Governance and Administration in Gelsenkirchen: Challenges and Reform Approaches in March 2026

Governance and Administration in Gelsenkirchen: Challenges and Reform Approaches

The city of Gelsenkirchen has positioned itself in recent years as a strong municipal actor with significant involvement in economic enterprises, educational institutions, and cultural projects. In March 2026, the Council and the administration faced the challenge of optimizing their structures, increasing transparency, and simultaneously advancing societal goals such as gender equality and digital accessibility in the council and committee meetings.

Governance and Administrative Oversight

A central topic was administrative oversight, particularly in relation to participating companies. The motion by the Die Linke faction in the Council for a progress report on the planned sale of the BP refinery was unanimously adopted. In addition, a § 24 Local Government Act (GO NRW) motion submitted by Joachim Sombetzki was discussed, targeting improved administrative control by the Council. However, the administration argued that additional legal arrangements would not lead to more effective transparency.

Criticism of the Mayor also led to demands for clearer definitions of responsibilities and written rules, such as in the form of a main regulation or a guideline. This illustrates that the focus on clearer governance structures in Gelsenkirchen's City Hall is becoming increasingly pronounced.

Gender Equality and Personnel Policy

Another focal point was gender equality policy in the municipal administration. With the presentation of the Gender Equality Plan 2025–2029, Gelsenkirchen sent a clear signal for greater equality in the administration. The plan aims to increase the proportion of women in leadership positions from 38.8% to 44.1%. However, the proportion of women in executive departments such as VB 1 is still significantly underrepresented.

To implement the plan, various measures were presented, including gender-sensitive language, turnover analyses, gender-appropriate evaluation, and support for women in underrepresented areas. In addition, a monitoring system was introduced at the level of executive departments and sections. The administration also focuses on supporting female junior staff through perspective talks, job rotation, and empowerment events.

Digitalization and Accessibility

Digitalization of the administration was also a focus. The report on progress in digital accessibility presented the implementation status of BITV 2.0 and BFSG. The goal is to make all city digital services fully accessible by 2025. Measures include the introduction of QR codes for tax notices, the switch to IP telephony, and the development of an online participation platform.

Another project is the introduction of the AI Application Center URBAN.KI, which aims to optimize municipal daily operations through AI solutions. The administration is also working on the integration of the specialized application ProBaug into a DMS system and is planning the rollout of a plugin for official mailbox services according to the XJustiz standard.

Participation Structure and Governance in Subsidiaries

Gelsenkirchen is deeply embedded in the economic landscape and holds participations in several companies such as ggw, SEGV GmbH, MiR, and Gelsenkirchen Stadtwerke GmbH. The meeting also addressed the management of these companies. For example, a management agreement with ggw was extended, running until 2026.

The supervisory board structure was also discussed. For example, the supervisory board of Gelsenkirchen Stadtwerke GmbH consists of 9 members, all appointed by the city. There is neither an audit committee nor a rules of procedure. Responsibilities are defined in the instructions for business operations, the last revision of which was in 2017.

Outlook and Challenges

The meetings in March 2026 show that Gelsenkirchen is on a clear reform path. The city is working on a significant improvement in governance, a stronger gender equality policy, and a progressive digitalization strategy. At the same time, the participation structure, with over 100 companies, remains a challenge that needs to be made more transparent in the future.

The next steps will show whether the set goals, such as the quota for women in leadership positions or the implementation of BITV 2.0, can actually be achieved. In addition, the interaction between the administration and the Council remains a central issue that is decisive for effective governance.