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CommonSpirit Health at Home is revising its five-year growth strategy after a federal enrollment moratorium disrupted plans that relied heavily on launching new locations and hospice growth. CEO Trisha Crissman described a pivot toward expanding in existing markets, identifying patients for home-based care earlier, strengthening value-based care and using technology to support clinical teams.
CommonSpirit Health at Home is reworking its five-year growth strategy after a Centers for Medicare & Medicaid Services (CMS) enrollment moratorium disrupted plans that relied heavily on launching new operations and hospice growth. In an interview with Home Health Care News, President and CEO Trisha Crissman said the organization is shifting toward expanding its presence in markets where it already operates, connecting patients to care earlier and using technology to support growth.
Crissman said the moratorium, enacted on May 13, led the organization to pause some parts of its original plan and reassess opportunities for expansion until the restriction is lifted. The source does not specify the year of the May 13 action or provide details about the moratorium’s scope. Crissman described the prior strategy as predominantly dependent on de novo growth and heavily focused on hospice.
The revised plan has several strands. CommonSpirit Health at Home intends to expand its geographic footprint and gain market share in existing areas, aligning services with the needs of CommonSpirit Health hospitals and its 15 joint ventures with regional hospital systems. Crissman said those joint ventures are predominantly in the Midwest.
The organization also plans to identify patients who may qualify for home health, hospice or palliative care earlier, working with primary care providers, specialty clinics and physician enterprises. Crissman said it aims to improve pathways into care before a patient experiences another acute health crisis. The strategy also includes improving clinical quality and patient outcomes and reducing total cost of care across eight clinically integrated networks and shared populations, according to Crissman.
Growth Without New-Provider Enrollment
The change shifts the growth challenge from opening new operations toward serving more people through existing locations and partnerships. That distinction matters because the enrollment moratorium has constrained at least some of the approaches CommonSpirit Health at Home had planned to use; Crissman said the organization will reconsider those opportunities until the moratorium is lifted.
The plan also ties expansion to earlier identification of care needs, coordination with physicians and performance in value-based care arrangements. If implemented, those steps could affect how patients move from hospitals and clinics into home health, hospice or palliative care. Crissman framed earlier conversations about eligibility and goals of care as part of matching patients with an appropriate service, but the interview does not report measured results from the revised strategy.
Technology is presented as support for both capacity and growth. Crissman said the organization had begun implementing ambient scribing and a referral management platform, which she expects to reduce documentation and administrative work. She also described broader plans to use AI and digital tools for clinician engagement and patient navigation. The practical impact will depend on implementation and outcomes that have not yet been reported.
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From Hospice-Led Expansion to a Pivot
CommonSpirit Health at Home is the home-based care arm of CommonSpirit Health, a Catholic health care organization. Based in Loveland, Ohio, it provides home health, hospice, palliative care and home infusion services to more than 16,000 patients across 15 states, according to the source report.
Crissman became president and CEO in September 2024 after serving as interim president from 2023. She previously held roles including vice president and chief operating officer for CommonSpirit’s home health and hospice division. In the interview, she said the organization’s 2026 priorities also include implementing technology projects and reducing administrative complexity, while laying groundwork for strategies intended to support growth through 2030.
Crissman said she would judge 2026 as successful if the organization continued to grow EBITDA and its bottom line. She described financial performance as a source of resources for reinvestment in growth and the organization’s mission. The interview presents these as management priorities, not as reported financial results.
“A lot of the five-year growth strategy has been halted because it’s been dominantly de novo-driven and heavily hospice-focused.”
— Trisha Crissman, CommonSpirit Health at Home president and CEO, in Home Health Care News
Moratorium Scope and Plan Details
The source does not specify the year in which CMS enacted the moratorium on May 13, its duration, the providers or applications covered, or when it may be lifted. It also does not identify which parts of CommonSpirit Health at Home’s earlier plan have been paused beyond describing the strategy as heavily reliant on de novo growth and hospice.
The interview does not give timelines, spending figures, market-by-market targets or projected patient volumes for the revised plan. It also offers no measured results for the ambient scribing or referral management tools, which Crissman said were being implemented, and no outcomes data for the broader AI and digital initiatives. The organization’s specific progress toward its market-share, clinical-quality and cost goals remains unreported.
Implementation Through 2030
Crissman said CommonSpirit Health at Home is continuing work on its 2026 technology initiatives and preparing strategies intended to support growth through 2030. The organization’s next steps, as outlined in the interview, include expanding within current markets, coordinating earlier referrals with physician groups and pursuing technology-enabled clinical and administrative capacity.
Whether the company resumes the paused expansion components will depend in part on the status of the CMS moratorium, which the source does not say when or under what conditions may be lifted. Future details on rollout schedules, investment, market targets and results would clarify how much growth the revised approach is expected to deliver.
Key Questions
What changed in CommonSpirit Health at Home’s five-year strategy?
De novo and hospice-focused growth has been disrupted by the CMS enrollment moratorium. The revised emphasis is on expanding in existing markets, reaching eligible patients earlier and improving performance in value-based care.
What does the organization plan to do while the moratorium is in place?
CEO Trisha Crissman said the organization will seek to serve more patients in markets where it already operates, including through its hospital relationships and joint ventures. She said some original growth components are on hold pending a change in the moratorium’s status.
How will CommonSpirit Health at Home try to identify patients earlier?
The plan calls for working with primary care providers, specialty clinics and physician enterprises to identify potential eligibility for home health, hospice or palliative care earlier and improve pathways into those services.
What technology projects did Crissman describe?
Crissman said implementation had begun for ambient scribing and a referral management platform. She also described plans to use AI and digital tools to support clinicians, expand capacity and improve patient navigation; the interview did not provide results or a full rollout schedule.
When will the revised plan produce measurable results?
The interview does not provide a timetable or quantified growth targets. Crissman said the organization is laying groundwork for growth through 2030 and identified continued growth in EBITDA and the bottom line as measures of 2026 success.
Source: rss
