Agenda item

The Health and Wellbeing Board is RECOMMENDED to:

1.    Endorse the Oxfordshire All-Age Autism Strategy 2026-2031, approve its publication and implementation, and agree the contents and principles set out in the strategy. (Annex 1)

2.    Note that LGR may affect delivery of the Oxfordshire All-Age Autism Strategy 2026-2031 by changing system-wide governance, leadership and funding arrangements. While this may cause delays, it also provides an opportunity to strengthen partnership working and improve service alignment.

Karen Fuller (Director of Adult Social Care); Bhavna Taank (Head of Joint Commissioning – Live Well); Derek Gravett-Smith (Strategic Commissioner – Live Well); and Dee Nic-Sitric (Chief Executive of Autism Champions) presented the All-Age Autism Strategy.

The Head of Joint Commissioning – Live Well explained that the strategy had been developed through a substantial programme of engagement and co-production involving autistic people, their families, carers, community organisations, education providers, health services, social care services and wider stakeholders. Autism touched many aspects of an individual’s life and that the strategy had therefore deliberately adopted a whole-system approach rather than focusing solely on health and care services. The intention was to ensure that all organisations across Oxfordshire understood their role in improving outcomes for autistic people and creating environments in which they could thrive.

The Board heard that autistic people continued to experience poorer outcomes than the wider population across a range of measures. The strategy recognised challenges relating to access to appropriate support, barriers to education and employment, difficulties in obtaining suitable housing, inequalities in physical and mental health outcomes, and inconsistent experiences when accessing public services. Members were advised that whilst significant work had been undertaken across Oxfordshire in recent years, feedback from autistic people had demonstrated that many of these challenges remained prevalent and required a coordinated, long-term response.

The Strategic Commissioner – Live Well outlined the principal themes emerging from the consultation and co-production process. Autistic people and their families had consistently highlighted the need for services to become more accessible, flexible and responsive. Stakeholders had also stressed the importance of increasing understanding of autism across society, improving transitions between services, strengthening support during adulthood, and ensuring that autistic people were meaningfully involved in decisions which affected them. The strategy sought to establish a clear framework for addressing these issues over the next five years whilst retaining sufficient flexibility to respond to emerging challenges and opportunities.

The Chief Executive of Autism Champions provided an expert-by-experience perspective on the strategy, describing the significance of the co-production process and welcomed the extent to which autistic people had been involved in shaping the final document. Autistic people often faced challenges not because of their autism itself, but because systems and environments had not been designed with sufficient understanding of neurodiversity. Many autistic people encountered unnecessary barriers when accessing healthcare, education, housing and employment, and that these barriers could have profound consequences for wellbeing, independence and quality of life.

Board members discussed education and learning, noting the importance of ensuring that autistic children and young people received appropriate support as early as possible. It was recognised that positive experiences during childhood could significantly influence long-term outcomes in adulthood.

Discussion took place regarding the importance of early identification, transitions between educational settings, and ensuring that educational environments were appropriately equipped to support neurodiverse learners. Members emphasised the value of partnership working between schools, health services and local authorities in improving outcomes for autistic children and young people.

The Board also explored issues relating to employment. Members recognised that many autistic people possessed significant skills and talents which were not always utilised effectively due to barriers within recruitment practices and workplace environments. Discussion centred upon the importance of employer awareness, reasonable adjustments and creating inclusive workplaces that enabled autistic people to participate fully in employment.

The Director of Adult Social Care welcomed the strategy and highlighted the importance of maintaining strong connections between autism services, adult social care services and wider community support. There was a need for continued partnership working to ensure that autistic adults were supported to remain independent, connected to their communities and able to access the services they required at the right time.

Members further discussed the importance of increasing public understanding of autism. It was acknowledged that whilst awareness had improved in recent years, many autistic people continued to report experiences of misunderstanding, stigma and exclusion.

Questions were raised regarding implementation, governance and accountability arrangements. In response, officers explained that delivery of the strategy would be overseen through existing partnership structures, including the Oxfordshire Autism Partnership Board. Members were advised that the accompanying action plan would provide greater detail regarding specific actions, timescales and responsibilities, and that continued involvement of autistic people and carers would remain central to the implementation process. 

The Board RESOLVED to:

1.    ENDORSE the Oxfordshire All-Age Autism Strategy 2026-2031, approve its publication and implementation, and agree the contents and principles set out in the strategy. (found in Annex 1 of the report for this item)

2.    NOTE that Local Government Reorganisation (LGR) may affect delivery of the Oxfordshire All-Age Autism Strategy 2026-2031 by changing system-wide governance, leadership and funding arrangements. While this may cause delays, it also provides an opportunity to strengthen partnership working and improve service alignment.