The third National Neurology Transformation Meeting, held in Birmingham in February 2026, brought together clinicians, commissioners, policymakers, voluntary sector leaders, and patient representatives to examine the future of neurology services across the UK. Set against a backdrop of major NHS reform, the meeting provided an update on progress toward delivering equitable, integrated, and sustainable neurological care.
While the strategic direction remains consistent with previous years, there is increasing momentum behind implementation. From workforce planning and service specifications, to digital transformation and patient-centred care, the discussions reflected both the scale of the challenges facing neurology and the opportunities for meaningful change. Above all, the meeting underscored the critical role of clinical leadership in shaping the future of neurological services.
A changing NHS landscape
The transformation of neurology services cannot be considered in isolation from broader NHS reforms. Speakers highlighted the ongoing development of the Government’s Ten-Year Health Plan, which is centred on three fundamental shifts: moving care from hospitals into communities, making better use of digital technology, and prioritising prevention over treatment.
These themes were echoed throughout the day, reinforcing neurology’s strategic alignment with national health priorities. Structural changes across the NHS – including the consolidation of Integrated Care Boards (ICBs), the evolving role of NHS England, and the increasing emphasis on regional collaboration – are reshaping commissioning and service delivery. For neurologists, understanding these changes is essential to influencing how services are designed and delivered.
As speakers emphasised, transformation requires engagement with the system. Clinicians must work collaboratively with commissioners, managers, and patient groups to ensure that neurology remains a priority within evolving NHS structures.
Data as a catalyst for change
One of the most significant developments highlighted at the meeting was the growing impact of the national neurology data dashboard. Designed to support service planning and reduce variation in care, the dashboard enables clinicians and commissioners to identify gaps, benchmark performance, and address health inequalities.
The message was clear: data alone is insufficient unless it informs action. Used effectively, it provides the evidence needed to develop business cases, improve pathways, and advocate for investment in neurology services. As neurology continues to evolve, data-driven decision-making will be central to achieving equitable access and improved patient outcomes.
This emphasis aligns closely with the work of the Getting It Right First Time (GIRFT) programme, which continues to support trusts in reducing unwarranted variation and improving efficiency. Through clinically led reviews, practical guidance, and benchmarking tools, GIRFT remains a cornerstone of neurology service transformation.
Standardising care through national specifications
A major milestone in neurology transformation is the publication of updated service specifications, implemented from April 2026. These specifications aim to standardise care across England, defining the roles of primary, secondary, tertiary, and community services within an integrated model.
Central to this approach is the concept of Integrated Neurology Systems – collaborative networks designed to improve access to specialist expertise and ensure consistent standards of care regardless of geography. By clarifying referral pathways and promoting networked care, these systems seek to reduce variation and improve patient outcomes.
Particular attention has been given to community neurology services and high-impact pathways such as headache, which accounts for a significant proportion of neurology referrals. Delivering care closer to home, supported by advice and guidance mechanisms, has the potential to reduce pressure on secondary and tertiary services while improving patient experience.
Workforce: the defining challenge
If there was a unifying concern throughout the meeting, it was the workforce. Described as the “elephant in the room,” workforce shortages continue to pose a significant barrier to delivering high-quality neurological care.
A recently published workforce report from the Association of British Neurologists (ABN) highlighted the scale of the challenge. The recommended minimum of 1.6 consultant neurologists per 100,000 population is not currently met by any UK nation. Regional disparities further exacerbate inequities in access to care.
The report emphasised the importance of multidisciplinary teams, including specialist nurses, allied health professionals, neuropsychologists, and administrative staff. Strengthening these teams is essential to ensuring that clinicians can work at the top of their licence and that patients receive holistic, coordinated care.
The meeting also explored changes to training curricula, including the increasing integration of stroke within neurology training. These reforms are expected to strengthen the workforce pipeline and support more integrated models of care.
Stroke and neurology: strengthening collaboration
The relationship between stroke medicine and neurology formed an important part of the discussions. Stroke services in the UK are internationally recognised for their structured models, national standards, and measurable outcomes. However, speakers emphasised the need for closer collaboration between stroke physicians and neurologists to optimise patient care.
With new training frameworks producing neurologists accredited in neurology, stroke, and general internal medicine, opportunities for integration are increasing. Collaborative working between specialties, supported by multidisciplinary teams, will be essential to meeting the growing demand for acute and long-term neurological care.
Innovation and the future of neurological care
Neurology continues to sit at the forefront of medical innovation. Advances in genomics, artificial intelligence, and advanced therapy medicinal products – including gene and cell therapies – are transforming the landscape of neurological treatment.
Speakers from NHS England highlighted the role of horizon scanning and national commissioning in supporting the adoption of high-cost therapies. Ensuring equitable access to these innovations remains a key priority, particularly for patients with rare neurological diseases.
Rare Disease Collaborative Networks are playing an increasingly important role in improving coordination of care, supporting research, and enhancing education. These networks exemplify the collaborative, data-driven approach required to deliver cutting-edge treatments across the NHS.
The vital role of the voluntary sector
The contribution of the voluntary sector was a recurring theme throughout the meeting. Charities provide essential support to patients and families, often filling gaps in statutory services. Their work encompasses education, advocacy, research funding, and care coordination.
A presentation from the Multiple System Atrophy Trust highlighted how partnership working between the NHS and charitable organisations can significantly enhance patient care. Speakers emphasised the importance of signposting patients to trusted sources of support at the point of diagnosis and embedding voluntary sector partnerships within service design.
Such collaboration represents a “win-win-win” for patients, clinicians, and the wider healthcare system.
Integrating mental health into neurological care
One of the most thought-provoking sessions of the day focused on the integration of mental health into neurology. Evidence presented during the session highlighted the high prevalence of psychiatric comorbidities in neurological disorders and their profound impact on quality of life and clinical outcomes.
Despite this, access to neuropsychiatry and neuropsychology services remains inconsistent across the UK. Updated service specifications mandate access to psychological and psychiatric support within neuroscience services, marking an important step toward more holistic care.
Speakers emphasised the need for routine mental health screening in neurology clinics, improved integration between services, and greater recognition of the biopsychosocial model of care.
A powerful patient perspective
The final session of the meeting provided a poignant reminder of why transformation matters. A patient interview exploring the journey to a diagnosis of Parkinson’s disease brought the day’s themes into sharp focus. The account highlighted delays in diagnosis, gaps in coordination, and the emotional impact of navigating complex healthcare systems.
The session resonated deeply with the audience, leaving the room in reflective silence. It underscored the importance of integrated, compassionate care and the need to ensure that services are designed around the needs of patients rather than organisational boundaries.
As one attendee observed, behind every pathway, policy, and performance metric is a person seeking understanding, dignity, and support.
From strategy to action
The 2026 National Neurology Transformation Meeting demonstrated that neurology is well positioned to lead meaningful change within the NHS. While challenges remain – particularly in relation to workforce capacity and health inequalities – there is progress toward delivering more integrated, equitable, and patient-centred services.
For neurologists, the message was unequivocal: engagement is essential. By working collaboratively with commissioners, managers, patient organisations, and colleagues across disciplines, clinicians can influence service design and improve outcomes for patients.
As the NHS continues to evolve, neurology has an opportunity to lead. With robust data, clear national standards, and strong clinical leadership, the transformation of neurological services is underway.
By working collaboratively with commissioners, managers, patient organisations, and colleagues across disciplines, clinicians can influence service design and improve outcomes for patients.
