STREET‐LEVEL BUREAUCRACY AND PUBLIC ACCOUNTABILITY

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Abstract
The concept of ‘street‐level bureaucracy’ was coined by Michael Lipsky (1980) as the common denominator for what would become a scholarly theme. Since then his stress on the relative autonomy of professionals has been complemented by the insight that they are working in a micro‐network of relations, in varying contexts. The conception of ‘governance’ adds a particular aspect to this: the multi‐dimensional character of a policy system as a nested sequence of decisions. Combining these views casts a different perspective on the ways street‐level bureaucrats are held accountable.In this article some axiomatic assumptions are drawn from the existing literature on the theme of street‐level bureaucracy and on the conception of governance. Acknowledging variety, and arguing for contextualized research, this results in a rethinking of the issue of accountability at the street level.