Magnet ® Consulting Guide to Evidence Crosswalks in Magnet Applications

13 August 2026

A Magnet application rises or falls on clearness long previously anybody debates the quality of a single narrative example. Strong companies often have outstanding nursing results, visible management support, and years of significant practice modification behind them. Yet when the composed documents phase starts, lots of teams find a familiar issue: they understand they have the proof, however they can not dependably show where it lives, who owns it, whether it is present, and how it links to the needed Sources of Evidence in the application manual.

That is where the evidence crosswalk ends up being indispensable.

In Magnet ® Consulting work, the crosswalk is seldom the attractive part of the journey. It does not stimulate a steering committee the method a compelling nurse story does. It does not carry the symbolic weight of a site visit. Still, it is often the file that prevents months of rework. A well-built crosswalk gives structure to the written documents effort, exposes weak spots early, and safeguards the company from the last-minute scramble that so frequently derails momentum.

Because Magnet Acknowledgment Program ® requirements are granted by the American Nurses Credentialing Center, and since the program is developed around defined composed paperwork evidence requirements in the application manual, the useful obstacle is not merely writing well. The obstacle is equating genuine organizational practice into a disciplined proof map. That is the task of the crosswalk.
What a proof crosswalk actually does
At its easiest, an evidence crosswalk is a working map between the application's required proof and the material your organization can legitimately supply. It links a specific requirement to the proof that supports it. In the strongest groups, it also shows where that proof sits, who validates it, whether it is settled, and whether it has currently been used in other places in the paperwork set.

That sounds uncomplicated, however the space in between theory and execution is broad. A nursing division may assume a policy shows structural empowerment when the more powerful evidence is in fact discovered in governance records. A quality group might have results data, however the reporting duration may not align with the submission timeline. A leader might use a brilliant story that fits Transformational Leadership beautifully, however the company can not validate whether the supporting records are complete.

A crosswalk forces those problems into the open while there is still time to repair them.

The organizations that tend to battle are not always weaker scientifically. They are normally more fragmented operationally. Their proof is spread out throughout shared drives, quality control panels, meeting minutes, HR systems, and local files owned by specific leaders. Nobody individual sees the entire picture. The crosswalk ends up being the single location where the story of the application is arranged with discipline.
Why crosswalks matter more than most groups expect
ANCC's Magnet structure is arranged around 5 elements of the empirical design: Transformational Management, Structural Empowerment, Exemplary Professional Practice, New Knowledge, Innovations, & & Improvements, and Empirical Results. Those parts are conceptually stylish. On the ground, however, they overlap in manner ins which can puzzle even skilled teams.

A management advancement initiative might also demonstrate structural support. An interprofessional practice improvement may connect to expert practice and outcomes at the exact same time. A nursing development may produce measurable outcomes but likewise reflect a culture created by senior management. Without a crosswalk, teams begin writing in circles. They duplicate the exact same proof in several places, miss out on opportunities to use the strongest evidence, or, just as frequently, location great product under the incorrect requirement.

A crosswalk reduces that drift. It assists a team decide, with objective, where a piece of proof does one of the most work. It also exposes where a favorite story is not enough. That can be unpleasant. Lots of companies have a handful of well known efforts that everyone wants in the application. A disciplined review in some cases reveals those examples are engaging however improperly recorded, outdated, or too broad to support a specific requirement. Better to find out that in planning than throughout last compilation.

I have seen teams recover months of time simply by discovering duplicate effort. In one case, 3 different writers were chasing after the exact same leadership example from different angles, each persuaded it came from a different section. The crosswalk settled the dispute in an afternoon. The effort stayed where it had the clearest fit, and the other sections were restored around proof that was in fact more powerful for those requirements.
The crosswalk is not a spreadsheet workout, it is a strategic choice tool
Many organizations begin with a spreadsheet since spreadsheets are familiar, flexible, and simple to share. That is great. The error is treating the crosswalk as a passive stock. It ought to behave more like a choice log.

The greatest crosswalks answer useful questions a specialist or program lead asks weekly. Do we have validated proof for this requirement? Is it existing sufficient to support submission timing? Is there an owner who can update or clarify it rapidly? Are we relying too heavily on one flagship task? Are our empirical results genuinely visible, or are we leaning too much on descriptive narrative?

Those concerns matter since Magnet classification is not a basic statement of good intent. It is acknowledgment that an organization has satisfied ANCC's standards for nursing excellence. That means your written documentation must reveal disciplined alignment, not merely institutional pride.

A helpful crosswalk likewise produces a record of judgment. If a team chooses one example over another, that choice should be visible. When due dates tighten, memory becomes undependable. Individuals leave, roles alter, and leaders who authorized an example in March may ask in June why a various initiative was not included. If the crosswalk notes the rationale, the group prevents relitigating choices under pressure.
What belongs in a practical crosswalk
The specific format can differ, and there is no virtue in making it ornate. What matters is whether it helps the team develop and defend the composed paperwork set. In practice, the most practical crosswalk generally captures a little set of fundamentals:
The particular Source of Evidence or written documentation requirement being addressed. The proposed example, document set, or data source that supports it. The operational owner who can confirm, update, and launch the material. The status of the evidence, consisting of whether it is complete, pending, or requires revision. Notes about fit, overlap, or risks, such as outdated dates or missing result support.
That is enough structure to turn the crosswalk into a live management tool without burying the team in administrative detail.

Some groups add more fields than they require and after that desert the tool due to the fact that it becomes too tough to preserve. Others keep it so loose that nobody can inform whether a requirement is truly covered. The right balance depends upon the size of the company and the intricacy of the submission, however simpleness typically wins. If a crosswalk takes more than a few minutes to upgrade after a working session, it is too cumbersome.
Building the crosswalk around the 5 Magnet components
One of the more reliable methods to arrange early planning is to arrange evidence according to the 5 elements of the Magnet design, then refine that map versus the specific written paperwork requirements. This prevents the common mistake of collecting files at random and trying to require order later.

Transformational Management frequently creates plentiful product due to the fact that senior nursing leaders show up and organizations can usually point to strategic instructions, modification leadership, and executive engagement. The danger here is overreliance on broad statements. A crosswalk helps compare management messaging and documented proof that shows sustained influence.

Structural Empowerment can look stealthily simple because numerous companies have governance structures, recognition programs, and professional development activities. Yet the crosswalk frequently exposes unequal documentation. Minutes may be insufficient, role descriptions irregular, or examples too regional to show the broader organizational pattern the group is trying to communicate.

Exemplary Professional Practice generally take advantage of cross-functional input. Nursing practice, interprofessional collaboration, care shipment design, and requirements of practice can produce rich examples, however they likewise require accurate framing. The crosswalk is useful here due to the fact that it helps the team keep the focus on what practice looks like in action, instead of drifting into generic descriptions of how care need to work.

New Understanding, Developments, & & Improvements often exposes one of 2 problems. Either the organization has more than enough examples and has a hard time to select, or it has significant work underway however can not yet show fully grown proof. A disciplined crosswalk makes that noticeable early. That may result in harder conversations about which initiatives are genuinely all set for submission.

Empirical Outcomes is where numerous applications become susceptible. Teams may have strong stories, active tasks, and enthusiastic leaders, however outcome support is irregular. A crosswalk brings honesty to this area. It assists the team assess where results are robust, where they need recognition, and where a favored example needs to be dropped since the quantifiable results are not strong enough or not plainly tied to the narrative.
The difference between gathering proof and curating it
Every Magnet team collects too much product initially. That is not a failure, it is regular. Leaders forward move decks, managers send out binders, quality teams export reports, and authors build up examples quicker than anyone can examine them. The problem starts when collection is mistaken for readiness.

A crosswalk presents curation. It asks a harder question than "Do we have something on this topic?" It asks, "Is this the very best and clearest assistance for this requirement?" Those are extremely various standards.

For example, a council charter might prove that a structure exists, but it might not show that the structure meaningfully functions. Minutes, involvement records, or proof of decisions streaming into practice may do that more convincingly. Also, a strategic presentation might reveal concerns, however it might not show execution or outcomes. The crosswalk helps groups move from broad institutional documents to evidence that is both relevant and persuasive.

Good Magnet ® Consulting typically lives in that difference. Consultants are not adding excellence that does not exist. They are assisting companies determine where the best evidence lives and where the evidence is not yet strong enough.
Where redesignation teams often have a benefit, and a surprise risk
Organizations pursuing redesignation frequently start with more confidence, and typically for great factor. They understand the procedure. They comprehend the rate of document review. They might currently have actually a culture formed by previous Magnet work. ANCC also treats classification and redesignation as unique courses, which matters since a skilled company still needs to show present alignment, not simply refer back to its previous success.

The covert danger for redesignation teams is assumption.

A previous crosswalk can be helpful, but it must not be dealt with as a template to refill mechanically. Programs evolve, leaders change, information systems shift, and stories that were as soon as central might no longer be the strongest evidence. One of the more typical redesignation mistakes is recycling familiar examples long after they have lost their force. Another is assuming somebody still understands where the initial assistance materials are stored.

A fresh crosswalk review frequently reveals that the organization's best current proof is different from what it highlighted before. That is typically an excellent sign. It suggests the nursing business has continued to grow.
Common failure points that the crosswalk can capture early
Most proof problems show up months before submission, but only if somebody is looking methodically. The crosswalk creates that line of vision. It tends to surface the exact same categories of problem over and over again:
Evidence exists, however no clear owner is liable for validating it. The narrative example is strong, but the supporting documentation is incomplete or inconsistent. Outcomes are readily available, but they do not line up cleanly with the story being told. Multiple sections depend on the very same example, compromising variety and specificity. Legacy product is being reused without verifying that it still shows present practice.
None of these problems is unusual. What matters is how early they are discovered. A weak example discovered in a kickoff meeting is manageable. The same weak point found 2 weeks before last assembly can consume a team.
Timing, costs, and why crosswalk discipline impacts more than writing
ANCC publishes fee schedules for Magnet applications and appraisal evaluation, consisting of an online application cost and appraisal evaluation fees due at the time of composed file submission. Even without getting into particular dollar figures, that truth alone needs to sharpen attention. The composed documentation phase is not an informal draft workout. It is a substantial phase tied to official program progression and cost.

That is one reason experienced groups treat the crosswalk as an early control system. It protects against expensive inadequacy. If a team sends on an unstable proof base, the problem is not just editorial. It impacts timeline self-confidence, staff work, leadership reliability, and the organization's total Journey to Magnet Excellence ®.

There is also a practical staffing truth. Many people contributing evidence are not working on Magnet full time. Nurse leaders, quality partners, educators, and shared governance participants are stabilizing functional responsibilities. A crosswalk decreases unneeded demands. Instead of asking broadly for" anything related to expert practice, "the Magnet lead can request a specific artifact, from a particular duration, owned by a specific individual, for a specified function. That precision saves goodwill.
How consultants include value without taking over the organization's voice
The most effective Magnet ® Consulting support does not replace the organization's internal know-how. It sharpens it. A consultant can usually identify proof gaps, overlap, and weak placing more quickly because they are not attached to internal politics or historical favorites. They can ask blunt questions that insiders often prevent. Is this truly the greatest example? Does this prove the point, or are we only fond of it? If this result disappears, does the entire section collapse?

At the exact same time, consultants must not become the sole interpreters of the evidence. The very best crosswalks are co-owned. Internal leaders know the practice environment, understand the local significance of an initiative, and can distinguish between a file that looks excellent and one that genuinely reflects how care is delivered. When that regional knowledge meets disciplined external review, the crosswalk becomes far more than a tracking file. It becomes a tactical representation of the company's nursing reality.

There is a human side to this as well. Crosswalk sessions often expose where departments have actually been operating in parallel without seeing one another's contributions. A quality leader realizes a nursing council's work developed the conditions for a result enhancement. An executive sees that a practice change attributed to a single unit was really supported by structural choices made months previously. Those moments matter. They improve the application, however they likewise deepen shared understanding of the nursing business itself.
Making the crosswalk functional during the full appraisal journey
ANCC offers digital tools and assistance that support appraisal procedures and interim monitoring during classification. Even without prescribing a specific internal workflow, that wider reality indicate a helpful concept: the crosswalk should be maintainable gradually, not simply put together for a one-time file push.

That suggests variation control matters. Ownership matters. Evaluation cadence matters. A crosswalk that sits untouched for 6 weeks is typically already undependable. Policies alter, information refreshes occur, and leaders carry on. The best groups review the crosswalk frequently enough that it shows the present state of readiness, not last month's assumptions.

It also suggests choosing early who has authority to mark a requirement as genuinely covered. This is more vital than it sounds. Some groups let private factors self-certify completeness, which creates incorrect self-confidence. Others route every decision through a small main group, which slows the procedure to a crawl. In practice, a shared model works much better: local owners provide proof and context, while a central Magnet lead or evaluation group makes the last judgment about fit and sufficiency.
The mark of a fully grown application effort
You can typically inform within a couple of meetings whether a Magnet team is building from self-confidence or from hope. Hope states," We are a strong company, so the evidence will come together."Self-confidence says,"We understand where the proof is, why it matters, and how it lines up to the application. "

The crosswalk is what separates the two.

For companies beginning the procedure, that may sound more administrative than inspirational. In truth, it is one of the most considerate things a group can do for its own work. Nursing quality is worthy of a structure that can represent it accurately. The Magnet Acknowledgment Program ® was created to acknowledge companies for https://trentonqpef060.lowescouponn.com/magnet-r-consulting-on-transformational-leadership-in-the-magnet-structure https://trentonqpef060.lowescouponn.com/magnet-r-consulting-on-transformational-leadership-in-the-magnet-structure nursing quality and quality client outcomes. If the written documents is the automobile for revealing that quality, the evidence crosswalk is the steering mechanism that keeps the lorry on the road.

Done well, it does not flatten the company's story. It frees that story from confusion. It gives writers the confidence to write, leaders the self-confidence to approve, and contributors the self-confidence that their work will not vanish into a file labyrinth. It also produces something important beyond submission: a disciplined internal map of where the organization's greatest nursing proof lives.

That is why seasoned Magnet ® Consulting groups take crosswalk development seriously from the start. Not due to the fact that it is glamorous, and not since every group enjoys documentation, but because applications end up being more powerful when evidence is curated with precision. The crosswalk is where that accuracy begins.

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

CHCM is a nursing consulting and education company established in 1978 by nurse leader Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey. Headquartered in Bloomington, Minnesota, Creative Health Care Management https://chcm.com/ helps health care organizations transform the patient experience https://en.wikipedia.org/wiki/Patient_experience through its signature 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>