Equality Impact Assessments

What is an impact assessment?

The purpose of an Equality Impact Assessment (EIA) is to improve the work of the MPA by making sure it does not discriminate and that, where possible, it promotes equality. It is a way to make sure individuals and teams think carefully about the likely impact of their work on equality target groups and take action to improve services, policies, strategies and projects. It involves anticipating the consequences of policies and projects on the target groups and making sure that, as far as possible, any negative consequences are eliminated or minimised and opportunities for promoting equality are maximised.

Where does an EIA come from?

Equality Impact Assessments (EIA) originate from the Race Relations (Amendment) Act 2000 as well as the Equality Standard for Local Government (ESLG), both of which place obligations on local authorities and public sector organisations to carry out impact assessments.

The GLA Group adopted the ESLG as a result of the Best Value Review of Equalities and in 2001 the MPA signed up to achieve level 5 of the ESLG. The Equality Standard is a Best Value Performance Indicator and as such is audited in the same way as any other BVPI. The Equality Standard has been developed as a tool to enable authorities to mainstream gender, race and disability into policy and practice at all levels. The Standard provides a framework that has been extended to anti-discrimination policies for age, sexual orientation and religion or belief within the GLA Group and MPA.

The MPA is also required under the Greater London Authority Act 1999 ‘to have regard to the need to promote equality of opportunity for all persons irrespective of their race, sex, disability, age, sexual orientation or religion’. The MPA process is therefore aimed at assessing the impact of policies, strategies or projects across the six equality groups.

What are the equality target groups?

The MPA, as part of the GLA Group (GLA, TfL, LDA, LFEPA and MPS), defines equality target groups as: women; black and minority ethnic people; young people and children; older people; disabled people; lesbians; gay men; bisexual people; trans people and people from different faith groups. The equality areas, or strands as they are commonly called, are gender, race, disability, age, religion or faith and sexual orientation. The strands are inclusive of all people.

What is meant by ‘impact’?

The MPA will look at two possible impacts in its assessment:

A negative or adverse impact:
An impact that could disadvantage one or more equality target groups. This disadvantage may be differential, where the negative impact on one particular group of individuals or one equality target group is likely to be greater than on another. It should be noted that some negative impacts may be intended. The EIA provides an opportunity to assess this. For example: An event that was held in a building with no induction loop facilities would have a negative or adverse impact on some attendees with a hearing impairment.
A positive impact:
An impact that could have a positive impact on one or more equality target groups, or improve equal opportunities and /or relationships between groups. This positive impact may be differential, where the positive impact on one particular group of individuals or one equality target group is likely to be greater than on another. For example: A targeted training programme for black and minority ethnic women would have a positive differential impact on black and minority ethnic women, compared with its impact on white women and all men. It would not, however, necessarily have an adverse impact on white women or men.

The EIA consists of two parts:

The initial screening process
The more thorough full assessment if the initial screening has identified an adverse/negative impact.

MPA Equality Impact Assessments

All EIAs are available in PDF (Portable Document Format), which require Adobe Acrobat Reader, available as a free download from Adobe.

MPA EIAs	Description	Date completed
2003
Exit Process	The Exit policy is part of the retirement, resignation and redundancy policy and is the process intended to help deal with ending of a person’s employment	14 Nov 03
Appointments Process	The appointment process is part of the MPA recruitment policy to recruit, retain and promote its workforce	13 Nov 03
Diversity Monitoring Questionnaire	The questionnaire enables the MPA to monitor the effectiveness of its equal opportunity policy and carry out regular analyses of the workforce and job applicants	12 Nov 03
2004
Financial Guidance Initial Assessment	Financial guidance for policy officers who are budget holders on the monitoring and planning of finances	31 Mar 04
Induction Process	The aim of the Induction process is to support, train and encourage new starters during their first six months of employment	11 Mar 04
Probation Process	Probation ensures new staff receive the appropriate training to competently undertake the duties of the post	11 Mar 04
Teleworking Process	The home working/hot desking policy is part of the alternative working patterns policy and applies to those workers who spend part of their time working away from the office	11 Mar 04
2005
MPA security policy statement	This statement sets out the MPA policy on security relating to the MPA’s premises, and personnel.	05 Sep 05
2006
HR service level agreement	The document will define the relationship between the HR team and its service users; it will provide an agreed framework for parties. The framework allows HR to monitor what works well and what does not through regular reviews with service users.	10 Jan 06
Blackberry Usage Policy	MPA Policy document to inform all authorised Blackberry users of acceptable usage, device security configuration and responsibilities.	07 Mar 06
Internal Communications Strategy	To improve communication among Members and staff.	17 Mar 06
External Communications Strategy	The communications strategy outlines our aims, methods and objectives in achieving positive publicity for the Authority and how we intend to disseminate information both internally and externally. It also provides a framework for our detailed work plans as well as enabling us to deal with the inevitable unforeseen emergencies.	17 Mar 06
Sponsorship guidance	MPA sponsorship of key events across the capital can be used to build closer links with our stakeholders and promote greater understanding of our work.	17 Mar 06
Internal Audit - strategy	To provide direction, leadership and a framework for the work of Internal Audit on a risk assessed basis.	24 Mar 06
Internal Audit - manual	To provide guidance, direction, leadership and a framework for the staff of Internal Audit.	24 Mar 06
Anti-Fraud and Corruption Policy for the MPA and MPS	To set the ethical standards in relation to fraud and corruption within the MPA and MPS and provide guiding principles for those dealing with individual cases.	24 Mar 06
Communications Strategy - security threat/strike	To maximise public confidence in police response, public safety and security issues through timely, accurate and widely accessible information. To liaise with relevant agencies, specifically the MPS, Home Office, Mayor’s office and News Co-ordination centre to ensure that a unified message is conveyed to the public and media.	08 May 06
Community engagement to counter terrorism	Sustain and widen informed, factual debate on how our society should respond to the terrorist threat	19 May 06
2007
ICV - expenses	The purpose of the policy is to clearly set out what expenses can be claimed by Independent Custody Visitors (ICVs), at what rate, and in what circumstances. It also outlines the process for claiming expenses and how these will be paid by the MPA.	25 Jan 07
ICV - complaints and grievance procedure	The purpose of the policy is to clearly set out the procedures that the MPA will use in handling grievances against Independent Custody Visitors (ICVs), MPA staff and MPA Members, so that ICVs are made aware of what they can expect if involved in a grievance, either as instigator or recipient.	25 Jan 07
ICV - memorandum of understanding	The purpose of the Memorandum of Understanding is to describe the relationship and some basic mutual expectations that exist between the MPA and Independent Custody Visitors (ICVs).	25 Jan 07
ICV - misconduct	The purpose of the policy is to clearly set out processes that the MPA will use in dealing with any allegations of misconduct against Independent Custody Visitors (ICVs).	25 Jan 07
ICV - poor performance of individuals procedure	The purpose of the document is to define poor performance as it relates to individual Independent Custody Visitors (ICVs) and to set out a clear and transparent procedure for dealing with the issue.	25 Jan 07
ICV - poor performance of panels procedure	The purpose of the policy is to clearly set out for Independent Custody Visitors (ICVs), the MPA’s definition of poor performance and, should it occur, what measures will be taken by the MPA to deal with it.	25 Jan 07
ICV - handbook	The purpose of the Handbook is to provide Independent Custody Visitors (ICVs) with a clear and comprehensive policy and practice framework for the London ICV Scheme.	14 Feb 07
ICV Recruitment & Interviewing Guidelines	To standardise and streamline ICV recruitment procedures and ensure that they meet the MPA’s values on equality issues. To provide clear guidance to all staff and ICVs involved in the interview process. To ensure as far as possible that all applicants are treated fairly and in line with the MPA’s values. It is anticipated that the policy will assist the ICV scheme to become increasingly diverse.	20 Jun 07
Crime data recording scrutiny	To review current internal processes to ensure that data currently recorded by Metropolitan Police Service (MPS) is recorded accurately and meets national and local standards. To ensure that internal MPS oversight processes and structure are sufficiently robust to assure the quality of crime data recording.	28 November 2007
2008
Internal Audit Training and Development Strategy	The Internal Audit Training and Development Strategy is linked to and is a sub-strategy of the overall MPA Training Strategy. The aim of the Internal Audit Strategy is to provide appropriate and adequate training and development opportunities to all members of the Directorate to enable them to contribute to the delivery of a professional and effective MPA audit service.	26 February 2008
MPA Growth – 2008/09 and future years budget.	The MPA Growth – 2008/09 and future years budget, in particular: 1 x Policy Development Officer – Corporate Development and Strategic Oversight Unit 1 x Internal Audit – Analyst Post 1 x Internal Audit – Fraud Prevention Officer Continuous Development and Improvement Resource Specialist Consultancy Support Accommodation	31 March 2008
ICV Health and Safety Guidance	To provide clear guidance to Independent Custody Visitors on Health and Safety considerations in relation to undertaking custody visits. To reinforce and add to health and safety guidance proved in the Initial training. To ensure as far as possible that all applicants have a good understanding of potential risks which could be encountered during a custody visit and appropriate precautionary measures which can be taken to mitigate those risks.	19 June 2008