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.

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 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.

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.

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 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.

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 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.