Performance Details

Department of Revenue - Permanent Fund Dividend Division

Mission

The mission of the Permanent Fund Dividend Division is timely payment of dividends to eligible Alaskans.

Core Services

Gather and analyze workforce statistics to improve the allocation of resources between public response and eligibility case work
Increase use of online application and support services to improve customer response time and reduce manual processes
Reduce mailed requests for information by increasing in-person contact
Increase effectiveness of eligibility staff

Mission Results

Core Services

A: Public response and eligibility determination workloads are balanced Details >

TARGET #1: 85% of current dividend year eligibility cases are reviewed by September 15.

A1: Gather and analyze workforce statistics to improve the allocation of resources between public response and eligibility case work Details >

TARGET #1: Reduce the number of unreviewed cases as of September 15th compared to previous year.

A2: Increase use of online application and support services to improve customer response time and reduce manual processes Details >

TARGET #1: Increase percentage of applications filed online, number of electronically signed applications using "myAlaska" and number of users of "My PFD Info" as compared to previous year.

Mission Results

Core Services

B: Administrative costs do not increase Details >

TARGET #1: Maintain or reduce administrative costs from year to year.

B1: Reduce mailed requests for information by increasing in-person contact Details >

TARGET #1: Reduce mailed requests for information.

Mission Results

Core Services

C: Informal appeals decisions are rendered timely Details >

TARGET #1: 100% of informal appeals decisions are rendered within 180 days of receipt.

C1: Increase effectiveness of eligibility staff Details >

TARGET #1: Reduce the percentage of appeals that result in overturn of the denial.

Performance Detail

A: Result - Public response and eligibility determination workloads are balanced

Target #1: 85% of current dividend year eligibility cases are reviewed by September 15.
PFD Eligibility Caseload

Year	Cases Created by 9/15	Cases Closed by 9/15	Pending Applicant Respon	# Cases Reviewed by 9/15	% Cases Reviewed by 9/15
2018	248,251	112,329	17,140	129,499	89.8%
2017	251,368	167,589	14,146	181,735	89.9%
2016	182,952	153,332	11,895	165,227	90.3%
2015	174,129	128,547	17,718	146,265	83.9%
2014	306,365	252,251	23,814	276,065	90.1%
2013	139,254	108,142	27,175	135,317	97.2%
2012	161,176	122,824	21,990	144,814	89.8%

Methodology: Statistics are shown through September 15 of the calendar year in which the dividend is paid.
Analysis of results and challenges: In 2018, we experienced a similar number of cases created from the prior year. The number of cases closed by September 15th, however, decreased significantly as we began working cases on a "project" basis. This caused larger chunks to be closed at a time, but timed the closing of those cases slightly later in the year. We were still able to accomplish the performance goal of 85% by September 15th.

A1: Core Service - Gather and analyze workforce statistics to improve the allocation of resources between public response and eligibility case work

Target #1: Reduce the number of unreviewed cases as of September 15th compared to previous year.
Comparison of Unreviewed Cases to Public Response Needs

Year	Unreviewed Cases 9/15	Queue Calls Answered	Customer Walk-ins	Email Responses
2018	15,014	31,688	63,621	15,790
2017	20,383	36,672	62,385	14,859
2016	17,725	28,452	68,662	14,569
2015	27,864	59,307	77,079	22,310
2014	30,300	72,564	82,103	22,745
2013	3,937	67,421	73,485	11,293
2012	16,410	75,184	81,229	14,215

Analysis of results and challenges: In 2018, we ceased the use of the third party audit from 2017, and were able to accomplish one of our lowest number of unreviewed cases by September 15th. We had slightly more walk ins and e-mails, however our goal as a division is that those contacts with the public are meaningful versus information that could be provided by other means (website, phone tree, etc.). The fact that we accomplished more reviews leads us to believe that our contacts were more meaningful than in prior years.

A2: Core Service - Increase use of online application and support services to improve customer response time and reduce manual processes

Target #1: Increase percentage of applications filed online, number of electronically signed applications using "myAlaska" and number of users of "My PFD Info" as compared to previous year.
PFD Applicant Use of Online Services

Year	% Online Applications	# Hits to My PFD Info	# of e-signatures
2018	83.2%	924,409	394,128
2017	82.6%	744,404	389,665
2016	81.3%	842,429	409,805
2015	81.6%	801,608	353,406
2014	82.9%	856,152	336,898
2013	83.3%	863,989	418,995
2012	82.1%	1,231,719	420,039

Analysis of results and challenges: Thanks to the hard work of our programmers answering to the public feedback, the online application continues to grow in popularity. Every percentage represents work that our technicians no longer have to manually enter, as Alaskans take the application into their own hands. The benefits to online filing have been advertised in various ways across the state since 2016, attempting to share with Alaskans that web filing provides a much less confusing application due to the logic we are able to incorporate. Not only does it allow for ease when filing, it also provides the opportunity to use myPFD to check on the status, or make small changes. In 2018, we were thrilled to see a large increase in those utilizing myPFD. That represents nearly 1 million inquiries that allowed people to independently receive answers to their PFD questions.

The electronic signatures also increased, however slightly. In the upcoming season, we anticipate a huge jump as we eliminate some of the myAlaska barriers that have made online signing confusing for Alaskans. We plan to validate signatures in-house due to the large amount of information that we have to confirm identities.

B: Result - Administrative costs do not increase

Target #1: Maintain or reduce administrative costs from year to year.

Methodology: Calendar/dividend year is used for Permanent Fund dividend (PFD) application and payment statistics. Appropriations are based on state fiscal year and become effective on July 1 of the dividend year shown.
*Total PFD appropriation includes funding for fiscal notes, prior year supplementals, and new capital appropriations.
**Number of applications received by the Permanent Fund Dividend Division at time of dividend calculation.

Estimated Cost per Dividend Paid

Fiscal Year	Dividend Year	Total PFD Appropriation*	#Applications Received**	Estimated # PFD's Paid	Estimated Cost Per PFD
FY 2019	2018	$8,323,000	670,759	639,247	$13.02
FY 2018	2017	$8,218,800	672,243	640,245	$12.84
FY 2017	2016	$8,340,100	675,531	643,678	$12.96
FY 2016	2015	$8,521,400	676,379	644,511	$13.22
FY 2015	2014	$8,245,500	677,114	641,489	$12.85
FY 2014	2013	$8,290,900	672,951	640,249	$12.95
FY 2013	2012	$8,221,000	677,733	646,805	$12.71

Analysis of results and challenges: The Division saw a slight increase this past year as we incorporated a new program into the application. This was the first full application and filing season that fully supported the Automatic Voter Registration. This included some extra programming, as well as reporting as we worked out the logistics during our first season being merged with Division of Elections. We also chose to initiate an advertising campaign that began Phase 1 of our paper light initiative. This brought awareness to the cost of paper, and highlighted the benefits of online filing.

B1: Core Service - Reduce mailed requests for information by increasing in-person contact

Target #1: Reduce mailed requests for information.
Use of Mail for Information Requests

Year	#Applications Received**	Mailed Requests for Info	% Mailed Requests
2018	670,759	83,262	12.41%
2017	672,243	65,607	9.76%
2016	673,617	67,449	10.01%
2015	676,379	132,310	19.56%
2014	674,632	117,289	17.38%
2013	670,865	112,727	16.80%
2012	677,865	86,359	12.73%

Methodology: Calculated as a percentage of requests to number of applicants as of September 15. In 2016, it was identified that the Mailed Requests for Information calculation did not include all mailed requests sent to applicants. The chart above has been recalculated for the past 5 years to show more accurate numbers.
Analysis of results and challenges: This past year, we saw an increase in the mailed requests that were sent from the division. This was partly due to a struggle to receive electronic signatures from online applications. Much of the mail sent from the division requested a simple signature page. This number would have been much higher had we not built in the ability to send e-mailed Requests for Information (RFI). Once again, as we move towards more technological solutions, we anticipate a decline in these for 2019. The e-mails were a "test run" this year, and proved to be successful, and more time efficient for Alaskans.

C: Result - Informal appeals decisions are rendered timely

Target #1: 100% of informal appeals decisions are rendered within 180 days of receipt.
Informal PFD Appeals Decisions Rendered

Fiscal Year	Informal Appeals Closed	Within 180 Days	More than 180 Days
FY 2018	3,699	3,692	7 (0.99%)
FY 2017	3,976	3,976	0
FY 2016	3,458	3,458	0
FY 2015	3,305	3,305	0
FY 2014	2,440	2,440	0
FY 2013	2,500	2,498	2 (0.99%)

Analysis of results and challenges: Staff turnover and extended absences contributed to fewer informal appeals cases closing in FY18. 7 informal appeals cases were closed past 180 days, each by only a few days. With new management overseeing appeals, steps are being taken to avoid this in the future.

This figure contains data from 2018, as the Permanent Fund Dividend Division is still processing 2019 applications and is unable to provide complete data.

C1: Core Service - Increase effectiveness of eligibility staff

Target #1: Reduce the percentage of appeals that result in overturn of the denial.
Denials Overturned During Informal Appeal Process

Year	Informal Appeals Rec'd	# Overturned Denials	% Overturned
2018	4,089	2,824	69.1%
2017	3,815	2,761	72.4%
2016	4,934	2,792	56.6%
2015	3,931	2,550	64.9%
2014	2,646	1,383	60%
2013	2,375	1,591	58%
2012	2,606	1,483	69%

Methodology: Data is collected at the end of the calendar year.
Analysis of results and challenges: The Division was happy to see a decline in the percentage of overturned cases. A lower percentage in that category indicates a higher level of accuracy in the Eligibility unit. Although the overall number of Appeals increased slightly, we are happy with what the percentage represents. The increase in Appeals is indicative of the prior year's use of a third party audit. Even with that audit conducted, the division proved its effectiveness through a continued decrease in the percentage of overturns.

Current as of November 6, 2019