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.
- 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.
- 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.
- 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.
- 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