Management

Productivity of ICT service purchases in the Education Division

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.
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Objectives set for the Group

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.
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Data breach in the Education Division

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.
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The City’s finances

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.
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Implementation of productivity-enhancing reforms

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.
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Promotion of Helen Ltd’s environmental objectives

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.
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Coordination of roadworks and reduction of their negative impacts

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.
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Swedish-language health and social services for families with children

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.
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Information flow and cooperation between basic education and Child Welfare

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.
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Targets set for the Group

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

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.
Read more about the strengthening youth work assessment ›

The progress of urban renewal

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.
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Social guidance for families with children

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.
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The implementation of Sarastia, the human resources and payroll system

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.
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Employee well-being, retention and attraction in early childhood education and care

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.
Read more about staff well-being, retention and attraction in early childhood education and care ›

City’s digital security

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.
Read more about the city’s digital security ›

Direction provided to the City divisions by the City Executive Office, mayor and deputy mayors

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.
Read more about assessment of the new management system ›