• Tara Humphrey

The CEPN Service Pyramid | Lessons from the Private Sector

Updated: Jun 11, 2019

Even though Community Education Provider Networks (CEPN) run as public sector, not for profit networks, applying some lessons from the private sector will help you to articulate the service your CEPN provides.

The product pyramid below has been adapted to represent the 4 services that CEPNs typically provide which can serve as a tool to help you articulate what your CEPN does or aims to achieve.

Applying the principle of the KISS - Keep It Simple Stupid,  is a short and easy tool to support your CEPN communication strategy and operating plan.

Tier 1 represents your networks FREE activity (not including your time), which may include developing newsletters and sharing the latest information regarding education and training.

Tiers 2 and 3 represent the service you are required to deliver as part of your initial Health Education England contract.

Tier 4 activity is the key to your networks sustainability where you are looking for externally funded opportunities to submit project proposals or are requested by your network stakeholders to deliver services.

For example, one of my CEPN clients was commissioned to deliver domestic violence training and recently CEPNs in South London have been successfully awarded funds to pilot the training required to support care navigation.

These projects bring additional funding into the CEPN helping you to; develop a solution to a need, add value to your stakeholders, build deeper relationships and embed your networks’ role in improving patient care through professional development.

The aim of this tool is to help you consider how you can move stakeholders from the tier 1 FREE activity, through to creating tier 4 revenue streams. Tactics to support this activity may include:

  • Ensuring you are aware of funding opportunities through government policies and  local initiatives, i.e. GP Forward View Initiatives, Sustainability Transformation Plans.

  • Building relationships with your Clinical Commissioning Groups, GP Federations, and other strategic stakeholders to identify how your training expertise can support service redesign, general practice resilience plans and the delivery of new models of care.