IDSs reconsider the viability of risk contracting.
As financial success with risk contracting continues to elude many IDSs, some of these organizations have started questioning their overall mission as risk-bearing entities. To determine whether to continue to assume risk, an IDS should consider its market environment, the commitment of its provider constituents to the organization, its core competencies, the likelihood of success with risk contracting, and alternatives. To determine its future course, the IDS should engage in a strategic-planning process that includes all IDS stakeholders. Such a process can help build consensus regarding the IDS's market characteristics and benefits of IDS membership; determine the IDS's appropriate roles, services, and functions; and evaluate resources required to pursue the desired strategy. The process should include planning for various possible future scenarios, and results should be communicated to all IDS provider constituents.
Benoff
M
M
Health Data & Management Solutions, Inc., Bala Cynwyd, Pennsylvania, USA. Mbenoff@HDMS.com
Harris
J M
JM
D002391:Catchment Area, Health; D003284:Contract Services; D003659:Decision Making, Organizational; D019033:Delivery of Health Care, Integrated / Q000191:economics* / Q000458:organization & administration; D005240:Feasibility Studies; D006279:Health Maintenance Organizations / Q000191:economics; D008389:Marketing of Health Services; D009937:Organizational Objectives; D010934:Planning Techniques; D020414:Risk Sharing, Financial; D014481:United States