The Street-Level Bureaucrat Defined.
The term “street-level” and minimizes the important roles that they fill. The term “bureaucrat” disparages the spirit of their efforts. Where departments heads paint the broad-brush picture for the organization, the street-level agent implements the spirit of the law. Government could not perform its role without functionaries who feel the pulse of the community and who also deliver the promises of the Union. They protect us as police, firefighters, and EMTs. They teach our children as teachers, professors, principals, and counselors. They encourage us as business development representatives. They speak for us as public defenders and prosecutors. They help organize our lives as Driver License examiners and Records Clerks. And they keep us healthy as social workers, case workers, and phlebotomists. However, despite their accuracy and good intention, a simple mistake can cause harm on citizens.
The Conscience of Words.
Policies, laws, and programs serve as the guide and conscience of the country; however, they remain static until propelled into action by customer-facing agents and public administrators. The words in the volumes of law books articulate the limits of government, regulate the extent of business action, and stimulate activity that improve the lives of all citizens. The sentences inspire creative thinking and at the same time, punish unacceptable actions. The paragraphs nurture the nascent and brace the strong. The comprehensive collection forms a protective moat around all units of society — that allow respite — from the barrage created by the cycle of life, government, and industry.
Law is Static Until Man Intervenes.
The intent of law is paralyzed until man or woman advances vetted initiatives. The spirit of the law is without soul until it is infected with the courage of the administrator. The nourishing aspects of regulation cannot flourish until nursed and groomed by the street-level bureaucrat. In essence, law is only as effective as the manner of interpretation and implementation by the lowest level agent of the state.
Misplaced Fear and Controversy.
Governmental organizations are easily categorized and identified. So they make obvious, static, and easy targets by the ire of the population. ‘When viewed from a negatively, the bureaucracy appears as a robotic giant trampling on the rights of citizens, slow to make corrections, and without care or concern of the damage. However, this is misplaced fear. The organization is a network of actors, representatives, and leaders who perform specific functions within the team. For policy to change, an agent of the state has to be involved. If the street-level bureaucrat feels that change is not worthy of debate, they can immediately shut down the process. Street-level decisions can lead to controversy, mistrust of government, and anger.
Street-Level Implementation Defines the Value of the Governmental Organization.
Due to the frequent contact with the public, street-level bureaucrats possess a significant latitude in dispensing public value. Because not all interactions are observed, the autonomy can keep supervisors in the dark for an extended period. If the citizen is not allowed access to the supervisory staff, the front-facing bureaucrat may put a positive spin on complaints before they reach the leadership, and at the same time they may omit important facts about the organization. Often, more damage is done at the customer counter than C-level blunders; but an entire is often categorized by the most recent interaction between citizen and street-level bureaucrat.
In some instances, the street-level bureaucrat can become judge, jury, and executioner as they initially have more control over the psychological contract than the citizen searching for information. In other instances, they can become gatekeepers allowing only those they deem worthy to enter the inner sanctum of their respective organizations.
The Citizen’s Part.
Citizens must call out unprofessional street-level agents. If left ignored, negative behavior can lead to irreversible damage to government, citizens and industry. If not addressed, the entire organization can become infected with bad behavior to the point of leadership coma and organizational apathy. At the same time, street-level bureaucrats are humans. They have families, problems, challenges, sickness, dreams, and failures. As citizens, we must treat the street-level agent with the utmost respect. We just never know what challenges the front-facing agent experienced during the last few days.
Conclusion.
Where the law provides the 30,000-foot view, the street-level bureaucrat fights for the rights citizens in the trenches — to deliver the public value in a gift-wrapped box of good intention. The street-level bureaucrat is breathing the same air, fighting the same traffic jam, and just as concerned about community improvement as the next person. Street-level actors require oversight and guidance, but most importantly, they need appreciation. Understanding and empathy can lead to street-level happiness that can spread economic vitality throughout the community.
Copyright Leonard Casiple 2023. All rights reserved.
About the author: Leo Casiple is a first-generation American who grew up in Southern Philippines under martial law. He spent much of his 21-year career in the US Army as a Green Beret.
Leo is currently a doctoral student at Northeastern University’s Doctor of Law and Policy program (2022–2025 Cohort). He earned his education from California Lutheran University (MPPA), ASU Thunderbird School of Global Management (MBA in Global Management), Excelsior University (BS in Liberal Arts, Ethnic and Area Studies), Academy of Competitive Intelligence (Master of Competitive Intelligence™), Defense Language Institute and Foreign Language Center (18-month Arabic Language Course), and the US Army John F. Kennedy Special Warfare Center and School (Special Forces Qualification Course and Psychological Operations Specialist Course).
For more information about the author, click here: Leo’s LinkedIn Profile
References
Lipsky, M. (1983). Street-level bureaucracy: The dilemmas of the individual in public service. Russell Sage Foundation.