{"id":145993,"date":"2026-06-16T15:27:18","date_gmt":"2026-06-16T15:27:18","guid":{"rendered":"https:\/\/talogy.com\/?post_type=case_study&p=145993"},"modified":"2026-07-30T19:28:47","modified_gmt":"2026-07-30T19:28:47","slug":"nhs-eeast-x-talogy","status":"publish","type":"case_study","link":"https:\/\/talogy.com\/en-gb\/case-studies\/nhs-eeast-x-talogy\/","title":{"rendered":"NHS EEAST x Talogy"},"content":{"rendered":"\n
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Home<\/a><\/span> \/ Case studies<\/a><\/span> \/ NHS EEAST x Talogy<\/strong><\/span><\/span><\/div>\n\n\n

Building an accredited NHS coaching community<\/h1>\n\n\n\n

Client:<\/strong> East of England Ambulance Service NHS Trust<\/p>\n\n\n\n

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Connect with an expert<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n\n\n\n

Explore how East of England Ambulance Service NHS Trust partnered with Talogy to develop accredited internal coaches and establish a Coaching Academy<\/p>\n\n\n\n

Industry: Healthcare
Global HQ: UK
Solution: Talogy’s Coaching with Emotional Intelligence programme<\/p>\n\n\n\n

East of England Ambulance Service NHS Trust partnered with Talogy to develop 36 accredited internal coaches and establish a Coaching Academy that supports leadership development<\/a>, staff wellbeing and professional growth across a geographically dispersed frontline workforce.<\/p>\n\n\n\n

Operating in a high-pressure healthcare environment, EEAST wanted to create greater consistency in coaching practice, increase internal coaching capability and establish the governance needed to support a sustainable NHS coaching culture. Through Talogy’s Coaching with Emotional Intelligence programme, the Trust is building a network of accredited coaches and laying the foundations for a high-quality coaching academy that can support colleagues across the organisation.<\/p>\n\n\n\n

The challenge<\/h2>\n\n\n\n

EEAST serves a large, diverse region with teams working in high-pressure, time-critical environments. Many leaders and specialists already used coaching or embedded coaching within mentoring, facilitation, clinical supervision, community first responder support and team development.<\/p>\n\n\n\n

As the Trust invested in leadership capability and staff wellbeing, they identified three priorities:<\/p>\n\n\n\n

1. Consistency and confidence<\/h3>\n\n\n\n

Move variable approaches to a shared, professional standard of coaching practice.<\/p>\n\n\n\n

2. Capacity and reach<\/h3>\n\n\n\n

Build a sustainable internal group of accredited coaches to support colleagues across geographies and shift patterns.<\/p>\n\n\n\n

3. Culture and quality<\/h3>\n\n\n\n

Establish a c<\/s>oaching academy with clear governance, supervision and measurement so coaching is safe, ethical and high impact in a healthcare context.<\/p>\n\n\n\n

To meet these needs, EEAST wanted to offer three cohorts of 36 participants the opportunity to achieve a recognised coaching accreditation and lay the foundations for a Trust-wide Coaching Academy.<\/p>\n\n\n\n

Objectives of the programme<\/h3>\n\n\n\n

Working in partnership with Talogy, EEAST set out to:<\/p>\n\n\n\n