Today, RNZ reported:
Senior police manager alleges 'boys' club' culture among Northland detectives
A senior police manager alleges she was met with swirling gossip, private group chats and a pervasive "boys' club" culture when she stepped into a leadership role overseeing the predominantly male detective team in Northland.
The allegations now form the basis of an Employment Relations Authority (ERA) hearing in Whangārei this week.
Bridget Louise Doell, a senior police officer with three decades of experience, was seconded to the crime area manager role in 2020, overseeing senior detectives in the criminal investigation branch (CIB) at Whangārei police station.
The role involves operational oversight of inspectors, but Doell's evidence has been that the transition was met with resistance.
Over the next three years, she claims she was sidelined by detectives, describing a toxic workplace culture marked by gossip, exclusion from key decisions, and repeated allegations of bullying.
Doell’s experience is not an isolated incident. A 2021 Independent Police Conduct Authority (IPCA) report found that a quarter of police staff had faced abuse, bullying, or harassment, with sexism and a "boys' club" culture identified as significant drivers. The report highlighted shocking examples: female officers being demeaned as "the girls" or assigned menial tasks, and one case where a topless photo of a female officer was circulated without consent. These behaviours, often dismissed as "banter," foster an environment where women are marginalised, their contributions undervalued, and their authority undermined. Such a culture erodes morale and deters capable women from pursuing leadership roles, weakening the force’s diversity and perspective.
The operational impact of this sexism is profound. Effective policing relies on trust, both within the force and with the public. When female officers like Doell are excluded from key decisions or face resistance from subordinates, as she alleged when detective inspectors bypassed her to meet with the Crown Solicitor, it disrupts the chain of command. This undermines case management, delays justice, and risks errors in investigations. The 2021 IPCA report noted instances where bullying officers failed to provide backup to colleagues in the field, a direct threat to operational safety. If officers cannot rely on their team due to discriminatory attitudes, the ability to respond to emergencies or complex investigations is compromised.
Historical cases further illustrate the depth of the problem. The 2007 Commission of Inquiry into Police Conduct, sparked by Louise Nicholas’s allegations of sexual violence by officers, exposed a culture of cover-ups and misogyny. Despite promises of reform, the persistence of similar issues nearly two decades later suggests a failure to address root causes. In 2014, a police unit faced scrutiny after two staff were suspended for sending lewd footage to a colleague, alongside bullying allegations. These incidents reflect a pattern where sexist behaviour is not just tolerated but normalised, eroding public confidence in the police’s ability to handle sensitive cases, particularly those involving gender-based violence.
Last year, RNZ reported:
Female police officer harassed by senior, investigation flawed - IPCA
A senior police officer sexually harassed a female officer, but an internal investigation process was flawed, the independent police conduct authority has concluded.
The woman officer complained to police at the end of a two-month secondment where she was in the senior officer's section under his supervision, prompting an internal police investigation as well as an investigation by the independent police conduct authority (IPCA).
She said the senior officer - labelled as Officer A in the IPCA report - had frequently made inappropriate comments towards her, including some that were sexual. And that this had increased to the point she was concerned his behaviour could become physical and felt unsafe working with him, the IPCA said in a summary report.
In 2021, Star News reported:
Nepotism, cronyism and gaslighting have contributed to pockets of toxic culture in the New Zealand police, a new report into bullying and abuse has found.
Despite issuing scathing criticisms and outlining stories of abuse and harassment, the Independent Police Conduct Authority said recent police reforms show promise.
Two interviewees said when they were out in the field and radioed for immediate backup because they were at risk, bully officers failed to provide back-up.
"The interviewees subsequently verified that these other officers had been in radio contact and not involved in any other urgent job," the IPCA added.
In 2017, Stuff reported:
This programme of reform in 2007 was intended to shape the future direction of the police service. The report stated that police misconduct must be "dealt with professionally, expeditiously, and in a manner that gives both complainants and the general public no reason for concern".
Just this year another report was released documenting the police response to this Commission of Inquiry. Commissioner Mike Bush acknowledged that police deserved scrutiny over their behaviour. He said that there had been a lot of work done in attitudinal change in police culture over the past 10 years.
Clearly nothing, despite a number of investigations and reports, has really improved. The cost of this culture extends beyond internal dysfunction. Public trust is the bedrock of effective policing, yet how can victims of sexual assault or domestic violence have faith in a force that struggles to confront its own biases? The IPCA has acknowledged progress under Police Commissioner Andy Coster, with action plans to address toxic behaviours. However, the recurrence of these issues in Northland suggests that reforms are either superficial or inconsistently applied. Without rigorous, transparent processes to root out sexism, the police risk perpetuating a cycle of distrust that directly creates inefficiency.
To restore faith, the New Zealand Police must prioritise systemic change. This means not only disciplining offenders but also dismantling the structures that enable a "boys' club" mentality. Leadership must model inclusivity, and recruitment and promotion processes should actively counter bias. Even though the Police are desperate for new recruits, the operational stakes are too high for half-measures. A police force that fails to respect its own cannot hope to protect and serve the public with integrity. Until sexism is confronted head-on, the stain on the force’s reputation, and its inability to deliver justice, will only worsen.
