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CommonSpirit Health at Home has revised its five-year growth strategy after a CMS enrollment moratorium disrupted a plan that relied heavily on launching new operations, particularly hospice services. CEO Trisha Crissman says the organization will focus on expanding in existing markets, connecting patients to home-based care earlier and using technology to support clinicians and value-based care.
CommonSpirit Health at Home has revised its five-year growth strategy after a Centers for Medicare & Medicaid Services enrollment moratorium disrupted plans that relied heavily on opening new operations, CEO Trisha Crissman said in an interview with Home Health Care News. The organization now plans to emphasize growth in markets where it already operates, earlier identification of patients who may benefit from home-based services and technology to support care delivery.
Crissman said the moratorium, which CMS enacted on May 13, forced the organization to reassess a strategy that had been largely de novo-driven and focused substantially on hospice. Some parts of that plan have been put on hold while the restriction remains in place. The report does not specify the moratorium’s duration or which planned launches were affected.
The revised plan includes expanding the organization’s geographic reach and market share in places where it already has a presence, in coordination with CommonSpirit Health and its hospital partners. Crissman also described work with the organization’s 15 joint ventures with regional hospital systems, most of them in the Midwest. Another priority is helping clinicians identify eligibility for home health, hospice and palliative care earlier, including through primary care and specialty clinics.
Crissman said the strategy also aims to improve performance in value-based care across eight clinically integrated networks and shared patient populations. Technology is intended to support all three areas, including through AI and digital tools for clinician engagement, patient navigation and administrative work. The organization has begun implementing ambient scribing and a referral-management platform, which Crissman said are intended to reduce documentation and admissions-related administrative burdens.
Growth Shifts Toward Existing Markets
The change shows how an enrollment restriction can alter expansion plans for a provider whose strategy depends on opening new operations. Rather than relying as heavily on new locations, CommonSpirit Health at Home says it will seek to serve more people through its current footprint and hospital relationships. That approach may matter to patients and referral partners in the communities it already serves, though the company has not provided market-by-market targets or projected patient increases.
The plan also places more emphasis on identifying care needs before a patient experiences another acute health episode. Earlier conversations about home health, palliative care or hospice could give patients and families more opportunity to understand available services and discuss care preferences. Those are stated goals of the strategy, not reported results: Crissman did not provide outcome data showing that the revised approach has already changed access, quality or costs.
Technology and administrative changes are linked to the organization’s ability to carry out the plan. Crissman said reducing administrative complexity and increasing capacity could help clinicians spend more time with patients and caregivers. She also identified growth in earnings before interest, taxes, depreciation and amortization, or EBITDA, as a measure of success for 2026, saying financial performance would provide resources for reinvestment.
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From New Sites to Broader Access
CommonSpirit Health at Home is the home-based care arm of the Catholic health organization CommonSpirit Health. 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 Home Health Care News report.
Crissman has been president and CEO since September 2024, after serving as interim president beginning in 2023. Before that, she held roles including vice president and chief operating officer for CommonSpirit’s home health and hospice division. In describing priorities for 2026, she said the organization was implementing ambient scribing technology and a referral-management platform, while also planning initiatives intended to support growth through 2030.
The CMS moratorium is the immediate constraint described in the report. Crissman said it prompted the strategy reset, but the source material does not give further details about its scope, exceptions or the process for lifting it. The revised approach includes continued growth within markets the organization can serve while new-entry plans are paused or reconsidered.
“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
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Moratorium’s Duration Remains Unknown
The report does not establish when the CMS moratorium will end, what specific enrollment activity it covers or whether any exceptions apply. It also does not identify the planned projects placed on hold, the markets targeted for expansion, or how the company will measure gains in market share and earlier access.
Crissman outlined strategic aims but did not provide budgets, staffing plans, implementation dates beyond the technology work already underway, or numerical targets for patient growth, quality, cost or EBITDA. It is not yet clear when the revised strategy will produce measurable results, or how much growth can come from existing markets while new-operation plans remain constrained.
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Technology Rollout and Strategy Execution
CommonSpirit Health at Home is continuing work on ambient scribing and referral-management technology, which Crissman said began in 2026. The company’s next stated tasks include preparing the operational plans behind its revised growth pathways and working with physician enterprises, hospital partners and joint ventures to identify patients who may qualify for services earlier.
Further details to watch for include any change in the CMS moratorium, specific market or service expansion plans, and evidence of results from the technology and care-navigation initiatives. Crissman said the organization will judge 2026 partly by whether it grows EBITDA and its bottom line, but the report gives no target figures or dates for a fuller strategy update.
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Key Questions
What changed in CommonSpirit Health at Home’s five-year plan?
The organization is shifting away from a strategy heavily dependent on opening new operations, particularly hospice, toward expanding in existing markets, identifying eligible patients earlier and improving value-based care. CEO Trisha Crissman said the change followed a CMS enrollment moratorium.
What is the CMS moratorium, and when did it begin?
The source report says CMS enacted an enrollment moratorium on home health providers on May 13. It does not provide the year in the quoted passage, the restriction’s detailed scope or an end date.
Which services does CommonSpirit Health at Home provide?
The organization provides home health, hospice, palliative care and home infusion. The report says it serves more than 16,000 patients across 15 states.
How will technology support the revised strategy?
Crissman said the organization is implementing ambient scribing and a referral-management platform, and plans to use AI and digital tools to support clinician engagement, patient navigation and administrative efficiency. The report does not include measured results from these initiatives.
When will the strategy produce results?
No timeline for measurable growth or patient outcomes is provided. Crissman said the plan is intended to support growth through 2030 and identified 2026 financial performance as one measure of progress.
Source: rss
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