The rise of new public management has seen the role of the social worker becoming increasingly administrative and less about face to face contact with service users. When commissioning managers seek to help people with learning disabilities plan their services, who actually makes the decisions? Direct payments are proposed as the answer for people with learning disabilities to take the lead, but is this a real shift in power from managers to service users? This paper examines what commissioning and contracting means for people with learning disabilities. It asks if the voices of service users are heard when it comes to planning their services and, more significantly, are their choices respected and acted upon by commissioners? The government believes the introduction of direct payments will change the way social care is administered, by placing both the decision-making and funding, firmly in the hands of people with learning disabilities. However, the question remains as to how far this can be successful, considering the complicated administration and financial processes involved. The paper explores new ground in terms of research by investigates the effects that new public management, in the form of commissioning and contracting, has on the lives of people with learning disabilities. It looks at the relationship between the service user, care manager and commissioner, and asks whether management structures help individuals or actually create further barriers to participation and inclusion. This paper seeks to critically assess the impact made by the introduction of commissioning and contracting as a new culture of social care in learning disability services. It offers an evaluation of the growth in importance of the user as consumer. Does the commissioning and the contract process give users with learning disabilities a greater influence over their services and ultimately their lives? It is suggested that far from empowering people with learning disabilities to have a say in the services they want, the emerging culture of business contracts and new public management transfers power firmly back into the hands of professionals making the decisions. Social work practice is changing in response to major shifts in social trends and at the behest of market values. Traditional models are being rejected and the challenge for social work is to adapt itself to operate within a competency based paradigm. The paper argues that at the centre of this new culture is a government use of a system of performance management that successfully drives down cost.Thus there remain contradictions between the adoption of a mixed economy of care; services planning; consumerism; resource constraints; and the communication difficulties experienced by many people with learning disabilities.