Confronta i metodi

	Street-Level Bureaucracy Analysis	Policy Implementation Analysis
Campo	Public Administration	Public Administration
Famiglia	Process / pipeline	Process / pipeline
Anno di origine	1980	1973
Ideatore	Michael Lipsky	Jeffrey Pressman & Aaron Wildavsky
Tipo	Qualitative frontline-implementation analysis	Process-tracing policy analysis
Fonte seminale	Lipsky, M. (1980). Street-Level Bureaucracy: Dilemmas of the Individual in Public Services. New York: Russell Sage Foundation. ISBN: 9780871545442	Pressman, J. L., & Wildavsky, A. (1973). Implementation: How Great Expectations in Washington Are Dashed in Oakland. Berkeley: University of California Press. ISBN: 9780520053311
Alias	Frontline Discretion Analysis, Street-Level Discretion Study, Lipsky Street-Level Bureaucracy Framework	Implementation Studies, Top-Down Implementation Analysis, Implementation Gap Analysis
Correlati	4	4
Sintesi	Street-level bureaucracy analysis examines how frontline public employees — teachers, police officers, caseworkers, benefits clerks and nurses — exercise discretion when they deliver services directly to citizens. Coined by Michael Lipsky in his 1980 book Street-Level Bureaucracy, the approach argues that the decisions these workers make under conditions of scarce resources and conflicting demands effectively become public policy. The method studies how routines, coping strategies and informal rationing shape what citizens actually receive, often diverging from the policy written by legislators. Its goal is to explain the gap between policy as designed and policy as experienced at the counter.	Policy implementation analysis studies what happens between the moment a policy is decided and the moment it reaches its intended effect, asking why outcomes so often fall short of stated objectives. The field was founded by Jeffrey Pressman and Aaron Wildavsky's 1973 study of a federal employment program in Oakland, which showed how a long chain of required agreements and clearances steadily eroded great expectations. The method traces the implementation chain — the actors, decision points and conditions through which a policy must pass — to locate where and why it succeeds or fails. Its central object is the implementation gap between policy as legislated and policy as delivered.