Dr Jason Lowther

Alongside major programmes on local growth and regeneration, there has been increasing policy interest in the role of community-owned assets in strengthening local places. The Community Ownership Fund (COF) was a £150 million programme designed to support communities to take control of valued local buildings and spaces at risk of loss, from pubs and community centres to sports facilities.

The interim evaluation provides an early but valuable insight into how this model works in practice. It focuses on both delivery processes and emerging outcomes, based on a mixed-methods approach combining quantitative survey analysis, qualitative case studies and value-for-money assessment across a sample of projects. Rather than offering definitive conclusions, it highlights the conditions under which community ownership can succeed, and where it struggles.

A distinct model: enabling communities to “save” assets

The COF was designed to address a specific gap in the system: the loss of locally valued social infrastructure. By providing capital funding to support acquisition and refurbishment, the programme enabled community groups to intervene where assets would otherwise have closed or been sold.

The evaluation finds that, in this respect, the fund has been effective in enabling communities to secure assets that were at genuine risk. In many case study areas, projects would not have gone ahead without this funding, particularly given wider economic pressures. The scale of capital support is identified as a key feature, allowing communities to take on projects that would otherwise be financially out of reach.

Early outcomes: social value more visible than economic impact

At this interim stage, the evaluation points to positive early social outcomes, although evidence on longer-term impact is still developing.

Qualitative findings from case studies suggest that community-owned assets are already delivering benefits in terms of:

• strengthened local identity and pride
• increased community participation and volunteering
• improved access to services and social spaces

These outcomes reflect the broader theory of change behind the fund: that ownership can generate not just service provision, but engagement, empowerment and social capital.

However, the evaluation is more cautious on economic outcomes such as financial sustainability and local economic growth. These are necessarily longer-term and more uncertain, particularly given the time required to refurbish and reopen assets.

What enables success in practice?

The process evaluation provides important insight into what makes community ownership projects work.

First, existing capacity within community organisations matters. The fund was most accessible to groups that already had the skills, governance structures and experience required to develop complex capital projects. Where this capacity was lacking, projects found it more difficult to apply for and deliver funding.

Second, support and advisory provision are critical. Changes made to the programme over time, including increased support for disadvantaged areas and adjustments to match funding requirements, improved accessibility. This suggests that financial investment alone is not sufficient; communities also need technical and developmental support.

Third, relationships with funders and partners shape delivery experience. Many projects reported the need for clearer communication, more consistent engagement and greater flexibility from central government during the delivery phase. This reflects a wider lesson across local programmes: delivery quality depends as much on how funding is administered as on the funding itself.

The challenge of accessibility and equity

A recurring theme in the evaluation is the tension between opportunity and inequality.

While the COF provides a mechanism for community empowerment, it does not operate on a level playing field. Communities with stronger organisational capacity, access to professional skills and existing funding networks are better placed to take advantage of the opportunity. Less advantaged areas may face greater barriers, even where need is higher.

Programme adjustments, such as reducing match funding requirements and targeting support, have helped to address this. But the evaluation suggests that structural inequalities remain a significant factor in shaping who benefits from community ownership.

Sustainability and risk

The evaluation also highlights the question of long-term sustainability. Taking ownership of an asset creates ongoing responsibilities, including maintenance, staffing and financial management.  While many projects have strong business plans, the wider economic environment poses risks, particularly for organisations reliant on trading income or voluntary effort.

What does this mean for local authorities?

The COF evaluation suggests several implications for local government.

First, community ownership can deliver real social value, particularly in maintaining assets that would otherwise be lost. For councils facing financial pressure, this provides an important mechanism for sustaining local infrastructure.

Second, capacity and capability are the critical enablers. Local authorities have an important role in supporting community organisations through advice, development support and partnership working, rather than simply acting as funders or commissioners.  Central government should invest in this support.

Third, early investment in support pays off. The evaluation shows that changes to improve accessibility made a tangible difference. This suggests that programmes should prioritise capability-building alongside capital funding.

Fourth, equity requires active intervention. Without targeted support, community ownership risks reinforcing existing inequalities between places and groups. Local authorities are well placed to identify and support communities that might otherwise be excluded.

Finally, sustainability must be considered from the outset. Transferring assets to communities is not a cost-free solution; it shifts responsibility rather than removing it. Ongoing support, realistic business planning and long-term partnership will be essential to ensure success.

Taken together, the evaluation suggests that what works in community ownership is not simply funding assets, but supporting communities to own, manage and sustain them effectively.