Thriving in Local Government with Neurodiversity

Local government is a cornerstone of public life in the UK, responsible for delivering essential services, shaping communities, and driving local innovation. It’s a sector that values collaboration, public service, and problem-solving qualities that neurodivergent individuals often bring in abundance. Yet, despite these strengths, many neurodiverse professionals face systemic barriers that can make it difficult to fully participate and progress in the workplace.

Neurodivergent people those whose cognitive functioning differs from the neurotypical norm often experience the world in unique and valuable ways. This includes individuals with autism spectrum conditions, ADHD, dyslexia, dyspraxia, Tourette’s syndrome, and other neurological differences. These differences can influence how someone communicates, processes information, and interacts with their environment. In the context of local government, where complexity, nuance, and creativity are often required, neurodivergent professionals can offer fresh perspectives and innovative approaches to long-standing challenges. However, thriving in local government as a neurodivergent person requires more than just talent. It demands inclusive cultures, supportive leadership, and systems that recognise and accommodate cognitive diversity. Fortunately, awareness of neurodiversity is growing, and many councils are beginning to take meaningful steps to create environments where all employees can flourish.

As author and activist Steve Silberman puts it:

“Neurodiversity is the future of innovation and progress.”

Understanding Neurodiversity

Neurodiversity is a concept that reframes neurological differences not as deficits or disorders, but as natural variations in human cognition. Coined by sociologist Judy Singer in the late 1990s, the term challenges traditional medical models and instead promotes a social model of disability one that emphasises the role of societal barriers in disabling individuals. Singer writes:

“Just as biodiversity is essential to ecosystem stability, neurodiversity may be essential for cultural stability.” “Neurodiversity is not a deficit. It’s a difference.”

Neurodiversity encompasses a wide range of conditions, including:

• Autism Spectrum Conditions

• Attention Deficit Hyperactivity Disorder (ADHD)

• Dyslexia

• Dyspraxia

• Tourette’s Syndrome

• Sensory Processing Differences

In the UK, it’s estimated that around 15% of the population is neurodivergent, although many individuals remain undiagnosed or unsupported in the workplace[4]. This means that a significant portion of the workforce may be navigating their roles without the adjustments or understanding they need to thrive. Sarah Hendrickx, an autistic author and workplace consultant, reminds us:

“Neurodiversity is about creating a world where every brain can thrive and contribute.”

The Employment Gap

Despite the strengths and talents neurodivergent individuals bring to the workplace, employment statistics paint a stark picture. According to recent data, only 31% of autistic adults in the UK are in employment, compared to 54.7% of disabled people overall. These figures highlight a significant gap in access to meaningful work, career progression, and economic independence. In local government, where diversity and inclusion are often embedded in organisational values, this gap represents both a challenge and an opportunity. Councils have the potential to lead by example by creating neuroinclusive workplaces that not only accommodate difference but actively celebrate it.

Professor Amanda Kirby, Chair of the Government’s Neurodiversity in Employment Panel, underscores the importance of this shift:

“We must drive forward neuroinclusive practices in workplaces to maximise the potential of all and make this become ‘business as usual’.”

Minister for Social Security and Disability, Sir Stephen Timms, adds:

“For too long disabled people and those with a neurodiversity condition have been left behind, ignored, and not given the support they need to get into work.”

Creating Inclusive Councils

While many local authorities are still at the beginning of their neurodiversity journey, some councils are already setting a strong example. Somerset West and Taunton Council stands out for its proactive approach, having developed a comprehensive neurodiversity action plan aimed at embedding inclusion into everyday practice.

Their initiatives include:

• Draft guidance for managers to help them understand neurodivergent conditions and respond appropriately to staff needs.

• Inclusive recruitment practices, such as offering alternative formats for applications and providing interview adjustments.

• Coaching for internal candidates, supporting career development and confidence-building for neurodivergent staff.

• Awareness events and training, designed to foster empathy, reduce stigma, and build a culture of psychological safety.

These measures are not just about compliance they’re about creating workplaces where neurodivergent employees feel recognised, supported, and empowered to contribute fully. Other councils, such as Camden, Leeds, and Warwickshire, have also begun implementing neurodiversity networks, staff champions, and inclusive leadership programmes.

The message is clear: when councils invest in neuroinclusive practices, they unlock the full potential of their workforce and set a powerful example for other sectors to follow.

Case Studies: Councils Leading on Neurodiversity

While many local authorities are still developing their approach to neurodiversity, a growing number are taking bold, structured steps to support neurodivergent employees. These case studies highlight how councils are embedding inclusive practices into their organisational culture.

Broxtowe Borough Council: A Comprehensive Neurodiversity Policy

Broxtowe Borough Council has developed a detailed Neurodiversity Policy that sets a benchmark for local government inclusion. The policy outlines:

• Guidance for managers on supporting neurodivergent staff, including how to identify needs and implement adjustments.

• Encouragement of early disclosure in a safe and supportive environment.

• Access to assessments and screening tools, including referrals to occupational health and external specialists.

• Reasonable adjustments, such as alternative document formats, assistive technology, and flexible working arrangements.

• Training for managers, ensuring they understand neurodivergent conditions and how to foster inclusive teams.

The council also promotes the use of the Access to Work scheme, and encourages staff to use tools like text-to-speech software and colour-adjusted screens to reduce sensory strain.

Somerset West and Taunton Council: Action Plan and Staff-Led Change

Somerset West and Taunton (SWaT) Council has taken a grassroots approach, forming a working group of neurodivergent staff and allies to shape its neurodiversity strategy. Their 2020 action plan includes:

• Draft guidance for managers based on best practice from autism charities and neurodiversity partnerships.

• Inclusive recruitment reviews, ensuring job adverts and interviews are accessible.

• Coaching for internal candidates with additional needs.

• Learning and awareness events, including social media campaigns and internal communications.

• Induction and training redesign, incorporating different learning styles.

SWaT’s approach is notable for its emphasis on co-production, involving neurodivergent staff in designing the policies that affect them.

Exceptional Individuals: Partnering with Councils and Employers

While not a council itself, Exceptional Individuals works with local authorities and public sector employers to audit recruitment processes, deliver neurodiversity training, and support neurodivergent staff. Their case studies include:

• Aviva, which partnered with them to support neurodiverse staff and attract new talent.

• Ryman, which improved its recruitment practices to be more neuroinclusive.

• Individual coaching, helping neurodivergent professionals build confidence and thrive in their roles.

These partnerships show how external expertise can complement internal efforts, creating more inclusive workplaces across the public sector.

Thriving Strategies for Neurodivergent Professionals

If you're neurodivergent and working in local government or considering a career in the sector there are practical steps, you can take to thrive. These strategies are grounded in lived experience and supported by research.

1. Know Your Strengths

Neurodivergent individuals often possess exceptional abilities in areas such as:

• Pattern recognition

• Systems thinking

• Creative problem-solving

• Attention to detail

• Deep focus and persistence

Rather than masking these traits, embrace them. They are assets in roles ranging from policy development to data analysis, project management, and community engagement.

“Neurodiversity is the key to unlocking the potential of every human being.”  Robert M. Hensel

2. Seek Reasonable Adjustments

Under the Equality Act 2010, you are legally entitled to reasonable adjustments at work. These might include:

• Flexible working hours or remote working

• Noise-cancelling headphones or quiet spaces

• Assistive technology (e.g., speech-to-text software)

• Interview accommodations (e.g., questions in advance)

Don’t hesitate to request what you need. Adjustments aren’t privileges they’re tools to level the playing field.

3. Find Allies and Networks

Many councils now offer neurodiversity staff networks or employee resource groups. These provide:

• Peer support and mentoring

• Advocacy for inclusive policies

• A safe space to share experiences

Connecting with others who understand your journey can be empowering and affirming.

4. Be Open If You Feel Safe

Disclosure is a deeply personal decision. While being open about your neurodivergence can lead to better support, it’s important to weigh the risks. A recent study found that 74% of neurodivergent professionals chose not to disclose their condition due to fear of stigma or discrimination.

If you do choose to disclose, consider doing so gradually and with trusted colleagues or managers. You might also want to document your needs and preferences in a workplace passport or support plan.

5. Challenge the Culture

Change often starts from within. Encourage your team to engage with neurodiversity training, question assumptions, and adopt inclusive practices. Even small actions like using clear communication or allowing flexible deadlines can make a big difference.

“Neurodiversity is about creating a world where every brain can thrive and contribute.”  Sarah Hendrickx

A Call to Action for Local Government Leaders

To truly harness the power of neurodiversity, councils must go beyond policy documents and tick-box exercises. They must cultivate cultures of empathy, flexibility, and innovation where neurodivergent staff are not just accommodated, but actively valued.

This means:

• Embedding neurodiversity into leadership development

• Reviewing recruitment and onboarding processes

• Creating psychologically safe environments

• Listening to lived experience and acting on feedback

As one neurodiverse senior manager candidly put it:

“Nobody is interested, they just want the HR strategy and that’s it.”

Let’s prove him wrong.

Local government has the potential to lead the way in neuro-inclusive employment. By doing so, it can build more resilient, creative, and representative organisations better equipped to serve the diverse communities they represent.