Understanding Dyspraxia in the Workplace: A Guide for Local Government

Dyspraxia, also known as Developmental Coordination Disorder (DCD), is a lifelong neurological condition that affects the way the brain processes motor information. It can impact coordination, movement, spatial awareness, and sometimes aspects of cognitive functioning such as memory and planning. Although it is typically identified in childhood, many individuals reach adulthood without a formal diagnosis, often attributing their difficulties to clumsiness or poor organisation rather than a recognised condition.

In the UK, it is estimated that between 3% and 5% of adults may have dyspraxia, though the true figure could be higher due to underdiagnosis and lack of awareness. Many adults only begin to explore the possibility of dyspraxia when they encounter persistent challenges in the workplace such as difficulty with multitasking, time management, or physical coordination that affect their performance and wellbeing.

What Is Dyspraxia?

Dyspraxia affects both fine motor skills (such as handwriting, typing, and manipulating small objects) and gross motor skills (including balance, posture, and spatial awareness). These difficulties can make everyday tasks more time-consuming or physically demanding. In addition to physical coordination, dyspraxia can influence executive functioning, which includes planning, organising, and remembering instructions.

Importantly, dyspraxia does not affect intelligence. Individuals with dyspraxia are just as capable as their peers and often excel when given the right support and understanding. With appropriate adjustments and inclusive practices, dyspraxic staff can thrive in a wide range of roles across local government.

Strengths of Dyspraxic Staff

Despite the challenges associated with dyspraxia, individuals with the condition frequently demonstrate a range of valuable strengths that can enhance team dynamics and organisational performance:

• Resilience – Many dyspraxic individuals have developed robust coping mechanisms and a strong work ethic, having spent years adapting to environments that weren’t designed with their needs in mind.

• Creative Problem-Solving – Thinking outside the box is often second nature. Dyspraxic staff may approach problems from unique angles, offering fresh perspectives and innovative solutions.

• Determination – Persistence is a hallmark trait. Dyspraxic employees often show high levels of motivation and commitment, especially when they feel supported and understood.

• Empathy and Compassion – Having faced their own challenges, many dyspraxic individuals are deeply empathetic and sensitive to the needs of others, making them excellent colleagues and team players.

“We might do things differently to how others do them, but the outcome is the same. We often have really great ideas for how to improve things in our teams but don’t always feel listened to.” CUH Staff Member

Challenges in the Workplace

While dyspraxic individuals bring many strengths to their roles, traditional work environments can present a range of barriers that may hinder their ability to perform at their best. Understanding these challenges is essential for creating inclusive and supportive workplaces.

• Motor Coordination Issues – Tasks that require precise physical control, such as typing for extended periods, driving between sites, or using tools and equipment, can be physically demanding or frustrating. Dyspraxic staff may need more time to complete these tasks or may benefit from alternative methods or assistive technology.

• Clumsiness and Physical Sensitivity – Dyspraxia often affects spatial awareness and balance, leading to a higher likelihood of tripping, bumping into objects, or dropping items. This can be particularly problematic in busy office environments or roles that involve manual handling. It may also contribute to feelings of embarrassment or anxiety, especially if misunderstood by colleagues.

• Time Management and Organisation – Planning and sequencing tasks can be difficult. Dyspraxic staff may struggle with prioritising workloads, meeting tight deadlines, or managing multiple responsibilities simultaneously. Without appropriate support, this can lead to stress, missed deadlines, or underperformance that does not reflect their true potential.

• Communication and Processing Information – Some individuals with dyspraxia may find it challenging to follow verbal instructions, especially if they are delivered quickly or without visual aids. Articulating thoughts clearly under pressure such as in meetings or presentations can also be difficult. Written communication may be affected by slower typing speeds or difficulties with spelling and grammar.

These challenges are not insurmountable. With the right adjustments, understanding, and workplace culture, dyspraxic staff can thrive and contribute meaningfully to their teams.

What Local Government Can Do

Local authorities are uniquely positioned to lead by example in fostering inclusive, supportive workplaces for neurodivergent staff, including those with dyspraxia. By embedding inclusive practices into recruitment, management, and organisational culture, councils can unlock the full potential of their workforce and demonstrate their commitment to equality and diversity. Here are several practical and impactful steps councils can take:

1. Raise Awareness and Provide Training

Creating an inclusive workplace begins with understanding. Many managers and colleagues may be unfamiliar with dyspraxia or unaware of how it manifests in adults.

• Deliver neurodiversity awareness training tailored to local government settings, helping staff recognise the signs of dyspraxia and understand how it may affect work.

• Include dyspraxia in broader equality, diversity, and inclusion programmes, ensuring it is not overlooked in favour of more widely recognised conditions.

• Encourage open conversations about neurodiversity, helping to reduce stigma and build a culture of psychological safety where staff feel comfortable disclosing their needs.

2. Make Reasonable Adjustments

Under the Equality Act 2010, employers are legally required to make reasonable adjustments for disabled staff, including those with dyspraxia. These adjustments can be simple but transformative.

• Provide assistive technology, such as speech-to-text software, mind-mapping tools, or ergonomic equipment to support physical comfort and productivity.

• Offer flexible working arrangements, including adjusted hours, remote working options, and quiet spaces to reduce sensory overload and improve focus.

• Break down complex tasks into manageable steps, using visual aids, checklists, or structured workflows to support executive functioning and reduce overwhelm.

• Assign mentors or buddies who can offer informal support and guidance, especially during onboarding or transitions.

3. Use Inclusive Recruitment Practices

Recruitment processes can unintentionally disadvantage neurodivergent candidates. Councils can take proactive steps to ensure fairness and accessibility.

• Offer alternative formats for applications, such as verbal submissions or simplified forms, and avoid overly complex instructions.

• Use the Workplace Adjustment Passport, a tool that allows staff to document their support needs and share them consistently across departments or roles.

• Train hiring managers to recognise the strengths of neurodivergent candidates and avoid bias based on communication style or physical presentation.

• Ensure interview environments are accessible, with clear instructions, breaks if needed, and options for remote participation.

4. Celebrate Strengths and Promote Inclusion

Supporting dyspraxic staff isn’t just about removing barriers it’s also about recognising and valuing their contributions.

• Encourage dyspraxic staff to share their ideas, innovations, and lived experiences, helping to shape more inclusive policies and practices.

• Promote success stories internally and externally to challenge stereotypes and build confidence among neurodivergent employees.

• Create staff networks or forums where neurodivergent individuals can connect, share resources, and advocate for change.

• Include neurodiversity in leadership development programmes, ensuring that talented individuals with dyspraxia have opportunities to progress and lead.

Local Government in Action: Civil Service Dyslexia and Dyspraxia Network

The Civil Service Dyslexia and Dyspraxia Network (CSDDN) is a standout example of how government can lead the way in supporting neurodivergent staff. As a voluntary, cross-departmental staff network, the CSDDN works to improve the working lives of civil servants with dyslexia, dyspraxia, dysgraphia, and dyscalculia. Its approach is rooted in empowerment, inclusion, and practical action.

Key Initiatives and Activities

The CSDDN has launched a number of impactful initiatives that local authorities can learn from:

• Line Managers Toolkit – One of the network’s flagship resources is the Dyslexia, Dyspraxia, Dyscalculia and Dysgraphia Line Managers Toolkit . Co-produced with Civil Service HR, this comprehensive guide helps managers understand neurodivergent conditions, recognise strengths, and implement effective workplace adjustments. It includes real-life examples, emotional insights from staff, and practical advice on creating inclusive environments.

• Workplace Adjustment Passports – The network promotes the use of Workplace Adjustment Passports, which document an employee’s support needs and ensure consistency when they move roles or managers. This reduces the burden on staff to repeatedly explain their condition and helps managers respond more effectively .

• Policy Influence and Representation – CSDDN acts as a “critical friend” to Civil Service HR, influencing policy development to ensure neurodivergent voices are heard. It also represents staff on cross-government forums, helping to embed inclusive practices across departments .

• Awareness Campaigns and Newsletters – The network regularly shares insights, stories, and best practice through newsletters and events. These communications help normalise neurodiversity and encourage open dialogue among staff and leaders .

• Peer Support and Mentoring – CSDDN provides a safe space for staff to connect, share experiences, and support one another. It also encourages senior leaders with lived experience of dyspraxia or dyslexia to act as role models and mentors .

Impact on Staff Wellbeing

The initiatives led by the CSDDN have had a tangible impact on staff wellbeing across the Civil Service:

• Reduced Isolation – By creating a visible and supportive community, the network helps neurodivergent staff feel less alone and more confident in disclosing their conditions.

• Improved Confidence and Retention – Access to adjustments and understanding management has led to improved job satisfaction and retention among staff who might otherwise have struggled in silence.

• Empowerment Through Understanding – The toolkit and awareness campaigns have helped both staff and managers better understand the emotional and practical realities of living with dyspraxia. This has led to more empathetic leadership and better-informed decision-making.

• Cultural Change – Perhaps most importantly, the CSDDN has contributed to a broader cultural shift within the Civil Service one that values neurodiversity not just as a compliance issue, but as a source of innovation, creativity, and strength.

“We celebrate the strengths neurodivergent people have to offer and challenge barriers which prevent them from reaching their full potential.” Civil Service Dyslexia and Dyspraxia Network

Conclusion

Dyspraxia remains one of the lesser-understood neurodivergent conditions, particularly in adult workplaces. Yet, with the right awareness, adjustments, and inclusive culture, individuals with dyspraxia can not only succeed but truly thrive in local government roles. Their resilience, creativity, and determination often make them exceptional contributors to public service.

For councils, embracing neurodiversity is more than a legal obligation under the Equality Act 2010it’s a strategic opportunity. By recognising and supporting the unique strengths of dyspraxic staff, local authorities can build more innovative, empathetic, and effective teams. Inclusive practices lead to better staff wellbeing, improved retention, and a stronger sense of belonging across the workforce. Creating environments where neurodivergent staff feel seen, heard, and valued sends a powerful message: that local government is committed to fairness, equity, and unlocking the full potential of every individual. In doing so, councils not only meet the needs of today’s workforce but also set the standard for inclusive public service in the future.