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
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Performance Detail
A: Result - Public response and eligibility determination workloads are balanced |
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
Analysis of results and challenges: Because of the changes with the paper application, we increased public contact in all areas. Not only did the paper application change, but it was paid at a later date, which also led to questions on when their eligibility would be made. Needless to say, more resources were put towards public contact, allowing for less work put towards eligibility determination. |
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
Analysis of results and challenges: The 2019 season was extremely successful in getting Alaskans to utilize online methods of business. We increased in all categories; online filing, utilizing myPFD, and signing their PFD electronically. Although the filing season began with a technological issue, the Division was able to quickly regain the trust of Alaskans, and found that more people online filed than in previous years. We also offered an incentive to online file by ensuring that those Alaskans would be paid in the first payment run of October. |
B: Result - Administrative costs do not increase |
Target #1: Maintain or reduce administrative costs from year to year.
Estimated Cost per Dividend Paid
Analysis of results and challenges: There is a small increase in the application cost due to increased service costs which include central mail and printing services, and services provided by the Office of Information Technology. We also utilized an advertising firm to notify Alaskans of changes in not only the application, but payment of PFDs. |
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
Analysis of results and challenges: In 2019, there was a greater push for applicants to either utilize myPFD, as advertised through an advertising campaign, and to provide e-mail addresses to the division for faster processing. Because of this, we were able to reduce our mailed requests significantly. We also created an application that included common questions that, in prior years, were asked in follow up correspondence. Because these questions were now a part of the standard application, those follow up letters were no longer necessary. This was a huge win for the division, and allowed for faster application processing 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
Analysis of results and challenges: Continued staffing concerns led to the inability to complete all cases within 180 days. An internal audit revealed the processes in place to account for the performance measure were not capturing all relevant data. Immediate corrective action was taken, and new processes now confirm accuracy of our reporting and confirm this was an isolated occurrence. There is no further reason for the delay in completed cases. |
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
Analysis of results and challenges: Overturned appeals has decreased again in calendar year 2019, showing a continuing trend with a higher level of accuracy in the Eligibility unit. The number of informal appeals received remains close to calendar year 2018, and of these most were applicants who were denied due to non-response, but then chose to provide responses at the Appeal level. Typically, these overturns are extremely quick, as the applicant has then chosen to provide the necessary, and previously requested, documentation. |
Current as of October 13, 2020