structural development

Hello!

As always on Fridays, we continue with the weekly blog about our structural change project team (although we find "structural development" much nicer and more appropriate). Today we introduce project manager Lars Semrok from the municipal team.

Lars, you are the ideal type of Neu-Görlitzer. You came here from Brandenburg to study 21 years ago. Then you left Görlitz for a short time to complete your master’s degree in tourism at the Jagiellonian University in Kraków and stayed, started a family. What exactly inspired you so much back then - and would you still make the decision for Görlitz from today's perspective?

When I came to Görlitz in October 2000, I had no intention of relocating here. At the time, I actually wanted to leave as soon as I finished my studies. However, it was not possible to “quickly get away” during my studies, as I did not have my own car, so the journey to and from my hometown, which is only 200 km away, required a train journey of at least four hours and three changes of trains. Not much has changed to this day either, the routes are still not electrified, the only difference: today I would probably only have to change trains twice.

As a result, I stayed in Görlitz on the weekends and explored the city and its surroundings on my red 26-inch diamond bike. Something was different than in Brandenburg, my home country at the time. (And I mean the real Brandenburg, not the metropolis Potsdam or the commuter belt of Berlin. Märkischer sand, pine forests, Brandenburg!)

The Lusatian people were warmer, more open and friendlier - as a "foreigner" you quickly felt welcome. The integration of the word "Nu", which was completely unknown to me, or its modifications "Noahr, ne woar or nu dlar" was also mastered within a few weeks. I was practically one of the locals within a few moon cycles - a Lusatian! And from today's point of view I would undoubtedly do it again!

What was the focus of your studies?

Partying was definitely my favorite subject during my studies. However, I had to take a few other subjects for the degree (Magister in economics in tourism). The focus of the course, which was then still called "Tourism Economics & Leisure Education" and at some point was divided into tourist and cultural offers, was initially of a purely business nature. It was only in the second part of my studies that I was able to focus on the organization and functioning of cultural institutions with a focus on non-profit companies.

I have fond memories of our undergraduate professor of bookkeeping and accounting, who spent four semesters explaining the world of controlling to us with the help of table legs and table tops. When I pointed out that we are tourism students and if he could also relate the bare theory to tourism products or services, I was at least the hero in our course. The professor gave me a straight 4 in the exam at the end of the semester as a receipt for this inappropriate question. He was certainly not a Lausitzer!

Immediately after your studies, you started at the Landskron Kulturbrauerei as an event manager and delighted the region with many great events. What were your most decisive experiences - and what experiences do you bring with you to the structural change project team?

From experience, I bring with me the memory that you can be as good as you want as a lone fighter – you can only win a competition as a team. Falling down, failing at a project is actually “not a broken leg” as long as you get up and keep going. We will also encounter this in structural change. We will stumble, we will fall. But the Lusatians are standing up. They want to make a difference and they can be proud of that.

During my studies, I followed Görlitz's application to be Europe's Capital of Culture 2010 with interest. In the end, the city of Essen won, Görlitz was content with the silver medal. I know that a strong and competent team was used in the application at the time, but I believe that with all the enthusiasm, the population, the people who make up a city and a region, were simply forgotten to be included in the application process . That must not happen to us in this second structural change within a short period of time.

And finally, two ideal visions, please: what has the Structural Change working group achieved by 2024 and what by 2038?

By 2024 we have managed to make the importance and the opportunity that this structural change offers us understandable to the population. We picked up the residents of our region, listened to their wishes and suggestions in the most diverse formats of citizen participation and incorporated them into our daily work. We will not have created 5,000 jobs by 2024 - we as a structural change team cannot do that - but together with the municipalities and residents we have set the course for our region to be able to attract new companies and expand existing companies even after The end of coal-fired power generation in 2038 is an attractive and livable region. A region that will come up with skilled workers, research facilities and quality of life. By 2024 we managed to strengthen the self-esteem of the people of Lusatia, because the image of the region that outsiders see is not as black as the people of Lusatia themselves!

By 2038, we will have turned the screws that are available to us as a task force to such an extent that high-quality living, working and relaxing in the "smallest space" in a region that is unique in Europe is possible. City dwellers from German metropolitan areas will look at Lusatia with envy and say:

"It's a shame I didn't study there"...

Thank you and welcome to the ENO, dear Lars!

Best regards -

Your

Yasna