# PSC / Enliven Central — Kōwhainui PiP Pitch Research

Research cut-off: 10 August 2026. This is an organisation-level meeting brief for Presbyterian Support Central (PSC) and its Enliven Kōwhainui Village pilot. It is not a personal profile of Anthony Taylor.

## Executive read

PSC is a registered charity and a sizeable regional aged-services operator. Anthony Taylor, General Manager – Property, is the verified property sponsor; Kōwhainui manager Trish Boswell is the likely site owner. A user-supplied revised proposal now offers a six-month Kōwhainui pilot, a 50/50 split of the original onboarding cost, a subsidised $6 per resident monthly rate and a refund of all first-90-day subscription fees if PSC participates in the agreed rollout and decides PiP is not suitable. Onboarding remains non-refundable because it funds implementation work and custom materials already delivered.

The pitch should not be a generic village app. The best first job to test is resident notices, questions and feedback during property change, with events/participation as a second non-clinical workflow. Non-urgent maintenance-request status is a later option only if discovery identifies a real gap and the existing work-order system remains authoritative.

## Verified organisation and decision context

- Presbyterian Support Central is registered charity CC11182 and operates Enliven Central across the lower North Island.
- Anthony Taylor is PSC's General Manager – Property. PSC says he joined in 2017 and is accountable for its property assets, strategic asset management, development and maintenance.
- Trish Boswell is publicly listed as manager of Kōwhainui. Relevant central roles include the CEO, COO, CFO, General Manager Business Services & Sustainability, Business Services Manager/Board Secretary, Digital & ICT Manager, and Projects & Business Change Manager.
- Anthony can sponsor the proposition, but budget, procurement, privacy/security and site operation probably require other owners. Exact delegations and approval thresholds are not public.
- PSC's 2024/25 annual report records nine established retirement villages and 187 independent-living units. Current site unit counts do not reconcile exactly with that year-end total, so the live portfolio denominator must be confirmed.

## Kōwhainui facts

- The public village page describes 33 two-bedroom villas in Otamatea, Whanganui, with purchasable support services and priority access to the adjacent Kōwhainui Home subject to assessment and availability.
- The registered Kōwhainui/Abingdon disclosure covers 47 homes in total and recorded 45 occupied in December 2025. Pricing must specify whether the pilot covers the 33-villa Kōwhainui site, the registered 47-home entity, occupied households or a selected cohort.
- PSC has a board-approved, bank-funded, staged redevelopment concept at Kōwhainui: replace 16 villas with 38 villas and a community centre over roughly a decade. The live phasing and resident impacts must be confirmed.
- Kōwhainui's co-located care facility is a separate clinical environment. Phase one must exclude NHI, clinical, medication, welfare, incident and care-record data.

## Current pressures relevant to the pitch

- PSC reported slower village sales in 2024/25, constrained budgets, an operating deficit before non-operating income, property maintenance pressure and ongoing technology modernisation.
- It invested in Wi-Fi, entry systems and wireless nurse call. PiP should therefore be presented as a bounded resident-experience and workflow layer, not as basic digital infrastructure.
- PSC already runs an Eden Alternative philosophy and Enliven Connect. PiP must complement, not appropriate, its existing human connection model.
- The Reevedon Rest Home closure illustrates funding pressure but does not prove a Kōwhainui software need and must not be used to imply PiP solves care funding.

## Revised proposal and commercial classification

The shared 7 August 2026 discussion is private meeting evidence, not a signed agreement. It recorded a position in which PiP would fund setup and months one to three, PSC would pay months four to six, residents would pay thereafter, and PSC IT would not participate.

PiP's revised 10 August position replaces that cost-transfer structure:

- six months to evaluate the platform;
- PSC contributes 50% of the original onboarding cost and PiP absorbs the other 50%;
- PSC pays $6 plus GST per agreed resident per month during the pilot;
- if PSC materially participates in the agreed rollout and decides within 90 days that PiP is not suitable, PiP refunds all subscription fees paid for those three months;
- onboarding remains non-refundable because configuration, setup, training, launch support and custom printed materials have already been supplied; and
- if PSC continues, months four to six remain at the $6 pilot rate.

The commercial case should be firm but not combative. PiP has materially reduced PSC's risk and is funding half the implementation. The remaining contribution pays for Kōwhainui-specific work from day one. A credible partnership requires both parties to contribute; an uncapped free village rollout would transfer all implementation, adoption and cash risk to PiP.

The group-price comparison is important. Using the proposed figures, $6 is $11 per resident per month below the approximate $17 individual subscription—about a 65% discount and $66 less per resident across six months. The difference reflects one village agreement and coordinated rollout, billing and support. If PSC later declines village-supported access, individual subscription is a legitimate option, but at a higher price and with a greater risk of uneven access.

Before presenting totals, confirm whether pricing applies to each resident, each household or another fixed cohort. The public 33-villa and registered 47-home figures do not establish the number of residents.

Do not accept a permanent exclusion of ICT/privacy/security. A standalone pilot can impose no integration burden while still requiring proportionate vendor, privacy and incident review. Any later direct resident-paid model also requires explicit opt-in, billing, communication, equity, privacy and continuity terms.

## Tailored PiP wedge

1. **Property and change communication:** targeted project notices, acknowledgement, non-urgent questions and status visibility during a defined property change.
2. **Events and resident participation:** publish-once announcements, RSVP, reminders and accessible feedback while preserving phone, paper and face-to-face channels.
3. **Maintenance status, only if validated:** acknowledgement and visibility for non-urgent requests; PSC's existing property system remains the record and urgent faults stay off PiP.
4. **Portfolio option value:** prove a repeatable small-village setup and support model before discussing the other Enliven villages.

Do not lead with clinical workflows, a whole-portfolio rollout, resident payment, sales claims or replacement of property, care, finance or complaint systems.

## Recommended commercial path

Present one revised route: a paid six-month Kōwhainui pilot with a formal 90-day suitability decision, no more than two functions, a frozen resident denominator, 50/50 onboarding, operator-funded $6 subscriptions, agreed assurance, measurable duties on both parties and a written stop/continue decision.

If PSC cannot approve the pilot in the meeting, the fallback is not another free preview. Convene a short workshop with the actual site, budget, procurement and ICT/privacy owners, use the revised terms as the only proposal and set a dated yes-or-no decision.

The outward commercial message should be:

> We have responded to PSC's concern by extending the evaluation, absorbing half the onboarding and guaranteeing the first 90 days' subscriptions. PSC's remaining contribution recognises the real work and materials required to run a serious village pilot. That is a fair sharing of risk and commitment.

Keep “PiP is a commercial business, not a charity” as an internal anchor rather than language directed at PSC. A more persuasive expression is that reliable resident support and service continuity require sustainable economics for both parties.

Useful analogies include custom printing that remains payable once produced, training time that cannot be returned, and supplier mobilisation that is separated from ongoing service charges. A general village-sector analogy is that new service relationships combine disclosed charges with rights and remedies rather than treating first-time delivery as costless. Do not claim PSC offers residents a particular money-back guarantee unless that policy is verified.

## Measures and assurance

- Configuration and launch by the agreed date; no unresolved severity-one defect; fallback tested.
- Meaningful activation means a useful completed task, not account creation. Freeze and report eligible, invited, contactable, consented, activated, assisted, active and declined denominators.
- Starting paid-pilot hypotheses: about 40% of invited households meaningfully activated by day 90 and about 25% active in month three. These are review guides, not automatic pass/fail clauses.
- Two trained administrators; record setup, training, weekly administration, duplicate entry and support minutes.
- Report resident feedback with respondent counts and reasons for non-use. Preserve non-digital access.
- For a ten-person preview, report absolute counts only and do not generalise.
- Any operational or maintenance workflow requires a signed data/privacy schedule, administrator MFA, role and tenant controls, support and incident routes, continuity, export/deletion and an explicit non-emergency boundary.

## Core meeting questions

1. Is the 7 August proposal still current, and what did senior leadership approve?
2. Why Kōwhainui, and which one problem should PiP solve first?
3. Is the denominator 33 Kōwhainui villas, the registered 47-home entity, occupied homes or invited households?
4. How do notices, events, property updates and questions work today, including phone and paper?
5. Where do repeat calls, re-entry, unanswered questions or status chasing occur?
6. What system owns maintenance requests, and should maintenance be outside phase one?
7. What resident-facing change will the Kōwhainui redevelopment create in the next 90 days?
8. Who are the sponsor, site champion, backup administrator, budget owner, procurement owner, ICT/privacy reviewer and signatory?
9. Does “no IT involvement” mean no integration burden, or no assurance review?
10. Does PSC accept the revised balance: 50% onboarding, $6 per resident per month and a refund of all first-90-day subscriptions, with onboarding non-refundable?
11. What is the exact resident denominator, and how should couples, vacancies, move-ins, Abingdon residents and staff accounts be treated?
12. If PSC does not support group access after the pilot, is it comfortable with interested residents moving to an approximate $17 individual subscription and potentially less universal access?
13. Which onboarding deliverables should be itemised or milestone-based so PSC can see exactly what its contribution buys?
14. What result would justify continuation through months four to six and later testing at one more village?

## Evidence boundary

Publicly verified: organisation, charity, leadership roles, annual-report scale and pressures, Kōwhainui page, registered-village disclosures and care adjacency. Privately supplied: the 7 August commercial history, approval in principle and the revised 10 August proposal. Proposed rather than agreed: 50% onboarding, $6 pilot subscriptions, the 90-day subscription refund, the approximate $17 individual price and adoption targets. Unverified: the current resident denominator, current systems, budget/delegations, the original onboarding quote, the legal route for resident charging and the final redevelopment timetable.

## Sources

- PSC leadership: https://www.psc.org.nz/psc-meet-the-team
- Enliven team and Kōwhainui manager: https://www.enlivencentral.org.nz/about-us
- PSC Annual Report 2024/25: https://www.psc.org.nz/hubfs/Annual%20Reports/PSC%2000220%20Annual%20Report%202025%20-%20Adjusted.pdf
- Kōwhainui Village: https://www.enlivencentral.org.nz/retirement-village/kowhainui
- Kōwhainui/Abingdon disclosure, 18 December 2025: https://srp.companiesoffice.govt.nz/_entity/annotation/ef363b9f-bfdb-f011-8544-7ced8da28111/f3ede290-2de6-413d-89c9-2bf1566d117f?t=1779494400235
- Enliven Connect: https://www.enlivencentral.org.nz/-enliven-connect
- Reevedon closure: https://www.enlivencentral.org.nz/events-news/reevedon-rest-home-closure
- User-supplied shared discussion, 7 August 2026: https://chatgpt.com/share/6a77fda7-b434-83ec-acf3-1c01be51af25
- User-supplied revised PiP pilot proposal, 10 August 2026.