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CommonSpirit Health at Home CEO Trisha Crissman described a five-year strategy centered on expanding within existing markets, identifying patients for home-based care earlier and improving performance in value-based care. She said a CMS enrollment moratorium has delayed parts of the organization’s previous, largely new-location and hospice-focused approach. The company also plans to use technology, including AI, to support clinicians and patient navigation.
CommonSpirit Health at Home has revised its five-year growth strategy after a Centers for Medicare & Medicaid Services enrollment moratorium disrupted plans that relied largely on launching services in new locations, CEO Trisha Crissman said in an interview with Home Health Care News. The organization now plans to build its presence in markets where it already operates, connect patients with home-based services earlier and use technology to support care delivery.
Crissman said the earlier strategy was largely de novo-driven—built around opening services in new areas—and focused heavily on hospice. The moratorium, which CMS enacted on May 13, led the organization to put some elements on hold and reassess where it can expand. The supplied report does not specify the year of the May 13 action or the moratorium’s expected duration.
The revised plan prioritizes geographic expansion and market share within existing operating markets, in alignment with CommonSpirit Health’s needs and those of its hospital partners. The home-based care organization also works with 15 joint ventures involving regional hospital systems, mainly in the Midwest, Crissman said.
A second strand is to identify eligibility for home health, hospice and palliative care earlier, working with primary care providers, specialty clinics and physician enterprises. Crissman said the organization also wants to improve results in value-based care across eight clinically integrated networks and shared patient populations. Planned technology work includes AI and digital tools intended to support clinician engagement, expand capacity and improve patient navigation.
Growth Shifts Toward Existing Markets
The change matters because the moratorium has constrained a growth route the organization had relied on: establishing services in new locations. By emphasizing market share where it already operates and earlier referrals into care, CommonSpirit Health at Home is seeking ways to serve more patients without depending solely on new-site launches. Crissman linked that approach to serving both CommonSpirit hospitals and its regional joint-venture partners.
The strategy also ties expansion to care coordination and value-based performance, not just adding geographic coverage. Earlier identification could give patients and clinicians more opportunity to discuss suitable services before a health crisis, while the organization’s stated value-based care aim is to improve quality and outcomes and reduce total cost of care. Those are strategic goals described by Crissman, not results demonstrated in the report.
Operational capacity is another part of the plan. Crissman said administrative streamlining and technology are intended to reduce paperwork and help clinicians spend more time engaging with patients and caregivers. The report does not provide measured savings, productivity gains or patient-outcome data from these efforts.
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From New Sites to Broader Access
CommonSpirit Health at Home is the home-based care arm of CommonSpirit, 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 supplied Home Health Care News report.
Crissman has been the organization’s president and CEO since September 2024, after serving as interim president from 2023. Before that, she held roles including vice president and chief operating officer for CommonSpirit’s home health and hospice division. She described the growth plan and the effect of the moratorium in an interview published by Home Health Care News in October 2026.
The strategy is also connected to work already under way in 2026. Crissman said the organization began implementing ambient scribing technology during the summer and had started introducing a referral-management platform intended to ease administrative work in admissions. She said growth in EBITDA and the bottom line would help fund reinvestment, but the interview supplied no financial figures or performance targets.
“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, in an interview with Home Health Care News
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Moratorium and Targets Remain Unspecified
The supplied report does not say when the moratorium will end, how broadly it applies to the organization’s planned activities, or which growth initiatives have been paused. It also does not identify specific markets, expansion timelines, patient-volume goals or financial targets for the five-year plan.
Crissman described the intended role of AI, digital tools and referral technology, but the report provides no details on vendors, deployment schedules, costs or measured effects. No outcome data are included to show whether earlier identification or the value-based care work has improved patient results or reduced spending. The strategy and its expected benefits are plans and goals described by the CEO, not independently reported results.
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Implementation Will Shape the Plan
In the near term, the organization expects to continue work on the ambient scribing and referral-management systems, while preparing the growth initiatives Crissman said are intended to support the organization through 2030. She described reducing administrative complexity and increasing operational capacity as priorities for the remainder of 2026.
Further details will be needed to assess how the revised plan develops: whether the organization can expand services and gain share in its current markets, how it will identify eligible patients earlier, and what results its technology and value-based care efforts produce. The timing and scope of any return to growth through new-location launches also depend on the status of the CMS moratorium, which the supplied report does not clarify.
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Key Questions
What is CommonSpirit Health at Home changing?
It is shifting from a strategy that relied heavily on new locations and hospice growth toward expansion in existing markets, earlier identification of patients who may qualify for home-based services and stronger value-based care performance.
Why did the organization revise its growth plan?
CEO Trisha Crissman said a CMS enrollment moratorium enacted May 13 disrupted the organization’s largely de novo-driven approach. The supplied report does not state the year of the May 13 action or when the moratorium 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.
How does technology fit into the strategy?
Crissman said the organization is implementing ambient scribing and referral-management tools and plans to use AI and digital capabilities to support clinicians, expand capacity and improve patient navigation. The report does not give deployment milestones or measured results.
When will the growth strategy deliver results?
The report gives no specific milestones or timetable for results. Crissman said the organization is laying groundwork for strategies intended to support growth through 2030, while the moratorium’s duration and the timing of paused initiatives remain unclear.
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