Care New England

The groundwork laid by CCS Fundraising was crucial. They didn’t just hold the seat during the interim period, they stabilized the operation, clarified roles, and helped the organization rediscover its fundraising priorities.

Jeff Cabral, Chief Philanthropy Officer, Care New England

The Challenge

Care New England, a leading healthcare provider in Rhode Island, found itself in a critical period of transition. The departure of its Chief Philanthropy Officer (CPO) left a leadership vacuum at a pivotal moment, raising concerns about continuity, morale, and fundraising momentum. With no permanent CPO in place, the organization faced internal ambiguity about team roles, unclear fundraising priorities, and cultural tensions that threatened to derail ongoing initiatives. Additionally, the search for a new CPO required time and sensitivity—yet the need for strategic continuity and fundraising results remained urgent. Amid this uncertainty, CCS Fundraising was engaged to serve as interim leadership and a stabilizing force, ensuring the organization could maintain progress while preparing for its next phase of growth. 

The Solution

CCS Fundraising stepped in with a tailored interim leadership strategy designed to balance immediate needs with long-term vision. First, CCS worked alongside Care New England’s executive leadership and search firm partners to guide the transition process. Operationally, CCS clarified roles within the philanthropy team, restructured internal systems, and implemented strategic fundraising practices. These tactical improvements were paired with culture-focused work: CCS invested time in rebuilding team morale, aligning department goals with the system’s mission, and strengthening internal relationships—especially with leadership and clinical partners. A strategic fundraising plan was developed, establishing both continuity and flexibility for the incoming CPO. This approach ensured the campaign and team dynamics remained intact while providing a clear roadmap that Jeff Cabral could adopt, refine, and expand upon once in the role. 

The Impact

Thanks to CCS Fundraising’s thoughtful interim leadership, Care New England not only navigated a potentially destabilizing transition—it emerged stronger and more aligned. Under CCS leadership, the System closed the fiscal year more than 11% above its collective fundraising target, while every operating unit expanded its donor base, lifting overall donor count by nearly 17%. Fundraising momentum was preserved, with key initiatives advancing seamlessly. The philanthropy team, once operating in silos, became more cohesive and motivated, supported by clarified roles and efficient systems. Perhaps most critically, when Jeff Cabral stepped in as CPO, he inherited not a disjointed operation, but a solid foundation: a clear strategy, a well-aligned team, and meaningful relationships with internal and external stakeholders. This allowed him to focus on vision-setting and innovation rather than repair, accelerating the organization’s ability to achieve its long-term fundraising goals. The transition became a springboard, not a setback, demonstrating how strategic interim leadership can be a catalyst for sustainable growth.