TL;DR
CommonSpirit Health at Home CEO Trisha Crissman described a five-year plan focused on expanding in existing markets, increasing access to care earlier and improving value-based care. A CMS enrollment moratorium enacted May 13 has put parts of the provider’s de novo, hospice-focused growth approach on hold; the year of the moratorium was not specified in the supplied report.
CommonSpirit Health at Home is shifting its five-year growth strategy after a Centers for Medicare & Medicaid Services enrollment moratorium disrupted plans that relied heavily on launching new operations, President and CEO Trisha Crissman told Home Health Care News. The revised approach emphasizes growth in markets where the organization already operates, earlier identification of patients who may need home-based care, and stronger performance in value-based care.
Crissman said the original plan was largely de novo-driven and focused heavily on hospice. With the moratorium in place, the organization has put some elements on hold and re-evaluated how to expand. She said it is now looking to serve more patients in its existing markets while continuing to pursue growth aligned with CommonSpirit Health’s coverage and hospital partnerships.
The company’s next priorities include working with physician enterprises to identify eligibility for home health, hospice and palliative care earlier, including in specialty clinics and primary care. Crissman said the goal is to connect patients with an appropriate service before another acute health episode. She also described a push to improve clinical quality, patient outcomes and total cost of care across eight clinically integrated networks and shared patient populations.
Technology is intended to support those efforts. Crissman cited plans to use AI and digital tools to increase clinician capacity, support patient navigation and reduce documentation and administrative work. The organization began implementing ambient scribing technology during the summer and also started deploying a referral management platform intended to ease administrative work associated with admissions. She said both initiatives require substantial work from staff.
Growth Beyond New Market Launches
The strategy matters because it shows how a federal enrollment restriction has altered a provider’s route to expansion. Rather than depending as heavily on opening new operations, CommonSpirit Health at Home is placing greater emphasis on market share and reach in places where it already serves patients, including markets connected to CommonSpirit hospitals and its regional hospital joint ventures.
The plan also links growth to care coordination and financial performance. Earlier referrals to home-based services could change when patients are identified for support, while the organization’s value-based care work is intended to connect clinical outcomes with the cost of care. Those are stated strategic aims, not reported results: Crissman did not provide outcome figures or projected savings in the interview.
For clinicians, the technology initiatives could affect time spent documenting and managing referrals. Crissman said reducing administrative complexity is part of building capacity to care for patients. The interview, however, does not establish how much time or cost the tools will save, or how quickly those effects may appear.
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The Moratorium and Existing Footprint
CommonSpirit Health at Home is the home-based care arm of CommonSpirit Health, a Catholic health 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 Home Health Care News report. It also has 15 joint ventures with regional hospital systems, most of them in the Midwest, Crissman said.
Crissman has led the organization as president and CEO since September 2024, following a period as interim president beginning in 2023. She previously served as vice president and chief operating officer of CommonSpirit’s home health and hospice division. The report says CMS enacted the enrollment moratorium on May 13; it does not state the year, its precise scope, or when it may be lifted.
Separately, Crissman said the organization’s 2026 priorities include completing technology initiatives and growing EBITDA, a measure of operating performance, to support reinvestment. These near-term objectives sit alongside the longer-term growth plan, but the interview did not provide specific financial targets.
“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, speaking to Home Health Care News
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Scope and Targets Remain Unspecified
The report does not specify the year of the May 13 moratorium, the exact enrollment restrictions involved, or the conditions and timetable for lifting them. It is also unclear which components of the previous strategy are paused and whether the organization has set a date for resuming them.
Crissman did not give market-by-market expansion targets, patient growth projections, financial goals, or timelines for the five-year plan. The interview also offers no measured results from the new scribing and referral platforms, and no quantified estimates for changes in clinician capacity, patient outcomes or total cost of care. Those outcomes remain objectives rather than confirmed results.
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Implementation Through 2030
CommonSpirit Health at Home is continuing work on its administrative and technology initiatives while laying the groundwork for longer-term growth, Crissman said. The organization plans to develop its market expansion, earlier-care pathways and value-based care efforts around its existing footprint and partnerships.
The next significant external development for the original expansion plan is whether and when CMS lifts or changes the enrollment moratorium. The supplied report gives no expected date. Further detail on geographic priorities, implementation schedules and measurable performance targets has not been announced in the source material.
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Key Questions
What changed in CommonSpirit Health at Home’s growth strategy?
The organization is putting some parts of its de novo, hospice-focused approach on hold and emphasizing growth in existing markets, earlier access to home-based care and value-based care, according to CEO Trisha Crissman.
Why did the company revise its plan?
Crissman said a CMS enrollment moratorium enacted May 13 led the organization to re-evaluate expansion plans. The source report does not specify the year of the moratorium or when it may end.
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 the organization implementing?
Crissman cited ambient scribing technology and a referral management platform, as well as plans to use AI and digital tools to support clinicians and patient navigation. The interview did not quantify their results.
When will the new strategy produce measurable results?
The interview does not give a timetable or specific performance targets for the five-year plan. Crissman said the organization is laying groundwork for growth through 2030, but timelines and quantified outcomes remain unspecified.
Source: rss
