Donna Cameron, Navigant

Donna J. Cameron

Managing Director

"There is a Kenyan Proverb that says, 'Sticks in a bundle are unbreakable.'  As healthcare reform continues to evolve, I belive those that will be successful will have embraced teamwork and a viewpoint that healthcare is a continuum of care, not individual parts."

Donna Cameron is a Managing Director within Healthcare's Performance Improvement Division and the Deliver Functional Leader for the Healthcare practice. The Deliver team is responsible for standardized methodology development, quality, and capability development.

With more than 30 years invested in the healthcare field, Donna specializes in performance improvement, clinical and operational effectiveness, strategic planning, service line program development, and physician-hospital integration. Her deep clinical and operational experience is related to the post-acute care continuum, including but not limited to inpatient rehabilitation facilities, skilled nursing facilities, long-term acute care hospitals, home health, and outpatient therapies. Donna has been the project manager for multiple, complex engagements involving multidisciplinary teams.

Select recent engagements include:

  • Donna and her team completed an assessment for a 2,324-bed health system and provided implementation support for case management redesign and length of stay (LOS) reduction for five of the organization’s hospitals. Four out of five hospitals met or exceeded the LOS targets after only six months post-implementation with a cumulative cost savings of $2.5M. Donna and her team provided the health system with the tools and hard-wired processes necessary to continuously decrease LOS with effective teamwork and daily focus on throughput to a potential $11M savings. The team was re-engaged this year to continue LOS work and mobilize a Clinical Effectiveness initiative.
  • In 2011, Donna and her team entered into a strategic partnership with a large multiple hospital health system in the Southeast region to reduce costs, improve operations, execute physician/hospital integration, and strategically position the organization for the future. Efforts over the year of the engagement included 18 Statements of Work that led to more than $19M in combined savings and profits.   

Articles Donna has authored have appeared in hfm and Healthcare Executive.

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