Helsinki’s operational preparedness is at a good level, but adaptation and preparedness require changes in land use planning and construction and decisions on the level of preparedness.

The City met a higher proportion of its binding targets than before. 64 per cent of the binding operational targets and 74 per cent of their indicators in the 2024 budget were met.

The Education Division’s data breach revealed weaknesses in the City’s data security controls, data security maintenance responsibilities and data retention practices. The data breach highlighted the need to clarify the City’s data security management.

In 2024, expenditure growth exceeded the target set in the strategy. In the previous few years, the target was met. The loan portfolio has decreased, but gross liabilities have increased as a result of loan guarantees issued to Group entities in particular.

City divisions and enterprises had started the planning and implementation of productivity-enhancing reforms in line with the City Strategy for 2021–2025. The Urban Environment Division and Helsinki City Construction Services Stara had systematically implemented measures in accordance with the productivity-enhancing action plan and achieved desired impacts.

Helen has, for the most part, promoted the Helsinki City Group's environmental objectives, but the ecological sustainability of the biomass that it burns requires further attention. Helen is investing in the promotion of small-scale nuclear power.

The City has taken measures to reduce the negative impacts of roadworks, but these efforts should be continued in the future as well. For now, legislation does not support efforts to reduce the negative impacts of roadworks.

The City’s rapid growth rate has caused challenges for companies with larger space needs, as the increasingly dense structure has resulted in a lack of space. Cooperation between the City and higher education institutions has been active.

Measures have been taken on 96% of the recommendations presented in the 2022 assessment report.

Fifty-eight per cent of the binding operational targets in the 2023 budget and 60% of their indicators were met.

Ownership strategies set objectives for the subsidiaries. However, assessing whether the objectives have been met is difficult because they are set so vaguely.

2023 was the first year in which the expenditure and income of social services, health care and rescue services are no longer part of the city’s self-financed budget. Key figures show that the restructuring had little impact on the City of Helsinki’s financial situation.

Visitors have found their way back to libraries in 2023 following the coronavirus pandemic, as the number of library visits has increased compared to 2020–2022. Library visits by primary school pupils are extensive, but lower secondary and secondary school pupils and students visit less.

Urban renewal is only just beginning, and so far relatively minor measures have been taken in the areas. However, efforts have been made to promote the objectives of urban renewal.

The city has not been able to increase the proportion of people satisfied with winter cycling. Measures to improve winter conditions on pedestrian paths are only just beginning. Taking winter maintenance into account in land-use planning solutions would allow for more effective snow management.

The city’s national advocacy has developed with the mayor model over the last two strategic periods.

Action has been taken on 94% of the recommendations from the 2021 assessment report.

The introduction of Sarastia, the human resources and payroll system, failed in several areas. There were shortcomings in management, operational models, competence and system performance. Not enough effort was put into deployment and, in particular, into change management.

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

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.

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.

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.

Most of the recommendations issued by the Audit Committee in 2018 led to actions.

56 per cent of the binding operational objectives and targets were achieved. The binding operational objectives and targets were best achieved in the Central Administration and the Urban Environment Division.

The City divisions that were the most successful in achieving their binding operational objectives and targets were the Education Division and Central Administration.

The recommendations issued by the Audit Committee in 2017 led to measures except the fact that the dual role of elected representatives and office holders who belong to the Helsinki Group’s administration continues to be problematic.

With the introduction of the new management system and City division model, the controllability of the City organisation has improved. However, control and direction have become more fragmented, and there is a lack of clarity regarding who directs what.

The quality of the City of Helsinki’s digital services is good for the most part when compared to the national quality criteria for digital services. However, there is room for development in the findability and functionality of the services.