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Forty-two per cent of the binding operational targets were met. Fifty-eight per cent of the indicators measuring target achievement were met. The coronavirus pandemic still affected meeting targets, especially in the Culture and Leisure Division.

As of the 2022 budget, the City Council has no longer set targets for the City Group’s subsidiaries. In practice, the decision-making power for setting goals has been delegated to the City Board in the Group Guidelines adopted on 1 March 2023. The Audit Committee believes that the most significant subsidiaries at least should have goals to report to the City Council.

The city’s finances were on a solid footing despite a slight increase in the loan portfolio. The transition of Social Services, Health Care and Rescue Services to government funding from 2023 onwards will significantly change the funding base.

The city has developed its building asset management and disposal processes and ownership policies, but these do not yet fully support strategic objectives and service needs. The disposal process for premises has recently been developed, so it remains to be seen what its effects will be.

Senior centres have made efforts to improve employee well-being, retention and attraction, but the indicators show that there is still room for improvement in future.

According to the city strategy, the city must improve working conditions and staff availability in early childhood education and care. The Education Division has taken many measures, but staff well-being, retention and attraction have deteriorated due to severe staff shortages.

The Education Division has taken many steps to improve student well-being and increase their sense of community. However, the services of student welfare psychologists are not easily accessible, and there is a waiting list for further treatment.

The city has worked to improve adults’ access to early-stage mental health services, e.g. by training staff and opening more Mieppi low-threshold mental health units. The impact of the new tools introduced through training has yet to translate into faster access to care for clients.

Maternity and child health services aim to meet the individual needs of families. However, families do not always receive specialised support quickly enough, and there is room for improvement in the continuity of care.

Temporary care for people under 65 during informal care leave does not always meet the needs of different client groups. There are not enough temporary care placements for all client groups.

Residential planning has sought to preserve green spaces and valuable nature sites. However, green spaces have been designated for housing, as land-use planning also pursues its objectives for housing production.

The opportunities for residents to participate in land-use planning are broader than the legislation requires. Less active groups are activated if necessary.

The number of crimes committed by young people has remained relatively stable in recent years. However, serious criminal offences against persons committed by young people are on the rise. On the other hand, there has been a marked decline in police alerts for disorderly behaviour and vandalism.

The percentage of sustainable forms of transport has not increased. Promoting walking is very much in its initial stages and operates with limited resources.

As set out in its city strategy and various programmes, the city has taken many measures to streamline walking, driving and logistics. However, significant impacts have yet to be seen.

Action has been taken on 90% of the recommendations from the 2020 assessment report.

The recommendations the Audit Committee issued in 2019 usually led to measures.

51 per cent of the binding operation objectives were achieved. The prolongation of the COVID-19 pandemic has impacted the achievement of the objectives of the Education Division and the Social Services and Health Care Division in particular.

The economy of the city still has a sound foundation, even though the increasing operating costs have exceeded the limits determined by the City Strategy. The city has succeeded in reducing the loan portfolio in accordance with the strategy while the investment costs have been high. The social welfare and health care reform in 2023 will change the financing base considerably.

Secondary schools have increased the support available in order to remedy the loss of learning caused by distance education; however, allocating the support in the future requires reliable data.

Student counselling and the rate of studies completion have been developed in a diverse manner, but based on the survey of the personnel, there is not enough counselling available to students.

The number of employees in the services of open child welfare is at its statutory level, but due to the increased challenges families face, all needs cannot always be addressed. Furthermore, child welfare has open vacancies for social workers, but the vacancies remain uncovered.

Home care and service housing have introduced a guidebook for emergency situations and the mobile nurse service, but they are not utilised to their full potential. Closer cooperation should be established when discharging patients from hospital.

The city has strived to promote mental health rehabilitees’ access to housing services by turning the Aurora Hospital’s wards of rehabilitative psychiatry into housing units and by increasing the service selection of housing services in the competitive tendering of purchased services. However, the number of people on the waiting list for housing services has not decreased.

The actions of the Physical Activity Programme of Helsinki have largely been implemented. The majority of the three target areas’ actions have been either implemented or advanced on schedule.

The natural value of the city’s forests have increased in the long term, thanks to the nature management and planned exclusions from the management. The key actions promoting biodiversity were allowing forests to have moulder wood, favouring trees of different species and ages, and excluding sites recognised as important for biodiversity from the nature management.

The measures promoting a friendly attitude towards companies, for which the Economic Development Division of the City Executive Office was responsible, have largely been successful. In the future, the development of corporate cooperation and a favourable attitude towards companies will require contributions from the entire city organisation and the Economic Development Division in particular.

The city has prepared for digital security risks, but the level of preparedness should still be increased. For instance, the organisation of digital security still needs improvement.

At Heka, residents do not have authority in all the matters required by the Act on Joint Management of Rental Buildings. On the other hand, Heka’s tenant democracy has elements not required by the legislation. The activists for residents’ rights are unsatisfied with the actual influencing opportunities the residents have.