Abstract
California is the only state to entitle individuals with developmental disabilities to the services and supports required to live independent and productive lives. Fulfilling the entitlement has proved challenging for the California Department of Developmental Services (DDS), however, as California must demonstrate fiscal prudence, while still providing the right to entitlement to individuals with developmental disabilities. To address this issue, California established performance contracts to measure how well the DDS is meeting its government mandate. This thesis aimed at answering multiple questions, regarding the DDS performance contracts. First, what is the DDS currently measuring in its performance contracts? Second, what do the existing measures tell the reader about how well the department is performing? Lastly, are there any performance measures that the department should be measuring that it is not? This thesis evaluated the DDS’ 2009 Performance Contracts and Year-End Reports, measuring data, from each, against the mandatory rights of individuals with developmental disabilities, established by the Lanterman Act. A review of the performance measures determined how well the DDS is meeting its organizational goals and objectives. Findings and Implications The 2009 Performance Contracts sufficiently informed the public that the DDS meets its organizational goal of providing less restrictive living options to individuals with developmental disabilities. Yet, the study indicated that the DDS does not incorporate quality measures into its performance contracts. Additionally, the study suggested that while the DDS’ performance contracts may use some adequate measures to determine how well the department is achieving the expectations set forth in the Lanterman Act, the department lacks performance measures and data in a number of important areas. This suggests that the DDS would benefit from developing quality performance measures for all the mandatory rights outlined in the Lanterman Act. If the performance contracts adequately measure the department’s performance, the DDS can essentially take data from the performance contracts to create cost-saving ideas and service delivery improvements in collaboration with its clients.