Neurodivergent councillors can face barriers in meetings, committee papers, technology, casework and council environments. Yet elected members are not employees, so workplace policies cannot simply be applied to them. Councils need a dedicated approach that combines accessible-by-default democratic services with confidential individual adjustments, clear governance and practical support enabling every member to participate fully and independently.

Local government needs talented people who think differently, yet autistic candidates and employees can still face unnecessary barriers. This practical guide explores how councils can attract, recruit, retain and support autistic talent through inclusive recruitment, reasonable adjustments, better management and workplace cultures that enable people to thrive, develop and progress.

Neuro-inclusion is easy to endorse but difficult to measure. Research with councils across the UK and Gibraltar found no authority with a formal mechanism for evaluating the effectiveness of its neuro-inclusion policy. This article proposes a practical, evidence-based framework to help councils move beyond activity measures and demonstrate reduced barriers, greater psychological safety, fairer access and better outcomes for neurodivergent employees and residents.

UK councils are under immense pressure, and overlooking neurodivergent talent is no longer an option. The Canary Code shows how participation, flexibility, and psychological safety can transform culture, strengthen decision‑making, and unlock the strengths of diverse thinkers. Neuro inclusion isn’t just compassionate, it’s essential for resilient, effective public services.