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Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).

See the MOPC website for further information.

Equality Impact Assessments

What is an Equality Impact Assessment?

An Equality Impact Assessment (EIA) is a tool that helps the MPA identify the potential impact of a policy or way of working on different groups of people. These groups might be based on age, disability, gender identity, race, religion or belief, sex or sexual orientation. EIAs ensure that the MPA does not discriminate or unintentionally disadvantage individuals while providing an opportunity to consider ways to promote equality.

Why do we do EIAs?

We conduct Equality Impact Assessments as part of our normal business planning process because it helps us improve service delivery and make the best use of resources. EIAs are examples of an evidence-based approach to policy-making and can promote efficiency savings. EIAs are an essential part of the Met Forward process but are also very important for many other business decisions. EIAs are also part of how the MPA meets its obligations under the Equality Act 2010.

How do we do EIAs?

EIAs are undertaken by groups and are led by the person responsible for the policy; some group members will have had relevant EIA training. The group thoroughly examines any policy proposal and asks determines whether anyone would receive a different outcome because of your age, disability, gender identity, race, religion or belief, sex or sexual orientation. If any adverse outcomes are identified then the EIA provides an opportunity to put things right.

Action plans

Action plans are how we explain what we are going to do about the things we have discovered by conducting the EIA. There should be at least one action for every EIA, and that is to review the EIA; this can be when the policy is scheduled to be reviewed or when it reaches a certain milestone. Other actions may be to gather more information or consult more widely about the effects of the policy. EIAs and their action plans are published on the MPA website.

The MPA’s EIA guidance

The MPA’s revised EIA guidance will come into use on 1 June 2010; the guidance was revised in order to make the process easier to understand and more closely aligned with the business planning process. The guidance provides for a more detailed commentary about the actions of those completing the EIA and the decisions they have taken together with an improved action planning process.

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.


  • Exit Process
    14 Nov 03
    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
  • Appointments Process
    13 Nov 03
    The appointment process is part of the MPA recruitment policy to recruit, retain and promote its workforce
  • Diversity Monitoring Questionnaire
    12 Nov 03
    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


  • Financial Guidance Initial Assessment
    31 Mar 04
    Financial guidance for policy officers who are budget holders on the monitoring and planning of finances
  • Induction Process
    11 Mar 04
    The aim of the Induction process is to support, train and encourage new starters during their first six months of employment
  • Probation Process
    11 Mar 04
    Probation ensures new staff receive the appropriate training to competently undertake the duties of the post
  • Teleworking Process
    11 Mar 04
    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



  • HR service level agreement
    10 Jan 06
    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.
  • Blackberry Usage Policy
    07 Mar 06
    MPA Policy document to inform all authorised Blackberry users of acceptable usage, device security configuration and responsibilities.
  • Internal Communications Strategy
    17 Mar 06
    To improve communication among Members and staff.
  • External Communications Strategy
    17 Mar 06
    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.
  • Sponsorship guidance
    17 Mar 06
    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.
  • Internal Audit - strategy
    24 Mar 06
    To provide direction, leadership and a framework for the work of Internal Audit on a risk assessed basis.
  • Internal Audit - manual
    24 Mar 06
    To provide guidance, direction, leadership and a framework for the staff of Internal Audit.
  • Anti-Fraud and Corruption Policy for the MPA and MPS
    24 Mar 06
    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.
  • Communications Strategy - security threat/strike
    08 May 06
    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.
  • Community engagement to counter terrorism
    19 May 06
    Sustain and widen informed, factual debate on how our society should respond to the terrorist threat


  • ICV - expenses
    25 Jan 07
    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.
  • ICV - complaints and grievance procedure
    25 Jan 07
    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.
  • ICV - memorandum of understanding
    25 Jan 07
    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).
  • ICV - misconduct
    25 Jan 07
    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).
  • ICV - poor performance of individuals procedure
    25 Jan 07
    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.
  • ICV - poor performance of panels procedure
    25 Jan 07
    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.
  • ICV - handbook
    14 Feb 07
    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.
  • ICV Recruitment & Interviewing Guidelines
    20 Jun 07
    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.
  • Crime data recording scrutiny
    28 Nov 2007
    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.


  • Internal Audit Training and Development Strategy
    26 February 2008
    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.
  • MPA Growth – 2008/09 and future years budget
    31 March 2008
    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
  • ICV Health and Safety Guidance
    19 June 2008
    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.


  • Bullying and Harassment Policy and Procedure
    April 2009
    The policy encourages all staff to report any incidents of bullying and harassment they may experience or witness so that the matter may be investigated and resolved. The specific issues covered include defining unacceptable behaviour, setting out the responsibilities of staff (particularly managers), how to invoke the procedure, the availability of support and the formal procedure for investigating allegations. It points out that serious or persistent forms of bullying or harassment will be regarded as Gross Misconduct and dealt with in accordance with the Discipline Policy and Procedure.
  • Creation, dissemination and maintenance of MPA HR Policies and Procedures
    April 2009
    The policy sets out the ways in which HR policies and procedures will be created, disseminated and made available. It provides a template for all future HR policy drafts. Specific issues covered include the definition of a policy or procedure, content, style, structure, consultation, approval, dissemination/training, review and the monitoring/compliance arrangements. The policy includes the provision that all HR policies should be “impact assessed”.
  • Discipline Policy and Procedure
    2 April 2009
    The policy provides a framework for dealing fairly and consistently with all disciplinary matters. It stresses the need for early intervention by a manager to prevent matters escalating to a serious disciplinary case.
  • Gender Reassignment Policy and Procedure
    20 April 2009
    The policy sets out the procedure to be adopted in gender reassignment cases and provides practical advice to transsexual people, line managers and staff about managing issues that may arise. The policy deals with discrimination, time off and record keeping. Appendices set out an aide memoire for managers and the legal context of gender reassignment.
  • Grievance Resolution Policy and Procedure
    2 April 2009
    The policy provides a framework for dealing promptly and fairly with employee complaints. The aim is to resolve workplace problems and prevent them developing into grievances. Where a satisfactory resolution is not possible informally the policy sets out the three formal stages of the resolution procedure. The policy contains advice on mediation, guidance for staff applying the procedure and a manager’s checklist. The policy emphasises the need to maintain proper records at every stage.
  • Maternity Leave Policy and Procedure
    April 2009
    The policy sets out the pay and leave provisions for pregnant women and those within their maternity leave period, and on return to work. It states the legal and organisational responsibilities of the Authority in respect of pregnant members of staff and during the maternity leave period, including the Health & Safety implications.  It also explains the responsibilities of individual members of staff for notifying their manager of becoming pregnant, reporting the date of birth and giving notice of intended return date.
  • Performance Improvement Policy and Procedure
    2 April 2009
    The policy promotes fairness and consistency in the treatment of individuals where there is a perceived under performance against required standards. It encourages performance improvement and early managerial intervention to prevent matters escalating. Where unsatisfactory performance cannot be addressed informally the policy sets out the three formal and appeal stages of the process and emphasises the need to maintain proper records at every stage.
  • Recruitment Policy and Procedure
    April 2009
    The policy provides a framework to create and maintain a diverse workforce with the skills and competencies to deliver the Authority’s strategy and objectives. It is designed to assist managers to select the most suitable candidate for a vacancy in an efficient way. Specific issues covered include obtaining authority to recruit, advertising the role internally and externally, short listing and interviewing procedures, job offers, induction, probation and record keeping. The policy reinforces the Authority’s commitment to being an equal opportunity employer.
  • Resignation and Retirement policy and procedure
    26 May 2009
    The policy sets out the administrative and legal requirement which apply when dealing with resignations or retirements and explains the responsibilities of managers and individual members of staff. In applying retirement procedures and in deciding whether an employee can continue working the policy advocates an equitable approach in order to comply with the provisions of the Employment Equality (Age) Regulations 2006. In the case of early or ill health retirement the policy recommends that a member of staff discuss the various options with HR as individual circumstances will vary.
  • Secondment Policy and procedure
    26 May 2009
    The policy provides a consistent approach to the use of short term secondments, both within and outside the MPA. The appendices provide guidance about what to do prior to a secondment and to the host organisation and substantive employer. Cross references are made to the Recruitment Policy and Procedure to ensure a consistent approach to selection for secondments. The policy is also consistent with the approach agreed to secondments within the GLA Group.
  • Sickness Absence Management Policy and Procedure
    2 April 2009
    The policy sets out the procedure for dealing with sickness absence and the way in which staff will be treated if they suffer sickness or injury and are absent from work. The specific issues covered include the support given to staff (provided by Occupational Health, Welfare and Counselling Services), the pay provisions, the roles and responsibilities of individuals, line managers and the HR Unit, substance misuse, stress related illness and how to consider pregnancy and disability related issues. The policy also points out that if attendance is unsatisfactory because of frequent or continuous sick absence action may be taken under the Discipline Policy and Procedure.
  • Smoking at Work Policy and Procedure
    2 April 2009
    The policy states that all employees have the right to work in a smoke free environment and that smoking is prohibited throughout the entire workplace with no exceptions. Every member of staff with managerial responsibilities has a responsibility to monitor and enforce compliance and initiate appropriate action in cases of non-compliance.
  • Whistleblowing policy and procedure
    20 April 2009
    The policy provides a framework whereby staff can raise concerns about illegal or unethical acts not covered by other MPA policies. It incorporates the principles of the Public Disclosure Act 1998. The policy should not be used when the complaint is about employment matters, relationships with other staff, discrimination or bullying and harassment.
  • Work-life balance Policy and Procedure
    2 April 2009
    The policy offers flexible working arrangements covering reduced hours, job sharing, staggered or compressed hours or career breaks. It also sets out provisions for annual leave, flexitime, special leave for public duties and other special leave for adoption, parental leave, paternity leave, fertility treatment and trade union duties.
  • Member development
    14 August 2009
    A statement of MPA member roles and responsibilities and proposals for assisting them through assessment and development.


  • Allowances policy
    4 March 2010
    To pay staff reasonable and warranted allowances related to the work that they do. The policy also sets out the role of line managers and provides rules about the allowances that can be claimed. The policy lays out a clear method for staff to claim allowances providing documentation and guidance for completion.
  • Expenses policy
    4 March 2010
    To reimburse members of staff for justifiable expenses they may incur while carrying out work for the MPA. The policy also sets out the role of line managers and provides rules on what is a justifiable expense. The policy lays out a clear method for staff to claim for the expenses they incur providing documentation and guidance for its completion.
  • Met Forward - EIAs
    The job of the MPA is to fight crime by getting the best out of the Met. To ensure we make real progress the MPA has introduced Met Forward, a three year strategic mission setting out how we want the Met to develop and perform.
  • Safer Neighbourhoods scrutiny - EIA
    September 2010
    A key commitment in Met Forward, the MPA’s strategic mission, was to undertake a Safer Neighbourhoods scrutiny. This focuses on the structure of the Safer Neighbourhoods Teams in the MPS.


  • MPA Standards
    February 2011
    An EIA looking at the possible effects of introducing a set of standards for behaviour at the MPA.
  • Equality and Diversity Policy
    January 2011
    The policy provides information on the MPA's commitment to Equality and Diversity.
  • Redundancy Policy and Procedure
    16 May 2011
    The policy covers the measures to be taken to avoid redundancies, the formal consultation arrangements and the principles for determining the group of staff affected and order of discharge.
  • Paternity Policy
    11 May 2011
    To provide rules and guidelines for staff and managers on paternity leave which are
    compliant with the legislative requirements, and are applied in a consistent and cost effective way with safeguards against abuse.
  • MOPC people
    31 May 2011
    Organisational Change (which includes Redundancy and Restructuring, Redeployment)

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