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.

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.

Young people’s influence and participation can best be supported at school. This requires closer cooperation between the Education Division and the Culture and Leisure Division.

The environmental policy objectives set by the City Council in 2012 have not been fully achieved in the City of Helsinki’s procurement. Although environmental criteria have been set in several procurements with significant environmental impact in the past, more extensive development has only begun in recent years with the Carbon-neutral Helsinki 2035 action plan.

The objectives of the City Strategy have been furthered during this council period of office. Half of the measures planned for the early years of the Maritime Strategy have already been implemented either fully or for the most part.

Corporate governance of business premises companies has for the most part been organised appropriately. However, the assessment found needs for supplementing the corporate governance principles.

The accessibility of the built environment was actively promoted in the 2010s, but there is still a need to increase cooperation with disability associations. The realisation of the accessibility of the built environment according to plan should be ensured.

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.