Process Modeling and Public Value: Performance Measurement for Emergency Assistance Services?

This paper proposes a process modeling of a cerebrovascular accident (CVA) channel, according to the Business Process Modeling Notation (BPMN) rules, in order to build a balanced scorecard (BSC). The Fire department in the Bouches-du-Rh ne (SDIS) and the medical emergency service have coordinated their action and processes with hospitals to set up this kind of specific channel to deal with strokes. According to Hankey and Warlow (1999), each year in a population of 1 million inhabitants of a developed country, 2 400 patients use a care institution because of this pathology. As the window of opportunity for treatment is only 4 hours from first symptoms, swiftness is needed in both diagnosis and intervention. This emphasizes the fluidity of the channel, and thus the coordination of actors, as key success factors. This work upon process modeling is a source of lessons on the role of the information system in organizational innovation in the public services and the required capabilities to be mastered. But it mainly allows us to bring out the relevant indicators to build up the monitoring part of the balance scorecard (BSC) and to propose a roadmap to implement such a method for equivalent medical channels.