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The International Alliance of Patients' Organizations recently concluded that “there is growing evidence that patient-centered healthcare promotes greater patient responsibility and optimal usage which ultimately leads to improved health outcomes, quality of life and patient satisfaction,” which in turn reduces risk to hospitals (1). The Institute of Medicine calls for healthcare systems that respect patients' values, preferences, and expressed needs (2). The Institute for Family-Centered Care recommends partnerships with patients that emphasize dignity and respect, information sharing, participation, and collaboration (3). For maternity patients, patient-centered approaches such as being treated with respect and dignity and involvement in decision-making are significantly associated with willingness to recommend a hospital to others (4). Room for improvement is clear: national HCAHPS data shows that only 68% of recently discharged patients would recommend their hospital to friends and family (5). While many embrace these ideals of patient-centered care, implementation can be challenging (6,7).

In Partnering with Patients and Families to Design a Patient- and Family-Centered Health Care Systems: Recommendations and Promising Practices, the Institute for Family-Centered Care states the following promising strategies:

• Employ patient and family leaders in meaningful positions in the healthcare system.
• Ensure involvement of patients and families at all levels in the healthcare system.
• Ensure that patient and family perspectives are key drivers in improving care processes and structures.
• Develop and disseminate approaches to education and training to advance partnerships with patients and families.
• Provide encouragement and support for developing and sustaining roles for patient and family advisors and leaders in all aspects and at all levels of the health care system.

Madigan Army Medical Center (MAMC) translated research evidence into practice by creating the Stork Advisory Council (SAC), seeking collaboration between OB patients and healthcare staff to suggest improvements in the OB-GYN Department. The SAC creates a forum for collaborative problem solving, engaging patients and clinicians to work together for better outcomes.

Initially, minimal patient participation presented a large obstacle. Staff members spent much time and money in advertising the SAC through brochures, in-clinic posters, and personal invitations. Regardless, there was limited or no patient attendance at early meetings.

MAMC uses an electronic communication service that automatically sends weekly e-mails to new and expectant parents, allows clinicians to send timely messages, and allows patients to ask questions. When MAMC decided to use this service to invite patients to join the SAC, response immediately increased. The e-mail strategy of reaching patients proved to be time- and cost- efficient, more than doubled the attendance results, and helped MAMC achieve the patient feedback and collaboration they desired. The SAC has met monthly for the past 18 months and facilitated numerous improvements to patient care at MAMC.

The SAC model could be replicated in any healthcare setting. The positive results of MAMC's SAC program demonstrate that the key to a more pleasing and effective healthcare experience is to enable patient/staff interaction and to use patient feedback to make beneficial changes.