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 ICT service purchases carried out by the Education Division cannot be considered to have resulted in cost savings. ICT service purchases have, however, successfully increased productivity to some extent.

Nearly half of the objectives set for the most notable subsidiaries were achieved, in addition to which nearly all of the objectives set for sports sector subsidiaries were achieved. However, the achievement of certain objectives is difficult to assess.

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.

In most of the services assessed, Swedish-speaking client families are provided with the same or, in some services, even better service than Finnish-speaking ones. The City purchases Swedish-language services in certain individual child welfare services where it does not have any Swedish-speaking staff.

Information exchange and cooperation between basic education and the child welfare needs assessment unit have primarily followed the City's guidelines. However, there are many guidelines and they are not clear and consistent in all respects. The consultation practices of pupil welfare and Child Welfare are effective, and staff competence has been developed.

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.

During the coronavirus pandemic, detached work became part of basic youth work. However, the resources of youth work units are insufficient to cope with the increased tasks and needs. Recruiting staff has become more difficult.

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 Social Services, Health Care, and Rescue Services Division’s preparations for incidents and emergencies are mainly appropriate, but based on the findings, development work should continue in the future.

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 City Strategy states that families will be supported in a multidisciplinary way, with resources directed towards early and wide-ranging support. Access to social guidance for families with children has been improved and the service has been expanded and developed. However, the waiting time for the service has increased, and the availability of skilled personnel has decreased.

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.

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.

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

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.

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

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.

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.