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

The recent release of the new national Independent Sexual Violence Adviser (ISVA) Statutory Guidance marks a significant step forward in formalising and strengthening the ISVA role across England and Wales. Replacing the Home Office’s 2017 The role of the Independent Sexual Violence Advisor: Essential Elements document, this updated guidance reflects a deeper understanding of the diversity, complexity, and importance of the ISVA role in delivering sustainable, specialist support for victims and survivors of sexual violence.

As the UK’s leading ISVA training provider since 2011, LimeCulture welcomes this updated guidance and the continued clarity it provides for the sector. We were particularly pleased to see the emphasis placed on the professionalism of the ISVA role and the importance of robust training, which aligns closely with LimeCulture’s approach to supporting a skilled, sustainable workforce.

On the launch of the guidance Alex Davies-Jones, Minister for Victims and Violence Against Women and Girls, said: “Independent Domestic Violence Advisers and Independent Sexual Violence Advisers are vital in supporting victims of domestic and sexual abuse – from helping to navigate the court process to advising on services they can access in their community….Today’s guidance will help to improve the consistency of that support.”  A message she reiterated, speaking at our most recent National Conference for ISVAs, which was held on 8  May 2025.

Over the past 13 years, we have trained more than 1000 new ISVAs and worked alongside ISVAs and ISVA managers from across the UK through our national ISVA Network, ISVA Managers Network, and Sexual Violence Commissioners Network, enabling us to stay close to the evolving challenges and realities of delivering ISVA support.

Setting the Standard: ISVA Quality Standards & Accreditation

In 2017 LimeCulture launched the Quality Standards for ISVA Services, offering a clear, practical framework for delivering high-quality, survivor-centred support. These Quality Standards were updated in 2022 to strengthen the provision for children and young people, ensuring their relevance to all aspects of the ISVA role.

The publication of the Statutory Guidance has provided a timely opportunity to reflect on how our Quality Standards—and the independent accreditation programme that accompanies them—interact with the statutory framework. Whil

e the Statutory Guidance for ISVAs establishes a baseline, it is naturally limited in what it can mandate. The Quality Standards for ISVA Services goes further: setting out what best practice looks like and enabling services to evidence their excellence and effectiveness.

What ISVAs Told Us: Survey Findings in Context

Most recently, LimeCulture undertook a national ISVA Insights Survey with responses from ISVAs and ISVA Managers across the country. Preliminary findings have been shared with ISVAs, ISVA Managers, and Commissioners for feedback ahead of the full report’s publication, ensuring the final analysis reflects the lived experiences and expert views from across the sector. While full results will be published shortly, several key themes clearly align with the priorities outlined in the Statutory Guidance

Training Gaps

LimeCulture welcomes the clear articulation within the Statutory Guidance of expectations around core ISVA training, which aligns with the structure and content of LimeCulture’s ISVA Development Programme. Our ISVA Development Programme continues to evolve in line with sector learning and emerging best practice, ensuring that ISVAs are equipped to meet the demands of this challenging and critical role.

The Statutory Guidance rightly promotes accessible, inclusive, and trauma-informed services. However, many of the respondents to our National Survey cited challenges accessing specialist Continued Professional Development (CPD) training, particularly around supporting key groups such as children and young people, male survivors, LGBTQ+ survivors, and clients with multiple or complex needs. These training gaps directly impact a service’s ability to deliver on the equity and inclusion principles outlined in the Statutory Guidance — an area LimeCulture will continue to support through our comprehensive training portfolio.

Emotional Support and Professional Boundaries

While ISVAs are not therapists, providing ‘emotional support’ is a core part of the ISVA role. While the Statutory Guidance acknowledges this complexity, it does not define what is meant by ‘emotional support’ or provide clarity on what this aspect of support should entail. Furthermore, our survey revealed ongoing tensions:

• ISVAs struggle with time pressures that make it difficult to provide effective emotional support
• Many feel unsure how to maintain boundaries when the emotional needs of clients are high
• A lack of structured space for reflection leaves practitioners vulnerable to burnout

These are not just personal well-being concerns; they affect the quality and safety of ISVA service delivery, underscoring the need for clear definitions and focused training around delivering ‘emotional support’. This will be an area that LimeCulture will be exploring in the coming months to ensure the ISVA workforce is better supported to practice safely, consistently and within the professional boundaries that underpin their role.

Caseloads and Complexity

The Statutory Guidance avoids setting maximum caseloads, instead emphasising that capacity should reflect the intensity and complexity of clients’ needs. This aligns with LimeCulture’s long-held position. In 2017, we developed the Safety and Support Assessment: a risk and needs assessment tool to help ISVAs assess the complexity of each case and put in place support plans more effectively. We will be revisiting this tool in the coming year to explore how it can better support services to balance demand with capacity.

Supervision and Self-Care

The Statutory Guidance’s recommendations around clinical supervision were strongly echoed by our survey respondents, who described:

• A need for supervision tailored to the emotional and practical demands of the ISVA role
• A lack of formalised management supervision
• Insufficient time or organisational focus on self-care and wellbeing

At LimeCulture, we believe that clinical supervision must be specific to the ISVA role and should sit alongside structured management oversight.

Crucially, this must be underpinned by an organisational culture that protects staff time for self-care, reflection, and resilience.  To support this, we have developed a specialist course for ISVAs “Self Care Essentials: Wellbeing, Resilience & Self-Care for ISVAs”  is launching shortly –  an expression of interest can be completed here.

Looking ahead, LimeCulture will be seeking to collaborate further with ISVA services to define what high-quality, role-specific clinical supervision should look like. We aim to better understand how services are currently responding to this need and how we can best support them in implementing effective, sustainable supervision models.

Multi-Agency Understanding

ISVAs consistently told us that strong connections with other professionals are essential – both for ensuring coordinated, safe support for victims and survivors, and for helping ISVAs maintain clear boundaries in their own role.

One of the most valuable aspects of the Statutory Guidance is that it provides a clear, shared reference point for other agencies—such as the police, social workers, healthcare staff and educators—to understand what an ISVA is, and what they are not. When the ISVA role is misunderstood, it can:

• Undermine the quality of multi-agency working
• Place unrealistic expectations on ISVAs
• Blur professional boundaries and create risks for staff and survivors

The Statutory Guidance offers an important opportunity to strengthen multi-agency collaboration and promote a shared understanding that supports victims, survivors, and practitioners alike.

A Note on Outcomes and Data

One area missing from the Statutory Guidance, but central to our Quality Standards, is how data and outcomes are collected and used to inform ISVA service delivery. Currently, there is no consistent dataset or outcome monitoring framework for ISVA services. Through our work with ISVA Managers and Commissioners, this has been identified as a key challenge.

LimeCulture is committed to exploring how outcome measurement and data collection can better support assurance, improvement, and accountability across ISVA services

Looking Ahead

The publication of the new ISVA Statutory Guidance is a critical moment for the sector —we believe it must be seen not as the endpoint, but as the foundation for future progress.

At LimeCulture, we will continue to:

• Provide accredited training to ISVAs, including professional development and wellbeing support
• Support excellence through our ISVA Quality Standards and independent accreditation programme
• Convene ISVAs, managers, and commissioners through our national professional networks
• Offer practical tools and research-informed guidance that reflect the reality of frontline delivery

The Statutory Guidance sets the direction. LimeCulture remains committed to providing the support, structure, and community needed to help ISVAs — and the services they work in — thrive.

Held on 8th May 2025 in Leamington Spa, the 7th National ISVA Conference brought together ISVAs from across England and Wales for another fantastic event. The day provided a valuable opportunity to share knowledge, explore key topics affecting practice, and connect with peers from across the sector.

A highlight of the conference is always the LimeLight Awards, introduced by LimeCulture in 2016 to celebrate the outstanding contributions and achievements of individual ISVAs, ISVA Teams, and ISVA Managers. These awards recognise excellence, dedication, and commitment in supporting victims and survivors of sexual violence. This year, the LimeCulture team was truly blown away by the calibre of nominations for the 2025 awards. Submissions poured in from services across the country, underscoring just how deeply excellence is valued within the ISVA profession.

Congratulations to all the winners, shortlisted nominees, and everyone who was nominated.

Your work continues to set the standard for excellence, compassion, and professionalism in supporting victims and survivors of sexual violence. Each nomination reflects the incredible impact ISVAs make every day, and we are proud to celebrate the achievements of ISVAs through the LimeLight Awards 2025. Thank you to all who took the time to nominate, and to every ISVA who continues to make a difference.

Awards were presented by Kerrie Best – LimeCulture’s new Director of Sexual Violence Services, herself a former manager of an  ISVA service. Kerrie warmly congratulated each of the shortlisted nominees … ”to be recognised in this way is a huge professional achievement. You should be incredibly proud.”

Winners of the 2025 Limelight Awards

The Award for Outstanding Achievement by an ISVA Supporting Adults 2025 went to  Sara Mann – New Pathways

Pictured Above: Amy Williams collecting the LimeLight Award on behalf of Sara Mann  – New Pathways

This Award celebrates excellent practice carried out by individual ISVAs working with adults, who have demonstrated commitment, passion and exceptional support for their adult clients.

Sara was described by the client who nominated her as “the only professional who has ever seen me as a person beyond the label as the deaf girl,” transforming this client’s experience of services from one of alienation to one of dignity and safety. Her trauma-informed support has allowed the survivor, who shared in her nomination that she was once labelled ‘problematic’ to envision a future, pursue education, and reclaim autonomy. “Being supported by her is like coming up for air, she has shown me what safe looks like and she has both saved and changed my life” wrote the nominator — a powerful testament to her life-changing work.

Congratulations to the shortlisted nominees, who were:

• Maria Hutchinson – Serenity SARC (not pictured)
• Louise Zulberg – Jewish Women’s Aid (pictured )

The recipient of the Vicky Bardsley Prize was Marcia K. Brabbs of  Survivors UK

The Vicky Bardsley Prize celebrates the achievements of an individual ISVA supporting children and young people who has demonstrated commitment, passion, and exceptional support for their young clients. This LimeLight Award is dedicated to Vicky Bardsley, an accredited ISVA who supported children and young people  in Birmingham and Solihull through the Rape and Sexual Violence Project (RSVP). Vicky sadly passed away in 2015 following a battle with cancer, leaving behind her family, friends, dedicated colleagues, and a lasting legacy through the lives she touched.

Marcia received multiple heartfelt submissions recognising exceptional compassion, professionalism, and impact. Described as ‘second to none‘, this ISVA is admired not only by colleagues within her own service but also by professionals across the wider sector.  She is praised by her clients for making them feel ‘seen, heard, and truly valued‘.  One client wrote, ‘…you are the reason I got through this and my own court case and why I am now on track and living a much better, happier life’. Marcia is a professional whose compassion, commitment, and extraordinary ability to connect with others  leaves a profound and lasting impression on the lives of the survivors she supports. 

Congratulations to the shortlisted nominees, who were:

• Claire Johnson – Victim Support Lincolnshire- The Castle Service (left)
• Janet Chapman  – Victim Support Cumbria (right)

The award for inspirational ISVA Manager 2025 went to Gayna Williams – We Are Survivors

This LimeLight Award seeks to recognise and reward an ISVA Manager who has taken a fresh approach to leading, developing and managing an ISVA Service or Team.

Gayna exemplifies what it means to lead with purpose and compassion. She is recognised for empowering her team and fostering a culture of trust, growth, and resilience. Through relentless advocacy and hands-on support in complex cases, she sets a remarkable standard for leadership in the ISVA field. Under her care, the team has achieved measurable success in supporting male survivors, while her investment in staff and strong community partnerships ensures both clients and colleagues receive the gold-standard support they deserve.

Congratulations to the shortlisted nominees, who were:

• Becca Beresford – RASA Merseyside (pictured)
• Rebecca Shaikh – Rape Crisis South London (not pictured)

The 2025 Service Innovation Award went to Victim Support –  Lincolnshire, The Castle Service

This LimeLight Award seeks to recognise ISVA services that have made a significant contribution to supporting their clients by developing new or innovative practice, irrespective of whether the service is new and emerging or established and recognised.

This year’s winning service – Victim Support Lincolnshire – The Castle Service –  has demonstrated impressive growth, creativity, and client-led innovation. From developing self-care initiatives like seasonal care bags, to setting up a hygiene products bank, the team takes a truly individualised approach to support finding thoughtful, practical ways to meet clients’ diverse needs. Their collaborative, responsive approach reflects a deep understanding of their clients and a commitment to continuous improvement — all delivered with compassion, resourcefulness, heart and team spirit.

Congratulations to the shortlisted nominees, who were:

• Rape and Sexual Abuse Counselling Centre (RSACC) and The Victim Care and Advice Service (Durham)  (pictured left)
• The Lighthouse, University College London Hospitals NHS Foundation Trust (pictured right)

LimeCulture is delighted to announce that we have been successful in winning the contract to design and develop a package of eLearning resources for the staff and student community at  Liverpool John Moores University (LJMU) 

We are currently working closely with LJMU to design bespoke training packages, created specifically for both students and staff, supporting LJMU in its commitment to create and maintain a safe, inclusive, and supportive campus environment, where harassment and sexual misconduct is not tolerated.

The eLearning content focuses on key areas such as prevention of harassment and sexual misconduct, responding to disclosures, and creating a culture of respect—aligned with the university’s values and regulatory requirements.

Importantly, this eLearning package is designed to support the university in meeting the Office for Students’ Condition of Registration E6, which will require institutions to take all reasonable steps to prevent and respond to harassment and sexual misconduct (from August 2025).

LimeCulture will be making the elearning packages available for use by other universities and higher education providers from July onwards. The content can be tailored to reflect local policies and reporting pathways, ensuring relevance and impact across different institutional settings.

“At LimeCulture, we’re extremely proud of the work we’ve undertaken with over 85 universities to address sexual misconduct and strengthen institutional responses. We are absolutely delighted to be working closely with LJMU to develop eLearning tailored for their student and staff communities. This collaboration offers a fantastic opportunity to apply our specialist expertise in sexual misconduct to create high-quality, impactful training designed to engage large numbers of students and staff. We’re excited that our work with LJMU can act as a catalyst to support other universities in delivering consistent, meaningful messages that help create safer, more respectful campus cultures.”

Next Steps

If your institution is interested in purchasing our eLearning packages, we’d love to hear from you! Interested Universities and HEIs are invited to express an interest by completing this form  https://forms.gle/aSrPjA9rqx4yMKEp9 or emailing info@limeculture.co.uk. Once an expression of interest has been received, we will make contact with you to explore next steps.

#UniversityTraining #SaferCultures #OfSCompliance  #SexualHarassmentPrevention #HigherEd #ConditionE6 #SexualMisconduct