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CommonSpirit Health at Home CEO Trisha Crissman says the organization 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 expanding in existing markets, identifying patients for home-based services earlier, improving value-based care and using technology to support clinicians; timelines and specific targets were not disclosed.
CommonSpirit Health at Home has revised its five-year growth strategy after a Centers for Medicare & Medicaid Services enrollment moratorium disrupted plans that depended largely on opening new operations, CEO Trisha Crissman said in an October 2026 interview with Home Health Care News. The organization now plans to expand its reach in markets where it already operates, increase access to home-based care earlier in patients’ care journeys and strengthen its work in value-based care.
Crissman said the company had previously relied heavily on de novo growth—launching services in new locations—and had focused much of that expansion on hospice. The moratorium, enacted by CMS on May 13, prompted the organization to put some parts of the plan on hold and reassess how it can grow while the restriction remains in place. The report does not specify the year of the May 13 action.
The revised plan has several parts. CommonSpirit Health at Home intends to extend its geographical reach and gain market share in areas where it already serves patients, aligning services with the needs of its parent organization’s hospitals and its regional hospital partners. It also operates 15 joint ventures with regional health systems, mainly in the Midwest, according to the report.
Another priority is identifying people who may qualify for home health, hospice or palliative care earlier, working with physicians, primary care providers and specialty clinics. Crissman said this could help patients enter an appropriate care pathway before another acute health episode. The strategy also calls for improving clinical quality, patient outcomes and total cost of care across eight clinically integrated networks and shared populations with CommonSpirit Health. The company plans to use AI and digital tools to support clinician engagement, capacity and patient navigation.
Growth Without New Market Entries
The shift shows how a federal enrollment restriction can affect a provider’s expansion plans even as it continues to serve existing communities. Rather than depending principally on opening new operations, CommonSpirit Health at Home says it will pursue growth through greater reach in current markets, closer coordination with hospitals and earlier connections to home-based services. That approach may let the organization serve more people through its existing footprint, although the company has not provided projected patient numbers or financial outcomes.
The emphasis on earlier identification also matters to patients and clinicians. If providers recognize eligibility for home health, palliative care or hospice sooner, they may be able to discuss available services and care preferences before a crisis. Crissman described earlier conversations about goals of care as particularly relevant for people who may be eligible for hospice. The interview presents this as a strategy, not evidence that outcomes have already changed.
Technology and administrative efficiency are tied to the growth effort as well. Crissman said the organization began implementing ambient scribing technology and a referral-management platform during the summer preceding the interview. She expects these projects to reduce documentation or administrative burdens and create capacity, but the report provides no measured results, implementation costs or confirmed return on investment.
A Moratorium Changes the Expansion Route
CommonSpirit Health at Home is the home-based care arm of CommonSpirit, 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 Home Health Care News.
Crissman has been president and CEO since September 2024, after serving as interim president from 2023. She previously held vice president and chief operating officer roles in CommonSpirit’s home health and hospice division. In the interview, she described the moratorium as a constraint on a strategy that had been “dominantly de novo-driven and heavily hospice-focused,” while saying the organization had identified other ways to reach patients.
She also framed 2026 as a period for putting foundational work in place for growth through 2030. Alongside the strategic shift, the company is working to streamline centralized functions and reduce administrative complexity. Crissman said growth in EBITDA and the bottom line would help fund reinvestment, but she did not give financial targets or results in the material provided.
“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
Targets and Moratorium Timing Remain Unclear
The interview does not state when CMS will lift the moratorium, which specific locations or enrollment activities it covers, or how long CommonSpirit Health at Home expects the restriction to affect expansion. It also does not detail which components of the original strategy have been paused or identify planned locations for geographic expansion.
No numerical growth targets, investment amounts, financial forecasts or patient-outcome measures were provided. The report describes AI, digital tools and care pathways as planned or developing initiatives; it does not establish that those efforts have produced measurable improvements in access, quality, costs or clinician workload. The year attached to the moratorium’s May 13 enactment is also not specified in the supplied report.
Implementation and Policy Developments
CommonSpirit Health at Home’s near-term work, as described by Crissman, includes implementing ambient scribing and referral-management systems, reducing administrative complexity and developing the growth initiatives intended to support the organization through 2030. The organization is also expected to pursue coordination with CommonSpirit hospitals, physician enterprises, regional joint-venture partners and clinically integrated networks as it carries out the revised plan.
Further details will depend in part on the status of the CMS moratorium and on the organization’s progress in its current markets. The interview did not provide dates for future milestones. Relevant indicators to watch include any announcement of new service areas, updates on technology deployment, reported financial performance and evidence of changes in patient access or care outcomes.
Key Questions
What changed in CommonSpirit Health at Home’s five-year strategy?
The organization is placing less reliance on opening new operations, particularly hospice-focused de novo growth, and is emphasizing expansion in markets where it already operates, earlier patient identification and value-based care.
Why did the organization revise its plan?
CEO Trisha Crissman said a CMS enrollment moratorium enacted on May 13 disrupted the company’s largely de novo-driven approach. The source does not identify the year of that May 13 action or when the moratorium may end.
Which services does CommonSpirit Health at Home provide?
The organization provides home health, hospice, palliative care and home infusion services. Home Health Care News reported that it serves more than 16,000 patients across 15 states.
What technology is part of the plan?
Crissman said the organization began implementing ambient scribing and a referral-management platform during the summer preceding the interview. The broader strategy also includes using AI and digital capabilities to support clinicians and patient navigation. The report gives no measured results from these efforts.
Has CommonSpirit Health at Home set measurable growth targets?
Not in the interview material provided. Crissman discussed priorities and financial goals in general terms, but no specific targets, investment figures or deadlines were reported.
Source: rss
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