“I was worried about how we were going to fund it, because it was difficult to secure funds to pay for the running costs – nurses wages, oxygen and operating costs etc. But we did it!” – Nigel Mundy
Nigel Mundy was the Peace Hospice Chairman, Board Member and Trading Board Member. He looks back on his time at the hospice.
Nigel says, “I am thrilled the way it all turned out. I knew nothing about the hospice movement before I received a telephone call from Gill Hollander, who I knew socially, asking me to join her and a new group of people who wanted to set up a Hospice. I was working full time for an Accountancy firm in Watford advising clients on trusts, charities and taxation, but I agreed to join them, thinking I was committing to attending a meeting once a month!
“We all gelled together, it was a very happy team.
“Ably led by Gill as chair, we initially operated from an office the size of a broom cupboard in Watford General Hospital. We were formed of a lawyer Paul Nicholas, an estate agent/surveyor David Hollingsworth, medical professionals and Helen Ellis as our fundraiser. I looked after the funding, book keeping and managed the accounts – all whilst still working full time in my firm.
“We then started to meet at the Health Authority Offices in King’s Street Watford once a month. From there, we secured a lease on a small shop in Lower High Street and as a charity we were exempt from Council Tax. The first floor became our H.Q. and we started our first charity shop in Watford.
“The derelict Peace Memorial Hospital building was chosen as a possible site for the new Hospice because structurally it was in very good condition.
“The hospital had been built by public subscription as a memorial to WW1. It seemed appropriate to be restoring the building. The fundraisers used the phrase, ‘this was your hospital, and this is your hospice’ and they ended up raising 2 million to restore the building.
“It was secured as a peppercorn lease with an option to buy after 25 years for a pound from the Department of Health. After the building was renovated, they started a temporary Day Centre in portacabins, so that the public could see they were providing hospice services and later added an inpatient unit on the back costing about £2 million which was very good value.
“I was worried about how we were going to fund it, because it was difficult to secure funds to pay for the running costs – nurses wages, oxygen and operating costs etc., even with an anonymous gift of £1 million from a generous donor. But we did it!
“We had to follow well-grounded ways of setting up a business. To be successful, we had to have the best people and the pressures were the same as any other business. Being part of a charity is not an easy option. Soon the board expanded, taking on knowledgeable people with experience in palliative care.
“I remember there was a lady in the Inpatient Unit who said she would like to see her pony. So, the staff were able to bring her pony to her door.
“There was also a young catering assistant who was taking orders from patients at the weekend and was asked for chocolate ice cream. There wasn’t any in the freezer, so she went to the nearest shop and bought some ice cream. When she returned the lady had sadly died. I’ve always remembered that, as it shows the extra mile that people were prepared to do – and that is the essence of the hospice movement.
“I represented the Hospice at multiple functions, I even dressed up as a nurse and did a recitation at the staff party to boost staff morale which was a lot of fun!
“HRH Princess of Michael of Kent was utterly devoted, utterly caring and very much down-to-earth.
“I met the Charity’s patron, HRH Princess Michael of Kent, many times. Once I was asked to ‘grab the flowers’ because her Lady in Waiting was not available to hold the bouquet. At another event, my wife and I were asked to entertain the Princess and she regaled us with a story of how she could change from jodhpurs to an evening dress in 18 minutes!”