The other thing I would point to is Oracle recently purchased acquired Cerner and were big Cerner shopped with more than half of our hospitals on the Cerner clinical platforms. This has the potential to open up opportunities for integration between those clinical systems and financial systems to further allow us to leverage data in a very new way. This is not just a technology lift though. We’re redesigning workflows. We’re putting in a shared business operations for a number of these back office functions that will add efficiencies to the process. So really, I think what we’re talking and the reason we’re talking about it. One, we’re organized around this internally around Project Empower. It’s something we talk about internally, and we’ve organized the company around that, sharing that with you guys as investors and analysts.
It is kind of a longer-term play, but we do believe that benefits will start to come. We’re kicking off actually implementation here over the next couple of months that will take us probably through next year to fully implement. And then there’s certainly some runway so you start fully realizing the benefit. But being at our margin improvement program now for a couple of years, this effort is really going to extend that runway and allow us to continue to add margin improvement in ways that we couldn’t get at the data today into the future for a number of years.
Kevin Fischbeck : And then just thinking about that progression towards that medium-term margin target. Does the timing of this, I mean it’s more back-end loaded next couple of years? Or is there — is it more kind of ratable as you think about the levers you need to pull to get to that mid-teens EBITDA margin?
Kevin Hammons: Yes. So this project, I think, is one of many things that we’re kind of investing in to get to our mid-teen margins. Certainly, our capital improvements or capital investments that will improve higher acuity services and bring in more business. Those are not dependent on Project Empower. Those should drive margins, the return of volume, leveraging our fixed costs are less dependent on Project Empower. Those can come earlier. Project Empower, I think, again, just lengthens the runway that we can continue to improve margins downstream. So that’s kind of how we’re looking at it.
Operator: The next question is from Stephen Baxter with Wells Fargo.
Stephen Baxter : I was hoping you could help us think a little bit about how the American Physician Partners transition is going to impact your P&L. I guess, first, is the revenue contribution from bringing the ER function in-house for these hospitals meaningful? And by comparison, one of your peers talked about consolidating the ER joint venture and suggested it was a breakeven proposition. Is that the right way to think about it for you, too? And then I guess, finally, I guess, could you talk a little bit about why you would expect some of the physician specialist fee pressure to reduce itself over time? It does feel like some of these challenges are are pretty structural. So I’d love to get more insight into what you think the key levers would be over the next couple of years there.
Kevin Hammons: Sure. So let me talk about the kind of the P&L impact. So right now, subsidies that we are paying are all running through the other operating expense line, and we’ve seen those I’ve been talking about this now for a few quarters, that are continuing to go up. And we’re not getting any revenue relative to their professional fees in our revenue numbers. So those increase in medical special fees or subsidies are essentially a pure drag on EBITDA. Going forward, by enforcing these doctors, we will be able to bill for their pro fees. So we do get some revenue. We’ll be adding their wages for those that are employed or other operating expense for those doctors that are on $10.99. But the revenue that’s generated from their pro fees does largely offset that increased expense.
