Why central government needs a distinct neurodiversity practice
Neurodiversity in central government has a shape that no other sector reproduces. The Senior Civil Service (SCS) structure, cross-departmental mobility, ministerial pace, Civil Service People Survey visibility, union recognition as standard, and the Cabinet Office and Government People Group's cross-cutting direction on inclusion all define what neurodiversity work in government actually looks like. Departments, executive agencies, arm's-length bodies and non-ministerial departments each layer additional governance, procurement and accountability expectations on top.
Engagements with central government are sponsored by the Permanent Secretary, Director General or Chief Operating Officer, with the People and Culture Director as day-to-day owner and profession-lead engagement where relevant. The practice covers departmental strategy aligned to the Civil Service People Plan, SCS and Grade 6/7 leadership capability, adjustment practice that survives cross-departmental mobility, and external narrative fit for select-committee, ministerial and NAO scrutiny. Delivery routes through CCS frameworks and departmental commercial teams as required.
For departments and ALBs under sustained public and parliamentary scrutiny, neurodiversity is a workforce, culture and reputational discipline simultaneously. Wayne's central-government work is calibrated for the pace, formality and accountability the Civil Service expects, and produces measurable improvements in the People Survey dimensions — leadership, inclusion, learning and development, and my manager — that departmental boards are held to account against.