Key Points to Note:

Based on the findings of this scoping report, and the feedback provided by stakeholders, a number of recommendations were developed to inform the development of the NFQM.

Draw on the learnings and build on the success of the DFQM

• Ako Aotearoa has been successfully offering the New Zealand Dyslexia-Friendly Quality Mark over the past three years. The learnings and experiences gained over this period can help inform the development of the NFQM, with well-considered adaptations to the workplace context. 

Incorporate existing tools and resources

• A number of tools and resources is already available for employers to support them in becoming more inclusive. Funding is also available for neurodivergent staff and their employers. It would be useful to incorporate information around these opportunities in the NFQM programme to enhance awareness of support available.

Work with a reference group 

• Consult with a reference group to create the NFQM standards and process. This group should include neurodivergent people; people and organisations specialising in the field of neurodiversity; people who can advise on cultural aspects; and employers. 

Embed a culturally affirming approach

• To ensure cultural inclusion, a culturally affirming approach needs to be embedded in the NFQM standards and implementation. Some examples of culturally responsive practices have been included in this report. Guidance can be sought from the reference group. 

Ensure robustness and relevance

• For people and organisations to have confidence in the NFQM programme, it needs to be robust and lead to meaningful, systemic and sustainable change. A structure of targeted packages of support can be developed to suit a range of organisations.

Trial the process and standards

• Once developed, the NFQM standards and process can be trialled with one or two organisations to identify areas for improvement and refinement.

Provide neurodiversity awareness training

• Neurodiversity awareness training needs to be the foundation of the NFQM, so that a learning phase precedes the implementation phase. Training can be targeted to people’s roles and context within the organisation. It needs to include attention to individual neurotypes. The NFQM provider can partner with suitably qualified and accredited experts or specialist organisations, with expertise in the relevant neurotypes.

Support business leaders

• The success of the NFQM hinges on the commitment of business leaders. They will need ongoing support to maintain the momentum and effect positive change within their organisations. Supporting them in achieving their goals needs to be embedded in the NFQM programme.

Build and strengthen relationships and work in partnership

• Relationships with stakeholders are a key success factor, both in the development phase of the NFQM and the implementation. Relationships and partnerships need to be built, strengthened and maintained with neurodivergent people, employers, neurodiversity experts and specialist organisations, business networks and collectives. 

Develop a marketing strategy

• Once developed, the NFQM will need a dedicated marketing strategy to communicate the purpose and benefits to the target audience, highlighting the uniqueness of the NFQM programme and the points of difference with similar initiatives.