Introduction: In today's patient and family centered care model, frequent communication with families is paramount in providing excellent care especially in the Intensive Care Unit (ICU), as patients may not be able to advocate for themselves. The frequency of communication with the patient and families in the ICU is directly related to their experience. To serve this purpose and raise physician awareness of the importance of daily communication, our institution implemented a comprehensive MD - family communication project. Methods: A multidisciplinary ICU workgroup consisting of residents, staff physicians, nurses & case managers started the project In October 2012 with a data analysis of a family satisfaction survey from 2011 and 2012. The percentage of "excellent" responses to the survey question regarding frequency of MD communication was documented at baseline and the need of daily communication between the MD and family spokesperson (SP) was recognized. A multifaceted project was started in January 2013 with a goal of improvement for "excellent" responses to or above 80%. The program consisted of systematic implementation of four successive steps: identification, contact, setting expectations, transition (IC – SET). First, family SP was identified and documented in the admission note. Second, the first contact was expected to be made within six hours of admission, including an invitation to the family to participate in daily morning work rounds. Third, the expectation was set of otherwise receiving a daily phone call from the physician team between PM and PM, in case the family was unable to be present in rounds. Finally, an exit strategy and transition of care on patient transfer was ensured. Furthermore it was established as shared responsibility of MD team, attending and house staff, to coordinate daily MD – spokesperson communication. Documentation of such daily update was recorded on the patient's daily goal sheet. A script was formatted for phone message, regarding important information to be communicated including brief introduction, asking for relation to patient, event summary, plan, monitoring and follow up. The telephone update was proposed to be no longer than five minutes. Message regarding call back time and ICU phone number was left on the answering machine if no answer. Results: Patient satisfaction survey data collected before and after the implementation of daily MD - family communication project indicated an increase from a low of 32% (1st quarter of 2012) of times physician communication was perceived as "excellent" to a high of 68% (1st quarter of 2013). Conclusions: The ICU family survey data suggested that the frequency of MD – family communication was an area with opportunity for improvement. To increase ICU experience & satisfaction, physicians initiated daily phone calls to the patient's family spokesperson. Though we did not achieve our 80% "excellent" response rate initially set as goal, the significant improvement in families' view of the frequency of MD- family communication is seen as encouraging; deeming daily communication vital to a culture of excellence. The project was successful in raising physician awareness to the importance of daily updates for families. Furthermore the group successfully identified barriers to communication and developed a systematic approach to provide daily updates including an exit and transition strategy (IC-SET).