Accountability and governance in social care: the impact of personalisation

Purpose - The aim of the paper is to illustrate the changing structure of accountability under a new public governance agenda introduced in England to deliver social care through personal budgets. Design/methodology/approach - The paper draws on accountability and public governance literature, in particular, the accountability framework proposed by Hupe and Hill (2007). The evidence was gathered from exploratory case studies conducted in two English County Councils. Findings - The introduction of personal budgets has modified the roles of the different actors involved in the co-production of social services. The case studies evidence changes in the accountability and governance process, particularly with respect to the personal budget regime that has devolved responsibility and accountability to the customer. Specifically, the customer’s role has shifted and expanded in the accountability chain and thus developed into a partnership (Thomas, 2013). Originality/Value - This study is one of the first to analyse the relationship between the personalisation agenda in English social services and the relevant accountability mechanisms involved. Moreover, the paper refines the theoretical framework proposed by Hupe and Hill (2007) according to the different role the public now plays (Thomas, 2013)