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

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.

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.

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.

The ownership steering of sports and cultural services is organised in an appropriate manner for the most part. At City level, the problem is that the division of labour between the mayor and deputy mayors has not been defined.