The path from governance of strategy development to governance of strategy implementation

The levels of governance described above have to be operationalized on the administrative side. This requires a structure that helps the CDO/StS D take effective action in a cross-sectional role so as to implement the GD:B strategy. The bodies described form part of this implementation governance. They support the CDO/StS D, are staffed under his responsibility and are to be guided in their interaction by the exemplary procedure followed in developing the strategy. Accordingly, the members of the Strategy Advisory Board and Strategy Board are appointed by the CDO/StS D of the state. The Municipal Committee is assembled based on a drawing of lots, with attention paid to ensuring the most diverse and gender-balanced membership possible.

In addition to establishing decision-making structures, the development of central implementation competencies is crucial for the effectiveness of the strategy. For this purpose, Technologiestiftung Berlin is being expanded as a hub for the implementation of digital policy. [40] As a project run by Technologiestiftung Berlin, CityLAB Berlin forms the core of the Support Team to provide assistance strategy measures. This includes not only guidance but also technical prototyping. The Smart City Unit at Berlin Partner GmbH supports implementation of the strategy process as a central point of contact for actors from business, academia, research and civil society. This involves providing ongoing consultation on the elaboration and qualification of new measures. The administration is also able to provide support in this regard. The Smart City Unit is the first point of contact for advice on potential funding and brings together various actors through formats such as the Smart City Berlin network.

In terms of Berlin’s path to becoming a smart city, the politically responsible individuals and the Berlin administration are at the center of governance and are responsible for adopting and implementing the GD:B strategy. The CDO/StS D makes use of the departments under his authority for the purpose of coordination and steering. Other actors are involved in Berlin’s transformation in addition to policymakers and the administration. They wish to participate in shaping the future and are of great importance not only in terms of developing the strategy but also in its implementation. In this way, the GD:B strategy therefore establishes a form of governance that draws on the city’s potential by involving different groups. The urban community advises and supports implementation of the strategy and the learning processes that go with it. As with the development of the strategy, the subsequent phases are to be shaped with and for Berlin. The governance model permanently involves political actors via the Strategy Board, city residents via the Municipal Committee, and actors from administration, business, academia, and civil society via the Strategy Advisory Board.

The governance model ensures that:

  • clear-cut roles, responsibilities and interfaces are defined at various levels of action
  • differing perspectives and target groups are included, thereby enabling needs-oriented and gender-appropriate [41] development of measures as well as long-term co-determination
  • Framework conditions are created that support the establishment of bottom-up initiatives from the urban community and ensure their integration in the overall strategy
  • Individual measures are supported in establishing an implementation model that enables independent work, while at the same time ensuring transparency, comparability and knowledge transfer
  • Rapid practical testing of promising ideas is promoted, reducing bureaucratic hurdles
  • Structures for regular dialog and reflection among the various actors are offered in order to strengthen the exchange of knowledge and support the approach of the learning strategy
  • References

    Please see glossary for explanations for terms marked with an asterisk*.

    [40] This was set down in the state government’s 2021 – 2026 coalition agreement and government policy guidelines. See: Die Regierende Bürgermeisterin. Senatskanzlei (2021). Koalitionsvertrag 2021 – 2026. Available online: https://www.berlin.de/rbmskzl/regierende-buergermeisterin/senat/koalitionsvertrag

    [41] According to the principle of gender mainstreaming

Strategy Chapters

  • Why Gemeinsam Digital: Berlin?

  • Values Compass: How do we shape Berlin as a digital city?

  • Fields of Action: What does the city need?

  • Measures: How can we realise Berlin as a digital city?

  • Governance: How do we work together?

  • Implementation: What tools do we need?

  • Impact measurement: How do we stay on track?

  • Overview of strategy