Parth Mehrotra : One is a law of large number, it’s a bigger number, so slightly wider range. Implemented providers, we have pretty good visibility given the 5- to 6-month lag. And so the range reflects that kind of visibility unless there’s some quarter-over-quarter movements. In the implemented — in the attributed lives, a lot of these products are PPO, so some of the attribution flows in even into Q1 — late Q1, early Q2. So that’s the range where we have a little bit less visibility other than the capitated book. And so we just account for that in the guidance. Of course, we’ve entered some new states. So obviously, as we are adding providers and that attribution close in, it’s just a bigger footprint. So we’re giving ourselves a little bit of latitude from a broader range perspective.
Operator: Our next question comes from Sandy Draper of Guggenheim.
Sandy Draper : So my question sort of echoes lot of the earlier questions. I’d be curious, Shawn, in part and this is maybe a misperception on my part. It seems like more of the announcements recently we’ve been seeing going towards Privia Care Partners with then focus to switch those over to potentially full stack over time. I just didn’t know if there’s a focus from you guys where you’re saying, hey, we can move faster and obviously, you’re hitting — getting into new states, I think, quicker than what you outlined at the IPO. Maybe you’re looking at and saying, hey, this new strategy, we can move faster, we can get into more new states than we believe in the long term? Or is the market saying end up meeting the doctor saying, we would rather sort of dip our toe in the water, partner with you guys, and then we’ll see about joining in full stack later.
I’m just trying to see thinking about the — where the push is coming from my perception is, the more of the focus or more of the new signings are going light versus full?
Parth Mehrotra : Yes. It’s Parth. I’ll start. Shawn can add. So if you look at since the IPO, we’ve — as we showed on Slide 9, we’ve added six new states, and they’ve been consistent with our strategy to target medical groups, health systems or Privia Care Partners, whether it’s clinically-integrated networks or ACOs. So we are focused on all three. There’s no particular focus on one or the other. And as we outlined on Slide 11, our strategy once we enter is very, very consistent. We launched the full medical group, the full stack to both fee-for-service, value-based care. I think the underlying operative strategy for us is to get very large scale as quickly as we can. We think our scale is underappreciated. So if an opportunity arises in Connecticut, where CMG is the largest clinically-integrated network with 1,100 providers across 450 locations, you can just compare their size to any other business model out there just in one state.
And our model’s flexibility allows us to partner with an entity like that and enter the state with an alignment with a large number of providers day 1, and then launch the full stack behind it and offer our full platform. So I think the flexibility in the model allows us to pursue all, including health systems and including IPAs or CIMs and that’s how health care is organized in different parts of the country. And so I think the flexibility in our model allows us to pursue all. But there is no one particular focus on any one particular element.