Developing an Internal Support Model for Sexual Misconduct within Avon & Somerset Police

To understand the experiences of police officers and staff, LimeCulture facilitated 11 focus groups with over 75 participants across various roles and grades, in addition to one-to-one discussions. These sessions explored organisational culture and norms, expectations around conduct, barriers to reporting, awareness of existing support, confidence in challenging inappropriate behaviour, and perceptions of internal processes and confidentiality. Participants were invited to describe what should be “hardwired” into an effective response.

Core themes highlighted the need for mechanisms that create safety, promote accountability, strengthen trust, and encourage reporting, principles that directly shaped the development of the internal support model put in place by Avon and Somerset Police – known as the Sexual Misconduct Advocate (SMA) service.

Participants recognised examples of positive leadership, including supervisors challenging poor behaviour. However, accounts also showed a workforce divided along gender lines and normalisation of sexualised “banter.” Some female employees described excusing behaviours as a survival strategy. This highlighted the need for internal structures capable of changing cultural norms, improving awareness, and reinforcing professional boundaries through education.

Despite senior leaders’ messages of zero tolerance, many reported that they felt enforcement of standards was inconsistent, which undermined their confidence in processes, and ultimately reduced willingness to report. Participants described significant barriers including:

• Process confusion: Many lacked clarity about reporting routes or outcomes.
• Limited support: Victims felt the reported party received more structured support than they would.
• Confidentiality concerns: Confidentiality had not always been upheld so concerns remained.
• Career fears: Concerned were highlighted that speaking up might lead to exclusion or career harm.
• Team impact: Staff feared burdening overstretched teams.

 
These findings demonstrated the need for a trusted, well-trained internal mechanism to help victims and witnesses to explore options safely and confidentially. Such a mechanism is essential for encouraging early reporting, building trust, and reinforcing a safe working environment.

LimeCulture and Avon and Somerset Police developed the Sexual Misconduct Advocate (SMA) model to create a cohort of trained staff capable of providing sensitive, skilled, and confidential support. The model serves as a single point of contact for staff and officers experiencing or witnessing misconduct, enabling early intervention, increasing confidence to disclose or report concerns, offering support throughout reporting and disciplinary processes and liaison with external roles in the community providing support around criminal court cases e.g ISVAs. It also aligns with Operation Soteria’s focus on victim-centred practice and ensuring skilled responses to sexual harm.

LimeCulture delivered specialist training to the cohort of 20 staff selected and recruited to become SMAs. The programme was specially designed by LimeCulture and accredited by our independent awarding body, NCFE, to ensure a high level of rigour and quality. Training was delivered in person across two modules, each comprising two full days, providing dedicated time and space for discussion, reflection, and skills development. Constable Sarah Crew joined the training to welcome the SMAs and emphasise the importance of this new and innovative service. The SMA Service was officially launched in April 2024.

The SMA role is voluntary and sits alongside existing duties, meaning there was no need for the creation of new posts or to increase headcount to operate the service. The SMAs were recruited from a range of grades/ranks and departments across the Force to promote accessibility and choice. This peer-based approach increases relatability and trust, supporting cultural change by modelling ethical behaviour and reinforcing positive norms. Managers provide protected time when needed, helping ensure high-quality support.

A dedicated coordinator function was embedded to provide supervision, quality assurance, and strategic oversight. This allows the service to track cases, identify patterns of behaviour, and generate organisational learning—further strengthening prevention, education, and systemic accountability. As such, this key role is critical to the successful operation of the internal support model.

Robust risk and governance structures were developed collaboratively to ensure the SMA service operates safely and effectively. This included pathways for risk escalation, information-sharing protocols, and clear role boundaries, all essential for maintaining organisational oversight and supporting a fair, accountable environment.

This structure ensures quality and sustainability, embedding SMAs as a core part of the force’s workforce architecture and demonstrating visible organisational commitment to the wellbeing and safety of staff.

SMAs reported volunteering for the role reported wanting to support colleagues compassionately, drive culture change, and ensure survivors were not left to navigate internal processes alone, contributing to a safer, more inclusive organisational culture.

The SMA service has now been operational for more than a year and those who have accessed the service have been asked to provide feedback so that lessons can be learned and improvement can be made where necessary. Feedback consistently praising the approachability, knowledge, compassion, and presence of the SMAs. The support of the SMA service has helped them feel heard and safe, demonstrating the importance of dedicated internal support for wellbeing and recovery.

“Their kindness and compassion was clear… they were a physical and emotional presence with nothing but support oozing from them.”

“The placement of the SMA has allowed my confidence to build, because I now know I will be supported and heard.”

“Every meeting has felt like a safe space.”

Feedback from the SMA service has highlighted a range of important learnings and improvements. Early indications showed measurable shifts in trust and behaviour, alongside increased organisational learning. Line managers were increasingly seeking advice from SMAs, signalling progress toward a more trauma-aware and responsive supervisory culture.

Crucially, several service users reported that they would not have felt able to come forward without the support of an SMA, demonstrating that accessible internal support can significantly encourage reporting, enable earlier intervention, and help prevent further harm.

The SMA model has also contributed to wider organisational learning and informed policy development. Additional requests were made for trauma-informed half-pay reviews for staff on long-term sick leave as a result of workplace sexual violence, illustrating how internal support models can promote wellbeing and sustained, compassionate support.

Furthermore, new trauma-informed procedures have been introduced for returning property to RASSO victims, reducing distress and improving overall victim experience. Following the first six months, SMA support was extended to individuals who had left the organisation but remained involved in Professional Standards Department (internal disciplinary) processes—ensuring continuity of care and reinforcing the force’s commitment to wellbeing and accountability.

The workforce has expressed a need for enhanced training for supervisors, supporting education and prevention, and ensuring leaders model safe, respectful behaviour.

The SMA model reinforces these commitments by promoting zero tolerance, modelling respectful behaviour, and helping shift culture.

• Recommendation 15: Forces must improve systems for reporting sexual misconduct or harassment.

SMAs offer a confidential, accessible reporting route and holistic support, strengthening accountability, safety, and victim confidence.

The SMA model embeds accountability, inclusivity, and proactive reporting within policing structures. It strengthens reporting systems and ensures complainants receive consistent support, helping build a workplace rooted in trust, respect, and ethical practice.

HMICFRS recognised the SMA model as Innovative Practice during the force’s 2023–25 PEEL inspection and is recorded as good practice by the College of Policing.