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Compassus is pursuing growth through acquisitions, joint ventures and de novo expansion, while placing particular emphasis on joint ventures that embed its teams within health systems. The company says the model helps coordinate discharge to home health, hospice or palliative care; new location growth is constrained by temporary federal enrollment moratoria scheduled to run through Nov. 13, 2026.
Compassus is pursuing acquisitions, joint ventures and de novo expansion as it builds a home-based care strategy around partnerships that embed its staff within health systems. Senior Vice President and Chief Growth Officer Chris Core told Hospice News that working alongside hospital case management teams can help identify patients who need post-acute care and coordinate discharge to home health, hospice or palliative services.
In Compassus’ value-based enterprise model, its teams work directly with a health system’s case management staff. The arrangement is intended to identify potential post-acute needs earlier and connect patients with community-based care after a hospital stay. Core said the goal is to direct each patient to the provider best positioned to meet their needs, rather than treating home health, hospice and palliative care as interchangeable services.
Core described the coordination between discharge and follow-up as a key part of the joint venture approach. “Efficiency from hospital discharge to [the] right post-acute follow-up, whether that’s hospice or home health or palliative, is really, really critical,” he told Hospice News. He said Compassus had found that a joint venture could deliver “outsized value” for health system partners and local communities. Those statements reflect the company’s rationale for the model; the report did not provide outcome data comparing it with other arrangements.
Compassus is also using provider education and referral support as part of the strategy. Core said clinicians face pressure to see more patients with fewer resources, and that Compassus works to explain the role of home health and hospice and make referrals easier. The company says reducing referral friction can help patients start appropriate care promptly. The report did not specify how many health system partnerships Compassus has, or quantify their effect on referrals, readmissions or patient outcomes.
The Brentwood, Tennessee-based company provides home health, home infusion, palliative and hospice services, among other in-home offerings. The report says Compassus is backed by TowerBrook Capital Partners, employs more than 10,000 people and operates in 33 states. Core said its growth pipeline includes acquisitions, joint ventures and new locations, and that the company expects to use all three paths.
Partnerships Shape Post-Acute Care
Hospital discharge decisions can determine whether patients receive follow-up care in the community and which provider delivers it. Embedding Compassus staff alongside case managers gives the company a role earlier in that process, while health systems gain a partner focused on services outside the hospital. If the approach works as intended, it could make referrals and handoffs between settings easier for patients and care teams.
The approach also has business implications. Joint ventures offer Compassus a way to grow alongside health systems and build local reach, while acquisitions can add scale. For patients and referring clinicians, the practical questions are whether coordination improves access and whether care begins promptly. The source report provides Compassus’ description of the strategy but no figures showing those results.
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Growth Amid Enrollment Limits
Compassus’ stated growth plan comes as federal restrictions limit some routes for opening or acquiring Medicare-participating operations. The Centers for Medicare & Medicaid Services’ six-month moratoria took effect May 13, 2026, and are scheduled to remain in place through November 13, unless CMS extends them. They cover new home health and hospice Medicare enrollments, new home health branches and hospice practice locations, and certain ownership changes requiring initial enrollment.
Core said the moratoria constrain de novo growth, but Compassus supports them as part of efforts to strengthen program integrity. “Every provider committed to acting ethically, responsibly and in the best interest of patients should support any kind of temporary measure that’s going to help get us to that place where there’s a cleaner operating space,” he told Hospice News. His endorsement is the company executive’s stated position; the source does not assess the moratoria’s wider effects on providers or access to care.
Core said Compassus is selective about prospective partners, weighing clinical quality, alignment on growth strategy and opportunities in particular geographies. The home health and hospice sectors remain fragmented, according to the report, and Core said some providers could benefit from the scale and resources available through partnership. No specific prospective deals or locations were identified.
““Efficiency from hospital discharge to [the] right post-acute follow-up, whether that’s hospice or home health or palliative, is really, really critical.””
— Chris Core, Compassus senior vice president and chief growth officer, speaking to Hospice News
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Partnership Results Still Unquantified
The report does not disclose the number of Compassus health system joint ventures, the size of its active deal pipeline, or targets for acquisitions and new locations. It also does not provide data showing whether embedded teams have changed referral times, hospital readmissions, access to services, costs or patient outcomes. Core’s account describes the company’s model and goals, not independently verified results.
It is also unclear whether CMS will extend the moratoria beyond November 13, 2026, and how any extension would affect Compassus’ expansion plans. The source names no specific deals, new markets or planned launch dates.
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Watch for Deals and CMS Action
Compassus says it will continue evaluating acquisitions, joint ventures and de novo opportunities, with partner selection guided by clinical quality, strategic alignment and geography. The company has not announced a transaction or a specific next expansion step in the report.
The scheduled end of the CMS moratoria on November 13, 2026, is a near-term policy date to watch, although CMS could extend the restrictions. Further announcements from Compassus or CMS may clarify which growth routes are available and whether the company’s embedded partnership model is expanding into additional markets.
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Key Questions
What is Compassus changing or emphasizing?
Compassus is emphasizing joint ventures in which its teams work alongside health system case managers, while continuing to pursue acquisitions and de novo expansion.
How are Compassus teams embedded in health systems?
According to Chief Growth Officer Chris Core, Compassus teams work directly with health system case management staff to identify patients who may need post-acute services and coordinate discharge to community-based care.
What growth options is Compassus pursuing?
Core said the company is evaluating new locations, acquisitions and joint ventures. He did not name specific deals or markets in the report.
How do CMS moratoria affect expansion?
The temporary restrictions cover new home health and hospice Medicare enrollments, new branches or practice locations, and certain ownership changes requiring initial enrollment. They took effect May 13, 2026, and are scheduled to run through November 13 unless extended.
Has Compassus shown measurable results from the partnership model?
The report includes Core’s description of the approach but no data measuring its effects on referrals, care access, readmissions, costs or patient outcomes.
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