And when you couple that with the lower center attendance during the pandemic, it just became more challenging for us to capture chronic condition diagnosis as disease progression changed. And so, we’ve had a concerted effort around that and we’re really pleased with the progress that we’re making. And then finally, I think as this relates to our unit cost, our cost we paid external provider we’re doing a lot of work really to look at the size and the composition of our network, making sure we’re balancing the need for high quality providers, but at the same time making sure that we’re balancing the costs of our provider networks and we’re seeing some opportunity there as well. That’s a little longer-term in nature to capture the opportunity because it involves oftentimes renegotiations or rationalization parts of your network that may exceed the needs of your population.
So, we have a lot going on there and I think we’re starting to move forward with a good pace and Dr. Feifer’s leading workforce. And I’m going to ask him to pick up anything you think I missed Rich
Rich Feifer: Well, Patrick, you didn’t miss much. You took the words out of my mouth. The way we think about our clinical value initiatives is in terms of four main categories. And you heard those described in different ways by Patrick, but those categories are risk adjustment, payment integrity, resource management, and then network and unit cost. And so to the question where are we seeing earlier wins, real traction? We’re seeing them in risk adjustment and in payment integrity. We’re seeing some improvements, payment integrity, as Patrick mentioned, things like claim audits and claims policies and rules, addressing , which is something really common in the industry. So, those are already in motion. Some things that are going to take more time because they require building up more capabilities and more relationships with other providers are in the areas of resource management, for example, and in network and unit cost with contracting.
In resource management, we’re talking about things like reducing hospital stays, reducing emergency visits, reducing and the like that’s requiring building out capabilities for nurses to do coordination of care and having a tighter control on skilled nursing facility admissions, and skilled length of stay and all those things. So, it’s all in motion, but I think Patrick you described it exactly as I would have.
Jamie Perse: Okay, great. Appreciate the color.
Operator: Thank you. Please standby for our next question. Our next question comes from the line of Madeline Mollman with William Blair. Your line is open.
Madeline Mollman: Hi. This is Madeline Mollman on for Matt Larew. I was just wondering in Florida, on New Orlando and Tampa Centers, can you talk a little bit about what is remaining in the process for you to get those approved and how much that’s going to cost?
Patrick Blair: Well, thank you for the question, Madeline. In terms of the cost, much of the cost as I said, I think in the remarks is behind us. Right now it’s much more of a resumption of the application process. Some of the key steps that remain for us is a state readiness review. In the state of Florida, it’s required that we have an adult daycare license to operate there. So, we’ve got €“ still have some work to do on that application. And then ultimately, we get approvals from both CMS and the state and then a three-way agreement is signed by all parties. And so, it’s our intent to move quickly. The centers there are virtually ready to go. And we’re going to be approaching the state as soon as it’s prudent to discuss the timing around resuming the process and we’ll tackle these administrative developments in due course and we’re targeting opening of the centers as early as feasible in fiscal year 2024.
