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Table 2 Implementation factors influencing MAS delivery during feasibility testing

From: Co-design and feasibility of a pharmacist-led minor ailment service

Level Implementation factors Description of implementation factors
Patient level 1.1 Pharmacist interaction with patient The degree to which the pharmacist interacts with the patient.
Patient level 33. Customer needs Real or perceived needs and demands of the patients.
Patient level 38 Patients’ awareness and observability Patients’ background knowledge on the necessity of providing MAS through pharmacists, and their own need of receiving it.
Patient level 9. Observability Level up to which the benefits of providing MAS are seen by individuals.
Interpersonal level 7. Complexity Difficulty perceived for the implementation of MAS in the pharmacy, described by the duration, objectives and strategies required within the program.
Interpersonal level 12. Characteristics Qualities, features or personalities of the providers and pharmacy owners, that will act as enablers or become barriers when providing MAS.
Interpersonal level 14. Individual stage of change Stage at which each provider sits in relation to the evolution and progress over time.
Interpersonal level 15. Knowledge and experience The extent to which the targeted individuals have skills, knowledge and experience that they need to adhere.
Interpersonal level 17. Auto efficacy Provider’s self-beliefs to achieve the objectives established to provide and implement MAS.
Interpersonal level 19.1 Knowledge of own practice The extent to which the targeted health care professionals are aware of their own practice in relation to recommended practice.
Interpersonal level 20. Team communication Type, quantity, communication flow between the pharmacy’s staff around MAS.
Interpersonal level 23. Priority (relative) perception Perception shared by the pharmacy’s workers about the importance of the implementation of MAS.
Interpersonal level 24. Culture Expectations and shared values of all the pharmacy’s members.
Interpersonal level 28. Non-financial incentives The extent to which individuals have non-financial incentives to adhere (e.g. personal recognition, CPD)
Interpersonal level 30. Internal supporters and opponents Support provided by the pharmacy staff members for the implementation of MAS.
Interpersonal level 32. Leadership engagement Commitment, involvement, capability and responsibility of the head of the pharmacy towards implementing MAS.
Interpersonal level 36 Relationship with physicians Working relationships established between the pharmacy and its pharmacists and physicians within its surroundings.
Interpersonal level 37. Physicians’ awareness and observability Perception and knowledge of physicians on the necessity of providing MAS through pharmacists.
Organizational level 2. Time Amount of time devoted to providing MAS.
Organizational level 6. Resource use by staff Level of use of the adequate bibliographical / technological resources to deliver MAS.
Organizational level 18. Teamwork Abilities of the pharmacy’s staff to work together as a group.
Organizational level 19. Workflow (Team processes) Way in which the pharmacy’s activities are divided and coordinated amongst its staff, including how pharmacy tasks are structured, how they are performed, in what order, how they are synchronised and how this affects the provision of service.
Organizational level 26. Structural characteristics Pharmacy design, age, size and maturity in relation to the provision of MAS.
Organizational level 27. Resource availability The extent to which the resources that are needed to adhere are available.
Organizational level 32.1 Capacity to plan change The extent to which the targeted healthcare professionals have the capacity to plan necessary changes in order to adhere.
Organizational level/ Health system level 28.1 Financial incentives (service profitability) The extent to which individuals have financial incentives or disincentives to adhere (e.g. ability to earn a profit from MAS).