M Health Fairview
Project details
Redesigned M Health Fairview's care discovery and scheduling into one urgency sorted journey with Deloitte Digital, lifting scheduling revenue and moving routine demand away from the emergency room.
Project highlights
$13.6M+
revenue through scheduling
32%
more new patients scheduling
4.4
top rated care app
01 · The requirement. Deloitte Digital broke down the problem areas with M Health Fairview, a booking journey that was hard to follow, care types that were not centralised, and a push to move patients toward virtual and preventive care.
02 · The problem. Mapping the business needs, the user needs and a heuristic audit of the live site side by side.
03 · The audit. A close read of the existing Get Care page, a broken booking flow, redundant links, unclear hierarchy and a misleading Emergency Care call to action.
04 · Constraints. Designing around a third party MyChart scheduling API, a two sprint timeline, and an offshore team that could not observe Minnesota patients in real time.
05 · Research and ideation. A competitive teardown of other health systems, the reasons behind non urgent emergency use, crazy eights, and the first information architecture concepts.
06 · Before and after. Every action pulled into the first fold and sorted by urgency, with new entry points for labs, checkups and promotions.
07 · The new entry point. Helping you choose the right care, one clear place to start with same day and scheduled paths.
08 · Get Care Today and Schedule Your Care. Immediate needs and later appointments separated into two calm, self explaining paths.
09 · Care types, compared. A specialty finder and a side by side comparison of every care type by cost, wait and what it treats.
10 · Choosing a care type. Routine preventive, primary and specialty care surfaced as three clear routes.
11 · The assistant. A conversational helper for patients who would rather be guided than browse.
12 · Prepare for your visit. Clear before and after visit guidance so patients arrive ready and leave informed.
13 · The impact. Clearer paths turned the same demand into measurably better outcomes for patients and the system.
Design decisions
The calls that shaped this project — what I chose, why, and what each choice cost.
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Sorted the whole experience by urgency, not by how the health system is organised
The old page mirrored the hospital's internal structure, which meant a patient had to already understand the difference between urgent care, virtual urgent care and an eVisit to make a choice. We reorganised everything around a single human question, how soon do you need care, so the first decision a patient makes is one they can actually answer.
TradeoffIt meant working against internal expectations, since several teams wanted their service surfaced first. We defended the urgency model with the reasoning that a clearer path for patients ultimately sends more qualified demand to every service.
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Put every action in the first fold and cut the long explanatory copy
The audit showed the most important actions sitting below the fold under paragraphs a stressed patient would never read. We surfaced the core choices immediately and moved detail into progressive layers, so the page leads with action and reveals explanation only on request.
TradeoffSome clinically important nuance, cost ranges and eligibility, had to move a click away. We accepted that trade in exchange for a first screen a patient could act on without reading a wall of text.
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Designed for the patient and the business at the same time
The brief was not only to help patients, it was to move routine demand off the emergency room and to promote virtual and preventive care. We built entry points for labs, checkups and a promotional banner into the same page, so a patient journey and a business goal could be served by one clear layout.
TradeoffMore goals on one page risks clutter. We contained it by keeping everything inside the urgency framework, so promotional content never competed with a patient who needed care right now.
The hardest part of this project was not visual, it was deciding what a patient should see first. A person looking for care is often anxious and short on time, so every extra option is a small tax on someone who is already stressed. We kept returning to one test, does this help someone in the first ten seconds know where to go. Sorting the whole experience by urgency, rather than by how the health system is organised internally, was the decision that made everything else fall into place.
I also learned how much a single clear entry point can do for a business. By centralising every care option in one place and pushing the right patients toward virtual and preventive care, the same demand produced far better outcomes for both patients and the system.