About Us
On this page you can find information about our organisation's history, mission, governance and funders.
The Partnership adopts the working principle of 'strategic but local'. This recognises the value and benefits of developing common policy positions at a strategic level while retaining local identity and meeting the diverse needs of the sub-region through local delivery.
Formed in 2001 and registered as a charitable company limited by guarentee in 2007, the Partnership works to support the voluntary and community sector to develop and improve its contribution to the lives of local people in South London. Through our work, we aim to ensure that the voluntary and community sector has effective local representation and that everyone is able to share best practice, skills and expertise.
We also work to build relationships with regional bodies to promote the interests of the 6 Councils for Voluntary Service (CVS) and their members, and to access funding to improve and increase voluntary and community sector sevices across the sub-region. The Partnership has a trading arm - the London Learning Consortium www.londonlc.org.uk
The Partnership exists to:
- Ensure effective representation of the voluntary and community sector at sub-regional level
- Facilitate excellent communication channels to enable sharing of best practice, skills and expertise
- Establish and develop relationships with regional bodies to promote corporate CVS interests
It covers the geographical sub-region of the London boroughs of Bromley, Croydon, Kingston-upon-Thames, Merton, Richmond-upon-Thames and Sutton.
Its activities are governed by a Partnership Trustee Board consisting of trustees from each of the six member CVS. A management group comprising the six CVS Chief Executives and the chief executive of the London Learning Consortium implement the business plan with the Partnership staff, and acts as an advisory group to the Trustee Board.
Please click here to see a list of the South London CVS Partnership Trustees and Management group.
