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CommonSpirit Health at Home CEO Trisha Crissman says the organization has revised its five-year growth strategy after a federal moratorium on home health provider enrollments disrupted plans centered on opening new locations and hospice. The revised approach focuses on expanding in existing markets, identifying patients for home-based services earlier, improving value-based care and using technology to support clinical teams.
CommonSpirit Health at Home has revised its five-year growth strategy after a federal enrollment moratorium for home health providers disrupted plans built largely around opening new operations, CEO Trisha Crissman told Home Health Care News. The revised plan emphasizes growing within existing markets, reaching patients earlier with appropriate services and improving performance in value-based care, with technology supporting those efforts.
Crissman said the company had relied heavily on de novo expansion—starting operations in new locations—and had focused substantially on hospice growth. After the Centers for Medicare & Medicaid Services enacted the enrollment moratorium on May 13, the organization put some elements of that plan on hold and reassessed where it could expand. The report does not specify the year of the May 13 action.
The revised strategy includes three main directions: expanding geographic reach and market share in markets where CommonSpirit Health at Home already operates; helping clinicians identify people who may qualify for home health, hospice or palliative care earlier; and improving clinical quality, patient outcomes and total cost of care across shared populations. Crissman said the organization’s expansion should support CommonSpirit Health’s hospitals and its 15 joint ventures with regional hospital systems, most of them in the Midwest.
Technology is intended to support the plan across these areas. Crissman cited AI and digital tools to support clinician engagement, expand clinical capacity and help patients navigate services. The company had also begun implementing ambient scribing technology and a referral management platform, which she said are intended to reduce documentation and administrative work tied to admissions. She described these as ongoing initiatives, not as completed projects or proven sources of savings.
Growth Without New Provider Enrollments
The change shifts the organization’s growth emphasis from opening new operations toward serving more patients through its existing footprint. That matters because the moratorium has constrained a route the company had counted on for expansion. The strategy now depends more on gaining market share where it already works and coordinating with CommonSpirit hospitals and regional partners.
Earlier identification of people who may benefit from home health, palliative care or hospice could also affect how patients move between care settings. Crissman said the aim is to connect patients with an appropriate level of care before another acute episode and to support earlier conversations about eligibility and care preferences. These are stated goals; the interview does not provide outcome data showing whether the approach has yet changed utilization or patient results.
For the organization, financial performance is part of the rationale. Crissman said growth in EBITDA and the bottom line would provide resources to reinvest in growth and support the organization’s mission. The company is also seeking to reduce administrative complexity and increase capacity for patient care, but the report gives no quantified savings, staffing impact or return on investment.
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Moratorium Reshapes Expansion Plans
CommonSpirit Health at Home is the home-based care arm of CommonSpirit Health, 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 the report.
Crissman has been president and CEO since September 2024, after serving as interim president from 2023. The interview describes the enrollment moratorium as the reason the organization had to reconsider its largely de novo-driven growth plan. It does not state how long the restriction will remain in place or identify which planned openings have been paused.
The strategy also connects home-based services with CommonSpirit’s physician enterprises and eight clinically integrated networks, or CINs, according to Crissman. The company’s 2026 priorities include implementing technology intended to ease documentation and referral management while preparing growth initiatives extending toward 2030.
“We’ve had to re-evaluate opportunities for our growth and expansion until [the moratorium] is lifted. We’ve pivoted.”
— Trisha Crissman, CommonSpirit Health at Home president and CEO, in an interview with Home Health Care News
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Key Implementation Details Remain Open
The interview does not say when the moratorium may be lifted, how long it will continue or what criteria will govern its end. It also does not quantify how many planned openings were delayed or spell out which markets the organization now intends to target.
Other details remain unspecified, including investment levels, timelines for the revised growth initiatives and measurable targets for market share, patient access or value-based care. Crissman described AI, ambient scribing and referral technology as part of ongoing work, but the report does not provide evidence of realized financial returns or improvements in clinical outcomes. The scope and pace of technology deployment are not stated.
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Execution Through the 2030 Plan
CommonSpirit Health at Home’s near-term work, as described by Crissman, is to continue implementing ambient scribing and referral management technology, reduce administrative complexity and prepare the initiatives that will support growth through 2030. The company also plans to work with CommonSpirit physician enterprises and hospital partners to identify patients earlier and strengthen its presence in existing markets.
The interview does not give dates for specific launches or identify a next formal announcement. Progress will depend in part on the status of the enrollment moratorium, as well as the organization’s ability to demonstrate that its market expansion, care pathways and technology investments are delivering the intended results.
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Key Questions
What changed in CommonSpirit Health at Home’s five-year growth strategy?
The organization has shifted away from a plan centered heavily on opening new operations and hospice-focused expansion. Its revised approach prioritizes growth in existing markets, earlier connection to home-based services and value-based care, according to CEO Trisha Crissman.
Why did the company change its plans?
Crissman said a CMS enrollment moratorium for home health providers, enacted May 13, disrupted the company’s largely de novo-driven plan. She said CommonSpirit Health at Home reassessed expansion options while the moratorium is in place.
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 figure into the strategy?
Crissman cited AI and digital capabilities, including ambient scribing and a referral management platform, as tools intended to support clinicians, patient navigation and administrative processes. The report does not provide measured outcomes or confirmed returns from these initiatives.
What remains unknown about the plan?
The report does not give a timeline for lifting the enrollment moratorium, specific market targets, investment amounts or dates for individual initiatives. It also does not report measured results from the revised strategy or the technology projects.
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