This summer I worked on a Leadership-in-Action project with East London Waterworks Park, a community-led initiative turning a disused Thames Water site into a public swimming and nature space. My task was to design a business model for their proposed Learning Spaces project, which will offer free, curriculum-linked outdoor education for local schools.

The aim was to find a way for the Learning Spaces to become financially self-sustaining without charging schools. I focused on how corporate social responsibility could act as a main revenue stream. My work combined market analysis, financial modelling and case studies of CSR-driven social enterprises. I found that UK corporate CSR spending has grown by more than ten per cent annually since 2020, with education and sustainability as key priorities. That presented a clear opportunity for ELWP to build long-term partnerships with companies looking for measurable ESG impact.

I started by mapping the potential market. Waltham Forest and Hackney together have over 140 schools and nurseries within a 10-mile radius, serving around 27,000 pupils. There is already an appetite for nature-based learning, but existing providers such as the Suntrap Centre and Hackney City Farm charge between £300 and £400 per visit. ELWP could stand out by offering the same educational value completely free of charge.

I then modelled a set of revenue streams. The core of the plan was corporate CSR partnerships, bringing in £25,000 to £50,000 per partner each year. Alongside this, I proposed income from corporate away days, venue hire, community classes, memberships and small-scale grants. Together these could generate around £750,000 in annual revenue by year five, with a £450,000 surplus once costs were covered. The plan would reach break-even by year three and fund more than 10,000 free pupil visits every year.

To make this sustainable, I developed a cross-subsidisation model where corporate sponsorship covers the cost of free school access. I also recommended that ELWP set up a Community Equity Fund, ring-fencing 20 per cent of the surplus to subsidise local events, and a Maintenance Reserve for upkeep. The model would not only pay for the Learning Spaces but also contribute up to 40 per cent of the wider park’s operating costs.

I included a risk-management plan outlining how ELWP could handle grant dependency, inflation and reputational issues. This covered tiered corporate partnerships to reduce reliance on a single sponsor, contingency budgeting for construction overruns and an ethical sponsorship policy to avoid conflicts of interest.

The final section of my project outlined an implementation plan from 2026 to 2027. It recommended securing £150,000 in seed funding, piloting five school partnerships, and signing three corporate sponsors in the first year. By year five, the model aims for 20 corporate partners, 500 community members and a strong annual surplus to reinvest in education and community programmes.

This project gave me practical experience in financial modelling, impact measurement and strategic planning. It showed me how community projects can use business thinking to create long-term social value. The process also made me more aware of the trade-offs involved in balancing financial growth with inclusivity and ethics.

The Learning Spaces business model is now being reviewed by the ELWP trustees. If implemented, it has the potential to make free outdoor learning a permanent, self-funded part of the park and a replicable model for other community-run projects across the UK.