The managers and constituents of City and county councils are increasingly concerned about measuring and managing the council performance. While the use of balanced scorecard for performance management is widespread, its use is less well known in the context of city and county councils. This article describes the adaptation of the Balanced Scorecard to City and County councils. The purpose of this article is not to provide empirical support for the use of BSC but to highlight its application in public administration. Several examples of implementation in the US and UK are provided.