Key Performance Indicators
Promote a healthy economy, strong communities, and protect consumers in Alaska. AS 44.33.020
Key Performance Indicators
- Target: Reduce the number of communities (public entities) that are noncompliant with management sustainability indicators by five percent each year.
- Target: Charter, license or register entities and persons in regulated financial services industries.
|1: Economic Growth|
Target #2: Issue $35 million in new loans each year.
The significant increase in new loans approved during FY2019 is caused by the low interest rate environment and clients’ needs to stabilize their debt service requirements over time. This program will continue to allow the statewide business base to expand, allowing job growth and steadily increasing assessed values so long as the AIDEA Revolving Fund continues to grow apace.
Target #3: Review and authorize marijuana licenses for qualified persons and entities.
Active, Complete, and Delegated Marijuana Licenses by Type
The marijuana license application system is an electronic database custom created for AMCO by the DCCED information technology (IT) team. The database allows applicants to progress through statuses including new, initiated, under review, incomplete, complete, delegated, and active, as well as void, rescinded, tabled, and denied. AMCO’s website also contains application instructions and forms, detailed FAQs, board meeting dates, agenda and board packets, statutes and regulations, and the latest information for both marijuana and liquor license applicants.
There are two license examiners currently assigned to the marijuana program. In 2019, AMCO began to see a slowdown in new license applications and an increase in license transfer applications and change requests for operating establishments.
|2: Sustainable Energy|
Target #1: By 2025, 50% of electricity generation is from renewable sources.
The percentage of electrical need met by renewable generation has increased from 21.5% in 2010 to an estimated 31.17% in 2018 (final net generation figures for 2018 are not available from the Energy Information Administration until early 2020). Of the renewable generation, about 90% is produced by hydropower and 10% by wind power. Because so much renewable generation comes from hydropower, there are year-to-year fluctuations in overall renewable contribution based on weather. In years with little snow and low precipitation, there will be a decrease in total renewable generation with no change in installed capacity. There was a increase in the estimated percentage of total renewable generation in 2018 because of modest increases in wind and hydro production, 1% and 9% respectively, and an approximately 9% decrease in the absolute production from both oil and natural gas. Total generation dropped by almost 4%.
In addition to the gains in electricity generation from renewable energy depicted in the graph above, the REF grant program has also funded renewable energy systems in rural locations whose utilities are not required to report to the Energy Information Administration. REF projects also provided gains in renewable heat energy, such as biomass and heat recovery. Heat recovery projects typically displace costly heating fuel in schools, water systems and other community facilities located in relatively close proximity to the powerhouse. Biomass projects displace heating fuel in non-residential buildings and bring energy security through local sourcing as well as job creation at the local level.
Several renewable projects have been completed recently or are slated for near term construction including 900-kW wind turbines in Bethel and St. Mary’s (funded through the REF), a 563-kW solar farm in Fairbanks, a 1-MW solar farm in Willow (funded through a PPF loan), and AEA’s expansion of the Bradley Lake hydroelectric facility on the Railbelt.
Increasing the percentage of electricity generated from renewable sources has been achieved by the following action items under way:
• Local, regional and statewide energy planning efforts that emphasize the need for data-driven decision making and use of most cost effective, locally available resources;
• REF projects;
• Private capital in conjunction with REF grant money;
• Additional state appropriations for renewable energy projects;
• PPF loan program support of renewable energy projects;
• Recapitalization of the PPF loan program to support additional projects;
• Federal funding of renewable energy projects, including Denali Commission, Department of Energy, and by the United States Department of Agriculture (USDA);
• Energy efficiency and conservation programs such as AEA’s Village Energy Efficiency Program (VEEP), Alaska Commercial Building Energy Audit Program, and public education and outreach activities that lower overall energy consumption, thereby increasing the percentage of power that is generated by renewables.
|3: Strong Communities|
Target #1: Reduce the number of communities (public entities) that are noncompliant with management sustainability indicators by five percent each year.
1. Workers’ Compensation policy – If an entity has an active policy or not.
2. Municipal elections – If the required election was properly held and certified.
3. Financial Audits – If the required state or federal financial audits have been completed and filed.
4. Liens - If liens or judgments are filed against the entity.
5. PERS Debt - If an entity is current on their PERS payments.
6. Fuel Loans - If an entity borrowed loans for purchase of fuel and is current on its payment; and
7. Financial Documents (budgets, audits/certified financial statements) – if an entity has completed and filed these documents.
The total number of non-compliant entities has decreased by 9% in FY2019. Though progress has been made in the total number of entities that are compliant, 46% of those that were non-compliant were not compliant in at least one or more of the following indicators: had active Liens or were not current with Fuel Loan or PERS Debt payments. Which could be an indicator of the entity unable to keep up with their financial obligations. The reduced resources to work with communities, accuracy of data, timeliness of information reported by agencies, community resources, and commitment to issue resolution will continue to be a challenge. Most indicators will require the entity to make changes in procedures, policies, and or staffing to rectify issues.
Target #2: Increase the number of users trained on the Utility Management training courses.
|4: Consumer Protection|
Target #1: 100 percent of tariff matters are reviewed and processed within regulatory timelines.
Target #2: Manage licensure of Alaska businesses and professionals.
In an ongoing effort to refine its processes and more accurately represent its functions, the division improved its method of calculating the number of professional licensees. Beginning in FY2012, the new method implemented includes all license activity over the course of a fiscal year and is one of the reasons the number of professional licensees increased from FY2011. In previous years, professional license numbers were calculated as a “snapshot” of one day—usually the last day of the fiscal year. Beginning in FY2017, a few additional existing transaction types totaling 3,386 licenses, exemptions, or practice plans were included in the license count to better reflect the volume of licensing activity occurring within the division. Administrative adjustments were made again in FY2019, resulting in the appearance of a slight decrease in professional licenses.
Target #3: Charter, license or register entities and persons in regulated financial services industries.
Current as of December 9, 2019