Capital Campaigns: Both Challenge and Opportunity
Written by: Rev. Dr. Agnes W. Norfleet
Bryn Mawr Presbyterian Church, Bryn Mawr, PA
I have been blessed to lead three congregations in successive order through the 50th, 100thand 150thanniversaries of their founding. Major anniversaries are the ideal time to look back and celebrate a congregation’s heritage and to look forward and dream about what God might have in store for the future. In these seasons of looking back, each of these churches found much to celebrate in recalling bold, historic ventures in discipleship in their amazing history of mission and outreach in the communities and world around them and. At the same time, as they looked around the leaders of these congregations realized the buildings had deteriorated, issues of deferred maintenance had accumulated, and capital improvements were essential to moving forward on a firm foundation. Helping lead these major capital campaigns I have learned a lot that was never a part of my seminary curriculum!
First, strategic planning is key. The first step to a well-orchestrated capital campaign requires trust in the church’s clergy and lay leadership, and nothing engenders trust as much as a thoughtful, prayerful, time-consuming process of discernment. Questions need to be asked about how fixing up the property will further the ministry and mission of the congregation. Those conversations take time, and leadership is found to be more trustworthy when there is a process that solicits input from a wide range of voices and constituencies within the congregation.
Second, vision is essential. The need for the capital improvement of a church campus must be articulated within the context of the missional values of the congregation. How will making the church more accessible further our sense of hospitality? How does this renovation help us keep our baptismal promises? What does fixing the HVAC system and adding an elevator do to further our sense of discipleship in the footsteps of Jesus Christ? People are inspired to commit when they hear the connection between what happens in the buildings and the life of faith far beyond the buildings, and campaigns that include a significant percentage for outreach and mission inspire a broader swath of the congregation. Vision needs to be grounded biblically and ecclesiastically and given flight by the testimony of lay leaders, as well as pastors.
Third, an outside consultant helps. The generation of people who are inherently loyal to institutions is passing away, stewardship trends are changing across the church landscape, and the expertise of folks who keep their finger on the pulse of these shifting patterns can be an invaluable asset. On a very practical level, outside consultants will push campaign leadership to ask for more than they think they should ask, and in so doing help churches reach their goals.
Finally, the ultimate success of a church campaign should not be measured by total dollars raised but by broad support of the congregation. We are people of the Widow’s Mite and every commitment is of value. All members should hear that their participation, no matter the level, is welcomed and treasured. It seems counterintuitive but a visionary capital campaign can actually increase annual stewardship because it generates excitement about a congregation preparing to do some new thing to further the work of God in the world.
Capital campaigns are a challenge, requiring time and the marshalling all kinds of talent to further their reach. They are also a wonderful opportunity to think big, dream bigger, and to prayerfully consider who God is calling a particular congregation to be.
