Our Priorities

What:

• Be a role model for association management
• Support EAN Board and officers/committees in achieving EAN’s goals
• Evolve and initiate projects, while maintaining current initiatives
• Ensure high quality of EAN services
• Provide stability and sustainability of the EAN office
• Maintain healthy work environment.

How:

• Following core values of transparency, collaboration, professionalism and respect
• Collaborating with other medical associations, involvement as experts in the field
• Guaranteeing high quality service (to the officers, members, vendors, partner societies, industry partners)
• Communicating and cooperating effectively and continuously with the Board and officers
• Projecting management & development process, goal-oriented handling
• Improving processes, regular analysis and feedback culture
• Cultivating own staff for in-house services, financial stability, clear information and structure
• Ensuring Quality Management, Policy manual, internal instructions and manuals, Buddy system for new staff members
• Promoting health and safety at work, occupational physician, family friendly environment.

What:

• Raise awareness of neurological diseases (including gender differences)
• Advance Public Awareness on neurology and on related EAN priorities
• Increase knowledge about health and care disparities
• Improve standards of care
• Optimize patient outcomes
• Advocate for neurological patients and for neurologists
• Strengthen Global and International Brain Health with Brain Health Mission 
• Promote culture between EAN members so as to advance Sustainable Development Goals (SDGs)
• Support National Neurological Societies 
• Endorse Interaction and Collaboration between EAN and other stakeholders
• Encourage Research and Evidence-Based Advocacy in collaboration with other stakeholders
• Education for Advocacy
• Enhance EAN’s Policy & Advocacy Resources
• Expand Global and European Partnerships

How:

• Providing analysis reports on the burden of neurological diseases and the value of treatments in Europe
• Investigating the availability of neurological care and workforce
• Building a strong alliance with partner societies, patients, and other stakeholders in neurological care
• Engaging economic stakeholders (e.g., World Bank, OECD, EIB) to highlight economic benefits of brain health investments.
• Collaborating with brain/neuro advocacy organizations (e.g., Davos Alzheimer’s, OneNeurology, Brain Capital Alliance)
• Improving work and quality of life for neurology work forces
• Lobbying for research resources at EU level
• Investing in political intelligence services (e.g., Politico Pro, Dod’s Political Intelligence) to anticipate policy developments and guide strategic action
• Develop tailored policy and advocacy analyses to support the EAN President and Board in advancing EAN’s mission.
• Focus on productivity gains and reduced healthcare costs.

What:

• Strengthen Global Brain Health Advocacy Efforts
• Expand Global and European Partnerships of Brain Health Mission
• Support WHO-iGAP through defined action points, such as assisting NNS in developing or implementing national brain health plans.
• Provide educational opportunities for neurologists, public education programmes, and advocacy training, including tools to educate the public.
• Lead global awareness efforts, train brain health advocates, and promote education to support lasting policy impact and break the stigma around neurological conditions.
• Advocate for more research funding and advocate for evidence-based research that underscores the importance of a holistic approach to brain, identifying determinants of brain health and developing preventive measures.

How:

• Collaborating with brain/neuro advocacy organisations (e.g., Davos Alzheimer’s, OneNeurology, Brain Capital Alliance)
• Engaging economic stakeholders (e.g., World Bank, OECD, EIB) to highlight economic benefits of brain health investments.
• Embedding brain health in economic, workforce, social, welfare, and climate policies
• Focusing on productivity gains and reduced healthcare costs.
• Organising informative events during medical congresses and events
• Planning activities for the public – School Challenge, public day and provide blueprints for national societies to copy
• Using the Brain Health Mission www.brainhealthmission.org and its partners as an accelerator for all advocacy and brain health activities we do.

Additional resources:
Brain Health Strategy - ean.org
EAN Brain Health Roadmap paper - A roadmap toward promoting and improving brain health in Europe and closing the awareness and funding gap

What:

• Provide a common Communication guidance Across the EAN
• Enhance Digital Platforms and Outreach
• Support Research Dissemination  
• Increase Relations with National Neurology Societies and all Stakeholders including patients organizations and pharma companies
• Strengthen Media Relations
• Position EAN at key events.

How:

• Providing set of common slides with 5–8 key messages that all EAN members should share on relevant occasions.
• Focusing on translating and promoting research findings into policy-relevant formats to support advocacy efforts and public understanding. 
• Boosting average annual participation from 20 countries (2024) to 22 by end of 2025 and 24 by end of 2026
• Offering Communication assets to National Societies – i.e., factsheets on country situations based on EAN Survey
• Building relationships with key journalists to boost advocacy and education coverage
• Delivering media training for EAN Board members to prepare them as spokespeople.

What:

• Increase the quality of all congress sessions
• Attract sub-specialists and general neurologists
• Interest a diverse audience (gender, geography, all ages).

How:

• Cooperating with panels and other societies
• Constant evaluation & Innovations of Congress Sessions (scientific, education and poster).
• The role of the Overarching Theme
• The future role of local societies in the congress
• Observe the environmental impact of congresse

What:

• Guarantee optimal skills and competencies at all levels
• Achieve a balance between general neurologists and sub-specialty neurologists
• Ensure harmonisation and democratisation of EAN educational offerings
• Foster interdisciplinarity among neurology subspecialties
• Structure educational content and benefits/offerings clear and attractive to apply to
• Increase interest by future neurologists (student members’ programmes)
• Highlight life-long-learning opportunities, keep mid-career group attached to EAN.

How:

• Creating a pre-graduate curriculum for medical students
• Updating and considering the European Training Requirement for Neurology (ETRN) in all educational offerings 
• Facilitating continuous professional development
• Fostering teaching careers in neurology (educational / mid-career programmes)
• Offering learning paths dedicated to target groups
• Creating a comprehensive strategy to raise awareness of educational benefits
• Providing open access to eanCampus for associate members

What:

• Attract new members
• Cooperate with National Neurological Societies
• Raise awareness of membership benefits
• Create an inter professional community working towards the vision and mission of EAN.

How:

• Focusing on countries with less individual members
• Engaging with Student members and attract them to EAN by offering new opportunities
• Promoting a sustainable membership career model
• Integrating RRFS across EAN activities and prioritise those activities
• Addressing the problems of modern neurologists (brain health, mental health)
• Keeping mid-career neurologist/general neurologist/private practitioners engaged with EAN
• Promoting inter-professional cooperation.

What:

• Generation, exchange and dissemination of high-quality knowledge
• Prioritization of scientific topics and research areas essential for advancing the EAN’s mission and supporting advocacy
• Collaboration with basic neuroscientists, among clinical neuro-disciplines and with regulators (e.g. EMA).

How:

• Enhancing processes to ensure the impact and effective implementation of evidence-based guidelines
• Establishing certification program to promote clinically oriented research and provide training opportunities
• Supporting the dissemination of current trends and advancements in neurology through Panels, the European Journal of Neurology, and eanNews
• Contributing to data sharing efforts and harmonization within Europe
• Improving the visibility of research outcomes at the annual congress and through the EAN Panel Yearbook