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.

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.

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.

Helsinki is a pioneer in reducing homelessness. Housing counselling helps to avoid evictions, which have a high financial and human cost. There is still room for improvement in the safety of emergency housing services.

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.

The use of the service voucher has not significantly contributed to the functioning of primary health care and smooth access to treatment at health stations, as it is only suitable for a small proportion of health station clients, and the availability of the voucher is limited. The service voucher has, however, improved access to treatment at times in certain areas and for individual clients.

The access for elderly people in home care to long-term 24-hour care has improved and waiting times have been reduced. The application process may take a long time and client feedback is not collected on its functioning.

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.

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.

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 substance abuse services have facilitated access to treatment for people with drug dependencies through many reforms that have improved access to opioid substitution and detoxification treatment. The impact of the reforms on access to other substance abuse services could not be assessed because the reforms have only been in place for a very brief period and comparable statistical data were not available. Services for people suffering from drug dependence can also reduce the harm caused by drug use and improve the amenity and safety of the surrounding area, but facilities are lacking.

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.

Maternity and child health services aim to meet the individual needs of families. However, families do not always receive specialised support quickly enough, and there is room for improvement in the continuity of care.

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.

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 city has worked to improve adults’ access to early-stage mental health services, e.g. by training staff and opening more Mieppi low-threshold mental health units. The impact of the new tools introduced through training has yet to translate into faster access to care for clients.

Temporary care for people under 65 during informal care leave does not always meet the needs of different client groups. There are not enough temporary care placements for all client groups.