How Garda’s Wellbeing Office Is Making a Difference: 5 Insights from Vivienne Horkan

This blog is based on an episode of Kara Connect’s podcast with CEO Tobba Vigfusdottir and Vivienne Horkan, wellbeing program manager at the Garda National Wellbeing Office.

Vivienne Horkan has shaped wellbeing strategy for An Garda Síochána, Ireland’s national police force, a large, complex organisation with over 18,000 personnel. In this conversation, Vivienne shares what’s been working, what they’re still learning, and practical advice for anyone aiming to build a workplace where wellbeing is part of the daily culture, not just a side project.

Here are five grounded tips from Vivienne’s experience leading the Garda Wellbeing Office:

1. Start by listening and ask what people actually need

“A lot of organisations have employee support programs or EAP, the employee assistance program. I think they’re a good starting point… You need to ask, you know, people what they’re looking for, what they think has to happen. And that’s through surveys… because organisations might be going off organising amazing things… but at the end of the day, it might be around work demands or it could be around addressing stigma for mental health.”

Vivienne’s team began with a health needs assessment to uncover real issues affecting Garda personnel. Rather than assuming what staff would find helpful, they asked directly, and used the answers to shape their strategy and initiatives. When in doubt, ask and act on the feedback.

2. Secure leadership buy-in and build a network of champions

“You do have to have senior leadership backing or buy-in, you know, for health and wellbeing within an organisation. Not that it can’t be one off initiatives, but… people want to see that there’s programs there that are lasting… Having those champions around the place… One department or one section can’t drive health and wellbeing. It has to be an ownership of everyone.”

Senior leadership support legitimises wellbeing as an organisational priority. But it’s just as important to foster a grassroots network—local wellbeing “champions” who keep the message alive in day-to-day work, help break down stigma, and connect colleagues with resources. Top-down and peer-led approaches go hand in hand.

3. Use data to track progress – but keep it personal and relevant

“We look at the analytics for maybe the COPS app to make sure it’s utilised and what areas people are most interested in so we can really build on those areas… whatever programs we utilise… we actually have a measurement against.”

Measurement matters. Garda’s approach is to gather survey data for benchmarking, track engagement with digital tools like their COPS wellbeing app, and test if specific initiatives (like their menopause guidance) respond to staff needs. Collect data, but also bring it back to personal stories, relevance, and real improvement.

4. Address stigma with visible, practical support and open conversation

“Out of the last health needs assessment survey, you know, the communication piece was very important… we launched our Garda Síochána mental health first aid program… Our kind of target is to deliver first aid to as many Garda personnel as we can… to infiltrate the culture whereby people understand what mental health is, what supports are there, and just to have that conversation and start making it a safe space for people…”

The Garda Wellbeing Office doesn’t just offer support—they work to make it visible and normal. Training thousands of staff in mental health first aid has started crucial conversations and helped break down stigma. Their initiatives, like the menopause guidance document, grew directly from survey feedback and were designed to open up new, honest discussions in a diverse workforce.

5. Make manager support practical, empathetic, and ongoing

“Visibility is really important… having regular check-ins. Even for our own team… it’s around just people feeling comfortable, just checking in… For managers, I think we obviously need to do more… because a lot falls on them in relation to trying to get operational tasks done, but also supporting teams. So there is stuff that needs to happen. But again, it comes down to communication.”

Managers play a pivotal role in staff wellbeing. Vivienne emphasises that practical things, regular check-ins, being approachable, role modelling healthy boundaries, and knowing how to signpost to available supports, are what make wellbeing real in everyday work culture.

Conclusion

The Garda National Wellbeing Office isn’t just rolling out programs, it’s embedding wellbeing into the heart of a complex public service. Their approach: listen deeply, measure thoughtfully, build supportive networks, and keep the conversation going at every level.