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.

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 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.