By Tanya Meisenholder, Maureen “Mo” McGough, Chief Sheryl D. Victorian, Catrina Bonus and Inspector Valarie Gates
Women have long been underrepresented in policing, especially in leadership. That’s no surprise — the profession was built by men, for men. But change is underway.
What began as a push from women in the field, supported by longstanding organizations and new coalitions, has grown into a coordinated effort to rethink who enters, who stays and what it takes to lead in policing today.
Police leaders across the United States and internationally are recognizing that building agencies that reflect and serve their communities requires recruiting and supporting women. At a time when departments are struggling to attract and retain officers, advancing women is no longer a side issue — it is essential.
Research shows women officers use less force, receive fewer complaints and earn higher trust from communities. Supporting women strengthens recruitment, retention and ultimately public safety.
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A movement takes shape
Decades of research confirm that advancing women in policing improves public safety, not just representation. Women officers are less likely to use excessive force, more successful in supporting victims, less often the subject of complaints and are widely viewed as more trustworthy and compassionate. Yet they remain underrepresented — about 7% of sworn officers in state agencies and 14% in local departments.
This imbalance has persisted despite early advocacy. The National Center for Women & Policing, founded in 1995, built an evidence base linking women’s advancement to stronger public safety responses, particularly around gender-based violence. Organizations such as the International Association of Women Police (IAWP), the National Association of Women Law Enforcement Executives (NAWLEE) and Women in Federal Law Enforcement (WIFLE) have expanded leadership pipelines, mentorship and policy advocacy.
Together, these efforts laid the foundation for today’s broader movement: shifting from symbolic participation to systemic change. Increasingly, leaders recognize that supporting women is essential to building healthier, more effective departments.
A pivotal development in this movement was the launch of the 30x30 Initiative in 2021 — a coordinated, research-backed effort to help agencies take measurable steps to support and improve the representation and experiences of women in law enforcement. Unlike efforts focused mainly on supporting individual officers, 30x30 emphasizes changing the systems and structures that have historically excluded women or failed to support them.
The results are encouraging. Agencies that reported on two years of participation noted a 28% increase in women recruits after addressing barriers in recruitment, equipment, wellness and promotion processes. These changes not only improve outcomes for women but also strengthen wellness, equity and retention across entire departments.
Momentum is crossing borders. Canada’s 30Forward initiative adapts the 30x30 framework to local needs, focusing on recruitment, retention, mentorship and allyship. Similar coalitions in New Zealand, Australia and other countries reflect a broader international recognition: advancing women in policing is not symbolic but essential to building more effective, modern and trusted police services.
The push for change is fueled by growing recognition of the barriers that drive women away from policing — biased hiring processes, ill-fitting equipment, inadequate pregnancy and parental leave policies, limited mentorship and workplace cultures that tolerate bias, discrimination or harassment. These challenges are well documented in both research and officer experiences.
Agencies are beginning to respond. Many have reworked recruitment practices — removing unnecessary hurdles, updating messaging and ensuring candidates hear from a wider range of voices. Departments are also modernizing promotion systems, making them more transparent and equitable. Internally, some are reviewing policies and facilities to better support officers through pregnancy, caregiving and reintegration.
Wellness has also become a priority. Agencies are investing in more flexible shifts, peer support programs and mental health care, recognizing that organizational health depends on workforce well-being. These reforms mark a shift in workforce planning — maintaining high standards while building environments that attract, support and retain diverse and qualified personnel.
Coordinated action: How change is taking root
Experience across agencies highlights several consistent lessons. Leadership matters — policies only succeed when leaders are clear and intentional about their commitment. Tracking data on recruitment, retention, promotion and attrition helps identify problems and measure progress. Facilities and equipment that meet diverse needs directly affect morale and readiness, while mentorship and transparent advancement systems are critical for building leadership pipelines.
For agencies beginning this work, several steps are most impactful:
- Showcase a wide range of roles and voices in recruitment.
- Audit policies to ensure equity in process and address needs such as pregnancy and caregiving.
- Create feedback loops to hear directly from officers and adjust based on their input.
- Build leadership pathways early, pairing mentorship with clear advancement opportunities.
- Leverage frameworks like 30x30 and partnerships with organizations such as NAWLEE, WIFLE and IAWP to accelerate progress.
The road ahead
With historic staffing challenges, agencies cannot afford to overlook qualified talent or create conditions that drive officers out. Building environments where women can thrive is not optional — it is central to addressing the workforce crisis. Representation also strengthens community trust: when agencies reflect those they serve, they are better equipped to respond with empathy and legitimacy.
Progress looks different across departments, but the agencies seeing results treat this work as ongoing, not a one-time fix. Fair promotion processes, modern policies and investments in wellness ultimately benefit everyone. Sustaining momentum will depend on leaders who act intentionally, measure results and recognize that building a stronger, more resilient profession starts from the inside out. The time to act is now.
Training discussion points
- How can your agency ensure its recruitment process highlights diverse voices and role models?
- Which policies or facilities might unintentionally disadvantage women or caregivers?
- What data could your department begin tracking to measure progress toward gender equity?
- How can leaders reinforce mentorship and allyship as everyday practices, not just formal programs?
Tactical takeaway
Conduct an internal survey to learn what makes women leave or stay, then use those results to guide changes in scheduling, equipment fit and parental leave policies.
What’s one change your agency has made or should make to better support women officers? Share below.
About the authors
Dr. Tanya Meisenholder directs Police Research at the NYU School of Law’s Policing Project, leading the 30×30 Initiative to advance women in policing and supporting projects on alternative response, technology, and legislation. A former NYPD Chief of Staff and Deputy Commissioner, she led transformation efforts in training, accountability, and recruitment, and now helps agencies nationwide translate research into practical reform. Tanya earned her Ph.D. in Criminal Justice from SUNY Albany, is a Senior Management Institute for Police graduate, and certified as a Modern Chief Diversity Officer. She serves on advisory boards for Rockefeller College and the National Association of Professional Staff in Public Safety.
Maureen McGough co-founded the 30×30 Initiative, a movement improving the representation and experiences of women in law enforcement across North America. She serves as Strategic Advisor for the Center for Excellence in Policing and Public Safety at the University of South Carolina School of Law, where she was the founding Executive Director. Previously, she was Chief of Strategic Initiatives at NYU’s Policing Project and spent a decade with the U.S. Department of Justice and Department of State, working on evidence-based policing, criminal justice reform, and counter-poaching efforts in East Africa. Maureen sits on the FBI’s Law Enforcement Education and Training Council, the American Society of Evidence-Based Policing board, and is a Brookings Institution Public Leadership Fellow. She earned her J.D. from George Washington University Law School.
Chief Sheryl Victorian, a native Texan, has dedicated over 32 years to the police profession. After serving nearly 28 years with the Houston Police Department, she was sworn in as the City of Waco’s first female and first African American Chief of Police on March 15, 2021. Chief Victorian has earned a Doctorate of Philosophy degree in Administration of Justice, and her dedication and service have earned her numerous local and national awards and commendations. Chief Victorian chairs the Texas Police Chiefs Association’s (TPCA) Women’s Executive Leadership Committee (WELC), is the 2nd Vice President for the National Association of Women Law Enforcement Executives (NAWLEE), and is a board member for the International Chiefs of Police Association (IACP). Chief Victorian is the author of “The Me I See,” a children’s book that encourages girls and boys to envision themselves as future police officers.
Catrina Bonus, a retired U.S. Secret Service executive with 26 years of federal law enforcement experience, made history as the agency’s first female Deputy Chief of the Uniformed Division, overseeing 700 officers and White House security operations. She later directed all training programs at the Secret Service’s facility, managing a $51 million budget and major organizational improvements. In 2023, Catrina became President and CEO of Women in Federal Law Enforcement (WIFLE), leading national efforts to recruit, retain, and develop women in federal law enforcement. She expanded executive training, mentorship, scholarships, and community engagement through initiatives such as WIFLE’s Engagement & Community Impact program and the Julie Y. Cross Memorial Golf Tournament. Catrina holds a B.S. and M.A. in Criminal Justice, an M.S. in National Resource Strategy from the National Defense University, and completed the Key Executive Leadership Program at American University.
With 28 years in policing, Inspector Val Gates is nationally recognized for advancing trauma-informed and gender-responsive approaches. She co-founded 30Forward, Canada’s version of the 30×30 Initiative, promoting women’s representation and advancement in policing through mentorship and accountability. Val co-authored two national frameworks endorsed by the Canadian Association of Chiefs of Police — on collaborative sexual violence response and trauma-informed policing. She co-chairs both the OACP Victims Assistance Committee and CACP Victims of Crime Committee, and volunteers as Chair of the Child Advocacy Centre of Simcoe Muskoka and Vice Chair of the Barrie Women and Children’s Shelter. Her work bridges research, policy, and practice to build safer, more inclusive policing cultures across Canada.
