Barbara Gutierrez: Yes. Hey Jamie, it’s Barb. Yes. So, we do know through the course of history and through our analysis that as participants progress in their tenure with us, the cost is higher because they typically end up in higher cost settings and they’re more frail. So, as they progress over time, the cost per participant in that longer tenure, the longer tenure cohorts is higher. So that’s what we mean by bringing in the new level to the risk pool because the cost on the front-end of the cohorts typically is lower. And so, that’s what we mean by that.
Patrick Blair: Yes. Let me just add, one of the key factors in understanding how new membership is going to impact the overall cost is the setting that they’re living in. So, obviously, we want a balance of participants that mirror what we find in the community as it relates to the percentage that are in their home versus the percentage that are in the living facility versus the percentage that are in your . So, that plays a factor as well in understanding our cost, how they’re going to behave. And so until we have a little more time, have seen what the profile is of the new enrollment, it’s going to be difficult to predict exactly what the impact is going to be to our overall cost. Yes.
Jamie Perse: Okay, great. And then you guys have been talking about becoming more like a payer over the last few quarters and you spoke about the clinical value initiatives this quarter, I’m just curious now a few quarters in, where are you more incrementally confident in your ability to drive long-term external provider cost savings, what are some of the big buckets that come to mind where you think you can move the needle there?
Patrick Blair: I’ll start and then we’ll let Rich weigh in on a few things. So, yes, you’re right. There are really just a handful of areas buckets we’re focused on. The first is around utilization and resource utilization of the population. And we’ve taken a lot of steps there to review everything from our payment policies that articulate what we pay and how we pay and when we pay for services. We’ve also spent time focused on hospital admissions, readmissions, and SNF length of stay. So, a lot of work there and I know Rich will that. We’ve also done a lot of work around our claims payment logic, really just ensuring that our claims and our payment systems are utilizing the most up to date clinical coding edits and this ensures we’re paying for services that are consistent with the latest coding guidelines.
And this is one where I think we’re already starting to see some opportunity and that we’re capturing. An example of that could be under what circumstances would we pay for a re-admission that is soon after a discharge. So, this sort of claim logic in is an area that the company really hasn’t focused as much on in the past, but sort of a common practice that ensures we’re only paying for the services that were appropriately rendered. Risk adjustment is an area that we’ve made a lot of progress on since we first started talking about the payer capabilities and I’m really pleased with the work that the team has done there. We believe that the COVID has impacted the disease states and risk factors in our population more substantially than less acute populations.
