Strategic Management in City Government: Integrating Information Communication Technologies and Marketing in a Causal Model to Drive Stakeholder Satisfaction and Economic Development

Performance Management And A City Strategic Group Map

Over the last decade, developments in performance measurement have signaled the need for organizations to monitor performance dimensions that go beyond traditional financial measures to include measuring and improving those factors that ultimately impact financial performance such as stakeholder satisfaction. In 1992, Kaplan and Norton introduced the balanced scorecard as an overall framework for establishing a performance measurement system that predicts financial results. They provided a framework for capturing metrics at the executive level based on four categories: (1) customer satisfaction, (2) financial performance, (3) internal processes and (4) employee innovation and growth. In brief, nonfinancial measures provided the balance needed to supplement financial measures and align employees with strategy. Although many of the balanced scorecard applications are in industry, the City of Charlotte, North Carolina applied the concepts to city management and developed a city scorecard (Syfert & Elliot, 1998 ; Eagle, 2004).