From momentum to meaningful change: How advancing women is reshaping policing – Police1

Report on Advancing Women in Policing: A Global Imperative for Sustainable Development

Introduction: Aligning Law Enforcement with Global Goals

This report analyzes the systemic underrepresentation of women in law enforcement and the coordinated international movement to foster gender equality within the profession. Advancing women in policing is not merely an issue of equity but is essential for achieving key United Nations Sustainable Development Goals (SDGs), particularly SDG 5 (Gender Equality) and SDG 16 (Peace, Justice, and Strong Institutions). Historically a male-dominated field, law enforcement is undergoing a critical transformation as agencies recognize that gender diversity is fundamental to operational effectiveness, community trust, and institutional legitimacy.

The Strategic Link Between Gender Equality and Public Safety

Evidence-Based Benefits and Alignment with SDG 16

Decades of research confirm that increasing the representation of women in policing directly contributes to the objectives of SDG 16 by fostering more peaceful, just, and inclusive societies. The operational benefits include:

• Reduced use of excessive force.
• Fewer public complaints and lawsuits.
• Enhanced success in supporting victims of crime, particularly in cases of gender-based violence.
• Improved community trust and perceived legitimacy of law enforcement agencies.

Despite these proven advantages, women remain significantly underrepresented, comprising approximately 14% of officers in local departments and 7% in state agencies in the United States. This disparity highlights a critical gap in achieving SDG 5, which calls for women’s full and effective participation and equal opportunities for leadership in all areas of public life.

A Coordinated Movement for Systemic Change

A global movement is shifting the focus from individual support to systemic reform. This effort is spearheaded by advocacy organizations and landmark initiatives aimed at dismantling institutional barriers.

1. The 30×30 Initiative: Launched in 2021, this research-backed initiative provides a framework for agencies to increase the representation of women in recruit classes to 30% by 2030. It directly targets SDG 5.5 (Ensure women’s full and effective participation and equal opportunities for leadership) by focusing on systemic changes in recruitment, promotion, and workplace culture. Agencies participating for two years reported a 28% increase in women recruits.
2. International Adaptation: The movement’s principles are being adopted globally, with programs like Canada’s 30Forward initiative. This international momentum underscores a shared understanding that gender equality is crucial for modernizing police services and building institutions that are effective and accountable, in line with SDG 16.6.

Overcoming Barriers to Achieve SDG 8: Decent Work and Economic Growth

Identifying and Mitigating Systemic Obstacles

The persistence of gender inequality in policing is rooted in systemic barriers that hinder recruitment, retention, and advancement. These challenges directly contravene the principles of SDG 8 (Decent Work and Economic Growth) and SDG 10 (Reduced Inequalities). Key barriers include:

• Biased hiring and promotion processes that favor traditional male attributes.
• Ill-fitting equipment and facilities designed without consideration for women.
• Inadequate policies for pregnancy, parental leave, and caregiving responsibilities.
• Workplace cultures that tolerate bias, discrimination, or harassment.

Implementing Reforms for an Inclusive Workforce

In response, progressive agencies are implementing reforms that align with the goal of providing decent work for all. These actions represent concrete steps toward achieving SDG targets:

• Equitable Recruitment: Auditing and modernizing recruitment practices to remove unnecessary hurdles and showcase diverse roles and voices.
• Transparent Promotion Systems: Ensuring advancement processes are fair, clear, and based on merit.
• Supportive Policies: Reviewing and updating policies to support officers through pregnancy, caregiving, and reintegration, promoting a healthy work-life balance.
• Focus on Wellness: Investing in flexible shifts, peer support, and mental health resources, recognizing that organizational health is paramount for a productive workforce (SDG 8.8).

Recommendations for Action: A Roadmap for Sustainable Institutions

Key Steps for Law Enforcement Agencies

To accelerate progress, law enforcement agencies should adopt a strategic, data-driven approach. The following steps are critical for building inclusive, effective, and sustainable institutions aligned with the SDGs:

1. Commit to Leadership and Data Tracking: Ensure clear and intentional commitment from leadership, supported by robust data tracking on recruitment, retention, and promotion to measure progress toward gender equality targets.
2. Audit and Modernize Policies: Conduct a comprehensive review of all policies, from recruitment to retirement, to ensure equity and address the specific needs of women officers, including caregivers.
3. Establish Feedback Mechanisms: Create formal channels to hear directly from officers about their experiences and adjust policies and practices accordingly.
4. Build Leadership Pathways: Implement structured mentorship programs and create clear, transparent pathways for advancement to cultivate a diverse pipeline of future leaders.
5. Leverage Partnerships: Collaborate with initiatives like 30×30 and organizations such as NAWLEE, WIFLE, and IAWP to access best practices and accelerate reform.

Conclusion: The Future of Policing is Inclusive

Advancing women in law enforcement is an indispensable strategy for addressing current workforce challenges and building stronger, more resilient police services. By creating environments where women can thrive, agencies not only attract and retain qualified talent but also significantly enhance their effectiveness and community trust. This work is central to fulfilling the promise of the Sustainable Development Goals, particularly the creation of peaceful, just, and inclusive institutions (SDG 16) built on the foundation of gender equality (SDG 5). Sustained progress requires intentional action, measurable results, and a collective recognition that a more equitable profession is a more effective one for everyone.

1. Which SDGs are addressed or connected to the issues highlighted in the article?

The article on advancing women in policing connects to several Sustainable Development Goals (SDGs) by addressing issues of gender equality, decent work, and the effectiveness of public institutions. The primary SDGs identified are:

• SDG 5: Gender Equality

  This is the most central SDG to the article. The entire text focuses on the underrepresentation of women in policing, the systemic barriers they face, and the coordinated efforts to achieve gender equity within the profession. The article explicitly discusses ending discrimination, ensuring equal opportunities for leadership, and implementing policy changes to support women, which are core tenets of SDG 5.

• SDG 8: Decent Work and Economic Growth

  The article addresses the quality of the work environment in policing. It highlights issues that prevent the profession from offering “decent work” for women, such as “biased hiring processes, ill-fitting equipment, inadequate pregnancy and parental leave policies,” and workplace cultures that tolerate harassment. By advocating for reforms in these areas, as well as promoting wellness, fair promotion systems, and retention, the article aligns with the goal of creating safe, inclusive, and productive employment for all.

• SDG 16: Peace, Justice and Strong Institutions

  This goal is relevant because policing is a fundamental public institution responsible for maintaining peace and justice. The article argues that increasing the representation of women strengthens these institutions. It cites research showing that women officers “use less force, receive fewer complaints and earn higher trust from communities.” This directly contributes to building more “effective, accountable and inclusive” institutions, as called for in SDG 16. A police force that reflects its community is better able to respond with “empathy and legitimacy,” thereby strengthening public safety and trust.

2. What specific targets under those SDGs can be identified based on the article’s content?

Based on the issues discussed, several specific SDG targets can be identified:

• Under SDG 5 (Gender Equality):

  • Target 5.1: End all forms of discrimination against all women and girls everywhere.

    The article directly addresses this by identifying the need to dismantle “workplace cultures that tolerate bias, discrimination or harassment” within police departments.

  • Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership in political, economic and public life.

    This is a core theme of the article, which states that “Women have long been underrepresented in policing, especially in leadership.” It highlights initiatives like 30×30 and organizations like NAWLEE that aim to “expand leadership pipelines, mentorship and policy advocacy” to ensure women have equal opportunities for advancement.

• Under SDG 8 (Decent Work and Economic Growth):

  • Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men…and equal pay for work of equal value.

    The article’s focus on improving recruitment and retention of women, modernizing promotion systems to be “more transparent and equitable,” and auditing policies to “ensure equity in process” directly supports the creation of decent work and equal opportunities for productive employment.

  • Target 8.8: Protect labour rights and promote safe and secure working environments for all workers…

    The article points to the need to address “ill-fitting equipment” and “inadequate pregnancy and parental leave policies.” Furthermore, the push for investing in “wellness,” “peer support programs and mental health care” aligns with creating a safer and healthier working environment for all officers.

• Under SDG 16 (Peace, Justice and Strong Institutions):

  • Target 16.6: Develop effective, accountable and transparent institutions at all levels.

    The article argues that advancing women improves policing effectiveness, citing research that female officers are “less likely to use excessive force” and are “widely viewed as more trustworthy and compassionate.” The call to make promotion systems “more transparent” also contributes directly to this target.

  • Target 16.7: Ensure responsive, inclusive, participatory and representative decision-making at all levels.

    The article emphasizes that police leaders are “recognizing that building agencies that reflect and serve their communities requires recruiting and supporting women.” This directly relates to making institutions more representative and inclusive. The goal is to move from “symbolic participation to systemic change” where the institution truly represents the community it serves.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

Yes, the article mentions and implies several quantitative and qualitative indicators that can be used to measure progress:

• Indicators for SDG 5 & 16 Targets:

  • Proportion of women in the police force: The article provides a baseline figure, stating women represent “about 7% of sworn officers in state agencies and 14% in local departments.” Tracking this percentage over time is a direct indicator of progress in representation (relevant to Indicator 16.7.1).
  • Proportion of women in leadership positions: The article notes that women are “especially” underrepresented in leadership. Measuring the percentage of women in ranks such as sergeant, lieutenant, captain, and chief would be a key indicator for Target 5.5.
  • Recruitment rates of women: The article explicitly mentions a measurable outcome of the 30×30 Initiative: “a 28% increase in women recruits” for participating agencies. This serves as a direct progress indicator.
  • Retention and attrition rates of women: The article implies this indicator by stating that leaders should be “tracking data on… retention, promotion and attrition” and conducting surveys to learn “what makes women leave or stay.”

• Indicators for SDG 16 Targets:

  • Number of complaints against officers, disaggregated by gender: The article states that women are “less often the subject of complaints.” Tracking and comparing this data would serve as an indicator of improved police accountability and community relations.
  • Incidents of use of force, disaggregated by gender: The claim that “women officers use less force” suggests that tracking these incidents would be a valuable indicator of progress towards a more peaceful and just application of the law.
  • Measures of community trust: The article asserts that women “earn higher trust from communities.” This can be measured through public surveys and community feedback mechanisms, serving as an indicator of the institution’s legitimacy and effectiveness.

4. Create a table with three columns titled ‘SDGs, Targets and Indicators” to present the findings from analyzing the article. In this table, list the Sustainable Development Goals (SDGs), their corresponding targets, and the specific indicators identified in the article.

Source: police1.com