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CommonSpirit Health at Home CEO Trisha Crissman says the provider has revised its five-year growth strategy after a federal enrollment moratorium disrupted plans that relied heavily on opening new locations, particularly for hospice. The revised priorities include expansion in existing markets, earlier identification of patients who may benefit from home-based care, stronger value-based care efforts and wider use of technology.
CommonSpirit Health at Home has revised its five-year growth strategy after a Centers for Medicare & Medicaid Services enrollment moratorium disrupted plans built largely around opening new locations, CEO Trisha Crissman said in an interview with Home Health Care News. The provider now plans to expand its reach in existing markets, identify patients who may need home-based services earlier and pursue improvements in care quality and costs.
Crissman said the moratorium led the organization to put some parts of its original plan on hold and reconsider how it can grow until the restriction is lifted. She described the prior approach as predominantly dependent on de novo expansion—starting services in new locations—and heavily focused on hospice. The interview does not specify which planned projects have been paused or how much growth they were expected to deliver.
The revised plan has several strands. CommonSpirit Health at Home aims to expand its geographic footprint and increase market share in places where it already operates, in coordination with CommonSpirit Health and its hospital partners. Crissman also pointed to the provider’s 15 joint ventures with regional hospital systems, mostly in the Midwest, as part of its service network.
Another priority is to connect patients to appropriate services earlier. Crissman said the organization wants to work with physician groups, primary care providers and specialty clinics to identify eligibility and create pathways into home health, hospice and palliative care. The plan also includes greater emphasis on value-based care across eight clinically integrated networks and shared patient populations, with aims that include better clinical quality, patient outcomes and lower total costs of care.
Growth Beyond New Locations
The strategy marks a shift in how a large home-based care provider says it will pursue growth while the enrollment moratorium constrains its previous approach. Rather than relying primarily on launching operations in new areas, CommonSpirit Health at Home is emphasizing greater reach within existing markets and closer coordination with hospitals and physician organizations. That could matter to patients and care partners if the approach expands access to home health, hospice or palliative care, though the interview does not report specific access targets or expected results.
The focus on earlier identification could also affect when patients and families learn about available services. Crissman said earlier conversations may help clinicians recognize when someone could be eligible for hospice and discuss their goals of care. This is the company’s stated aim; the interview offers no outcome data showing whether the new pathways have changed referrals, patient experience or costs.
Technology and financial performance are linked to the plan, too. Crissman said the organization is working to reduce administrative complexity and grow earnings before interest, taxes, depreciation and amortization (EBITDA), which she said would provide resources for reinvestment. She described ambient scribing and a referral-management platform as current initiatives intended to reduce documentation and admissions-related administrative work.
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Moratorium Reshapes Expansion Plans
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. The interview says it serves more than 16,000 patients across 15 states.
According to the source report, CMS enacted the enrollment moratorium on May 13. The report does not state the year in that passage. Crissman said the restriction altered a growth strategy that had leaned on new operations and hospice. She has led the organization as president and CEO since September 2024, after serving as interim president from 2023, according to the report.
Crissman also identified 2026 operational priorities: implementing ambient scribing technology, rolling out a referral-management platform and simplifying administrative processes. She said these efforts require substantial work by staff and are intended to create more capacity for patient care. The interview presents these as initiatives in progress, not as completed deployments or proven 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 an interview with Home Health Care News
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Targets and Timetable Still Pending
The interview does not give a detailed implementation calendar, quantified growth targets, or a financial forecast for the five-year plan. It also does not identify which de novo projects have been paused, which markets are priorities, or how much market share the organization expects to gain.
The source says the CMS moratorium began May 13, but does not specify the year, its precise scope or when it might be lifted. Crissman said some growth efforts were put on hold until the restriction is lifted; the interview does not establish whether all expansion through new locations is affected or describe any exceptions. The expected effects of the care pathways, technology investments and value-based initiatives also remain unreported.
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Execution Through 2030
CommonSpirit Health at Home is expected to continue planning and implementing the revised strategy, while pursuing the technology and administrative initiatives Crissman said are priorities for 2026. The stated direction is to grow in current markets, coordinate more closely with physician and hospital partners, and use digital tools—including AI—to support clinician engagement, patient navigation and clinical capacity.
The next clear markers will be whether the organization publishes measurable targets, identifies specific markets or reports results from its referral-management and ambient-scribing implementations. The timing of any return to growth through new locations will depend in part on the status of the CMS moratorium, which the interview does not resolve.
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Key Questions
What changed in CommonSpirit Health at Home’s growth strategy?
CEO Trisha Crissman said the company has shifted away from relying mainly on new locations, particularly hospice expansion. The revised plan emphasizes growth in existing markets, earlier identification of patients who may need home-based services and value-based care efforts.
Why did the provider revise its plans?
Crissman cited a CMS enrollment moratorium that began May 13. She said it disrupted the organization’s de novo-driven approach and led it to put some parts of its plan on hold while it reassessed opportunities.
Which services does CommonSpirit Health at Home provide?
The source report says the organization provides home health, hospice, palliative care and home infusion services. It serves more than 16,000 patients across 15 states.
How will the provider try to reach patients earlier?
Crissman said the organization plans to work with physician enterprises, specialty clinics and primary care providers to identify eligibility earlier and create pathways into home health, hospice and palliative care. The interview does not provide outcome data or a timetable for these efforts.
When will the five-year plan produce results?
The interview does not give a schedule or numerical targets for the strategy. Crissman said the company is laying groundwork for growth through 2030, while the timing of expansion through new locations remains unclear in light of the moratorium.
Source: rss
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