Tim Spilker : Yes, absolutely. Thanks, Kevin, for the question. So certainly, a number of factors in play as we look ahead, certainly, the change in membership that we’ll see as redeterminations resume. And then also acuity utilization, all of the factors really as things return to normal. So at this point, from where we look, we’ve got visibility at around 75% of our revenue for the year. And states, as they set that revenue, have taken all of those factors into account when setting their rates, and that revenue is in line with our expectations and consistent with the outlook that we shared in November. So we’re appreciative of the balanced rational view that our states have taken as they’ve looked ahead, knowing that we’ve got many factors coming forward.
Maybe one last thing, just as we look ahead, the redetermination process will be extended. We know it will take 10 to 12 months depending on the state. And that will give us opportunities to provide data, feedback and insights to our customers, work with them to adjust as things develop. So really no changes from what we communicated in November and with a little bit more certainty now in terms of our revenue.
Andrew Witty: Right. Thank you, Tim. I appreciate that, Kevin. Thanks for the question. Operator, we just have time for one last question, if we could go ahead, please?
Operator: Our next question comes from the line of George Hill with Deutsche Bank.
George Hill : I wanted to come back to the specialty drug and pharmacy initiatives. And I guess, can you talk about what percent of these drugs are going through the mail channel versus the retail channel now? Kind of how do you expect the share to shift away from retail to mail? And then I’d tack on kind of how should we think about what the earnings power of the shifts can look like as you capture more of the specialty drugs in owned channels versus third-party channels?
Andrew Witty : George, thanks so much for the question. Let me hand it straight to Heather, please.
Heather Cianfrocco : Sure, great question. As we continue to see the pipeline in specialty drugs, I hope you can feel the urgency around us driving. And you can see it in our growth, but also in our patient care and our clinical program. So our Optum Frontier Therapy, I think, is actually a good model. I know it serves only sort of rare disease and orphan drug, but we talked about the investor conference. It’s got a comprehensive clinical model wrapping around it that supports not just the patients, the caregivers, the prescriber, the family, but also helps pharma to deliver the best service in those drugs. That is the model we’re using to inform how we serve clients and how we serve patients in our specialty business as well.
So think about that holistic support, patient advocacy, patient support, caregiver support, prescriber support, all while investing in automation. So even in our pharmacy — in our specialty pharmacy today, our automation is up. We’re actually seeing over 30% higher self-service in the specialty pharmacy. That’s not just mail and maintenance, that’s specialty. So we’re investing in the automation. For those that have simple transactions and want to interact with us with these, but those that need more comprehensive care with complex conditions that need the value of our 24/7 pharmacist support, our team is there to help them. So we will always continue to work with our retail partners. We are — we’ve got a very strong network of that. But we want to be able to serve our consumers and our clients with best-in-class specialty service.
