The proportion of women working in essentially male staffed sectors, the informal sector, or in various forms of contract labour, is often high, just as the proportional participation of women in the formal sector are often lower and they tend to suffer from occupational segregation and disadvantage in terms of their conditions of employment (those who receive unequal pay for work of equal value).
Gender equality in GLA has been clearly set out from the start, with important issues of the process already in motion. It is exceptional in that the organization doesn't suffer the history of disadvantage found in the many of public sector bodies, and can therefore work on gender equality can go ahead without the traditional constraints.
The public duty on gender equality in GLA makes required arrangements with regard to the principle that there should be equality for all. Its strategy for equality for women attempts that the organisation reflects the entire local community at all strata. The mainstreaming of gender equality has been found to be considerably easier in a newly created public body with equalities as a dimension of officer responsibilities.
This is visible in The GLA advocates:
A common approach for performance indicators on equalities
Clear equalities targets to measure performance
Equalities indicators integrated into the best value process
These recommendations have streamlined the policies and practices that have helped the GLA become an exemplary employer that reflects the equalities programme for the population of London.
This is visible in all functional bodies that include the Metropolitan Police, London Transport, the Fire Service and the London Development Agency. However, the still existing problem sectors, such as, employment of fewer women at particular grades in the Metropolitan Police and the lack of women transport planners are being addressed with the agility it deserves.
The GLA is aiming to analyse the results of its current policies on:
Outcomes of the best value review of equalities
Improving the performance of managerial performance, particularly around serving of functional bodies
Learning from the experience of the first two years
The overall impact of the recent directives of the GLA on equality have been appreciated in the work of the London Development Agency, though there are critics too, still two years of operation is early enough to conduct a detailed assessment of the success or otherwise of particular strategies. Critics have stated that the new policies and programmes have failed to satisfy the equality issues. The special appointment of the Director (Equality