Pharmacy factors |
Pharmacist numbers |
Other pharmacist(s) available to maintain day-to-day functions of the pharmacy |
Maximising the number of pharmacists able to immunise |
Reliance on pharmacist to provide the (flu) service |
|
Extended trading |
Evening opening hours |
Weekend opening hours |
|
Pharmacy location |
Proximity/co-location with GP practice |
Footfall |
Pharmacy as part of defined community |
Rurality |
Town centre |
Population served by pharmacy |
|
Staff support |
Delegation of roles to staff |
Training |
Recruiting patients |
|
Flexibility to offer vaccinations |
Drop in/no appointments needed |
|
Identifying patients |
Checking against prescriptions |
Promoting vaccination to people accessing other pharmacy services |
Targeting specific at-risk groups |
|
Planning approach |
Business focus — profitability |
Providing a high-quality professional service (altruism) |
Capacity or absence of planning |
Planning to supplement (mop up) GPs |
|
Impact on other services |
Reducing level of other services to accommodate vaccination |
|
Premises/facilities |
Number of consultation rooms |
|
Public awareness |
Word of mouth |
Snowballing |
Staff raising awareness |
|
Promotional material |
Corporate display materials |
Insufficient/inadequate/delayed promotional materials |
Promotional displays |
Restrictions on advertising |
No awareness of NHS service |
Decision not to promote by pharmacy |
Importance of flu vaccination/eligibility |
|
External factors |
Finance |
Profit motive |
Incentives |
Unimportance of profit |
|
GP relationships |
Reciprocity |
Conflict avoidance |
Views of GPs and practice staff |
|
Vaccine availability |
Supply chain shortages |
Purchasing restrictions |
Uncertain demand |
|
Administrative burden |
Paperwork |
|
Commissioning processes |
Accreditation processes |
Patient Group Direction |
Approval by health board |