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CommonSpirit Health at Home CEO Trisha Crissman says a CMS enrollment moratorium has forced the organization to revise a five-year plan that relied heavily on launching new operations, particularly hospice services. 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 source does not specify expansion targets or a timeline for the moratorium to lift.
CommonSpirit Health at Home is revising its five-year growth strategy after a Centers for Medicare & Medicaid Services enrollment moratorium disrupted plans that relied heavily on launching new operations, CEO Trisha Crissman told Home Health Care News. The organization now plans to seek growth in markets where it already operates, identify patients who could benefit from home-based services earlier, and use technology to support care delivery.
Crissman said the original plan was largely driven by de novo expansion—opening new operations—and focused heavily on hospice. With the moratorium in place, the company has paused some parts of that plan and reassessed how it can expand. She described the revised approach as a way to serve more patients in existing markets while the restriction remains.
The strategy includes expanding the organization’s geographic reach and market share in line with the needs of CommonSpirit Health hospitals and its regional partners. CommonSpirit Health at Home also works with 15 joint ventures with regional hospital systems, predominantly in the Midwest, Crissman said. The source does not provide specific market targets or projected patient totals.
Another element is to connect patients with home health, hospice and palliative care earlier in their care. Crissman said the organization wants to work with primary care and specialty clinics to help clinicians identify eligibility and discuss care options before another acute health episode. She singled out earlier goals-of-care conversations as one area where patients who may be eligible for hospice could be identified sooner.
Growth Beyond New Agency Openings
The change matters because it redirects how a large home-based care provider plans to expand while the federal enrollment restriction limits a route it had relied on. Instead of treating growth chiefly as opening operations in new locations, the strategy puts more weight on market share and reach within current service areas, including areas connected to CommonSpirit hospitals and joint-venture partners.
The proposed shift also ties expansion to how patients enter care. Earlier identification and referrals could make home health, palliative care or hospice an option sooner for people who meet eligibility requirements. Crissman presented this as a goal of aligning the level of care with patients’ needs and wishes; the report does not provide outcome data showing that the new approach has already changed access or results.
For clinicians, the plan links growth with administrative and documentation changes. The organization is implementing ambient scribing and referral-management technology, which Crissman said may reduce documentation and admissions-related administrative work. She said the intended benefit is more clinician capacity for patients, but the source provides no measured time savings or return on investment to date.
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The Moratorium and Existing Network
The enrollment moratorium took effect on May 13, according to the report. The supplied material does not give the year or further details about which provider enrollments, locations or applications are covered. Crissman said the restriction prompted the organization to hold some components of a plan built largely around de novo growth and hospice and look for other ways to expand.
Based in Loveland, Ohio, CommonSpirit Health at Home is the home-based care arm of CommonSpirit, a Catholic health organization. It provides home health, hospice, palliative care and home infusion to more than 16,000 patients across 15 states, according to the source. Crissman has led the organization as president and CEO since September 2024, after serving as interim president from 2023.
The five-year plan also includes work on value-based care across eight clinically integrated networks and shared patient populations with CommonSpirit Health. Crissman said the aim is to improve clinical quality and patient outcomes while reducing total cost of care. Those are strategic goals, not reported results from the interview.
“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, as quoted by Home Health Care News
Expansion Targets Remain Unspecified
The report does not say when the CMS moratorium will end, which specific planned openings have been paused, or whether the organization expects to restart those plans once enrollment restrictions change. It also does not give a detailed five-year schedule, geographic expansion targets, market-share goals or projected investment amounts.
The organization’s stated aims—including earlier care access, stronger value-based performance, lower administrative burden and improved capacity—are plans rather than confirmed outcomes. The source includes no quantified results from the ambient scribing or referral-management tools, which had begun implementation, or from the broader strategy.
The excerpt also does not spell out the exact scope of the moratorium or its application to CommonSpirit Health at Home’s individual markets and services. Further policy details and the company’s operating plans would be needed to assess how much expansion is affected.
Implementation Through 2030
For the remainder of 2026, Crissman said the organization is focused on implementing ambient scribing and referral-management technology, reducing administrative complexity, and increasing capacity through centralized functions. She said the financial goal is continued EBITDA and bottom-line growth, which would give the organization resources to reinvest.
Over the five-year planning period, the next developments to watch are whether CommonSpirit Health at Home sets measurable goals for existing-market expansion, earlier referrals and value-based care, and whether it resumes de novo growth if enrollment conditions change. The source does not give a date for a further announcement or a specific milestone beyond the organization’s stated priorities.
Key Questions
What changed in CommonSpirit Health at Home’s growth strategy?
The organization has moved away from relying mainly on new operations and hospice-focused expansion. CEO Trisha Crissman said the revised plan emphasizes growth in current markets, earlier identification of patients for home-based services, value-based care and technology.
Why did the company revise the plan?
Crissman said a CMS enrollment moratorium that took effect May 13 disrupted the organization’s largely de novo-driven strategy. The source does not specify when the restriction will end or exactly how it applies to each planned expansion.
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.
What technology is part of the plan?
Crissman said the organization began implementing ambient scribing and a referral-management platform. She also described broader plans to use AI and digital tools to support clinician engagement, clinical capacity and patient navigation. The report does not provide measured results from these efforts.
When will the company provide expansion targets?
The source gives no date or specific targets for future announcements. Crissman said the organization is laying groundwork for growth strategies extending toward 2030, while its immediate focus includes technology implementation and growth in markets where it already operates.
Source: rss
