A new Neurodiversity Pledge for UK ambulance services was launched at the Ambulance Leadership Forum 2026 (#ALF2026) in March, setting out a clear, sector‑wide commitment to supporting neurodivergent colleagues.
Developed by Dawn Poulson Whelan, Pauline Hogarth and Paola Spiteri on behalf of the National Ambulance Disability Network (NADN), the pledge was shaped after many neurodivergent colleagues shared concerns about uneven support, uncertainty around adjustments and the need for managers to feel better equipped.
What neurodiversity means
Neurodiversity is the natural variation in how people think, process information and experience the world. It includes conditions such as autism, ADHD, dyslexia, dyspraxia and Tourette’s, as well as people who may not have a formal diagnosis but recognise similar traits. In ambulance settings – where noise, sensory pressure, rapid decision‑making and unpredictable situations are part of daily work – these differences can bring both strengths and challenges.
NADN data shows that 27% of ambulance staff identify as neurodivergent, with a further 23% believing they may be. This means up to half of the workforce could benefit from clearer processes, better‑designed environments and more confident, informed support from leaders and importantly, these kinds of improvements enhance the working experience for all staff, not only those who are neurodivergent.
How the pledge was shaped
The pledge is the result of a major co‑production process involving neurodivergent staff from across UK ambulance trusts. Workshops explored lived experience, the impact of trauma, gender and menopause, and the practical barriers created by sensory environments and inconsistent adjustments. A clear message emerged: systems must be designed with cognitive diversity in mind, rather than relying on individual disclosure.
The three pillars of the pledge
The pledge sets out three core commitments:
- Neuro‑inclusive environments that reduce unnecessary cognitive load and create psychological safety.
- Support for leaders so managers can confidently initiate early, supportive conversations.
- Strategic planning that embeds neuro‑inclusion into workforce, EDI, well‑being and clinical governance strategies.
In practice, this means clearer adjustment pathways, better data, practical environmental changes such as noise‑reduction tools or simplified documentation, and stronger partnership with staff networks.
A shift in culture
The pledge promotes a move from “prove it” to “how can we support?”, encouraging shared accountability across boards, managers, unions and staff networks. It also creates greater consistency for colleagues moving between trusts.
Chair of NADN, Dawn Poulson Whelan, said:
Neurodivergent colleagues have always been part of our ambulance family.
This pledge has now been adopted by all UK ambulance services and is about making sure our systems finally reflect that reality, so every member of staff can thrive, feel safe and be supported to give their best.
The full ALF2026 presentation is available here.
