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ORCID

Hazelin Hei Laam Ngan: https://orcid.org/0009-0006-4270-3945

Abstract

In healthcare, patient experience (PX) and employee experience (EX) are often managed as separate priorities despite their interdependence. This article presents a case study from NYC Health + Hospitals/Community Care, a 250-person safety-net division providing home-based services across New York City. In response to frontline staff repeatedly asking, ``But what about me?'' when offered PX best practice suggestions, the organization integrated patient experience, staff engagement, and wellness into a unified Care Experience portfolio led by the Chief Experience Officer. From this structural redesign emerged a practical framework for trust-building organized around three pillars: Purpose, Presence, and Partnership. Purpose aligns staff with mission and frames organizational values as a mutual commitment. Presence emphasizes visible, responsive leadership and a listening ecosystem that identifies strain early and closes feedback loops. Partnership extends beyond listening to shared governance, co-designed safety protocols, staff-led committees, development opportunities, and recognition structures that reinforce agency and belonging. Early indicators from 2025 employee feedback survey data and 2026 participation metrics suggest stronger staff engagement, visibility of support, and voluntary involvement in shared governance. Although these findings do not establish causation, they suggest that integrating PX and EX may serve as an upstream strategy for trust-building, workforce support, and patient care improvement. Implications for scalability, sustainability, and future study are discussed.

Creative Commons License

Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

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