their own strategy of sustainable development.
It should be noted that when starting this process, the town council realized the need for
system changes in community development, elimination of stagnant and depressive phenomena in
nearly all aspects of its life and activities. This can be achieved only with the help of an integrated
document that would clearly formulate the Strategic Goals of Horodok Development involving the
largest possible number of the town citizens. That is why, at an initial stages of Strategy
development, a working group was created members of which were representatives of the
government, business and the public. In general, they are socially active people of various
professions and age groups.
First of all, specialists of the Town Council together with the Projects consultants developed
the Community Project that contains information about the demographic situation, labor resources,
population employment, economic analysis, business development, local municipal and technical
infrastructure, main parameters of the town budget, the condition of the environment and living
standards. The working group identified the Town Mission and Vision, conducted its SWOTanalysis having analyzed its strengths and weaknesses, opportunities and threats gradually
formulating Strategic and later Operative Goals of the town development. Within the framework of
the work on the Strategic Plan, a survey was conducted among the local community, how it sees its
native town, and how it wants to see it in the future. After generalizing these documents (the town
profile, results of the SWOT-analysis, public opinions surveys, results of the operative goals rating),
the working group with support from the expert, developed the Strategic Plan of Horodok
Development that will define the area of transformation of the town development in the nearest
future.
I would like to present you the document developed by the working group, the Executive
committee of the Town Council in conjunction with the citizens of our town and with support from
the expert consultants from the Association of Small Towns of Ukraine and trainers from the CCC
Creative Center.
Town Mayor
Volodymyr Povoroznyk
3
INTRODUCTION
The Strategic Plan of Sustainable Development of the Town of Horodok (the Strategic Plan)
was developed in the process of strategic planning of territorial development of the Town Council of
Horodok, Zhytomyrska Oblast. A detailed description of the town can be found in the Community
Profile (Appendix 1).
The work was carried out in line with the objectives of the Sustainable Urban Development
Project. The Project envisaged development of a viable implementation-oriented Strategic Plan of
Sustainable Development of the Community for the town that was to be approved by the town
council.
The Strategic Plan development was drafted by the Working Group (Appendix 5) jointly with
the town council specialists with support from consultants of the Association of Small Towns of
Ukraine in conjunction with the CCC trainers, and specialists of the Agency for Economic
Development.
The Strategic Plan was developed in accordance with requirements of the Methodological
Recommendations on development of regional development strategies.
The goal of development of this Strategic Plan is to identify the Strategic Goals and
Operative Goals (activities, projects) that will facilitate Sustainable Development – socially,
economically and environmentally balanced town development.
The Strategic Plan is aimed at economic growth through stimulating investments in new as
well as in the existing enterprises with a high development potential; it also envisages creation of a
favorable business environment and conditions for investments in a long-term perspective. This will
lead to increased competitive power of the town and the resulting growth of the level and quality of
life in the town.
Economic development is viewed in the Strategic Plan as a source of resources for
sustainable development and as a strategic partnership process that facilitates the growth of
productivity of local economy, and creation of a higher amount of workplaces as a result of the
advantages of the town’s competitive potential. The Strategic Plan was developed with due
consideration of national, oblast and local competitive advantages, limits and threats for the
prospective development of the town.
PROCESS STRUCTURE. In a graphic form, the process of development of the Strategic
Plan of Sustainable Development can be presented as several consequential steps:
Step 1. Organization of the strategic planning activities
Step 2. Analysis of the environment and factors of town’s development
Step 3. Identification of the town’s Mission and Strategic Vision
Step 4. Identification of basic goals of strategic development of the town
Step 5. Development of activities in the form of Operative Goals (projects)
Step 6. Implementation of projects and Strategic Plan activities
Step 7. Strategic Plan monitoring and adjustment
Employees of the Town Council with consultants’ support prepared the Community Profile
(Appendix 1) containing the following information: town population, living conditions, local
economic base, municipal and technical infrastructure, and environmental situation. Analysis of the
profile of the town’s economic development demonstrated several problems, including increased
migration caused by the absence of workplaces, low quality of life, especially among young people,
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insignificant tax incomes to the local budget, unused resource potential of the town, and absence of
active support for local economy development from the community.
Members of the Working Group (WG) with consultants’ support carried out the SWOTanalysis of the town’s economy: they identified the internal strengths and weaknesses, outside
favorable opportunities and threats for its development. After brainstorming, the WG described the
key problems related to economic development. Then, the WG based on the Profile analysis, SWOTanalysis and the identified key problems formulated the Areas of Town’s Development and Strategic
Goals.
WG members conducted a public opinions survey among local citizens and entrepreneurs.
Generalized information reflecting the consolidated opinion of representatives of various social
groups is shown in Appendix 2.
The Working Group (with support from a consultant) drafted the Town’s Mission and its
Strategic Vision – the idea of how the town should look in the future in the opinion of the WG
members. The Strategic Vision is an introduction to development of the Strategic Plan goals.
After this, at a regular meeting of the Working Group, for each of these Strategic Goals
Operative Goals were formulated and the consensus was achieved with regard to the steps to be
made by the government, businesses and other partners in order to ensure improvement of the
community’s economic situation. The discussion involved representatives of local councils,
governmental bodies, enterprises as well as other persons – specialists with experience and special
knowledge. As a result of these meetings, some amendments and additions were introduced to the
Operative and Strategic Goals.
As a next step, the WG at its follow meeting rated the Operative Goals according to six
criteria in order to identify the priority strategic operative goals. Analytical Report can be found in
Appendix 3 “Evaluation of the Rating of Operative Goals”.
For each Operative Goal, specialists from local self-government bodies developed Project
Sheets (Appendix 4) containing the algorithm of implementation for each project and stating the
responsible persons, timelines and sources of resources necessary for achievement of the goals. The
consultant prepared recommendations for the town council on development of Action Plans aimed at
achieving the Operative Goals.
Implementation of the Strategic Plan will involve many organizations and individuals, and
new joint projects may emerge. In view of this, standing partnership between the local government
and entrepreneurs should be established in order to facilitate access to information, support
communication, and improve business environment.
Main Conclusions of the Process of Strategic Plan Development:
1. The Strategic Plan is a result of work of representatives of all groups of the town’s
community – local authority, business sector, and non-governmental organizations. As a result,
proposals from all stakeholders were collected to ensure adequate perception by the local community
of decisions that will be made within the framework of the Strategic Plan implementation.
2. Representatives of local government and local entrepreneurs realize their responsibility for
the town’s future and are ready to invest their time and resources in achieving the future that they
together described in the Program. Actual achievement of the Strategic Goals will require
cooperation and willingness of all community leaders.
3. The Strategic Plan emphasizes the community’s competitive advantages. There are
resources in the town and beyond it that when properly organized could be used for solving the key
problems. The Strategic Plan is focused on those areas of community development that in the future
will be most beneficial for the community.
4. The issues of infrastructure, tourism, development of local businesses, attraction of
investments and ensuring a decent quality of life are interrelated, and hence successful work on them
is possible only provided they are viewed as a whole. Improvement of one aspect will facilitate
improvement of the rest (Chart 1).
5. The Strategic Plan is related to other strategic documents, namely the General Plan and
long-term earmarked programs. The Strategic Plan projects have to be included in annual programs
of economic and social development of the town.
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6. Successful implementation of the Strategic Plan will depend on responsibility of those
people who were members of the Working Group as well as all other people who will be involved in
implementation of the formulated Vision of the town’s future. Thus, an Implementation Management
Committee (IMC) should be created whose members will be the most active community members.
The IMC task will be to monitor achievement of all Operative Goals (projects) of the Strategic Plan
and preparation of proposals for the town council concerning amendments and additions to the
Strategic Plan.
7. Strategic planning is not a single event, but an efficient tool of system management and a
process that should not be interrupted since external and internal factors are constantly changing. The
Strategic Plan is an instrument that facilitates economic development, and it can never be completely
implemented in practice in its initially approved form since it needs constant adjustments as a
response to constant changes in the environment.
1. BRIEF OVERVIEW OF THE TOWN
Horodok is a Ukrainian town, the center of Horodok raion of Khmelnytskyi Oblast. It is
located on Smotrych river 52 km to the south-west of Khmelnytskyi. The town was founded in
1362 and received the town status in 1957. The town has a population of 16,700 citizens. The town
area is 2956.9 km²
The town has a railroad station Victoria on the Yarmolyntsi-Kopychyntsi line.
The town received its name when Lithuanian Prince F.Koriatovych transferred several
settlements to landlord Bedrykh. This is believed to be the origin of the name- Bedrykhiv-Horodok.
In the ХV century documents, the town is mentioned under the names of Horodok, Hrudek, Hrudok,
and finally Novodvor, and for half of the century – from late 15th to mid-16th centuries – was owned
by the Novodvorsky magnates. Horodok named as Novyi dvir is mentioned in the document dated
1456, according to which the general elder of Kamianets Bartosh from Buchach transferred to
Mykolai Svirch from Novyi dvir 50 kips of Kamianets coins to the villages of Kuzmyn and
Novosilka.
Horodok’s industrial structure is represented by machine-building, light, food, construction
and other branches. Today, the town has 9 functioning industrial enterprises, 12 contracting
construction organizations of various forms of ownership and more than 1,500 entrepreneurial
entities. A network of private trade institutions is developing: 168 stores and kiosks, 5 fuelling
stations, 11 cafes and bars.
In the housing and municipal infrastructure of the town, there is a municipal company
providing services to the municipal housing fund and provision of urban amenities, services related
to water supply and sewerage “Horodokkomunservis”. The total number of residential houses
owned by municipality is – 52 units with the total area of 64790 m2 (the number of apartments is
1400), and 17 OSBB (apartment blocks joint owners association).
2. MISSION AND STRATEGIC VISION
The town’s mission is the reason of its foundations, its main objective, unique features and
competitive advantages.
Strategic Vision of the region’s future is a joint idea agreed on the consensus basis of local
citizens as to how their region should look in the future.
The Mission constitutes a connection between the past and the present and demonstrates the
best characteristics that the community would like to preserve. The main objective of the town can
change with time (or the community may wish to do it) – and this is reflected in the Vision
formulation. Both Mission and Vision must contain an image of a Human – a citizens of the town and
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the region who for some reason lives here, and loves his/her native land, and wants his/her children
to live here, too.
Mission
The town of Horodok:
– a picturesque town in the east of Podillia on the way to Tovtry near the ancient Smotrych
where unique landscape is harmoniously united with wonderful views, original architecture and
economic potential;
– a town open to the world where since the Trypillia times, Scythians and Bohdan
Khmelnytskyi cultures of the Ukrainian, Polish and Jewish people have been intertwined;
– a town where according to the regular rhythm, calmness and peace kind, hospitable and happy
people live and work together – the communities of the Orthodox, Catholic, and other confessions.
Vision
The town of Horodok in the nearest future:
– Self-sufficient, industrial town, attractive for investors that will create sources of stable
income for diligent people;
– Environmentally clean green town with blooming parks, unique architecture, and
comfortable housing, tidy and cozy for its citizens, and attractive for guests;
– Regional tourism center with recreation zones, unique underground “town” and the best
hotels on the way to the preserve resort “Tovtry”.
3. RESULTS OF SWOT-ANALYSIS OF THE TOWN
SWOT – analysis is a comprehensive analysis of strengths and weakness of community development. Its goal is to
identify the strongest aspects of the town development in order to use them to the maximum for further development and
prosperity and to find out the weakest points of the town in order to diminish their negative impact. This analysis also
identifies basic opportunities that could be used, and threats that need to be avoided. This analysis was carried out by
members of the Working Group on strategic planning of the town development.
Strengths
1. Favorable geographic location not far from Sataniv
and Kamianets-Podilskyi; relative proximity to oblast
centers (Khmelnytskyi – 50 km, Ternopil – 100 km). 6
2. Availability of extractable resources (healing
mineral waters, sand, loam, etc.), fertile soils (black
soil). 6
3. The natural potential – a large number of lakes and
ponds, and unique natural landscape – opportunities for
tourism development. 5
4. Rich historical background; the town has always
been located on the crossing of historical roads;
historical and architectural monuments were preserved.
5
5. Large industrial potential: production areas and
enterprises that are not working but with insignificant
reconstruction are capable of producing goods (machine
building, meat and dairy products, canned products,
jams, etc.).
6.
Presence of construction branch enterprises. 5
7. The town is a raion center located in the agricultural
area. 4
Weaknesses
1. Distance from the main roads of the state and
international significance. 4
2. Investors’ failure to fulfill their obligations (privatized
industrial objects – termination and total destruction of
industrial companies by inefficient owners), complete
elimination of powerful plants, absence of industrial
production, economic depression. None of the enterprises
seized by raiders is functioning. Weak management. Absence
of investments. 15
3. Low awareness of the community, passiveness of town
citizens, which resulted in illegal privatization of powerful
industrial enterprises. No community impact on the owners
of enterprises. 3
4. Reduction of workplaces, low salaries, low purchasing
power of the population, which forces people to engage in
labor migration.
5. Small town budget. A limited number of other sources
of budget incomes. 3
6. Drainage of qualified staff, migration of labor resources,
nonrenewable loss of highly qualified professional
(engineering and technical staff), movement of local citizens
to other towns, regions and countries. - 12
7
8. Availability
of
automobile
and
railroad
communications (railroad station Victoria), automobile
operating companies. 4
9. The presence of local engineering and technical
networks (centralized water supply and sewerage).
7. Insufficient quality of municipal services. Inadequate
financing of the housing and utilities infrastructure. Critical
conditions, destruction of the system of waste treatment
facilities – contaminated recreation zones. Critical condition
of communications. Significant power consumption of the
utilities infrastructure, depreciation of the key assets of the
networks, the need for capital repairs of engineering
networks (water supply, sewerage networks, electricity). 14
10. The town is completely gasified. 2
8.
11. Availability of large human resources that if
necessary could be returned to the enterprises that will
resume their work. 7
12. Environmental clean town. 7
13. Multinational population, close cooperation with
European countries. A large Polish diaspora, a Polish
school, close contacts with Poland. 4
14. Availability of pre-school and out-of-school
institutions: 5 schools, seminary, institute of religious
sciences, ecclesiastical academy.
15. A network of sports institutions (sports
infrastructure). 4. A sports club with high-level
equipment “Epicenter”.
Insufficient illumination of some streets.
9. Worn down roads, especially in local “districts”.
Unorganized children playgrounds.
10. Unauthorized landfills. Lack of environmental
knowledge. Environmental consequences (household wastes)
–contamination of environment 4
11. Absence of housing construction 2
12. Undeveloped
development.
infrastructure
that
prevents
tourism
13. Insufficient knowledge and skills in the sphere of
investment management. Absence of a strategic plan of raion
development, absence of attractive investment climate. Low
leadership management. Business climate (unreliable
information for investors, cumbersome permit system) 5.
16. A modern hotel complex (three stars).
14. Low citizens’ trust in the government.
17. Willingness of the government and the community
to improve the situation.
15. Inadequate family education – teenagers’ violations –
negative impact of labor migration.
Opportunities (external)
Threats (external)
1.
Compatriots are well-known, influential and
wealthy people known in Ukraine and abroad: O.V.
Hereha –network of hypermarkets “Epicenter”, O.V.
Slobodian – General Director of CJSC “Obolon”, A.S.
Hlus – President of “Nemiriv”, V.H. Sokha –
President of “Henkel Bauteknik Ukraine”, M.I.
Humeniuk – “Yuriapharm” 2
1.
Overall political, environmental, and social situation
in Ukraine. Unfavorable outcomes of the administrative
reform.
2.
Opportunities for exchange of experience with
other Ukrainian towns. The use of partnership
relations with sister towns in different countries
(environmental aspect), extension of foreign relations
(agrarian, industrial, tourism, sports, recreation, health
care). 3
3.
Interest of well-known water producers in
research of the use of mineral water.
4.
Increased demand for the use of national
resources (water, sand, loam) – development of
construction industry in the region and souvenir
business
5.
Development of resorts – Sataniv, Tovtry,
Zbruch – tourism and health rehabilitation, green
tourism. 7
2.
Imperfect Tax legislation – decrease of subsidies and
subventions from the State Budget. Low changes for
financing local programs (project) involving funds from the
state budget (towns of the oblast significance are usually
financed) – absence of state investments. 6
3.
The demand for labor resources abroad – exit of
young people, drain of labor resources, young people not
returning to the town 5
4.
Uncontrolled growth of prices for energy resources –
collapse and complete destruction of the housing and utilities
infrastructure, bankruptcy of the utilities sphere
5.
Agricultural feedstock is brought out of the town
(raion) for processing – complete termination of the existing
production.
6.
Global competition – absence of demand for
products
6.
Investors’ interests in organic products (milk,
sugar) – development of agriculture for food
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processing industry. 3
7.
External demand for environmental and elite
housing in the town – opportunities for elite housing
construction.
4. AREAS OF TOWN DEVELOPMENT
Based on the results of the SWOT-analysis, analysis of the profile and the key problems of
the town, development areas on which the Strategic Plan will focus were identified, namely:
ACTIVITY А. CREATION OF FAVORABLE INVESTMENT CLIMATE and
FAVORABLE BUSINESS CLIMATE
ACTIVITY В. RESTORATION AND DEVELOPMENT OF INFRASTRUCTURE
ACTIVITY С. PROVISION OF HIGH QUALITY OF LIFE
Diagram 1. MISSION – VISION – ACTIVITIES
А. CREATION OF
В. RESTORATION AND
FAVORABLE
INVESTMENT
CLIMATE and
FAVORABLE
BUSINESS CLIMATE
DEVELOPMENT OF
INFRASTRUCTURE
5 strategic goals
21 projects
3 strategic goals
6 projects
MISSION
VISION
С. PROVISION OF HIGH
QUALITY OF LIFE
4 strategic goals
1 project
5. STRATEGIC GOALS, OPERATIVE GOALS, AND PROJECTS
A strategic goal is a desired result of “goal-oriented” activities aimed at solving the key problem with the
optimum use of resources. Achievement of a strategic goal is means (a tool) for solving a problem or using an
opportunity. Operative goals are specific limited in time algorithms of achieving strategic goals. The totality of operative
goals constitutes the Strategic Goal
Activity А. CREATION OF FAVORABLE INVESTMENT CLIMATE and FAVORABLE
BUSINESS CLIMATE
(normative, psychological, and information aspects of investment climate)
Strategic goal А 1. Normative and institutional support for investment climate
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Operative goal А.1.1. Development of the General Plan of the town envisaging zoning and
delimitation of the town territory
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Oksana Vasylivna Stryiko, land surveyor of Horodok Town Council; Valentyn
Stanislavovych Lioryns, Head of Architecture and Planning Office
Cooperation: Vasyl Vasyliovych Pidlisnyi, Director of the ZC “Prometei”, Natalia Volodymyrivna
Kriemnieva, Town Council member, Chair of Standing Commission on Environment and Land
Resources
Financing: local council, 295 000 UAH
Starting and ending dates: І quarter of 2012- І quarter of 2013
Diagram 2. Activity А. and Strategic Goals
А.3. Tourism
development
А.2. Creation of new
investment
“products” and
application of
economic
development
instruments
А. Creation of
favorable investment
climate and favorable
business climate
А.4.
Development
and use of
human
resources
21 projects
А.1. Normative
and institutional
support for
investment climate
А.5. Municipal
(territorial_
marketing of town
and raion resources
Operative goal А.1.2. Development and approval of the Rules for attraction of investments
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Tetiana Henrikhivna Stoliar, Head of Financial and Economic Department of the
Town Council
Cooperation: Larysa Stanislavivna Romanova, Chair of the Standing Committee on Budget and
Financial Planning, member of the Town Council; Liudmyla Mykolaivna Safandula, member of the
Town Council
Financing: town budget, 5 000 UAH
Starting and ending dates: by the end of 2012
Operative goal А.1.3. Establishment of a system of local taxes and charges that regulate
efficient use of land and real estate
Responsible person: Oleh Leonidocyh Puklich, Secretary of the Town Council
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Implementers: Valentyna Mykolaivna Svitana, Deputy Head of Finance and Economic Activities
Department of the Town Council; Oksana Vasylivna Sryiko, Land Surveyor of the Town Council
Cooperation: Larysa Stanislavivna Romanova, Chair of the Standing Committee on Budget and
Financial Planning, member of the Town Council; Andrii Volodymyrovych Voitaliuk, member of
the Standing Committee on Budget and Financial Planning, member of the Town Council;
Financing: Town budget, 2 000 UAH
Starting and ending dates: by the end of 2012
Operative goal А.1.4. Creation of a system for training of NGO and local self-government
members on fundraising principles on the basis of Horodok Raion NGO “Center of Economic
Development of Communities” for ongoing participation in all relevant international cooperation
programs
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”
Cooperation: Nelia Syhizmundovna Poslavska, Chair of the NGO “Perlyna”
Financing: funds of international resources
Starting and ending dates: 2012-2013
Strategic goal А 2. Creation of new investment “products” and use of the economic
development instruments
Initiation of new types of economic activities for creation of new sources of incomes for the town budget. Restoration
and construction of new industrial enterprises, increased productivity of enterprises (products with high added value,
deep processing, growth of expert potential)
Operative goal А.2.1. Legal and information preparation of plots (greenfield) and objects
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Viktor Volodymyrovych Bilonozhko, lawyer; Vadym Oleksandrovych Kostur,
specialist of the Town Council
Cooperation: Ruslan Borysovych Zadorozhnyi, member of the Commission on Land Issues,
member of the Town Council; Vadym Leontiyovych Matsiokha, head of the Department on Urban
Construction and Architecture of Horodok Raion State Administration; Viktor Anatoliiovych
Khoptynets, Chair of the Raion NGO “Center of Economic Development of Communities”, Nelia
Syhizmundovna Poslavska, Chair of the NGO “Perlyna”
Financing: town budget, 10 000 UAH
Starting and ending dates: І quarter of 2012 – ІІ quarter of 2013
Operative goal А.2.2. Training master classes on development of investment projects
(industrial processing enterprises, department for treatment water dispensing, souvenir ceramics,
environmental housing, etc.). competition for investment projects with an innovative component –
for co-financing.
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”
Cooperation: Nelia Syhizmundovna Poslavska, Chair of the NGO “Perlyna”, Viktor
Volodymyrovych Bilonozhko, lawyer, Tetiana Henrikhivna Stoliar, Head of Finance and Economic
Activities Department of the Town Council
Financing: funds of international resources, private funds, funds of the employment center
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Starting and ending dates: ІІ quarter of 2012 - ІІІ quarter of 2013
Operative goal А.2.3. Expert consultations for entrepreneurs on development of investment
projects
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”; Nelia Syhizmundovna Poslavska, Chair of the NGO “Perlyna”;
Viktor Volodymyrovych Bilonozhko, lawyer; Tetiana Henrikhivna Stoliar, Head of Finance and
Economic Activities Department of the Town Council
Cooperation: Inna Petrivna Melnyk, entrepreneur; Serhii Anatoliiovych Zborovskyi, entrepreneur,
member of the Executive Committee of the Town Council
Financing: town budget, 10 000 UAH, funds of international projects, private funds, funds of the
employment center
Starting and ending dates: ІІ quarter of 2012 - ІІІ quarter of 2013
Strategic goal А 3. Tourism development
Operative goal А.3.1. Initiation of creation of new enterprises in the sphere of regional
tourism, and support for their unification in a “cluster”
Responsible person: Oleh Mykolaiovych Fedorov, Head of the Culture Department of Horodok
Raion State Administration
Implementers: Alla Mykolaivna Rybakа, Editor-in-Chief on local newspaper “Horodotskyi
visnyk”, member of the Town Council; Olena Tadeushivna Matveitseva, journalist, member of the
Town Council
Cooperation: Olha Andriivna Kozak, owner of a travel agency
Financing: town budget, 5 000 UAH
Starting and ending dates: ІІ quarter of 2012 – ІІ quarter of 2013
Operative goal А.3.2. Organization of development of a necessary tourist infrastructure in the
town
Responsible person: Ihor Leonidovych Sahadin, head of the municipal enterprise
Horodokkomunservis
Implementers: Ihor Volodymyrovych Oliinyk, methodologist of the raion Palace of Culture on
protection of monuments and cultural heritage; Oleh Mykolaiovych Fedorov, Head of the Culture
Department of Horodok Raion State Administration
Cooperation: Vira Hnativna Dziuba, owner of the hotel complex “Europa”; Volodymyr Tkachuk,
entrepreneur, owner of a recreation complex
Financing: town budget, 15 000 UAH
Starting and ending dates:
Operative goal А.3.3. Development of tourist products jointly with the “cluster” participants
using: the border of western and central Ukraine, Jewish burials (US, Israel), resort complexes in
Tovtry, green tourism, fishing. In summer – kayaks on Smotrych river. In winter – green ski-runs
for ski sports. Extreme game “Quest” (ruins of enterprises, “suburban town” – 10 km underground
tunnels)
Responsible person: Oleh Mykolaiovych Fedorov, Head of the Culture Department of Horodok
Raion State Administration
12
Implementers: Ihor Volodymyrovych Oliinyk, methodologist of the raion Palace of Culture on
protection of monuments and cultural heritage; Svitlana Oleksandrivna Oliinykova, director of raion
museum
Cooperation: Vadym Antonovych Kulpa, Director of Horodok Town Center of Physical Health of
Population “Sports for Everyone” attached to the Town Council; Department on Family and Youth
Affairs of Horodok Raion State Administration
Financing: town and raion budget, 50 000 UAH
Starting and ending dates: ІІ quarter of 2012 – ІV quarter of 2013
Operative goal А.3.4. Green tourism development in villages of Horodok raion – expansion of
gardens territory
Responsible person: Andrii Yuriiovych Sapohovskyi, environmental inspector of the State
Department of Protection of Environment
Implementers: Volodymyr Volodymyrovych Shmorhal, sanitary-environmental inspector
Cooperation: Olha Andriivna Kozak, owner of a travel agency; Roman Anastasiovych
Khoptynskyi, entrepreneurs
Financing: town and raion budget, 50 000 UAH
Starting and ending dates: ІІ quarter of 2012 – ІV quarter of 2014
Strategic goal А 4. Development and economic use of human resources
Psychological aspect of investment climate
Operative goal А.4.1. Development of the public position of the town citizens
Responsible person: Hryhorii Anatoliiovych Lehkyi, member of the Town Council
Implementers: Vasyl Oleksiiovych Havrylenko, director of SK “Epicenter”; Alla Mykolaivna
Rybak, director of TV and radio center, member of the Town Council
Cooperation: Nelia Syhizmundovna Poslavska, NGO “Perlyna”; Viktor Anatoliovych Khoptynets,
NGO “Center of Economic Development of Communities”
Financing: town budget, 5 000 UAH
Starting and ending dates: ІІ quarter 2012 – ІІ quarter 2014
Operative goal А.4.2. Partnership relations between authorities and the business and NGO.
Political will of the government – HR policy
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Viktor Anatoliovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”; Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian
Affairs; Serhii Anatoliovych Zborovskyi, entrepreneur, member of the Executive Committee of the
Town Council
Cooperation: Nelia Syhizmundovna Poslavska, NGO “Perlyna”
Financing: local town, 5 000 UAH
Starting and ending dates: ongoing
Operative goal А.4.3. Association of all well-known people born in Horodok region for
implementation of powerful investment projects in the town territory
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs;
Implementers: Aliona Olehivna Rymar, specialist of the Town Council, coordinator of Horodok
working group
Cooperation: Andrii Viktorovych Savchenko, representative of the LLC “Epicenter and Co”
Financing: __________
13
Starting and ending dates: ongoing
Operative goal А.4.4. Creation of a system for training and skills development on investment
management for heads of enterprises and specialists of local self-government bodies
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Aliona Olehivna Rymar, specialist of the Town Council
Cooperation: Finance and Economic Activities Department of the Town Council
Financing: town budget, 10 000 UAH
Starting and ending dates: ІІ quarter 2012 – ІІ quarter 2013
Strategic goal А.5. Municipal (territorial) marketing of resources of the town and raion
Promotion of local products. Spread of information with the help of all available promotion channel. Support for the
enterprises in entering new foreign markets for selling their products, search for new partners, export and import
transactions.
Operative goal А.5.1. Creation of the town brand using special local characteristics. A training
workshop on territorial marketing. Series of round tables, training, competitions.
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs;
Implementers: Nelia Syhizmundovna Poslavska, Chair of the NGO “Perlyna”, Serhii
Anatoliiovych Zborovskyi, entrepreneur, member of the Executive Committee of the Town
Council; Inna Petrivna Melnyk, entrepreneurs.
Cooperation: Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”
Financing: local budget, 5 000 UAH
Starting and ending dates: ІІ quarter 2012 – ІІ quarter 2013
Operative goal А.5.2. Preparation of the Town Investment Passport
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Tetiana Henrikhivna Stoliar, Head of Financial and Economic Department of the
Town Council; Valentyna Mykolaivna Svitana, Deputy Head of Finance and Economic Activities
Department of the Town Council; Viktor Anatoliovych Khoptynets, Chair of the Raion NGO
“Center of Economic Development of Communities”
Cooperation: Raion Statistics Department
Financing:
Starting and ending dates: ІІ quarter 2012- end of 2012
Operative goal А.5.3. Creation of promotional products (printed materials, videos, etc.)
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Alla Mykolaivna Rybak, director of TV and radio center, member of the Town
Council; Vadym Oleksandrovych Kostur, specialist of the Town Council
Cooperation: Oleh Mykolaiovych Fedorov, Head of the Culture Department of Horodok Raion
State Administration; Horodok TV and radio center
Financing: local budget, 10 000 UAH
Starting and ending dates: ІІ quarter of 2012 – end of 2012
14
Operative goal А.5.4. Creation of a powerful website of the town (investment and tourism)
and its promotion using the maximum number of web-resources (Association of Small Towns
of Ukraine, LINK, etc.)
Responsible person: Oleh Leonidocyh Puklich, Secretary of the Town Council
Implementers: Aliona Olehivna Rymar, specialist of the Town Council; Vadym Oleksandrovych
Kostur, specialist of the Town Council;
Cooperation: Serhii Anatoliiovych Zborovskyi, entrepreneur, member of the Executive Committee
of the Town Council; Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of
Economic Development of Communities”
Financing: town budget, 5 000 UAH
Starting and ending dates: ІІ quarter of 2012- end of 2012
Operative goal А.5.5. Regular promotion of investment opportunities of the town. Marketing
plan
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Vadym Oleksandrovych Kostur, specialist of the Town Council
Cooperation: Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”; Nelia Syhizmundovna Poslavska, Chair of the NGO “Perlyna”;
Alla Mykolaivna Rybak, director of TV and radio center, member of the Town Council
Financing: Town council
Starting and ending dates: 2012-2013
Activity В. RESTORATION AND DEVELOPMENT OF INFRASTRUCTURE
Creation of comfortable living conditions. Search for new sources of financing of the housing and municipal
infrastructure ensuring the quality of municipal services. Introduction of alternative ways of energy supply.
Strategic goal В.1. Sanitary condition of the town
Operative goal В.1.1. Reconstruction of waste treatment facilities
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Ihor Leonidovych Sahadin, Head of Municipal Company Horodokkomunservis
Cooperation: LLC Tekos Ltd.; Oblast Department of Housing and Utilities Economy.
Financing: town, raion, and state budget, 295 000 UAH
Starting and ending dates: ІІ quarter of 2012 - 2013
Diagram 3. Activity В and Strategic Goals
15
В.2
Road facilities
В.1 Sanitary
situation in
the town
В. Restoration and
development of
infrastructure
В.3 Provision
of urban
amenities
6 projects
Operative goal В.1.2. Efficient technical means of waste disposal
Responsible person: Volodymyr Vasyliovych Povoroznyk, Town Mayor
Implementers: Municipal Company Horodokkomunservis; Volodymyr Volodymyrovych
Shmorhal, Sanitary Environmental Inspector
Cooperation: Andrii Yuriiovych Sapohovskyi, Environmental Inspector of State Department on
Protection of Environment
Financing: town, and state budget, 500 000 UAH
Starting and ending dates: 2012- 2013
Strategic goal В.2. Road Economy
Operative goal В.2.1. Street illumination
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Ihor Leonidovych Sahadin, Head of Municipal Company Horodokkomunservis;
Viktor Bronislavovych Bezrukyi, employee of Municipal Company Horodokkomunservis
Cooperation: private company Spetselektromontazh
Financing: town, oblast, and state budget, 2.5 million UAH
Starting and ending dates: ІІ quarter of 2012 - 2014
Operative goal В.2.2. Roads, sidewalks
Responsible person: Volodymyr Vasyliovych Povoroznyk, Town Mayor
Implementers: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and Utilities
Economy; Ihor Leonidovych Sahadin, Head of Municipal Company Horodokkomunservis
Cooperation: Municipal Company Horodokkomunservis; Oblast Service of Motor Roads of
Ukraine
Financing: town, oblast, state budget, 8 million UAH
Starting and ending dates: ІІ quarter of 2012- 2014
Strategic goal В.3. Provision of urban amenities
Operative goal В.3.1. Green planting, flowers
Responsible person: Volodymyr Volodymyrovych Shmorhal, Sanitary Environmental Inspector
16
Implementers: Anatolii Anatoliiovych Nyshchyi, Head of Department on Provision of Urban
Amenities
Cooperation: Municipal Company Horodokkomunservis;
Financing: local budget, 20 000 UAH (annually)
Starting and ending dates: ongoing
Operative goal В.3.2. Children playgrounds
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Ihor Leonidovych Sahadin, Head of Municipal Company Horodokkomunservis;
Vadym Antonovych Kulpa, Director of Horodok Town Center of Physical Health of Population
“Sports for Everyone”
Cooperation: Municipal Company Horodokkomunservis; Tetiana Viktorivna Mukha, Head of
Department for Family, Youth and Sports Affairs of Horodok Raion State Administration
Financing: local budget, 20 000 UAH
Starting and ending dates: ІІ quarter of 2012- 2014
17
Activity С. PROVISION OF HIGH QUALITY OF LIFE
Creation of conditions for cultural and spiritual development of citizens. Social aspect of the community.
Diagram 4. Activity С and Strategic Goals
С.4
Environmental
education
С. Provision of high
quality of life
С.1
Increased
social activism
of the
community
Youth
education
and
development
С.2
Strategic goal С.1. Increased social activism of the community
Operative goal С.1.1. Project “School Community in Action”. Increased social activism of
young people of Horodok (students of Grades 10-11 of five secondary schools) in the process
of development of local self-government through participation in development of a strategic
plan of the town development
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”
Cooperation: Nelia Syhizmundovna Poslavska, Chair of the NGO “Perlyna”; Department on
Family and Youth Affairs of Horodok Raion state Administration
Financing: funds of the EU-funded Sustainable Development Project, 63 000 UAH
Starting and ending dates: 2011 - ІІ quarter of 2012
Operative goal С.1.2. The project “By Changing – We Change”. Activation of cooperation
between local citizens and local self-government bodies in issues related to sustainable urban
development planning. Acceleration and support for development of social and economic
transformation at a local level through strengthening the community’s role
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Nelia Syhizmundovna Poslavska, Chair of the NGO “Perlyna”
Cooperation: Viktor Anatoliiovych Khoptynets, Chair of the Raion NGO “Center of Economic
Development of Communities”
Financing: funds of the EU-funded Sustainable Development Project, 63 000 UAH
Starting and ending dates: 2011 - ІІ quarter of 2012
18
Strategic goal С.2. Youth development and education
Operative goal С.2.1. Creation of the Center of Physical Education and Development for the
Youth
Responsible person: Vadym Antonovych Kulpa, Director of Horodok Town Center of Physical
Health of Population “Sports for Everyone” attached to the Town Council
Implementers: Vasyl Oleksiyovych Havrylenko, director of the sports complex “Epicenter”;
Tetiana Viktorivna Mukha, Head of the Department on Family and Youth Affairs of Horodok
Raion state Administration
Cooperation: Department on Family and Youth Affairs of Horodok Raion state Administration;
Town Center of Physical Health of Population “Sports for Everyone”; SK “Epicenter”
Financing: town budget, 30 000 UAH
Starting and ending dates: ІІ quarter of 2012- ІV quarter of 2012
Operative goal С.2.2. Extension and development of cooperation with regional confessions
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Yurii Ivanovych Voinarovskyi, member of the Town Council, entrepreneur; Alla
Mykolaivna Rybak, director of TV and radio center, member of the Town Council
Cooperation: “Polonia” association
Financing: town budget, 3 000 UAH
Starting and ending dates: ІІ quarter of 2012 - 2013
Operative goal С.2.3. Popularization of the educational system in families according to gender
equality principles
Responsible person: Petro Antonovych Kryvyi, Deputy Town Mayor on Humanitarian Affairs
Implementers: Oleh Petrovych Sobko, member of the Town Council; Nadia Patrivna Humeniuk,
member of the Town Council
Cooperation: Department on Family and Youth Affairs of Horodok Raion state Administration;
Town Center of Physical Health of Population “Sports for Everyone”
Financing: town budget, 8 000 UAH
Starting and ending dates: ІІ quarter of 2012 - 2013
Strategic goal С.3. Environmental education of the community
Operative goal С.3.1. Development and systemic implementation of the Concept of
Community Environmental, which will provide for:
o Development of environmental behavior of residents of the private sector, development of an
environmental education program for the population, introduction of a system for supporting
environmental behavior,
o Provision of environmental and organization support for regular volunteer campaigns and
neighborhood clean-ups for cleaning territories and places of recreation by initiative groups
and organizations;
o Development and implementation of regional programs for supporting development of entities
using renewable types of energy and alternative energy.
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Volodymyr Volodymyrovych Shmorhal, Sanitary Environmental Inspector
Cooperation: Andrii Yuriiovych Sapohovskyi, Environmental Inspector of State Department on
Protection of Environment
Financing: local budget, 10 000 UAH
Starting and ending dates: ІІ quarter of 2012 - 2013
19
Operative goal С.3.2. Implementation of the program of environmental education for
secondary school students, organization of competitions among schools students on nature
preservation, organization of environmental tours for school students, organization of regular local
patriotic campaigns on nature protection
Responsible person: Valerii Mykhailovych Paramei, Deputy Town Mayor for Housing and
Utilities Economy
Implementers: Volodymyr Volodymyrovych Shmorhal, Sanitary Environmental Inspector
Cooperation: Andrii Yuriiovych Sapohovskyi, Environmental Inspector of State Department on
Protection of Environment
Financing: local budget, 10 000 UAH
Starting and ending dates:
20
Diagram 5.
Strategic Plan structure:
Mission – Vision – Strategic goals – Operative goals – Projects
А52
А.41
А51
А.44
А.42
А.31
А53
В1
2
А.5
А.4
А 43
В1
1
В2
1
А54
В.1
В.2
А55
А.32
В2
2
А.3
А.33
А.34
В. Restoration and
development of
infrastructure
А. Creation of
favorable investment
climate and favorable
business climate
А21
MISSION
21 projects
А.2
А.2.2
В3
1
В.3
В3
2
6 projects
VISION
А23
С
А24
А.1
А.1.1
С.3
С. PROVISION OF HIGH
QUALITY OF LIFE.
А.1.2
С
А1.3
А14
С
С.1
С
С.2
С
С
С
С
21
6. STRATEGIC PLAN IMPLEMENTATION
The first step to implementation of the Strategic Plan of Sustainable Town Development is
to be its consideration and approval by the town council. It is extremely important to find political
will before changes are introduced as well as human and financial resources necessary for
implementation of all activities and projects envisaged in 51 Operative Goals of the Plan.
After approval of the Strategic Plan by the town council, it is to be specified in annual
Strategic Plans of Social and Economic Development of the Town, special and sectoral
development programs.
In order to ensure viability of the Strategic Plan, more than 20 community leaders were
involved in its development – representatives of business, local self-government bodies (town
council deputies and members of the executive committee of the town council, specialists of the
departments of the town council), industrial enterprises, business and the community, educational
and other institutions of the region. These representatives should become members of the
Committee on Management of the Strategic Plan Implementation (Implementation Management
Committee (IMC). In this way, the Implementation Management Committee will continue the
public-private partnership that enabled the strategic planning process. The IMC will be impossible
for monitoring of implementation of the Strategic Plan of Sustainable Town Development. The
results of implementation of the projects should be posted on the web-site of the town council.
The Implementation Management Committee will analyze the quality of implementation of the
tasks and adherence to the work schedule. The IMC will meet quarterly to evaluate
implementation of the tasks within each Operative Goal. Activities of the IMC will be supported
by employees of the Financial Department of the town council.
The Strategic Plan is to be adjusted when circumstances change. In view of this, the IMC
members as well as all town citizens involved in the respective activities have to see that the
Strategic Goals, Operative Goals and Projects of the Strategic Plan remain feasible and relevant,
and are implemented.
22
7. TOWN PROFILE
TABLE OF CONTENTS
List of figures ................................................................................................................................ 23
List of tables .................................................................................................................................. 23
1. INTRODUCTION ..................................................................................................................... 24
1.1. BRIEF OVERVIEW OF THE TOWN ..................................................................................... 24
1.2. HISTORICAL BAKGROUND OF THE TOWN ...................................................................... 25
1.3. DESCRIPTION OF THE RAION ........................................................................................... 27
1.4. INFORMATION ABOUT THE OBLAST ............................................................................... 29
ІІ. GENERAL BRIEF OVERVIEW OF THE TOWN ................................................................. 33
ІІІ. HOUSING ............................................................................................................................... 34
ІV. EMPLOYMENT AND INCOMES......................................................................................... 34
V. ECONOMIC LIFE ................................................................................................................... 36
VI. HOUSING AND UTILITIES INFRASTRUCTURE ............................................................. 38
VII. PUBLICLY USED PLACES ................................................................................................. 39
VIIІ. CONTACT INFORMATION .............................................. Error! Bookmark not defined.
List of Figures
Figure 1 Population Distribution in the Raion by Age, %......................................................33
Figure 2 Education Levels among Population over 6 Years Old, 2010 .............................34
Figure 3 Average Salary in the Raion, UAH ...........................................................................35
List of Tables
Table 1. Comparative characteristics: Ukraine, Oblast, Raion, Town ..........................................24
Table 2. Number of Residents in the Town (as of December 31) .................................................33
Table 3. Natural and Migration Population Movement in the Town, persons ..............................33
Table 4. Population Distribution in the raion by age, persons ......................................................33
Table 5. Natural Population Movement in the Raion, persons .....................................................33
Table 6. Available Housing and Quality of Provided Housing .....................................................34
Table 7. Setting into Operation of New Dwelling .........................................................................34
Table 8. General Trends of Employment Change, persons ...........................................................34
Table 9. Employment by Types of Activity in Raion, persons .....................................................34
Table 10. Salaries Broken by Types of Rmployment (for oblast), UAH ......................................35
Table 11. Registered Unemployment Level* (as of December 31) ..............................................35
Table 12. Registered Economic Actors (as of December 31) .......................................................36
Table 14. Raion enterprises broken by the number of employees.................................................36
Table 15. Budget incomes (mln. UAH) .........................................................................................37
Table 16. Largest employers, 2010 ...............................................................................................38
Table 17. Emissions of contaminating substances in the atmosphere, tons ..................................39
Table 18. Public transport..............................................................................................................39
Table 19. Graduate of educational institutions ..............................................................................39
23
1. INTRODUCTION
1.1. BRIEF OVERVIEW OF THE TOWN
Horodok is the center of Horodok raion of Khmelnytskyi Oblast. The twn is located on
Smotrych river, 52 km to the south west of Khmelnytskyi. The town population is 16, 900
citizens, and the area is 29.6 km². The town was founded in 1362 and received the town status in
1957.
The distance to the Oblast center by railroad is 64 km, and by automobile roads – 52 km.
The nearest railroad station Victoria is located on Yarmolyntsi-Kopychyntsi line.
The town of Horodok is situated on picturesque hillsides and partly in the valleys of
Smotrych river and its tributary, Trostianets, and has ancient, heroic and at the same time tragic
history. It rightly belongs to the small towns that are pearls decorating Ukraine in general and
Podillia land in particular.
Table 1. Comparative characteristics: Ukraine, Oblast, Raion, Town
administrative
units
Town
Raion
Oblast
Ukraine
Area
Area in %
Population,
Population in % to
population
(thousand of the country thousand
the total population
density persons/km²
2
km )
size
persons
0.029
0.005
16.9
0.04
583
1.11
0.2
51.09
0.1
45.7
20.6
3.4
1319.1
2.9
64.2
603.6
100
45617.5
100
76
The town has 35% citizens of Polish origin belonging to the parish of three Roman
Catholic churches. The churches have an Institute of Divinity Sciences, Institute of Journalism
and Mercy House that using the funds of international humanitarian foundations, church
members and support from the town budget provide assistance to single elderly citizens. A
memorandum on friendship and cooperation was signed in 1991 with a Polish town, Sochaczew.
Every year, local children improve their health in an international summer camp, and receive
education in Polish educational institutions. Except for three secondary schools, there is a
grammar school and a school with a Polish language of instruction, music and a sports schools,
branches of two vocational training colleges and Kyiv Aviation College. Over the recent years,
two more Roman Catholic churches were built in the town, and three Orthodox churches. There
is the first Roman Catholic Seminary functioning in the town.
24
Relations are actively used with the citizens who were born in the town and represent big
business. In 2008, LLC “Epicenter” invested 5 million hryvnias in reconstruction of a movie
theater into a sports center and completely covers all its expenses. The sports premises are nearly
the best in the Oblast for training of children and adults.
1.2. HISTORICAL BACKGROUND OF THE TOWN
The remnant of the III millennium B.C. Trypillia culture settlements found in the
contemporary town territory and several burial grounds of the Bronze Age II millennium B.C.
show that people lived here a very long time ago. However, Horodok counts its age as the
majority of towns in the world from the time it was first mentioned in writing. Resolution of the
Cabinet of Ministers of Ukraine №878 dd. 26.07.2001 “On Approval of the List of Historical
Ukrainian Places” (towns and urban-type settlements) defined the date of Horodok foundation as
1362 when Lithuania beat the Tatars on Syni Vody river and subordinated Podillia with its towns
and villages to its government. However, in Lithuanian Chronicles describing these events
Horodok is not mentioned.
Some historians tend to believe that the date of Horodok foundation was 1392 when
Lithuanian Prince F.Koriatovyvh presented several settlements to land owner Bedrykh.
Allegedly ithis fact gave the name of Bedrykhiv [Bedrykh’s] Horodok. In the acts of ХV
century, the settlement is mentioned under the names of Horodok, Hrudek, Hrudok, and finally,
Novodvor, which for the entire half century – from late 15th to mid-16th centrury – belonged to
the Novodvorskys’ lords.
According to the leatest research by historian V. Mykhailovskyi, Horodok under the
name of Novyi dvir was mentioned in the document dated 1456 according to which Kamianets
elder Bartosh from Buchach signed for Mykolai Svirch from Novyi dvir 50 kips of Kamianets
coins for villages of Kuzmyn and Novosilka.
Frequent changes of the name of the town were not the only specific feature that
distinguished it from other Podillia settlements. Owners changed very often as well. From the
end of ХV to the first quarter of ХVІ century, the town belonged to the Novodvorskys’ lords;
25
from the middle and to the end of ХVІ century – mainly to General Herburt and nobleman
Svirch; with short breaks during two centuries – ХVІІ and ХVІІІ – to the Zamoiskyis’ lords, and
during the first quarter of ХІХ century – to baron Geismar. The last owner of Horodok since
1875 was the Vynohradskyis’ family from Kyiv. Each of the aforementioned owners and the
epoch, in which they lived, had a deep influence on the economic, social and spiritual portray of
Horodok on Smotrych.
Stranger hordes ruined the town to the ground several times; for instance, in 1550 when
Tatar hordes invaded Podillia, but citizens restored it again. Horodok’s geographic location was
too favorable in order not to use this fact: it was situated on an important trade way from
Bratslav to Kolomyia region.
Turkish yoke, under which Horodok was from 1672 to 1699, had an extremely negative
impact on the number of town population, so lord Zamoiskyi had to populate Horodok by Mazur
peasants from that side of Visla and Sian. This was the second Polish wave to Horodok. The first
wave took place in late ХV century after the marriage of Lithuanian Prince Yagailo and Polish
Queen Jadwiga when the Polish began active settlement in Podillia. It was the actual beginning
of Horodok history as a predominantly Polish town with ancient spiritual traditions, which it to a
certain extent remains until today, which fact certainly also distinguishes it from other Podillia
towns.
During the liberation war of the Ukrainian people in 1648-1654 under Bohdan
Khmelnytskyi’s leadership, Horodok citizens did not stay aside important historical events.
National and regional pressure on Podillia citizens pushed them toward active participation in
liberation fight. It is known that in 1653 Cossack troops seized the Horodok castle and,
according to the memoirist’s evidence, “spared neither nobility nor the middle class”.
On June 20, 1653 a historical event took place under Horodok that, could perhaps
determine Ukraine’s destiny for the upcoming centuries. Due to political mistakes and
miscalculations and dues to unfavorable conditions, a mass protest march of Cossacks against
the hetman took place. In view of the serious nature of the event, he and the elder council
decided “to return and not to chase the Poles”. Наступного дня (21 червня) військо знялося і
подалося на схід України. The attack deprived them of a favorable chance to conquer the
oppressors and unite the ethnic Ukrainian lands in a national state.
Local citizens were very active also during the popular uprising in 1702 in the Right
Bank Ukraine. Many bourgeois joined Fedir Shpak’s troops that were active in Horodok, Sataniv
and other towns. Some time later, during the peasant-haidamak uprising in 1734 they joined the
rebels led by Medved (Medvedenko) who destroyed the nobility in Podillia.
However, during these historical cataclysms the town was restored literally from the
ground, strengthened and grew. Under the King’s decree of 1786 Horodok received the town’s
rights. At that time, the predominant population was Catholics; there were two Roman Catholic
churches, one monastery and a church of St. George the Martyr. The population was mainly
engaged in land cultivation although craft guilds also existed: potters, tanners, candle makers,
and tailors.
End of ХVІІІ century became a life-changing period for Podillia in general and Horodok
in particular. After the third division of the area, the Right Bank Ukraine to Zbruch was
transferred to Russia. As in the majority of frontier towns, Horodok witnessed the growth of
European population. In early ХХ century, this type of population prevailed in terms of the
number of Orthodox and Catholic citizens. According to the historical data, at that time there
were 1842 Orthodox citizens in the town, 2688 – Catholics, and 3325 – Jews.
Capitalistic relations are rapidly developing. In 1578, the town had 28 crafts people, and
in the 50s of ХІХ century their number was 80. In 1839, the first Ukrainian sugar plant built by
Baron Geismar started its operation here. Later, a casting and mechanical workshop of Melkhert
and Yefimov appeared. In early ХХ century Horodok was predominantly industrial. There were
23 plants here, half of which manufactured loam products. Horodok potters were famous in the
26
entire Podillia. Especial respect was paid to the factory for porcelain decoration that was brought
for art painting from Karlovy Vary and Prague.
Simultaneously with the industrial growth in late ІХ and early ХХ centuries, Horodok
demonstrated a revival in the educational sphere. Treasury resources and local citizens’ funds
were used to build a school and open a two-grade ministerial college.
As the center of a village volost, Horodok was first formed already in the first half of
ХVІ century as part of Podillia voivodeship of Poland. After the town was transferred under the
government of Russian Tsar in July 1795 Horodok became a chief town of the district of Podillia
province, and in 1796 it received its coat of arms: a silver wall in the center of red field with
golden mountains on both sides of it.
Horodok no longer has any historical architectural monuments. There are only individual
buildings and some constructions reminding you of the past. The first Catholic church was built
in 1496, and 86 later it was completely destroyed by the hordes. An Orthodox Dormitory Church
was functioning at that time (1530).
Real high days of construction of such buildings were observed in ХVІІІ century. Far
beyond its boundaries, Horodok is famous for its Franciscan monastery and its wonderworking
icon of St. Antony von Padua (1737). Also, it is known for the deeds of monks of the Catholic
order “Mercy Sisters” who treated the sock and taught children. Later, after suppression of
Polish uprising in Podillia, the Russian government closed the Order (1833), and monks left the
town.
ХХ century brought new challenges to the town. The Soviet government was established
in Horodok in January 1918, and the town soon became the raion center.
End of 20-30s witnessed collectivization, famine, and Stalin’s repressions that took away
lives of hundreds of people. The 1931-1933 famine brought no mass victims here, although
every family starved. Many Horodok citizens were labeled as “saboteurs” and “public enemies”,
and the majority of them disappeared without a trace in Stalin’s Gulags. This fact is
commemorated today by the Memorial Hill created in the western outskirts of the town.
Horodok suffered huge sorrow and innumerous sufferings during fascist occupation that
lasted from July 8, 1941 to March 25, 1944. During the battles for the town liberation, 240
Soviet soldiers died, and more than 300 Horodok citizens did not return home from battle fields.
That was the price they paid for elimination of the brown plague – fascism.
Restoration years began. During a short period, citizens not only cured their wounds
inflicted by the war but also began to develop their town. Mechanical and sugar plant
departments were revived, and other industrial enterprises began to work again. In 1949,
construction of the second plant began, that presented its first products in 1952 and became one
of the most powerful sugar industry enterprises in Khmelnytskyi region. Later, machine-building
enterprises, integrated plants of dairy canned products and fruit canned products were
commissioned. Horodok turned into an industrial town, new houses appeared, and the town
became cozy and organized. During the years of independence, it became one of the most
attractive towns in Podillia.
1.3. DESCRIPTION OF THE RAION
Horodok raion is located in the south west part of Khmelnytskyi Oblast. The total area of
the raion is 1,100 sq. km. As of 1.07.2010 there were 52,300 citizens in the raion. The raion
consists of 74 settlements united under Horodok Town Council, Sataniv Village Council and 29
settlement councils.
Before 1385, Podillia belonged to Lithuanian princes. The same years, Prince Yagailo
married Polish Queen Jadwiga and became King of Poland Volodyslaw ІІ. He supported the
Polish by all means, gave them mansions in Ukrainian lands, and appointed them to the top
positions.
27
After a short time, the Polish owned Podillia fortress towns: Kamianets, Smotrych, Skala,
Bakota. In 1434, Podillia voivodship was created as part of Poland with the center in Kamianets.
Horodok belonged to them as well. During nearly 300 years, Horodok was owned by great
Polish tycoons and land owners: Novodvorskyis, Svirches, Gerburts, Pototskyis, Cheminskyis,
Mnisheks, Geismars, and others.
However, later Tatars’ devastating invasions ruined Polish economy. After the liberation
war of 1648-1654 led by Bohdan Khmelnytskyi, Horodok was ruined. In 1795, Horodok was a
main district town of Podillia province, and in 1796 its coat of arms was approved.
In 1653, Bohdan Khmelnytskyi stayed in the territory of contemporary Horodok area, in
August 1711 – Russian Tsar Peter I, and in 1822 – Ustym Karmaliuk.
In 1834, Horodok was bought by Polish entrepreneur Baron Geismar, and five years
later, he built one of the first sugar plants in Ukraine. In 1850, departments of the contemporary
CJSC Gover began their work.
In April 1923, Horodok district was created. In 1930, Horodok machine and transport
station was created that currently is the OJSC Silhosptekhnika. In 1932, the workshops of the
present OJSC Research and Experimental Plant began to work.
In the beginning of July 1941, Horodok raion was occupied by German Nazis. For 33
long months or nearly 1000 days Horodok raion was occupied. During the battles for liberation
of the town and the raion, 343 Soviet soldiers were killed. Their ashes are buried in 19 beds of
honor, including 236 soldiers in the bed of honor in Horodok. On March 25, 1944 the raion was
freed from fascists.
The raion further economic development took place in the after-war years. In 1952, the
second sugar plant was commissioned, in 1957 – the plant of dairy canned products, in 1971 and
1973– fruit canned products plant and compound feed plant. The basis of the raion economic life
is created by multi-branch agriculture that specializes in growing grain and technical crops as
well as animal husbandry. As a result of reform of the agro-industrial sector, new market-type
enterprises were created.
Serious changes took place in the spheres of education, health care, culture, and spiritual
life. There is Lisovodska Vocational training College, Horodok Vocational School №26,
28
Horodok grammar school, 21 secondary schools of І-ІІІ Grades, 18 – І –ІІ Grade, 2 – І Grade. In
2002, a school with the Polish language of instruction was commissioned. Nearly 8, 000 of
students are educated by 900 teachers. There is a training and advisory center of Kyiv Aviation
College.
Citizens’ health is protected by 130 medical doctors, and 425 mid-level medical staff;
there is a raion hospital for 270 patients, 1 Lisovodska district, 1 Sataniv town hospital for 100
patients, 7 ambulance hospitals, and 49 rural health posts.
Raion citizens have an opportunity to spend their spare time in 43 culture centers and
clubs, 47 libraries with a total fund of nearly 658, 000 books. The staff of the culture system is
472 employees, including 152 people with special education. There are 9 folk groups, one raion
historical regional and 9 public museums. There are 2 music and 1 arts schools. Religious
citizens satisfy their spiritual needs in 80 religious communities and parishes, including 41
Orthodox churches of Moscow and 2 of Kyiv Patriarchy, 20 Roman Catholic churches, and 14
other religious associations.
The raion is proud of the urban-type settlement of Sataniv whose history is rooted in
ancient times. It received its settlement status in 1443, and in 1444 Magdeburg rights were given
to it. With regard to historical monuments of that time, there is St. Trinity monastery dated ХVІ ХVІІ century, which was restored, a synagogue dated ХVІ century, and a Polish church dated
1561. Sataniv has a fruit canned products plant, municipal and road organizations, and a motor
vehicle company, a town hospital, a school, and cultural institutions. Especially active
development of the town was observed in 1965 when mineral water was found as a result of
geological prospecting work in the Zbruch river valley. During the search for oil a powerful 150meter fountain with special smell erupted from the well. Later, specialists of Odesa Research and
Development Resort Institute received the result – Sataniv mineral water in terms of its chemical
composition and treatment characteristics is similar to truskavets “Naftusia”.
In 1985, Tovtry sanatorium for 500 patients was commissioned. Today, a powerful spa
and sanatorium zone was created here with dozens of boarding houses, recreation centers, etc.
(Zbruch, Lazurovyi bereh, Barizka, Khmelnytsoblavtodor, Chernihivskyi zviazkivets and many
other well-known recreation and health rehabilitation centers, including facilities for children).
This territory is by right called “Sataniv Switzerland”. Over the longer term, Sataniv resort-polis
can provide its services for up to 15, 000 persons every year. This fact determines the great
future of Horodok raion.
1.4. INFORMATION ABOUT THE OBLAST
Khmelnytskyi Oblast (before February 4, 1954 – Kamianets-Podilskyi Oblast) is n oblast
located in western Ukraine. It was created on September 22, 1937 pursuant to the Resolution of
the Central Executive Committee of the USSR with a center in Kamianets-Podilskyi. The oblast
area totals 20, 600 km² (3.4 % of the entire territory of Ukraine). The size of population is 1.4
million persons. The oblast center is Khmelnytskyi.
Geographic location. Khmelnytskyi Oblast is located at a juncture of own historical
geographic regions – the Right Bank and Western Ukraine. In May 1941, the oblast center was
moved to Proskuriv, but in January 1954 the oblast was renamed and called Khmelnytskyi
Oblast, and the oblast center was moved to Khmelnytskyi. The length of the oblast from north to
south is 220 km, and from west to east – 120 km. In the north-west the oblast borders with Rivne
Oblast, in the north-east – with Zhytomyr Oblast, in the east – with Vinnytsia Oblast, in the
south – with Chernivtsi Oblast, and with the west – with Ternopil Oblast.
The climate is moderately continental with mild winters (average winter temperature is
−5 °C) and warm wet (average temperature in July is +19 °C) summers. The amount of
precipitation, 70% of which falls in the summer period is 500 - 640 mm per year. The oblast
surface is mainly flat and wavy forest plain. In the north of the region, there is Polissia lowland
(with absolute height under 240 m), in the north-west there is Volyn, in the center –
Prydniprivska (under 380 m), and in the south – Podillia (under 400 m) highlands. The oblast is
29
the place of the upper stream of the rivers of Horyn, Sluch and South Buh, which determne the
appearance of Polissia and Podillia. The most picturesque are the deep and elaborately cut
valleys of the Dniester and its left tributary (Zbruch, Zhvanchyk, Smotrych, Ternava, Ushytsia
and others), which sometimes create impressive canyons and breathtaking landscapes.
Terrain. The larger central part of the Oblast is covered by Podillia highland
(predominant heights of 270-370 m), crossed by the water divides of Dnieper, South Buh and
Dniester. In the north-west, the oblast is entered by Volyn highland (heights of 329 m), and in
the north – Polissia lowland (heights of 200-250 m). The south-west is crossed by the Tovtry
chain of hills with the highest point of the oblast – the Velyka Buhaikha mountain (409 m). Krast
terrain forms are widespread here, and caves can be found (Antlantida, Zaluchanska). The
extreme south has a chain-like surface divided by canyon-type valleys of Dniester tributaries.
The level of Dniester impoundment (121 m) is the lowest height point.
The oblast territory is crossed by 120 rivers each 10 km long. The largest rivers are
Dniester (the length within the oblast is 160 km) with tributaries Zbruch, Smotrych, Ushytsia;
South Buh (the length within the oblast is 120 km) with tributaries Buzhok, Vovk, Ikva; Dnieper
basin rivers – Horyn, Sluch, Khomora. The largest impoundment is Dniester impoundment.
There were created 1858 ponds and impoundments, mainly in the basins of Horyn and South
Buh, namely Shchedrivske (1258 ha), Novostavske (1168 ha), and Kuzmynske (765 ha).
Natural resources. The state balance committee registered 391 deposits of 26 types of
various extractable resources. The oblast is one of the main suppliers of carbonate feedstock for
30
sugar industry of Ukraine. There are 7 limestone deposits, the volumes of which total 121.5
million tons (37.1 % of all Ukrainian deposits). Recently, high efficiency of the use of saponite
loams was achieved. Detailed investigation of Varvarivske deposit of Slavuta raionas the most
promising was completed. Saponite loams deposits of Varvarivske and Tashkivske plots were
approved in the amount of 22, 663, 000 tons. There are 9 deposits of primary kaolins the total
volume of which is 8, 231, 000 tins. The concrete industry is based on 2 deposits of Kryvynske
in Slavuta raion and Humenetske in Kamianets-Podilskyi raion. In the oblast territory, there are
registered 80 turf deposits, 19 granite deposits, 126 deposits of brick and tile feedstock, 23 snad
deposits, an apatite deposit, 3 chalk deposits in Bilohirskyi raion, a travertine deposit in
Kamianets-Podilskyi raion and a phosphorite deposit in Bilohirskyi raion. Drinking and technical
underground waters in Khmelnytskyi Oblast for economic drinking and technical production
water supply were explored in 45 plots.
Extractable resources. Khmelnytskyi Oblast is rich with various non-metallic mineral,
first of all, natural construction materials. This fact is facilitated by both crystal-like rocks of the
shield and by sedimentary deposits of its western slopes. At the same time, it has no metallic
mineral resources, and fuel resources are represented only by turf deposits.
Industry. Khmelnytskyi Nuclear Power Station. An important place among the industrial
branches is taken by machine-building and metal processing that account for 44.2% of overall
industry employees in the oblast. Enterprises engaged in this branch manufacture machine tools,
blacksmith and press machines, torque converters, agricultural machine for plant growing,
technological equipment for processing branches of the agro-industrial complex, cable, and
electric engineering devices. The largest companies in the oblast are OJSC Ukrelektroaparat,
Kation, Advis, Prigma-press, Termoplastavtomat, VO Novator, Kamianets-Podilskyi ATVT
“Motor”, Elektroprylad plant and the cable plant, OJSC Shepetivka Plant of Cultivators,
Volochynskyi OJSC “Nominal”, machine-building OJSC “Gover” in Horodok, etc.
Last year, local enterprises launched production of new types of products. They included
feed-collection combine harvester “Maral-125 Podillia” (OJSC “Advis”), equipment for
production of containers and package (OJSC Termoplast-avtomat), heating boilers (OJSC
Temp), new types of disc hard-alloy saws (Kamianets-Podilskyi plant of wood-cutting tools
“Motor”), new series of electrolytic condensers (OJSC Kation), combined soil-processing device
Podillia (OJSC Shepetivka Plant of Cultivators), new gamma of torque transformers (OJSC
Ukrelektroaparat), radio stations for locomotives and electromotives (“Novator” association),
electric vacuum cleaners (Shepetivka plant “Pulsar”). Production of gas, water and heat meters
as well as other products was launched.
A leading place is taken by food industry, the volumes of production of which total
35.4% of overall volumes. The food industry is represented by such branches as sugar, bread
baking, confectionery, pasta, canned vegetable, meat and dairy, spirits, brewery, flour and
cereals, tobacco and other branches that account for 22.4% of all employees of industrial
enterprises in the oblast.
Khmelnytskyi Oblast is one of the most important regions in Ukraine in the sugar
refining sphere, with 16 operating sugar plants. The largest sugar plants are situated in
Khmelnytskyi, Shepetivka, Kamianets-Podilskyi, Teofiopil, Horodok, Derazhnia.
The consumer products industry in the oblast is developing on the basis of local
feedstock processing (leather) and feedstock brought to the oblast (wool, cotton, textile, leather).
The following branches can be identified: sewing, textile, shoe, knitwear goods, and fancy
goods. The largest enterprises in the oblast are Khmelnytskyi OJSC Vzuteks, OJSC
Shkirhalantereia, CJSC Khmelnytsklehprom, Dunayevetska woolen manufacture factory,
Volochynska sewing factory “Horyn”.
Forest and wood-processing industry manufactures furniture, packaging, construction
materials, paper, and carton. The largest furniture factories are situated in Khmelnytskyi,
Iziaslav, Letychiv. Large demand is demonstrated for products manufactured by joint-stock
31
companies Slavutsko-Iolianska Paper Factory and Poninkivskyi Carton and Paper Integrated
Plant.
Very important for economic development of the oblast is electric energy: Khmelnytskyi
Nuclear Power Station is located in Netishyn connected to energy systems of Ukraine and central
Europe. In the general structure of the industrial production volume, the share of energy is
34.2%.
The oblast also has functioning enterprises that manufacture household chemical
products (Slavuta Plant “Lotos”), musical instruments (Iziaslav Factory “Octave”), houseware,
medical devices, cultural goods and other consumer products.
Agro-industrial complex. In the territory of Khmelnytskyi Oblast, there are nearly 4% of
all agricultural lands in Ukraine. The most important among all agricultural branches is plant
growing. The largest areas in the oblast are sown with grain crops, including winter wheat. Other
crops are barley, peas, oats, buckwheat, corn, and others. Khmelnytskyi Oblast is one of the most
important regions growing sugar beets. The most important plant growing branch is potato
growing. Essential oil crops are grown in Letychiv, Derazhnainsk and Khmelnytskyi raion;
chicory is frown in Slavuta and Starokostiantyniv raions.
Natural conditions are favorable for development of vegetable farming, but the size of
areas sown with vegetable crops is still small. Over 40% of cultivated areas are sown with feed
crops perennial herbs, corn for silo, peas, vetch, common beet, alfalfa, rapeseed).
Podillia is a horticulture land. The main horticultural crops are apple, pears, apricot,
cherry, black cherry, walnut. Gardens are concentrated in the Dniester regions (Vinkovetskyi,
Dunayevetskyi, Novoushynskyi, and Kamianets-Podiliskyi raions).
Animal husbandry in the oblast is based on the field feed crop production, natural
pastures, food industry wastes, and compound feed production. The most important industries
include meat and dairy animal husbandry and swine farming. Poultry farming, sheep breeding,
rabbit breeding, beekeeping, and fish industry are also well developed.
The oblast has developed a program for intensification of the animal husbandry branch,
which is based on creation of specialized parent breeding stock, competitive dairy and meat
cattle, increased share of hybrid and local young swine stock. There is an operating network of
breeding plants and breeding farms.
Transport and communication infrastructure. Khmelnytskyi Oblast has a well-developed
transport network. An important role is played by its position on the transport roads connecting
the main industrial districts of Ukraine (capital, Kharkiv, Dniester region, Donbas) and Russia as
well as the Black Sea ports with Western Ukrainian oblast and Central and Eastern European
states. From the north to the south, the oblast is crossed by railroad and several motor ways that
provide entrance to Belarus and Baltic states, Moldova and South-East Europe. Khmelnytskyi
Oblast is crossed by motor roads М12 and Н03.
The crucial place in cargo and passenger transportation both inside the oblast and in
connections with other Ukrainian regions is played by railroad transport. The oblast is located
within the area of activities of South-West railroad, and there are 40 railroad stations in its
territory. The largest junctions in the oblast are Shepetivka and Hrechany located in
Khmelnytskyi. The oblast center has a convenient railroad connection with European capital
cities: Moscow, Prague, Warsaw, Bratislava, Budapest, and Belgrade. Transport communications
in the future will be further strengthened: construction of high-speed automobile road is planned,
Western Europe – Kyiv that will go through Khmelnytskyi Oblast territory.
There is an airport in Khmelnytskyi that meets the international status requirements.
The pipeline transport is represented by gas pipes crossing the oblast territory – Soyuz
(Orenburg – western border of Ukraine), Urengoi –Uzhgorod, Dashava–Kyiv.
Telecommunication means are being developed in the oblast. In the oblast territory, there
is an fiber-optic cable “Kyiv-West”, and the international communication system UTEL is
actively expanding its activities.
32
ІІ. GENERAL DEMOGRAPHIC OVERVIEW OF THE TOWN
The size of the population as of 01.01.2011 was 16, 900 persons or 1.3% of the oblast
population. Women account for 53% of the town population, and men – for 47%. The number of
citizens in the raion is 51, 400.
Table 2. Number of Residents in the Town (as of December 31)
2006
17.0
Town
2007
17.0
2008
16.9
2009
16.9
2010
The size of population in the town over the recent years has slightly decrease.
Table 3. Natural and Migration Population Movement in the Town, persons
2007
2008
2009
Indicators of the population increase (decrease)
Indicator of the population migration (increase)
-44
93
-65
85
-21
48
Demographic processes during the recent years have been influenced by a slight
prevalence of the deceased persons over the birth rate and a positive migration balance.
Table 4. Population Distribution in the raion by age, persons
Men 0-14 years old
Women 0-14 years old
Men and women 0-14 years old together
Men 15-24 years old
Women 15-24 years old
Men and women 15-24 years old together
Men 25-44 years old
Women 25-44 years old
Men and women 25-44 years old together
Men 45-59 years old
Women 45-59 years old
Men and women 45-59 years old together
Men 60 years old and older
Women 60 years old and older
2006
4309
4003
2007
4173
3851
2008
4092
3776
3161
2805
3238
2901
3292
2893
6772
6780
6535
6649
6409
6527
5013
5624
5039
5620
5036
5610
4952
10113
3899
9868
4742
9651
2009
4022
3720
7742
3295
2858
6153
6330
6382
12712
5010
5539
10549
4726
9536
2010
14262
Men and women 60 years old and older
2009
0-14 років разом
15%
28%
15-24 роки разом
12%
20%
25-44 роки разом
45-59 років разом
25%
60 років і старші разом
Figure 1 Population Distribution in the Raion by Age, %
Table 5. Natural Population Movement in the Raion, persons
Born
Deceased
2006
179
242
2007
191
268
2008
202
286
2009
217
282
2010
211
232
33
2%
9%
Базова за
18%
Повна заг
14%
Професій
Базова ви
25%
Повна ви
32%
Інше
Figure 2 Education Levels among Population over 6 Years Old, 2010
Basic secondary education
Complete secondary education
Vocational training
Basic higher education
Complete higher education
Other
ІІІ. HOUSING
The total number of municipal residential houses is 52, with total area of 64, 790 sq. m
(the number of apartments is 1, 400), in addition to 17 apartment blocks joint owners
associations.
Table 6. Available Housing and Quality of Provided Housing
Populated dwellings altogether (apartments + ind. houses), unit
Populated individual houses, thousand m2
% of dwellings, connected to public water supply
2009
407.0
6380
68%
2010
414.7
6444
67%
Table 7. Setting into Operation of New Dwelling
2008
61
60
1231.7
135.3
Newly constructed dwellings altogether
including:- individual houses
Average market price for 1 m2 area of new dwelling, hryvnia:
Average size of new dwelling, m2
2009
15
15
1185.8
132.6
2010
17
15
1120.8
126.7
ІV. EMPLOYMENT AND INCOMES
The size of employable population as of 01.01.2010 totaled 9, 200 persons or 63%.
Table 8. General Trends of Employment Change, persons
Town
2008
6646
2009
6088
2010
6101
Table 9. Employment by Types of Activity in Raion, persons
Agriculture, hunting, forestry and fish industry
Industry
Construction
2008
1649
1941
1406
2009
2159
2683
1510
2010
1434
2683
1510
34
Wholesale and retail trade; trade with vehicles;
Hotels and restaurants
Transport and communication
Financial activity
Real property transactions, lease and services for legal entities
Public administration
Education
Health care and social care
Collective, public and personal services
1175
834,
1730,
2633
1840
2731
1568
1364
1324
2500
1606
1103
2113
4201
1704
2670
2167
1841
1917
2191
1906
1806
2000
1531
1351
1500
1000
1606
1103
2113
4201
1704
2670
2167
1841
1917
1261
1092
Район
Украина
762
500
0
2007
2008
2009
2010
Figure 3 Average Salary in the Raion, UAH
Raion
Ukraine
Average salaries in the raion are significantly lower than an average salary in the country.
Table 10. Salaries Broken by Types of Rmployment (for oblast), UAH
Agriculture, forest and fish farming
Industry
Construction
Wholesale and retail trade
Hotels and restaurants
Transport and communications
Financial activities
Transactions with real estate, lease and services
Public administration
Education
Health care and social assistance
Collective public and personal services
Other activities
2007
2008
2009
541.15
1308.4
1224.89
831.33
583.26
1245.9
1927.3
1162.18
1518.0
951.33
797.57
792.07
792.41
867.23
1723.97
1526.03
1097.95
799.39
1720.29
2605.05
1482.96
2123.97
1304.52
1079.31
1101.82
1114.83
1048.42
1804.34
1178.4
1190.30
791.87
1825.09
2691.82
1382.18
2117.8
1471.92
1231.71
1289.0
1297.29
2010
As of December 31, 2010 the level of registered unemployment (in percentage of
economically active population of employable age) in the town totaled 1.2% and in the raion –
1.6%; the number of registered unemployed persons in the raion is 421; the number of
unemployed per one workplace is 65 in the town and 63 in the raion.
Table 11. Registered Unemployment Level* (as of December 31)
Raion
Town
2008
3.4
2.6
2009
1.5
1.1
2010
1.6
1.2
* percentage of economically active population of employable age
35
V. ECONOMIC LIFE
The total number of economic activities actors registered in the raion as of 2010 – legal
entities (all entities included in the USREU) registered in the raion is 785, and registered in the
town – 506.
Table 12. Registered Economic Actors (as of December 31)
А.1. Legal entities (all entities included in the USREU)
raion
town
А.2. including small enterprises
raion
town
2007
777
499
2007
21
20
2008
775
512
2008
21
20
2009
781
507
2009
25
20
2010
785
506
2010
25
20
Table 13. Economic activities actors registered in the raion broken by types of
activities
Agriculture, including hunting and forest farming
Fish farming
Industry, including:
mining industry
processing industry
production and distribution of electric energy, gas and water
Construction
Wholesale and retail trade; sales of vehicles; repair services
Hotels and restaurants
Transport and communications
Financial activities
Transactions with real estate, lease and services for legal entities
Education
Health care and social assistance
Collective public and personal services
Services of household servants
2009
223
1
49
2010
223
1
49
41
8
24
64
7
9
6
37
94
53
21
177
41
8
23
64
6
9
4
40
95
64
21
174
The structure of Horodok industry is represented by machine building, consumer goods,
construction and other branches. The town has 9 functioning industrial enterprises, 12 contractor
construction organizations of various forms of ownership and more than 1, 500 business entities.
In 2009, LLC Horodok Canned Products Plant resumed its activities.
In 2009, industrial products were manufactured for 68.3 million UAH, including 445 tons
of animal butter, 5, 982 tons of canned dairy products, 168 tons of canned vegetables, 46
machines, and 34 million bricks. In 2009, products were sold for 68.3 million UAH, which on
average accounts for 1,237.5 per person.
The financial results of regular activities before taxes of industrial enterprises in 2009
totaled 780, 000 UAH of losses. The amount of losses compared to the respective period of the
previous year increased by 14.2 percent. According to the results of financial and economic
activities, 53% of enterprises and organizations of the town are profitable.
Table 14. Raion enterprises broken by the number of employees
0 (self-employed persons)
1-20 employees
21-100 employees
101-500 employees
2010
72
43
31
12
36
Local enterprises and organizations
1. Private enterprises Horodok Sugar Plant – production of sugar and saccharobiose.
Zavodska square 7; 3-13-07, 3-08-46.
2. Limited liability company Horodok Canned Products Plant – production of canned
fruit products and soft drinks. Chernyshevskoho street 17; (03851) 3-06-00.
3. Open joint-stock company “Viktoriiske Grain Collection Enterprise” – growing,
procuring and storing agricultural products; provision of services for post-harvest treatment and
storage of grain crops, flour production. Shchorsa street 1; (033851) 3-17-81, 2-13-65.
4. Limited liability company “GOVER” – production of wood-processing machines,
spare parts for wood processing equipment, services related to capital and middle repairs,
supervising installations and commissioning tests. Hrushevskoho street 39; (03851) 3-12-80, 318-53.
5. Small private company “POLIMER” – production of stationer for schools, covers for
notebooks and textbooks;
6. Limited liability company “Horodok-konservmoloko” processing of milk, production
of butter, and canned dairy products. Molochnokonservnyi pass 1; phone/fax: (03851) 3-03-94,
phone 3-33-51.
7. Private company “Bread Alliance” – production of flour, bread, bread and
confectionery products. Stantsiina street 5; (03851) 3-14-29, 3-16-08.
8. Collective enterprise “Bud-servis” – production of social and cultural objects. Voikova
street 6; (03851) 3-25-18.
9. Branch “Horodok raiavtodor” affiliate company “Khmelnytskoblavtodor” OJSC DAK
“Automobile Roads of Ukraine” – construction and repairs of roads ; (03851) 3-14-58, 2-12-43.
10. Closed joint-stock company “Victoria Naftoprodukt” – wholesale and retail trade in
oil products. Chernyshevskoho street 43; (03851) 3-17-68, 3-29-92.
11. Branch of OJSC Khmelnytsgaz – gasification of residential houses and organizations.
Hrushevskoho street 5; 3-13-90, 3-13-01.
12. Municipal company “Horodotska drukarnia”- production of print media materials.
Hrushevskoho street 57; (03851) 3-12-73, 3-18-46.
13. Limited liability company Infoservis – provision of educational services for training
of computer typing operators. Shevchenka street 39/5; (03851) 3-37-77.
14. Land and agrarian center “Karat” – land surveying and land assessment services.
Hrushevskoho street 57; (03851) 3-00-07.
15. Trans-Ukrainian creative center newspaper “Dolonky”, Shevchenka street 50;
(03851) 3-50-49. web-site - www.dolonky.km.ua
Export volumes of industrial enterprises in the town in 2009 totaled 2, 188, 500 USD,
and in 2010 – 1, 310, 900 USD.
The volumes of direct foreign investments (in the raion) in 2009 totaled 182, 300 USD,
and in 2010 – 1, 474, 700 USD.
Small business. As of January 1, 2010 the raion tax authorities registered 1, 521
individual entrepreneurs with the number of hired employees being 425. The share of the town
budget own incomes from small and medium business exceeded 25 percent.
A network of private trade institutions is actively developing in the town. As of
01.01.2010, there were 168 functioning stores and kiosks, 5 filling stations, 11 cafes and bars.
There is a hotel in the town. For the purposes of tourism development, construction of
comfortable hotels will open good prospects for the town.
Budget incomes. The most significant revenues to the town budget come from the
individual income tax and account for 76% of all tax incomes.
Table 15. Budget incomes (mln. UAH)
2008
2009
2010
37
Individuals’ income tax
income tax of municipal companies
Local taxes and charges
Land payments (taxes)
All tax incomes
Raion
7.858
0.06
0.335
8.374
Town
2.346
0.009
0.168
0.48
3.003
Raion
8.328
0.045
0.467
8.961
Town
2.327
0.172
0.419
2.918
Raion
9.924
0.041
0.672
10.759
Town
2.521
0.189
0.608
3.318
Expenses are financed within the limits of allocations from the town budget.
Table 16. Largest employers, 2010
Enterprise, organization, institution
Department of education
Central raion hospital
Horodok Town Council
OJSC “Horodotske”
LLC “Horodokkonservmoloko”
OJSC “Khmelnytsk-Gas”
Pension Fund of Ukraine
Private company V.Y. Levytska
Private company R.B. Zadorozhnyi
Horodok Raion State Veterinary Clinic
Horodok sanitary epidemiological center
Type of activities (major)
Management in the social sphere
Activities of health care institutions
Management at the regional and town levels
Fruit and berries growing
Milk processing
Gas distribution and supply
management at the regional and town levels
Retail trade
Bread products manufacture
Veterinary activities
Activities of health care institutions
Number of
employees
1247
780
202
152
128
125
34
10
9
41
35
VI. HOUSING AND UTILITIES INFRASTRUCTURE
In the housing and utilities sphere of the town, there are 2 enterprises – the municipal
company providing services in the municipal housing sector and provision of town amenities,
and a municipal company providing services related to water supply and sewerage. The housing
and utilities infrastructure has 78 employees.
The total number of residential houses belonging to the municipality is 52 with a total
area of 64, 790 m2 (the number of apartments is 1, 400) as well as 17 apartment blocks joint
owners associations.
In order to improve the appearance of residential houses and to maintain the proper
condition of their construction elements during the last two years (2008 – 2009), the company
carried out running repairs. 1, 500 sq. meters of soft emergency roofs were reconstructed as tent
(two-slope), and approximately 850, 000 UAH budget funds were spent. The amount of
expenses for capital repairs of housing fluctuate at the level of 15-20% of the estimated demand.
The total length of roads is 211.7 km, including 58.8 km with asphalt coating. In 2009,
60 000 UAH were spent on running repairs of roads with asphalt coating, and 90, 000 UAH – on
roads covered with broken stones, and 290, 000 UAH – on capital repairs of asphalt coating.
The total length of street illumination lines is 23.7 km. The lack of funds is an obstacle
for increasing the length of roads with hard coating, and the number of streets that are
illuminated.
The town was one of the first in Ukraine that introduced individual heating of the housing
sector as far back as in 2004. In 2009, bloc-movable boiler houses were constructed for
enterprises, institutions and organizations (13 units), which made it possible to terminate
activities of the municipal company DMP “Teplomerezha” and to save millions of budget funds.
Heating expenses were decreased by 3.5 times.
Vodokanal has 7 Artesian water wells in its budget 70-80 m deep, a station of ІІ water
lift, three sewerage pump stations and treatment facilities, 97 km of water pipes and 26 km
38
sewerage networks. Depreciation of the networks is 55%, the water pipes capacity is 1, 800
cubic meters per 24 hours, and sewerage capacity is 1, 500 cubic meters.
Depreciation of treatment facilities is 90%. The main consumer of services is population.
Constant growth of the cost of electricity – the main tariff component –low percentage of
consumers of Groups ІІ and ІІІ, depreciation of networks, hilly landscape and other factors result
in considerable losses of the company. Subventions from the town budget are insufficient.
In 2007 – 2009, approximately 11 km water pipes were replaced, and energy-saving
technologies were introduced.
Table 17. Emissions of contaminating substances in the atmosphere, tons
2007
2008
2009
2010
SО2
0.4
0.3
0.3
0.3
As a result of long-term cooperation between the community and the town council,
centralized heating was replaced with individual gas heating of 100% of the municipal
residential fund. During three years, funds totaling 100, 000 UAH were allocated from the town
budget for supporting impecunious citizens for re-equipment of the heating systems. Respective
decisions were made and necessary certificates were issued.
In 2008, due to the effort of Shydlivshchyna neighborhood citizens who prepared a
trench for water pipes in a hilly and seemingly impassable area, the town budget funds were used
to connect a water supply system with the support from the town water services company to 52
households with a total length of 800 meters. A similar principle was used for the running repairs
of the town roads.
Table 18. Public transport
Number of transported passengers,
thousand
Passenger turnover, million
passenger/km
2006
2007
2008
2009
2010
241.2
240.7
352.8
688.8
964.6
4..0
7.0
10.5
16.9
17.2
VII. PUBLICLY USED PLACES
In addition to three secondary educational institutions there is a grammar school and a
school with the Polish language of instruction in the town, music and sports schools, branches of
two vocation training colleges, and Kyiv Aviation College. There is the first Ukrainian Roman
Catholic Seminary.
Table 19. Graduate of educational institutions
Type of an educational institution
Secondary schools (all secondary schools)
Higher seminary
2008
183
2009
175
6
2010
167
3
Health care system. Horodok central raion hospital for 320 patients.
System of cultural institutions. Horodok raion culture center, Horodok land museum,
Horodok children arts school, Horodok child music school. A local library – a branch. A town
39
culture center – a branch. Over the last years, two more Catholic and three Orthodox churches
were constructed in the town.
A network of physical culture and sports institutions – sports school.
In 2008, LLC Epicenter reconstructed a sports complex and covers all its expenses. The
sports facilities are nearly the best in the oblast were hundreds of children are trained.
Since 2007, the local physical culture center “Sports for Everyone” has been carrying out
monthly campaigns for organizations of sports grounds in curtilages. Citizens’ and budget funds
are used for repairs of sports and game equipment by parents and children. Winners are
identified and presents are given to all participants of such monthly campaigns.
Mass media: Horodok TV and radio press center
8. THE WORKING GROUP
№
1.
2.
3.
4.
Name
Volodymyr Povoroznyk
Valeriy Paramey
Alyona Rymar
Viktor Khoptinets
5.
6.
Nelya Paslavska
Serhii Zborovskyi
7.
8.
9.
10.
Tetyana Stolyar
Valentyna Svitana
Hryhorii Legkii
Ruslan Zadorozhnyi
11.
12.
13.
Oleg Fedorov
Vasyl Havrilenko
Alla Rybak
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
Olena Matveytseva
Viktor Bilonozhko
Andrii Belskii
Petro Kryvii
Oleg Puklich
Ihor Sagadin
Oxana Maksimova
Inna Melnik
Andrii Nadvornii
Inna Vodyana
Evelina Kadyuk
Katya Hulavska
Position
Town Mayor
Deputy Mayor
Specialist of Town Council
Head of NGO "Center for Community Economic
Development"
Head of NGO "Perlyna"
Businessman, member of the Executive
Commitee
Head of the Finance Division
Specialist of City Council
Member of the City Council
Businessman, member of the Executive
Commitee
Director of culture department
Businessman
Chief editor of a local newspaper, member of the
City Council
Journalist, Member of the City Council
lawyer
Deputy Chairman of the State Administration
Deputy Mayor
Secretary of the City Council
Director of "Horodokkomunservis"
Journalist
Businessman
Apprentice School of Polish education
Pupil of School
Pupil of school
Pupil of School
40
CONTACTS OF STRATEGIC PLAN IMPLEMENTERS:
Town Mayor: Volodymyr Vasyliovych Povoroznyk
Deputy Town Mayor: Valerii Mykhailovych Paramei gdmiskrada@ukr.net
Specialist: Aliona Olehivna Rymar +38 097 0073899 RMAL@email.ua .
32000. Khmelnytskyi Oblast, Horodok raion, Horodok, Hrushevskoho street 53
CONTACTS OF PROJECT PARTNERS:
Valentyna Poltavets, Project Director, Executive Director of Association of Small Towns of
Ukraine: +38 067 9291287, v.poltavets@gmail.com
Volodymyr Proskurnin, consultant of Association of Small Towns of Ukraine: +38 067 9291287,
v.poltavets@gmail.com, +38 050 6108367, +38 098 1003409, sivashvvp@gmail.com
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