Street-Level Organizations, Inequality, and the Future of Human Services

Brodkin, Evelyn Z.

doi:10.1080/23303131.2016.1173503

Cited by 26 publications

(24 citation statements)

References 6 publications

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“…In this case, the shift in financial control is stimulating varying responses, which indicate what and how organisations are reinventing new delivery arrangements locally. In Brodkin's (2011, 2016) terms, this study shows that local organisational mechanisms are emerging to cope with the murky spaces of policy and inherent tensions.…”

Section: Discussionmentioning

confidence: 88%

Organisations adapting to dual aspirations of individualisation and collaboration in the National Disability Insurance Scheme (NDIS) market

et al. 2021

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Disability support is often provided at the interface with other human services such as health, education, and employment agencies. This can present many organisational problems for people receiving support and the organisations that provide it. Individualised funding is one attempt to ease problems of fragmentation and unmet needs, but perversely, it introduces further interface complexities as organisations consider how to manage their service provision and financial structures.Drawing on interviews with 28 managers, the focus in this paper is on organisational and interface changes and challenges following the introduction of the National Disability Insurance Scheme (NDIS) in Australia, and the adaptive strategies of organisations to provide individualised and coordinated supports. The three themes derived from the thematic analysis, adopting a commercial mindset, finding a business niche, and working across complex interfaces, epitomise the benefits, constraints, and consequences of new market mechanisms for the delivery of supports, and how organisations are adjusting to a more commercial-orientated sector while also creatively negotiating multiple funding and governance systems.

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Section: Discussionmentioning

confidence: 88%

Organisations adapting to dual aspirations of individualisation and collaboration in the National Disability Insurance Scheme (NDIS) market

et al. 2021

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“…It refers to different mixes of competences (analytical, operational, and political skills) and capabilities (resources at individual, organizational, and systemic levels) that enable the practice of different governance modes in regulatory enforcement. Further, the article follows recent capacity research (Silva et al, 2018) by elaborating the capacities required specifically for SLOs (Brodkin, 2016). Despite frontline regulators' discretionary power, SLOs often have to devise and actualize regulatory programs with the preselected governance mode.…”

Section: Capacity Prerequisites For Approaches Of Regulatory Enforcementmentioning

confidence: 99%

“…The question rests on an organizational approach to governance, which treats governance as "a [dependent] variable that encompasses interactive as well as more hierarchical processes" (Egeberg et al, 2016: 32, emphasis in original). Hoping to inspire future research, the article aims to elaborate the capacitybuilding efforts required for street-level organizations (SLOs) (Brodkin, 2011(Brodkin, , 2016 to regulate under various broad, ideal-type governance modes. Our focus on SLOs under different governance modes contributes to the capacity literature, with specific answers to the questions of capacity for whom and for what (Newman et al, 2017: 160-161).…”

Section: Introductionmentioning

confidence: 99%

Governance capacity and regulatory enforcement: street-level organizations in Beijing’s food safety reform

Yee

Liu

2021

International Review of Administrative Sciences

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How street-level organizations enforce regulations carries important governance implications. Through reviewing the regulatory enforcement literature and categorizing it into three broad governance modes, this article discusses the individual and organizational capacity prerequisites for street-level organizations to enact the corresponding government–society relationship and improve governance outcomes. Through analyzing enforcement challenges faced by street-level officers in Beijing’s recent food safety reform, the article also identifies the essential capacities for street-level organizations to regulate under a legal-hierarchical governance mode. The article hopes to inspire further research to uncover specific governance capacity requirements for other administrative organizations under different governance modes. Points for practitioners Apart from policy effectiveness, government regulators should also sometimes pay attention to their impacts on governance. Despite frontline regulators’ discretion, street-level organizations may improve governance outcomes by devising and implementing regulatory enforcement programs and strategies in line with the governance mode the government is engaged in as what they do enacts the specific government–society relationship in the governing process. Administrators in charge of street-level organizations may benefit from cultivating capacities essential to actualizing the respective governance mode. Absence of these capacities is likely to undermine governance effectiveness.

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“…Its focus is how border guards, as street-level bureaucrats (Lipsky 2010 ) acting within a state organisation (the Swiss Border Guard [SBG]), put into practice its rules and mission and co-constitute the organisation (Edelman and Suchman 1997 ; Ortmann et al 2000 ). Organisations mediate a broader political and legal context and the everyday practices of those working in their name (Brodkin 2016 ). Structuration theory (Giddens 1984 ) helps connect street-level bureaucrat and organisational perspectives by considering that ‘structure’ (the law and organisational resources) and ‘action’ (here, of individual guards) are deeply interwoven and mutually constitutive.…”

Section: Introductionmentioning

confidence: 99%

Shaping migration at the border: the entangled rationalities of border control practices

Achermann

2021

CMS

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This article analyses how border guards as members of a state organisation shape the movement of non-nationals into the territory of a nation state. Based on ethnographic fieldwork on the Swiss Border Guard (SBG), it explores the rationalities—understood as stabilised ways of reasoning and acting—that characterise practices within this state organisation. Combining organisational and structuration theory with a street-level bureaucracy perspective allows for a differentiated analysis of the various facets of border guards’ everyday work. Four rationalities of border-control practices are identified and compared: security, humanitarian, cost-calculation, and pragmatic rationality. I argue that, by considering both the specific goals and imperatives of border control and the characteristics of street-level bureaucrats acting within a state organisation, these entangled logics explain the complex and incoherent social reality of border control. More generally, the results contribute to organisational theory by pointing to the importance of taking into account that multiple entangled rationalities structure the practices of an organisation’s members.

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Street-Level Organizations, Inequality, and the Future of Human Services

Cited by 26 publications

References 6 publications

Organisations adapting to dual aspirations of individualisation and collaboration in the National Disability Insurance Scheme (NDIS) market

Organisations adapting to dual aspirations of individualisation and collaboration in the National Disability Insurance Scheme (NDIS) market

Governance capacity and regulatory enforcement: street-level organizations in Beijing’s food safety reform

Shaping migration at the border: the entangled rationalities of border control practices

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