This is the problem: the average capital campaign has a two-year preparatory phase and a three- to five-year execution or fundraising phase depending upon the length of time granted to honor pledges. Most parishes and dioceses want to cut short the preparatory phase. This is a grave error.

There are twelve essential preconditions to a successful capital campaign. These include good major gift prospects, committed leaders, a written strategic plan (implying solid community consensus on future development), a capital project that is carefully researched and clearly delineated, defined fundraising objectives, capable staff (and adequate staffing), demonstrated organizational "success", an effective and ongoing annual giving program, active major donor cultivation program, a compelling case for support and sufficient technology.

A strategic planning process directly addresses seven of the necessary twelve preconditions. It facilitates commitment in community leaders; it delivers a written plan; it initiates research on project feasibility; it begins to define (and prioritize) fundraising objectives; it demonstrates organizational "success" or credibility; it creates an opportunity for major donor cultivation and begins to build the compelling case for support. The process positions a Church organization to undertake a successful capital campaign. Much of the research has now been completed, consensus has been built, and major donor prospects that have been incorporated into the planning process now see themselves as a critical part of the solution.

How many times have we seen a proposed building or renovation project passed in a general assembly only to learn at a later date that people are voting "no" with their pocketbooks – especially major donors who hold the keys to success or failure? Strategic planning builds authentic community consensus.

Capital campaigns are also predicated upon an effective annual giving program, thorough project research and cost analysis. Parishes and organizations that do not have an effective annual giving program face an extremely difficult uphill challenge to complete a successful capital campaign. People who have not yet learned to give regularly, generously and cheerfully to the operating budget of a parish have even more difficulty making a five-, six- or seven-figure gift to a capital campaign. For a campaign to be successful, these major gifts will be needed. Often these take several years to bring to fruition. All of these details and many more belong to the "pre-campaign" phase.

Have you heard of the 80-20 rule? That 80% of the money comes from 20% of the people? Look at membership giving in your parish. It is almost certainly close to this ratio. In a capital campaign the rule is 95-5! Ninety-five percent of the money comes from 5% of the people. Stewardship Advocates can assist you to implement a professional and effective annual giving program and also major donor cultivation and solicitation.

Unfortunately, often a parish or a diocese does not begin to use professional counsel until just before the launch date of a campaign. Worse yet, many parishes or dioceses contact counsel after floundering in the initial stages of a very public and very problematic fundraising program. Premature launching of a capital campaign can result in confusion, uncertainty and early missteps that are difficult if not impossible to reverse. How many major gifts were lost due to an ill-advised and ill-timed approach to a major donor prospect?

It is important to implement strategies early on so that the highest giving potential is realized once the campaign begins. Just prior to the initiation of a capital campaign it is important to conduct a campaign planning study. This activity will provide important information on what key potential donors and community leaders are thinking and feeling about the project – thereby shaping and informing campaign strategy.

Capital campaigns are tough, difficult and challenging projects. If they appear expensive in terms of planning and preparation or in the use of a consultant, one must consider the costs to a community for a failed capital campaign. These include: unmanageable construction loans, burdensome mortgages, unrealized cherished dreams, erosion of confidence in the leadership, the purpose and mission of the parish or diocese falters and institutional vitality is lost. What of those who gave and did not see their dreams realized? They often respond with cynicism, pessimism, acrimony and blame. Unfortunately, capital campaigns offer ample opportunity for community divisiveness, hurt feelings, shortfalls, and uncompleted projects.

Early use of counsel can avoid pitfalls and get the campaign going in the right direction, asserting the proper priorities. Even if a parish or diocese elects not to utilize counsel, early conversation with a consultant alerts a parish or diocese to the options and possible consequences of poor preparation.

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