How do street‐level organisations adapt to a new policy framework? Evidence from a Swiss canton

Abstract

This article examines how street‐level organisations (SLO) respond to new legal framework conditions after regulatory reform. Organisational response to a changed legal framework is key to understand implementation resilience as established organisational practice may collide with new legal obligations. Our cases are four family support and child protection organisations in a Swiss canton facing new legislation. These SLO and their personnel are strongly committed to their clientele and thus cannot simply adapt to new legislation. The study shows how the organisations perceive their discretion in the implementation of the new policy framework, the accountabilities they are bound by, and the way they cope with divergent requirements and conflicting priorities given their dependence on the regulator as commissioner of their work. SLO differ in their strategies for dealing with the new legal framework depending on the economic context in which they operate, in particular if they act as mainly privately run organisations. Members of street‐level organisations (SLO) are strongly committed to their clientele and thus cannot simply adapt to new legislation. Facing legal restrictions, SLO members aim to maintain their client‐oriented services and to exercise their discretion as far as possible. SLO that are administratively and financially dependent on the regulator and the service commissioners cannot ignore a new legal framework. SLO differ in their strategies for dealing with the new legal framework depending on the economic context in which they operate, in particular if they act as mainly privately run organisations.