Organizing specialty networks for capitation

Two of the byproducts of the shift to managed care--risk-based contracting and surplus specialist capacity--has fostered the growth of specialty networks. To remain competitive in a selective market for specialty services, specialists must develop the clinical an business capabilities to manage risk and outcomes and must adapt practice culture to the operational demands of managed care. Also, specialists must create effective delivery networks that meet payer and patient expectations for clinical excellence, patient access and business efficiency. This article addresses matching the specialty network to the market and building the specialty network.