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Registered Charity Number 1065062

UK Centre for the Advancement of Interprofessional Education

REPORT AND STATEMENT OF ACCOUNTS

Year ended 31 March 2025

21[st] November 2025

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

UK Centre for the Advancement of Interprofessional Education

REPORT AND STATEMENT OF ACCOUNTS Year ended 31 March 2025

Contents	Contents		Page
1.	Administrative details of the charity and its	Trustees	03
2.	The Co-Chair’s Report		04
3.	About CAIPE		08
4.	CAIPE’s Priority Groups		09
5.	Reports from the Priority Groups	10
6.	The Journal of Interprofessional Care		17
7.	Organisational Development		18
8.	Strategic Priorities for the year ahead		22
9.	Financial Position and Treasurer’s Report		23
10.	Statement of Trustees’ Responsibilities		26
11.	The Independent Examiner’s Report		27
12.	Statement of Financial Activities		28
13.	The Balance Sheet		29
14.	Notes to the accounts		30 - 34

UK CENTRE FOR THE ADVANCEMENT OF INTERPROFESSIONAL EDUCATION

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

ADMINISTRATIVE DETAILS OF THE CHARITY AND ITS TRUSTEES

CHARITABLE INCORPORATED ORGANISATION (CIO)

President Prof Hugh Barr

Joint Chair Prof Elizabeth Anderson and Dr Angela Lennox Scholarship & Dr Pat Bluteau Strategy Team Dr Sharon Buckley Prof Dawne Gurbutt Prof Susanne Lindqvist Treasurer Dr Pat Bluteau Trustees Dr Sharron Blumenthal Dr Sharon Buckley Mark Dexter Prof Federico Farini Dr Aoife Fleming Prof Richard Kyle Dr Veronica O’Carroll Dr Melissa Owens Dr Vikki Park Susan Plows Senior Lecturer Emma Pope Assoc. Prof Alison Power Dr Sivaram Shanmugam

Contact Information The CAIPE Administrator E: admin@caipe.org W: www.CAIPE.org

Independent Examiner Mrs Sarah A Smith PgDip. BSc. FCCA. FCIE. Temple House 8 Main Street Cold Overton Oakham LEICS LE15 7QA

Bankers

Lloyds TSB 25 Castle Grove, Portchester Fareham PORTSMOUTH PO16 9NY

Charity Registration Charity Registration Number 1065062 Governing Document CIO - Association, 20 May 2020

UK CENTRE FOR THE ADVANCEMENT OF INTERPROFESSIONAL EDUCATION

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

JOINT CHAIR REPORT – (on behalf of the trustees)

We begin this report by reflecting on the unwavering support and encouragement we received from Professor Hugh Barr upon our appointment as Joint Chairs of CAIPE in 2021. It is with deep sadness that we share news of Professor Barr’s passing in September, following a prolonged period of ill health. Alongside the wider CAIPE community, we mourn this profound loss. Our thoughts are with Hugh’s family, and plans are underway to honour his extraordinary contributions to interprofessional education and collaborative practice. The tribute event will offer us all an opportunity to celebrate his legacy. Only last year, we reported on Hugh’s final published papers on integrated care—an enduring testament to his commitment to advancing interprofessional research.

This year marked a significant milestone with the launch of the CAIPE Quality Standards for the Design, Management, and Delivery of Pre-Registration Interprofessional Education in the UK . This evidence-informed framework reinforces CAIPE’s role as a scholarly organisation, offering educators and regulators a clear framework for curriculum development and benchmarking interprofessional competence.

Looking ahead, we will evaluate the impact of these standards and encourage members to champion their adoption across institutions. We continue to engage with education leads and professional bodies across the four nations to support implementation. Our attention now turns to the development of the next edition, focused on post-registration training— formal post-qualification education and continuing professional development across a broad spectrum of practitioners.

The launch of these standards aligns with national plans to build an NHS fit for the future, presenting new opportunities to embed interprofessional working. We see potential for deeper collaboration with NHS England, particularly as the system prepares for team-based neighbourhood care. CAIPE continues to support NHS England’s Maternity Review team, which has called for research into interprofessional education for medical and midwifery students. We await the findings of the ongoing maternity review led by Donna Ockenden in Nottingham, expected in June 2026.

Our work extends beyond England - with CAIPE board members in Scotland, Ireland, and Wales, we remain responsive to policy developments across the UK. In Wales, we celebrated the commitment to embedding IPE in 20% of the curriculum at our September symposium in Cardiff, in collaboration with Emma Pope and Amanda Squire. In Scotland, we continue to engage through board members Sharron Blumenthal and Shiv Shanmugam. In Ireland, Aoife Fleming is establishing a Special Interest Group for IPE, aligned with the Irish Network for Healthcare, which will link with CAIPE.

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Notable events this year include:

The CAIPE Membership Deep Dive and development of the Sustainability Plan based on the impact of their development (co-producing with national stakeholders) and House of Lords launch of the CAIPE Quality Standards for IPE (December 2024 and January 2025).
The CAIPE Symposium in Norwich led by Professor Susanne Lindqvist and Amy Wong entitled: Re-imaging Collaboration: Innovative Approaches to Interprofessional Education (March 2025).
A keynote and workshop at the International Conference on Haematology and Blood Disorders in Glasgow, presented by Dr Sharron Blumenthal and Dr Shiv Shanmugam (April).
Collaboration with NHS England and the GMC, hosted by the University of Leicester to explore the development of IPE Standards for the post qualified workforce (August).
Cardiff Regional Forum led by Emma Pope and Dr Amanda Squires entitled : Interprofessional Education & Collaborative Practice The Welsh Experience: The art of the possible! (September).
The launch of the CAIPE Quality Standards - for the design, management, and delivery of pre-registration Interprofessional Education in the United Kingdom, House of Lords (November).

We have reviewed our progress against the strategic goals outlined in CAIPE’s 2022–2027 Strategy, which included a comprehensive membership review informed the development of our Sustainability Plan, ensuring CAIPE’s continuity amid financial pressures in the NHS and Higher Education. This reflection has strengthened our resolve to communicate CAIPE’s achievements more widely and promote the value of membership. As we transition to a new website manager, we look forward to showcasing our work more effectively. We welcome Blackbox Web Design, led by Paul Long, and extend sincere thanks to Craven Digital for their longstanding support. Special thanks to Emma Beal and Suzy Plows for leading the recruitment process.

Strengthening CAIPE’s governance infrastructure remains a strategic priority— essential to maintaining our integrity, credibility, and long-term sustainability. It provides a robust framework of evidence-informed processes and tools that support effective, transparent decision-making. This ensures compliance with our legal, financial, and regulatory obligations, enables delivery of our strategic objectives, and offers assurance to regulators, grant providers, and stakeholders.

Over the past year, we have approved new policies, reviewed internal controls, and made targeted amendments to the constitution to support trustee succession planning. Trustees carried out a self-assessment exercise of their understanding of working within a governed charity. Its analysis has informed a trustee governance development session to be held later this year. CAIPE continues to operate in full compliance with Charity Commission regulations.

Awards and Recognition:

The John Horder Award continues to attract diverse applicants. This year’s winners presented at the Royal Society of Medicine (25 September):

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Team Award: Dr Amanda Squire and Dr Joanne Fawcett (Cardiff Metropolitan University) The ANCLE Café: A Collaborative, PersonCentred Model for Chronic Leg Ulcer Care
Student Team Award: Afzaa Altaf (Imperial College London) Study on Healthcare Inequalities for Black and Asian Mothers in Maternity Care
CAIPE continues to support the bi-annual Scott Reeves Award for the best abstract at the All Together Better Health Conference (ATBH)
In 2026, we will launch the Professor Hugh Barr Award , sponsored by the Journal of Interprofessional Care , recognising excellence in interprofessional learning involving social care—honouring Hugh’s distinguished career in probation and social care

CAIPE remains an active contributor to the work of Interprofessional.Global . In November 2024, several board members participated in the partnership meeting held in Winterthur, Switzerland. Alison Power, Vikki Park, and Melissa Owens attended in person, while Joint Chair Professor Liz Anderson and members of the Scholarship and Strategy Group—Professor Susanne Lindqvist and Dr Sharon Buckley—joined remotely.

The working group progressed its strategic activities and held discussions regarding the 2027 All Together Better Health (ATBH) conference. A formal submission to host the event has been received from Cyprus, with a final decision anticipated later in 2025.

In August, CAIPE completed its recruitment process for new leadership roles. We are delighted to announce:

CAIPE President : Professor Elizabeth (Liz) Anderson (University of Leicester)
CAIPE Chair : Professor Susanne Lindqvist (University of East Anglia)
CAIPE Trustees :
Dr Amanda Squires (Cardiff Metropolitan University)
Professor John Hammond (Canterbury Christ Church University)

As Joint Chairs, we reflect on the past four years with pride. CAIPE has grown in strength and influence—engaging externally with professional bodies and NHS education leads across the four nations, while internally enhancing governance and transparency in decision-making. We have made significant progress in advancing scholarship and promoting interprofessional education, most notably through the launch of the CAIPE Quality Standards.

As part of the leadership transition, Professor Liz Anderson will support Professor Susanne Lindqvist as she steps into her new role as Chair. While Dr Angela Lennox retires from the Board, she remains a valued colleague and a committed advocate for CAIPE’s mission.

We extend our sincere thanks to CAIPE’s trustees, members, stakeholders, and colleagues for their steadfast support throughout our term as Joint Chairs. Your commitment and collaboration have been instrumental in advancing CAIPE’s mission.

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Warm regards,

Prof Elizabeth Anderson PhD SRN MW FRCP

HV & Dr Angela Lennox CBE DL

CAIPE Joint Chair

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

ABOUT CAIPE

The UK Centre for the Advancement of Interprofessional Education (CAIPE) was established in 1987 as a scholarly membership organisation and registered charity, governed by a Board of Trustees led by Joint Chairs.

Governance and Membership

CAIPE’s trustees include senior academics, health and social care professionals from across the UK.
Its membership comprises over 30 Higher Education Institutions, NHS organisations, individual practitioners, students, patients, and carers.
While CAIPE’s primary scope is within the UK, it is also a founding member of Interprofessional.Global (IP.G), contributing to international collaboration.

Mission Statement

“CAIPE is a scholarly organisation that works nationally and internationally to generate, synthesise, and translate the evidence base for best practice in interprofessional education and collaborative practice. It does this to influence health and social care policy for the improvement of health outcomes for all.”

Strategic Collaborations

CAIPE works in partnership with:

UK and international Higher Education Institutions
NHS England, Scotland, Wales, and Ireland
Health and social care organisations
Professional regulators and statutory bodies

Key Contributions

Developed the globally accepted definition of Interprofessional Education (1997)
Founded the All Together Better Health (ATBH) Conference, the leading international event for IPE and collaborative practice, attracting over 1,000 scholars biennially
Advises public bodies and contributes to policy development within the NHS

Publications and Resources

CAIPE has produced a range of influential publications, including:

Interprofessional Education Handbook for Educators & Practitioners (2021)
Collaborative Practice Series (10 titles published with Blackwell and Routledge)
CAIPE Interprofessional Education Guidelines (2017)
Reimagining Interprofessional Learning for Integrated Practice ( Journal of Interprofessional Care , 2024)
CAIPE Quality Standards for the Design, Management, and Delivery of PreRegistration Interprofessional Education in the UK (2025)

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Academic and Global Impact

CAIPE founded and contributes to the Journal of Interprofessional Care , the leading international journal in the field, with a 5-year impact factor of 2.6
Actively supports global initiatives, including the WHO Framework for Action on Interprofessional Education and Collaborative Practice (2010)

CAIPE’S PRIORITY GROUPS

In 2022, following stakeholder consultation, CAIPE’s strategic plan (2022 – 2027) was published. Its findings reaffirmed that CAIPE should pursue its evidence-based support and guidance to promote and sustain the growth of interprofessional education and collaborative practice, and influence health and social care policy for the improvement of health outcomes for all.

Four priorities emerged from the consultation:

Priority 1: Research
Generate and synthesise the evidence base for best practice in interprofessional education.
Priority 2: Standard Setting

Develop CAIPE standards for the design, development, management, and delivery of interprofessional education.

Priority 3: Faculty Development

Support higher education institutions and other educational organisations through departmental, curriculum and assessment guidance.

Priority 4: Translation of Evidence into Practice

Work to influence UK health and social care policy for the improvement of health outcomes for all, guided by international best practice.

CAIPE recognises that achievement of these priorities requires engagement from:

members, who include patients, students, academics, practitioners, and corporate organisations, working locally, nationally, and internationally;
priority groups who co-produce the implementation plan and lead delivery;
regulators and partners who will be invited to engage in the delivery and outcomes of the strategic priorities.

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

REPORTS FROM THE PRIORITY GROUPS

PRIORITY 1 – Annual Report of the Research Priority Group

Dr Vikki Park has continued to lead the group this year with a change to the coleadership as Dr Andreas Xyrichis completed his term as a CAIPE trustee, replaced by Dr Federico Farini. The research group has grown to 21 members from all four home countries, Ireland and Sri Lanka.

Four strands of work have been developed, each relating to the CAIPE Strategy: Faculty Development, IPE Assessment, Learning in Practice, and Collaborative Interprofessional Competence.

Our action points set for this year were to:

Consolidate Priority Group Membership:
Strengthen team membership, develop cohesion and shared purpose
Increase alignment with CAIPE Strategy and group aims
Establish role clarity of members
Develop infrastructure of group activities
Organise a Planning Away Day:
Strategize on how best to proceed and how to utilise CAIPE resources for ensuring success, including planning an away day to set goals and refine the group’s operational plan for 2025.
Refine the Groups Operational Plan:
Work together with CAIPE Research Priority Group members to outline specific, measurable, and time-bound objectives for the group’s future.
Prioritise objectives that align with CAIPE’s mission and goals.
Research Funding Applications:
Explore opportunities for research funding applications or educational grants in the field of interprofessional education.
Identify potential sources of funding, deadlines, and requirements.

This year, the primary focus of the research group has been to refine and operationalise group goals aligned to the CAIPE Strategy. The first three action plan points above have been achieved. Action plan point four relating to research bids and educational grants will be an ongoing target for the group.

The CAIPE Research Planning Away Day

This was held on 11[th] April 2025 with 7 attendees online and 7 in-person group members attending in-person at Friends House, London.

The Research Priority Group identified key research areas, including assessment of IPE, faculty development, and integrated care systems, and explored potential funding opportunities and working with other CAIPE priority groups.

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

A work plan aligned to CAIPE strategy priorities and sustainability goals was agreed, with the creation of four sub-groups, each group working on an agreed research priority. During the away day, subgroup goals were set for 2025 -26, and the overarching aim of the priority group is to continue to further impact the field of interprofessional education research, nationally and internationally.

Priority 1 was identified in “Cross-Group Working”. The sub-group working in this area is committed to develop a plan to maintain collaboration with the Faculty Development Priority Group aligned to the third CAIPE Strategy research priority which aims to focus on faculty development requirements for competent interprofessional educators in higher education institutions and practice.
Priority 2 was identified in the development of evaluation and assessment guidance for IPE in view of an absence of interprofessional guidelines for exams, OSCEs, simulation and competency-based assessment. The purpose is to synthesise and generate evidence to guide interprofessional assessment. The sub-group is committed to review IPE assessment in the UK, with a scoping review, and national workshops held across UK institutions to collect data and information using a template developed with standardised questions.
Priority 3 was agreed in terms of the need for a more comprehensive framework for IPE placements, which is made urgent by a gap in research and practice currently hindering a comprehensive outlook on how students, staff, and patients understand and experience interprofessional learning. The purpose of the subgroup is to generate knowledge about interprofessional learning in practice. The sub-group have launched a research project, “Are you learning together in practice?" starting with a scoping review and stakeholder events.
Priority 4 was recognised in the development of research-based minimum standards for interprofessional collaborative practice (IPCP). The purpose of this subgroup is to explore minimum standards for IPCP competence to help educators set and assess students and to set student expectations. A research project is being designed to explore student preparedness for IPECP to establish minimum standards of competence required for interprofessional collaboration including using a Delphi study to determine minimum standards by reaching consensus from multiple views, including consulting professional bodies.

Post Away Day Subgroup Progress

Research Priority Group 1: Faculty Development Research
Three Research Priority Group members are members of the Faculty Development Group, and they provide updates on progress and link between both subgroups, connecting activities and linking to any upcoming collaborative projects. The FD Group are developing a survey and some support from the research group has been given with survey development, and the research priority group team are available to support with analysis and report writing when required.
Research Priority Group 2: IPE Assessment

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

This group is led by Vikki Park and Liz Anderson. The first task the subgroup is undertaking is to plan a scoping review of IPE assessment approaches in the UK. The subgroup leads have met with CAIPE Associate Jill Thistlethwaite to discuss research gaps, and there is a dearth of literature on postgraduate IPE assessment which will shape the focus of the review. Subgroup members have expressed interest to contribute to the review, and the group meets monthly.

Research Priority Group 3: Learning in Practice

This subgroup is led by Melanie Stephens, Amanda Squire and Rich Kyle. The scoping review approach is being planned, and the group have agreed that a stakeholder event at the end of the review would be useful to validate and inform findings. The group are currently undertaking a quick search of existing evidence to refine keywords, the research question, objectives and inclusion and exclusion criteria for the scoping review. The objectives will align to the CAIPE Quality Standards. This may assist those in practice who may not know of or not use the standards to assist in development of their future IPE activities in practice settings.

The team have discussed applying for funding from CAIPE and internally from their own institutions that could lead to larger external grant applications. Long term, following the initial scoping review, the team want to pursue a modified delphi study of the standards for IPE in practice and create a CAIPE Community of Practice mentorship programme.

Research Priority Group 4: Interprofessional Collaborative Practice Competence

Amy Wong and Liz Anderson are leading this subgroup, and this is an area to consider NIHR funding. Amy has met with Jill Thistlethwaite who has agreed to support the group with the project and proposed Delphi study to explore interprofessional collaborative practice competence.

In Summary

The CAIPE Research Priority Group remains committed to driving research in IPECP, expanding experience and exposure in research funding applications and educational grants. This year, the priority has been to refine the focus and priorities of research activity, to create subgroups and set clear goals and objectives aligned to the CAIPE Strategy, Sustainability Plan, CAIPE Priority Group work, and the Research Priority Group Terms of Reference from the CAIPE Scheme of Delegation and Board Reservation.

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

PRIORITY 2 –Annual Report of the CAIPE Standards Setting Priority Group

In the last 12 months, the standards priority working group has continued to focus on development of standards for the design, management and delivery of preregistration Interprofessional Education.

Achievements during this time include:

Meeting of the standards advisory committee (London, September 2024)

This was a highly successful meeting attended by 13 representatives of national professional, statutory and regulatory bodies in person and a further 5 online. The meeting raised PRSB awareness of the standards and resulted in high quality feedback that has helped to shape the standards and accompanying documentation.

Consultation with the CAIPE board of trustees and members (AGM November 2024)

The draft standards were presented at the CAIPE AGM in November. CAIPE trustees and other members provided valuable feedback on the draft document.

Revision of the standards in the light of the feedback (January 2025)

At the board away day in January 2025, the group began the process of revising the standards document in the light of the feedback received. Subsequently, group members met online to complete the work, and a revised set of standards has been produced.

Meeting with national health and social care leaders to raise awareness of the standards and obtain their support (February-March 2024)

Following the September meeting, members of the group met with national health and social care leaders to obtain their support. Support from leaders in all four home nations has been obtained and is cited in the standards document.

Consultation regarding quality standards for post-registration IPE (University of Leicester 2025)

Members of the standards group met with Professor Sue Carrr, Dr Adrian Brookes and other educationalists from the Department of Health to discuss their perspectives on what would be needed for post-qualification quality standards. The group obtained very useful feedback on the context in which standards would need to be used, and on the priorities and pressures facing the health and social care workforce.

National launch of the pre-registration quality standards in the House of Lords

This was hosted by Baroness Parminter on the 3rd of November 2025. Over 100 health and social care professions education leaders, regulators and policy leads from across the UK attended the event.

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Preparation of information relating to the pre-registration quality standards for the new CAIPE website

This work is ongoing and will be completed in time for the launch of the preregistration standards on the 3rd of November.

Development of resources that will support institutional adoption of the preregistration standards.

The standards group is working with other priority groups to develop resources to support the institutional adoption of the pre-registration standards, including a self-assessment tool, training workshops and podcasts

I would like to thank all my colleagues in the working group for their commitment, expertise and first rate problem-solving that has enabled this work to progress so effectively.

Dr Sharon Buckley, Lead, Standards Priority Group

PRIORITY 3 – Annual Report of the Faculty Development Priority Group

This year has seen a fluctuation in group member size for this group with a reduction in membership from 15 to 11 members, although not all members had been active. Four strands of work have been developed, each relating to the CAIPE Strategy, as follows:

Strand One: Facilitate the understanding, interpretation, and implementation of CAIPE standards for interprofessional education.
Strand Two: Clarify the skill set required of the interprofessional educator.
Strand Three: Create guidelines for the curriculum and interprofessional course structures.
Strand Four: Provide guidance on assessment strategies for interprofessional education. Work is yet to commence on this Strand.

Work over the last year has focused on the development of a “train the trainer” program relating to facilitation of IPE. This work encapsulates strand 2 and 3 of the faculty development priorities.

The group has undertaken:

Literature reviews relating to training content for faculty development and the skill set needed for an IPE facilitator
Developed ‘concept maps’ which identify the skill set of an IPE facilitator and content for facilitator training
A mapping exercise looking at NEXUS resources that could potentially support facilitator training.
A survey has been developed to explore the current training provision and need for IPE facilitation training within the UK and Ireland.

An away day in August pulled the 2 strands of work together to consider the content of the “train the trainer” programme. The group have agreed to develop

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

content as per the tables below. The content will be asynchronous and synchronous in nature.

Asynchronous pre-requisites sessions	Asynchronous pre-requisites sessions
	Principles of IPE
	What is IPE
	Why (Drivers and Policies) IPE
	Impact of IPE
	Standards to pre-registration IPE
	University Interprofessional teaching
	Known challenges to IPE Facilitation
	Learning Outcomes IPE
	Assessment of IPE
	Design and developing IPE
	Types of IPE
	Theories of IPE
	Glossary
Synchronous content
	What is Facilitation
	What is not facilitation
	K, S, B, A of a good facilitator
	Diferent methods of facilitation
	Managing confict
	Dealing with the quiet student
	Dealing with the noisy student
	Dealing with stereotypes and hierarchy
	Staf facilitation challenges
	Assessment of facilitation (Self and of training)
	Principles of good practice
	Coaching and mentoring
	Signposting to CAIPE resources

The survey explores current faculty development training provision and needs. This will be sent out just before the Standards publication in November 2025 and will run for six weeks. Survey completion reminders will be sent just after publication of the standards with an electronic copy of the Standards to try to optimise survey uptake and ensure currency of training needs in relation to the standards. This information will be used to further develop the CAIPE offering in terms of workshops.

The group has also arranged a 3-day faculty development course in Qatar. The course is essentially a ‘train the trainer’ programme and it will serve as a pilot for

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

the materials that have been developed. The intention was to run the course in September, but this has been delayed due to political instability in the region.

Dr Melissa Owens and Dr Sharron Blumenthal, Co-leaders, Faculty Development Priority Group

PRIORITY 4 – the Translating Evidence into Practice Priority Group

The purpose of the group is to work collaboratively across UK Higher Education Institutions and external organisations to promote and support the implementation of Interprofessional Education and Collaborative Practice.

Over the last year, our focus has been on:

Establishing the Hugh Barr Award: Significant progress has been made in developing the Hugh Barr Award, in collaboration with the leadership team and partners from the Journal of Interprofessional Collaborative Practice . This new award will honour outstanding collaboration between the health and social work sectors, reflecting the values and legacy of Professor Hugh Barr. The inaugural award will be presented in 2026 , marking a key milestone in recognising excellence in interprofessional practice.

The group will focus on the following strategic actions to build on the momentum of the Quality Standards launch:

Engage with Higher Education Institution (HEI) partners to understand how the CAIPE Standards are being embedded into curricula and learning environments.
Develop and publish case studies showcasing successful integration of the Standards, to be featured on the CAIPE website as practical guidance for others.
Support the development and rollout of CAIPE Connect , a new platform designed to foster dialogue, resource sharing, and collaboration across the interprofessional education community.
Explore how evidence is applied in practice , using insights shared through CAIPE Connect to strengthen and diversify interprofessional education opportunities.

Suzy Plows and Dr Emma Pope, Co-leaders, Translating Evidence into Practice Priority Group

THE JOURNAL OF INTERPROFESSIONAL CARE (JIC)

The official journal of CAIPE

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

The Journal of Interprofessional Care remains the leading publication for highquality scholarship in the field of interprofessional care, inclusive of interprofessional education and collaborative practice. With its Impact Factor of 2.6, the journal’s reach and impact expands year on year, as reflected in the publisher’s annual report and rising impact factor. Several CAIPE members serve as the Journal’s Associate Editors.

Members of CAIPE benefit from their association with the journal through opportunities for publication, peer review, and editorial board membership. CAIPE members further benefit from a significant discount on journal subscriptions, available in both digital and print formats. Cross-promotional marketing opportunities also play a key role in extending CAIPE’s international reach and demonstrating its commitment to supporting high-quality scholarship.

The journal contributes financially to the John Horder Award and the All Together Better Health (ATBH) Scott Reeves research award, both of which are issued in collaboration with CAIPE. 2025 will also see the launch of the Hugh Barr Award and renewal of the JIC/ CAIPE collaboration agreement.

ORGANISATIONAL DEVELOPMENT

The CAIPE Governance Infrastructure has been progressively implemented since 2022. The Board has actively engaged with the framework and recognised its value.

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

A trustee self-assessment of governance skills was conducted in May 2025, informing a development session on trustee governance scheduled for later in the year

The governance framework will continue to evolve as trustees become more familiar with its systems and processes, and more generally as governance frameworks respond to the changing environment in which charities operate.

Terms of Reference for CAIPE’s Priority Groups and Subcommittees These have been approved by the Board and are reviewed annually. Their responsibilities are summarised below:

a. The Scholarship and Strategy subcommittee

Provides academic and strategic leadership across CAIPE’s activities.

Key responsibilities include:

Promoting high standards of academic rigour in all scholarly work
Enhancing CAIPE’s visibility and connectivity nationally and internationally
Overseeing the delivery of the CAIPE Strategy
Supporting and coordinating the work of priority groups, including funding submissions
Leading strategic engagement with patients, service users, carers, students, and members
Managing recruitment processes for the President, Chair, Trustees, Associates, and paid staff
Overseeing trustee induction and succession planning

Additional responsibilities:

Conducting annual reviews of trustees, associates, and paid staff
Reviewing the Mission Statement, Values, and Professional Conduct

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CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Coordinating regional and national events in collaboration with priority groups
Reviewing and advising on delegated strategies and policies, including Equality, Diversity & Inclusion (EDI)
Leading investigations as required

b. The Finance, Risk & Governance subcommittee

Provides assurance that CAIPE is well-governed, risks are managed and there is compliance with the Charity Commission regulations and legal requirements.

Key responsibilities include:

Risk management
Financial oversight of operations
Evaluating governance effectiveness
Developing and monitoring the resource strategy
Setting and managing the annual budget
Overseeing data protection and cybersecurity
Preparing the annual report and financial statement

Additional responsibilities:

Reviewing the Scheme of Delegation and Reservation of Board Authority
Setting pricing levels
Conducting the annual internal governance review in line with the Charity Commission’s Code of Governance
Determining remuneration and conditions of service for administrative support
Reviewing and advising on delegated strategies and policies

c. The Marketing & Communications subcommittee

Ensures CAIPE’s profile is actively promoted through strategic communications.

Key responsibilities include:

Developing and delivering the marketing and communications strategy
Overseeing promotional materials, website content, and digital engagement
Commissioning external agencies to enhance CAIPE’s visibility

d. Priority groups

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Established following the CAIPE Strategy consultation, priority groups are responsible for delivering strategic objectives.

Their overarching responsibilities include:

Collaborating with the Marketing & Communications Subcommittee to promote strategy delivery
Seeking support from the Scholarship & Strategy Subcommittee and other contributors
Ensuring representation of students, patients, service users, carers, and members
Upholding CAIPE’s EDI principles
Aligning with NHS policy drivers that promote interprofessional learning and collaborative practice
Requesting financial support to facilitate delivery

CAIPE’s Internal Controls

A scheme of delegation and reservations to the board has been developed for CAIPE and approved by the board, which provides a clear and transparent allocation of responsibilities and accountabilities, and decisionmaking. The board reviews the scheme annually.
A comprehensive risk register was developed following a deep-dive exercise. The risk register complies with the requirements of the Charity Commission and forms a core component of CAIPE’s governance infrastructure.
A suite of policies & procedures and strategies have been established and approved by the board over the past two years. These are formal statements of principles and actions to guide CAIPE’s operations, ensuring consistency of decision-making and regulatory or legal compliance.
Financial policies (e.g. reserves, treasury management, budgeting, expenses, pricing, and procurement) support sound financial management and sustainability.
CAIPE’s external auditor provides external, independent assurance on the effectiveness of financial reporting and internal controls.

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The 2025 list of policies and strategies are as follows:

Policies Reserved to the Board	Approve r	Accountable Subcommittee
Reserves Policy	Board	Finance, Risk & Governance

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CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Treasury Management Policy	Board	Finance, Risk & Governance
Risk Assessment Policy	Board	Finance, Risk & Governance
Cybersecurity Policy tbc	Board	Finance, Risk & Governance
Remuneration and Funding Policy	Board	Finance, Risk & Governance
Expenses Policy	Board	Finance, Risk & Governance
Pricing Policy	Board	Finance, Risk & Governance
Procurement Policy and Contract for Services tbc	Board	Finance, Risk & Governance
Data Protection Policy	Board	Finance, Risk & Governance
Privacy Policy and Privacy Notice	Board	Finance, Risk & Governance
Membership Policy tbc	Board	Finance, Risk & Governance
Confict of Interest Policy	Board	Scholarship & Strategy
Complaints Policy	Board	Scholarship & Strategy
EDI Policy	Board	Scholarship & Strategy
Recruitment Policy	Board	Scholarship & Strategy
Annual Board Performance and Trustee Review Policy	Board	Scholarship & Strategy
Social Media Policy tbc	Board	Marketing & Comms
Frameworks & Strategies Reserved to the Board	Approve r	Accountable Subcommittees
CAIPE Business Strategy	Board	Scholarship & Strategy
Mission Statement, Values and Professional Conduct	Board	Scholarship & Strategy
Annual Internal Governance Review Template	Board	Finance, Risk & Governance
The CAIPE Governance Handbook	Board	Finance, Risk & Governance
Marketing & Communications	Board	Marketing & Comms

tbc – to be completed

– STRATEGIC PRIORITIES FOR THE YEAR AHEAD (2025 2026)

Over the next twelve months, CAIPE will focus on the following key priorities to strengthen its impact, grow its community, and advance interprofessional education across health and social care:

1. Leadership Transition and Continuity

Support a smooth transition for the incoming CAIPE Chair and President

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CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

following the 2025 AGM, ensuring continuity of leadership and strategic direction.

2. Membership Growth and Sustainability

Drive significant growth in CAIPE membership through the implementation of the CAIPE Sustainability Plan, anchored by the successful launch of the CAIPE Quality Standards for IPE at the House of Lords in November 2025.

3. Strategic Delivery through Priority Groups

Provide ongoing support to CAIPE’s four priority groups, enabling them to deliver on strategic objectives and support the implementation and evaluation of the CAIPE Quality Standards.

4. Organisational Development and Governance

Continue to invest in CAIPE’s internal infrastructure, strengthening governance arrangements and ensuring the organisation remains agile, transparent, and fit for purpose.

5. Marketing, Communications, and Digital Presence

Review and enhance CAIPE’s marketing and communications strategy, including the development of the new website that reflects the needs of the CAIPE community and its stakeholders.

6. Global Collaboration and Impact

Sustain CAIPE’s support for the Interprofessional.Global (IP.G) network, reinforcing its commitment to global collaboration through active participation in Partnership Meetings and preparations for the All Together Better Health Conference 2027.

FINANCIAL POSITION AND TREASURER’S REPORT

The financial year from 1 April 2024 to 31 March 2025 saw a recovery from the previous year’s small deficit, closing with a surplus of £4,053 on a turnover of £41,859 (2025) compared with a turnover of £31,500 (2024) and deficit of £5,993.

Income Highlights

Membership Fees increased to £38,075 (2025) from £31,508 (2024) primarily due to an increase in the number of corporate members

UK Centre for the Advancement of Interprofessional Education

CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

CAIPE events, consultancy and workshops provided an income of £1,350 (2025) compared with no income (2024). This reflects the increase in activities taking place as the work of the priority groups moves into the delivery phase of the CAIPE Strategy (2022 – 27).

Expenses

Total expenditure decreased to £36,201 (2025) compared with £39,113 (2024). This can be attributed as follows:

Reduction in attendance at conferences to £1,100 (2025) compared with £6,119 (2024). This reflects a decrease in the in-person attendance at IP.G conferences and the absence of an All Together Better Health International Conference in 2025.
The cost of the hosting the AGM, attendance at board meetings and CAIPE events stands at £10,006 (2025) compared with £6,407. The increase is attributed to the increase in the number of hosted CAIPE events, reflecting the increased activities taking place as the strategy moves into its delivery phase.
Similarly, CAIPE’s priority group expenditure was recorded as £3,924 (2025) this compares with no specific attributed funding in 2024.

Total reserves carried forward at 31[st] March 2025 stood at £160,560. This is all designated as unrestricted income.

Investment income on surplus funds has shown an increase at £1,504 (2025) from £1,190 in 2024.

Risk Management and Strategic Sustainability

The trustees, with dedicated oversight from the Finance, Risk & Governance Subcommittee, maintain continuous review of both internal and external risks to the organisation. In line with best practice, guidance from the Charity Commission regarding public benefit has been carefully considered and is actively integrated into decision-making processes.

The CAIPE Risk Register identifies the most significant risk to the charity as a potential decline in membership, which would directly impact core income and long-term viability. Sustaining and expanding CAIPE’s membership base is therefore central to the organisation’s strategic priorities—not only to secure financial sustainability, but also to enhance CAIPE’s national profile and influence.

To mitigate this risk, the CAIPE Sustainability Plan was launched by the board of trustees in January 2025. This plan outlines a series of targeted actions designed to support the effective delivery of CAIPE’s strategy, with a particular focus on the high-profile launch of the CAIPE Quality Standards for the Design, Management, and Delivery of Pre-Registration Interprofessional Education in the UK, held at the House of Lords in November 2025.

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CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Of particular significance is the fact that these Standards are the first of their kind to be published either nationally or internationally. Grounded in robust research and evidence, they offer a unique and authoritative framework for embedding interprofessional education across health and social care curricula.

The implementation of the Standards is supported by CAIPE’s Priority Groups, which provide wrap-around services including workshops, consultancy, and promotional activities to demonstrate the value of CAIPE membership and support institutions in adopting the Standards.

Looking ahead to 2026, CAIPE anticipates substantial growth in membership income, alongside increased engagement through consultancy and educational workshops. These developments are expected to further amplify the reach and impact of the Standards, reinforcing CAIPE’s leadership in advancing collaborative, person-centred care across the UK and internationally.

Reserves Statement

CAIPE’s Reserves Policy was reviewed in September 2024 and remains aligned with the charity’s legal and financial responsibilities to:

Act in the best interests of the charity and its beneficiaries
Protect and safeguard the charity’s assets
Exercise reasonable care and skill
Ensure accountability and transparency

The Board of trustees has set a target reserves range of £60,000, equivalent to approximately 18 months of general fund expenditure. This level is considered appropriate for a charity of CAIPE’s size and operational profile, providing sufficient flexibility to meet ongoing commitments and respond to unforeseen challenges.

As of 31st March 2025, CAIPE’s undesignated reserves, carried forward stood at £160,560. There are currently no restricted income streams.

Use of Undesignated Reserves

The trustees acknowledge that holding undesignated reserves in excess of £160,000 within a small charity with an annual turnover of just under £42,000 warrants explanation.

Over recent years, CAIPE has prioritised the advancement of its Strategy (2022– 2027) and the establishment of a robust governance infrastructure. We are now entering the delivery phase of this Strategy, marked by the successful launch of CAIPE’s Quality Standards for Pre-Registration Interprofessional Education at the House of Lords on 3rd November 2025.

This phase will require strategic investment. The House of Lords launch is one such example, and similar funding will be necessary to support the work of CAIPE’s three priority groups—Research, Faculty Development, and Translating Evidence into Practice—as they begin to deliver their outputs. Additional expenditure has also been directed towards the development of CAIPE’s new website and a refreshed approach to Marketing & Communications. In response to the increased volume of 24

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CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

activity, the trustees are planning to engage additional support for the administrative assistant, particularly in project management and digital communications.

The trustees consider these to be legitimate and strategic uses of CAIPE’s free reserves, fully aligned with our charitable objectives and organisational goals. We anticipate a more balanced set of accounts in the next financial year and trust this provides assurance of our prudent financial planning and responsible stewardship.

Investment Policy

CAIPE holds its reserves in bank accounts which includes two deposit accounts with Lloyds Bank, holding £14,762 and £130,776 respectively. The remaining balance of £10,300 is held in a current account to ensure liquidity.

Financial Summary

The financial outcome for the year is in line with CAIPE’s expectations, reflecting stable and gradually increasing membership income, alongside the development of new revenue streams. These positive trends have emerged as the charity has focused its efforts on delivering the CAIPE Strategy (2022–2027).

The trustees are confident that current reserves are sufficient to safeguard CAIPE’s financial resilience and to enable continued investment in membership engagement and strategic initiatives.

In accordance with charity regulations and best practice, the trustees are satisfied that CAIPE remains in a sound financial position and will be able to meet all financial obligations as they fall due for at least 12 months from the date of the Annual General Meeting in November 2025.

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CAIPE ANNUAL REPORT AND STATEMENT OF ACCOUNTS (2024 – 2025)

Statement of Trustee Responsibilities

CAIPE trustees are collectively responsible for preparing the trustees’ report and the financial statements, in accordance with charity law.

Charity law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the CIO as at the end of the financial year and of the surplus or deficit of the charity for the year.

In preparing these financial statements the Board is required to:

select suitable accounting policies and then apply them consistently;
make judgements and estimates that are reasonable and prudent;
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business; and
state whether applicable accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements.

The trustees are responsible for keeping accounting records which disclose with reasonable accuracy at any time the financial position of the CIO and to enable them to ensure that the accounts comply with the Charity SORP. They are also responsible for safeguarding the assets of the CIO and for taking reasonable steps for the prevention of fraud and other irregularities.

The trustees are also responsible for the contents of the trustees' report, and the responsibility of the examiner in relation to the trustees' report is limited to examining the report and ensuring that, on the face of the report, there are no inconsistencies with the figures disclosed in the financial statements.

In so far as the trustees are aware, there is no material information, of which the company's examiners are unaware.

For and on behalf of the trustees:

Yours sincerely,

Prof Elizabeth Anderson PhD SRN MW HV & Dr Angela Lennox CBE DL FRCP CAIPE Joint Chair

2025-03-31-accounts

UK Centre for the Advancement of Interprofessional Education

REPORT AND STATEMENT OF ACCOUNTS

UK Centre for the Advancement of Interprofessional Education

REPORT AND STATEMENT OF ACCOUNTS Year ended 31 March 2025

ADMINISTRATIVE DETAILS OF THE CHARITY AND ITS TRUSTEES

CHARITABLE INCORPORATED ORGANISATION (CIO)

JOINT CHAIR REPORT – (on behalf of the trustees)

Notable events this year include:

Awards and Recognition:

Warm regards,

CAIPE Joint Chair

ABOUT CAIPE

Governance and Membership

Mission Statement

Strategic Collaborations

Key Contributions

Publications and Resources

Academic and Global Impact

CAIPE’S PRIORITY GROUPS

REPORTS FROM THE PRIORITY GROUPS

PRIORITY 1 – Annual Report of the Research Priority Group

The CAIPE Research Planning Away Day

Post Away Day Subgroup Progress

In Summary

PRIORITY 2 –Annual Report of the CAIPE Standards Setting Priority Group

Dr Sharon Buckley, Lead, Standards Priority Group

PRIORITY 3 – Annual Report of the Faculty Development Priority Group

Dr Melissa Owens and Dr Sharron Blumenthal, Co-leaders, Faculty Development Priority Group

PRIORITY 4 – the Translating Evidence into Practice Priority Group

Suzy Plows and Dr Emma Pope, Co-leaders, Translating Evidence into Practice Priority Group

THE JOURNAL OF INTERPROFESSIONAL CARE (JIC)

ORGANISATIONAL DEVELOPMENT

a. The Scholarship and Strategy subcommittee

b. The Finance, Risk & Governance subcommittee

c. The Marketing & Communications subcommittee

d. Priority groups

CAIPE’s Internal Controls

– STRATEGIC PRIORITIES FOR THE YEAR AHEAD (2025 2026)

1. Leadership Transition and Continuity

2. Membership Growth and Sustainability

3. Strategic Delivery through Priority Groups

4. Organisational Development and Governance

5. Marketing, Communications, and Digital Presence

6. Global Collaboration and Impact

FINANCIAL POSITION AND TREASURER’S REPORT

Income Highlights

Expenses

Risk Management and Strategic Sustainability

Reserves Statement

Use of Undesignated Reserves

Investment Policy

Financial Summary

Statement of Trustee Responsibilities

THE INDEPENDENT EXAMINER’S REPORT