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 |