The South Hams Executive met to discuss a number of issues, including a proposal for a pump track in Kingsbridge, a follow-up to a corporate peer challenge, and a debt write-off report. The Executive agreed to support the Kingsbridge pump track project, recognised the progress made following a corporate peer challenge, and approved the write-off of irrecoverable debts.

Kingsbridge Pump Track

The Executive considered a request from Kingsbridge Town Council for the siting of a pump track within Kingsbridge Recreation Ground. The council voted to support the Town Council and community to develop the scheme.

A pump track is a looped track, usually made of tarmac, with bumps and curves for wheeled sports like BMX and scooters.

The Town Council and Kingsbridge Skatepark Community group had undertaken a consultation, with 99% of respondents supporting the idea of a pump track in Kingsbridge. Over 40% of respondents favoured a location at the rear of the Kingsbridge Recreation Ground.

The Town Council had already allocated £55,000 from their 2025/26 budget towards the project.

However, some residents living near the Recreation Ground objected to the proposal, raising concerns about:

• Insufficient consultation
• Conflict with the Neighbourhood Plan
• Loss of green space
• Noise and antisocial behaviour

The report acknowledged these concerns, but argued that the consultation was sufficient, the proposal was consistent with the Neighbourhood Plan, the residual green space would be sufficient, and the pump track would be designed to minimise noise and antisocial behaviour.

The report concluded that while the location was not perfect, it was the best option to meet the community need.

The Executive was asked to consider how it should respond, as landowner, to the Kingsbridge Skatepark Community group and the Town Council.

If supported, the council would tender the opportunity, assessing the quality of bids with input from the Town Council and community, before the Kingsbridge Skatepark Community group would lead on fundraising. The council would support the Town Council in working to agree a suitable design with the input of both adjacent residents, park users, and the riders that will use the facility. It was expected that such a facility could be delivered during 2026.

LGA Corporate Peer Challenge Follow Up

The Executive recognised the progress made against the recommendations from the Corporate Peer Challenge in March 2024, as identified by the Peer Challenge follow-up in June 2025, and agreed to further actions.

All councils are expected to undertake a Corporate Peer Challenge every five years. The Local Government Association (LGA) undertook the Peer Challenge of both South Hams District Council and West Devon Borough Council in March 2024, making a number of recommendations. In June 2025, a smaller Peer Challenge team returned to see how the council was progressing against its action plan.

The team found that the council had made good progress against the recommendations, and identified some areas where the council could go even further.

Key findings included:

• Community Development: The team considered that there was strong evidence of impactful community development work and that there was an opportunity to now build on this further with a clear community development framework.
  • Action: Lead Members for Internal Decarbonisation & Community Development to develop a Community Development framework (an update on this item will be presented to the October meeting of the Executive)
• Stakeholder Engagement: The team identified real strengths in stakeholder engagement and felt that the good practice identified should be shared across Council services to ensure consistency in approach.
  • Action: Development of a Stakeholder Engagement toolkit and series of masterclasses to share best practice across the Council.
• Tell your Story Louder: The team identified that the Council had made significant strides in external communications since their last visit, leveraging video and social media effectively.
  • Action: continue to deliver on our Strategic Communications Plan for the Council.
• Organisational Development: The team considered that the council had laid strong foundations in respect of organisational development that were reflective of a high performing council.
  • Action: Include these recommendations in the next iteration of our Organisational Development Plan.
• Member Development: The peer team found that there was a strong culture of learning and development among members, and that members were well engaged and supported.
  • Action: Member Development Steering Group to consider recommendation and finalise the new programme.

Debt Write-Off Report

The Executive approved the write-off of individual debts totalling £69,382.22, as shown in Appendix A of the Debt Write Off Report. The Executive also noted that the Section 151 Officer¹ had authorised the write-off of individual debts totalling £41,310.74.

The council is responsible for the collection of council tax, non-domestic rates (business rates), overpaid housing benefit and sundry debt. Debts up to the value of £5,000 can be written off by the Section 151 Officer under delegated authority, but permission needs to be obtained from the Executive to write off individual debts with a value of more than £5,000.

The report covered the period 1 April to 30 June 2025, with the total amount of debt to be written off being £110,692.96.

The report also provided an update on collection rates for 2024/25 and overall performance in collecting outstanding debt. The council achieved an in-year collection rate of 98.81% for council tax, which placed the council in the top ten nationally. The 2024/25 in-year collection rate for non-domestic rates was 98.3%, which placed the council near the top of the second quartile nationally.

Hunting Protocol

The Executive considered a recommendation arising from the Overview & Scrutiny Committee in relation to adopting an updated Hunting Protocol. The Overview and Scrutiny Committee had been asked to consider setting up a Task and Finish Group to develop a protocol/policy to underpin parts 1 to 4 of a Motion relating to hunting on council owned land.

The Task Finish Group Hunting on Council Land agreed that the brief to produce a supporting protocol had been met and recommended the Protocol to the Executive.

Changes to the Senior Management

The Executive noted the changes in the senior management structure and reporting lines, including the establishment of a new role of Assistant Director for Property, Place and Economy from 1 October 2025.

The resignation of the Director of Place and Enterprise meant that changes to senior structure were required to ensure that the council could continue to deliver services, to drive forward the council's delivery plan and to ensure continuity of delivery of key projects.

To do this, the management reporting lines between the existing three directors will be realigned and a new role of Assistant Director for Property, Place and Economy will be established, which will encompass the land and property, maritime and place and economy teams.

Andy Bates, Chief Executive and Head of Paid Service, said that this allows for the speedy transfer of responsibilities and a seamless handover of corporate project roles to ensure stability and the existing collaborative team-working approach of the senior leadership team (SLT).