Joanna Gajuk: That makes sense. And one more follow-up on the discussion around cost efficiencies and how you continue to push forward to do more. Second question, are there some more things I guess you’re trying to accomplish to try to take the cost up? And in that context, is there any update, or is there going to be meaningful this expanded WellSky partnership that I guess you announced in December? So any color on that. Thank you.
Michael Shapiro: Yeah, Joanne. Look, our pursuit of efficiencies and cost outs never ends, whether there’s inflation or not, and that’s something that’s just part of the culture and part of our focus. Again, the compass heading is always towards unsurpassed quality and the best clinical care in the industry, but doing it in a more efficient manner. And so, the team know this as part of the routine and it’s something that never ends. John is a little closer to the WellSky partnership, I’ll let him add any color.
John Rademacher: Yeah. Really excited about the partnership that we announced. And again, given the platform that they have and our ability to work with them around driving operating efficiencies internally is something that we’re really excited about to continue to push that forward. The other thing that the WellSky team has focused a lot of energy and we were early adopters into it is around interoperability and using their platform to make certain that we’re leveraging health information exchanges and leveraging the information to drive operating efficiencies for all of those transitions of care and giving deeper insights into the whole patient or the whole person through that process. And so, our team has been working in close partnership with the team at WellSky around continuing to push that forward.
I’d highlight the work that we’re doing with AlayaCare as well, as just being ways that we are working to take industry leaders from a technology platform and helping them understand the needs of our business and then utilizing their platforms to drive that operating effectiveness and operating efficiencies that we know are going to be required for us to continue to look for ways to offset inflationary pressures and continues to be offering the highest quality of care in the settings that we deliver our care in.
Joanna Gajuk: Thank you. And the very last one a follow-up. When it comes to the interest expense increasing, and obviously, your leverage ratio came down very nicely, but still — any plans to pay down any or maybe some of the floating rate debt or at this point the 2.3 times is kind of far enough or if you’re comfortable with that rate and you don’t feel the need to further lower the debt load?
Michael Shapiro: Yeah, Joanna. Look, we feel great about the capital structure, and being at 2.3 times, considering a few years ago with the merger we started this journey at 6.2 times, feeling great about it. Of the $1.1 billion of gross debt, $800 million of it is fixed or we fixed it through hedges. We do have $300 million of float. Three month LIBOR last year was at 50 bps, this year, it’s 450 bps. So 400 basis points of increase on $300 million of floating rate debt. It’s about $1 million a month. Look, we’re obviously managing the capital structure closely, it provides us with considerable flexibility. And frankly, I think as we look forward from a value creation perspective, I don’t know that paying off gross debt is a top priority.
Again, as we said in our prepared remarks, clearly, M&A continues to be what we believe is the top priority. And I think not a testament to less confidence in our M&A opportunities, it really speaks to the testament of the strength of the balance sheet. We’ve just announced that we’re adding a facet where we have optionality around share repurchase as well, which, candidly, I think, is probably more attractive deployment than paying down gross debt.
Joanna Gajuk: Appreciate this. Thank you.
Michael Shapiro: Thanks, Joanna.
