In contrast to other studies on policy entrepreneurship that address frontline officials’ roles in formal legislative procedures, this case study focuses on how frontline officials promote policy innovation within inconspicuous administrative routines. Because frontline officials have no legislative power, they must overcome officialism by using bureaucratic skills and seeking consensus among multiple stakeholders. “Citizen agents” and “state agents” are both necessary roles. This case provides administrative details on how a deadlocked policy was gradually enlivened within undramatic administrative routines. The findings bridge the legislative–administrative gap and improve the understanding of the long-term effects of frontline administrative activities on policy innovations.

Employees of the public employment services (PES) are street-level bureaucrats who shape activation policy on the ground. This paper examines how PES staff use enhanced discretion in an innovation project carried out by the German Federal Employment Agency. Applying a bottom-up perspective, we reconstruct PES employees’ logic of action and the dilemmas they face in improving counselling and placement services. According to our findings, placement staff use enhanced discretion to promote more individualised support and an adequate matching of jobseekers and employers. The use of discretion is framed by organisational norms and reward mechanisms and by the current labour market situation. Our analyses are based on qualitative interviews and group discussions with placement staff.

This article explores interactions between the front-line officers and recipients of Oportunidades-Prospera, a conditional cash transfer (CCT) in Mexico. Like other CCTs, Oportunidades-Prospera provided monetary transfers to families with the requirement of following certain conditions, including receiving preventive healthcare and workshops. This produced constant and compulsory physician-recipient interactions. This article examines these through observations of programme delivery and interviews with physicians at health centres of two localities of Puebla. The results show that officers’ strategies of implementation and attitudes towards recipients were influenced by the programme’s use of health services as conditionalities, promoting a relationship of authority and obedience. This, however, was exacerbated by the officer’s job position. Those with a permanent contract systematically fostered authoritarian interactions compared to officers with temporary contracts. Ultimately, this study reveals factors that influence officer-recipient relationships in CCTs and their centrality for programme delivery and for the success of social policies more broadly.

This paper explores how new regulatory technologies and front-line decision-makers reshape one another. Drawing on a recent qualitative study of caseworker decision-making in the Ontario Works program, it demonstrates the dialectical relationship between new case management software and caseworkers. While new technologies may attempt to deskill and decentre front-line decision-makers, transforming them into data entry clerks, caseworkers learn how to expertly translate and input client data to produce decisions that more closely match their interpretation of clients’ needs and welfare laws. The ways in which workers “manipulate the system” to produce a particular decision, though common knowledge among their colleagues, are black boxed to program managers, auditors, and benefits recipients.