On September 11, 2001, terrorists struck more than just the World Trade Center. In addition to the individual lives lost, there were economic and emotional costs that affected every American. Churches in the midst of capital campaigns had to reconsider their expansion plans alongside fears of additional terrorism, economic instability, and general uncertainty. While attendance was up at most churches immediately following the attack, leaders debated whether it was an appropriate time to request money to expand the sanctuary or erect a new building.

The following churches were in the beginning or middle stages of capital campaigns on September 11. Given these situations, what would you have done?

• The effects of 9/11 hit the Colorado Springs area hard. Members of a local church were being laid off from their high-tech jobs just as the church planned for a major expansion. A feasibility study revealed concerns about the ability to raise the projected $1.2 million. To decrease anxiety and ensure success should the church delay the campaign?
  
  
• A Baptist church in Tennessee was preparing to start their capital campaign when the events of 9/11 unfolded. They had to decide whether to begin the campaign as scheduled or postpone it until the economy picked up. A previous campaign in the late 90s, during the "good times," raised only $3.5 million; their current goal was more than twice that amount. Their needs were also greater now. Should the church proceed with the campaign, or was the past an indication that they would fail to meet the new goal?
  
  
• A Congregational church in Connecticut needed to relocate from their 300-year-old church to a new building a quarter of a mile down the road. With an annual budget of around one million dollars, experts would expect a successful campaign at this church to raise somewhere between two and three million dollars. A few church members were capable of making very large gifts to the church, but had never done so in the past. With a membership of only 214 families and a recent drop in the stock market that had slashed their portfolios by as much as 50 percent, could these individuals come through? And would they do it now?
  
  

Obstacles to Success
"Uncertainty is the biggest obstacle to raising money during hard economic times," says Matthew Carter, vice president of Impac Services. "You don't know if you'll have your job, and even the value of your home may be up in the air." Writing a check or making a commitment for three years can be overwhelming for members who aren't certain about what the future holds. "It's sort of a litmus test for believers," says Carter "You're making a commitment when nothing else is committed to you."

Even something intangible, such as the emotional climate of the congregation, can become an obstacle for a successful campaign. "It's the fear, the caution, the attitude that says we can't do this," says Scott McKenzie, senior vice president of Cargill Associates.

Even Wall Street recognizes the significant role emotion plays with the economy, which is why it tracks consumer confidence in spending. But how do you track spiritual confidence?

"The primary obstacle in tough economic times is keeping the focus on the vision and ministry of the church," says Jim Sheppard, president of The Genesis Group. "It is too easy to look around and say 'we shouldn't be doing this.' But during these times, God often calls a congregation to commit itself to his work."

As a church leader, are you prayerfully seeking good counsel or is your counsel coming from your circumstances? "Tough times require leaders that see the future clearly and can lead others to it," says R. Kirk Nowery, president of INJOY Stewardship Services.

Uncertainty, fear, and getting counsel from the wrong people are problems as old as the Bible. "Someone was probably counseling Joshua to wait six months until the river was no longer at flood stage before crossing it," points out Allen Walworth, senior vice president at RSI. During a tough economic period, "there is a bunker mentality that causes people and businesses to cling tighter because they are insecure. It keeps people from hearing that this might be the time to go ahead," says Walworth.

When economic indicators are down; when people are losing jobs; when your denomination is facing new challenges; and when reasons not to raise money are everywhere, are there any benefits to starting a capital fundraising campaign? Surprisingly, most experts say yes.

Reap the Benefits
"The main benefit of conducting a major capital campaign in tough times is that it forces the congregation to focus on the spiritual aspect of giving rather than the financial aspect," says Sheppard of Genesis. Like many experts we consulted, he sees spiritual benefits in following God's will for your church regardless of circumstances.

"We hear time after time that the campaign was a defining moment for the church spiritually. It produced leaders that never were leaders before [and] measured ownership by people who were never stewards before," says Nowery of INJOY. "The benefits are real ownership of the future and a solid foundation in leadership and stewardship."

While individual and church-wide spiritual growth is a huge benefit, there can be other more secular benefits as well. "One of the benefits is that some people may have already pulled back from giving to other nonprofits and are more inclined to give it to their church—to return to their faith—during difficult times," says McKenzie of Cargill. This could lead to larger than expected donations.

Don't be fooled. During tough economic times, your giving base can, and will, be influenced by the economy. Those who are living on fixed incomes, out of work, or who have seen their stocks deflate in value will face a greater challenge in their giving commitments. But is that challenge enough to postpone your plans?

"There is something emotional that rallies in people when leadership says 'let's charge the hills even though the guns are blazing.' It pulls out the best of people's courage and resolve," says Walworth of RSI. In his experience, the statistical difference in money given in the most robust times such as the mid-90s versus the more economically challenged times seen in the last few years, is only about five to seven percent. This is compared to Wall Street's approximately 40 percent decline during that same period.

More importantly, this five to seven percent difference could be more than offset by low interest rates and an advantage in negotiating with builders who are desperate for work. "There is certainly some value to what you can do in difficult times purely because it is what other people are not doing," says Walworth. "If there is a dark backdrop, the light of the opportunity shines even brighter."

Consider Waiting?
An Episcopal church in Pennsylvania had an extraordinary need for expansion but two obstacles occurred shortly after they began their capital campaign. The airplane that crashed in the field outside of Shanksville made the events of 9/11 very real for Pennsylvanians. About the same time, the local church found itself at odds with recent decisions made by the larger Episcopal denomination.

Continuing to raise money meant they would be investing millions of dollars into facilities owned by the diocese. The obstacles seemed so large, yet the need was so great. After much discussion, the church decided to suspend the campaign. Would they ever be able to start it up again? If so, when?

"If the church looks at the heart and soul of their vision and really thinks they can wait, then they should," advises Walworth. "If they can't come up with a compelling case to do it now, they should wait." That's exactly what the Pennsylvania church did. One year later, the church picked up where it left off and raised $8 million dollars (about six times their annual budget). It was a huge success by any standard, but bigger still considering the backdrop of their decisions.

Decisions to stop a campaign once it has started or even to temporarily suspend it must be undertaken very seriously, perhaps even more seriously than deciding to begin a campaign.

"When you begin a project like that and you feel the hand of God saying 'put the brakes on for awhile,' it doesn't come from one leader. It comes from a team of leaders praying together," says Carter of Impac. Putting a campaign on hold could cause a church to pass up the perfect property, lose momentum, or strain under needs that may already be crushing the church. If your church is experiencing one or more of these situations, don't worry about the local or even national economy. Focus your decision on the details of your circumstances.

"I would tell them not to do it (postpone the campaign)," says McKenzie of Cargill. "It's simply not our experience that we're raising less money." He believes that if the church has determined the need is worthy, then postponing the campaign based on the economy doesn't make sense. The additional dollars that might be raised in more robust economic times are likely to disappear in increased construction costs and interest rates. "Anything gained may have been lost," he says.

Swing for the Fence
So what do you do? Your need is great and worthy. And so is your God. But just as you wouldn't jump from the church steeple to test God, you don't want to jump into a campaign without the proper due diligence.

"Make sure you are really ready," says Sheppard of The Genesis Group. He recommends making certain your church has strong staff leaders, especially the senior pastor, and a clear vision of ministry. In addition, strong lay leadership should be working in harmony with the staff. Everyone should have a consensus on the need for the project being funded.

The place to start is in developing and communicating the church's vision. "I would heavily develop vision to the point where the three-year-olds can quote it or at least be aware of what's going on," says Carter. "Once that vision is developed, communicate it into every corner of the church."

"The mission of a campaign is to present the vision of the church in a compelling way so that people share in the vision and feel honored to support it," says Nowery. "When a church comes to need capital dollars we realize they don't get two chances to do the same project or campaign. It makes it a defining moment."

"Do your homework," says McKenzie. Specifically, you should examine and keep open all of your options. Scrutinize the fundamental question: "Why are we pursuing this project?" Make sure that the church has a sense that this is really God's calling—not the pastor's or the building committee's.

Seek outside counsel to ensure you have clearly defined your mission and vision. Fundraising professionals will help clarify the details that guarantee a successful campaign, not only in terms of dollars raised, but also in terms of wear and tear on your staff. While churches may successfully go it alone, most experts advise that it is even more critical to have outside counsel during tough economic times.

"There is no joy in always playing it safe," says Walworth. "I would encourage churches that there are a handful of times in one's life or maybe only once in a generation of the church, that you have to swing for the fence."

Capital Results
Now you've heard from the experts. What strategy would you recommend to the churches in the beginning of this article? Each of these churches sought advice from outside counsel and followed it, resulting in successful campaigns.

The Colorado Springs area church decided to move ahead with the campaign and the optimistic goal of $1.2 million dollars. To deal with the insecurity within the community, they told members that it was okay not to give and that they did not want anyone to be hurting because of the campaign. It was the right decision and the right advice. The church raised over $2 million dollars.

The Baptist church in Tennessee decided to move ahead with their second campaign hoping that it would be larger than the approximately $3.5 million they raised during more economically profitable times. The second campaign was made very personal because each family was asked to pray and to truly invest themselves into the church to see the vision through. Despite the difficult economic climate, the church raised $11 million.

The Congregational church in Connecticut was concerned that members' portfolios were hit hard due to the decline in the stock market. Yet corporately, the church believed God wanted them to move to a new building down the street. Members convinced themselves and each other that this was their chance to be bold and audacious for future generations.

Of the 214 families, 209 made commitments, which ranged from as little as $5 a week to a one-time gift of $2.5 million. When the campaign ended, the total was $15 million. The rector said that if the church had done this five years ago, it still would have been a great victory, but they may have thanked themselves rather than God.

As your church prayerfully considers moving ahead with your next capital campaign, don't worry about the circumstances—worry about the calling. As Rear Admiral Grace Murray Hopper reminds us, "A ship in port is safe, but that's not what ships are built for."

Jennifer Schuchmann (jschuchmann@bellsouth.net) is a management consultant and writer in the Atlanta area.