PFD report

Nicola FORSTER · Prevention of Future Deaths report

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Issued 20 Jun 2024•Bedfordshire and Luton

Report record

Published report and response evidence

This page connects the concerns raised in this report with statements found in recipients’ published responses. A link shows a clear evidence connection; it does not assign responsibility.

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Concerns
4

Raised in this report

Recipients
1

Named on the report

Responses found
1

Of 1 recipient

Stated actions
15

Described in responses

Recipients and published responses

Source document

Full report text

This is the full text from the original published report.

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Concerns and recipient responses

Select any concern, action or position to view the source wording.

Report evidence summary

Concerns raised4

  1. Culture of poor management and institutional defensiveness
    Part of recurring concern: Failure to maintain an open and accountable safety culture
  2. Failure to provide officers with a safe ability to speak out about management
    Part of recurring concern: Failure to maintain an open and accountable safety culture
  3. Failure of senior management to listen independently to concerns raised
    Part of recurring concern: Failure to maintain an open and accountable safety culture
Responses linked to these concerns

Each statement is shown once, even when linked to more than one concern.

Actions described in response An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.12

  1. Action

    Strengthen Learning and Development leadership through revised senior leadership, supervision and wellbeing oversight arrangements.

    Stated by Metropolitan Police ServiceStated completedThe respondent said that this action was complete when they made their response on 27 June 2024.
  2. Action

    Operate the Raising Concerns policy with expanded reporting scope, clearer guidance, defined manager responsibilities and support for people raising concerns.

    Stated by Metropolitan Police ServiceStated completedThe respondent said that this action was complete when they made their response on 27 June 2024.
  3. Action

    Use inquest outcome reviews to identify case-specific learning and wider themes, then share identified improvements through organisational learning.

    Stated by Metropolitan Police ServiceStated in progressThe respondent said that this action was in progress when they made their response on 27 June 2024.

Respondent positions A position is what a recipient says about a concern when it does not describe a specific action.2

  1. Position

    The DPS investigation was independent of Learning and Development and did not seek to support its leaders; an independent authority found no misconduct case.

    Stated by Metropolitan Police ServiceDisputes the concernThe respondent disagreed with part of the concern or the basis for it.

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Culture of poor management and institutional defensiveness

Wider context from the report

“Although I was informed during the Inquest process about various changes that have been made to MPS Employment Policy and Processes since Nikki's death, including the introduction of a new 'Raising Concerns' Policy in May 2023, I believe there remains evidence of a culture of poor management and institutional defensiveness, as highlighted in the Baroness Casey Review, which these changes do not address. There is no point in encouraging concerns to be raised whilst this culture persists. My investigation into Nikki’s death revealed clear evidence of officers, particularly the more junior ranking officers, having a fear of speaking out about their management and also an unwillingness, by the L&D Senior Management Team, to listen independently to the concerns raised. Furthermore the PSU (as well as the DPS investigation after Nikki’s death and your representation at the Inquest) appeared only to seek to support the role of senior management; even though the Inquest found that aspects of Nikki’s management had been seriously deficient and had contributed to her death. This appeared to me to confirm the criticism made by Baroness Casey that the MPS “starts from a position that nothing wrong has occurred” and their “systems support wrongdoers”. ”

Is this part of a recurring concern?

Yes — Failure to maintain an open and accountable safety culture.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Failure to provide officers with a safe ability to speak out about management

Wider context from the report

“Although I was informed during the Inquest process about various changes that have been made to MPS Employment Policy and Processes since Nikki's death, including the introduction of a new 'Raising Concerns' Policy in May 2023, I believe there remains evidence of a culture of poor management and institutional defensiveness, as highlighted in the Baroness Casey Review, which these changes do not address. There is no point in encouraging concerns to be raised whilst this culture persists. My investigation into Nikki’s death revealed clear evidence of officers, particularly the more junior ranking officers, having a fear of speaking out about their management and also an unwillingness, by the L&D Senior Management Team, to listen independently to the concerns raised. Furthermore the PSU (as well as the DPS investigation after Nikki’s death and your representation at the Inquest) appeared only to seek to support the role of senior management; even though the Inquest found that aspects of Nikki’s management had been seriously deficient and had contributed to her death. This appeared to me to confirm the criticism made by Baroness Casey that the MPS “starts from a position that nothing wrong has occurred” and their “systems support wrongdoers”. ”

Is this part of a recurring concern?

Yes — Failure to maintain an open and accountable safety culture.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Failure of senior management to listen independently to concerns raised

Wider context from the report

“Although I was informed during the Inquest process about various changes that have been made to MPS Employment Policy and Processes since Nikki's death, including the introduction of a new 'Raising Concerns' Policy in May 2023, I believe there remains evidence of a culture of poor management and institutional defensiveness, as highlighted in the Baroness Casey Review, which these changes do not address. There is no point in encouraging concerns to be raised whilst this culture persists. My investigation into Nikki’s death revealed clear evidence of officers, particularly the more junior ranking officers, having a fear of speaking out about their management and also an unwillingness, by the L&D Senior Management Team, to listen independently to the concerns raised. Furthermore the PSU (as well as the DPS investigation after Nikki’s death and your representation at the Inquest) appeared only to seek to support the role of senior management; even though the Inquest found that aspects of Nikki’s management had been seriously deficient and had contributed to her death. This appeared to me to confirm the criticism made by Baroness Casey that the MPS “starts from a position that nothing wrong has occurred” and their “systems support wrongdoers”. ”

Is this part of a recurring concern?

Yes — Failure to maintain an open and accountable safety culture.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Failure of organisational review and investigation systems to act independently of senior management

Wider context from the report

“Although I was informed during the Inquest process about various changes that have been made to MPS Employment Policy and Processes since Nikki's death, including the introduction of a new 'Raising Concerns' Policy in May 2023, I believe there remains evidence of a culture of poor management and institutional defensiveness, as highlighted in the Baroness Casey Review, which these changes do not address. There is no point in encouraging concerns to be raised whilst this culture persists. My investigation into Nikki’s death revealed clear evidence of officers, particularly the more junior ranking officers, having a fear of speaking out about their management and also an unwillingness, by the L&D Senior Management Team, to listen independently to the concerns raised. Furthermore the PSU (as well as the DPS investigation after Nikki’s death and your representation at the Inquest) appeared only to seek to support the role of senior management; even though the Inquest found that aspects of Nikki’s management had been seriously deficient and had contributed to her death. This appeared to me to confirm the criticism made by Baroness Casey that the MPS “starts from a position that nothing wrong has occurred” and their “systems support wrongdoers”. ”

Is this part of a recurring concern?

Yes — Unreliable senior oversight of safety incident reviews.

Open source report

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Strengthen Learning and Development leadership through revised senior leadership, supervision and wellbeing oversight arrangements.

Verbatim wording from the response

“Alongside broader cultural reforms across the MPS set out in a New Met for London, specific changes have been implemented within Learning and Development (“L&D”) over the past 12 months. These have focused on creating a positive and supportive culture for all colleagues working within L&D. Significantly, this has included a number of changes to the L&D Senior Leadership Team, bringing in experience of delivering cultural reform from elsewhere in the MPS and outside of the policing, strengthened supervision and greater levels of oversight with regards to supporting the wellbeing of colleagues across L&D.”

Source location

Response from Metropolitan Police
Page 4 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Operate the Raising Concerns policy with expanded reporting scope, clearer guidance, defined manager responsibilities and support for people raising concerns.

Verbatim wording from the response

“As set out in the letter from the MPS dated 23 May 2024, the MPS introduced a new “Raising Concerns” policy regarding the reporting of wrongdoing within the MPS. The new policy, introduced in May 2023, is directly focussed on supporting officers and staff who may have a concern about a colleague. Changes include:-”

Source location

Response from Metropolitan Police
Page 2 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Use inquest outcome reviews to identify case-specific learning and wider themes, then share identified improvements through organisational learning.

Verbatim wording from the response

“The IRSC also work closely with DLS to review inquest outcomes for both case specific learning and to identify themes that arise through analysis of different inquest proceeding. The MPS has introduced guidance for managers following the death of a colleague and a chief officer provides additional oversight of all inquest proceedings, where it is considered that workplace relationships may be a potential factor. This is improving how the MPS seeks to learn and ensure that any identified improvements are shared through wider organisational learning, for example changes to leadership training and wellbeing support.”

Source location

Response from Metropolitan Police
Page 6 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Implement the L&D People Strategy with coordinated wellbeing support, recognition, senior leadership engagement and oversight of professional standards and culture.

Verbatim wording from the response

“Investment in a new L&D People Strategy in 2023 was in direct response to staff feedback from the 2022 staff survey and aims to makes a positive difference for those working in L&D, as well as fostering a culture of trust. Significant improvements include a more structured, co-ordinated and comprehensive programme of wellbeing and welfare support for L&D staff; recognition for those staff who go ‘above and beyond’ in embodying the MPS’s guiding principles and values; visible Senior Leadership Team engagement across all teams and locations; and an increased focus in identifying common themes with regards to professional standards and culture which are overseen by the Director L&D.”

Source location

Response from Metropolitan Police
Page 4 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Deliver mandatory leadership training covering trauma, wellbeing, supportive leadership and referral mechanisms, including programmes for first-line and senior leaders.

Verbatim wording from the response

“In April 2023, the MPS introduced new leadership training for all first line leaders. This is mandatory and equates to between 3 and 8 days of training depending on the role being performed. A dedicated module focused upon trauma and wellbeing is included within this new leadership programme. Between April 2023 and April 2024, 6260 leaders across the MPS have completed this training. Based on a 98% course feedback response rate, 93% said they found the course valuable and would recommend to colleagues. Informal weekly feedback from course facilitators consistently highlighted trauma and wellbeing as a priority theme that delegates found valuable.”

Source location

Response from Metropolitan Police
Page 4 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Maintain a dedicated Trust and Legitimacy leadership structure and a new directorate to drive cultural transformation and improvement.

Verbatim wording from the response

“The MPS recognises that changes to policy and practice alone, will not change culture within the MPS. The MPS has a dedicated Assistant Commissioner and Deputy Assistant Commissioner for Trust and Legitimacy, and established a Culture programme as part of the New Met for London commitments, focused on driving the culture changes we recognise are needed across the organisation. The Culture programme seeks to build staff confidence to speak up and raise concerns, and for managers and leaders to listen and respond. Activity includes:”

Source location

Response from Metropolitan Police
Page 3 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Deliver the Upstander programme to improve staff confidence and capability to challenge inappropriate behaviour and help leaders resolve issues.

Verbatim wording from the response

“• The launch of the Upstander programme: designed to improve the confidence and capability of staff to challenge behaviours that are inappropriate and not aligned with our values. The Upstander programme is also designed to increase the understanding and capabilities of leaders to support staff and resolve issues.”

Source location

Response from Metropolitan Police
Page 3 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Provide managers with guidance following a colleague’s death and apply chief-officer oversight where workplace relationships may be a potential factor in an inquest.

Verbatim wording from the response

“The IRSC also work closely with DLS to review inquest outcomes for both case specific learning and to identify themes that arise through analysis of different inquest proceeding. The MPS has introduced guidance for managers following the death of a colleague and a chief officer provides additional oversight of all inquest proceedings, where it is considered that workplace relationships may be a potential factor. This is improving how the MPS seeks to learn and ensure that any identified improvements are shared through wider organisational learning, for example changes to leadership training and wellbeing support.”

Source location

Response from Metropolitan Police
Page 6 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Operate the public-facing complaints and conduct reporting service with Crimestoppers.

Verbatim wording from the response

“Whilst staff are encouraged and supported to report concerns openly in person, there are a number of ways a report can be made, including via anonymised telephone and online reporting. To ensure individuals have the flexibility to choose the most appropriate method of reporting for them. In November 2022, the MPS was the”

Source location

Response from Metropolitan Police
Page 2 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Provide dedicated operational and practical support and a single point of contact for officers and staff giving evidence at inquests.

Verbatim wording from the response

“At all times, it is made clear to officers and staff that they are the Coroner’s witness, not the Commissioner’s witness, and their evidence is their own. The MPS also has a dedicated team within its Inquiry & Review Support Command (IRSC), who provide operational and practical support to police officers and staff who give evidence at inquests, where the Commissioner is an interested party. This inquest team provide a single point of contact for witnesses, both prior to and during inquest proceedings.”

Source location

Response from Metropolitan Police
Page 6 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Deliver the Culture programme to build staff confidence to raise concerns and improve managers’ and leaders’ responses.

Verbatim wording from the response

“The MPS recognises that changes to policy and practice alone, will not change culture within the MPS. The MPS has a dedicated Assistant Commissioner and Deputy Assistant Commissioner for Trust and Legitimacy, and established a Culture programme as part of the New Met for London commitments, focused on driving the culture changes we recognise are needed across the organisation. The Culture programme seeks to build staff confidence to speak up and raise concerns, and for managers and leaders to listen and respond. Activity includes:”

Source location

Response from Metropolitan Police
Page 3 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Create an L&D strategy and performance function informed by colleagues’ input and suggestions.

Verbatim wording from the response

“Looking ahead, L&D are in the process of creating a new strategy and performance function. To inform this work senior leaders are actively seeking colleagues’ inputs and suggestions on what more leaders can do to better support colleagues.”

Source location

Response from Metropolitan Police
Page 5 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent position was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

The DPS investigation was independent of Learning and Development and did not seek to support its leaders; an independent authority found no misconduct case.

Verbatim wording from the response

“The investigation was independent of L&D, and did not seek to support the leaders within L&D. In accordance with the statutory regulations, once the investigation was completed, it was considered by an independent Appropriate Authority, who reviewed the evidence and concluded that the line manager had no case to answer for misconduct, as defined in the Police (Conduct) Regulations.”

Source location

Response from Metropolitan Police
Page 5 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent position was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Inquest witnesses received support while giving their own evidence, including when that evidence was frank or critical of the MPS.

Verbatim wording from the response

“At inquest the Commissioner was represented by the Directorate of Legal Services (“DLS”). Nicola Forster’s line manager was separately legally represented as she was given Interested Person status at inquest. All police witnesses, except one individual, who gave evidence at inquest were supported by the MPS. You will be aware that some witnesses gave frank and often critical evidence about the MPS, this did not change the support they were provided.”

Source location

Response from Metropolitan Police
Page 5 · response
Published 27 June 2024

Open published response

Other statements in published responses

These actions and other statements could not be clearly connected to one concern in this report.

Recipient-stated actions An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.3

  1. 1

    Continue embedding refreshed MPS values and operating principles across the organisation.

    Stated by Metropolitan Police ServiceStated in progressThe respondent said that this action was in progress when they made their response on 27 June 2024.
  2. 2

    Enable new line managers to access greater awareness of staff members’ relevant history through the performance and development system.

    Stated by Metropolitan Police ServiceStated completedThe respondent said that this action was complete when they made their response on 27 June 2024.
  3. 3

    Roll out People & Performance Improvement Teams across all frontline command units, with ten of 18 teams delivered and recruitment continuing for the remaining eight.

    Stated by Metropolitan Police ServiceStatus at responseThe respondent said that this action was partly complete when they made their response on 27 June 2024.

Recipient positions A position is what a recipient says about a concern when they do not describe a specific action.1

  1. 1

    The MPS considers the line manager worked hard to balance performance management and welfare support; learning is organisational rather than individual.

    Stated by Metropolitan Police ServiceDisputes the concernThe respondent disagreed with part of the concern or the basis for it.

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Continue embedding refreshed MPS values and operating principles across the organisation.

Verbatim wording from the response

“Under the Commissioner, we have refreshed and introduced new values and operating principles, which we continue to embed across the organisation. We seek to put communities first, be frontline focused, inclusive, collaborative and precise; and being accountable is one of our core values.”

Source location

Response from Metropolitan Police
Page 2 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Enable new line managers to access greater awareness of staff members’ relevant history through the performance and development system.

Verbatim wording from the response

“Whilst there was no finding of conduct, the DPS investigation did identify that improvements should be made to the way line managers transferred staff when changing roles, and for leaders to have appropriate access to officer/staff personal circumstances in order that they have the information necessary to support individuals. I understand evidence was read at inquest which provided detail of a new functionality within the MPS performance and development system that enables new line managers to have a greater awareness of an individual’s history.”

Source location

Response from Metropolitan Police
Page 5 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Roll out People & Performance Improvement Teams across all frontline command units, with ten of 18 teams delivered and recruitment continuing for the remaining eight.

Verbatim wording from the response

“The MPS is also investing in new People & Performance Improvement Teams for every front line command unit, embedding HR expertise locally to assist line managers with more complex HR issues. This will ensure the appropriate support is in place for our employees and their line managers. We have rolled out ten of 18 PPIT teams from January 2024, with the further eight team recruitment in progress and expected to be in place between August and October 2024. Whilst early stages, we are already seeing an impact for local leaders and line managers.”

Source location

Response from Metropolitan Police
Page 4 · response
Published 27 June 2024

Open published response

Source evidence

How this respondent position was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

The MPS considers the line manager worked hard to balance performance management and welfare support; learning is organisational rather than individual.

Verbatim wording from the response

“In this case, the actions of the individual line manager were investigated and we are satisfied that she worked hard to find the right balance of performance management and welfare support in this case. The MPS is of the view that the learning here is at an organisational level, rather than for the individual. The MPS accepts that there should have been better supporting infrastructure in place to support Nicola and her line manager. This is something that we continually review. We continue to undertake significant work to improve both our performance management processes (a two way process between the line manager and the individual), and how we develop the skills of managers and others to support colleagues who are going through professional and / or personal challenges, as outlined in our post inquest written submission to you.”

Source location

Response from Metropolitan Police
Page 3 · response
Published 27 June 2024

Open published response
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Information checked against the published report and official responses · Data reviewed 7 Sep 2026 · About data quality and limitations

Official responses located
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Data last updated 7 September 2026