eNews Leadership Updates | September 18, 2026
The structure of any organization is critical to the success of the business. It defines roles, responsibilities and information flow within any company. With a clear structure, priorities are aligned, communication is clear and operations are efficient.
As members of AONL, understanding our relationship to the American Hospital Association (AHA) and the broader organizational structure provides awareness of the strategic alignment between the two organizations and the direct impact to how nursing leadership shapes the broader healthcare industry.
In 1967, AONL started as a personal membership group of the AHA in response to the AHA Council of nursing when nursing administrators wanted their own professional home. The new group was called the American Society for Hospital Nursing Service Administrators (ASHNSA). Since 1967 to 1988, the organization and the relationship has evolved from initially focused on structural issues (membership, committees, services) to then AONE becoming a corporate affiliate of the AHA where a charter and 5 year plan were created and the first annual meeting occurred (500 attendees!).
Historically, and to this day, AHA has invested in AONL in a variety of ways. By combining forces in advocacy efforts, public policy is influenced by directly lobbying for nursing education investments, workplace violence prevention measures and staff burnout solutions. AONL benefits from AHA shared administrative services (legal, human resources, information technology), keeping AONL operations lean and collaborative. Together, AONL and AHA co-create and co-host specialized resources and research initiatives, including work on new care models, workforce initiatives and virtual care.
The dual-role I hold of CEO of AONL and CNE of AHA was created to ensure a seat at the table on behalf of nursing and nursing leadership. This direct representation in healthcare governance provides systemic influence with AHA members, organizations where nurse leaders lead the teams who deliver care. This aligns with a foundational pillar of the AONL Nurse Leader Core Competencies - knowledge of the healthcare environment where nurse leaders master systems thinking, business literacy and relationship management. Much like what you, as nurse leaders, do in your own organizations.
While AONL is an affiliate of AHA, we are governed by our own Board of Directors, create, execute and refine our budget and independently manage our member-led groups – all to the benefit of AONL membership. Recognizing how AONL interfaces with the AHA enables nurse leaders to perceive macro-level strategic realities and understand how national policies affect local, interdepartmental care setting operations.
On September 21, AHA will welcome our new President and CEO, Steve Walsh, upon the retirement of current President and CEO, Rick Pollack. Steve comes to us from the Massachusetts Health & Hospital Association, where he served as President and CEO. He brings more than two decades of experience advancing American healthcare, with a focus on strengthening the healthcare workforce, reducing disparities in health outcomes and fostering a more connected continuum of care for patients. He’s a proven coalition builder, including being a staunch supporter of nursing. I’m looking forward to introducing him to AONL membership in the near future.
One of my favorite phrases is from Deb Zimmermann - DAISY CEO and past President of the AONL Board – “we are better together”. And that personifies the relationship between AONL and AHA.
I welcome you reaching out with questions or comments. Email me at czangerle@aha.org and I’ll do my best to respond either in an email or the column.
Claire M. Zangerle, DNP, MBA, RN, NEA-BC, FAONL, FAAN
Chief Executive Officer, American Organization for Nursing Leadership
Chief Nurse Executive, American Hospital Association