Criterion

4. Achievement of payment quality standards: Centrelink: Delivery of correct customer payments.

Target

≥95% of Centrelink customer payments delivered correctly.

Method

Random sample surveys.

Rationale

The delivery of high quality payments is a key objective of the department.

Source

2017–18 Corporate Plan, page 6

2017–18 Portfolio Budget Statements, page 35

Results

Achieved. 98.5% of Centrelink customer payments were delivered correctly. This represents a 0.2% improvement over the result for 2016–17.

Year

Performance

Yearly change

Result

2017–18

98.5%

0.2%

Achieved

2016–17

98.3%

–0.1%

Achieved

2015–16

98.4%

0.3%

Achieved

Criterion

5. Key initiatives delivered as agreed within timeframes and on budget: Welfare Payment Infrastructure Transformation Budget measure.

Target

The delivery of the Welfare Payment Infrastructure Transformation Programme Budget measure initiatives as agreed within timeframes and on budget is achieved.

Method

Evaluation.

Rationale

Transforming the department’s ICT environment is a key objective of the department.

Source

2017–18 Corporate Plan, page 7

2017–18 Portfolio Budget Statements, page 35

Results

Achieved. The Welfare Payment Infrastructure Transformation (WPIT) Budget measure initiatives were delivered as agreed within timeframes and on budget.

The WPIT Programme has adopted the Scaled Agile Framework (SAFe) delivery model, which has been successfully applied to large transformative programmes in other service delivery organisations. In the WPIT Programme, the Students Transformation project has been successfully managed using the SAFe methodology, delivering many enhancements to the student online claim question set, developing straight-through processing capability and improving multiple digital services for students.

Year

Performance

Yearly change

Result

2017–18

Achieved

N/A

Achieved

2016–17

Achieved

N/A

Achieved

2015–16

Achieved

N/A

Achieved

Criterion

7. Key initiatives delivered as agreed within timeframes and on budget: Jobs Budget measures.

Target

The delivery of the Jobs Budget measure initiatives as agreed within timeframes and on budget is achieved.

Method

Evaluation.

Rationale

The Jobs Budget measure package focuses on supporting the government’s agenda to implement a range of measures for job seekers.

Source

2017–18 Corporate Plan, page 7

2017–18 Portfolio Budget Statements, page 36

Results

Achieved. The department’s components of the Jobs Budget measures were delivered as agreed within timeframes and on Budget. Four of the measures were achieved in 2016–17 and the remaining three measures are no longer proceeding.

The ‘Further strengthening the job seeker compliance’, ‘Increasing the age of eligibility for Newstart Allowance and Sickness Allowance’ and ‘Revised waiting period for youth income support’ elements of this measure did not proceed due to legislation not being passed.

Year

Performance

Yearly change

Result

2017–18

Achieved

N/A

Achieved

2016–17

Achieved

N/A

Achieved

2015–16

Achieved

N/A

Achieved

Criterion

8. Key initiatives delivered as agreed within timeframes and on budget: Families Budget measures.

Target

The delivery of the Families Budget measure initiatives as agreed within timeframes and on budget is achieved.

Method

Evaluation.

Rationale

The Families Budget measure package focuses on supporting the government’s agenda to implement a range of measures across Families and Child Care programs.

Source

2017–18 Corporate Plan, page 8

2017–18 Portfolio Budget Statements, page 36

Results

Achieved. The Families Budget measures were successfully delivered as agreed within timeframes and on budget.

Year

Performance

Yearly change

Result

2017–18

Achieved

N/A

Achieved

2016–17

Achieved

N/A

Achieved

2015–16

Achieved

N/A

Achieved

Criterion

9. Key initiatives delivered as agreed within timeframes and on budget: Income Management Budget measure.

Target

The delivery of Income Management Budget measure initiatives as agreed within timeframes and on budget is achieved.

Method

Evaluation.

Rationale

The Income Management Budget measure will help customers manage their money to meet essential household needs and expenses.

Source

2017–18 Corporate Plan, page 8

2017–18 Portfolio Budget Statements, page 36

Results

Achieved. The Income Management Budget measure was successfully delivered as agreed within timeframes and on budget.

Year

Performance

Yearly change

Result

2017–18

Achieved

N/A

Achieved

2016–17

Achieved

N/A

Achieved

2015–16

Achieved

N/A

Achieved

Criterion

10. Support economic and social participation of Indigenous Australians through the timely delivery of appropriate departmental payments and services: Centrelink: Delivery of correct payments for Indigenous Australians.

Target

≥95% of Centrelink Indigenous customer payments delivered correctly.

Method

Random sample surveys.

Rationale

The delivery of high quality payments is a key objective of the department.

Source

2017–18 Corporate Plan, page 8

2017–18 Portfolio Budget Statements, page 36

Results

Achieved. 99.1% of payments were delivered correctly. Ensuring that the department has well-designed workflows and procedures for processing claims is supporting staff to make correct decisions and assessments. Having highly skilled staff in Remote Service Centres, Remote Servicing Teams, and Remote and ABSTUDY Smart Centres has helped to reduce barriers for Indigenous Australians in remote communities to interact with the department.

Year

Performance

Yearly change

Result

2017–18

99.1%

No change

Achieved

2016–17

99.1%

–0.2%

Achieved

2015–16

99.3%

0.4%

Achieved

Criterion

11. Achievement of face-to-face service level standards: Average wait time.

Target

The average length of time a customer waits to access social security and welfare face-to-face services in the department’s service centres is ≤15 minutes.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 8

2017–18 Portfolio Budget Statements, page 36

Results

Achieved. The average wait time was 14 minutes and 49 seconds. While there has been an increase in the average wait time, the following work has helped the department to continue to meet the target.

Implementation of workload process improvements have improved staff capability to manage workload and customer demand. Integration of the Customer First Front-of-House Application has provided a more accurate data source for the measurement of service centre traffic.

Management of new initiatives such as the Child Care Subsidy through notification mediums like push notifications have reduced potential peaks in average wait times through pro-active customer management.

Year

Performance

Yearly change

Result

2017–18

14 minutes
29 seconds

2 minutes
25 seconds

Achieved

2016–17

12 minutes
4 seconds

1 minute
6 seconds

Achieved

2015–16

10 minutes
58 seconds

–1 minute
20 seconds

Achieved

Criterion

12. Achievement of telephony service level standards: Average speed of answer.

Target

The average length of time a social security and welfare customer waits to have a call answered through the department’s telephony services is ≤16 minutes.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 9

2017–18 Portfolio Budget Statements, page 36

Results

Achieved. The average speed of answer was 15 minutes and 58 seconds. The department has been actively implementing the recommendations and findings of the independent expert in call centre operations and telephony optimisation, in order to increase capacity and improve the technical functioning of the department’s telephony platform.

Successfully managing a blended workforce of ongoing and non-ongoing full-time and part-time, contract and labour hire staff has assisted the department’s ability to meet the target.

Working with a service delivery partner has been an effective way to respond to demand. It increased the department’s capacity to manage surge, emergency responses and other government business.

Year

Performance

Yearly change

Result

2017–18

15 minutes
58 seconds

14 seconds

Achieved

2016–17

15 minutes
44 seconds

35 seconds

Achieved

2015–16

15 minutes
9 seconds

–31 seconds

Achieved

Criterion

13. Achievement of processing service level standards: Claims processed within standard.

Target

≥82% of claims processed within standard.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 9

2017–18 Portfolio Budget Statements, page 36

Results

Achieved. 82.1% of claims were processed within service level standards, as agreed with partner agencies. The department actively managed demand across channels, allocating staff to target work in the different channels to achieve departmental outcomes.

The department is committed to transforming the delivery of welfare payments and making it easier for people to claim online. The department is transforming the processing system, with more payments and services moving from old technology into new platforms. Enhancements are being made to the digital channel, which is affecting the customer experience through improved online claiming and reduced touch points. Enhancements include:

• Upfront advice about eligibility, allowing claimants to evaluate if they are unlikely to qualify.
• The ability for claimants to monitor the progress of their claims.
• Reusing information already at hand, making it easier to claim.

The current calculation for processing timeliness includes time outside the department’s control such as requesting documentation. The ability to influence customer behaviour and have information returned in a timely manner remains a challenge for the department despite innovations in this area, including a claim tracker and SMS reminders.

Year

Performance

Yearly change

Result

2017–18

82.1%

No change

Achieved

2016–17

82.1%

3.6%

Achieved

2015–16

78.5%

–6.1%

Not achieved

Criterion

15. Achievement of payment integrity standards: Centrelink: Debt under recovery.

Target

≥60% of Centrelink debt has a current debt recovery arrangement in place.

Method

Data mining.

Rationale

Reducing the number and value of debts is a key objective of the department.

Source

2017–18 Corporate Plan, page 9

2017–18 Portfolio Budget Statements, page 37

Results

Not achieved. Debt recovery arrangements were in place for 59% of Centrelink debt. The department continued to progress strategies under the 2015–16 Mid-Year Economic Fiscal Outlook measures, enhancing debt recovery capacity to utilise the full extent of powers contained within existing legislation for pursuing recovery of welfare debts.

These strategies include the Expand Debt Recovery Measure package, which aims to improve the effectiveness of the department in recovering debt from former customers. The measure delivered increased resourcing for the department to be proactive in using the full range of its existing debt recovery powers, including litigation, and garnishee from wages, bank accounts and tax returns.

The department also implemented legislative amendments to introduce departure prohibition orders to prevent targeted social welfare debtors from leaving the country, to encourage repayment of their debt, and the removal of the six-year statute of limitations on the recovery of social welfare debts.

Several factors impacted on debt recovery performance throughout the year including:

• The annual Family Assistance Office non-lodger process was brought forward, resulting in debts being raised for recipients (and applicable partners) who had not lodged an income tax return or advised the department that they were not required to lodge for the 2015–16 financial year.
• The cessation of debt recovery activities, including outbound recovery action and referral to External Collection Agents for debts for persons located in areas impacted by Tropical Cyclone Debbie.
• The Employment Income Confirmation service recovery strategy resulted in applicable outstanding debts being recalled from external collection agents.
• There was a pause in debt raising and recovery activity over the Christmas period.
• Additional contact requirements associated with the planned implementation of the Interest Charge measure, increased the use of collection agents, which affected performance, as debts under arrangement with collection agents are not included in the calculation of this measure.

Year

Performance

Yearly change

Result

2017–18

59.0%

–2.8%

Not achieved

2016–17

61.8%

–1.7%

Achieved

2015–16

63.5%

No change

Achieved

Criterion

3. Satisfaction with Medicare provider service delivery: Practice managers.

Target

≥70% of practice managers are satisfied with or neutral towards the services provided.

Method

Survey.

Rationale

The provision of provider services is a key objective of the department.

Source

2017–18 Corporate Plan, page 10

2017–18 Portfolio Budget Statements, page 38

Results

Achieved. 86% of practice managers indicated they were satisfied or neutral. Practice managers indicated a high level of satisfaction with how Medicare ‘respects the rights of people’ and with the ‘accuracy of claims and payments’ made by Medicare. The priority areas for action in 2018–19, as identified by practice managers in the survey, are ‘consistency of information and advice’, ‘speed of responding’ and ‘convenient access to services’.

Year

Performance

Yearly change

Result

2017–18

86.0%

4.0%

Achieved

2016–17

82.0%

–5.0%

Achieved

2015–16

87.0%

–1.0%

Achieved

Criterion

4. Customer satisfaction: Achievement of customer satisfaction standards.

Target

≥85% of survey respondents are satisfied overall with their most recent interaction.

Method

Survey.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 10

2017–18 Portfolio Budget Statements, page 38

Results

Not achieved. 83.7% of customers were satisfied. This represents an improvement of 2 percentage points over the result for 2016–17. The department’s highest performing attributes were ‘fair treatment’ (94.2%) and ‘communication’ (92.1%). The lowest performing attributes were ‘time to receive service’ (68.2%) and ‘ease of access’ (78.1%).

Year

Performance

Yearly change

Result

2017–18

83.7%

2.0%

Not achieved

2016–17

81.7%

4.1%

Not achieved

2015–16

77.6%

–4.9%

Not achieved

Criterion

5. Achievement of digital service level standards: Medicare Benefits Schedule digital claiming rate.

Target

≥96% of Medicare claimed services are lodged electronically across all digital Medicare service channels.

Method

Data mining.

Rationale

Encouraging digital claiming is a key objective of the department.

Source

2017–18 Corporate Plan, page 11

2017–18 Portfolio Budget Statements, page 38

Results

Achieved. 97.9% of Medicare claimed services were lodged electronically across all digital Medicare service channels. The department continued to engage extensively with practices, health professionals and the medical software industry to increase the rate of digital Medicare claiming.

Year

Performance

Yearly change

Result

2017–18

97.9%

0.8%

Achieved

2016–17

97.1%

1.0%

Achieved

2015–16

96.1%

N/A

Achieved

Notes

This performance measure commenced in 2015–16.

Criterion

6. Achievement of digital service level standards: Departmental interactions completed via digital channels.

Target

≥5% increase in the total number of interactions conducted via digital channels compared with 2016–17.

Method

Data mining.

Rationale

Encouraging digital claiming is a key objective of the department.

Source

2017–18 Corporate Plan, page 11

2017–18 Portfolio Budget Statements, page 38

Results

Achieved. There was an 8.2% increase in the total number of interactions completed through digital channels compared to 2016–17. The department continues to target its effort in areas where available evidence indicates improved digital take-up could be achieved.

Year

Performance

Yearly change

Result

2017–18

8.2%

N/A

Achieved

2016–17

6.2%

N/A

Achieved

2015–16

5.3%

N/A

Achieved

Notes

This performance measure commenced in 2015–16.

Criterion

7. Achievement of digital service level standards: Availability of ICT systems that support 24/7 customer access.

Target

ICT systems that support 24/7 customer access are available ≥98% of the time.

Method

Data mining.

Rationale

Continuous access to digital claiming is a key objective of the department.

Source

2017–18 Corporate Plan, page 11

2017–18 Portfolio Budget Statements, page 38

Results

Achieved. ICT systems that support 24/7 customer access were available 99.6% of the time. The strong result can be attributed to modernisation of the technologies used to provide departmental services and migration off old technology to the current industry standard.

Year

Performance

Yearly change

Result

2017–18

99.6%

0.2%

Achieved

2016–17

99.4%

No change

Achieved

2015–16

99.4%

N/A

Achieved

Notes

This performance measure commenced in 2015–16.

Criterion

8. Achievement of payment quality standards: Medicare: Delivery of accurate medical benefits and services.

Target

≥98% of medical benefits and services are delivered accurately.

Method

Data mining.

Rationale

The delivery of accurate medical benefits and services is a key objective of the department.

Source

2017–18 Corporate Plan, page 11

2017–18 Portfolio Budget Statements, page 38

Results

Achieved. 98.8% of medical benefits and services were delivered accurately. The department continues to invest in its people, ensuring they have the necessary skills to meet this performance measure and providing supporting tools such as the Medicare Quality Control Strategy (consistent with the department’s National Quality Framework).

Year

Performance

Yearly change

Result

2017–18

98.8%

–0.3%

Achieved

2016–17

99.1%

1.1%

Achieved

2015–16

98.0%

No change

Achieved

Criterion

9. Achievement of face-to-face service level standards: Average wait time.

Target

The average length of time a customer waits to access face-to-face services in the department’s service centres is ≤15 minutes.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 12

2017–18 Portfolio Budget Statements, page 38

Results

Achieved. The average wait time was 13 minutes and 14 seconds. The department continues to meet the target. Continued focus is being given to improving the take-up of Medicare digital claiming and moving more services online to reduce the need for customers to attend a service centre.

Year

Performance

Yearly change

Result

2017–18

13 minutes
14 seconds

2 minutes
43 seconds

Achieved

2016–17

10 minutes
31 seconds

2 minutes
23 seconds

Achieved

2015–16

8 minutes
8 seconds

43 seconds

Achieved

Criterion

10. Achievement of telephony service level standards: Average speed of answer: Pharmaceutical Benefits Scheme Authorities and My Health Record Providers.

Target

The average length of time a Pharmaceutical Benefits Scheme (PBS) Authority or My Health Record provider waits to have a call answered through the department’s telephony services is ≤30 seconds.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 12

2017–18 Portfolio Budget Statements, page 39

Results

Achieved. The average speed of answer was 30 seconds. This represents an improvement on 2016–17 and the performance measure has been met. Recruitment and increased training of telephony staff has resulted in increased flexibility and responsiveness to peaks and troughs in call volumes. The department is also working to increase the uptake of the online PBS authorities system.

Year

Performance

Yearly change

Result

2017–18

30 seconds

–10 seconds

Achieved

2016–17

40 seconds

No change

Not achieved

2015–16

40 seconds

15 seconds

Not achieved

Criterion

11. Achievement of telephony service level standards: Average speed of answer: Providers.

Target

The average length of time a provider waits to have a call answered through the department’s telephony services is ≤2 minutes.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 12

2017–18 Portfolio Budget Statements, page 39

Results

Achieved. The average speed of answer was 1 minute and 53 seconds. Recruitment and increased training across all telephony staff has resulted in increased flexibility and responsiveness to peaks and troughs in call volumes.

Year

Performance

Yearly change

Result

2017–18

1 minute
53 seconds

–3 seconds

Achieved

2016–17

1 minute
56 seconds

29 seconds

Achieved

2015–16

1 minute
27 seconds

2 seconds

Achieved

Criterion

12. Achievement of telephony service level standards: Average speed of answer: Customers.

Target

The average length of time a customer waits to have a call answered through the department’s telephony services is ≤7 minutes.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 12

2017–18 Portfolio Budget Statements, page 39

Results

Achieved. The average speed of answer was 6 minutes and 56 seconds. The introduction of Managed Telephony Services and recruitment and increased training across all telephony staff has resulted in increased flexibility and responsiveness to peaks and troughs in call volumes.

Year

Performance

Yearly change

Result

2017–18

6 minutes
56 seconds

22 seconds

Achieved

2016–17

6 minutes
34 seconds

–17 seconds

Achieved

2015–16

6 minutes
51 seconds

1 minute
41 seconds

Achieved

Criterion

13. Achievement of processing service level standards: Claims processed within standard.

Target

≥82% of claims processed within standard.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 13

2017–18 Portfolio Budget Statements, page 39

Results

Achieved. 97.4% of claims were processed within service level standards, as agreed with partner agencies. A coordinated approach to managing workloads and priorities across the business has contributed to strong performance and achievement of the target.

Year

Performance

Yearly change

Result

2017–18

97.4%

2.0%

Achieved

2016–17

95.4%

–3.9%

Achieved

2015–16

99.3%

0.6%

Achieved

Criterion

1. Customer satisfaction: Achievement of customer satisfaction standards.

Target

≥85% of survey respondents are satisfied overall with their most recent interaction.

Method

Survey.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 14

2017–18 Portfolio Budget Statements, page 40

Results

Not achieved. 74.5% of customers were satisfied. The department’s highest performing attributes were ‘fair treatment’ (89.6%) and ‘communication’ (87.9%). The lowest performing attributes were ‘time to receive service’ (50.9%) and ‘ease of access’ (54.9%).

Year

Performance

Yearly change

Result

2017–18

74.5%

-10.4%

Not achieved

2016–17

84.9%

9.3%

Not achieved

2015–16

75.6%

1.6%

Not achieved

Criterion

2. Achievement of digital service level standards: Departmental interactions completed via digital channels.

Target

≥5% increase in the total number of interactions conducted via digital channels compared with 2016–17.

Method

Data mining.

Rationale

Encouraging digital claiming is a key objective of the department.

Source

2017–18 Corporate Plan, page 14

2017–18 Portfolio Budget Statements, page 40

Results

Not achieved. There was a 1.3% increase in the total number of interactions completed through digital channels compared to 2016–17.

There were significant increases for online registrations (applications for Child Support) (37.9% or 20 295), online letters (9.3% or 354 514) and customer online service transactions (24.9% or 82 562).

There were decreases in electronic payment transactions (-4.5% or -215 169) and phone self-servicing (-24.9% or -122 725). The reduction in electronic payment transactions was largely due to a decrease in Centrelink deductions (-10.7% or -259 400). The decrease is attributable to a correction for customers who made excess payments and remained in surplus, negating the need for those deductions. The decrease in phone self service transactions is likely due to customers undertaking the same transaction using the Express Plus Child Support app. However, these transactions are not included in the calculation for this measure.

Year

Performance

Yearly change

Result

2017–18

1.3%

N/A

Not achieved

2016–17

5.0%

N/A

Achieved

2015–16

13.6%

N/A

Achieved

Notes

This performance measure commenced in 2015–16.

Criterion

3. Achievement of digital service level standards: Availability of ICT systems that support 24/7 customer access.

Target

ICT systems that support 24/7 customer access are available ≥98% of the time.

Method

Data mining.

Rationale

Continuous access to digital claiming is a key objective of the department.

Source

2017–18 Corporate Plan, page 14

2017–18 Portfolio Budget Statements, page 40

Results

Achieved. ICT systems that support 24/7 customer access were available 99.7% of the time. The strong result can be attributed to modernisation of the technologies used to provide departmental services and migration off old technology to the current industry standard.

Year

Performance

Yearly change

Result

2017–18

99.7%

0.2%

Achieved

2016–17

99.5%

–0.4%

Achieved

2015–16

99.9%

N/A

Achieved

Notes

This performance measure commenced in 2015–16.

Criterion

4. Child Support collection: Child Support collection rate (Child Support collect only).

Target

≥91.7% of all child support liabilities raised since the inception of the Child Support Scheme have been credited.

Method

Data mining.

Rationale

Ensuring that child support is transferred in a timely fashion for the benefit of children is a key objective of the department.

Source

2017–18 Corporate Plan, page 14

2017–18 Portfolio Budget Statements, page 40

Results

Achieved. 93.9% of all child support liabilities raised since the inception of the Child Support scheme have been credited. This represents a 0.2% improvement over the 2016–17 result. The strong performance reflects the department’s continued focus on collection, which delivers on the core purpose of the Child Support Scheme to ensure that children receive financial support from their parents in a regular and timely fashion.

Year

Performance

Yearly change

Result

2017–18

93.9%

0.2%

Achieved

2016–17

93.7%

0.2%

Achieved

2015–16

93.5%

0.2%

Achieved

Criterion

5. Child Support collection: Percentage of domestic active paying parents with less than one month liability outstanding (Child Support collect only).

Target

≥63% of domestic active paying parents in child support collect cases have less than one month liability outstanding.

Method

Data mining.

Rationale

Ensuring that child support is transferred in a timely fashion for the benefit of children is a key objective of the department.

Source

2017–18 Corporate Plan, page 15

2017–18 Portfolio Budget Statements, page 40

Results

Achieved. 64.6% of domestic active paying parents in child support collect cases have less than one month liability outstanding. Performance for this measure remained stable throughout the year. The department utilises the various collection methods available, such as employer withholding provisions to help ensure timely child support payments.

Year

Performance

Yearly change

Result

2017–18

64.6%

–1.4%

Achieved

2016–17

66.0%

0.1%

Achieved

2015–16

65.9%

N/A

Achieved

Notes

This performance measure commenced in 2015–16.

Criterion

6. Achievement of telephony service level standards: Average speed of answer.

Target

The average length of time a customer waits to have a call answered through the department’s telephony services is ≤3 minutes.

Method

Data mining.

Rationale

The provision of customer service is a key objective of the department.

Source

2017–18 Corporate Plan, page 15

2017–18 Portfolio Budget Statements, page 40

Results

Not achieved. The average speed of answer was 9 minutes and 5 seconds. The child support legacy technology is in transition to a new platform, which has led to increased handling times in the transition phase.

Year

Performance

Yearly change

Result

2017–18

9 minutes
5 seconds

4 minutes
53 seconds

Not achieved

2016–17

4 minutes
12 seconds

1 minute
19 seconds

Not achieved

2015–16

2 minutes
53 seconds

20 seconds

Achieved