Thom Walsh PhD, MS
[email protected]
[email protected]
www.thomwalsh.net
(603) 381-1170
Barre, VT
Date prepared: March 10, 2025
I. Education
PhD, Health Policy, The Dartmouth Institute for Health Policy and Clinical Practice
Dartmouth College
(2012)
MS, Evaluative Clinical Sciences
The Dartmouth Institute for Health Policy and Clinical Practice at
Dartmouth College
(2002)
MSPT, Physical Therapy, Magna Cum Laude
D’Youville University
(1992)
II. Postdoctoral (or Highest Degree) Training
Post-Doctoral Fellow, Healthcare Delivery Sciences
Dartmouth College
Hanover, NH
(2014)
Diplomat, Diagnosis and Treatment of Complex Spine Problems
(a subspecialty of orthopedics)
The McKenzie Institute International
Wellington, New Zealand
(1995)
Board Certified Orthopedic Clinical Specialist
American Physical Therapy Association
Alexandria, VA
(1995)
III. Academic Appointments:
A. Current
Adjunct InstructorThe Tuck School of Business at Dartmouth College
(2024 - Present)
Adjunct Instructor
The Geisel School of Medicine at Dartmouth College
(2014-Present)
B. Previous
Visiting Professor of Health Services
The College of Health Sciences, Boise State University
(2018-2022)
Visiting Professor of Community Medicine
The University of Tulsa
(2015-2018)
IV. Institutional Leadership Roles
N/A
V. Licensure and Certification
Previously licensed Physical Therapist in CA, NH, NJ, NY, and VT. Retired from clinical practice in 2021.
VI. Hospital or Health System Appointments (if applicable)
N/A
VII. Other Professional Positions
A. Board Member
Green Mountain Care Board Montpelier, VT
(2021-Present)
Description: The Green Mountain Care Board (GMCB) is a nonpartisan board of five members with a staff of 48 including lawyers, health policy experts, and data analysts who oversee Vermont's healthcare system. Board Members’ primary responsibilities (including but not limited to):
All activities include considering testimony from healthcare organizations, members of the executive and legislative branches of Vermont government, and subject matter experts from across the U.S. The GMCB is bound by Vermont’s open meeting law, so all deliberations are attended by the press, members of the public, Vermont regulators from other industries, state officials, academics, and consulting organizations from across the U.S. Board members have fiduciary responsibilities, advise the board chair and executive director on the organization’s strategic vision, and assist in defining the roles and duties of board staff.
Additional GMCB Committee Service:
Council Chair
GMCB Data Governance Council (2024-Present)
Description: The council oversees several databases for the State of Vermont that support healthcare regulation, evaluation, and innovation.
Responsibilities: The council meets quarterly to review data requests, potential use cases, security, and integration. The Chair sets the meeting agenda and is responsible for overseeing council staff.
GMCB Representative
Vermont Blueprint for Health Executive Committee (2023-Present)
Description: Blueprint develops community-led strategies to enhance health and well-being.
Responsibilities: The executive committee convenes monthly to advise the executive team and to create and oversee the organization’s strategy, budget, and operations.
B. Board Chair
The McKenzie Institute, USA
(2023-Present)
Description: The McKenzie Method of Mechanical Diagnosis and Therapy (MDT) is a system of care for patients suffering from musculoskeletal pain and disability. The USA branch is the largest of the 33 countries in the international organization.
Responsibilities: The board chair oversees a nine-member board and an executive director with a staff of five.
C. Member of Directors
The McKenzie Institute, USA
(2019- 2023)
D. Founder and Chief Strategy Officer
Cardinal Point Healthcare Solutions (CPHS)
(2014-2021)
Description: Cardinal Point Healthcare Solutions was a consulting company that guided the development of graduate and executive education programs, managed health system changes, initiated value-based care projects, and launched high-reliability organizations (HROs).
As the founder, I established the organization’s mission, vision, and culture. Further responsibilities:
Selected Client List
The Joint Commission - Center for Transforming Healthcare
Description: The Center produces products, programs, assessment tools, and consulting services that help healthcare organizations improve the health and well-being of the people they serve and employ.
Responsibilities: CPHS led the development of a scoring matrix to assess an organization’s maturity (Unexposed, Novice, Competent, Proficient, and Expert) across the 11 domains of high reliability, the refinement of high-reliability assessment, and ongoing monitoring tools. The tools included site visit checklists, leadership, and staff surveys.
Safe & Reliable Healthcare
Description: S&R helps organizations improve their safety, reliability, and outcomes, increasing their clinical, operational, and financial value.
Responsibilities: CPHS co-led the development of the High-Reliability Maturity Matrix assessment and Dashboard monitoring tools, HRO Principles and Practices transformation workshop, and planning guide. Taught the principles of high-reliability organizations in a workshop for senior leaders of 170 Veterans Affairs (VA) medical centers and hospitals. The workshop consisted of Microsoft Teams meetings over two days, totaling 12 hours. (See the presentations section for more details).
US Navy Medicine
Description: Navy Medicine provides care for 500,000+ sailors, marines, and their dependents.
Responsibilities: CPHS advised the senior leadership teams at Jacksonville (home of the Eastern Hemisphere Fleet) and Balboa (Western Hemisphere Fleet) Naval Medical Centers on HRO and Value-Based Care (VBC). Created and delivered the VBC curriculum for The Bureau of Medicine and Surgery, The Johns Hopkins Lab, and senior military leaders.
One Health Nebraska
Description: One Health Nebraska is a 700-member independent physician organization facing integration threats due to hospital consolidation statewide.
Responsibilities: CPHS advised senior leadership on VBC and Accountable Care Organizations (ACO), strategic direction, including an analysis of alternatives comparing merger options with remaining independent, and ultimately, the development of the state’s largest Independent Physician Association.
Health Delivery Science, LLC
Description: Health Delivery Science was a consulting company advising healthcare systems, providers, and educators on organizational strategy and operations.
Responsibilities: CPHS advised the CEO of HDS and the President of The University of Tulsa on Value-Based Care and the development of online & hybrid education programs. We researched Healthcare Delivery Science Programs and Masters in Health Administration programs nationwide to ensure TU’s program included all key topics and to help TU identify opportunities to develop it’s niche.
Connecticut Institute for Primary Care Innovation
Description: CIPCI is a statewide primary care learning collaborative.
Responsibilities: CPHS provided guidance to CIPCI’s senior leadership on HROs, VBC, outcome measurement, and cost allocation methodologies and collaboratively developed educational presentations and materials for distribution across CIPCI’s network.
F. Curriculum Specialist
The Dartmouth Center for Healthcare Delivery Science
(2010-2014)
Description: The Dartmouth Center was created to provide executive education for high-reliability organizations and global leaders of healthcare delivery systems.
G. Spine Specialist, Orthopedic Physical Therapist
Watertown, NY, Syracuse, NY, Lebanon, NH, Manhattan, NYC, and Los Angeles, CA.
(1992-2021)
Responsibilities: Provided care to patients with complex spinal pain and disability in private practice settings in. Additionally, hired to develop the first multidisciplinary treatment center at Dartmouth-Hitchcock Medical Center. Participated in the development of the first Center for Shared Decision Making. Participated in the largest and longest randomized trial of surgery vs non-surgical management of a health condition, the Spine Patient Outcomes Research Trial (SPORT). Led multidisciplinary quality improvement initiative to identify and treat patients with co-morbid mood disorders, increasing the utilization of behavior medicine for patients with a positive depression screen from less than 10% to 89% over three years. Participated in numerous other quality improvement initiatives.
VIII. Professional Development Activities
A. The Commission on Accreditation of Healthcare Management Education (2025)
Site Visitor
Description: CAHME serves the public interest by advancing the quality of healthcare management education globally. It seeks to ensure graduates possess the necessary competencies and practical experiences to become future healthcare leaders. CAHME is the only organization recognized by the Council on Higher Education Accreditation to grant accreditation to graduate programs in healthcare management.
B. Educator Training
Course: AI for Teacher Assistance
When: 2025
Where: Georgia Tech online (GTx)
Description: A professional certificate consisting of three self-paced asynchronous courses on course creation, delivery, and assessment. Learn more - https://www.edx.org/learn/artificial-intelligence/the-georgia-institute-of-technology-ai-for-teacher-assistance
Course: Teaching 21st-Century Skills in College Courses
When: 2020
Where: University of Wisconsin Online (WisconsinX)
Description: A professional certificate consisting of three self-paced asynchronous courses on teaching teamwork, communication, and critical thinking skills. Learn more about the current edition - https://www.edx.org/certificates/professional-certificate/wisconsinx-teaching-21st-century-skills-in-college-courses
Course: Teaching with Cases, a Harvard Business School Seminar
When: 2012
Where: HBS
Description: A two-day, 16-hour seminar designed to help instructors learn practical skills to be successful in writing, using cases, and leading case discussions. Learn more about the current edition - https://he.hbsp.harvard.edu/2025-03-TWC-In-Person-Seminar
Course: The McKenzie Institute International Residency for Physicians, Physical Therapists, and Chiropractors specializing in treating complex spine pain and disability.
When: 1995
Where: Wellington, New Zealand
Description: The year-long program is highly selective, capped at 16 students worldwide. It consists of 20 hours per week of supervised clinical, 12 hours in the classroom, and eight hours of educator training. The educator training consists of theory and practice in adult education, experiential education, clinical reasoning, and critical thinking. Graduates earn the title of Diplomat and are eligible to be selected for professional educator status for CME courses in their home countries and internationally.
IX. Teaching Activities
A. Undergraduate Student Teaching
Course: Introduction to Health Policy and Value-Based Care
When: 2014-2017 (16 weeks)
Where: Hybrid course at The University of Tulsa
Appointment: Visiting Professor of Community Medicine at the Oklahoma University – University of Tulsa School of Community Medicine
Description of role & time commitment & time commitment: Co-taught (with Jeffrey Alderman, MD MHCDS 2013 graduate). Developed the 16-week undergraduate course with two 90-minute sessions per week. Including the material, selecting readings, and designing lectures (80 cumulative hours). Developed and delivered lectures in person and online (two 90-minute sessions per week); designed and graded assignments; held weekly office hours (eight hours per week).
Students per course: 57
B. Undergraduate Medical Education (Classroom)
N/A
C. Undergraduate Medical Education (Clerkship)
N/A
D. Graduate Medical Education
N/A
E. Other Clinical Programs
Director, Clinical Orientation and Training
The Spine Center at Dartmouth Hitchcock Medical Center
(1999-2008)
Responsibilities: Developed and delivered a two-week, 16-hour orientation to the Spine Center, including our use of Patient-Reported Outcome Measures, Shared Decision-Making and SDM tools, Motivational Interviewing, and the Functional Restoration Program. Led clinical training for residents from primary care, anesthesiology, orthopedics, and neurosurgery who spent four or more weeks at the Spine Center. Responsibilities included orienting residents to our clinical pathways, having residents follow me, and then shadowing them during initial examinations and follow-up visits. Teaching interpretation of spinal imaging and diagnostic testing, including sensitivity, specificity, false positive/negative, and number needed to treat.
Physical Therapy Clinical Instructor
Multiple sites in NY, NH, and CA
Provided physical therapy care for patients with musculoskeletal pain, including physical exercise, coaching, manual mobilizations, and manipulations as indicated.
(1993-2021)
F. Graduate Student Teaching
Course: Health Systems (SU24)
When: Summer 2024 – Present (4 weeks)
Where: Tuck Business School Master of Healthcare Administration program
Appointment: Adjunct Instructor (see Academic Appointments, III(A))
Description of role & time commitment: Prepare syllabus; develop all course content including readings, assignments, video content, and Canvas course content (80 cumulative hours); deliver all lectures; hold weekly office hours; manage two teaching assistants, meeting before, during, and at the close of the course to ensure uniform grading and address any concerns (36 cumulative hours per cycle).
Students per session: 35
Course: Health Systems (PH203)
When: Summer 2022 – Present (6 weeks)
Where: TDI’s hybrid MPH degree
Appointment: Adjunct Instructor
Description of role & time commitment: Prepare syllabus; develop all course content including readings, videos, assignments, and Canvas course content (80 cumulative hours); deliver all lectures; hold weekly office hours; manage two teaching assistants, meeting before, during, and at the close of the course (48 cumulative hours per cycle).
Students per session: Approximately 48 per year
Course: Integrated Learning Experience Capstone (PH261-264)
When: 2014 - Present (academic year)
Where: TDI hybrid MPH program
Appointment: Adjunct Instructor
Description of role & time commitment: Mentor four to six students annually through the conception, execution, and writing of their cumulative learning project. This includes meeting one to four times per month throughout the academic year, providing support and feedback on each section of their ILE paper for a cumulative one to four hours per section, providing feedback on their final presentations as well as feedback to five to ten other student presentations from the ILE program (20-50 hours per student each year).
Students: 4 to 6 from each cohort
Course: Health Systems & Policy (PH128)
When: Summer 2021 (6 weeks)
Where: TDI’s MPH degree (combined residential and hybrid)
Appointment: Adjunct Instructor
Description of role & time commitment: Prepared syllabus; developed all course content, including readings, assignments, and Canvas course content (100 cumulative hours); delivered all lectures; held weekly office hours; managed four teaching assistants, meeting before, during, and at the close of the course (100 cumulative hours).
Students per session: 94
Course: Health Systems & Policy (PH128)
When: Summer 2020 (6 weeks)
Where: TDI’s hybrid MPH degree
Appointment: Adjunct Instructor
Description of role & time commitment: Prepared syllabus; developed all course content including readings, assignments, and Canvas course content (80 cumulative hours); delivered all lectures; held weekly office hours; managed two teaching assistants, meeting before, during, and at the close of the course (48 cumulative hours).
Students: 35-45 per year
Course: Patient-Centered Public Health Communications (PH228)
When: 2018-2020 (6 weeks)
Where: TDI’s MPH program
Appointment: Adjunct Instructor
Description of role & time commitment: Prepared syllabus; developed all course content, including readings, assignments, and Canvas course content; delivered all lectures; held weekly office hours; managed two teaching assistants, meeting before, during, and at the close of the course (48 cumulative hours per cycle).
Students: 35-45 per year
Course: Geographic Variation in Healthcare; the history and modern implications
When: 2014-2017 (10 weeks)
Where: The Dartmouth Institute for Health Policy & Clinical Practice, Master of Science program
Appointment: No appointment. Developed and taught course by invitation
Description of role & time commitment: Prepared syllabus; developed all course content, including readings, assignments, and Canvas course content (80 cumulative hours); delivered all lectures; held weekly office hours; managed two teaching assistants, meeting before, during, and at the close of the course (80 cumulative hours).
Students: 40-50 per year
Course: Geographic Variation in Healthcare
When: 2012 (10 weeks)
Where: The Dartmouth Institute for Health Policy & Clinical Practice
Appointment: No appointment. Developed and co-taught (Jack Wennberg MD) by invitation
Description of role & time commitment: Prepared syllabus; co-developed all course content, including readings, assignments, and Canvas course (100 cumulative hours); developed and delivered all lectures (80 cumulative hours); prepared and conducted interviews with Dr. Wennberg for each week of the course (40 cumulative hours); graded all assignments (eight hours per week); held weekly office hours (1.5 hours per week).
Students: 48 per year
G. Graduate Course Development
Course: Anchor Healthcare Institutions
When: 2021
Where: TDI’s MPH program
Appointment: Adjunct Instructor
Description of role & time commitment: I was asked to develop a six-week course, including the syllabus, lectures, and assignments.
H. Continuing Medical Education Teaching
Course: Mechanical Diagnosis and Treatment of the Spine (MDT); The McKenzie Institute
When: 1996-1998
Where: Multiple locations across the USA
Description of role & time commitment: One of nine USA faculty members teaching MDT to board-certified Physicians, Physical Therapists, and Chiropractors. The 32-hour courses were hosted by spine specialty sites across the US over four days. I led one course every four weeks, 13 per year. Content included spinal anatomy, physiology, biomechanics, pathologies, and manual mobilizations/manipulations.
Students per session: 40-50 per course
X. Primary Research Advising
N/A
XI. Advising/Mentoring (other)
Since 2010, I have mentored four to six students each year as they complete the requirements for their culminating projects at TDI, MPH, or MHCDS. This involves 20-50 hours annually, during which I meet with students, assist with project management, and review, comment on, and edit their written work. I believe that listing the 65-80 students I have worked with over the past 14 years is not particularly helpful. However, below are the notable accomplishments achieved by several students.
A. Master of Public Health
Cara Chang MS
Inna Podgornaya MBA, MPH
· 2024 ILE Award Winner – “A Framework to Improve Provider Digital Health Literacy around Health Equity Data”
Rachel Smith RN, MPH
Ashleigh Bennett DHSc, MPH
Brittney Comunale MBA, MPH, DrPH
Wade Harrison MD, MPH
Matthew Harris, DO, MPH
B. Master of Healthcare Delivery Science
Joel Roos MD
Darin Via MD
Jeffrey Alderman MD
Geoff McCullen MD
XII. Engagement, Advocacy, Community Service, Community Education
A. Millstone Trails Association
https://www.millstonetrails.org/
Volunteer (2022- present)
Trail maintenance work, four hours every two month
B. Team Rubicon
https://teamrubiconusa.org/
Volunteer (2015 – 2018)
Four deployments (Search and Rescue, general cleanup) following wildland fires
C. Altadena Mountain Rescue Association
https://www.amrt.org/
Volunteer 2014 – 2018
Los Angeles County Sherriff’s Department reserve search and rescue trainee/technician. AMRT trains one evening per week and one full day monthly throughout the year. Located at the base of the San Gabriel Mountains and roughly 15 miles from downtown LA, it is one of the busiest SAR teams in the US, with approximately 130 call-outs per year. My qualifications included:
D. Winona State Forest Association
https://www.winonaforest.com/
Vice President (1995-1998)
Volunteer (1992-1995)
Trail work and general conservation, eight hours per month
XIII. Research Activities (reverse chronological order)
A. Sponsored Research
1. Co-investigator at 20% FTE
The Josiah Macy Jr. Foundation
(2014)
Integrating shared decision-making and interprofessional education. grant to test the feasibility of an innovative method for teaching and assessing communication skills among healthcare providers. Elwyn G, Walsh T, Mulley A. et al.
Total funding: $450,000
2. Co-investigator at 40% FTE
ClozeX Medical LLC.
(2005)
Randomized clinical trial to compare the scar quality, patient comfort, and costs of standard surgical sutures for linear incision versus a new adhesive device. Walsh T, & Kerrigan C
Total funding: $40,800
3. Senior Investigator at 20% FTE
Quality Research Grant Program at DHMC
(2002)
18-month clinical investigation: Improving access to multidisciplinary services at The Spine Center. Homa K, Lurie J, Walsh T
Total funding: $10,000
4. Principal Investigator at 20% FTE
Quality Research Grant Program at DHMC
(2001)
18-month clinical investigation: Improving the Utilization of Effective Care for Common Co-Morbidities at the Spine Center: The SF-36 MCS as a Screening Tool for Behavioral Medicine Interventions. Walsh T, Homa K, Weinstein JN, et al.
Total funding: $10,000
XIV. Program Development
A. Degree Granting Programs
1. Programs: Public Health, Population Health, & Value-Based CareWhen: 2014-2020 (15 weeks)
Where: Boise State University, Boise, Idaho
Appointment: Visiting Professor of Health Sciences at BSU’s College of Health Sciences
Description of role & time commitment: As a consultant with multiple roles, I was involved in the following projects:
2. Program: Tuck’s Master of Healthcare Delivery Science (MHCDS)When: 2010-2012
Where: Tuck Business School at Dartmouth College
Appointment: Curriculum Specialist
Description of role & time commitment: I assisted with the design of the inaugural hybrid MHCDS program (100+ cumulative hours); integrated core concepts across the entire curriculum; designed course content, including the development of asynchronous content and Canvas course content (80 cumulative hours); ran weekly online synchronous sessions (four hours per week); managed discussion boards (two hours per week); designed and graded assignments (eight hours per week); tutored students; mentored capstone projects (four hours per week).
Students: 45-50
B. Non-Degree Programs
1. Program: Value-Based Care for Navy Medicine and Defense Health
When: 2014-2018
Where: Bureau of Medicine and Surgery (BUMED), Washington DC, Jacksonville, FL, and San Diego, CA
Description of role & time commitment: As a consultant, I developed a three-month hybrid education program on value-based care for Navy Medicine. This included designing and delivering lectures for senior leaders at BUMED and the Atlantic & Pacific Fleets based on my books, “Navigating to Value” and “Finding What Matters Most to Patients”; design overview lectures for staff at Jacksonville Naval Hospital and Balboa Naval Hospital (San Diego); develop training sessions outlined by Hernandez A, Kaplan RS, Witkowski ML, Faison CF, and Porter ME in Health Affairs. 2019 Aug;38(8):1393-1400.
Students: 25-40 (all senior officers for the Atlantic and Pacific fleets; all department heads at Jacksonville Naval Hospital and Balboa Naval Hospital)
XV. Entrepreneurial Activities
Please refer to VII. Other Professional Positions
In brief, my entrepreneurial activities include the founding of a consulting company, Cardinal Point Healthcare Solutions, and partially owning a private physical therapy practice.
XVI. Major Committee Assignments, inclusive of Professional Societies
N/A
XVII. Institutional Center or Program Affiliations
N/A
XVIII. Editorial Boards
N/A
XIX. Journal Referee Activity
A. Grant reviewer, section lead (shared decision-making)
Patient-Centered Outcome Research Institute (PCORI)
(2012-2014)
Responsibilities: Reading applications, writing critiques, and participating in an in-person panel discussion.
16-20 grants per year
B. Grant reviewer
Patient-Centered Outcome Research Institute (PCORI)
(2010-2012)
Responsibilities: Reading applications, writing critiques, and participating in an in-person panel discussion.
C. Peer reviewer
Patient education and counseling
(2012-2014)
Responsibilities: Reading submissions, writing critiques, occasional follow-up for articles accepted with modifications.
Two-four articles per year
D. Peer reviewer, spine focus
Journal of Bone and Joint Surgery
(2000-2010)
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
Two to six articles per year
E. Peer reviewer, spine focus
Clinical Orthopedics and Related Research
(1999-2010)
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
One to four articles per year
F. Peer reviewer
Spine
1998-2010
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
Six to 12 articles per year
G. Peer reviewer
Journal of Orthopedic and Sports Physical Therapy
1993-2010
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
Five to 10 articles per year
XX. Awards and Honors
N/A
XXI. Invited Presentations
A. International
1. Value-Based Care in Navy Medicine (2016)
Overview of the VBC course I developed for Navy Medicine. A 90-minute presentation with Q&A, delivered to all senior officers worldwide for the Atlantic and Pacific fleets, as well as all members of the Navy’s Bureau of Medicine and Surgery (BUMED) and the healthcare consulting division of Johns Hopkin’s Applied Physics Lab (APL), which holds the primary consulting contract for Navy Medicine. Additionally, all department heads at Jacksonville Naval Hospital, the continental home of the Atlantic Fleet, and Balboa Naval Hospital, the continental home of the Pacific Fleet. Presentations occurred in Washington, D.C. (BUMED), Laurel, Maryland (APL), Jacksonville, Florida (Navy Med), and San Diego, CA (Navy Med).
2. The Clinical Use of Research Data at the Point of Care (2004)
Presented to the roughly 1000 attendees at The International Society for the Study of the Lumbar Spine (ISSLS). Porto, Portugal.
3. The Clinical Use of Research Data at the Point of Care (2000)
Presented to the roughly 100 attendees at the Swedish Rheumatology Society Annual Meeting, Karolinska Institute, Solna, Sweden.
B. National
1. A Framework for High-Reliability Organizations in Healthcare (2020-2021)
A workshop for senior leaders of 170 Veterans Affairs (VA) medical centers and hospitals. The workshop consisted of Microsoft Teams meetings over two days, totaling 12 hours. The workshops were split between two teams of three presenters. I led the higher volume team that conducted just over 100 of the workshops across the USA.
2. Emerging Payment Models and Independent Physicians: MACRA/MIPS and OneHealth Nebraska (2016)
A 60-minute presentation on payment reform. I conducted the presentation eight times over five days. Approximately 50 attendees per session.) Lincoln, NE.
3. Better Value Better Business (2015)
OneHealth Nebraska, Lincoln, NE. A 60-minute presentation on value-based care. Approximately 80 attendees.
4. Healthcare at Border – El Paso, TX (Nov 2012)Invited to speak about healthcare delivery science at the Paul L Foster School of Medicine at Texas Tech University Health Sciences Center. El Paso, TX.
5. A Brief History of Variation in Healthcare (2009)
Presented to The Maine Medical Center’s Board of Overseers, Administration, Financial, Clinical Leadership, and Clinical Staff (via grand rounds). Five presentations in total, approximately 60-80 attendees per session. Maine Medical Center, Portland, ME.
6. Depression screening in spine patients using the SF-36 health survey (2003)
Presented to the roughly 850 attendees at The North American Spine Society Annual Conference. San Diego, CA.
7. The Spine Center as a Practical Model for Integrated Medicine and Research (2003)
Presented to the roughly 275 attendees at The National Clinical Improvement Network, Chicago, IL.
8. Variation in healthcare delivery: what it means to physical therapists (2002)
Invited speaker presenting to the roughly 300 attendees at The McKenzie Institute USA Annual Meeting, Cleveland, OH.
9. The clinical use of data (1999)
Presented to the roughly 850 attendees at The North American Spine Society. Seattle, WA.
10. The clinical and aggregate use of data. The Spine Center and SPORT Trial at DHMC (1999)
Presented to departments of anesthesiology, orthopedics, and neurosurgery (roughly 50 attendees) at The Great Lakes Regional Hospital Pain Management Program. Bay City, MI.
11. The McKenzie Method (1998)
Presented to the roughly 400 attendees at The New York State Physical Therapy Association Annual Meeting. Rochester, NY
C. Regional/local
1. Facilitating Public Meetings on Vermont’s Act 167: Hospital Sustainability and Community Engagement to Support Hospital Transformation (2024)
Presented and facilitated discussion on hospital sustainability to roughly 50-75 hospital leaders and members of the public in Berlin, Burlington, and Randolph, VT.
2. A report from the field (2022)
An invited presentation to the roughly 75 attendees at DHMC Grand Rounds. DHMC, Lebanon, NH.
3. Developing sustainable models of health care delivery: a global challenge (March & November 2013)
Presented to the roughly 30 attendees at each session of The Dartmouth Community Medical School. Hanover, NH.
4. Invited facilitator of panel discussion (2011)
The Underserved and Their Efforts to Access Quality Healthcare. Part Four of Dartmouth Medical School’s Annual Martin Luther King Jr Celebration.
5. The future of clinical research (2010 & 2011)
Presented to Dartmouth-Hitchcock Medical Center’s residents participating in The Leadership Preventive Medicine Residency Program. Lebanon, NH.
6. Research Design: An Overview (1999)
The Orthopedic Basic Science Series. The Department of Orthopedic Surgery at DHMC, Lebanon, NH.
XXII. Bibliography
A. Pending submissions:
1. Runnells P, Walsh T. Transforming Payor Partnerships to Drive Success in Value-Based Care. Submitted to Health Affairs Forefront on February 28, 2025.
2. Pronovost P, Runnells P, and Walsh T. Aligning health systems' economic engine, strategy, and purpose. Under review. JAMA. February 2025.
3. Leuchter R and Walsh T. Regulate private equity behaviors, not the firms. Work in progress with Dr. Leuchter, Assistant Professor of Medicine – Hospitalist at UCLA Medical Center.
4. Medicare Breakeven; How using a Medicare benchmark can save rural hospitals. An invited work in progress with Senior Editor at Washington Monthly and Policy Director at the Open Market Institute, Philip Longman.2025.
B. Green Mountain Care Board Orders
The five GMCB board members, together with our staff, draft court orders for every hospital budget we review (15 publications per year, excluding mid-year requests), each insurance rate request we evaluate (four publications per year), and the certificate of need applications (three to six publications per year) that come before us. Additionally, we monitor healthcare reform efforts in the state. Each of these documents can be found in the links below. Each is “adversarially reviewed,” meaning teams of lawyers, executive and financial officers, and actuaries from the regulated entities scrutinize the orders. They may appeal our decisions to the State Supreme Court if they believe they have identified an error in reasoning. Every appeal requires additional written documentation, which can be found on the Supreme Court’s website. Each board member is significantly involved in the creation of every order. While the construction, writing, and editing of the documents are initially drafted by board staff, board members' involvement varies as needed for concurring or dissenting opinions. In total, each board member co-authors approximately 20 documents per year.
C. Books
1. Finding What Matters Most to Patients (2019), published by the Taylor & Francis Group
2. Navigating to Value in Healthcare (2017), published by The Medical Group Management Association
D. Peer-reviewed publications in print, in press or other media
1. Harris M, Walsh T. The Effect of a More Strict 2014 DEA Schedule Designation for Hydrocodone Products on Opioid Prescription Rates in the United States. Clinical Toxicology 2019. DOI: 10.1080/15563650.2019.1574976.
2.Westling C, Walsh T, Nelson WA. Perceived ethics conflicts in Pioneer Accountable Care Organizations. Journal of Healthcare Management. Vol 62, Number 1. January/February, 2017.
3.Harrison WN, Dick JF, Walsh T. Patient preferences, and end-of-life care: A teachable moment. JAMA Intern Med. April 27, 2015. doi: 1001/jamainternmed.2015.1283.
4. Thompson R, Walsh T, and Elwyn G. “We Need to Talk: Decision Aids Are Helpful, but Not Sufficient for Facilitating Shared Decision Making.” Patient Educ Couns 2014 Apr; 97(4): 68-77.
5. Hoffman AS, Walsh T, Sepucha K, Kearing S, Hawke AJ, Collins Vidal D. Measuring shared decision making in practice: Priorities from the 2012 Dartmouth Summer Institute for Informed Patient Choice. Open Conf Proceed J 2014.
6.Elwyn G, Lloyd A, May C, van der Weijden T, Stiggelbout A, Edwards A, Frosch DL, Rapley T, Barr PJ, Walsh T, Grande SW, Montori V, Epstein R. Collaborative deliberation: A model for patient care. Patient Education and Counseling. 2014;Nov 97(2):158-164.
7. Durand MA, Barr PJ, Walsh T, Elwyn G. Incentiving shared decision making in the USA – Where are we now?” Healthcare 2014. Available online November 21, 2014. doi:10.1016/j.hjdsi.2014.10.008.
8. Nelson WA & Walsh T. Ensuring patient-centered care. The Healthcare Executive 29; 4: July/August 2014.
9. Nelson WA, Taylor E, Walsh T. Leadership and transition: Building an ethical organizational culture. The Health Care Manager. 33:3; April – June 2014.
10. Walsh T, Onega T, Mackenzie T. Variation in the length of stay within and between hospitals. The Journal of Hospital Administration 2014. Vol3; No4: DOI: 10.5430/jha.v3n4p53 (Published 3 March 2014).
11. Walsh T, Barr PJ, Thompson R, O’Neill C, Ozanne E, Elwyn G. Undetermined impact of patient decision support interventions on health care costs and savings. BMJ 2014; 348 doi: http://dx.doi.org/10.1136/bmj.g188 (Published 23 January 2014).
12. Barr PJ, Thompson R, Walsh T, Grande SW, Ozanne E, Elwyn G. The psychometric properties of CollaboRATE. A fast and frugal patient reported measure of shared decision-making process. J Med Internet Res 2014; 16(1): e2 doi:10.2196/jmir.3085 (Published 14 November 2013).
13. Elwyn G, Barr PJ, Grande SW, Walsh T, Thompson R, Ozanne E. Developing CollaboRATE. A fast and frugal measure of shared decision-making in clinical encounters. Patient Educ Couns 2013 Oct; 93(1): 102-7.
14. Walsh T, Dropkin B, Lewis M, Collins A, Fichman B, Elwyn G. Spinal Stenosis- An Option Grid. http://www.optiongrid.org/resiourse/stenosis_evidence.pdf. March 2013.
15. Walsh T, Dropkin B, Lewis M, Collins A, Fichman B, Elwyn G. Sciatica from a slipped disc- An Option Grid. http://www.optiongrid.org/resiourse/sciatica:evidence.pdf. March 2013.
16. Walsh T, Dropkin B, Lewis M, Koenig K, Tomek I, Elwyn G. Osteoarthritis of the hip- An Option Grid. http://www.optiongrid.org/resiourse/osteoarthritisHip:evidence.pdf. January 2013.
17. Olson P, Lurie J, Fymoyer J, Walsh T, Morgan, T, Zhao W, Abdu W, Weinstein J. Lumbar disk herniation in the Spine Patient Outcomes Research Trial (SPORT): Does educational attainment impact outcome? Spine 2011.36; 26:2324-32.
18. Walsh T, Homa K, Hanscom B, Lurie J, Abdu W. Detecting depression in patients with chronic spinal pain using the SF-36. The Spine Journal. 6; 316-320: 2006.
19. Walsh T, Hanscom B, Lurie J, Abdu, W, Weinstein J. Prevalence of low Mental Component Summary Scores and variation in the referral rate to behavioral medicine services in the National Spine Network. Spine March 15, 2005.
20. Walsh T, Hanscom B, Lurie J, Weinstein J. The responsiveness of the SF-36 and ODI: is a condition-specific survey necessary for patients with low back pain problems? Spine. March 15, 2003.
21. Walsh T, Seymour R, Blankenberg C, Pickens A, Rush H. Reliability of detecting a relevant lateral shift in patients with lumbar derangement: a pilot study. The Journal of Manual and Manipulative Therapy. 10; 3: 2002.
22. Walsh T. Spine Point of View: Centralization as a predictor of chronic pain. Spine. April 1, 2001.
23. Walsh T. Spine Point of View: The Oswestry Disability Index. Spine. November 15, 2000.
24. Weinstein J, Brown P, Hanscom B, Walsh T, Nelson E. Designing an ambulatory clinical practice for outcomes improvement: from vision to reality. Quality Management in Health Care. 8; 2: Winter 2000.
F. Popular Press and Other Publications
1. The Framework for High-Reliability Healthcare: An industry whitepaper. As a Cardinal Point Healthcare consultant working for Safe & Reliable Healthcare, LLC, and as a ghostwriter, I co-authored the whitepaper. Safe & Reliable Healthcare was sold to Vizient Inc. after my consulting engagement ended. The whitepaper is available at https://www.vizientinc.com/our-solutions/care-delivery-excellence/reliable-care-delivery
2. Don’t blame Medicare for rising medical bills; blame monopolies. The Washington Monthly
3. The bare truth about hospitals and why it is time for a revolution. Forbes Online
4. Undetermined impact of patient decision support interventions on health care costs and savings; a video abstract - The British Medical Journal
5. Productivity and the health care workforce with Shannon Brownlee & Joe Colucci in The New America Foundation online magazine - The New America Foundation
6. What ‘health care costs’ really means, with Shannon Brownlee & Joe Colucci in The Atlantic online magazine - The Atlantic
G. Invited Written Testimony as Subject Matter Expert
1. Oregon House Bill 4139 (2024). Certificate of Need Laws Reduce Access to Healthcare and Increase Costs. The Oregon House Committee on Behavioral Health and Health Care. https://olis.oregonlegislature.gov/liz/2024R1/Measures/Testimony/HB41392.
2. Kentucky House Bill 204. An Act Relating to Certificate Of Need: Expert testimony: Certificate of Need Laws Reduce Access to Healthcare and Increase Costs. https://apps.legislature.ky.gov/record/24rs/hb204.html
H. Abstracts (include both oral, exhibit, and poster presentations):
1. Walsh T & Wood J. Getting big results from big data. March 2015, a conference hosted by the International Council on Systems Engineering (INCOSE). Los Angeles, CA
2. Walsh T & Wood J. Responsible engineering in healthcare. November 1, 2014, a conference hosted by INCOSE. San Diego, CA
3. Barr PJ. Thompson R, Walsh T, Ozanne E, Grande SW, & Elwyn G. (2013, September). Assessing the psychometric properties of CollaboRATE: a three-item patient-reported measure of the shared decision-making process. Paper presented at the International Conference on Communication in Healthcare. Montréal, Quebec.
4. Elwyn G, Barr PJ, Grande SW, Thompson R, Walsh T, & Ozanne E. (2013, September). Developing CollaboRATE: a fast and frugal patient-reported measure of the shared decision-making process in the clinical encounter. Paper presented at the International Conference on Communication in Healthcare. Montréal, Quebec.
5. Elwyn G, Barr PJ, Thompson R, Grande SW, Walsh T, & Ozanne E. (2013, June). A fast and frugal patient-reported measure of the shared decision-making process: A protocol for assessing the psychometric properties of CollaboRATE. Poster presented at the 7th International Shared Decision-Making Conference. Lima, Peru.
6. Elwyn G, Barr PJ, Grande SW, Thompson R, Walsh T, & Ozanne E. (2013, June). Developing CollaboRATE: A fast and frugal patient-reported measure of the shared decision-making process in the clinical encounter. Poster presented at the seventh International Shared Decision-Making Conference. Lima, Peru.
7. Walsh T, Barr PJ, Thompson R, O’Neill C, Ozanne E, Elwyn G. Do patient decision support interventions lead to cost savings? A systematic review. Prospero Review Registration # CRD42012003421. Presented at the seventh International Shared Decision-Making conference in Lima, Peru. June 2013.
8. Kerrigan CL & Walsh T. A Randomized Clinical Trial Comparing a New Co-aptive Film Device versus Sub-cuticular Closure of Linear Incisions. Presented at The Canadian Society of Plastic Surgery. Calgary, Alberta. June 2007.
9. Walsh T, Homa K, Lurie J, Hanscom B, Abdu W. Depression Screening in Spine Patients Using the SF-36 Health Survey. Presented at The International Society for the Study of the Lumbar Spine Annual Meeting. Porto, Portugal. June 2004.
10. Walsh T, Hanscom B, Lurie J, Weinstein JN. Responsiveness of the SF36 and Oswestry in Lumbar Spine Patients; Do We Need a Disease-Specific Instrument? The International Society for the Study of the Lumbar Spine, Edinburgh, Scotland. 2001.
11. Lurie J, Hanscom B, Walsh T, Weinstein J. The Minimal Clinically Important Change Score for the SF-36 and ODI. Accepted to ISSLS, Edinburgh, Scotland. 2001.
[email protected]
[email protected]
www.thomwalsh.net
(603) 381-1170
Barre, VT
Date prepared: March 10, 2025
I. Education
PhD, Health Policy, The Dartmouth Institute for Health Policy and Clinical Practice
Dartmouth College
(2012)
MS, Evaluative Clinical Sciences
The Dartmouth Institute for Health Policy and Clinical Practice at
Dartmouth College
(2002)
MSPT, Physical Therapy, Magna Cum Laude
D’Youville University
(1992)
II. Postdoctoral (or Highest Degree) Training
Post-Doctoral Fellow, Healthcare Delivery Sciences
Dartmouth College
Hanover, NH
(2014)
Diplomat, Diagnosis and Treatment of Complex Spine Problems
(a subspecialty of orthopedics)
The McKenzie Institute International
Wellington, New Zealand
(1995)
Board Certified Orthopedic Clinical Specialist
American Physical Therapy Association
Alexandria, VA
(1995)
III. Academic Appointments:
A. Current
Adjunct InstructorThe Tuck School of Business at Dartmouth College
(2024 - Present)
Adjunct Instructor
The Geisel School of Medicine at Dartmouth College
(2014-Present)
B. Previous
Visiting Professor of Health Services
The College of Health Sciences, Boise State University
(2018-2022)
Visiting Professor of Community Medicine
The University of Tulsa
(2015-2018)
IV. Institutional Leadership Roles
N/A
V. Licensure and Certification
Previously licensed Physical Therapist in CA, NH, NJ, NY, and VT. Retired from clinical practice in 2021.
VI. Hospital or Health System Appointments (if applicable)
N/A
VII. Other Professional Positions
A. Board Member
Green Mountain Care Board Montpelier, VT
(2021-Present)
Description: The Green Mountain Care Board (GMCB) is a nonpartisan board of five members with a staff of 48 including lawyers, health policy experts, and data analysts who oversee Vermont's healthcare system. Board Members’ primary responsibilities (including but not limited to):
- Conducting impartial analyses of hospital and insurer performance
- Hospital budget regulation
- Commercial insurance rates setting
- Reviews of Certificate of Need requests
- Monitoring statewide reform initiatives
All activities include considering testimony from healthcare organizations, members of the executive and legislative branches of Vermont government, and subject matter experts from across the U.S. The GMCB is bound by Vermont’s open meeting law, so all deliberations are attended by the press, members of the public, Vermont regulators from other industries, state officials, academics, and consulting organizations from across the U.S. Board members have fiduciary responsibilities, advise the board chair and executive director on the organization’s strategic vision, and assist in defining the roles and duties of board staff.
Additional GMCB Committee Service:
Council Chair
GMCB Data Governance Council (2024-Present)
Description: The council oversees several databases for the State of Vermont that support healthcare regulation, evaluation, and innovation.
Responsibilities: The council meets quarterly to review data requests, potential use cases, security, and integration. The Chair sets the meeting agenda and is responsible for overseeing council staff.
GMCB Representative
Vermont Blueprint for Health Executive Committee (2023-Present)
Description: Blueprint develops community-led strategies to enhance health and well-being.
Responsibilities: The executive committee convenes monthly to advise the executive team and to create and oversee the organization’s strategy, budget, and operations.
B. Board Chair
The McKenzie Institute, USA
(2023-Present)
Description: The McKenzie Method of Mechanical Diagnosis and Therapy (MDT) is a system of care for patients suffering from musculoskeletal pain and disability. The USA branch is the largest of the 33 countries in the international organization.
Responsibilities: The board chair oversees a nine-member board and an executive director with a staff of five.
- Attend monthly Executive Committee meetings
- Attend quarterly board meetings
- Lead strategic planning and budgeting
- Oversee all operations activities, which are currently focused on expanding global in-person education programs to a hybrid model of instruction
C. Member of Directors
The McKenzie Institute, USA
(2019- 2023)
D. Founder and Chief Strategy Officer
Cardinal Point Healthcare Solutions (CPHS)
(2014-2021)
Description: Cardinal Point Healthcare Solutions was a consulting company that guided the development of graduate and executive education programs, managed health system changes, initiated value-based care projects, and launched high-reliability organizations (HROs).
As the founder, I established the organization’s mission, vision, and culture. Further responsibilities:
- Recruited additional executive leaders and hired staff, including health systems engineers, health policy experts, quality improvement specialists, and other subcontractors
- Led contract negotiations with potential clients
- Managed client engagement process (developing objectives, key performance indicators, budgets, and project timelines)
- Convened necessary staff for each project, delegated roles as needed, and oversaw their work
- Served as the point of escalation and was responsible for all contracts if a client had concerns that the staff had not addressed
Selected Client List
The Joint Commission - Center for Transforming Healthcare
Description: The Center produces products, programs, assessment tools, and consulting services that help healthcare organizations improve the health and well-being of the people they serve and employ.
Responsibilities: CPHS led the development of a scoring matrix to assess an organization’s maturity (Unexposed, Novice, Competent, Proficient, and Expert) across the 11 domains of high reliability, the refinement of high-reliability assessment, and ongoing monitoring tools. The tools included site visit checklists, leadership, and staff surveys.
Safe & Reliable Healthcare
Description: S&R helps organizations improve their safety, reliability, and outcomes, increasing their clinical, operational, and financial value.
Responsibilities: CPHS co-led the development of the High-Reliability Maturity Matrix assessment and Dashboard monitoring tools, HRO Principles and Practices transformation workshop, and planning guide. Taught the principles of high-reliability organizations in a workshop for senior leaders of 170 Veterans Affairs (VA) medical centers and hospitals. The workshop consisted of Microsoft Teams meetings over two days, totaling 12 hours. (See the presentations section for more details).
US Navy Medicine
Description: Navy Medicine provides care for 500,000+ sailors, marines, and their dependents.
Responsibilities: CPHS advised the senior leadership teams at Jacksonville (home of the Eastern Hemisphere Fleet) and Balboa (Western Hemisphere Fleet) Naval Medical Centers on HRO and Value-Based Care (VBC). Created and delivered the VBC curriculum for The Bureau of Medicine and Surgery, The Johns Hopkins Lab, and senior military leaders.
One Health Nebraska
Description: One Health Nebraska is a 700-member independent physician organization facing integration threats due to hospital consolidation statewide.
Responsibilities: CPHS advised senior leadership on VBC and Accountable Care Organizations (ACO), strategic direction, including an analysis of alternatives comparing merger options with remaining independent, and ultimately, the development of the state’s largest Independent Physician Association.
Health Delivery Science, LLC
Description: Health Delivery Science was a consulting company advising healthcare systems, providers, and educators on organizational strategy and operations.
Responsibilities: CPHS advised the CEO of HDS and the President of The University of Tulsa on Value-Based Care and the development of online & hybrid education programs. We researched Healthcare Delivery Science Programs and Masters in Health Administration programs nationwide to ensure TU’s program included all key topics and to help TU identify opportunities to develop it’s niche.
Connecticut Institute for Primary Care Innovation
Description: CIPCI is a statewide primary care learning collaborative.
Responsibilities: CPHS provided guidance to CIPCI’s senior leadership on HROs, VBC, outcome measurement, and cost allocation methodologies and collaboratively developed educational presentations and materials for distribution across CIPCI’s network.
F. Curriculum Specialist
The Dartmouth Center for Healthcare Delivery Science
(2010-2014)
Description: The Dartmouth Center was created to provide executive education for high-reliability organizations and global leaders of healthcare delivery systems.
- Participated in developing the nation’s first hybrid education program in healthcare delivery science, a Master of Healthcare Delivery Science (MHCDS)
- Collaborated with program developers to identify subject matter experts and the creation of the MHCDS program
- Worked with all professors in the program to develop course content
- Co-wrote case studies with interested faculty members
G. Spine Specialist, Orthopedic Physical Therapist
Watertown, NY, Syracuse, NY, Lebanon, NH, Manhattan, NYC, and Los Angeles, CA.
(1992-2021)
Responsibilities: Provided care to patients with complex spinal pain and disability in private practice settings in. Additionally, hired to develop the first multidisciplinary treatment center at Dartmouth-Hitchcock Medical Center. Participated in the development of the first Center for Shared Decision Making. Participated in the largest and longest randomized trial of surgery vs non-surgical management of a health condition, the Spine Patient Outcomes Research Trial (SPORT). Led multidisciplinary quality improvement initiative to identify and treat patients with co-morbid mood disorders, increasing the utilization of behavior medicine for patients with a positive depression screen from less than 10% to 89% over three years. Participated in numerous other quality improvement initiatives.
VIII. Professional Development Activities
A. The Commission on Accreditation of Healthcare Management Education (2025)
Site Visitor
Description: CAHME serves the public interest by advancing the quality of healthcare management education globally. It seeks to ensure graduates possess the necessary competencies and practical experiences to become future healthcare leaders. CAHME is the only organization recognized by the Council on Higher Education Accreditation to grant accreditation to graduate programs in healthcare management.
- Collaborate with CAHME senior leaders to continuously refine accreditation requirements. As a site visitor, work in teams of three to five to review the mission and vision of applicant programs and assess whether their curriculum, objectives, and assignments align with accreditation standards to ensure that healthcare management programs meet CAHME criteria.
B. Educator Training
Course: AI for Teacher Assistance
When: 2025
Where: Georgia Tech online (GTx)
Description: A professional certificate consisting of three self-paced asynchronous courses on course creation, delivery, and assessment. Learn more - https://www.edx.org/learn/artificial-intelligence/the-georgia-institute-of-technology-ai-for-teacher-assistance
Course: Teaching 21st-Century Skills in College Courses
When: 2020
Where: University of Wisconsin Online (WisconsinX)
Description: A professional certificate consisting of three self-paced asynchronous courses on teaching teamwork, communication, and critical thinking skills. Learn more about the current edition - https://www.edx.org/certificates/professional-certificate/wisconsinx-teaching-21st-century-skills-in-college-courses
Course: Teaching with Cases, a Harvard Business School Seminar
When: 2012
Where: HBS
Description: A two-day, 16-hour seminar designed to help instructors learn practical skills to be successful in writing, using cases, and leading case discussions. Learn more about the current edition - https://he.hbsp.harvard.edu/2025-03-TWC-In-Person-Seminar
Course: The McKenzie Institute International Residency for Physicians, Physical Therapists, and Chiropractors specializing in treating complex spine pain and disability.
When: 1995
Where: Wellington, New Zealand
Description: The year-long program is highly selective, capped at 16 students worldwide. It consists of 20 hours per week of supervised clinical, 12 hours in the classroom, and eight hours of educator training. The educator training consists of theory and practice in adult education, experiential education, clinical reasoning, and critical thinking. Graduates earn the title of Diplomat and are eligible to be selected for professional educator status for CME courses in their home countries and internationally.
IX. Teaching Activities
A. Undergraduate Student Teaching
Course: Introduction to Health Policy and Value-Based Care
When: 2014-2017 (16 weeks)
Where: Hybrid course at The University of Tulsa
Appointment: Visiting Professor of Community Medicine at the Oklahoma University – University of Tulsa School of Community Medicine
Description of role & time commitment & time commitment: Co-taught (with Jeffrey Alderman, MD MHCDS 2013 graduate). Developed the 16-week undergraduate course with two 90-minute sessions per week. Including the material, selecting readings, and designing lectures (80 cumulative hours). Developed and delivered lectures in person and online (two 90-minute sessions per week); designed and graded assignments; held weekly office hours (eight hours per week).
Students per course: 57
B. Undergraduate Medical Education (Classroom)
N/A
C. Undergraduate Medical Education (Clerkship)
N/A
D. Graduate Medical Education
N/A
E. Other Clinical Programs
Director, Clinical Orientation and Training
The Spine Center at Dartmouth Hitchcock Medical Center
(1999-2008)
Responsibilities: Developed and delivered a two-week, 16-hour orientation to the Spine Center, including our use of Patient-Reported Outcome Measures, Shared Decision-Making and SDM tools, Motivational Interviewing, and the Functional Restoration Program. Led clinical training for residents from primary care, anesthesiology, orthopedics, and neurosurgery who spent four or more weeks at the Spine Center. Responsibilities included orienting residents to our clinical pathways, having residents follow me, and then shadowing them during initial examinations and follow-up visits. Teaching interpretation of spinal imaging and diagnostic testing, including sensitivity, specificity, false positive/negative, and number needed to treat.
Physical Therapy Clinical Instructor
Multiple sites in NY, NH, and CA
Provided physical therapy care for patients with musculoskeletal pain, including physical exercise, coaching, manual mobilizations, and manipulations as indicated.
(1993-2021)
F. Graduate Student Teaching
Course: Health Systems (SU24)
When: Summer 2024 – Present (4 weeks)
Where: Tuck Business School Master of Healthcare Administration program
Appointment: Adjunct Instructor (see Academic Appointments, III(A))
Description of role & time commitment: Prepare syllabus; develop all course content including readings, assignments, video content, and Canvas course content (80 cumulative hours); deliver all lectures; hold weekly office hours; manage two teaching assistants, meeting before, during, and at the close of the course to ensure uniform grading and address any concerns (36 cumulative hours per cycle).
Students per session: 35
Course: Health Systems (PH203)
When: Summer 2022 – Present (6 weeks)
Where: TDI’s hybrid MPH degree
Appointment: Adjunct Instructor
Description of role & time commitment: Prepare syllabus; develop all course content including readings, videos, assignments, and Canvas course content (80 cumulative hours); deliver all lectures; hold weekly office hours; manage two teaching assistants, meeting before, during, and at the close of the course (48 cumulative hours per cycle).
Students per session: Approximately 48 per year
Course: Integrated Learning Experience Capstone (PH261-264)
When: 2014 - Present (academic year)
Where: TDI hybrid MPH program
Appointment: Adjunct Instructor
Description of role & time commitment: Mentor four to six students annually through the conception, execution, and writing of their cumulative learning project. This includes meeting one to four times per month throughout the academic year, providing support and feedback on each section of their ILE paper for a cumulative one to four hours per section, providing feedback on their final presentations as well as feedback to five to ten other student presentations from the ILE program (20-50 hours per student each year).
Students: 4 to 6 from each cohort
Course: Health Systems & Policy (PH128)
When: Summer 2021 (6 weeks)
Where: TDI’s MPH degree (combined residential and hybrid)
Appointment: Adjunct Instructor
Description of role & time commitment: Prepared syllabus; developed all course content, including readings, assignments, and Canvas course content (100 cumulative hours); delivered all lectures; held weekly office hours; managed four teaching assistants, meeting before, during, and at the close of the course (100 cumulative hours).
Students per session: 94
Course: Health Systems & Policy (PH128)
When: Summer 2020 (6 weeks)
Where: TDI’s hybrid MPH degree
Appointment: Adjunct Instructor
Description of role & time commitment: Prepared syllabus; developed all course content including readings, assignments, and Canvas course content (80 cumulative hours); delivered all lectures; held weekly office hours; managed two teaching assistants, meeting before, during, and at the close of the course (48 cumulative hours).
Students: 35-45 per year
Course: Patient-Centered Public Health Communications (PH228)
When: 2018-2020 (6 weeks)
Where: TDI’s MPH program
Appointment: Adjunct Instructor
Description of role & time commitment: Prepared syllabus; developed all course content, including readings, assignments, and Canvas course content; delivered all lectures; held weekly office hours; managed two teaching assistants, meeting before, during, and at the close of the course (48 cumulative hours per cycle).
Students: 35-45 per year
Course: Geographic Variation in Healthcare; the history and modern implications
When: 2014-2017 (10 weeks)
Where: The Dartmouth Institute for Health Policy & Clinical Practice, Master of Science program
Appointment: No appointment. Developed and taught course by invitation
Description of role & time commitment: Prepared syllabus; developed all course content, including readings, assignments, and Canvas course content (80 cumulative hours); delivered all lectures; held weekly office hours; managed two teaching assistants, meeting before, during, and at the close of the course (80 cumulative hours).
Students: 40-50 per year
Course: Geographic Variation in Healthcare
When: 2012 (10 weeks)
Where: The Dartmouth Institute for Health Policy & Clinical Practice
Appointment: No appointment. Developed and co-taught (Jack Wennberg MD) by invitation
Description of role & time commitment: Prepared syllabus; co-developed all course content, including readings, assignments, and Canvas course (100 cumulative hours); developed and delivered all lectures (80 cumulative hours); prepared and conducted interviews with Dr. Wennberg for each week of the course (40 cumulative hours); graded all assignments (eight hours per week); held weekly office hours (1.5 hours per week).
Students: 48 per year
G. Graduate Course Development
Course: Anchor Healthcare Institutions
When: 2021
Where: TDI’s MPH program
Appointment: Adjunct Instructor
Description of role & time commitment: I was asked to develop a six-week course, including the syllabus, lectures, and assignments.
H. Continuing Medical Education Teaching
Course: Mechanical Diagnosis and Treatment of the Spine (MDT); The McKenzie Institute
When: 1996-1998
Where: Multiple locations across the USA
Description of role & time commitment: One of nine USA faculty members teaching MDT to board-certified Physicians, Physical Therapists, and Chiropractors. The 32-hour courses were hosted by spine specialty sites across the US over four days. I led one course every four weeks, 13 per year. Content included spinal anatomy, physiology, biomechanics, pathologies, and manual mobilizations/manipulations.
Students per session: 40-50 per course
X. Primary Research Advising
N/A
XI. Advising/Mentoring (other)
Since 2010, I have mentored four to six students each year as they complete the requirements for their culminating projects at TDI, MPH, or MHCDS. This involves 20-50 hours annually, during which I meet with students, assist with project management, and review, comment on, and edit their written work. I believe that listing the 65-80 students I have worked with over the past 14 years is not particularly helpful. However, below are the notable accomplishments achieved by several students.
A. Master of Public Health
Cara Chang MS
- Current 2025 MPH mentee. Integrated Learning Experience project on “The use of conversation artificial intelligence to enhance the health literacy of older adults.”
- Has applied to four PhD programs
- We anticipate at least one TDI-related peer-reviewed publication.
- Washington, DC
Inna Podgornaya MBA, MPH
· 2024 ILE Award Winner – “A Framework to Improve Provider Digital Health Literacy around Health Equity Data”
- Currently, the Senior Information Technology Consultant /Vermont Health Information Exchange, Strategic Solutions Group (SSG) /Vermont Agency of Human Services (AHS)
- Boston, MA
Rachel Smith RN, MPH
- 2022 TDI MPH mentee: ILE project on the “Development of a Rural Health Learning Collaborative in Colorado.”
- Worked with Benjamin Anderson, MHCDS 2016, to develop the learning network with the Rural and Hospitals Association of Colorado.
- Winner of TDI’s Social Justice Award
- Currently, the Director of Nursing at Lincoln Community Hospital
- Hugo, CO
Ashleigh Bennett DHSc, MPH
- 2020 TDI MPH mentee: ILE project on "Socioeconomic Status and Patient-Reported Experience Measures."
- After TDI, she earned her DHSC from Nova Southeastern University.
- Director of Bachelor of Science in Public Health program at Nova Southeastern University’s Dr. Kiran C. Patel College of Osteopathic Medicine
- Currently a TDI Admissions Ambassador and teaching assistant
- Fort Lauderdale, FL
Brittney Comunale MBA, MPH, DrPH
- 2019 TDI MPH mentee: ILE project on “Communication within the Patient-Provider Dyad: the effects of concurrent and discordant dyads.”
- After TDI, she earned her DrPH from the Bloomberg School of Public Health at Johns Hopkins University.
- Currently a TDI Adjunct Instructor
- San Diego, CA
Wade Harrison MD, MPH
- 2015 MPH Mentee. ILE project on “Shared decision making and end of life care.”
- TDI publication: Harrison WN, Dick JF, Walsh T. Patient preferences, and end-of-life care: A teachable moment. JAMA Intern Med. April 27, 2015.
- After TDI, he earned his MD from the University of Colorado Medical School.
- Completed MD degree at Geisel
- Currently, Associate Professor of Pediatrics specializing in Pedi Hospital Medicine
- Chapel Hill, NC
Matthew Harris, DO, MPH
- 2014 MPH Mentee. ILE project on “Shared decision making and opioid prescription rates.”
- TDI Publication: Harris M, Walsh T. The Effect of a More Strict 2014 DEA Schedule Designation for Hydrocodone Products on Opioid Prescription Rates in the United States. Clinical Toxicology 2019.
- Currently, Associate Professor in the Department of Emergency Medicine at the University of Texas, Southwestern Medical Center
- Dallas, TX
B. Master of Healthcare Delivery Science
Joel Roos MD
- 2014 MHCDS mentee: “The feasibility of value-based care in Navy Medicine and the Defense Health Agency” with Darin Via
- Following completion of his MHCDS, he has risen to Vice President of International Accreditation, Quality Improvement, and Patient Safety for Joint Commission International (JCI)
- Navy Admiral (retired)
Darin Via MD
- 2014 MHCDS mentee: “The feasibility of value-based care in Navy Medicine and the Defense Health Agency.”
- Following completion of his MHCDS, he has risen to U.S. Navy Surgeon General; Chief, Bureau of Medicine and Surgery
- Navy Rear Admiral, the highest Naval rank during peacetime. RAMD Via is the first enlisted corpsman to rise to U.S. Navy Surgeon General.
- Virginia Beach, VA
Jeffrey Alderman MD
- 2013 MHCDS mentee; Capstone project on “Scaling Healthcare Delivery Sciences.”
- Founder and director of The University of Tulsa’s MBA MHCDS program
- Tulsa, OK
Geoff McCullen MD
- 2013 MHCDS mentee: Capstone project on “Independent specialty physicians and value-based care.”
- Founder OneHealth Nebraska, an independent physician association with 92 practices and over 450 physicians, and OneHealth ACO
- Lincoln, NE
XII. Engagement, Advocacy, Community Service, Community Education
A. Millstone Trails Association
https://www.millstonetrails.org/
Volunteer (2022- present)
Trail maintenance work, four hours every two month
B. Team Rubicon
https://teamrubiconusa.org/
Volunteer (2015 – 2018)
Four deployments (Search and Rescue, general cleanup) following wildland fires
- Lake Fire, San Bernardino – three days of service
- Blue Cut Fire, San Bernardino – four days
- Thomas Fire, Santa Barbara, Ventura County – five days
- Camp Fire, Paradise, Butte County – six days
C. Altadena Mountain Rescue Association
https://www.amrt.org/
Volunteer 2014 – 2018
Los Angeles County Sherriff’s Department reserve search and rescue trainee/technician. AMRT trains one evening per week and one full day monthly throughout the year. Located at the base of the San Gabriel Mountains and roughly 15 miles from downtown LA, it is one of the busiest SAR teams in the US, with approximately 130 call-outs per year. My qualifications included:
- Emergency medical technician
- Human tracking and lost person behavior
- Mountain rescue
- Heli-tech
D. Winona State Forest Association
https://www.winonaforest.com/
Vice President (1995-1998)
Volunteer (1992-1995)
Trail work and general conservation, eight hours per month
XIII. Research Activities (reverse chronological order)
A. Sponsored Research
1. Co-investigator at 20% FTE
The Josiah Macy Jr. Foundation
(2014)
Integrating shared decision-making and interprofessional education. grant to test the feasibility of an innovative method for teaching and assessing communication skills among healthcare providers. Elwyn G, Walsh T, Mulley A. et al.
Total funding: $450,000
2. Co-investigator at 40% FTE
ClozeX Medical LLC.
(2005)
Randomized clinical trial to compare the scar quality, patient comfort, and costs of standard surgical sutures for linear incision versus a new adhesive device. Walsh T, & Kerrigan C
Total funding: $40,800
3. Senior Investigator at 20% FTE
Quality Research Grant Program at DHMC
(2002)
18-month clinical investigation: Improving access to multidisciplinary services at The Spine Center. Homa K, Lurie J, Walsh T
Total funding: $10,000
4. Principal Investigator at 20% FTE
Quality Research Grant Program at DHMC
(2001)
18-month clinical investigation: Improving the Utilization of Effective Care for Common Co-Morbidities at the Spine Center: The SF-36 MCS as a Screening Tool for Behavioral Medicine Interventions. Walsh T, Homa K, Weinstein JN, et al.
Total funding: $10,000
XIV. Program Development
A. Degree Granting Programs
1. Programs: Public Health, Population Health, & Value-Based CareWhen: 2014-2020 (15 weeks)
Where: Boise State University, Boise, Idaho
Appointment: Visiting Professor of Health Sciences at BSU’s College of Health Sciences
Description of role & time commitment: As a consultant with multiple roles, I was involved in the following projects:
- Developed Public Health, Population Health & Value-Based Care as a professional certificate course, which included designing and delivering all lectures; created the syllabus, assignments, and readings; graded assignments; held weekly office hours.
- Developed an asynchronous Value-Based Healthcare professional certificate program, the first asynchronous certificate accredited by the Commission on the Accreditation of Healthcare Management Education (CAHME).
- Outlined and developed the Master in Population & Health System Management, a CAHME Award Winner for Innovation in Education. Developed syllabi for all courses within the program.
2. Program: Tuck’s Master of Healthcare Delivery Science (MHCDS)When: 2010-2012
Where: Tuck Business School at Dartmouth College
Appointment: Curriculum Specialist
Description of role & time commitment: I assisted with the design of the inaugural hybrid MHCDS program (100+ cumulative hours); integrated core concepts across the entire curriculum; designed course content, including the development of asynchronous content and Canvas course content (80 cumulative hours); ran weekly online synchronous sessions (four hours per week); managed discussion boards (two hours per week); designed and graded assignments (eight hours per week); tutored students; mentored capstone projects (four hours per week).
Students: 45-50
B. Non-Degree Programs
1. Program: Value-Based Care for Navy Medicine and Defense Health
When: 2014-2018
Where: Bureau of Medicine and Surgery (BUMED), Washington DC, Jacksonville, FL, and San Diego, CA
Description of role & time commitment: As a consultant, I developed a three-month hybrid education program on value-based care for Navy Medicine. This included designing and delivering lectures for senior leaders at BUMED and the Atlantic & Pacific Fleets based on my books, “Navigating to Value” and “Finding What Matters Most to Patients”; design overview lectures for staff at Jacksonville Naval Hospital and Balboa Naval Hospital (San Diego); develop training sessions outlined by Hernandez A, Kaplan RS, Witkowski ML, Faison CF, and Porter ME in Health Affairs. 2019 Aug;38(8):1393-1400.
Students: 25-40 (all senior officers for the Atlantic and Pacific fleets; all department heads at Jacksonville Naval Hospital and Balboa Naval Hospital)
XV. Entrepreneurial Activities
Please refer to VII. Other Professional Positions
In brief, my entrepreneurial activities include the founding of a consulting company, Cardinal Point Healthcare Solutions, and partially owning a private physical therapy practice.
XVI. Major Committee Assignments, inclusive of Professional Societies
N/A
XVII. Institutional Center or Program Affiliations
N/A
XVIII. Editorial Boards
N/A
XIX. Journal Referee Activity
A. Grant reviewer, section lead (shared decision-making)
Patient-Centered Outcome Research Institute (PCORI)
(2012-2014)
Responsibilities: Reading applications, writing critiques, and participating in an in-person panel discussion.
16-20 grants per year
B. Grant reviewer
Patient-Centered Outcome Research Institute (PCORI)
(2010-2012)
Responsibilities: Reading applications, writing critiques, and participating in an in-person panel discussion.
C. Peer reviewer
Patient education and counseling
(2012-2014)
Responsibilities: Reading submissions, writing critiques, occasional follow-up for articles accepted with modifications.
Two-four articles per year
D. Peer reviewer, spine focus
Journal of Bone and Joint Surgery
(2000-2010)
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
Two to six articles per year
E. Peer reviewer, spine focus
Clinical Orthopedics and Related Research
(1999-2010)
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
One to four articles per year
F. Peer reviewer
Spine
1998-2010
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
Six to 12 articles per year
G. Peer reviewer
Journal of Orthopedic and Sports Physical Therapy
1993-2010
Responsibilities: Reading submissions, writing critiques, and occasional follow-up for articles accepted with modifications.
Five to 10 articles per year
XX. Awards and Honors
N/A
XXI. Invited Presentations
A. International
1. Value-Based Care in Navy Medicine (2016)
Overview of the VBC course I developed for Navy Medicine. A 90-minute presentation with Q&A, delivered to all senior officers worldwide for the Atlantic and Pacific fleets, as well as all members of the Navy’s Bureau of Medicine and Surgery (BUMED) and the healthcare consulting division of Johns Hopkin’s Applied Physics Lab (APL), which holds the primary consulting contract for Navy Medicine. Additionally, all department heads at Jacksonville Naval Hospital, the continental home of the Atlantic Fleet, and Balboa Naval Hospital, the continental home of the Pacific Fleet. Presentations occurred in Washington, D.C. (BUMED), Laurel, Maryland (APL), Jacksonville, Florida (Navy Med), and San Diego, CA (Navy Med).
2. The Clinical Use of Research Data at the Point of Care (2004)
Presented to the roughly 1000 attendees at The International Society for the Study of the Lumbar Spine (ISSLS). Porto, Portugal.
3. The Clinical Use of Research Data at the Point of Care (2000)
Presented to the roughly 100 attendees at the Swedish Rheumatology Society Annual Meeting, Karolinska Institute, Solna, Sweden.
B. National
1. A Framework for High-Reliability Organizations in Healthcare (2020-2021)
A workshop for senior leaders of 170 Veterans Affairs (VA) medical centers and hospitals. The workshop consisted of Microsoft Teams meetings over two days, totaling 12 hours. The workshops were split between two teams of three presenters. I led the higher volume team that conducted just over 100 of the workshops across the USA.
2. Emerging Payment Models and Independent Physicians: MACRA/MIPS and OneHealth Nebraska (2016)
A 60-minute presentation on payment reform. I conducted the presentation eight times over five days. Approximately 50 attendees per session.) Lincoln, NE.
3. Better Value Better Business (2015)
OneHealth Nebraska, Lincoln, NE. A 60-minute presentation on value-based care. Approximately 80 attendees.
4. Healthcare at Border – El Paso, TX (Nov 2012)Invited to speak about healthcare delivery science at the Paul L Foster School of Medicine at Texas Tech University Health Sciences Center. El Paso, TX.
5. A Brief History of Variation in Healthcare (2009)
Presented to The Maine Medical Center’s Board of Overseers, Administration, Financial, Clinical Leadership, and Clinical Staff (via grand rounds). Five presentations in total, approximately 60-80 attendees per session. Maine Medical Center, Portland, ME.
6. Depression screening in spine patients using the SF-36 health survey (2003)
Presented to the roughly 850 attendees at The North American Spine Society Annual Conference. San Diego, CA.
7. The Spine Center as a Practical Model for Integrated Medicine and Research (2003)
Presented to the roughly 275 attendees at The National Clinical Improvement Network, Chicago, IL.
8. Variation in healthcare delivery: what it means to physical therapists (2002)
Invited speaker presenting to the roughly 300 attendees at The McKenzie Institute USA Annual Meeting, Cleveland, OH.
9. The clinical use of data (1999)
Presented to the roughly 850 attendees at The North American Spine Society. Seattle, WA.
10. The clinical and aggregate use of data. The Spine Center and SPORT Trial at DHMC (1999)
Presented to departments of anesthesiology, orthopedics, and neurosurgery (roughly 50 attendees) at The Great Lakes Regional Hospital Pain Management Program. Bay City, MI.
11. The McKenzie Method (1998)
Presented to the roughly 400 attendees at The New York State Physical Therapy Association Annual Meeting. Rochester, NY
C. Regional/local
1. Facilitating Public Meetings on Vermont’s Act 167: Hospital Sustainability and Community Engagement to Support Hospital Transformation (2024)
Presented and facilitated discussion on hospital sustainability to roughly 50-75 hospital leaders and members of the public in Berlin, Burlington, and Randolph, VT.
2. A report from the field (2022)
An invited presentation to the roughly 75 attendees at DHMC Grand Rounds. DHMC, Lebanon, NH.
3. Developing sustainable models of health care delivery: a global challenge (March & November 2013)
Presented to the roughly 30 attendees at each session of The Dartmouth Community Medical School. Hanover, NH.
4. Invited facilitator of panel discussion (2011)
The Underserved and Their Efforts to Access Quality Healthcare. Part Four of Dartmouth Medical School’s Annual Martin Luther King Jr Celebration.
5. The future of clinical research (2010 & 2011)
Presented to Dartmouth-Hitchcock Medical Center’s residents participating in The Leadership Preventive Medicine Residency Program. Lebanon, NH.
6. Research Design: An Overview (1999)
The Orthopedic Basic Science Series. The Department of Orthopedic Surgery at DHMC, Lebanon, NH.
XXII. Bibliography
A. Pending submissions:
1. Runnells P, Walsh T. Transforming Payor Partnerships to Drive Success in Value-Based Care. Submitted to Health Affairs Forefront on February 28, 2025.
2. Pronovost P, Runnells P, and Walsh T. Aligning health systems' economic engine, strategy, and purpose. Under review. JAMA. February 2025.
3. Leuchter R and Walsh T. Regulate private equity behaviors, not the firms. Work in progress with Dr. Leuchter, Assistant Professor of Medicine – Hospitalist at UCLA Medical Center.
4. Medicare Breakeven; How using a Medicare benchmark can save rural hospitals. An invited work in progress with Senior Editor at Washington Monthly and Policy Director at the Open Market Institute, Philip Longman.2025.
B. Green Mountain Care Board Orders
The five GMCB board members, together with our staff, draft court orders for every hospital budget we review (15 publications per year, excluding mid-year requests), each insurance rate request we evaluate (four publications per year), and the certificate of need applications (three to six publications per year) that come before us. Additionally, we monitor healthcare reform efforts in the state. Each of these documents can be found in the links below. Each is “adversarially reviewed,” meaning teams of lawyers, executive and financial officers, and actuaries from the regulated entities scrutinize the orders. They may appeal our decisions to the State Supreme Court if they believe they have identified an error in reasoning. Every appeal requires additional written documentation, which can be found on the Supreme Court’s website. Each board member is significantly involved in the creation of every order. While the construction, writing, and editing of the documents are initially drafted by board staff, board members' involvement varies as needed for concurring or dissenting opinions. In total, each board member co-authors approximately 20 documents per year.
- Hospital budget orders - https://gmcboard.vermont.gov/hospital-budget-review
- Insurance rate review orders - https://ratereview.vermont.gov/
- Certificate of Need decisions - https://gmcboard.vermont.gov/certificate-need
- Healthcare Reform Oversight - https://gmcboard.vermont.gov/aco-oversight
C. Books
1. Finding What Matters Most to Patients (2019), published by the Taylor & Francis Group
2. Navigating to Value in Healthcare (2017), published by The Medical Group Management Association
D. Peer-reviewed publications in print, in press or other media
1. Harris M, Walsh T. The Effect of a More Strict 2014 DEA Schedule Designation for Hydrocodone Products on Opioid Prescription Rates in the United States. Clinical Toxicology 2019. DOI: 10.1080/15563650.2019.1574976.
2.Westling C, Walsh T, Nelson WA. Perceived ethics conflicts in Pioneer Accountable Care Organizations. Journal of Healthcare Management. Vol 62, Number 1. January/February, 2017.
3.Harrison WN, Dick JF, Walsh T. Patient preferences, and end-of-life care: A teachable moment. JAMA Intern Med. April 27, 2015. doi: 1001/jamainternmed.2015.1283.
4. Thompson R, Walsh T, and Elwyn G. “We Need to Talk: Decision Aids Are Helpful, but Not Sufficient for Facilitating Shared Decision Making.” Patient Educ Couns 2014 Apr; 97(4): 68-77.
5. Hoffman AS, Walsh T, Sepucha K, Kearing S, Hawke AJ, Collins Vidal D. Measuring shared decision making in practice: Priorities from the 2012 Dartmouth Summer Institute for Informed Patient Choice. Open Conf Proceed J 2014.
6.Elwyn G, Lloyd A, May C, van der Weijden T, Stiggelbout A, Edwards A, Frosch DL, Rapley T, Barr PJ, Walsh T, Grande SW, Montori V, Epstein R. Collaborative deliberation: A model for patient care. Patient Education and Counseling. 2014;Nov 97(2):158-164.
7. Durand MA, Barr PJ, Walsh T, Elwyn G. Incentiving shared decision making in the USA – Where are we now?” Healthcare 2014. Available online November 21, 2014. doi:10.1016/j.hjdsi.2014.10.008.
8. Nelson WA & Walsh T. Ensuring patient-centered care. The Healthcare Executive 29; 4: July/August 2014.
9. Nelson WA, Taylor E, Walsh T. Leadership and transition: Building an ethical organizational culture. The Health Care Manager. 33:3; April – June 2014.
10. Walsh T, Onega T, Mackenzie T. Variation in the length of stay within and between hospitals. The Journal of Hospital Administration 2014. Vol3; No4: DOI: 10.5430/jha.v3n4p53 (Published 3 March 2014).
11. Walsh T, Barr PJ, Thompson R, O’Neill C, Ozanne E, Elwyn G. Undetermined impact of patient decision support interventions on health care costs and savings. BMJ 2014; 348 doi: http://dx.doi.org/10.1136/bmj.g188 (Published 23 January 2014).
12. Barr PJ, Thompson R, Walsh T, Grande SW, Ozanne E, Elwyn G. The psychometric properties of CollaboRATE. A fast and frugal patient reported measure of shared decision-making process. J Med Internet Res 2014; 16(1): e2 doi:10.2196/jmir.3085 (Published 14 November 2013).
13. Elwyn G, Barr PJ, Grande SW, Walsh T, Thompson R, Ozanne E. Developing CollaboRATE. A fast and frugal measure of shared decision-making in clinical encounters. Patient Educ Couns 2013 Oct; 93(1): 102-7.
14. Walsh T, Dropkin B, Lewis M, Collins A, Fichman B, Elwyn G. Spinal Stenosis- An Option Grid. http://www.optiongrid.org/resiourse/stenosis_evidence.pdf. March 2013.
15. Walsh T, Dropkin B, Lewis M, Collins A, Fichman B, Elwyn G. Sciatica from a slipped disc- An Option Grid. http://www.optiongrid.org/resiourse/sciatica:evidence.pdf. March 2013.
16. Walsh T, Dropkin B, Lewis M, Koenig K, Tomek I, Elwyn G. Osteoarthritis of the hip- An Option Grid. http://www.optiongrid.org/resiourse/osteoarthritisHip:evidence.pdf. January 2013.
17. Olson P, Lurie J, Fymoyer J, Walsh T, Morgan, T, Zhao W, Abdu W, Weinstein J. Lumbar disk herniation in the Spine Patient Outcomes Research Trial (SPORT): Does educational attainment impact outcome? Spine 2011.36; 26:2324-32.
18. Walsh T, Homa K, Hanscom B, Lurie J, Abdu W. Detecting depression in patients with chronic spinal pain using the SF-36. The Spine Journal. 6; 316-320: 2006.
19. Walsh T, Hanscom B, Lurie J, Abdu, W, Weinstein J. Prevalence of low Mental Component Summary Scores and variation in the referral rate to behavioral medicine services in the National Spine Network. Spine March 15, 2005.
20. Walsh T, Hanscom B, Lurie J, Weinstein J. The responsiveness of the SF-36 and ODI: is a condition-specific survey necessary for patients with low back pain problems? Spine. March 15, 2003.
21. Walsh T, Seymour R, Blankenberg C, Pickens A, Rush H. Reliability of detecting a relevant lateral shift in patients with lumbar derangement: a pilot study. The Journal of Manual and Manipulative Therapy. 10; 3: 2002.
22. Walsh T. Spine Point of View: Centralization as a predictor of chronic pain. Spine. April 1, 2001.
23. Walsh T. Spine Point of View: The Oswestry Disability Index. Spine. November 15, 2000.
24. Weinstein J, Brown P, Hanscom B, Walsh T, Nelson E. Designing an ambulatory clinical practice for outcomes improvement: from vision to reality. Quality Management in Health Care. 8; 2: Winter 2000.
F. Popular Press and Other Publications
1. The Framework for High-Reliability Healthcare: An industry whitepaper. As a Cardinal Point Healthcare consultant working for Safe & Reliable Healthcare, LLC, and as a ghostwriter, I co-authored the whitepaper. Safe & Reliable Healthcare was sold to Vizient Inc. after my consulting engagement ended. The whitepaper is available at https://www.vizientinc.com/our-solutions/care-delivery-excellence/reliable-care-delivery
2. Don’t blame Medicare for rising medical bills; blame monopolies. The Washington Monthly
3. The bare truth about hospitals and why it is time for a revolution. Forbes Online
4. Undetermined impact of patient decision support interventions on health care costs and savings; a video abstract - The British Medical Journal
5. Productivity and the health care workforce with Shannon Brownlee & Joe Colucci in The New America Foundation online magazine - The New America Foundation
6. What ‘health care costs’ really means, with Shannon Brownlee & Joe Colucci in The Atlantic online magazine - The Atlantic
G. Invited Written Testimony as Subject Matter Expert
1. Oregon House Bill 4139 (2024). Certificate of Need Laws Reduce Access to Healthcare and Increase Costs. The Oregon House Committee on Behavioral Health and Health Care. https://olis.oregonlegislature.gov/liz/2024R1/Measures/Testimony/HB41392.
2. Kentucky House Bill 204. An Act Relating to Certificate Of Need: Expert testimony: Certificate of Need Laws Reduce Access to Healthcare and Increase Costs. https://apps.legislature.ky.gov/record/24rs/hb204.html
H. Abstracts (include both oral, exhibit, and poster presentations):
1. Walsh T & Wood J. Getting big results from big data. March 2015, a conference hosted by the International Council on Systems Engineering (INCOSE). Los Angeles, CA
2. Walsh T & Wood J. Responsible engineering in healthcare. November 1, 2014, a conference hosted by INCOSE. San Diego, CA
3. Barr PJ. Thompson R, Walsh T, Ozanne E, Grande SW, & Elwyn G. (2013, September). Assessing the psychometric properties of CollaboRATE: a three-item patient-reported measure of the shared decision-making process. Paper presented at the International Conference on Communication in Healthcare. Montréal, Quebec.
4. Elwyn G, Barr PJ, Grande SW, Thompson R, Walsh T, & Ozanne E. (2013, September). Developing CollaboRATE: a fast and frugal patient-reported measure of the shared decision-making process in the clinical encounter. Paper presented at the International Conference on Communication in Healthcare. Montréal, Quebec.
5. Elwyn G, Barr PJ, Thompson R, Grande SW, Walsh T, & Ozanne E. (2013, June). A fast and frugal patient-reported measure of the shared decision-making process: A protocol for assessing the psychometric properties of CollaboRATE. Poster presented at the 7th International Shared Decision-Making Conference. Lima, Peru.
6. Elwyn G, Barr PJ, Grande SW, Thompson R, Walsh T, & Ozanne E. (2013, June). Developing CollaboRATE: A fast and frugal patient-reported measure of the shared decision-making process in the clinical encounter. Poster presented at the seventh International Shared Decision-Making Conference. Lima, Peru.
7. Walsh T, Barr PJ, Thompson R, O’Neill C, Ozanne E, Elwyn G. Do patient decision support interventions lead to cost savings? A systematic review. Prospero Review Registration # CRD42012003421. Presented at the seventh International Shared Decision-Making conference in Lima, Peru. June 2013.
8. Kerrigan CL & Walsh T. A Randomized Clinical Trial Comparing a New Co-aptive Film Device versus Sub-cuticular Closure of Linear Incisions. Presented at The Canadian Society of Plastic Surgery. Calgary, Alberta. June 2007.
9. Walsh T, Homa K, Lurie J, Hanscom B, Abdu W. Depression Screening in Spine Patients Using the SF-36 Health Survey. Presented at The International Society for the Study of the Lumbar Spine Annual Meeting. Porto, Portugal. June 2004.
10. Walsh T, Hanscom B, Lurie J, Weinstein JN. Responsiveness of the SF36 and Oswestry in Lumbar Spine Patients; Do We Need a Disease-Specific Instrument? The International Society for the Study of the Lumbar Spine, Edinburgh, Scotland. 2001.
11. Lurie J, Hanscom B, Walsh T, Weinstein J. The Minimal Clinically Important Change Score for the SF-36 and ODI. Accepted to ISSLS, Edinburgh, Scotland. 2001.