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.

2023 was the first year in which the expenditure and income of social services, health care and rescue services are no longer part of the city’s self-financed budget. Key figures show that the restructuring had little impact on the City of Helsinki’s financial situation.

The Port of Helsinki’s emissions reduction target for ship emissions will almost certainly be reached in 2030. Emissions from heavy goods vehicles and machinery have not yet fallen significantly.

Cultural grants have been partly developed in line with the City Strategy and the Culture Unit’s service strategy, but it has been impossible to monitor the inclusion of new operators or art forms within the scope of support.

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 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 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.

As of the 2022 budget, the City Council has no longer set targets for the City Group’s subsidiaries. In practice, the decision-making power for setting goals has been delegated to the City Board in the Group Guidelines adopted on 1 March 2023. The Audit Committee believes that the most significant subsidiaries at least should have goals to report to the City Council.

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.

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.

The percentage of sustainable forms of transport has not increased. Promoting walking is very much in its initial stages and operates with limited resources.

As set out in its city strategy and various programmes, the city has taken many measures to streamline walking, driving and logistics. However, significant impacts have yet to be seen.

The city’s finances were on a solid footing despite a slight increase in the loan portfolio. The transition of Social Services, Health Care and Rescue Services to government funding from 2023 onwards will significantly change the funding base.

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.

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 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.

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 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.

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 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.

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 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.