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CommonSpirit Health at Home CEO Trisha Crissman says the company has reshaped its five-year growth plan after a federal moratorium on home health provider enrollments disrupted a strategy that relied heavily on new locations and hospice. The revised approach emphasizes growth in existing markets, earlier identification of patients who may benefit from home-based care, value-based care and technology. The company has not announced specific expansion targets or a timeline for lifting the moratorium.
CommonSpirit Health at Home has changed its five-year growth strategy after a Centers for Medicare & Medicaid Services enrollment moratorium disrupted plans that relied largely on opening new operations, CEO Trisha Crissman told Home Health Care News. The revised plan focuses on expanding in existing markets, increasing patient access to home-based services earlier in care, and strengthening performance in value-based care.
Crissman said the moratorium led the company to put some parts of its original plan on hold and reconsider how it could grow until the restriction is lifted. The earlier strategy was described as largely de novo-driven—built around establishing new operations—and heavily focused on hospice. The interview does not identify which specific planned openings were paused or give a date for the moratorium’s end.
The first priority in the revised plan is to extend the company’s geographic footprint and gain market share in places where it already operates. Crissman said that work is intended to align with CommonSpirit Health’s coverage and support its hospital partners, as well as the company’s 15 joint ventures with regional hospital systems, most of them in the Midwest.
A second priority is to identify eligible patients earlier and create clearer pathways into home health, hospice and palliative care. Crissman said this would involve closer alignment with physician enterprises, specialty clinics and primary care providers. The company also aims to improve results in value-based care across eight clinically integrated networks and shared populations with CommonSpirit Health. She said technology, including AI and digital tools, will support clinician engagement, capacity and patient navigation.
Growth Without New Enrollment
The change shows how a federal enrollment restriction can affect a provider’s options for expansion. With new operations central to the original strategy, CommonSpirit Health at Home is turning toward growth within markets it already serves while the moratorium remains in place. That makes market share, partnerships and the use of existing capacity more central to its near-term plans.
The proposed earlier-care approach could also affect when patients and clinicians discuss home-based services. Crissman said earlier identification may help connect people with an appropriate level of care before another acute exacerbation. She singled out hospice eligibility and advance goals-of-care conversations as areas where earlier engagement could matter. These are aims described by the CEO; the interview does not report measured patient outcomes from the revised plan.
For clinicians, the strategy pairs growth with efforts to reduce administrative work. Crissman said technology is intended to ease documentation and referral management so care teams can devote more capacity to patients and caregivers. Whether those tools produce the expected efficiencies or financial returns remains to be seen.
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Moratorium Reshapes Expansion Plans
CommonSpirit Health at Home is the home-based care arm of CommonSpirit Health, a Catholic healthcare 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 report. Its hospital relationships include joint ventures with regional systems.
The CMS moratorium was enacted on May 13, according to Home Health Care News. The source material does not specify the year or provide the policy’s full scope, so this article cannot establish which applications or locations are affected. Crissman said the restriction prompted the company to revisit a plan that had depended heavily on new operations.
Alongside its longer-term growth work, the company is implementing ambient scribing technology and a referral management platform. Crissman said those projects began in the summer and are intended to reduce documentation and admissions-related administrative burdens. She described growing EBITDA and the bottom line as priorities for 2026, saying financial gains would provide resources for reinvestment and the organization’s mission.
“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, speaking to Home Health Care News
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Targets and Timelines Not Disclosed
The interview does not provide specific growth targets, planned market additions, projected patient numbers or a detailed schedule for the five-year strategy. It also does not say when the CMS moratorium will be lifted, which exact expansion projects have been paused, or how the restriction applies to the company’s individual markets.
Crissman described hoped-for gains in financial performance, clinical quality, patient outcomes and total cost of care, but the supplied report includes no outcome data or quantified projections for those goals. Details on the planned AI and digital tools, their deployment schedule and how the company will measure their effects are also not provided.
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Implementation and Policy Watch
CommonSpirit Health at Home plans to continue work on its 2026 technology and administrative initiatives, including ambient scribing and referral management, while preparing the longer-term growth strategies Crissman said could support plans through 2030. The company’s next steps include pursuing greater reach in existing markets, coordinating with physician groups to identify patients earlier, and applying technology to clinical and administrative workflows.
Further details will depend in part on the status of the CMS enrollment moratorium and on decisions the company has not yet publicly specified. The source report does not give a date for a new strategy update or identify the next formal milestone. Readers should look for future announcements on market plans, implementation timelines and evidence of measurable results.
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Key Questions
Why did CommonSpirit Health at Home change its five-year strategy?
CEO Trisha Crissman said a CMS enrollment moratorium enacted May 13 disrupted the company’s original approach, which relied heavily on opening new operations and focused substantially on hospice.
What are the main parts of the revised growth plan?
The plan emphasizes expansion and market-share gains in existing service areas, earlier identification of patients who may qualify for home-based care, and improved performance in value-based care. The company also expects technology to support clinicians and patient navigation.
Which services does CommonSpirit Health at Home provide?
The company provides home health, hospice, palliative care and home infusion. The report says it serves more than 16,000 patients across 15 states.
Has the company announced expansion targets or a timeline?
No specific market targets, patient-growth projections or implementation schedule appear in the supplied interview. The moratorium’s end date is also not stated.
What technology projects is the company working on?
Crissman said the company began implementing ambient scribing technology and a referral management platform during the summer. She described them as efforts to reduce documentation and admissions-related administrative work; the report does not provide measured results.
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