About us...

Why we did it

Stirling Council was set up during local government reorganisation in 1996.

Employees and Councillors transferred to Stirling Council from the outgoing Central Regional Council and Stirling District Council. Colleagues who had worked together in the Regional Council were distributed among 3 new Councils. Those who were “transferred out” the Friday had their seats filled by District Council employees on the Monday. It was a tense and difficult time.

The outgoing Councils had been under opposing political leadership, creating quite different working cultures. Stirling Council was trying to establish itself in the face of shrinking budgets. Employees were lost through redundancy. Industrial action was organised. There was a climate of confusion and mistrust.

The Council recognised the difficulty of merging cultures in these circumstances. As part of the change management process, a survey of senior managers was carried out. Called 'Burning Issues', it measured satisfaction levels within the Council as a new organisation. There was a common concern about the developing culture. A further survey identified middle managers' perceptions of the organisation. This painted a picture of a Council that over-used power in relationships and avoided responsibility for decision-taking. The concept of a 'blame culture' was emerging. Councillors and managers agreed action was needed.