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.

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.