The Lincolnshire Police and Crime Panel held a confirmation hearing for the proposed permanent appointment of Joanne Davison as Chief Executive and Monitoring Officer for the Office of the Police and Crime Commissioner. The panel questioned Ms Davison extensively on her suitability for the role, her understanding of statutory responsibilities, and her plans for future challenges, including the transition of PCC functions to a mayoralty.

Chief Executive Confirmation Hearing

The Lincolnshire Police and Crime Panel convened to conduct a confirmation hearing for Joanne Davison, who has been serving as the interim Chief Executive for the Office of the Police and Crime Commissioner (OPCC) since November 2025. The purpose of the hearing, as mandated by Schedule 1 of the Police Reform and Social Responsibility Act 2011¹, was to assess Ms Davison's professional competence and personal independence for the permanent role of Chief Executive and Monitoring Officer.

During the hearing, Ms Davison outlined her extensive experience within the OPCC, having previously served as Director of Strategy and Operations and Partnership and Delivery Manager. She highlighted her eight years of experience within the office, coupled with prior strategic-level work in the health sector. Ms Davison emphasised her understanding of the partnership landscape in Lincolnshire and her established working relationships with various stakeholders. She also detailed her responsibilities as interim Chief Executive, including leading on the delivery of the police and crime plan, budget setting, and scrutinising the police force.

Panel members, including Dr Patricia Ann Haggerty MBE DBA MBA, questioned Ms Davison on her approach to ensuring the PCC operates within legal and ethical boundaries. Ms Davison explained her role as Monitoring Officer, stating her duty to advise the PCC on the legality and implications of decisions. She outlined a tiered approach to addressing concerns, starting with informal conversations and escalating to seeking advice from the Chief Finance Officer and potentially legal counsel if a decision was deemed unlawful.

The discussion also touched upon Ms Davison's commitment to continuous professional development and horizon scanning, particularly in light of the evolving policing landscape and the impending transfer of PCC functions to a mayoralty by May 2028. She mentioned her active membership in the Association of Police and Crime Chief Executives (APACE) and her participation in a Cabinet Office executive leadership programme as ways to stay abreast of national developments and best practices.

Ms Davison also elaborated on the process for monitoring the impact of the Police and Crime Plan, acknowledging the challenges in quantifying certain outcomes, particularly those related to crime prevention. She noted that while some aspects are measurable through reach and awareness surveys, others, like preventing re-offending, are more difficult to quantify directly. She also highlighted the importance of independent evaluations for specific commissioned activities, such as the code activity aimed at preventing serious violence.

Regarding the transition to a mayoralty, Ms Davison confirmed that planning had already commenced, involving collaboration with the Mayoral Combined Authority. She acknowledged the lack of detailed information from the government but stressed the importance of maintaining current service delivery while preparing for future changes. She also emphasised the need to retain staff and ensure clear communication throughout the transition process.

When asked about her experience in delivering major programmes of organisational change, Ms Davison cited an example from her time in the health sector where she merged two teams, an information team and a performance team. She noted that the success of such changes often hinges on addressing the heart and mind stuff – the cultural aspects – as much as the procedural and system changes.

The panel also explored how Ms Davison would balance her primary role with external development opportunities, such as the Cabinet Office placement. She explained that these opportunities involved approximately ten days of engagement per year and were viewed as beneficial for bringing back best practices and learning from other regions.

Councillor Jonathan Pessol inquired about Ms Davison's most significant achievement or change implemented during her acting tenure. Ms Davison identified fostering a culture of continuous improvement and constructive challenge within the OPCC as her proudest achievement. She explained her consultative yet decisive leadership style, encouraging team members to question processes and propose solutions, thereby empowering them to contribute to organisational betterment.

Finally, Ms Davison identified reaching out more externally to other chief executives across Lincolnshire and engaging with national programmes as key areas for her personal and professional growth to further enhance her effectiveness in the role.

Following the public questioning, the panel moved into a private session to deliberate and make its decision on whether to endorse Ms Davison's appointment.