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Performance Management director previews Outcomes Minneapolis, CityStat pilot and community-safety pilots
Summary
Kira Hasbargain presented the Performance Management and Innovation department's 2026 recommended budget, reporting 9 staff, Outcomes Minneapolis metrics, pilots (community ambassador, embedded social worker, traffic-control pilot) and a modest $25,000 technical-assistance reduction in 2026.
Kira Hasbargain, director of the city's Performance Management and Innovation (PMI) department, told the Budget Committee on Oct. 6 that Outcomes Minneapolis has completed its first enterprise cycle and that PMI plans a CityStat pilot in 2026 to provide near-real-time accountability for cross-department services such as permitting.
PMI, Hasbargain said, is a nine-person internal-services team that builds dashboards and performance measures, helps departments design outcome-focused contracts and runs community-centered pilots aimed at improving service equity and responsiveness. The department reported completing six projects and having seven in progress as of Aug. 31, 2025, and it said it will continue to expand performance work across the enterprise.
Hasbargain described three outcome goals that drive PMI work: continuous improvement (embedding tools that increase accountability), community well-being (advancing equitable outcomes and safety pilots) and organizational capacity (technical assistance, training and enterprise reviews). She said PMI will aim to reduce planning-to-completion variance to 10% in 2026 (versus about 15% year-to-date) and to deliver at least 80% of projects on agreed deadlines; PMI is currently meeting an on-time delivery rate of roughly 83%.
Hasbargain highlighted three pilots tied to community safety: a cultural community-ambassador program transitioned to Neighborhood Safety; an embedded social worker in the 9-1-1 MECC that began taking calls recently and will help connect residents in crisis to services; and a traffic-control response pilot for non-injury collisions that PMI has expanded to citywide scope after a learning visit to Charlotte-Mecklenburg.
On CityStat, Hasbargain said PMI intends to pilot a single subject (for example, permitting and licensing) that will include multiple departments and produce more frequent (monthly or quarterly) cross-department performance reviews. She said the CityStat model complements Outcomes Minneapolis by creating a near-real-time forum for problem solving and accountability; the department is still scoping staff and capacity needs for CityStat and will recommend a pilot in 2026 rather than a full program rollout.
Funding notes: PMI's 2025 budget included one-time contractual support (a $500,000 budget amendment) for Safe and Thriving Communities work; the 2026 recommendation reduces technical-assistance funding by $25,000, a modest cut that PMI said would not immediately affect core operations but could limit scaling. PMI's public satisfaction score currently reads about 98.2%, but Hasbargain said PMI will begin tracking survey response rates and set a 30% response-rate target in 2026 to validate that high satisfaction figure.
Council members asked about CityStat's staffing needs and how the PMI model differs from Outcomes Minneapolis. Vice Chair Koski and others were told CityStat is intended as a more frequent, cross-department accountability routine, and the initial pilot will focus on a single cross-cutting service area. Council Member Palmasano asked about the $500,000 contractual funds; Hasbargain said the money was one-time funding and that roughly $200,000 had been used for an embedded social worker and a project-team site visit, with other pilot activities funded through grants where possible.
Hasbargain closed by asking for support to continue PMI's enterprise work linking performance measures to budget and contracts. The committee filed the presentation; no formal vote was recorded during the discussion.
