Building a private foundation program from scratch for an eldercare leader

The context

Xincon Home Health Care Services is NYC's leading provider for Asian- American seniors — a dominant position in a demographic that most of the eldercare sector does not serve well. Strong service outcomes, trusted clinical operations, deep roots in the community.

What Xincon did not have was a strategic approach to private foundation funding. Revenue was concentrated in a small number of streams, institutional foundation credibility was untested, and the internal capacity to engage funders at scale did not yet exist.

The problem

To diversify revenue and build a sustainable philanthropic base, Xincon needed to:

• Diversify funding sources beyond their existing base.
• Build credibility with aligned private foundations.
• Strengthen internal capacity for sustained philanthropic engagement.

The constraint was not mission alignment — Asian-American senior health is a priority for a meaningful subset of national funders. The constraint was infrastructure: narrative, prospect intelligence, and the staff capacity to manage funder relationships over multi-year cycles.

What we did

NPI Strategies worked directly with Xincon's leadership to build a targeted Private Foundation Grant Strategy:

Strategic messaging. We refined Xincon's narrative to align with foundation priorities in eldercare, health equity, and AAPI community funding — translating clinical excellence into the institutional language program officers needed to champion the work internally.

Prospect mapping. We used NPI's proprietary prospecting tools to identify top-match funders across the three priority lanes — giving the team a pipeline rather than a list.

Internal training. We built Xincon's in-house capacity to prepare proposals, cultivate funder relationships, and differentiate public versus private grant strategies. The goal was a development function that would keep producing after the engagement ended.

The outcomes

Year-round grant calendar built. A proactive outreach cadence replaced reactive, one-off proposals.

Six private foundation proposals submitted in year one. The first full cycle of strategic outreach, executed on schedule.

Final review at a major national foundation. One proposal advanced to the final round — the credibility threshold an organization crosses once, and then keeps crossing.

Three new funder relationships initiated. Groundwork laid for multi- year support beyond the initial cycle — renewable pipeline, not one-time wins.

Why it worked

Funder diversification is not a grant-writing problem; it is an infrastructure problem. Xincon had the mission, the outcomes, and the community trust that foundations actually want to fund. What they needed was the scaffolding — messaging, pipeline, internal capacity — that turns those strengths into institutional revenue. That scaffolding is now theirs.