A revamped platform for the Department of Health, Abu Dhabi — coordinating the full journey of patients treated outside the UAE, across Local, Pre-Travel, Post-Travel and Follow-Up teams, hospitals, and doctors abroad.
International Patient Care (IPC) is the unit inside DoH that arranges treatment abroad for patients the UAE can't fully treat locally. A case — an episode — moves through three broad phases: pre-travel (evaluation, opinions, board decision, logistics), post-travel (treatment abroad, hospital & doctor coordination), and follow-up (after the patient returns). Along the way it touches Medical Evaluators, Case Coordinators, Authorizers, a Medical Board, hospitals and doctors abroad, and external logistics/travel service providers — more than a dozen distinct roles in total.
The legacy system wasn't built around this many roles or this much cross-organisation handoff. Requests, opinions, approvals and attachments lived in disconnected views, medical evaluators had no consolidated read on caseload, and external parties — hospitals, doctors, service providers — had no proper task queue of their own. The BRD's stated goal was blunt: simplify and modernise the system enough that every one of these roles could actually work faster inside it.
Sole UX/UI designer, working from a 6,000+ line Business Requirements Document covering 13+ personas and 19 request types, through to a documented design system ready for build.
The BRD alone defines 13+ personas (Administrator, Local/Pre-Travel/Post-Travel Medical Evaluators & Case Coordinators, Authorizers, Board Secretary, Board Member, Hospital SPOC, Doctor, three types of Service Provider) and 19 request types. A large share of the design effort went into finding the handful of reusable patterns — task card, episode detail shell, request-history thread — that could carry all of that without becoming 13 different products.
Taken directly from the BRD's project objectives, translated into design priorities.
Make one platform feel intuitive to Administrators, Medical Evaluators, Coordinators, Boards, hospitals and service providers alike.
Every request, opinion, attachment, and decision against a patient episode in one place, with full history.
Pre-travel, post-travel and follow-up phases handled as one continuous episode, not three separate systems.
Hospitals, doctors, and service providers get their own scoped task queues instead of email-based coordination.
Dashboards with live counts, charts, and team-lead visibility instead of manual status chasing.
The BRD is explicit: usability and efficiency for everyday users, not feature checklist compliance.
Four personas from the BRD's role table, shown here because they map directly to shipped screens. The full system defines well over a dozen roles in total.
"I need to know my whole caseload's health the moment I log in — not after I've opened ten episodes."
"Getting three doctors to weigh in on one opinion request shouldn't mean three separate email threads."
"I'm the single point of contact for every doctor in my hospital — don't make me dig for what's actually pending."
"Hospitals and doctors change constantly — I need to onboard and retire them without a ticket to IT."
Mapped from the Hospital SPOC's point of view — an abroad opinion request landing in an external inbox, through to a closed loop the local team can see.
Every screen in IPCMS is really a view onto one of six lifecycle stages a patient episode passes through — this became the structural spine for the whole system, the same way the Hospital SPOC journey above is one lens on it.
From TAMM, Source of Approval, or VPP team
Medical Evaluator starts evaluation, opens requests
Local Authorizer approves, rejects, or amends
Board Secretary & Medical Board Member decide treatment path
Hospital SPOC & doctors coordinate care
Patient returns; episode closed with reason
Worked through the full Business Requirements Document — login, admin, episode registration, dashboard, task handling, team-lead features, reports, call centre, patient experience, and finance — to extract the entity model (episode, request, phase, persona) before sketching anything.
Sketched the highest-traffic flows first: the Hospital SPOC's task list and request detail, the treatment-phase episode view, and login — including a bilingual (English/Arabic) toggle from the very first login sketch, since that requirement came directly from the BRD.
Built out the DoH-branded visual system — aquatic green primary, a large semantic colour set for status/priority/department, and a documented button library — then applied it across dashboards, task lists, episode details, and the Centre of Excellence admin screens.
Hand-sketched exploration across the Hospital SPOC and treatment-phase flows, plus the bilingual login — rough enough that early reviews stayed about structure, not visual polish.
Sketch to shipped, for the two screens that anchor the Hospital SPOC's experience.
The rest of the hi-fi surface — dashboard, episode discussion, treatment record, and the Centre of Excellence admin area.
Five stat cards (To Do, In Progress, With MBM Queue, With MB Members, Board Decision) each split by Special vs. Normal case count, a monthly completion chart, and an "Episodes Last Updated" donut grouped by staleness (3 days / 1 week / 10+ days) — the BRD's requirement for "numbers of episodes mapped with each status" turned into something a Medical Evaluator actually scans each morning.
The episode shell the BRD calls for: patient header, evaluator/coordinator assignment, diagnosis fields, and a tabbed record (Activity, Episode History, Request History, Attachments, Malaffi, Appointments...) with a comment composer fixed at the foot of the page — reused, tab-for-tab, across every persona's episode view.
Directly answers the BRD's Local/Abroad Opinion Request requirement: a per-SME tab (Dr. Mohammed Aslam, Dr. Johnson, Dr. Amanda) inside one request, each holding its own threaded conversation, with the overall request status ("SME's Working on the request") visible above the thread — so a coordinator never has to guess who's replied.
The Admin's Centre of Excellence directory from the BRD, built as a card grid rather than a table — photo, name, specialty, years of experience, contact details, and hospital affiliation, with a VPP badge for Visiting Physician Program doctors. Hospital List sits one tab over, sharing the same card pattern.
Documented as standalone reference sheets for developer handoff — shown here in full since they're genuine project artefacts, not illustrative recreations.
Every list and dashboard in the product pulls from this same semantic set — a SPOC's request queue, a Medical Evaluator's dashboard, and a Team Lead's report all render "overdue" with the identical background/text pair, so status reads the same no matter which of the 13 personas is looking at it.
Government healthcare data, mixed authentication models, and a bilingual mandate all shaped what the design could and couldn't do.
Internal DoH staff sign in via SSO; external hospitals, doctors, and service providers use email + password. Both had to feel native to the same login screen, not bolted together.
Arabic requires RTL layout mirroring, not just translated strings — a constraint that had to be designed for from the login screen onward, not retrofitted later.
The product embeds Malaffi, Abu Dhabi's health information exchange, in-app — meaning real patient admission/discharge records render inside IPCMS, raising the bar on access control and on how much clinical detail surfaces at each role level.
Local Opinion, Abroad Opinion, Evaluation, Teleconsultation, VPP, Travel Fitness Form, Medical Clearance, Ticket Booking, Logistic Medical/Non-Medical, and more — each with its own fields, but all needing to fit inside one card-and-detail pattern rather than 19 bespoke screens.
IPCMS is a design-stage case study, not a post-launch report — these reflect what changed in how the work itself could be seen and coordinated.
Distinct personas served from three reusable UI shells instead of one-off screens per role.
Request types unified under a single card + detail + history pattern.
Episode lifecycle made continuous across Local, Pre-Travel, Post-Travel and Follow-Up phases.
English/Arabic supported from the first login sketch, not retrofitted after hi-fi.
The clearest win is giving external parties — hospitals, doctors, service providers — a real task queue for the first time, in place of phone calls and email threads. A Hospital SPOC opening "My Task Requests" now sees exactly what the DoH team sees on their side of the same request: same status language, same SLA countdown, same patient context. That shared visibility is what a cross-border care coordination system is actually for.
IPCMS is a much bigger surface area than it first looks — a 6,000-line BRD and over a dozen personas can easily tempt a designer into building bespoke screens per role. The decision that held the project together was refusing that temptation: three shells (task card, tabbed episode detail, threaded discussion) carry the entire system, from an Administrator managing hospitals to a doctor abroad answering one opinion request. Designing the bilingual login first, rather than treating Arabic as a translation pass at the end, also paid off — RTL considerations that would have been expensive to retrofit were baked in from the first sketch.