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 un-reviewed 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
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 2017, the total number of cases created increased by 30% from the prior year. The division met the goal of reviewing 85% of the cases created by September 15th. The total number of applications received in 2017 decreased by 3,227 applications.

Beginning January 3, the division began uploading the unsigned online applications from the web into the division’s internal data base system called the Dividend Application Information System on a daily basis. This provided adult applicants access to their application detail, and to any children they sponsored, through the myPFD portal. The “document center” in the myPFD portal provides detail of what is still required in order to complete an applicant’s eligibility determination, such as a signature and allowing the applicant/sponsor to electronically sign or print the necessary paper document.

Applicants viewing their “document center” through the myPFD portal continue to provide an increase in the number of required documents submitted to the division prior to an application being reviewed and/or sending a request for information (RFI) letter.

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 un-reviewed 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
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

Methodology: In 2017, the Eligibility Technician vacancy rate throughout the year ranged between 3% - 26%, which directly affected the number of cases that could be contacted and/or completed. The number of un-reviewed cases remains moderately high in comparison to the last five years. Additionally, the number of un-reviewed cases has decreased from the prior two years. The division will continue to diligently strive to reduce the vacancy rate to an acceptable level. However, with an extensive training program upon hire there will be a period of time before new employees will become proficient and begin to contribute to the caseload.
Analysis of results and challenges: In 2017, the number of un-reviewed eligibility cases increased as we worked with a third-party vendor for audits where applicants possibly took an action in another state that could have severed their Alaska residency for PFD purposes and to also identify those applicants that stated they are filing their online application from Alaska but the IP address identifies it is in another state or country. These audits did increase the volume of public contact in 2017.

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
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: The online filing percentage has remained relatively consistent for the past six years. Because of that, the division has focused the last twelve months on redefining the online application, modifying the validation process previously required to electronically sign an application, and brainstorming ways to improve customer service through our self-service portal. Although significant changes were not implemented on the 2018 PFD application, the 2019 application experience will drastically differ.

For years the division has been faced with the challenge of trying to increase the number of Alaskans choosing to file their PFD applications online. However, in 2018 the Commissioner of Revenue, Sheldon Fisher, began to trail blaze a new road for PFD by announcing his goals to improve efficiencies amongst the department, including his support for a paper-lite PFD program. Making this transition will improve the quality of data provided at the time of application and reduce manual processing, resulting in gained efficiencies. Implementing this plan will take time and will require clear communication across the state of Alaska.

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 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 was successful in operating the PFD program while also seeing a decrease in the cost per dividend. Although the overall number of applicants slightly fluctuates, cost per dividend has minimally changed over the last five years due to division efficiency improvements and process automation.

As the division moves towards a paper-lite program the cost per dividend calculation will change. Currently there is no distinction between costs associated with processing paper applications and paper checks verses an electronic applications and direct deposits.

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
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: In 2017, the division reduced outgoing requests for information by roughly 1800 correspondences, or pieces of mail. Our goal is to continue to reduce requests sent via mail by improving the application process, providing more information by e-mail, and revamping the self-service portal to be more user friendly. A good example of this plan in action includes the 204,773 e-mails that were sent to Alaskans in February reminding them to file. The e-mail was only sent to individuals that had not yet applied for their dividend, but had applied in 2016.

In addition to this reduction, the division mailed approximately 3,500 fewer letters, which is roughly a $1,500 postage savings, by implementing a new feature in the PFD’s internal software. The feature allows technicians to generate applicant correspondences on demand, which then can be printed or e-mailed. Not only did this enhancement reduce the number of letters generated it also allowed PFD to service Alaskans in a more timely manner.

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.

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
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 continues to refine eligibility processes and procedures. For 2017, the IP audit resulted in a greater number of overturned denials at the informal appeals level as cases were identified with proven presence in the State at time of filing.

Current as of January 2, 2019