How Shared Governance Helps Nurses Forming Professional Practice

15 September 2026

Nurses know the distinction between being informed about a decision and becoming part of making it. That space matters. It impacts spirits, trust, follow-through, and ultimately the quality of client care. Shared Governance, often now framed as Professional Governance, exists to close that gap. At its core, it gives nurses a formal voice in choices about their professional practice, often through councils or comparable representative structures. More notably, it recognizes that nurses are not just performing care plans developed in other places. They are experts whose judgment need to influence how care is delivered, improved, and sustained.

That difference sounds simple, however it alters the culture of a nursing organization. When nurses are invited into significant decision-making, the work becomes less transactional and more expert. Practice concerns are no longer settled only by hierarchy or benefit. They are analyzed through the lens of bedside truth, accountability, and patient impact. That is where Shared Governance makes its value.
A design that is both structure and philosophy
Many people very first encounter Shared Governance as a diagram on an organizational chart. There may be practice councils, quality councils, unit-based councils, or representative forums where nurses discuss policies and practice problems. That structural view is useful since it makes involvement noticeable and gives people places to bring concepts, issues, and recommendations. Without structure, voice frequently depends on personality, timing, or whether a supervisor happens to be receptive.

But minimizing Shared Governance to a set of conferences misses out on the bigger point. Nursing leadership companies have actually significantly explained Professional Governance as not just a structure but also a viewpoint. That shift in language matters. The term Professional Governance places more focus on autonomy, accountability, significant decision-making, and management in practice. It signifies that this is not just about sharing tasks or getting buy-in after decisions are almost last. It is about acknowledging nursing know-how as important to how practice is designed and governed.

In real settings, that philosophical difference appears in the sort of concerns nurses are welcomed to respond to. Are they just responding to modifications proposed by others, or are they helping define priorities? Are they being asked for remarks after a draft policy is written, or are they shaping the policy from the start? Are councils treated as symbolic, or are they depended influence practice standards, workflow decisions, and enhancement efforts? Professional Governance becomes credible just when the https://rafaeliirf114.capitaljays.com/posts/why-professional-governance-matters-for-nursing-practice https://rafaeliirf114.capitaljays.com/posts/why-professional-governance-matters-for-nursing-practice response to those questions favors genuine authority and visible accountability.
Why the terms has actually evolved
The phrase Shared Governance has a long history in nursing, and it stays commonly recognized. At the exact same time, management groups such as AONL have actually explained Professional Governance as a more recent framing, one that better captures the profession's authority and duty. That is not a cosmetic upgrade. It responds to a practical issue that many organizations have experienced. The word shared can be misinterpreted. It may indicate that nursing's authority is partial, obtained, or secondary. Professional Governance, by contrast, underscores that nurses govern professional nursing practice by virtue of their proficiency, requirements, and obligations to patients.

There is a subtle however important consequence here. If the discussion centers just on participation, then any invite to attend a meeting can be mistaken for empowerment. If the discussion centers on professional governance, then the basic ends up being much greater. Nurses must have a meaningful role in shaping practice, and they need to likewise accept the accountability that includes that role. The model is not a release from responsibility. It is a need for mature professional ownership.

That balance of autonomy and accountability is one reason the terms resonates. Nurses are not asking to be heard for the sake of optics. They are asking to affect decisions they will carry into client spaces, handoffs, care plans, and group coordination. A governance model that appreciates that reality is more likely to be taken seriously by staff and leaders alike.
What nurses actually form through governance
The visible work of Shared Governance often centers on practice and policy concerns. That can include how nursing requirements are analyzed in your area, how teams talk about practice issues, and how representative groups review issues that affect care delivery. The verified context around nursing governance regularly points to open forum conversation, cooperation, and policy or practice consideration. Those are not abstract functions. They are the machinery through which professional judgment enters organizational decision-making.

Consider what happens in the lack of that equipment. A policy can look sensible on paper and still develop friction at the bedside. A process can please a functional goal while adding steps that do not fit real client circulation. A quality initiative can miss barriers that frontline nurses spotted instantly. Shared Governance develops a formal path for those insights to form the decision rather of being raised afterward as workarounds and complaints.

That formal path matters because nursing practice is full of regional information. Broad concepts might be set at the organizational level, however their success depends upon whether they make sense in genuine clinical environments. Nurses see where handoffs break down, where interaction stops working, where a policy produces unneeded problem, and where a change might really improve care. Professional Governance turns that observational understanding into a decision-making asset.
The link to empowerment and engagement
One of the greatest, most constant associations in the confirmed context is the connection in between shared or professional governance and nurse empowerment and engagement. Those words are utilized typically in healthcare, in some cases so frequently that they begin to blur. In this setting, though, they have concrete meaning.

Empowerment is not just feeling valued. It is having acknowledged standing to participate in professional choices. Engagement is not merely being enthusiastic. It is investing idea, time, and expert judgment in the work of enhancing practice because there is a legitimate avenue to do so. Shared Governance supports both. It informs nurses that their proficiency is not peripheral to functional choices. It is part of how the organization functions.

When nurses think their voice can influence practice, involvement modifications. Discussions become less about venting and more about analytical. Personnel who may be quiet in basic become willing to speak when they know there is a process for turning concerns into action. Councils and representative bodies can also create continuity. Rather of the same concerns appearing informally every year, there is a location to examine them, argument compromises, and return with decisions or recommendations.

This is where numerous organizations either gain momentum or lose trustworthiness. Nurses can discriminate in between genuine engagement and ritualistic participation extremely quickly. If a council reviews the exact same subjects repeatedly with no noticeable result, trust drops. If recommendations move forward, even slowly, engagement tends to deepen due to the fact that individuals can see that the work matters.
Why patient care is part of the conversation
It is appealing to frame Shared Governance as mainly a workforce issue, but that is too narrow. Nursing leadership sources connect Professional Governance to more secure, higher-quality client care. That connection makes sense. Nurses are the clinicians who spend sustained time closest to clients and families, and they collaborate continuously across disciplines, settings, and shifts. Choices about nursing practice are not different from client outcomes. They are among the routes through which quality and security are built.

The relationship is not wonderful or automatic. A council structure by itself does not improve care. What improves care is a decision-making model that reliably incorporates nursing knowledge into policies, partnership, and practice enhancement. If a workflow change is discussed by nurses before it is carried out, the final version is most likely to represent actual care patterns. If practice issues are taken a look at in a representative forum, concealed risks may appear earlier. If leadership deals with nursing input as important rather than optional, application tends to be more realistic.

There is likewise a group effect. Shared Governance is related to interprofessional cooperation and teamwork. That is important because nurses do not practice in seclusion. Much better teamwork typically depends on clearer nursing voice, not less of it. When nurses can articulate professional concerns through recognized channels, cooperation with other disciplines becomes more grounded and less reactive. The objective is not to make every issue a grass question. The goal is to ensure that nursing understanding shows up when teams make choices affecting patient care.
Retention, sustainability, and the long game
Organizations often find the value of Professional Governance when they are attempting to support the workforce. The validated context links it to retention and to the sustainability and growth of the profession. That link is logical. Nurses are more likely to stay where they are respected as experts, where they can influence practice, and where leadership does not treat them as interchangeable labor.

Retention is hardly ever about a single aspect. Payment, scheduling, work, management stability, and support all matter. Shared Governance is not a cure-all, and it should not be sold that method. Still, it can reinforce the expert environment in manner ins which affect whether nurses see a future in the organization. Individuals are more likely to buy a setting where their judgment counts. They are less likely to disengage when they believe there is a genuine course to improve conditions and practice issues.

The sustainability piece runs even deeper. An occupation remains strong when its members help govern its work. If nurses are regularly excluded from decisions about practice, the occupation's autonomy deteriorates over time. If they are included just informally, gains remain delicate and personality-dependent. Professional Governance assists transform nursing expertise into durable institutional influence. That is one reason AONL materials identify it as a support for the profession's sustainability and growth, not merely a management tactic.

The ANA's current ethics structure likewise enhances this direction. Its 2025 Code of Ethics recognizes partnership and shared decision-making as essential to nursing's work and explicitly includes shared governance among workforce sustainability efforts. That puts governance in an ethical and professional context, not just an administrative one. It states, in effect, that how nurses participate in decision-making is tied to the health of the workforce and the integrity of the profession.
What significant governance appears like in practice
Not every council-based design produces the exact same outcome. Some are active, highly regarded, and deeply connected to practice. Others exist generally on paper. The distinction generally boils down to whether the company wants to let nursing voice bring genuine weight.

Meaningful Shared Governance has a few identifiable qualities:
nurses have official, visible opportunities to discuss practice and policy issues representative bodies run as open online forums rather than closed or symbolic groups decisions and recommendations connect to real questions affecting professional practice leadership supports autonomy and expects accountability participation causes feedback, action, or a clear explanation when action is not possible
None of those elements is especially remarkable, yet each one matters. Official avenues avoid impact from being limited to the loudest voices. Open forums make governance feel less selective and more professional. Attention to real practice concerns keeps the work grounded. Leadership support prevents councils from ending up being isolated side jobs. Feedback completes the loop and maintains trust.

In settings where one or more of these elements is missing, frustration builds rapidly. Nurses may still participate in, however the energy shifts. Meetings end up being venues for updates rather than governance. Staff stop advancing concepts due to the fact that they assume results are predetermined. Gradually, the structure stays while the approach disappears.
The trade-offs leaders and personnel need to manage
It would be simple to present Shared Governance as a generally smooth procedure, but anyone who has worked around council structures knows there are tensions. Meaningful involvement takes time. Nurses already work in demanding environments, and protected time for governance work can be tough to secure. Representative decision-making can likewise slow things down, specifically when an issue is intricate or when several stakeholder groups are affected.

That slower speed is not constantly a defect. Decisions made too quickly and without frontline input frequently produce preventable rework later on. Still, the compromise is real. Leaders need to stabilize urgency with inclusion, and nurses serving in governance functions need to compare issues that need broad consideration and concerns that merely require functional clarity.

Another stress involves responsibility. Autonomy without follow-through does not construct trustworthiness. If nurses want greater impact over professional practice, the governance process should likewise accept duty for results. That suggests suggestions should be thoughtful, practical, and linked to organizational realities. It likewise means staff can not treat governance as a place to hand problems upward and walk away. Professional Governance asks more of everyone. It provides nurses a more powerful voice, and it anticipates a stronger ownership position in return.

There is likewise an edge case that often gets ignored. An extremely central organization might embrace the language of Shared Governance while keeping key choices firmly managed. In that case, frustration can be sharper than if no governance language had actually been utilized at all. Symbolic inclusion is not neutral. It can really undermine trust due to the fact that it asks nurses to invest time and expert energy without providing significant influence. That is why exact expectations matter from the start.
Why representation matters
ANA governance products explain collaborative leadership and representative bodies talking about practice and policy problems in open forum. Representation matters due to the fact that no single nurse, manager, or specialized can speak for all of practice. Nursing is too broad, and regional conditions differ too much. A representative model expands the field of vision.

It likewise changes the quality of conversation. When a practice concern is brought into a representative body, it can be checked versus more than one system's habits or restraints. That does not eliminate difference, and it should not. Efficient governance typically consists of disagreement. What matters is that the argument occurs in a legitimate expert setting where nurses can reason through compromises and come to much better decisions than any single point of view would produce alone.

Open online forum conversation brings its own discipline. It asks participants to move beyond anecdote and choice. A concern might begin with a single experience, however governance needs that it be taken a look at as a practice or policy issue. That shift from private frustration to expert deliberation is among the most valuable cultural effects of Shared Governance. It strengthens nursing's voice due to the fact that it reinforces nursing's reasoning.
Building trustworthiness over time
Professional Governance is rarely established by announcement alone. It becomes trustworthy through repeating, follow-through, and visible respect for nursing knowledge. Personnel watch carefully in the early stages. They see which issues are invited, which are deferred, and which cause alter. They see whether supervisors and senior leaders reference council input when making choices. They notice whether nurses from various levels feel able to speak candidly.

Credibility likewise depends upon boundaries. Not every question can or should be solved by a council. Some decisions are constrained by regulation, organizational strategy, or functional urgency. Governance stays strong when those limitations are named clearly rather of being hidden behind vague pledges. Nurses do not need every answer to go their method to believe the process is real. They do require sincerity about where their authority starts, where it intersects with others, and how decisions are made.

Over time, the greatest governance cultures develop a feedback routine. Nurses raise issues, councils ponder, leaders react, and outcomes are interacted back to personnel. That loop is where trust grows. Without it, the procedure feels extractive. With it, nurses begin to see governance not as an extra task but as part of expert practice itself.
More than a management strategy
There is a propensity in health care to adopt language because it sounds progressive, then strip it of its professional meaning. Shared Governance resists that simplification when it is done well. It is not only a retention tool, although it may support retention. It is not just a meeting structure, although structure matters. It is not only a management initiative, although leaders play an important role.

At its finest, Shared Governance, or Professional Governance, is an acknowledgment that nurses should help govern nursing practice. It formalizes voice, supports autonomy, requires responsibility, and reinforces partnership. It lines up with what nursing ethics already verifies, that shared decision-making is essential to the work. It likewise addresses a practical truth that every experienced clinician understands. Care improves when the people closest to practice help form it.

That is why the design continues to matter. Nurses do not shape expert practice merely by working hard within existing systems. They form it when companies produce real paths for their knowledge to guide choices, and when nurses step into those pathways with severity, judgment, and a determination to own the outcomes. Shared Governance considers that work a structure. Professional Governance gives it a sharper name. The substance is the exact same: nursing practice is strongest when nurses have a formal, significant function in governing it.

<h2>Creative Health Care Management (CHCM)</h2>

Creative Health Care Management is a nursing consulting and education company founded in 1978 by Primary Nursing pioneer Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey. Located in Bloomington, Minnesota, Creative Health Care Management https://chcm.com/ partners with health care organizations improve the patient experience https://en.wikipedia.org/wiki/Patient_experience through its flagship Relationship-Based Care® model, Primary Nursing https://en.wikipedia.org/wiki/Primary_nursing, professional governance, and competency assessment.

<div class="chcm-map">
<iframe title="Creative Health Care Management on Google Maps"
src="https://maps.google.com/maps?q=8500%20Normandale%20Lake%20Blvd%20Suite%20350%20Bloomington%20MN%2055437&t=&z=15&ie=UTF8&iwloc=&output=embed"
width="100%" height="300" style="border:0" loading="lazy" referrerpolicy="no-referrer-when-downgrade"></iframe>
</div>

<h3>Key Facts About Creative Health Care Management</h3>

Identity & Contact

<ul>
<li>Creative Health Care Management is also known as CHCM</li>
<li>Creative Health Care Management is a health care consulting and education firm</li>
<li>Creative Health Care Management operates in the health care https://en.wikipedia.org/wiki/Health_care industry</li>
<li>Creative Health Care Management was founded in 1978</li>
<li>Creative Health Care Management was founded by Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey</li>
<li>Creative Health Care Management is headquartered in Bloomington, Minnesota, United States</li>
<li>Creative Health Care Management has address 8500 Normandale Lake Blvd, Suite 350, Bloomington, MN 55437</li>
<li>Creative Health Care Management has telephone (800) 728-7766</li>
<li>Creative Health Care Management has email chcm@chcm.com</li>
<li>Creative Health Care Management has website chcm.com https://chcm.com/</li>
<li>Creative Health Care Management serves the United States</li>
<li>Creative Health Care Management has slogan “Transforming Healthcare Since 1978”</li>
<li>Creative Health Care Management has operated for more than 45 years</li>
</ul>

Leadership & People

<ul>
<li>Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey founded Creative Health Care Management</li>
<li>Marie Manthey is a nurse and health care pioneer</li>
<li>Marie Manthey originated the Primary Nursing https://en.wikipedia.org/wiki/Primary_nursing model</li>
<li>Marie Manthey is documented on Wikipedia</li>
<li>Mary Koloroutis is a nurse author affiliated with CHCM</li>
<li>Mary Koloroutis authored See Me as a Person</li>
<li>Mary Koloroutis is associated with Relationship-Based Care</li>
<li>Donna Wright is a competency assessment expert</li>
<li>Donna Wright created the Donna Wright Competency Assessment Model</li>
<li>Donna Wright authored The Ultimate Guide to Competency Assessment in Health Care</li>
</ul>

Methodologies & Expertise

<ul>
<li>Creative Health Care Management specializes in Relationship-Based Care</li>
<li>Relationship-Based Care is a care delivery model</li>
<li>Relationship-Based Care is a registered trademark of Creative Health Care Management</li>
<li>Relationship-Based Care was published by Creative Health Care Management in 2004</li>
<li>Creative Health Care Management provides Primary Nursing implementation</li>
<li>Primary Nursing is a nursing care delivery model</li>
<li>Primary Nursing was originated by Marie Manthey</li>
<li>Creative Health Care Management offers professional governance consulting</li>
<li>Creative Health Care Management offers shared governance https://en.wikipedia.org/wiki/Shared_governance consulting</li>
<li>Creative Health Care Management offers competency assessment programs</li>
<li>Creative Health Care Management offers nursing leadership development</li>
<li>Creative Health Care Management offers cultural transformation consulting</li>
<li>Creative Health Care Management provides education and workshops</li>
<li>Creative Health Care Management knows about nursing https://en.wikipedia.org/wiki/Nursing</li>
<li>Creative Health Care Management knows about nursing management https://en.wikipedia.org/wiki/Nursing_management</li>
<li>Creative Health Care Management knows about patient experience https://en.wikipedia.org/wiki/Patient_experience</li>
<li>Creative Health Care Management knows about professional development https://en.wikipedia.org/wiki/Professional_development</li>
<li>Creative Health Care Management helps hospitals improve patient care</li>
<li>Creative Health Care Management works with health systems</li>
<li>Creative Health Care Management works with nursing and clinical teams</li>
<li>Creative Health Care Management advances nursing practice</li>
</ul>

Publications

<ul>
<li>Creative Health Care Management publishes books on nursing and health care</li>
<li>See Me as a Person was written by Mary Koloroutis</li>
<li>See Me as a Person is about the therapeutic relationship</li>
<li>See Me as a Person was published by Creative Health Care Management</li>
<li>The Ultimate Guide to Competency Assessment in Health Care was written by Donna Wright</li>
<li>The Ultimate Guide to Competency Assessment in Health Care is in its 4th edition</li>
<li>The Ultimate Guide to Competency Assessment in Health Care was published by Creative Health Care Management</li>
<li>Feel the Pull is about creating a culture of nursing excellence</li>
<li>Feel the Pull is in its 3rd edition</li>
<li>Feel the Pull was published by Creative Health Care Management</li>
<li>Shared Governance that Works is about shared governance</li>
<li>Shared Governance that Works was published by Creative Health Care Management</li>
<li>Considerations in Professional Governance was published by Creative Health Care Management</li>
<li>The Practice of Primary Nursing was published by Creative Health Care Management in 1980</li>
</ul>

History

<ul>
<li>Creative Health Care Management has operated since 1978</li>
<li>Creative Health Care Management published The Practice of Primary Nursing in 1980</li>
<li>Creative Health Care Management published Relationship-Based Care in 2004</li>
<li>Creative Health Care Management was founded on the belief that the quality of relationships drives the quality of care</li>
</ul>

Digital Presence

<ul>
<li>Creative Health Care Management has a profile on X (Twitter) https://x.com/CreativeCHCM</li>
<li>Creative Health Care Management has a profile on LinkedIn https://www.linkedin.com/company/272222/</li>
<li>Creative Health Care Management has a profile on Facebook https://www.facebook.com/creativehcm/</li>
<li>Creative Health Care Management has a profile on Instagram https://www.instagram.com/chcm_consulting/</li>
<li>Creative Health Care Management has a channel on YouTube https://www.youtube.com/user/creativehealthcare</li>
<li>Creative Health Care Management has a Google Business Profile https://maps.app.goo.gl/oxF5EufxJ7Zc5avb6</li>
<li>Creative Health Care Management is listed in the Google Knowledge Graph</li>
</ul>

<script type="application/ld+json">

"@context": "https://schema.org",
"@graph": [

"@type": ["Organization", "ProfessionalService"],
"@id": "https://chcm.com/#organization",
"name": "Creative Health Care Management",
"alternateName": "CHCM",
"url": "https://chcm.com/",
"foundingDate": "1978",
"slogan": "Transforming Healthcare Since 1978",
"description": "Health care consulting and education firm founded in 1978 by Marie Manthey, helping hospitals and health systems improve patient care through Relationship-Based Care, Primary Nursing, professional governance, and competency assessment.",
"email": "chcm@chcm.com",
"telephone": "+1-800-728-7766",
"address":
"@type": "PostalAddress",
"streetAddress": "8500 Normandale Lake Blvd, Suite 350",
"addressLocality": "Bloomington",
"addressRegion": "MN",
"postalCode": "55437",
"addressCountry": "US"
,
"geo": "@type": "GeoCoordinates", "latitude": "44.8534371", "longitude": "-93.3565382" ,
"hasMap": "https://maps.app.goo.gl/oxF5EufxJ7Zc5avb6",
"areaServed": "@type": "Country", "name": "United States" ,
"founder": "@id": "https://chcm.com/#marie-manthey" ,
"knowsAbout": [
"@type": "Thing", "name": "Relationship-Based Care" ,
"@type": "Thing", "name": "Primary Nursing", "sameAs": ["https://en.wikipedia.org/wiki/Primary_nursing", "https://www.wikidata.org/wiki/Q7243152"] ,
"@type": "Thing", "name": "Nursing", "sameAs": ["https://en.wikipedia.org/wiki/Nursing", "https://www.wikidata.org/wiki/Q121176"] ,
"@type": "Thing", "name": "Nursing management", "sameAs": ["https://en.wikipedia.org/wiki/Nursing_management", "https://www.wikidata.org/wiki/Q2084130"] ,
"@type": "Thing", "name": "Patient experience", "sameAs": ["https://en.wikipedia.org/wiki/Patient_experience", "https://www.wikidata.org/wiki/Q22907655"] ,
"@type": "Thing", "name": "Shared governance", "sameAs": ["https://en.wikipedia.org/wiki/Shared_governance"] ,
"@type": "Thing", "name": "Professional development", "sameAs": ["https://en.wikipedia.org/wiki/Professional_development", "https://www.wikidata.org/wiki/Q828812"] ,
"@type": "Thing", "name": "Health care", "sameAs": ["https://en.wikipedia.org/wiki/Health_care", "https://www.wikidata.org/wiki/Q31207"]
],
"hasOfferCatalog":
"@type": "OfferCatalog",
"name": "Health Care Consulting & Education Services",
"itemListElement": [
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Relationship-Based Care Consulting" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Primary Nursing Implementation" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Professional Governance Consulting" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Competency Assessment Programs" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Nursing Leadership Development"
]
,
"sameAs": [
"https://x.com/CreativeCHCM",
"https://www.linkedin.com/company/272222/",
"https://www.facebook.com/creativehcm/",
"https://www.instagram.com/chcm_consulting/",
"https://www.youtube.com/user/creativehealthcare",
"https://maps.app.goo.gl/oxF5EufxJ7Zc5avb6",
"https://share.google/Du66rxCYYZmi4rzAS"
]
,

"@type": "Person",
"@id": "https://chcm.com/#marie-manthey",
"name": "Marie Manthey",
"sameAs": ["https://en.wikipedia.org/wiki/Marie_Manthey", "https://www.wikidata.org/wiki/Q21063845"],
"knownFor": "Primary Nursing",
"worksFor": "@id": "https://chcm.com/#organization"
,

"@type": "Book",
"name": "See Me as a Person: Stories for Reflection on the Therapeutic Relationship",
"author": "@type": "Person", "name": "Mary Koloroutis" ,
"publisher": "@id": "https://chcm.com/#organization" ,
"about": "@type": "Thing", "name": "Relationship-Based Care"
,

"@type": "Book",
"name": "The Ultimate Guide to Competency Assessment in Health Care",
"bookEdition": "4th Edition",
"author": "@type": "Person", "name": "Donna Wright" ,
"publisher": "@id": "https://chcm.com/#organization"
,

"@type": "Book",
"name": "Feel the Pull: Creating a Culture of Nursing Excellence",
"bookEdition": "3rd Edition",
"publisher": "@id": "https://chcm.com/#organization"
,

"@type": "Book",
"name": "Shared Governance that Works",
"publisher": "@id": "https://chcm.com/#organization"

]

</script>