Campaign Feasibility Study Report
and Recommendations
Prepared by: Adam Ehrmantraut, Partner
Kevin Quinn, Senior Partner
I. EXECUTIVE SUMMARY
In late 2025, Bishop Loughlin Memorial High School in Brooklyn, New York, engaged Partners in Mission to conduct a feasibility study to evaluate the school’s readiness to undertake an $18 million capital fundraising initiative in support of several campus priorities, including Scholarships and Tuition Assistance, establishing a Capital Fund, promoting Faculty Support and Program Innovation, and focusing on Marketing and Admissions Growth, while sustaining the Annual Fund. The study was designed to assess the philanthropic capacity of the school’s community, evaluate perceptions of the proposed projects, and determine the institution’s readiness to launch a major fundraising campaign
The process included 37 confidential interviews with a representative cross-section of the school’s constituents, including current parents, alumni, alumni families, and other supporters Interviews were conducted by Partner Adam Ehrmantraut and Senior Partner Kevin Quinn, either on the Bishop Loughlin campus, by phone, or over Zoom Interviews were supplemented by donor capacity research and analysis of the school’s philanthropic history. In addition, leadership donors were surveyed via email, yielding 40 responses measuring the affinity for the school’s mission and vision, potential support for a campaign, and planned giving interest
The interviews revealed a devoted community, many of whom cite their Loughlin experience as foundational to their lives. They are supportive of all the campaign priorities, and many believed that this was a good time to consider a capital campaign associated with Br Dennis’s legacy Their campaign priorities, ranked in order of importance, are:
1. Tuition Assistance
2 Capital Fund
3 Faculty Support and Program Innovation
4. Marketing and Admissions
Other key findings are:
● Stakeholders fully believe in the incredible academic program that Bishop Loughlin is offering students. The strength of the tuition assistance program is perceived as making the Loughlin education available to many students
● Respondents reacted positively to all of the priorities in the Case for Support. There was overwhelming support for student tuition assistance. Program Innovation was less understood suggesting greater clarity is needed
● Most of the interview participants had very little exposure to the Board of Governors. Those that did, indicated that some of the Governors had significant capacity to
support a capital campaign However, as a whole, board contributions would not be at least 20% of the total campaign goal.
● School leadership is well-positioned for a new capital campaign The President, Br Dennis Cronin is incredibly well respected throughout the alumni community Many cite him as the heart and soul of the school who brings the mission to life. The Vice-President of Institutional Advancement, Andy Leary, is also held in high regard.
The interviews also uncovered some concerns about the campaign Notably, many alumni no longer live in the Loughlin neighborhood, and many active donors and prospects graduated in the 1960s. The goal to hire a staff member to focus on gifts up to $1,000 should help address these concerns. Overall, though, respondents did not cite anything that would impact the timing or success of a Loughlin campaign
Based on interviews conducted during the study, Partners in Mission identified approximately $5+ million in potential philanthropic commitments among interview participants alone Based on the study findings, Bishop Loughlin should proceed with a comprehensive campaign for tuition assistance, capital projects, teacher support, endowment, and annual fund. The goal, which includes the components already identified, could be $15 million over a four-year commitment period.
In preparation for the campaign, the Case for Support should be modified to illuminate a future vision of success, inviting supporters to be partners in shaping the future. Marketing and Admissions should be removed from the Case for Support as a separate component and captured as part of the annual giving components. The Teacher Support and Program Innovation section requires further development to support the vision
We also recommend:
● A thorough and focused planned giving strategy needs to be an important part of the campaign Identify those who expressed interest in learning more through the survey or interviews and begin conversations.
● Additional professional communications and marketing resources, internal or external, should be considered to support campaign messaging and collateral
● Conduct a full wealth screening of the donor database to identify prospects and projected levels of support
Taken together, these steps will position Bishop Loughlin to complete a successful campaign and build a strategic, sustainable philanthropic program capable of supporting the school’s mission for decades to come
II. INTRODUCTION
The Feasibility Study for Bishop Loughlin Memorial High School was undertaken to evaluate the institution’s readiness to launch an $18 million comprehensive campaign to support strategic initiatives, including Scholarships and Tuition Assistance, establishing a Capital Fund, promoting Faculty Support and Program Innovation, and focusing on Marketing and Admissions Growth, while sustaining the Annual Fund
Partners in Mission conducted 37 personal interviews and analyzed donor capacity at the leadership level. The process assessed the community’s perception, philanthropic interest, and leadership readiness Leadership donors were also surveyed via email, yielding 40 responses that measured the affinity for the school’s mission and vision, potential support for a campaign, and planned giving interest.
III. STUDY PREPARATION AND METHODOLOGY
Pre-Study Coordination
A launch meeting was held in October 2025 with Partners in Mission and school leadership to define goals, timeline, and messaging priorities. Partners in Mission provided guidance on case statement messaging and design, donor segmentation, and interview selection.
In November 2025, Partners in Mission visited Bishop Loughlin and met with leadership to better understand the school’s facilities, operations, and future plans. The team discussed a potential campaign, including perceived advantages and disadvantages. Interviews with key members of the Board of Governors were also conducted.
Key Insights
● The facility has a strong foundation, however it requires significant deferred maintenance based on the age of the buildings.
● The leadership-level donor base is primarily constructed from classes of the late 1950’s to 1960’s that are located throughout the world
● The school’s mission is being carried out with fidelity.
● School leadership is highly respected among stakeholders.
● Few benefactors are currently located in the Brooklyn area.
● The value proposition of the Bishop Loughlin education is understood in the surrounding neighborhoods but is limited beyond
Timeline and Calendar Alignment
The study was conducted over four months, aligning with the school’s advancement priorities to ensure continuity between study completion and potential campaign launch.
Case for Support Development
A draft case was developed by Bishop Loughlin leadership and Partners in Mission. School leadership refined the language and outlined the importance of the moment for a campaign The draft case emphasized the priorities: Scholarships and Tuition Assistance, Capital Fund, Faculty Support and Program Innovation, and Marketing and Admission
Feedback from the interviews suggested creating a summary page that would include all campaign elements in one location
Prospect Review
Internal screening and donor history review identified 58 donors with at least $100,000 of lifetime giving In this fiscal year, 135 of the top 200 donors made a gift; 40 of them were five-figure gifts. Another 21 made a gift in the prior year, indicating very strong engagement among the donor base. Furthermore, 56 donors made their largest lifetime gift in the last year, and another nine in the prior year. Overall, 155 of the top 200 donors graduated before 1970 and only 3 after 1980 Five individuals from the top 200 have the potential capacity to give between $1 and $5 million
Key Insights
● There is tremendous potential within this leadership group and, given their age, the time to capitalize is now
● The current list of active donors and prospects is heavily focused on alumni in their 60’s and older.
● Few new prospects have been identified, which limits the current campaign and presents future challenges for annual giving
● One prospect has the capacity to make a $5 million gift
● Full wealth screening of the donor database will show significant potential beyond the top 200.
Interview Scheduling and Logistics
A total of 37 interviews were completed in person, via zoom, and on the phone. Interviewees included alumni, parents of alumni, board members, and community leaders The strong participation indicates supportive engagement and interest
● Approximately 50 individuals or families were invited to participate; 37 were interviewed
● Of the 37, five interviews were in person, 32 via Zoom, and one by phone
● The insights and feedback from 37 completed interviews form the basis for the findings and recommendations outlined in this report.
Key Insights
● Almost all of the interview participants were no longer in the Bishop Loughlin neighborhood but remained quite interested in supporting the school.
● Some return to Brooklyn when invited by school leadership and appreciate those experiences
Methodology
The study combined qualitative and quantitative data through confidential interviews, prospect surveys, and donor research with the goal of evaluating philanthropic readiness, community sentiment, and institutional capacity. Interviewee priorities, likely campaign gift amounts, overall assessment ratings, and donors/volunteer name suggestions were captured and organized. Findings were analyzed to create data-based recommendations for a potential capital campaign
IV. KEY FINDINGS
Campaign Readiness
Throughout the feasibility study process internal systems, personnel, and financial criteria were evaluated to determine the school’s readiness for a successful campaign
Key Insights
● A new member of the Advancement Team was being recruited to focus on donor development at the $1,000 and below level which will support prospect expansion over time. This role could also support campaign execution.
● Marketing and communications is generally flowing through the Advancement Team During a campaign additional resources may be necessary
● Two other Advancement Team members are in place and could support campaign execution.
● Current Vice President of Institutional Advancement and the President allocate a strong proportion of their time to donor engagement so workflow will not be altered drastically during a campaign
Image and Community Strengths
Stakeholders fully believe in the incredible academic program that Bishop Loughlin is offering students. The strength of the tuition assistance program is perceived as making the Loughlin education available to many students The community feel of the Loughlin community is a cultural highlight of the school
Many of the alumni are extremely devoted to Loughlin’s success They see their experiences at the school as foundational in their lives. There is a strong affinity to carry that mission forward among those supporters.
Many believe the school’s reputation is not well understood outside the immediate Brooklyn community. The value proposition is strong but the reach is limited.
Average Ranking (1 Poor - 5 Exceptional) - 4 5
Key Quotes
“Curriculum is very challenging that orients our students to succeed well beyond college. Loughlin prepares students for that It’s also very well know for its extracurricular activities ”
“Academically, we are a 5.”
“People believe that they wouldn’t be where they are today with Loughlin”
“Loughlin is undersold and underappreciated. People are not coming because they haven’t been inside the doors.”
Case for Support
Respondents reacted positively to all of the priorities in the Case for Support. Participants believed the needs were clear and reasonable. There was an overwhelming level of support for student tuition assistance. Program Innovation was less understood suggesting greater clarity is needed
Donor priorities:
1 Tuition Assistance
2. Capital Fund
3. Faculty Support and Program Innovation
4. Marketing and Admissions
Average Ranking (1 Poor - 5 Exceptional) - 4.5
Key Quotes
“All of these elements are important and need to be pursued ”
“Tuition needs to remain affordable while providing an exceptional education. The aging facility always needs significant investment.”
“The priorities were very well-focused and dollar amounts were properly allocated. Overall, the plan makes perfect sense to me.”
“I’m not completely sure how the faculty investment works How does a campaign foster innovation?”
Governance and School Leadership
Most of the interview participants had very little exposure to the Board of Governors. Those that did, indicated that some of the Governors had significant capacity to support a capital campaign However as a whole, board contributions would not be at least 20% of the total campaign goal.
The President, Br Dennis Cronin is incredibly well respected throughout the alumni community Many cite him as the heart and soul of the school who brings the mission to life The Vice-President of Institutional Advancement, Andy Leary, is also held in high regard. School leadership is well positioned for a new capital campaign.
Average Ranking (1 Poor - 5 Exceptional) - 4 5
Key Quotes
“I’m very impressed with Br Dennis Articulate Smart Personable He’s the kind of guy you feel like you’ve known for years ”
“Andy is personable and incredibly persistent.”
“Brother Dennis is an effective leader and an amazing representative of the school. He can go into any room and speak about our students to make you want to support the school.”
“Total effective leader He is an excellent academic leader “If anyone can raise money Br Dennis can.” He is an exceptional public speaker. Br Dennis has continued to improve the school since the beginning.”
Volunteer Leadership
When participants were asked about strong campaign volunteer recommendations very few names surfaced Because so many of the supporters are no longer geographically connected to the school, volunteering becomes less likely. In addition, almost all of the participants indicated that they were in a place in life where they did not have the capacity to volunteer in a meaningful way
School and Board leadership would have to assume significant leadership in a campaign. They also would need to intentionally identify and invite others, likely new individuals, into campaign leadership
Key Quotes
“I really don’t keep in touch with anyone from Loughlin. Life has brought me in a different direction.”
“Some classmates feel disconnected from the school ”
“When alumni move to the suburbs, out of sight, out of mind.”
Community Climate and External Factors
Many believed that this was a good time to consider a capital campaign associated with Br Dennis’s legacy. Both he and Andy have built strong lasting relationships that have yielded strong support over the years. As the most historically supportive donors age, a capital campaign that includes a focused effort on planned giving, will appeal to this base. It may also be a launchpad to begin engaging new generations of supporters
No other campaigns were identified that would potentially impact the success of a Bishop Loughlin campaign.
Key Quotes
“A campaign puts people on a path to enhance their human experience and give back”
“There is no better spokesperson for Loughlin than Brother Dennis Nobody can tell our story better than him.”
“ The reason I am giving back is to repay my debt for the Loughlin education It was my home ”
Donor Readiness and Engagement
Donors expressed high intent to give 33/37 interviewees rated Bishop Loughlin as their “highest” or “high” philanthropic priority. Twenty-four of the 37 participants provided a general gift range that they would consider in this campaign All of the participants believed the right sized campaign would be successful
Two participants indicated they already have Bishop Loughlin in their estate plans. Another 11 participants would be interested in learning more about a planned gift to Loughlin
Average Ranking (1 Not Giving - 5 Certainly Giving) - 4.2
Key Quotes
“I’m giving ten percent of my estate to Bishop Loughlin. This school is one of my very top philanthropic priorities.”
“Loughlin has an outstanding reputation and is a difference maker That’s why it’s important for me to give to the school.”
“The school provides opportunities for students to climb the economic ladder That’s earned my support ”
Participant Gift Ranges
The cumulative gift range of the interview participants was $3,190,000 to $8,120,000. One participant indicated they would potentially consider a $5,000,000 lead gift to the campaign which explains the wide spread Without a full $5,000,000 commitment the gift range would fall between $3,190,000 to $4,735,000
Participants In the Range of
V. PROSPECT SURVEY
Methodology
The survey was designed to gather feedback about the school’s reputation, giving considerations, Loughlin’s future, capital campaigns, and planned giving. Prospects with a giving history that did not participate in interviews were identified as the target population for the survey Forty individuals responded
Key Insights
Tuition assistance and scholarships were considered the most important part of a new capital campaign.
36 of the 40 participants would likely participate in the campaign
30 of the 40 participants would consider making a four-year commitment during a campaign
9 participants indicated Bishop Loughlin is in their estate plans Another 7 would consider adding Loughlin to their estate plans.
Survey Participant Gift Ranges
VI. RECOMMENDATIONS AND NEXT STEPS
Based on the study findings, Bishop Loughlin should proceed with a comprehensive campaign - for tuition assistance, capital projects, teacher support, endowment, and annual fund The initial goal, which includes the components already identified, could be $15 million over a four-year commitment period
The Case for Support should be modified to illuminate a future vision of success, inviting supporters to be partners in shaping the future Marketing and Admissions should be removed from the Case for Support as a separate component and captured as part of the annual giving components. The Teacher Support and Program Innovation section requires further development to support the vision.
A thorough and focused planned giving strategy needs to be an important part of the campaign. Identify those that expressed interest in learning more through the survey or interviews and begin conversations.
Additional professional communications and marketing resources, internal or external, should be considered to support campaign messaging and collateral.
Begin constructing a list of potential campaign leadership volunteers to serve as chairs and committee members throughout the campaign Enlist the Board of Governors and key supporters in this work. A particular emphasis should be made on identifying leadership from the “next generation” who will be needed moving forward.
Send an executive summary of the full Feasibility Study Report to the interview participants For the most significant donors, plan a personal meeting to explain the results.
Conduct a full wealth screening of the donor database to identify prospects and projected levels of support
Secure campaign counsel to provide critical strategic guidance and tactical support to ensure the campaign plan is positioned for success
Begin thinking about ways to incorporate the school’s 175-year anniversary into a campaign.