Welcome to I AM Insights, our new series that takes you behind the scenes at I AM Celebrating Autism in Greater Manchester. In each edition, we dive into the inspiring journeys and insights of our dedicated team members working to empower the neurodivergent community. In our inaugural interview, we sit down with Board Chair Wes Auden – a long-time autism champion and passionate advocate – to explore his experiences, vision, and the personal drive behind his commitment to I AM.
6. Since moving to Manchester in 1999, what unique opportunities and challenges have you witnessed in creating an inclusive community for neurodivergent individuals here?
Manchester is a very welcoming city with a strong city-wide identity. The people of Manchester have made my wife, Helen, and me feel at home, and we’ve felt comfortable enough not only to settle here but also to raise our family here.
Manchester is incredibly diverse in terms of national heritage, race, and languages spoken. It has a proud history as the birthplace of significant cultural movements, such as the suffragette and co-operative movements, and has long been a hub of creativity, innovation, and radical commercialisation. This is evident in the many bands formed in the city, the artwork of L.S. Lowry and others, and Manchester’s role in the development of the Industrial Revolution.
The city actively protects and supports its diverse communities, from the LGBTQIA+ community – home to one of the first gay villages in the country – to thriving Chinatown, Jewish quarters, South Asian communities, and numerous ecumenical and multi-faith initiatives. These groups contribute enormously to improving our communities, alongside countless charitable organisations that support the elderly, young people, the isolated, the homeless, and those with both physical and non-physical disabilities.
If any city in the UK has the ability and motivation to become the first truly autism-inclusive city, it is Manchester. This is why our relationship with the Mayor’s Office and GMAC is crucial in ensuring that our members’ voices, as well as those of the wider autistic community, are heard. However, it is also up to us to take the lead in campaigning, advocacy, and lobbying to influence politicians and lawmakers. Autistic people must not only receive the same legal protections as others but also gain the proactive support, action, and representation necessary to improve their lived experience in Manchester.
If any city in this country is able and motivated to become the first autistic inclusive city, it is Manchester.
7. Drawing on your extensive experience in executive recruitment and HR, what advice would you offer to businesses striving to create more inclusive workplaces for neurodivergent talent?
Neurodivergent employees account for 27% of the 32.5 million working days lost due to sickness annually – amounting to 8.5 million lost working days. The vast majority of these absences result from the stress, anxiety, and depression experienced by neurodivergent individuals. Employers – and, more importantly, their neurodivergent staff – suffer from this loss of time, earnings, and opportunities for creative input due to inadequate management of neurodivergent employees.
Securing a job remains disproportionately challenging for neurodivergent candidates. Research shows that:
- 50% of neurodivergent adults have faced discrimination when seeking work,
- 31% had their applications suspended after disclosing their neurodiversity,
- 28% were rejected because they “wouldn’t fit in” or had a different communication style,
- 27% received unfair comments about their abilities,
- 25% were ghosted by recruiters after disclosing their neurodiversity,
- 21% were laughed at in interviews, and
- 16% had job offers rescinded upon disclosure of their neurodiversity.
This discriminatory and unlawful bias deprives talented individuals of the opportunity to contribute to society while also denying employers the benefits of neurodivergent perspectives – perspectives that can lead to innovative problem-solving and creative solutions. Consequently, many neurodivergent people remain unemployed, which results in both lost potential and increased welfare costs.
Employers must take proactive steps to improve accessibility in recruitment and employment. These include:
- Offering adjustments to the recruitment process in advance,
- Providing detailed information to manage expectations,
- Supplying interview questions in advance to allow for preparation,
- Accommodating different communication styles by allowing candidates to choose their preferred method,
- Structuring conversations and meetings,
- Being mindful of sensory needs and offering breaks to manage fatigue and anxiety,
- Asking clear, direct questions and avoiding ambiguity,
- Allowing sufficient processing time rather than rushing candidates,
- Clarifying next steps and timelines, and
- Continuously seeking feedback to improve accessibility and inclusivity.
Employers should foster open discussions about autism in the workplace, creating safe spaces where autistic employees can share experiences and concerns. Assigning an ally or advocate – someone outside the direct chain of command – can provide additional support for autistic employees. This individual should:
- Educate themselves about autism without placing the burden of explanation on autistic colleagues,
- Speak up in meetings if a neurodivergent colleague’s contributions are overlooked,
- Address unconscious bias and misunderstandings,
- Work with HR to implement autism training and improve accessibility,
- Advocate for policies that protect autistic employees’ rights, and
- Lead awareness campaigns or initiatives that promote neuroinclusion.
Employers should strive to create an inclusive work environment by implementing both general adjustments (such as flexible working arrangements) and individualised support tailored to employees’ needs. This includes workspace modifications and assistive technology. Most importantly, employers must engage with their autistic staff to better understand how to support them, ensuring they can not only stay in work but also thrive.
Our members inspired me to take on this challenge – if I can do it, so can you.
8. You were gearing up to run the Hale 10K to raise funds for I AM. What inspired you to take on this challenge, and how did you believe such initiatives helped drive positive change?
First and foremost, our members inspired me to take on this challenge. It has been incredible to see them leading fundraising efforts, answering my call at the 2018 AGM for each of us to contribute in our own way. For many charities, fundraising is the difference between survival and closure – I AM is no different. We need everyone to take on a challenge that pushes them while raising money and awareness for I AM and autism in Manchester.
As an autistic person, I tend to procrastinate, but I have always encouraged others. I was inspired when Janine, our fantastic Financial Administrator, completed a half marathon last year to raise funds. Though I had gained some weight, I challenged our trustees and members again, and I was thrilled when our incredibly kind-hearted trustee, Toby, committed to running the Chester Marathon this year (no backing out now, buddy!).
I’ve dreamt of running a marathon since I was at school. Despite my heart condition, I heard myself saying I’d run it with him – then thought, Oh my goodness, why did I just say that?! I realised I had a long way to go, so I began training in November (yes, in winter – we do see the world differently, don’t we?). I needed something to keep me motivated through the cold, dark, wet mornings. That’s when I found the Hale 10K, which coincided perfectly with my training. If I’m going to run the Chester Marathon, I’d better gain some race experience!
I’m proud to say I completed the Hale 10K and raised in total £1,400 for I AM. Sadly, due to ongoing health conditions, I won’t be able to take on the Great Manchester Half Marathon as planned. It’s disappointing, but I’m so grateful for the support and encouragement I’ve received along the way.
This kind of initiative drives positive change because just as Janine, Toby, and our members have inspired me, perhaps I can inspire someone else. If I can do it, so can you! Every pound raised helps I AM not only survive but grow, launching new services and making a real impact on autistic people’s lives in Manchester.
Finally, my faith drives me to lead by example, just as Jesus did. With my heart condition, balancing exercise is crucial – too much can be as dangerous as too little. I am taking my time, listening to my body, and trusting that He will guide me through.
This discriminatory and unlawful bias against neurodivergent candidates robs talented people of the opportunity to contribute to society and make a positive difference.
9. You’ve faced remarkable challenges – both professionally and personally (including that unforgettable parachute incident!). How have these experiences influenced your resilience and commitment to championing inclusion?
That unforgettable parachute experience – having it collapse mid-flight but surviving – demonstrated that God is good and gracious. It gave me the courage to do one more, and it has given me the strength to keep trying in all that I do, even when things don’t seem to be working out. It has built my resilience in all aspects of my life and given me the courage to be open about my neurodiversity and to speak up for us all.
I never understood why I couldn’t make friends easily at school, or if I did, why I couldn’t keep them. I certainly didn’t understand why bullies were always drawn to me, or why I couldn’t find it in myself to fight back. I found it strange that my peers at school and university could read something, do a few questions, and grasp the material, whereas I had to go over it repeatedly for it to sink in. It was odd that my memory was almost non-existent, yet others would recall things I had said or done that I had no recollection of. How was it that, despite carefully mapping my skills to the job requirements and performing brilliantly in interviews, I still didn’t get the job? Why could I never look an interviewer in the eye? And when I did get a job, why did I, within a couple of years, start feeling out of place, out of step, and isolated? And why am I always so tired?
Despite getting married, having children, and a mortgage like everyone else, why does life feel like it’s about surviving and coping rather than being joyful? Just trying to stay alive and keep going makes you resilient.
Watching my son go through the same experiences I did has broken my heart – and still does, every single day. As my wife and I sought answers as parents, I began to discover who I truly was. I’m not diagnosed yet, but I have just started the process. Deep down, I already know the answer, and I’m at peace with it – although when it is officially confirmed, I know it will take time to process. I don’t want him to struggle as I have, but I know he will – perhaps even more than I have – and that’s not right.
So, I’m fighting for justice. For him. For everyone like him. Even for myself.
I have seen the impact that other marginalised communities have had in changing societal attitudes. We still live in a structurally racist, homophobic, sexist, ageist, ableist, and neurotypical world, full of people with ignorant opinions. But, thank God, it’s not like it was when I was born. My generation has made a massive impact on society in terms of diversity, inclusion, and equality. Those who have dedicated their lives to this cultural shift are inspiring, and now it’s our turn to be heard.
It is our time to speak up, step up, and act – to ensure that every neurodivergent person in this world is valued, respected, and given the opportunity not only to be themselves but to achieve their dreams and contribute their immense gifts and talents to a world that desperately needs us.
Now it’s our turn to be heard. It is our time to speak up, step up, and act, to ensure that every neurodivergent person is valued and respected
10. Looking ahead, what is your vision for I AM Celebrating Autism in Greater Manchester, and how can supporters, businesses, and the wider community contribute to making that vision a reality?
I’ve probably already covered much of this, but as I reflect on the vision I set out in 2018 and 2022, much of it remains true today – though it may now seem a little narrow compared to my comments above. We need to ensure we generate financial surpluses through greater margin generation and an expansion of services and commercial offerings to guarantee our longevity and security as a charity. To achieve this, we must also develop a broader range of fundraising opportunities among members, trustees, and other supporters; improve conversion rates for tendered funding; grow small-giving projects and corporate donations; and expand the scale of contributions to the charity through targeted and proactive efforts. Additionally, we need to establish contingencies for potential funding losses.
We must attract and retain talent across all levels – within the Board of Trustees, the Senior Leadership Team, the management and operational delivery teams, the administration team, and our dedicated volunteers. This requires individuals with a broad set of skills, knowledge, and experience, ensuring that we not only deliver for today but also grow into what we aspire to become. This includes strengthening our advocacy and campaigning efforts. I would also like to see more professionals with backgrounds in law, primary and secondary education, adult clinical diagnostics, and other areas where we have identified skill gaps among our trustees. Furthermore, I hope to establish a board seat for staff and volunteers, the Parents’ Forum, and a Commissioner of Services. We must improve trustee training and inductions – covering safeguarding, governance, and the role’s responsibilities – and introduce performance reviews. Additionally, we need a sufficient number of competent staff to deliver and expand our services, along with learning and development opportunities to support their career growth. Succession planning and the development of a volunteer programme will also be key in attracting talent, increasing volunteer involvement, and enabling progression into support worker roles.
Operationally, we need to focus on continual improvement and sustained organic growth, particularly by increasing non-restricted funding streams and commercial revenue generation. Providing better professional development opportunities and rewards for our staff will be essential to recognising their talent and commitment.
I want us to become a true centre of excellence in autism spectrum conditions (ASC) within the region – engaging with and guiding professional bodies, building our community reputation and professional standing, strengthening our volunteer programme and information service, and gaining external recognition for outstanding service delivery.
Additionally, I would like us to develop and influence whole-life services and real-life provisions for those affected by autism. This includes supporting families, schools, universities, and employers as young people transition through education into the workplace, training, and adulthood. We should also offer a much wider range of social activities, equipping our members with the life skills needed to maximise their potential and contribute fully to society. Moreover, we must collaborate with third-party partners to develop housing solutions that meet the needs of autistic adults – enabling them to live independent and fulfilling lives. Expanding our campaigning and advocacy services, as well as providing essential information on welfare, social care, and related services, is also a priority.
Improving our facilities for members at our current location is crucial, as is proactively identifying and evaluating more suitable accommodation for future service provision. I would like to see an expansion of the one-to-one service where financially viable, ensuring we have the resources and trained staff to deliver it effectively. We should also embrace modern technology to enhance administrative efficiency – streamlining assessment processes, report writing, goal setting, helpline documentation, and the provision of information and advice to parents, carers, members, and other stakeholders. Creating or acquiring a case management system to capture and evaluate key issues will allow us to respond effectively and develop strategic services. Additionally, we should establish an annual calendar of activities, promotional campaigns, and media engagement to raise our profile across Greater Manchester.
A cooperative approach with other service providers is vital, ensuring that service users remain at the centre of our thinking. Working alongside third-sector partners will help improve provisions for autistic people while also achieving economies of scale. Strengthening our relationships with the Mayor’s Office, becoming a key member of the Greater Manchester Autism Consortium and the Greater Manchester Enabling Employment Forum, and engaging with key commissioners, health trusts, mental health services, MPs, and local authority decision-makers in areas where we currently lack a presence will be critical.
Ultimately, we must do all we can to ensure every member has their horizons expanded, contributes to both the autism community and wider society, and fulfils their potential. Our mission is to create communities of support across Greater Manchester for autistic individuals, enabling personal and professional development. We must focus on unlocking potential, creating opportunities, and empowering our members with personal freedom and choice. Our vision is to become the leading developer and provider of support services for autistic people in the region – establishing ourselves as an exemplar and the first point of contact for anyone seeking support in this field.
We will ensure every member has their horizons raised, contributes to the autism community and wider society, and fulfills their potential.
