Saint Catherine’s Adds 4 New Services, Seeks Trustees for 2-Day/Month Role

For health sector leaders, the announcement signals how community hospices are moving beyond inpatient care to meet evolving patient needs. With four new community-oriented services, Saint Catherine’s is seeking trustees whose expertise spans healthcare, property, and finance—a governance model increasingly critical for sustainable care delivery in an era of regulatory scrutiny and rising demand.

Saint Catherine’s Hospice in Scarborough has issued an open call for new trustees, signaling a significant governance refresh as it simultaneously expands its service portfolio. The hospice, which provides specialist palliative and end-of-life care, is actively recruiting voluntary board members to help set strategic direction and ensure robust oversight. The recruitment drive, publicised on 7 July 2026, includes an open event on 15 July, and targets individuals with professional expertise spanning healthcare, legal, property, finance, marketing, HR, and IT. This breadth reflects a deliberate effort to strengthen the board’s capacity to guide an organisation that is no longer a purely inpatient facility.

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Saint Catherine’s Hospice in Scarborough has issued an open call for new trustees, signaling a significant governance refresh as it simultaneously expands its service portfolio.

The expansion of services is the immediate context for the trustee search. Saint Catherine’s has recently introduced four new offerings: respite care, a holiday flat for families, a dedicated bathing service, and a sensory room. These developments move the hospice beyond its traditional palliative care unit into community-oriented and holistic support, reflecting a sector-wide trend toward person-centred, flexible care models. Historically, UK hospices have relied on a mix of NHS funding and charitable donations, with governance provided by volunteer boards. However, as regulatory scrutiny from the Care Quality Commission (CQC) intensifies and service diversification increases financial and operational complexity, the demand for skilled, engaged trustees has never been greater. The hospice’s chairman, Margaret Middlebrook, emphasised that the expansion is a direct response to “the evolving needs of our community,” while maintaining a commitment to specialist inpatient care. This dual mission—broadening access while preserving clinical excellence—requires a board capable of navigating multiple specialist areas simultaneously.

The advertised trustee responsibilities illustrate the weight of the role. Trustees are expected to contribute to organisational strategy, ensure compliance with legal and financial standards, support the executive team’s performance, and act as ambassadors in the community. The time commitment, set at one to two days per month, is typical for such voluntary positions but does little to convey the intellectual demand. A board with members experienced in property management, for instance, is vital when acquiring or renovating facilities like a holiday flat; financial acumen is essential for sustaining a mixed-funding model; and HR expertise helps in workforce planning during service expansion. The open invitation to first‑time trustees indicates a willingness to mentor, but also hints at a growing sector-wide shortage of experienced non‑executive directors willing to take on the responsibility.