FOCUS TOPICS GASTROENTEROLOGY • CFO ROUNDTABLE • STAND ALONE ERs
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Role of the Healthcare CFO Both Unique and Challenging
West Tennessee Chief Financial Officers Reveal Strategies, Hurdles Creating strong business strategies and maintaining financial stability are important objectives for any chief financial officer at a corporation, but in the healthcare field, the role of a CFO goes beyond budgets. It’s unique, multi-faceted and involves face-to-face contact with patients and medical staff. As one of the highest-ranking positions in any healthcare organization, the CFO must understand, critically, the system’s operations in order to provide tools and processes to physicians so they can save lives, while at the same time ensuring the organization stays financially viable. It’s a tremendous responsibility. Last month, a group of five CFOs from various healthcare organizations
Ami Naik, MD, is Living Her Dream Jackson Clinic gastroenterologist is first physician in her family While her birth certificate may say she’s from India, Ami Naik, MD’s roots are firmly planted in West Tennessee. Being the first physician in her family was not only her dream, but also that of her parents who brought her to the U.S. at
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an early age. Today the
Left to right: Kimberly Young, BMG; Tina Kovacs, Saint Francis Memphis; Pat Keel, St. Jude Children’s; Rick Wagers, Regional One; Brent Patterson, Semmes Murphey Clinic
While Debate Over ERs Continues, Baptist Proposes One for Arlington
gastroenterologist at the Jackson Clinic, PA, is living out that dream. Read the story on page 3.
By JAMES DOWD
Emergency room visits continue to grow and grow and grow ...
See the Grand Rounds section beginning on
During the last decade, hundreds of freestanding emergency facilities have cropped up across the country, fueled by a building boom that began in Texas. In Tennessee, there are seven free– Zach Chandler standing emergency rooms, which mirror those attached to hospitals and treat a wide variety of injuries and critical medical issues. But not in West Tennessee including WTENN29423_WTMNNAdBanner_5-30_7_75_x_1_25_PUB.pdf 1 5/30/18 4:16 PM Shelby County.
page 6 for healthcare spot news from around West Tennessee.
ONLINE: WESTTN MEDICAL NEWS.COM
MEMPHIS MEDICAL NEWS PHOTO BY GREG CAMPBELL
By BETH SIMKANIN
But that could change if Memphis-based Baptist Memorial Health Care wins approval in a few weeks from the Tennessee Health Services and Development Agency (HSDA) for a proposed facility near the intersection of Interstate 40 and Airline Road near Arlington. The healthcare behemoth has applied several times for – and each time been denied – permission to construct a freestanding emergency facility during the last few years. A year ago, the HSDA voted 4-4 on a (CONTINUED ON PAGE 6)
Announcing 3 New Hospitals! See inside.
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Ami Naik, MD, is Living Her Dream Jackson Clinic gastroenterologist is first physician in her family By SUZANNE BOYD
could not think of anything else I would want to do other than become a doctor.” After earning her degree in biology with a minor in chemistry at the University of Tennessee at Martin, Naik headed to Memphis to attend medical school at the UTHealth Sciences Center. While she knew she wanted to go into a subspecialty of internal medicine, it took rotating through all the subspecialties before she chose gastroenterology. She knew that more women were needed in the field. She also liked that it was clinically stimulating as well as procedurally oriented. She completed her internal medicine residency at St. Louis University then returned to Memphis and UTHSC to complete her three-year fellowship in gastro-
While her birth certificate may say she’s from India, Ami Naik, MD’s roots are firmly planted in West Tennessee. Being the first physician in her family was not only her dream, but also that of her parents who brought her to the U.S. at an early age. Today the gastroenterologist at the Jackson Clinic, PA, is living out that dream. Naik was born in India but did not stay long. At the age of one and a half, her uncle sponsored her family in a move to the United States. Naik’s family moved frequently with her father’s job as a mechanical engineer before settling in Paris, Tennessee in 1989 where she went to E.W. Grove Middle Dr. Ami Naik and her husband enjoy watching their daughter perform traditional School and Henry County High Indian dance at such events as the International Festival in downtown Jackson. School. To feed her passion for medicine, Naik volunteered at Henry ily and it was something my parents had enterology. County Medical Center throughout high hoped I would become, especially when we When choosing where to practice after school. came to America,” said Naik. “I had always her fellowship, family factored heavily in “There were no doctors in my famhad an interest in science and biology and I her decision. “I met my husband in college
and we went to medical school together. He did his neurology residency at Washington University and worked in Memphis while I finished up my fellowship in 2008,” said Naik. “We also had an eight-monthold daughter, so we wanted to be near family. Fortunately, we were both recruited by practices in Jackson. We thought it a good fit for us and a nice size town to raise our family in. He took a job with West Tennessee Neurosciences and I joined Medical Specialty. In January 2012, I joined the Jackson Clinic, PA.” After nearly ten years in practice, Naik says there have been some big changes in the specialty. “The scopes we use have become more flexible and provide higher definition images that allow us to detect things such as polyps and esophageal inflammation as well as if they are pre-cancerous issues in the colon and GI tract. Capsule endoscopy technology lets us see the small intestine and find sources of bleeding or abnormalities that we may not have been able to detect prior to this development.” In October, Naik began using radio frequency ablation (RFA) for patients with acid reflux that develop Barrett’s (CONTINUED ON PAGE 6)
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Role of the Healthcare CFO Both Unique and Challenging, continued from page 1 Pat Keel Title, organizations – Chief Financial Officer and Senior Vice President, St. Jude Children’s Research Hospital. Birthplace – Landstuhl, Germany. Education – Bachelor of Science in Accounting from Arkansas State University and a Master’s Degree in Healthcare Administration from Trinity University in San Antonio. Experience –With more than 25 years of experience in healthcare, Keel leads the financial strategy and management at St. Jude. She came to the hospital in 2016 to help launch a six-year strategic plan to expand clinical care and research programs worldwide. Prior to joining St. Jude, she served as CFO and senior vice president for University Health in Louisiana, and also served on Governor John Bell Edwards’ Healthcare Transition Team. In 2015, 2016, and 2017 she was selected for Becker’s Hospital Review list of “130 Women Hospital and Health System Leaders to Know.” She has held leadership roles in operations and finance at Good Shepherd Health System in Texas and at CHRISTUS Health in Louisiana.
in West Tennessee with drastically different financial structures sat down with Pamela Harris, publisher of West Tennes see Medical News, and discussed the budgeting challenges they face to ensure that their organizations run smoothly, as well as how their decisions directly affect patient care and medical staff. According to all five CFOs, their roles aren’t about saying “no” to department budgets, but about coming up with creative strategies so all medical staff can perform their jobs to their maximum potential while achieving patient satisfaction, especially during financially lean times. Participants in the roundtable discussion were: • Pat Keel, senior vice president, CFO, St. Jude Children’s Research Hospital • Tina Kovacs, Memphis market CFO, Saint Francis Hospital • Brent Patterson, CFO, Semmes Murphey Clinic • Rick Wagers, executive vice president, CFO, Regional One Health • Kimberly Young, CFO, Baptist Medical Group
Impact on Patient Care
All five CFOs agreed that direct interaction with patients makes a difference in how financial decisions are made in regard to patient care. In order to make informed decisions, many hospital CFOs round with hospital staff regularly to get direct feedback from both patients and staff. “You live and die by your budget,” said Saint Francis’ Kovacs. “You have to keep in mind your community’s needs. It’s important to make clinical rounds 4
with patients and staff on a consistent basis, so you can make sure they have what they need. I do patient rounds on a daily basis and follow up with the same patients on off-shift times. This has improved our patient satisfaction.” According to Young, CFO with Baptist Medical Group, rounding is especially important for the CFO to observe how patients’ needs are being met. She said the CFO must see how everything affects the patient so hospital leadership can keep in mind the ramifications of every financial decision, especially when budgets are tight.
“Making clinical rounds changes your perspective,” Young said. “You physically see patients fighting for their lives. It makes an impact emotionally. It’s especially imperative during those times when budgets are tight and there’s no more money.” Additionally, Patterson, at Semmes Murphey, said it’s important for the CFO to plan ahead for financial scenarios years in advance. “It’s the clinician’s job to fight for the patient; it’s my job to create the structure so they can continue that fight,” he said. “You must always be forward thinking and not just budget ‘what’s good for now.’ You always have to be thinking five years down the road to be able to provide good patient care.” Regional One’s Wagers agreed. “At the end of the day, it’s all about the patient and doing what’s right for them,” he said. “We want to make decisions to be here today and tomorrow for patients. It’s important to be an enabler for the patient and create sustainability.” All five CFOs said their organizations have formal submission processes for planning budgets, but they agree that one-on-one direct contact with physicians and medical staff is critical to understanding their processes and procedures. “In addition to formal budget planning, we get real-time feedback when we do rounds and walk the corridors and hallways,” Wagers said. “Physicians need what they need to perform their job in the operating room. It’s imperative to enable them to be successful in saving lives.” Patterson said he encourages physicians to become involved in making budget decisions and finding alternate solutions to problems. “My goal is to achieve the clinic’s
Title, organizations – Market Chief Financial Officer, Saint Francis Healthcare. Birthplace – Houma, Louisiana. Education – Bachelors of Accountancy from Loyola University, New Orleans; Masters in Business Administration Experience – In November 2017, Tina assumed the role of Market Chief Financial Officer for Saint Francis Healthcare. Prior to that, she had joined Saint Francis HospitalBartlett as CFO in 2010. Previous experience includes serving as Assistant Chief Financial Officer at Sierra Medical Center in El Paso, Texas. She also has worked in financial leadership roles at hospitals in Indiana and Louisiana.
Title, organizations– Rick Wagers, Senior Ex Vice President and Chief Financial Officer, Re One Health. Birthplace – Indianapolis, Indiana.
Education – BS with a major in accounting a State University; MBA, with a concentration nance at Middle Tennessee University.
Experience – Wagers has been involved in h finance a total 44 years. He began his caree as Assistant Controller for 4 years at Ball Mem Hospital in Muncie, Indiana, before joining V University Medical Center, where he worked including serving as CFO during the last 10. the past 8 years he has been CFO at Regiona Health.
Medical Staff Input
objectives with limited funds,” said the Semmes Murphey CFO. “I try to teach others to become problem solvers. It’s the CFO’s job to say no, but it’s also my job to encourage others to think about the problem and solution another way.” According to Kovacs, Saint Francis establishes a five-year business plan before the budgeting process begins. The plan includes a list of what items the hospital needs, such as hospital equipment and service programs. The hospital employs hospital liaisons who directly interact with physicians to find out their needs. They relay those needs to the hospital system. “It’s the liaison’s job to find out what the physicians need, whether it’s new equipment or new procedural tools,” Kovacs said. “It’s all funneled to the CFO to build a business plan. After the plan is created, a budget is built.” Additionally, Saint Francis has hospital committees that give feedback on budget requests. Kovacs said they consist of a mix of physicians and hospital staff. Individuals discuss whether the requested budget items are needed for the hospital system. BMG’s Young said that even if a CFO has to say no to a “wish list” budgeting item, it’s important for him or her to respond directly to the physician or department leader. This helps establish reliable relationships. “Ultimately, there isn’t a drawer full of money,” she said. “You must respond to clinicians and medical staff even when you have to say no. You have to explain why certain priorities are the way they are.” St. Jude’s Keel said the hospital has a different budgeting scenario due to its six-year strategic plan for operational growth and research acceleration, which has support from the hospital CEO. westtnmedicalnews
Brent Patterson Title, organizations– Chief Financial Officer Semmes Murphey Clinic.
Birthplace – Huntsville, Alabama. Education – BBA in Accounting, Harding University.
at Ball n in Fi-
Experience – Brent began his healthcare career at Semmes Murphey Clinic in 2003 and has served in both the Controller and Chief Financial Officer roles for the past 15 years. Prior to arriving at Semmes Murphey, Brent’s work was primarily focused on the manufacturing industry, as a Senior Accountant providing audit services for Ernst & Young before moving into a corporate finance role at Mueller Industries.
healthcare er serving morial Vanderbilt 32 years, During al One
“At St. Jude, it’s a little different,” she said. “The strategic plan helps prioritize needs and gives us a long-term road map. We meet quarterly to make sure everything is on track. Every department has a vested interest in maintaining a balance.”
Each healthcare system and/or clinic faces a variety of budgeting challenges, but all five CFOs said the challenges differ based on their organization’s finance model. Regional One Health depends heavily on government assistance to operate its entire system. Wagers said the healthcare entity breaks even on its operational budget. Additionally, he said that since Regional One is the only level one trauma center within 150 miles, it must operate no matter the financial situation. “We exist on a shoestring budget for our level of indigent care,” Wagers said. “Only 20 percent of our patients pay under contract or by health insurance. We wouldn’t exist if not for the support from county, state and federal government. This situation creates a defined sum of money, and we must make ends meet with it.” Wagers said that although there is no “rainy day fund” – the system operates with only about 100 days of cash on hand – Regional One is one of the few hospitals in the country without debt. On the flip side, Wagers acknowledged that Regional One has one of the oldest campuses in the downtown area and needs renovation. “Our campus is in need of an upgrade,” he said. “We need community buy-in to replace and upgrade buildings. Currently, we have a development plan, but although we don’t have any debt, we lack the funding for an upgrade.” Patterson said Semmes Murphey WESTTNMEDICALNEWS
is focusing on cyber security due to the adoption of electronic medical heath records in the healthcare field. “There has been an explosion of healthcare data, and we must protect it,” he said. “It’s our job to protect this patient data. Environments and threats change on a daily basis in the technology world. We must balance the treatment of that data in the budgeting process.” Kovacs said that since Tenet Healthcare, which owns Saint Francis’ two area hospitals, is a national, for-profit corporation, shareholders influence the budgeting process. “We must take care of both consumers and shareholders, so our numbers look nothing like they do when we start the budgeting process,” she said. “There
Kimberly Young Title, organizations – Chief Financial Officer, Baptist Medical Group. Birthplace – Memphis. Education – BBA, MBA in Finance, University of Memphis (formerly Memphis State University). Experience – 27.5 years Healthcare Finance experience all with Baptist Memorial Health Care Corporation. My experience spans Corporate Finance, Managed Care Finance, CFO for 5 Hospitals and CFO for Baptist Medical Group (approx. 780 providers).
is so much input from the outside.” The polar opposite of Saint Francis’ financial structure is St. Jude. The hospital heavily relies on private donors. “Our budget is dependent on our 10 million donors, and we have no contracts with them,” Keel said. “There is no funding model. We balance that with grants and insurance. There isn’t an unlimited bank. We have to always think, ‘Would a donor approve of how we spend our money?’” Additionally, Keel said St. Jude treats children from 48 states with different Medicaid plans, so the hospital accepts every payer network in the U.S. “The work that is done to keep that current is massive,” she said.
Fundraising and Donations
There are only a select number of hospitals in the area where donations and fundraising efforts directly impact the hospital’s bottom line. One of the most nationally known hospitals is St. Jude. Keel said donations make up such a large portion of the hospital’s budget that her staff must plan for unplanned scenarios in case they don’t meet their fundraising objectives. According to St. Jude’s website, 75 percent of the funds necessary to sustain and grow the hospital must be raised each year from donors. “Donors are huge for us,” Keel said. “It’s imperative that we have a contingency plan. We must always have cash on hand and be prepared if donation goals aren’t met. We rely heavily on donations and that funding model can be taken away at any time. We have 1,500 children who must receive treatment no matter the financial situation.” Additionally, Keel said St. Jude has to prepare financially for situations that she never envisioned in her long-standing career in healthcare. “You have to make sure that donations and fundraisers don’t create a conflict of interest,” she said. “Also, we have 55,000 people visit our facility each year, and you have to plan financially for the security. It’s mind boggling sometimes.”
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GrandRounds UTHSC Names New Executive Dean of the College of Medicine
Scott Strome, MD, FACS, an internationally recognized head and neck surgeon, has been named Robert Kaplan Executive Dean of the College of Medicine and vice chancellor for Health Affairs at the University of Tennessee Scott Strome Health Science Center (UTHSC) effective
on or before October 1. Dr. Strome comes to UTHSC from the University of Maryland School of Medicine (UMSM) where he served as professor and chair of the Department of Otorhinolaryngology – Head and Neck Surgery (OTO-HNS) for 13 years. A respected cancer surgeon and investigator, he brings both research and clinical expertise to UTHSC. As a clinician, Dr. Strome has particular expertise in the treatment of head and neck tumors, thyroid cancer, and diseases of the ante-
rior skull base. He spends one day a week in the clinical setting and one day a week in the surgical setting. His plan is to expand the UTHSC clinical operation, while focusing on quality patient outcomes and cutting-edge advancements and technologies As a researcher, he is the founder and former co-leader of the program in tumor immunology and immunotherapy in the University of Maryland’s comprehensive cancer center. He has been a National Institutes of Health-funded researcher
While Debate Over ERs Continues, continued from page 1 Baptist request to construct a $10 million freestanding emergency facility with eight treatment rooms in Arlington. The tie vote on the proposal – a joint agreement between Baptist and Regional One Health – meant that approval was denied. But hospital representatives are set to go before the HSDA board on August 20 to appeal that decision and this time they’re hopeful the votes will fall in their favor, perhaps beginning a trend in West Tennessee. “There’s a large growth in population in this area and a need for emergency room services, particularly from surrounding counties where there are no longer full-service regional hospitals,” said Zach Chandler, executive vice president and chief strategy officer for Baptist. “In emergencies, when minutes matter, having quick access to emergency care can mean the difference between life and death or permanent damage.” Access to nearby emergency care would be benefit residents in rural eastern Shelby County, Chandler said, as well as patients in Fayette and Haywood counties. Brownsville’s Haywood Park Community Hospital closed in 2014 and Methodist Fayette Hospital in Somerville closed in 2015. And because the freestanding emergency department would be affiliated with Baptist, the level of care would be the same as in a hospital. “This would be fully staffed, open 24/7 and offer the same services as any of our hospital emergency rooms,” Chandler said. “Emergency room visits continue to rise and we believe the need for freestanding emergency departments will continue to increase, too.” Lee Berkenstock, MD, a state delegate to the AMA and past president of the Memphis Medical Society, agreed. “From the 1950s through the 1970s, there was growth of regional hospitals in more rural areas, but today it’s just not viable to have full-service hospitals in many of these areas and many of those hospitals have closed,” Berkenstock said. “Healthcare has changed and improved and the business model is reflective of the times. We have to be smaller and more agile. No longer do you see someone going in for an appendectomy and staying in the hospital for a couple weeks. Hip replacement procedures have improved so much that hospital 6
stays are measured in days, not weeks, followed by rehab and home.” There have been more than a dozen applications for freestanding emergency departments in Tennessee during the last decade, according to Jim Christoffersen, general counsel for HSDA, and more continue to file in. But, he believes, the state’s strict approval process and governance of these facilities means that it is unlikely Tennessee will experience the same kind of explosive growth in freestanding emergency departments as in states like Texas. “In Texas, there is no requirement that a freestanding emergency department be affiliated with a hospital like we have in Tennessee,” Christoffersen said. “There is a very detailed structure about the process in Tennessee to ensure that these facilities meet the needs of the communities where they’re located.” The Texas boom began after a state ruling in 2009 that allowed freestanding emergency departments to be built and operated independent of hospital affiliation. The result was what some medical professionals have described as a “Wild West” surge in healthcare entrepreneurship that saw the rise of hundreds of independent freestanding emergency departments in less than a decade. Rob Morris is CEO and cofounder of Complete Care, which operates about two
dozen freestanding emergency departments in Texas and Colorado. They treat more than 100,000 patients each year. He is also board chairman of the Texas Association of Freestanding Emergency Centers and on the board of the National Association of Freestanding Emergency Centers. He acknowledges that there were some bumps along the way in Texas, but believes that his company is the face of the future. “I think we’re starting to see the free market at work. We offer the same services as a full-service hospital emergency department, but with a smaller footprint, excellent specialized care and much lower wait times,” Morris said. “Some operators made poor site selections and eventually closed, but I think we’re starting to see a course correction and I’m optimistic that this industry will emerge stronger because of it.” Baptist officials remain optimistic that state officials will agree the time has come for a freestanding emergency department in Shelby County. And they plan to present a compelling appeal at their hearing next month. “Emergency room visits continue to grow and grow and grow and this facility would help us decompress the ER at our East Memphis campus,” Chandler said. “We want to provide excellent, specialized care to those who need it. This is right for patients and right for the community.”
Ami Naik, MD, continued from page 3 esophagus. This occurs when the cells of the esophagus begin to transform due to chronic exposure to acid. “Early detection and treatment of Barrett’s esophagus is essential, since it has the potential to halt progression to esophageal cancer,” said Naik. “Once I was trained on the equipment I started doing procedures which can help remove Barrett’s tissue and reduce the risk of cancer in these patients.” Helping patients, regardless of their issues, is what Naik finds to be the most rewarding part of gastroenterology. To that end, she has developed some videos that have been featured on the Jackson Clinic’s Facebook page to encourage patients to be screened for colon cancer, as well as educate them on what to expect from a colonoscopy. “Colon cancer is the third leading cause of cancer in men and women in the
United States and is one that is very preventable by screening and early detection,” she said. “These videos address the importance of getting screened and what to expect from the preparation and screening process.” Balancing a two-physician household with a child has been made a bit easier for Naik due to her job and the support of family and friends. “The clinic allowed me to have a job that was strictly outpatient and did not require me to take call which was nice since my husband does take call,” she said. “Our families being close by has also been a huge help, along with our nanny who has been with us for nearly ten years. She makes sure my very busy ten-year-old daughter makes it to all her many activities which include ballet, theater, voice lessons, horseback riding and Indian dance.”
and is the co-founder of Gliknik Inc., a biotechnology company developing novel therapeutics to treat cancer and autoimmunity. Highlights of Dr. Strome’s research career include his roles in helping to define the translational potential of manipulating PDL-1: PD-1 interactions for the treatment of cancer – discoveries that are being employed for the treatment of patients with malignant disease – as well as the development of a new class of drugs for the treatment of autoimmune/ inflammatory diseases. Dr. Strome received his bachelor’s degree in liberal arts from Dartmouth College in Hanover, New Hampshire, and his medical degree from Harvard Medical School in Boston. He completed his internship and residency at University of Michigan Medical Center in Ann Arbor, and a fellowship in OTO-HNS reconstruction at Alleghany Health Education and Research Foundation in Philadelphia.
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West TN Medical News is now privately and locally owned by Ziggy Productions, LLC. P O Box 1842 Memphis, TN 38101- 1842 President: Pamela Harris Vice President: Patrick Rains Reproduction in whole or in part without written permission is prohibited. West TN Medical News will assume no responsibility for unsolicited materials. All letters sent to West TN Medical News will be considered the newspaper’s property and unconditionally assigned to West TN Medical News for publication and copyright purposes.
GrandRounds The Dementia Experience
West Tennessee Healthcareâ€™s Senior Services Department, West Tennessee Neuroscience and Spine Center, along with the Alzheimerâ€™s Community of West Tennessee, Americare, Home Instead Senior Care, and Tennessee Health Management invite the public to attend the Dementia Experience on Thursday evening, August 16, 2018 at 5:30 p.m. at the Jackson-Madison County General Hospital J. W. Barnes Conference Center. The Dementia Experience provides participants an insight into the world of dementia by simulating the symptoms of dementias, including Alzheimerâ€™s Disease. The program will offer answers to questions often asked by caregivers and family members, including â€œWhy does my loved one with Alzheimerâ€™s Disease act as they do?â€? â€œWhat is my loved one feeling as he or she progresses with Alzheimerâ€™s Disease?â€? and â€œWhat limitations does my loved one face with Alzheimerâ€™s Disease?â€? The answers to these and other questions will allow caregivers to become more compassionate and understanding as they care for their patient or loved one on a daily basis. To register for the event, please contact the West Tennessee Healthcare Senior Services office by calling 731541-8757 or emailingÂ Regina.Smith@ wth.org. Registration is required. Space is limited. West Tennessee Healthcare is a public, not-for-profit healthcare system with locations serving 22 counties in West Tennessee and Southeast Missouri. The mission of West Tennessee Healthcare is to improve the health and well-being of the communities we serve while providing exceptional and compassionate care. For more information, visitÂ www.wth.org.
Dr. Knight and Dr. Sickle join West Tennessee Bone & Joint Clinic
Two board-certified orthopedic surgeons joined West Tennessee Bone & Joint Clinic in June. Both Cameron D. Knight, M.D., and David M. Sickle, M.D., are practicing at Bone & Joint Clinicâ€™s main location in Jackson, 24 Physicians Drive. Dr. Knight specialCameron D. Knight izes in pediatric orthopedic surgery, general orthopedic surgery, sports medicine, arthroscopy, and joint replacement and reconstruction. Dr. Sickle specializes in general orthopedic surgery, sports med- David M. Sickle icine, arthroscopy, and joint replacement and reconstruction. Dr. Knight completed his residency in orthopedic surgery at the Campbell Clinic in Memphis and a fellowship in pediatric orthopedics at the Baylor College of Medicine in Houston. He earned his medical degree from the University westtnmedicalnews
of Tennessee College of Medicine in Memphis. Dr. Knight is a member of the American Academy of Orthopedic Surgeons, Tennessee Medical Association, Tennessee Orthopedic Society and West Tennessee Physicians Alliance. He and his wife, Holly Britt Knight, live in Jackson with their four children. When time allows, he enjoys watching college and professional sports and running. Dr. Sickle completed his residency in orthopedic surgery at the Cleveland Clinic in Ohio where he served as chief
resident. He earned his medical degree from the Case Western Reserve University School of Medicine in Cleveland. Dr. Sickle is a member of the American Academy of Orthopedic Surgeons, Tennessee Medical Association, Tennessee Orthopedic Society and West Tennessee Physicians Alliance. He and his wife, Janice, along with their three children, live in Jackson. In his spare time, he enjoys traveling, playing guitar for his church and playing tennis. West Tennessee Bone & Joint Clinic, P.C. is the largest and most compre-
hensive orthopedic practice group between Memphis and Nashville with the mission of â€œKeeping You Activeâ€? and providing a complete array of expert care that includes diagnosis, imaging, surgery, interventional pain management, physical and occupational therapy and an ambulatory surgery center. The practiceâ€™s board-certified, fellowship-trained physicians specialize in diagnosing and treating hand, elbow, shoulder, hip, knee, ankle and foot conditions; sports medicine, trauma and interventional pain management. Visit www.wtbjc.com.
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West TN Medical News July 2018