Table 2 Facilitators and Barriers to Delivery and Implementation
Sub-themes | Setting Specific | ||
|---|---|---|---|
Supermarket | Community pharmacy | Community Health (range of site types) | |
Role legitimacy | - Role legitimacy less clear | + Fits well with changing responsibilities of pharmacy and contractual arrangements | +Integration with other services (e.g. smoking cessation) |
+Strong role legitimacy | |||
+ Compatibility with raising awareness and marketing approaches | -Variability of roles | ||
+Integrates with other services (e.g. MUR) | |||
+Trusted health professional status and strong role legitimacy for pharmacists and healthy living champions | |||
-Role legitimacy for other pharmacy staff more variable | |||
Audience reach and engagement | + Wide audience reach | + Time available when waiting for prescriptions | +Flexibility of multiple sites and wide audience reach in targeted hard to reach areas |
+ Information taken home for others | -High percentage of regular/repeat customers limits audience reach | ||
-Variable reach of customer base and engagement | +Able to attend to wider range of social factors | ||
+Some sites (e.g. café) more time for discussion | |||
Level of information and materials | + Appropriate training and materials for setting | +Materials encourage permission to ask for advice | + Materials attract attention |
+Displays, free giveaways and materials attract attention | -Additional “props” felt necessary | - Lack of flexibility to incorporate more creative local solutions | |
- Perceived insufficient training and knowledge can result in lack of confidence | |||
Dealing with a sensitive topic within public spaces | - Not wanting to offend or embarrass | +Availability of private consultation room | +Support from wellbeing advisors available |
-Public space - not engaging those most in need | +Availability of support from trained health professional for counter staff | +Trained in provision of healthy lifestyle advice | |
-Public space - not appropriate for dealing with sensitive | -Not wanting to offend or embarrass | - Public space - not engaging those most in need | |
topics or people upset | |||
- Public space – not engaging those most in need | |||
-Lack of privacy at counter | |||
Familiarity with customer base | + Existing relationships know customers well | + Existing relationships – know customers well | +Know customers well (when integrated with other services) |
- Public expecting food testing/giveaways | -Familiarity affects engagement when “private” topic | - Lack of time to develop trust | |
-Familiarity affects engagement when “private” topic | +Ability to follow progress of return customers | ||
Dealing with a sensitive topic within public spaces | - Not wanting to offend or embarrass | +Availability of private consultation room + Availability of support from trained health professional for counter staff | +Support from wellbeing advisors available |
-Public space - not engaging those most in need | +Trained in provision of healthy lifestyle advice | ||
- Public space not appropriate for dealing with sensitive topics or people upset | -Not wanting to offend or embarrass | - Public space - not engaging those most in need | |
- Public space – not engaging those most in need | |||
-Lack of privacy at counter | |||
Physical spaces and environmental context | + Cue to action – proximity to alcohol sales | + seen as health-related space | +Flexibility and variability of delivery “sites” |
- Conflict of interest – proximity to alcohol sales | -“busyness” of pharmacy setting | -External conditions in some sites (e.g. weather, noise) | |
Organisational context | +Dedicated staff time | +Existing links to other referral networks and services | +Volunteer training |
-Working on own with no support | -Lack of dedicated staff time | +Links to local knowledge and other referral networks | |
-No existing links to or knowledge of other services | -Can conflict with other pharmacy priorities | +Dedicated staff time | |
- Health professional status can limit honest responses | -Variable organisational support and priorities | ||