This week’s BBC Panorama programme – Undercover in the Police once again shone a light on the troubling culture within UK policing. For many watching, it reinforced a painful reality: despite the promises made in the aftermath of the murder of Sarah Everard, and the recommendations of the Angiolini Inquiry earlier this year – that “every Police Force must commit publicly to being anti-sexist, anti-misogynistic, and anti-racist, taking active steps to challenge harmful behaviours often disguised as ‘banter’” – too little has changed in practice.

At LimeCulture, we share this frustration. But we also recognise that many of these behaviours are not unique to policing – they are present in society as a whole. Real and lasting cultural change cannot come from policies alone. It requires creating structures that empower people within organisations to challenge and report harmful behaviours, and to be effectively supported in doing so without fear of reprisal.

This mirrors another key recommendation of the Angiolini Inquiry: that Forces must “address the barriers faced by officers and staff when reporting sexual misconduct by colleagues, ensuring safe, confidential processes and robust support for those affected.”

Over the last two years, LimeCulture has been working closely with Avon and Somerset Police to design and embed a new model of support: Sexual Misconduct Advocate (SMA) service for staff or officers who have experienced or witnessed sexual misconduct or inappropriate behaviours. LimeCulture trained their SMAs to provide a confidential, trauma-informed service, allowing those affected to consider their options and navigate internal systems, including reporting.

Feedback from staff and leaders has confirmed the model’s value. Many describe it as a significant step towards rebalancing support in policing, identifying barriers to change, and creating safer environments where victims and witnesses feel heard, supported, and empowered to come forward. This approach has since been recognised as an area of good practice by HMICFRS and the College of Policing.

Embedding internal support models, such as the SMA service, allows organisations not only to provide consistent and trusted responses to reports of misconduct and gather intelligence on potential risks, but also to signal an ongoing organisational commitment to change – rather than a reactive response to crisis.

Trust is central to any case involving misconduct. Victims, witnesses, and even those accused, must feel confident that they can engage safely and fairly. Building this trust is more likely when internal support is available — support that provides reassurance, consistency, and compassion, and which feels accessible as it is rooted in the organisation itself. When those providing the support are properly trained, understand the organisational landscape, and operate with integrity, they become essential bridges between policy and human experience.

As the Panorama programme highlighted, cultural transformation in policing remains an urgent challenge. National policies and inquiries set the direction, but without internal structures that embed safer cultures and build trust, progress risks stalling.

At LimeCulture, we are proud to be working alongside policing leaders who recognise this. Embedding an internal support model is not a quick fix. It is a long-term investment in transparency, accountability, and the well-being of those working in policing – and, ultimately, in the trust and safety of the public they serve.

The challenge ahead is to ensure that more Forces commit not only to words, but to meaningful, practical action that allows cultural change to take root. Only then will we see a policing culture where everyone – staff and public alike – can feel safe, respected, and supported.

 

This October marks the first anniversary of the Worker Protection (Amendment of Equality Act 2010) Act 2023. When it came into force on 26 October 2024, the legislation marked a significant shift in workplace law by introducing a proactive legal duty for all employers – regardless of size – to take reasonable steps to prevent sexual harassment before it happens.

This represented a significant shift in addressing workplace sexual harassment. Employers are no longer judged only on how they respond once harassment has occurred, but on the extent to which they have actively prevented the risk of it happening in the first place. Tribunals now have the power to uplift compensation awards by up to 25% where employers are found in breach, and the Equality and Human Rights Commission (EHRC) can enforce compliance.

Early indicators suggest the shift created by the Worker Protection Act is already having an impact. Acas call data showed a 39% rise in harassment-related enquiries in the first half of 2025 compared with the previous year (with calls up from 4,001 to 5,583 in the first six months of 2025, compared to the same period the previous year).  While it’s still too early to measure the full effect in tribunal outcomes, the figures show both awareness and reporting are on the rise.

What’s Next Under the Employment Rights Bill?

The upcoming Employment Rights Bill will raise expectations further, with key measures including:

• April 2026: Reporting sexual harassment will be covered by whistleblowing legislation, strengthening protections for staff.
• October 2026: Employers must take “ALL reasonable steps” to prevent harassment – significantly raising the bar.
• October 2026: Liability for harassment will extend to third parties, such as customers and suppliers.
• Future change: Non-disclosure agreements (NDAs) will no longer be permitted to silence disclosures of harassment or discrimination.

The addition of “ALL” is critical. While the definition will evolve through consultation and tribunal rulings, it is already clear that employers cannot afford to treat compliance as a one-off exercise.

Why Compliance Alone Isn’t Enough

At LimeCulture, we see this new duty as so much more than a compliance requirement. It is a real opportunity to build safer cultures within the workplace. Meeting the duty means more than rolling out a policy or a single training event – it requires a deep, embedded culture shift.

LimeCulture believes that this culture shift involves creating and embedding the following key pillars:

1. Visible leadership commitment and accountability.
2. Clear expectations of behaviour, that are consistently reinforced through clear systems, policies and procedures.
3. Regular and interactive training (not one-off presentations) and ongoing development.
4. Safe, confidential, and trusted reporting processes.
5. Trauma-informed responses to disclosures & the provision of support
6. Timely and fair investigation and resolution processes
7. Risk governance arrangements for identifying, managing and escalating risk in sexual misconduct or safeguarding cases
8. Ongoing monitoring to ensure lessons are learned,  improvements are embedded and progress is sustained.

Crucially, employees must feel confident that, if they raise concerns, they will be heard, supported, and taken seriously.

The Role of Leadership

One of the biggest barriers we see is lack of leadership buy-in. Too often, responsibility is left to HR. But preventing harassment and misconduct must be treated as an organisational priority, owned and driven by the organisation’s most senior leaders.

Leaders should:

• Model respectful behaviour at every level.
• Allocate resources for prevention and response initiatives.
• Be held accountable through performance measures and consequences.
• Ensure transparency about how cases are handled and lessons learned.

It is worth remembering: if reports increase, this should be seen as progress. Rising disclosures reflect greater trust in the organisation to respond appropriately. Conversely, an absence of reports often signals a lack of trust – not the absence of misconduct.

Building a Safer Culture

To prepare for the Employment Rights Bill and to meet current obligations, organisations should be taking steps now, including:

• Commissioning external assessments of organisational culture, policies, and processes.
• Reviewing and simplifying policies so they are clear, accessible, and consistently applied.
• Training HR advisers, investigators, and panel members in trauma-informed approaches.
• Equipping all employees with tools to challenge inappropriate behaviour and report concerns safely.
• Using data – from surveys, exit interviews, and case trends – to monitor and continuously improve.

How LimeCulture Can Help

At LimeCulture, we believe every organisation has the power to create environments where people feel safe, respected, and are able to thrive. Through our training and consultancy services, we help organisations move beyond compliance to genuine culture change. Our training is designed to be engaging, interactive, and empowering—giving staff and leaders the confidence to act when it matters most. We work with organisations to create systems and processes that are not just legally sound, but also rooted in compassion, fairness, and best practice.

When sexual misconduct occurs, we stand alongside organisations to ensure responses are timely, transparent, and trauma-informed, supporting all those affected. More than anything, we help organisations build trust, strengthen values, and embed behaviours that reflect their commitment to dignity and respect for every individual.

Organisations must honour their responsibilities and create lasting change that truly transforms their workplace culture. LimeCulture can help organisations to create and embed a safer culture—it is more than just compliance, it is about building workplaces where people feel safe.

For more information about our Safer Cultures work, please visit our website 

Get in touch:
📧 Email: info@limeculture.co.uk
📞 Phone: +44 (0)203 633 0018

Independent Sexual Violence Advisers (ISVAs) play a vital role in supporting victims and survivors of sexual violence. Their work—rooted in support, safeguarding, and navigating the criminal justice system—fills a critical gap. But in recent years, some large organisations have begun to position ISVAs as their “solution” to internal cases of sexual misconduct. This approach risks misunderstanding both the scope of the ISVA role and the unique demands of workplace-based misconduct cases.

The Limits of the ISVA Model in Employment Contexts

LimeCulture is the leading provider of ISVA training. We have delivered our accredited ISVA Development Programme to more than 1000 ISVAs operating across the United Kingdom. As the preferred training provider for the majority of ISVA services in the UK, we know firsthand that ISVAs have a pivotal role in supporting victims/survivors through the aftermath of the trauma of sexual violence. Their expertise lies in helping victims/survivors access health or other support services, depending on the unique needs of the victim/survivor they are supporting, as well as helping them to understand their rights, and navigate the justice process. ISVAs are not, however, trained to manage the complexities of internal employment processes. They do not receive any training on grievance procedures, disciplinary hearings, HR protocols, or the power dynamics that come into play when misconduct occurs inside an organisation or workplace.

Expecting ISVAs to step into these spaces sets them up for failure. It also risks leaving victims/survivors unsupported at the very moments when trust in the employer is being tested most acutely. Victims/survivors of workplace sexual misconduct need advisers who understand employment law, internal HR and investigation processes, and the intricacies of workplace culture—not just external advocacy.

Why Employers Turn to ISVAs

For many employers or organisations, outsourcing support to an ISVA service looks like a “quick win”. It’s a visible gesture of care without having to do the harder, slower work of building internal structures that are survivor-centred. It is often easier to point staff to an external specialist than to invest in cultural change, robust reporting pathways, and accountable leadership. But this is a short-sighted strategy. Employees who have taken the difficult step to report sexual misconduct, can then feel abandoned if the only support on offer is external and ill-fitted to the context of their lived experience at work.

The Real Key to Building Trust

Prioritising safer cultures – where expectations of behaviours are clear, inappropriate behaviours, misogynistic attitudes, harassments and abuse are not tolerated, and responses are swift, fair and embedded in an understanding of trauma – is fast becoming an inherent expectation of any effective organisation.

Demonstrating a real commitment to a safer culture builds trust with staff (and stakeholders) in the ability and effectiveness of that organisation. Trust is one of the most critical foundations of any successful organisation because it directly influences how people work together, make decisions, and respond to challenges. When trust exists, employees feel safe to share ideas, admit mistakes, and ask for help without fear of judgment or punishment.

Trust is not built through outsourcing. It is built internally, through models of support that reflect the lived realities of employees navigating misconduct within their workplace.  So what does this look like?

• Dedicated internal support roles: Trained sexual misconduct liaison officers who understand employment processes and workplace culture.
• Clear reporting pathways: Accessible, confidential, and survivor-centred channels for raising concerns.
• Cultural investment: Leadership buy-in, transparent accountability, and ongoing training that reinforce safety and respect.
• Integration, not outsourcing: External specialists can play a complementary role, but they cannot replace the need for robust in-house provision.

LimeCulture has first-hand experience of supporting large organisations to create safer cultures. In the education sector, we have worked extensively over the last decade to establish internal models of support for students and staff who experience sexual misconduct. Initially, many universities believed ISVAs  could provide the solution for them. However, LimeCulture strongly advocated that internal support was the way forward. One or two ISVAs, serving thousands of students, cannot not realistically reach into university processes to provide the sustained, embedded support that is needed. Our Sexual Violence Liaison Officer (SVLO) model has since been adopted by more than 90 universities across the UK.

More recently, we have been working with policing organisations to create similar internal support structures. The Sexual Misconduct Advocate (SMA) service within Avon & Somerset Constabulary has been recognised by HMICFRS as innovative practice, and was last week included on the College of Policing Practice Sharing Hub as an example of innovative work.

We are currently partnering with a large NHS Trust to embed internal support for staff who experience misconduct. These developments demonstrate what we already know: internal models of support are what are needed, with well trained staff who know and understand the organisation and its culture and processes. ISVAs cannot be expected to take on this role too. The ISVA workforce is already under immense pressure.

Conclusion.

ISVAs are truly invaluable but they are not a panacea. In fact, the majority of ISVA services are already buckling under the strain of increased demand for their services. Relying on them as a stand-in for proper workplace support risks leaving victims/survivors stranded and undermines the credibility of organisational responses. If employers are serious about tackling sexual misconduct, the answer lies not in quick fixes but in building sustainable, trusted, internal models of support. That is where confidence, safety, and ultimately justice for employees will come from.

 

For more information about the work that LimeCulture is doing with employers/organisations to create and embed safer cultures, please email us info@limeculture.co.uk

Earlier this summer, LimeCulture published the findings of our comprehensive ISVA Workforce Survey. The results were stark but not surprising to those working in the field – ISVAs across the UK are under immense pressure, with many describing their roles as ‘unsustainable’ without urgent action.

🔗 Read the report here

From emotional exhaustion and vicarious trauma to high caseloads and limited resources, the toll on ISVAs – the frontline professionals supporting victims and survivors of sexual violence – is significant. These are individuals who show up every day for others. But who is showing up for them? That’s where LimeCulture is stepping in.

Why this matters:

• 75% of ISVAs regularly experience work-related stress
• 1 in 3 ISVAs are considering leaving the profession in the next year. 
• 1 in 3 ISVAs do not have access to external clinical supervision.

The message is clear: the ISVA workforce is at breaking point. But more can be done so that it doesn’t have to stay this way

What We’re Doing

At LimeCulture, we’ve always been deeply committed to supporting the ISVA workforce – delivering high-quality training to strengthen professional skills, developing practical tools and resources to make their jobs easier, and setting standards that raise the quality of services across the sector.

But the survey findings have made one thing painfully clear: ISVA wellbeing has to be the priority.

That’s why we’ve acted quickly, putting in place new plans to protect and sustain the ISVA workforce. Our approach has two key parts:

Firstly, we are launching a series of Self Care Workshops for ISVAs and other frontline professionals.

Our 2.5 hour Self Care Workshop has been specifically designed for busy frontline professionals, offering time and space to reflect, recharge, and restore the balance of self-care.

Through a combination of guided exercises, evidence-based strategies, and practical tools, participants will leave better equipped to sustain their own wellbeing so they can continue making a meaningful and healthy contribution to those they support.

If you’re an ISVA or frontline worker, or if you lead services that employ them, keep an eye out for LimeCulture’s new Self Care Workshop series and make sure you are included in this important new initiative. Workshops will be available to book from this week, with more workshops released over the coming months to ensure that we can meet the demand and no ISVA is left out.

Secondly, recognising the critical role that supervision plays in protecting the wellbeing of ISVAs—supporting their mental health, helping them to managing stress and ensuring they are in the best place to appropriately, effectively and safely support their clients – LimeCulture is launching a new project to strengthen ISVA-specific clinical supervision across the UK. Our goal is to co-create clear, practical guidance and training for supervision—developed with and for ISVAs.

Despite the recently published Statutory Guidance for ISVAs stating that ‘it is important that ISVAs also receive regular, separate clinical supervision’, our survey found that 1/3 of ISVAs do not have access to external clinical supervision at all.  Inconsistent quality, limited funding, and a lack of clarity around what good supervision for ISVA’s should look like are all adding additional pressure to those ISVAs who are being left without the necessary support to carry out their demanding roles.

We Want to Hear From You

Over the next few months, we will be hosting a series of focus groups and interviews with ISVAs to explore their views, experiences and suggestions about:

• What does great supervision look like?
• What’s missing from current supervision?
• What do ISVAs need to truly thrive in their roles?

Whether the supervision experience of ISVAs has been positive, patchy, or non-existent, the full range of insight from ISVAs is what truly matters. This project will only succeed if it reflects the real, lived experience of ISVAs across the country.

How you can take part:
If you would be interested in taking part in this project, and are keen to share your experiences, views and/or suggestions, please register your interest here, or email us at research@limeculture.co.uk.

We will get in touch with you to arrange a suitable time for you to contribute.

Coming Next

Alongside supporting the wellbeing of ISVAs, the survey revealed a common challenge amongst ISVAs:  knowing where to draw the line with emotional support—how to support survivors without crossing into trauma therapy.

We’re really proud to be taking these steps for ISVAs. And LimeCulture are calling on commissioners, service leads and sector partners to join us in prioritising frontline wellbeing—not later, but now. We need to take care of those who support others.

 

#ISVAs #FrontlineSupport #TraumaInformedCare #SelfCareMatters #WorkforceWellbeing #LimeCulture #ClinicalSupervision #SexualViolenceServices #VicariousTrauma

The Office for Students Condition E6 comes into force today, 1 August, and marks a landmark moment for higher education in England.

For the first time, expectations around how universities respond to harassment and sexual misconduct are no longer simply guidance or best practice — they are enforceable. This change brings a much-needed shift in how institutions are held accountable for creating safe and respectful environments for students and staff alike.

The continuing, pervasive nature of harassment and sexual violence — both in wider society and on our university campuses — remains a blight we cannot ignore. For too long, responses across the sector have been inconsistent. Condition E6 seeks to change that by ensuring all universities meet clear, enforceable standards.

Yes, for some universities, Condition E6 may feel like yet another regulatory requirement, arriving at a time when many institutions are already managing significant pressures — from resource constraints to the volatile dynamics of the sector. But rather than viewing Condition E6 as a burden, we see it as an opportunity.

Drawing on our extensive experience supporting the higher education sector, here LimeCulture, we believe E6 offers something vital: a renewed, purposeful focus on developing safer cultures that are respectful, accountable and high-achieving. These are not ‘nice-to-haves’; they are the foundation for academic excellence, creativity and innovation.

At LimeCulture, we’ve been hugely proud to support universities in building that foundation. We were the architects of the Sexual Violence Liaison Officer (SVLO) Model, which provides organisations with specialist internal support provision, we’ve also developed a range of tailored training programmes, including our newly launched eLearning packages for staff and students to help institutions embed effective and meaningful responses to sexual violence and harassment. Our work spans strategy, policy, training and support services — all designed to help universities not only comply with E6, but to lead the way in transforming campus cultures.

Today is a significant step forward — not just because of a new condition in the regulatory handbook, but because it signals a sector-wide commitment to safety, respect, and accountability. Let’s not miss this opportunity.
Now is the time for leadership. Now is the time for culture change.

We are looking for an exceptional individual to join our busy team at LimeCulture.

The Head of Safer Cultures (Sport) is a senior leadership role within the organisation, responsible for driving high-impact safer cultures and safeguarding strategies and projects across a range of sectors, with a primary focus on Sport. This role requires a highly experienced professional who has led cultural change and safeguarding work at a strategic level, is confident working at executive and board levels, and brings a strong understanding of how safeguarding principles apply across different organisational cultures.

The postholder will play a key role in leading consultancy projects, influencing strategic cultural change and safeguarding decisions, and contributing to the development of content and resources

This is a full-time role and is primarily home-based with some planned travel and so candidates can be based anywhere in the country.

Download the Full Job Description and person specification here

To apply, please send a covering letter and CV to info@limeculture.co.uk, with the subject line “Head of Safer Cultures (Sport)”, by 23.30 on 21 August 2025. Interviews will be scheduled to take place during w/c 8 September 2025

If you would like an informal chat with us before applying, please get in touch with Kerrie Best, Director of Sexual Violence Services by emailing kerrie.best@limeculture.co.uk

Studies have shown that people from underrepresented backgrounds are less likely to apply for roles where they don’t match the job description criteria exactly. We value diverse perspectives and the contribution every one of our people makes to our culture. Put simply – you can be yourself here!

 

📢 Exciting update on eLearning packages for Students & Staff!

This week, we’re in the final testing phase of our brand-new eLearning packages for university students and staff, developed to support universities & HEI’s in meeting the Office for Students E6 condition.

Over the last few months, we’ve been working closely with Liverpool John Moores University to develop a brand new eLearning solution for their students and staff. Together, we have co-created content that is engaging, relevant, and grounded in real-life experience. We’re worked really hard to ensure that the eLearning is accessible, intuitive, and designed with a look and feel we’re proud of.

By the end of this week, we will have completed our final round of testing with focus groups made up of students and staff. Once we get the green light from our users, the package will soon be ready for rollout to other universities & HEIs. So if you’re looking for high quality, meaningful training developed by specialists, not just tech providers, we’d love to hear from you!

📩  Contact us at info@limeculture.co.uk for more information about our eLearning Packages

#MoreThanCompliance #TraumaInformed #HigherEducation #StudentSafety #E6 #Stafftraining #LimeCulture

 

In May 2025, in compliance with requirements under the Victims and Prisoners Act 2025, the Ministry of Justice issued Statutory Guidance on the role and functions of Independent Sexual Violence Advisers (ISVAs). The Statutory Guidance aligned this role with the Government’s ambition to standardise victim support roles, strengthen multi-agency working to ensure that victims consistently receive the right support and to halve violence against women and girls within a decade.

However, a new national survey conducted by LimeCulture reveals the ISVA workforce is under intense strain — with sustainable investment and policy reform to safeguard ISVA services now urgently needed.

Based on 150 responses from ISVAs and their managers working on the frontline across 91% of Police Force areas in England and Wales, the report paints a stark picture with:

• Over 50% of ISVAs reported a 20–50% increase in caseloads over the past year.
• Services are being forced to scale back: 65% of services have introduced waiting lists to manage demand, 17% have closed their waiting lists entirely, 7% have tightened access criteria, and 52% have reduced or limited the support they can offer due to capacity constraints.
• Over 75% of ISVAs reported experiencing burnout, with many describing high levels of emotional strain and vicarious trauma.
• Job instability, limited access to continued professional development (CPD), and training gaps compromising the service quality and staff wellbeing.

Despite these pressures, ISVAs remain committed, offering trauma-informed, client-centred care, however, without long-term structural change, the current ISVA service delivery model is not sustainable.

 “We have a resilient and extremely skilled workforce, but resilience has its limits. The ISVA role is essential to victim recovery, justice engagement, and safeguarding, yet too many ISVAs are working in conditions that put their wellbeing and effectiveness at risk. We need urgent, coordinated action to protect this workforce and future-proof the support  provided by ISVA services that victims and survivors rely on.”

• Stephanie Reardon, CEO, LimeCulture

In response to the Survey findings  recommendations  have been coproduced by LimeCulture, ISVAs and their Managers and Commissioners. These recommendations include:

For Government

• Provide sustainable, multi-year funding for ISVA services
  The Government should commit to long-term, multi-year funding to enable stable, equitable service delivery and workforce retention.
• Invest in National ISVA infrastructure
  Support professional networks, training, and operational systems to ensure high-quality, consistent care.
• Create a national ISVA service specification
  Develop a unified specification to reduce regional disparities and enable consistent, quality commissioning. The specification should also be capable of being adapted to reflect local needs and context, ensuring services remain relevant and responsive across different communities.
• Support a national minimum data set (MDS)
  Implement standardised data collection for transparent monitoring and evidence-based decision making.
• Ensure ISVAs are involved in criminal justice reform
  Embed ISVA insight into the design and evaluation of reforms, strengthening survivor-centred processes.

For Commissioners

• Commission services that meet national quality standards
  Ensure commissioning aligns with LimeCulture ISVA Service Quality Standards for professional, trauma-informed care.
• Enable effective caseload management
  Work with providers to support realistic, complexity-based caseloads to protect quality and workforce wellbeing.
• Invest in local infrastructure
  Include funding for training, data systems, supervision, and innovation within contracts.
• Promote ISVA leadership in multi-agency systems
  Embed ISVAs in safeguarding and justice partnerships, ensuring their voice shapes coordinated responses.
• Adopt a data-driven, survivor-centred approach to monitoring
  Use outcome-focused data and survivor feedback to improve and benchmark service delivery.

For ISVA Services

• Collect and use data to drive quality
  Implement systems for risk, outcome, and feedback data to improve accountability and service development.
• Adopt risk- and needs-led caseload management
  Prioritise based on complexity, geography, and intensity, not volume alone. Use regular case reviews.
• Prioritise training and professional development
  Ensure access to accredited initial training, CPD, and refreshers tailored to diverse client needs.
• Strengthen emotional support provision
  Train ISVAs in trauma psychoeducation, emotional regulation, and coping strategies.
• Embed structured supervision and wellbeing
  Provide regular clinical supervision, reflective practice, and peer support, including recovery time post-court or trauma exposure.

LimeCulture is urging Government (both Ministers and Policy Leads), Commissioners and strategic partners to engage with the findings and work collaboratively with ISVA service  providers to strengthen the delivery of consistent, high-quality, and sustainable support for victims and survivors of sexual violence.

Read the full report here – LimeCulture Independent Sexual Violence Adviser  and ISVA Managers Survey Report

Our work with a range of organisations across different sectors has provided us with a unique insight into what good looks like when it comes to creating safer cultures. 

They require:

• Strong leadership
• Quality training
• Effective support systems
• Risk management
• Clear reporting and investigation processes
• Robust policies and governance
• Monitoring and evaluation

The real challenge lies in consistently embedding these elements into the fabric of your organisation’s culture.

The Missing Link: Understanding Change

Time and again, we see well-intentioned organisations roll out training programmes or revise policies thinking that will “fix” the culture. But change is rarely linear or one-dimensional. Even when we have clear goals and know what actions should follow, the human and systemic barriers remain.

This is where we turned to the McKinsey Influence Model – a framework that moves beyond isolated action and focuses on the four key conditions that influence deep, sustainable change:

1. Role Modelling
   Leaders need to embody the change. People watch what you do more than what you say.
2. Understanding and Commitment
   Everyone, from senior leadership to frontline staff and students, needs to understand why change is needed and believe in it.
3. Reinforcing Mechanisms
   Organisational processes, systems, and structures must support the change, not contradict it.
4. Capability Building
   People need the skills, tools, and confidence to behave differently. 

From Training to Transformation: A Case in Practice

One recent partnership with a university is a clear example. What began as a brief to deliver specific training quickly became a broader conversation. It became evident that:

• The training needed to include everyone, not just a few key staff.
• The organisational structures and processes had to align with the behaviours the training encouraged.
• The case for change had to be clear so students and staff alike could understand why it mattered.

Simply delivering a “training solution” would have missed the point. The real value came from taking a whole-system view – aligning leadership, systems, and skill-building to embed a safer culture from the inside out.

Our Safer Cultures Change Roadmap

In response, we’ve developed a phased change management framework – a roadmap that helps organisations move from intention to real-world change. We work collaboratively to:

• Assess where you are now
• Identify what’s already working
• Pinpoint the gaps that could undermine your good intentions
• Map a realistic and sustainable journey to embed a truly safer culture

This isn’t a one-size-fits-all process. It’s a practical, grounded approach that helps organisations navigate complexity and avoid common pitfalls.

Why Safer Cultures Matter: The Business Case

Safer Cultures aren’t just morally right, they’re strategically smart. The evidence is clear:

• Staff retention improves when people feel psychologically safe. Gallup reports that employees who feel safe and respected are 27% more likely to stay.
• Attracting talent becomes easier, especially for younger generations who expect inclusion, safety, and wellbeing as standard.
• Risk is reduced. Safer cultures mean issues are spotted and addressed early, before they escalate into crises.
• Organisational performance is linked to culture. Research shows that companies with strong ethical cultures outperform peers in key performance metrics.

Final Thought: Culture Is Built Every Day

You can’t outsource culture. You can’t tick-box your way to safety. And you certainly can’t expect change by focusing on parts of the system in isolation.

The organisations who succeed are those who understand that building a safer culture is a change process, not a checklist.

So yes, knowing what “good” looks like matters. But getting there takes more than vision. It takes real, aligned action across people, systems, and mindset.

If you’re ready to move beyond training and policies toward true transformation, we’re here to help walk that journey with you.

– Kerrie Best, Director of Sexual Violence Services at LimeCulture

Over the past fortnight, I’ve spoken at three very different conferences—each offering a unique vantage point on how organisations respond to sexual misconduct and safeguarding concerns. What struck me most through all of them is this…. the difference internal support can make isn’t just important—it’s transformative.

The first event was hosted by my own organisation, LimeCulture, for the incredible workforce of Independent Sexual Violence Advisers (ISVAs) who work tirelessly to support victims and survivors navigate the criminal justice system and access support to meet their needs. They’re doing everything they can to keep victims engaged, often in the face of increasing caseloads and significant delays in the criminal justice system. Their dedication is humbling—but they’re stretched thin, and the cracks are beginning to show.

Next, at a College of Policing Practice Sharing event, my colleague Becky York (Head of Sexual Violence Services at LimeCulture) and I had the privilege of presenting alongside Avon and Somerset Police’s Jane Wigmore and Vicki Moore. Together, we shared the work we’ve done to embed a Sexual Misconduct Advocate (SMA) service for officers and staff who have experienced or witnessed sexual misconduct or inappropriate behaviours.

This internal model of support was developed in response to a series of high-profile national cases involving police officers who had committed abhorrent crimes—cases that exposed serious failings in the internal oversight and accountability of policing. To encourage staff and officers to come forward, some police forces took steps to put in place or make ISVA support available to their staff. At LimeCulture, we felt this was an obvious – yet not a necessarily appropriate – approach.  In recent years, ISVAs have, rightly, received recognition for the value of the support they provide, but they are not trained, or well placed to navigate or advise on internal processes of any internal organisation, let alone a police force with all its complexities.

In contrast, the approach we took in partnership with Avon and Somerset Police was to build an internal support service that could support officers and staff to seek help and guidance on how to report misconduct internally. Within the first 6 months of the SMA service going live in Avon and Somerset, 18 people came forward—a clear signal that there is a need for the service and that trust was being built.

Thanks to the willingness of Jane and Vicki to talk about the SMA Service, other forces are beginning to take notice, supported by the His Majesty’s Inspectorate of Constabularies and Fire and Rescue Services (HMICFRS) – who praised the SMA service as ‘innovative practice’ in Avon and Somerset’s recent Peel Inspection. At LimeCulture, we do remain concerned about the ability of the forces who have opted for external support only, to create safer cultures for their employees.

Then, later in the week, I joined a panel at the annual Universities Human Resources (UHR) conference, hosted by Weightmans LLP. We were asked a deceptively simple question: What more can universities do to improve their culture around sexual misconduct?

It’s clear that many institutions are making progress and there are a number of different measures required. But the standout difference lies in those universities we’ve worked with to implement the Sexual Violence Liaison Officer (SVLO) Model. We believe these institutions are significantly ahead of those who have not – including those who have made ISVAs available to students and staff who experience sexual misconduct.  Because again, internal, well-trained support staff make the difference—not just in responding to incidents, but in shaping culture.

Finally, a sobering reminder. I was contacted last week by an individual who had made the brave decision to report her abuse to her organisation. She had sought support from an external safeguarding adviser who had been recommended to her—but the advice and support she received was unregulated, and in my view, inappropriate, and potentially damaging. A key challenge for the individual providing the support was the lack of  understanding of the organisation’s procedures or policies and it reminded me, once again, why internal support isn’t just preferable—it’s essential in order to ensure effective and comprehensive support.

The Case for Internal Support in Safeguarding and Misconduct Disciplinary Cases

When organisations confront allegations of sexual misconduct or safeguarding failures, the instinct is often to bring in external help—legal counsel, consultants, investigators, and support. Independent roles are valuable and can play a critical part in the process but relying on them exclusively misses a critical piece of the puzzle: the people within.

1. Internal Support Brings Organisational Context

Every organisation has its own culture, practices and procedures. External experts might bring knowledge of best practice, but without a deep understanding of the internal environment, it can feel out of step—or even harmful.

Internal staff, when well-trained and supported, understand the landscape of their own organisations. They know where informal influence lies, where barriers to reporting exist, and how to move within the system without derailing the process. That contextual awareness is irreplaceable.

2. Trust Is Built from Within

Trust is central in any case involving misconduct. Victims, witnesses, and even those accused must feel they can engage safely and fairly. While external support can seem impartial or protective, it is important to recognise that trust is more likely to be built with someone who knows the organisation – speaks its language, and is invested in its values. Internal support can provide reassurance, consistency, and compassion that feels authentic and grounded. When those individuals are properly trained and operate with integrity, they become essential bridges between policy and human experience.

3. Sustainability & Organisational Learning

Outsourcing support creates dependency—and a sense of reaction rather than resolution. Internal support, by contrast, creates continuity and consistency. Internal support services can help organisations reflect, improve, and embed safeguarding into their day-to-day operations. Patterns can more easily be spotted, lessons can be learned, and internal systems can be evolved to prevent future harm.

4. External Support Still Has a Role—but It’s Not Enough

This is not an argument against external support. Take Independent Sexual Violence Advisers (ISVAs) for example, along with community-based support services, they play a vital role in assisting victims and survivors. However, they are not — and should not be viewed as — substitutes for embedded internal support. External supporters are not positioned to navigate the complexities of internal disciplinary processes, and nor should that burden fall to them. But it is becoming increasingly clear that support should be available to those making a report to their organisation to help them navigate the internal process.

Final Thought: Invest Where Change Begins

Safeguarding and misconduct cases don’t just test systems—they test values. If the organisational response is impersonal, procedural, or unclear, trust quickly dissolves and people are either unwilling to report in the first place, or unwilling to continue through an internal process.

But when support is rooted internally, in people who know the culture and are empowered to act with compassion and clarity, the outcome is different.  Internal support is not a ‘nice to have’.  It’s a must-have. And if organisations are serious about creating safer cultures, where there is accountability,  the investment needs to start within. This is where true and lasting change starts.

Stephanie Reardon, CEO, LimeCulture – 30 May 2025