Before the Building Campaign: Five Questions to Answer Before You Ask for Capital Funds

A leaking roof, an aging sanctuary, a fellowship hall that no longer fits the ministry. Almost every congregation faces a building need sooner or later. The instinct is to start asking right away: apply for a grant, announce a campaign, call a contractor. But funders and donors tend to give to organizations that have already done the quiet work of preparation. Before you ask anyone for capital funds, it helps to answer five questions honestly.

Why the Building Is Rarely the Real Question

A building campaign for a church or nonprofit is almost a cliché. In my 40 years of experience, I have come across very few churches or nonprofits that have not had one. Many have had the proverbial thermometer in the back of the sanctuary or in the narthex or lobby, marking progress toward the goal.

When I have worked with these churches and nonprofits, the question was never, “Could they use the money to improve the building?” Of course they could. The question was, “Do the people we are asking for support understand how their gift will further the mission?” Most of those seeking funds talked about their buildings. That will not motivate givers. People give to what the building makes possible: lives changed, neighbors served, and a faith community strengthened. The five questions below are meant to help you build that case.

1. What exactly is the need, and who says so?

“We need a new roof” is a feeling until someone with expertise puts it on paper. A written assessment from a qualified contractor, engineer, or architect turns a concern into a documented need with a scope and a range of costs. It also protects your leaders from guessing. Reviewers and major donors will ask for this evidence, and having it ready signals seriousness.

A practical way to begin is to ask three people to look at the building independently: a contractor, an engineer, and someone from your own membership who knows the history of past repairs. Compare what they say. Where their views differ, ask why. That conversation often reveals the true priority, whether it is safety, code compliance, or comfort. It also keeps the congregation from funding a cosmetic project while a structural one waits.

2. Does the project serve the mission, or only the building?

A capital request lands differently when it is tied to ministry. A roof repair protects the space where food is distributed, children are taught, and the community gathers. Say that plainly. Describe who uses the building, how often, and what would be lost if it closed. Funders are not only buying materials. They are investing in what happens inside.

Be careful, too, about the difference between a need and a preference. A funder will quickly notice if the request is really about a new feature the congregation wants, framed as a repair it must have. Name the project for what it is. A clear, honest description is more persuasive than a dramatic one, and it protects your credibility for the next request.

3. Who has authority to decide, and is it recorded?

Many capital efforts stall because the congregation never formally authorized them. Check your governing documents and your denominational polity. Find out who must vote, what notice is required, and whether a trustee board, conference, or district must approve a project, a loan, or a fundraising effort. Then record the decision in minutes. Funders often ask for a board resolution, and an unclear approval trail can delay or sink an otherwise strong application.

Write the decision in plain language: what was approved, by whom, on what date, and for what amount. Keep that record where successors can find it. Leadership changes, and the person who remembers the vote may not be in the room in three years.

4. What does the full cost look like, including what comes after?

A construction estimate is only part of the picture. Consider design fees, permits, contingency, insurance, project management, and the ongoing cost of maintaining what you build or repair. Ask what your congregation can contribute itself, because many funders expect to see local commitment alongside their own. A budget that accounts for the whole project, including the long term, builds trust far more than a hopeful single number.

It also helps to separate what is certain from what is estimated. Mark which figures come from signed quotes, which come from rough ranges, and which are placeholders. When a funder or donor reads that kind of budget, they see leaders who understand the difference, and that is reassuring.

5. Is the organization itself ready to receive and manage the money?

Capital funds come with conditions. You may need to show current financial statements, a clear record of how past funds were handled, and the ability to track spending by project. Confirm that your legal standing is in order, that your records are current, and that someone is responsible for reporting. If these basics are uncertain, fixing them first will save you embarrassment later.

A simple test is to ask who would sign for the money. If a grant of any size arrived next month, who would deposit it, who would approve spending, who would reconcile the books, and who would write the report? If the answers are unclear, resolve them before you apply.

Putting It Together

None of these questions requires a large budget or a consultant. They require time, honesty, and a willingness to write things down. A congregation that can answer all five is not guaranteed funding, because no one can promise that. But it is a far stronger candidate, and its leaders will know what they are asking for and why.

If a building project is on your horizon, start with the first question this week. Gather the assessment, write the mission case, and put the decision on a meeting agenda.

Ready to build a stronger foundation for your funding work? Learn more about my book Still Covered on Monday and the work of Walls Wisdom Works at wallswisdomworks.org/book.

Walls Wisdom Works supports churches, faith-based and community nonprofits, ministries, and other mission-driven organizations with organizational development, systems, and fundraising readiness.