About our Council
Hertsmere Vision 2024-27 – Delivering better futures
The Hertsmere Vision 2024–27, approved by Cabinet in April 2024, introduces a streamlined approach to communicating our ambitions for the borough.
The Vision outlines our overarching goals across three key areas: Our Communities, Our Places, and Our Services, while also highlighting accomplishments from the previous year in each category. To complement this, a set of Corporate Values has been developed to clearly convey to customers, partners, and staff the principles, beliefs, and values that guide our work and interactions.
Supporting the Vision is the Corporate Plan for 2024/25, which details how we will achieve our objectives in the coming year while reflecting on past successes.
Politics
Hertfordshire operates under a two-tier system of local government, with ten district councils, including Hertsmere Borough Council, responsible for district-level services, while Hertfordshire County Council oversees county-level services.
The current leader of Hertsmere Borough Council is Councillor Jeremy Newmark (Labour). Following the 2023 election, the council entered a state of no overall control. The administration is formed by a coalition of Labour Co-op (14 seats) and Liberal Democrats (9 seats), with the Conservatives serving as the opposition.
Working at Hertsmere
Working with you, for you, improving our communities, our places.
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o Keep out communities safe
o Build a resilient community
o Celebrate our heritage and identities
o Promote creativity and the arts
o Keep our communities healthy and well
o Support a well-educated and skilled population
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o Protect the environment
o Accelerate towards net zero
o Secure the right growth in the right places
o Prioritise infrastructure to support development
o Grow an innovative and resilient local economy
o Support vibrant town centres
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o Deliver efficient and effective services
o Ensure value for money
o Embrace new ways of working.
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o Respect
o Integrity
o Making a difference.
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o We are committed to providing high quality services to our residents, whilst also ensuring that we are delivering the priorities set out in this, our Hertsmere Vision.
o We have identified a range of performance indicators against each updated priority area to measure the things that are most important to our residents, ensuring transparency and accountability.
o We will report our progress each quarter to Cabinet and in addition to reporting against the above measures, we’ll also include a narrative against each priority area, reflecting the breadth of delivery and allowing effective performance management against projects and service areas where qualitative indicators are unsuitable.
o We will produce a retrospective Annual Report of Performance which will summarise performance from the previous year.
o Alongside this, a wide range of performance scrutiny takes place at all levels within the organisation. Further information on this can be found in our new Performance Management Framework here.
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Membership of the local government pension scheme
Interest-free season ticket loan
Free Gym Membership
Free Car Parking
Flexible working hours with two days flexi per month
Hybrid Working
Professional Membership Fees paid
Career Progression and Training Sponsorship Schemes
26-31 days annual leave, depending on local government service, plus 1 floating day
Cycle to Work Scheme
Regular free / subsidised well-being initiatives such as yoga, meditation, massage, reflexology, Flu Jabs, Eye Tests and Health MOTs
Employee Counselling Service
Relocation Package
We value and recognise staff with a variety of awards such as ‘zero sickness’, ‘STARS awards’ and ‘loyalty awards’
Key Contacts
For a confidential discussion about this role, please contact the following consultants at our recruitment partner, Tile Hill, who will be happy to answer any questions that are not covered here:
Louise Haines
Research Consultant
07798630382
Louise.Haines@tile-hill.co.uk