Community Forest

Street-level Bureaucrats and Coping Mechanism: Reflection of Community Forestry Policy Implementation from Nepal

Scholars of public policy implementation research often note that the street-level bureaucrats’ working conditions are characterized by high service demand from their clients and sheer shortfall of organizational resources. This paper tries to unfold the routine actions of street- level bureaucrats in community forestry policy implementation in Nepal. The street- level bureaucracy theory is used as a theoretical template to explain the routine actions of the front-line workers. The main aim of this paper is to examine how and in what ways the street- level bureaucrats handle their actions in Community Forestry Policy delivery. The study employs both qualitative and quantitative research approaches. The findings of this study suggest that the street-level bureaucrats face a high service demand from community forestry user groups and have inadequate organizational resources to meet such demand. It also indicates that those front-line workers prioritize their activities through several informal procedures, behaviors and strategies as well as built-in mechanisms. These archetypal informal coping strategies help them manage their substantial work load and almost unlimited service demand from CFUGs, especially in the light of sheer shortfall of organizational resources at their organization.
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