# The Selwyn Foundation, Selwyn Village and PiP Partnership Opportunity **Research cut-off:** 4 August 2026 **Status:** Public-source research record **Privacy boundary:** This brief contains public organisational information, published financial and strategy material, and strategic analysis. It excludes private referrals, private demonstrations, private opinions and unverified funding conversations. ## Executive summary The Selwyn Foundation is a credible potential social-impact and investment partner for PiP, while Selwyn Village is a credible potential pilot site. Those are related but distinct opportunities with different decision-makers, evidence requirements and risk tests. The Foundation sold six retirement villages and its commercial laundry to Metlifecare in February 2022. Its 2021/22 annual report recorded cash consideration of $212.4 million and net sale proceeds of $199.1 million. Selwyn Village in Point Chevalier and the affiliated Hansen Close sites remained with the Foundation. The divestment was explicitly intended to strengthen Selwyn's charitable mission and move capital toward social impact for older people with great need. The current structure separates Foundation mission leadership from village operations. Denise Cosgrove is Chief Executive of The Selwyn Foundation. Jason More is Chief Executive of Selwyn Village Limited, which assumed operational responsibility for Selwyn Village from 1 July 2025 under its own board. Cheryl Tolcher is Director of Retirement Living, and Craig Atkinson is publicly listed as Senior Sales Consultant. The best route is therefore two linked propositions: 1. A bounded Selwyn Village pilot with resident, staff and family co-design, clear operational ownership and independently agreed outcome measures. 2. A separate Foundation conversation about grant, impact-investment, co-investment or scale support only after the social-impact case, governance structure and capital instrument are explicit. ## What changed after the village sale Public descriptions sometimes compress the 2022 transaction into “Selwyn sold its villages and kept one”. The precise position is: - Six retirement villages and the commercial laundry transferred to Metlifecare in February 2022. - The historic Selwyn Village in Point Chevalier and affiliated Hansen Close sites remained with the Foundation. - The Foundation retained a ten-year commitment to deliver chaplaincy and spiritual-care companionship to the transferred villages. - The 2025 group accounts report that retirement-village assets and operations transferred internally to Selwyn Village Limited on 1 July 2025; this was an intercompany restructuring, not a sale outside the group. The Foundation says the transaction gave it greater resources to pursue an evidence-based, collaborative social-impact mission. This supports a serious partnership conversation, but it does not establish that PiP is eligible, approved or funded. ## Current role and governance map ### The Selwyn Foundation - **Denise Cosgrove:** Chief Executive, The Selwyn Foundation. - **Hon David Cunliffe QSO:** Chair, The Selwyn Foundation Board in the 2024/25 annual report. - **Foundation remit:** social impact and mission, grantmaking, impact investment, advocacy, knowledge exchange, community connections, spirituality and partnerships. ### Selwyn Village Limited - **Raewyn Lovett ONZM:** inaugural Chair of Selwyn Village Limited. - **Jason More:** Chief Executive, Selwyn Village Limited; formerly Chief Operating Officer at The Selwyn Foundation. - **Cheryl Tolcher:** Director of Retirement Living. - **Craig Atkinson:** Senior Sales Consultant. - **Village remit:** independent living, residential care, resident experience, workforce, property and day-to-day village operations. The Foundation Board meets monthly and has Finance & Investment and Social Impact & Mission committee routes. Selwyn Village Limited has its own board. Eru Lyndon and Hamish Bell sit on both boards, creating a governance bridge if village evidence later supports a Foundation conversation; their shared membership is not automatic approval. This split matters. Village leaders can validate operational fit and sponsor a pilot, while a Foundation investment or grant requires its own mission, governance and capital decision. ## Selwyn Village operating scale Selwyn Village is a large, single-site Auckland environment suitable for a staged pilot rather than an all-at-once rollout. The 2024/25 annual report records: - 376 independent-living units in use. - 170 care beds across the two remaining care homes. - 98.6% average annual care-home occupancy. - More than 200 permanent staff and more than 60 Selwyn Bureau casual staff are described on the village website. - A 26-acre Point Chevalier campus with independent living, residential care, dementia support, community spaces and extensive resident activities. The scale creates a useful test environment across residents, families, staff and operators, but it also increases implementation risk. A pilot should start with one resident cohort, one operational team, a limited set of modules and an explicit stop/go review. Selwyn already has a substantial resident-led activity ecosystem, including entertainment, trip, education, green and spiritual-life groups. Its Independent Residents' Committee has a published advisory and advocacy role with management. The first proposition should therefore improve discovery, reminders, RSVP/attendance visibility and staff duplication—not suggest the village lacks activities or resident voice. Third Age Health already provides primary care and its KARE clinical model at Selwyn Village, while Ivan Ward and Sarah Selwyn operate as certified care services. Phase one should begin in independent living and explicitly exclude clinical records, health assessment, primary-care workflows and care-home regulated processes unless separately reviewed. ## Foundation financial and mission capacity The audited summary group accounts for the year ended 30 June 2025 record: - Total assets of $724.6 million. - Other investments of $264.1 million. - Investment properties of $394.2 million. - Total equity of $508.3 million. - Total Social Impact and Mission spend of $6.968 million, up from $5.049 million in 2024. - Innovation grants of $693,000. - Emergency grants made available of $200,000. - Advocacy and research funding of $173,000. These are group-level balance-sheet and service-performance figures, not an available PiP funding pool. Any proposal should avoid translating asset values into presumed liquidity or willingness to invest. The group reported only $17.005 million of cash and cash equivalents at year end. The 2022 divestment generated $212.411 million of cash consideration and $199.088 million of net proceeds, but Selwyn explicitly linked the transaction to shifting from capital-growth assets toward sustainable charitable cash flow. “They have lots of money” is therefore not an acceptable funding thesis. The Foundation's published five-year ambition is more relevant to strategic fit. It aims to improve the material and spiritual wellbeing of 10,000 older people, deliver $40 million in charitable distributions with $5 million in co-investment, mobilise $20 million in impact investment and target a 3:1 Social Return on Investment. ## Technology-investment precedent The Foundation's investment in Elli Cares is the strongest public precedent for a PiP conversation. Selwyn first supported the dementia-support technology through its Respectful Ageing Innovation Challenge, then announced an equity impact investment in 2025 to help the social enterprise scale and improve its product. That precedent suggests Selwyn can use more than one instrument and is prepared to consider technology when it: - addresses a clearly evidenced later-life problem; - helps older people remain independent or age well in place; - has an explicit impact pathway; - can scale beyond a single delivery site; - has credible governance, risk management and outcome measurement. It does not imply that PiP will receive the same instrument or that an unsolicited funding request will fit the Foundation's current pipeline. Other public precedents show distinct capital routes: - the 2023/24 Respectful Ageing Innovation Challenge distributed almost $800,000 across 12 feasibility or development initiatives; - a housing pilot for vulnerable single older women combined $200,000 from Selwyn, $200,000 from Perpetual Guardian legacies and $50,000 from Good Shepherd; - an iwi-led mātauranga Māori palliative-care project received a $275,000 grant with public-benefit and sector-learning expectations; - the closed 2026 Ageing Well round offered two targeted $25,000 research grants administered with the Office for Seniors. No current standing general application route for commercial or technology proposals was verified. Paid village procurement, charitable grants, commissioned research, co-investment and equity impact investment must be treated as different instruments with different owners and evidence gates. ## PiP proposition reviewed The live PiP website redirects from the supplied Lovable URL to `peopleinplace.co.nz` and presents PiP as a senior-first retirement-village operating system connecting four groups: residents, families, staff and operators. Publicly described capabilities include: - resident meals, events, notices, welfare check-ins, photos and games; - family updates and staff-approved weekly summaries; - staff handover, tasks, incidents, welfare checks and rostering; - operator administration, property records, maintenance and audit logs; - lounge and reception Display Hub screens; - guided onboarding, tutorials, printed guides and phased module rollout; - first-name and four-digit PIN resident access, role-based permissions, approval workflows and multi-village separation. PiP states that it uses Amazon Web Services and does not claim other current security certifications. Institutional evaluation therefore needs a documented security, privacy, hosting, incident-response, data-retention, accessibility and business-continuity pack rather than relying on marketing-page claims. ## Product maturity and evidence boundary PiP is publicly described as being in pilot phase. Its customer page says early village and sector conversations are under way and that no customer logos, testimonials or case studies are yet published. The home page labels its displayed performance measures as placeholders to be replaced with verified pilot evidence. This transparency is valuable, but it changes the ask. The immediate proposition should be co-design and evidence generation, not a proven-enterprise deployment claim. Public pilot pricing starts from $6 per resident per month. Standard published tier prices range from $8 to $18 per resident per month, with enterprise pricing available for more than 250 units and several modules priced on application. A Selwyn proposal requires a written scope because the public material uses both “resident” and “unit” as the pricing base. ## Strategic fit with Selwyn priorities The strongest public areas of alignment are: - **Belonging and connection:** The Selwyn Way explicitly includes belonging, growth, contentment, spirituality and resilience. - **Ageing in place:** Foundation strategy and advocacy prioritise community support, accessible services and ageing well at home. - **Community navigation:** Selwyn's Point Chevalier work with Carers NZ has mapped local services and gaps as groundwork for a possible integrated care or community hub. - **Evidence and scale:** Selwyn funds research, community innovation and measurable social-impact initiatives. - **Digital access:** Foundation grant criteria have included access to digital and online resources. - **Village operations:** PiP's resident, family, staff and operator layers map directly onto Selwyn Village's scale and multi-role environment. The weak point is proven impact. PiP must demonstrate adoption, accessibility, operational value and resident outcomes without overstating reductions in loneliness, hospital use or care needs. ## Recommended partnership sequence ### Stage 1 — operational discovery Map the current resident-communication and activity workflow with Cheryl, Craig, activities/reception staff and an Independent Residents' Committee representative. Identify one high-friction journey and confirm which event, resident, maintenance, learning and clinical systems remain authoritative. ### Stage 2 — co-designed village pilot Recruit one existing resident committee or a small, diverse independent-living cohort and a named staff team. Begin with activity discovery, reminders, RSVP/attendance and Display Hub capabilities before adding family, staff or property workflows. Provide non-digital alternatives and accessibility support. ### Stage 3 — evidence gate Review adoption, task completion, attendance, failed journeys, staff effort, resident experience, accessibility issues, privacy incidents and support demand. Do not use placeholder marketing metrics. ### Stage 4 — Foundation capital conversation If the pilot shows value, agree whether the next instrument is a grant, paid pilot, equity impact investment, recoverable grant, co-investment or introductions to aligned capital. Keep commercial procurement and charitable investment decisions explicit and separate. ### Stage 5 — community extension Only after village evidence, assess whether suitable PiP discovery or connection functions could support Selwyn Centres, Haumaru Housing, ageing-in-place work or other community partners. Community use must not be inferred from village success without separate co-design. ## Pilot outcome framework ### Adoption and accessibility - invited, activated and weekly active residents by cohort; - successful first-time task completion; - use of font scaling, read-aloud and assisted/non-digital routes; - support requests and unresolved access barriers. ### Connection and participation - event discovery, RSVP, attendance and repeat participation; - newly attempted activities or connections; - resident-reported usefulness and belonging using an agreed, validated approach; - reasons for non-participation and failed connections. ### Operational value - communication tasks completed through PiP; - maintenance acknowledgement and resolution time; - staff time and duplicate entry created or removed; - family enquiries and approved updates; - workload by staff role, including training and support. ### Trust, safety and governance - consent and privacy comprehension; - permission or approval errors; - incidents, near misses and complaints; - data export, deletion and exit readiness; - accessibility and cultural-safety feedback. ## Due-diligence questions before funding or deployment 1. Which legal entity owns PiP intellectual property, contracts, data-processing obligations and liabilities? 2. What problem and cohort will the first pilot address, and which measures are decision gates rather than marketing targets? 3. Which village system remains the source of truth for residents, staff, incidents, care information and property records? 4. What data will PiP hold, where will it be hosted, who can access it and how will it be exported or deleted? 5. What independent privacy, security and accessibility review is complete or budgeted? 6. What is the support model for residents who cannot or do not want to use digital tools? 7. What capital instrument is being sought, how will funds be used and what milestones unlock later tranches? 8. How would Foundation investment be kept separate from Selwyn Village procurement and pilot evaluation? 9. What evidence would justify extending PiP beyond the village into community or ageing-in-place programmes? 10. What happens if adoption, accessibility or staff-workload thresholds are missed? 11. Which decisions sit with Cheryl, Jason, the Village Board, the Foundation's Social Impact & Mission Committee or its Finance & Investment Committee? 12. Which resident committee should co-design the pilot, and how will its advice influence stop/go decisions? 13. What existing SelwynLearn, Third Age Health/KARE, resident, property and clinical systems must remain separate and authoritative? 14. Does the Foundation accept unsolicited proposals, commission partners or use periodic challenges, and which route is currently open? ## Public evidence guardrails - Describe the 2022 transaction as the sale of six villages and the commercial laundry, not the sale of every village except one. - Distinguish The Selwyn Foundation from its wholly owned operating subsidiary, Selwyn Village Limited. - Identify Jason More as Selwyn Village Chief Executive and Denise Cosgrove as Foundation Chief Executive. - Treat Foundation assets as group balance-sheet values, not available cash or an investment commitment. - Do not describe the 2022 proceeds as idle or unallocated cash; use current mission spend and instrument-specific precedents instead. - Treat PiP feature, pricing, security and implementation statements as vendor-published claims pending diligence. - State clearly that PiP has no published verified pilot case study yet. - Do not treat a village pilot, commercial procurement and Foundation investment as one approval. - Do not imply resident, staff, board or Foundation endorsement before formal consent. - Do not imply Selwyn lacks resident activities or governance; test friction in the existing ecosystem with the Independent Residents' Committee. - Keep Third Age Health/KARE and regulated care-home workflows outside the first independent-living pilot. ## Source register - The Selwyn Foundation — Our History: https://www.selwynfoundation.org.nz/our-history - The Selwyn Foundation — Our Approach: https://www.selwynfoundation.org.nz/approach - The Selwyn Foundation — What We Do: https://www.selwynfoundation.org.nz/what-we-do - The Selwyn Foundation Annual Report 2024/25: https://selwynvillage.co.nz/hubfs/001%20Selwyn%20Foundation%20MVP/Website%20Content/Downloadable%20Files/The%20Selwyn%20Foundation%20Annual%20Report%202024-2025%20-%20Download.pdf - The Selwyn Foundation Annual Report 2021/22: https://www.selwynfoundation.org.nz/media/8756/annual-report-2021-2022.pdf - Selwyn Village — Home: https://selwynvillage.co.nz/ - Selwyn Village — Contact Us: https://selwynvillage.co.nz/contact-us - Selwyn Village — Raewyn Lovett appointed inaugural Chair: https://selwynvillage.co.nz/selwynvillage_news/raewyn-lovett-appointed-inaugural-chair-of-selwyn-village-limited - Selwyn Village — Working With Us: https://selwynvillage.co.nz/working-with-us - The Selwyn Foundation — Investing in older persons' wellbeing through smart dementia support: https://www.selwynfoundation.org.nz/news/investing-in-older-persons-wellbeing-through-smart-dementia-support - The Selwyn Foundation — Values-aligned investment for social good: https://www.selwynfoundation.org.nz/news/values-aligned-investment-for-social-good - The Selwyn Foundation — Ageing Well grant recipients: https://www.selwynfoundation.org.nz/news/the-selwyn-foundation-announces-recipients-of-its-new-ageing-well-research-grants - The Selwyn Foundation — Leadership and governance: https://www.selwynfoundation.org.nz/leadership - The Selwyn Foundation — Housing co-investment pilot: https://www.selwynfoundation.org.nz/news/helping-vulnerable-single-older-women-access-safe-and-affordable-housing - The Selwyn Foundation — Mātauranga Māori palliative-care grant: https://www.selwynfoundation.org.nz/news/largest-ever-grant-supports-m%C4%81tauranga-m%C4%81ori-palliative-care-project - Metlifecare — Purchase of six Selwyn villages: https://www.metlifecare.co.nz/news/metlifecare-to-purchase-six-selwyn-retirement-villages - Toitū Te Whenua — Overseas investment decision 202100627: https://www.linz.govt.nz/our-work/overseas-investment-regulation/decisions/2021-12/202100627 - PiP Villages: https://peopleinplace.co.nz/ - PiP Implementation: https://peopleinplace.co.nz/implementation - PiP Customers and pilot status: https://peopleinplace.co.nz/customers - PiP Security and Privacy: https://peopleinplace.co.nz/security - PiP Pricing: https://peopleinplace.co.nz/pricing - Third Age Health — Selwyn Village primary-care partnership: https://thirdagehealth.co.nz/third_age_health_begins_primary_care_selwyn_village/ - Ministry of Health — Ivan Ward Centre certification: https://www.health.govt.nz/regulation-legislation/certification-of-health-care-services/certified-providers/rest-homes/ivan-ward-centre - Ministry of Health — Sarah Selwyn certification: https://www.health.govt.nz/regulation-legislation/certification-of-health-care-services/certified-providers/rest-homes/sarah-selwyn ## Research classification - **Verified public fact:** Directly supported by an official page or audited/published organisational report. - **Organisation-supplied claim:** Published by Selwyn or PiP but not independently verified for this brief. - **Strategic inference:** A proposed use of the public evidence, not a claim about an organisation's intent. - **Unresolved:** Requires confirmation, due diligence or a formal decision.