| Summary: | Since January 1, 2015, the police authority's largest organizational reform took place, and 21 county police authorities were merged into one unified police authority. The purpose of this was to increase the prerequisites for a stronger operating result with higher quality in the efforts. In connection with the reorganization, they sought to have a more distinct management where the operations would be employee driven. In this study, the official's space for action is studied, and to what extent the public works are considered regarding the expertise and knowledge of the employees at local police level. Through an interview study the officials of the local police level shared the experiences and how the reorganization's impact on the space of action has affected their ability on making decisions. The analysis of the study takes the biggest inspiration from Lisky's street-level bureaucracy theory but also shows elements of the authority's structure, i.e. top-down and bottom-up perspective. The study also takes into account the public officials’ tools of power and analyzes the exercise of power.
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