And as I mentioned in the prior question, we have the tools, we have the services, we have the flexibility to avail employer by employer, health plan by health plan to be able to get them to the right balance that they want. But ultimately, it’s the low total cost equation with the clinical outcomes that are preferred from that standpoint that drive the net conversations and the net decisions by employers and by health plans.
Operator: Our next question comes from Mr. Lance Wilkes with Bernstein.
Lance Wilkes : Just wanted to follow up, David, on the comments you made on the VillageMD relationship, which was really helpful to kind of frame that. And what I was trying to understand is from the Evernorth side, it would seem that Evernorth could be a distribution partner wherever Evernorth could be helping Village to enable itself to better manage costs, either through providing MD live or networks or Evernorth PBM services, et cetera. So maybe a little more color on sort of what is the primary role that Evernorth is playing there? And then just secondarily, for the MCO, how important and what is the opportunity for in addition to new product design for you to cross-sell in your ASO block, the VillageMD sort of value-based care source of services?
David Cordani : Good morning, Lance. So I think your framework is quite helpful. If you think about the building blocks you articulated, you laid them out quite nicely. I just would play with the order a little bit. Job one for us with Village is to work in partnership, right? It’s not to push a product. It’s a work in partnership to avail additional capabilities off their already strong performing platforms to further improve affordability or clinical quality. So let’s take an example. Take the opportunity to curate in an individual market or submarket for larger markets, the highest-performing oncology providers for certain tumor types or certain diagnoses. Our longitudinal datasets enable that in a very differentiated way, be able to bring a bit more precision.
The net result of that is, therefore, for a Village patient, a higher probability of getting the best possible evidence-based care and coordinated care and therefore, best overall value. Of which then Village benefits from that. The patient obviously benefits from that. And what we’ve designed is the Evernorth enablement benefits from that. Point two is you want to distribution. We could bring more access in volume flow through the high-performing opportunities that exist here. There’s no doubt around that, and we will seek to do so. And then third, where you came back to, we will absolutely help to enable these capabilities back, which is a subset of your distribution in a way back to our large well-performing portfolio of ASO clients by bringing yet even more precision of care coordination for their benefit.
But in this case, we have through the Evernorth services and through the collaboration with Village, the ability to be rewarded in addition to the value we would be creating for their benefit. So there’s multiple building blocks here, which is why we’re quite excited. At the end of the day, if you put a big circle around it, Lance, it all comes down to how do we harness more data how do we harness more clinical coordination to bring even greater clinical quality and overall affordability, one patient at a time with a platform that is performing well, that is Village and then creating extenders and some care coordination that comes along with it. And through Evernorth, we have both the service mechanism and then the sharing mechanism built that will work in conjunction with Village for.
Operator: Our last question comes from Dave Windley with Jefferies.
David Windley : Scott asked the rates questions. It’s been a couple of more days since the RADV rule. I thought I’d ask you, David, to provide your thoughts on RADV and navigating through that in addition to a tighter rate environment for next year?
