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Updated: Sep 8, 2025

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Evaluating the coaches' experience in the Flip the Pharmacy program.

Arwa A Al-Khatib, William R Doucette, Lindsey Ludwig

    Journal of the American Pharmacists Association : Japha
    |June 14, 2022
    PubMed
    Summary
    This summary is machine-generated.

    Peer coaches in the Flip the Pharmacy program gained valuable experience in practice transformation. Enhancing coach training and role clarity is recommended for future pharmacy coaching initiatives.

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    Area of Science:

    • Pharmacy Practice Transformation
    • Healthcare Coaching Models
    • Patient-Centered Care Implementation

    Background:

    • The Flip the Pharmacy (FtP) program utilizes peer coaching to foster patient-centered and sustainable pharmacy practices.
    • Peer coaches are integral to supporting pharmacy teams and delivering feedback within the FtP program.
    • Understanding the experiences of peer coaches is crucial for optimizing future coaching initiatives in pharmacy practice transformation.

    Purpose of the Study:

    • To document the experiences of peer coaches during the first year of the FtP program.
    • To identify key facilitators and barriers encountered during program implementation.
    • To formulate recommendations for enhancing the effectiveness of future pharmacy peer coaches.

    Main Methods:

    • A qualitative research design was employed, utilizing semistructured telephone interviews with all seven peer coaches from FtP Team Iowa.
    • Interviews focused on coaching strategies, personal experiences, and perceived facilitators and barriers to implementing the FtP program across 30 pharmacies.
    • Transcripts were analyzed using thematic analysis, with independent coding by two researchers, followed by consensus discussions and code aggregation.

    Main Results:

    • Coach experiences were categorized into three themes: program preparation training, role clarity, and the nature of pharmacy visits (in-person vs. virtual).
    • Significant facilitators and barriers to program implementation were identified.
    • Recommendations for program improvement centered on accountability, knowledge sharing among peer coaches, and targeted training.

    Conclusions:

    • Improving consistency and role clarity for peer coaches can be achieved through enhanced communication training, defined expectations, and structured knowledge-sharing platforms.
    • Peer coaches can enhance service value and program execution by integrating workflows and improving contract opportunities.
    • Further research is warranted to explore the impact of peer coaching roles on sustaining practice transformation and successful service delivery in pharmacies.