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.
