5.1 OVERVIEW OF THE ANNUAL PERFORMANCE STATEMENT FOR 2017-18
ANNUAL PERFORMANCE STATEMENT 2017-18
Statement of Preparation
I, Renée Leon PSM, as the accountable authority of the Department of Human Services, present the 2017–18 annual performance statement of the Department of Human Services, as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
In my opinion, the 2017–18 annual performance statement is based on properly maintained records, accurately reflects the performance of the department, and complies with subsection 39(2) of the PGPA Act.
The department's purpose
The purpose stated in the 2017–18 Corporate Plan was:
- The department delivers payments and associated services on behalf of partner agencies, and provides related advice to government on social welfare, health and child support service delivery policy.
- The department delivers payments to the community on behalf of the Australian Government either directly via face-to-face and telephone or through digital channels. A key aim of the department is to deliver digital services that support individuals, families and communities to be self-sufficient and manage their own affairs.
The text of Outcome 1 has remained consistent across 2017–18 in the Appropriation Acts and in the Portfolio Budget Statements 2017–18 Budget Related Paper No. 1.15B as follows:
- Support individuals, families and communities to achieve greater self-sufficiency; through the delivery of policy advice and high quality accessible social, health and child support services and other payments; and support providers and businesses through convenient and efficient service delivery.
Performance measure results
Program 1.1 Services to the Community—Social Security and Welfare—Performance overview
Performance measure |
Met |
1. Customer satisfaction: Achievement of customer satisfaction standards. |
✗ |
2. Achievement of digital service level standards: Departmental interactions completed through digital channels. |
✓ |
3. Achievement of digital service level standards: Availability of ICT systems that support 24/7 customer access. |
✓ |
4. Achievement of payment quality standards: Centrelink: Delivery of correct customer payments. |
✓ |
5. Key initiatives delivered as agreed within timeframes and on budget: Welfare Payments Infrastructure Transformation Budget measure. |
✓ |
6. Key initiatives delivered as agreed within timeframes and on budget: Strengthening the Integrity of Welfare Payments Budget measure. |
✓ |
7. Key initiatives delivered as agreed within timeframes and on budget: Jobs Budget measures. |
✓ |
8. Key initiatives delivered as agreed within timeframes and on budget: Families Budget measures. |
✓ |
9. Key initiatives delivered as agreed within timeframes and on budget: Income Management Budget measure. |
✓ |
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. |
✓ |
11. Achievement of face-to-face service level standards: Average wait time. |
✓ |
12. Achievement of telephony service level standards: Average speed of answer. |
✓ |
13. Achievement of processing service level standards: Claims processed within standard. |
✓ |
14. Internal reviews: Percentage of reviews finalised within standard. |
✓ |
15. Achievement of payment integrity standards: Centrelink: Debt under recovery. |
✗ |
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 6 2017–18 Portfolio Budget Statements, page 35 |
|||
Results |
Not achieved. 75.2% of customers were satisfied. This represents an improvement of 5.7 percentage points over the result for 2016–17. The department’s highest performing attributes were ‘fair treatment’ (91.3%) and ‘communication’ (83.2%). The lowest performing attributes continue to be ‘time to receive service’ (55.5%) and ‘ease of access’ (66.6%). |
|||
Year |
Performance |
Yearly change |
Result |
|
2017–18 |
75.2% |
5.7% |
Not achieved |
|
2016–17 |
69.5% |
2.7% |
Not achieved |
|
2015–16 |
66.8% |
–3.5% |
Not achieved |
Criterion |
2. Achievement of digital service level standards: Departmental interactions completed through digital channels. |
|||
Target |
≥5% increase in the total number of interactions conducted via digital channels compared with 2016–17. |
|||
Method |
Data mining. |
|||
Rationale |
Encouraging customers into digital channels is a key objective of the department. |
|||
Source |
2017–18 Corporate Plan, page 6 2017–18 Portfolio Budget Statements, page 35 |
|||
Results |
Achieved. There was a 6.6% increase in the total number of interactions completed through digital channels. The department made significant improvements in moving letters online and electronic data interchange. In addition, there were a range of measures and activities occurring across the department to improve the levels of digital servicing and customer trust in digital channels. At this time, not all transactions can be completed online, requiring some customers to be diverted back into staff-assisted channels. This makes it difficult for the department to re-engage customers digitally. The department continues to investigate making targeted improvements to its self service products. |
|||
Year |
Performance |
Yearly change |
Result |
|
2017–18 |
6.6% |
N/A |
Achieved |
|
2016–17 |
5.3% |
N/A |
Achieved |
|
2015–16 |
21.3% |
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 6 2017–18 Portfolio Budget Statements, page 35 |
|||
Results |
Achieved. ICT systems that support 24/7 customer access were available 99.1% of the time. This continued 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 |
99.1% |
–0.2% |
Achieved |
|
2016–17 |
99.3% |
1.3% |
Achieved |
|
2015–16 |
98.0% |
N/A |
Achieved |
|
Notes |
This performance measure commenced in 2015–16. |
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 |
6. Key initiatives delivered as agreed within timeframes and on budget: Strengthening the Integrity of Welfare Payments Budget measure. |
|||
Target |
The delivery of the Strengthening the Integrity of Welfare Payments Budget measure initiatives as agreed within timeframes and on budget is achieved. |
|||
Method |
Evaluation. |
|||
Rationale |
The Strengthening the Integrity of Welfare Payments Budget measure package is aimed at providing greater assurance to Australians that the integrity of taxpayer dollars is protected by reducing the impact of erroneous/fraudulent outlays. |
|||
Source |
2017–18 Corporate Plan, page 7 2017–18 Portfolio Budget Statements, page 35 |
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Results |
Achieved. The Strengthening the Integrity of Welfare Payments Budget measure consists of a package of elements aimed at providing greater assurance to Australians that the integrity of outlays is protected and reduces the risk of erroneous and fraudulent payments. The department is funded to undertake income data matching reviews through a range of measures, including through the Strengthening the Integrity of Welfare Payments Budget measure, until 2021–22. The income data matching elements of the Strengthening the Integrity of Welfare Payments Budget measure are administered by the department as a single program with other income data matching measures and are reported on a consolidated basis. The savings achieved for all income data matching measures are approximately:
The department has successfully deployed an automated data-sharing platform that will improve data sharing between the Australian Transaction Reports and Analysis Centre and the department. This has strengthened the department’s capability to identify and respond to threats to the integrity of the welfare system. It also enables the department to target investigative resources towards cases that are more likely to yield greater results. The deployment of the ‘Real Time Risk Profiling’ element has strengthened the department’s control framework. This has strengthened the department’s capability to identify and intervene in potentially fraudulent or erroneous claims before they go into payment. The ‘Strengthening Obligations for Students’ element allows students to confirm their study loads online at critical points in time such as semester changes or enrolment periods. This approach prompts students to respond at periods where they were most likely to have a change in study load. The Taskforce Integrity element involves the establishment of specialised teams dedicated to fraud and non-compliance activity. The taskforce focuses on specific geographical locations with a higher risk of non-compliance and welfare fraud. In 2017–18, Taskforce Integrity conducted activity in eight locations. Taskforce activity includes a highly visible strategy including localised media, administrative compliance reviews, and full fraud investigations for high-risk individuals. Taskforce Integrity conducted 16 221 reviews this year compared to 13 595 in 2016–17. |
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Year |
Performance |
Yearly change |
Result |
|
2017–18 |
Achieved |
N/A |
Achieved |
|
2016–17 |
Not achieved |
N/A |
Not 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. |
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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. |
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Year |
Performance |
Yearly change |
Result |
|
2017–18 |
14 minutes |
2 minutes |
Achieved |
|
2016–17 |
12 minutes |
1 minute |
Achieved |
|
2015–16 |
10 minutes |
–1 minute |
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. |
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Year |
Performance |
Yearly change |
Result |
|
2017–18 |
15 minutes |
14 seconds |
Achieved |
|
2016–17 |
15 minutes |
35 seconds |
Achieved |
|
2015–16 |
15 minutes |
–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 |
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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:
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. |
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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 |
14. Internal reviews: Percentage of reviews finalised within standard. |
|||
Target |
≥70% of internal reviews are finalised within the 49-day standard. |
|||
Method |
Data mining. |
|||
Rationale |
Finalising reviews within agreed timeframes is a key objective of the department. |
|||
Source |
2017–18 Corporate Plan, page 9 2017–18 Portfolio Budget Statements, page 36 |
|||
Results |
Achieved. 97.1% of internal reviews were finalised within standard. The department focused on managing work on hand and ensuring reviews are progressed in a timely manner. |
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Year |
Performance |
Yearly change |
Result |
|
2017–18 |
97.1% |
22.6% |
Achieved |
|
2016–17 |
74.5% |
–2.0% |
Achieved |
|
2015–16 |
76.5% |
11.1% |
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:
|
|||
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 |
Program 1.2 Services to the Community—Health—Performance overview
Program 1.2 Services to the Community—Health—Performance overview
Performance measure |
Met |
1. Satisfaction with Medicare provider service delivery: Practitioners. |
✓ |
2. Satisfaction with Medicare provider service delivery: Pharmacists. |
✓ |
3. Satisfaction with Medicare provider service delivery: Practice managers. |
✓ |
4. Customer satisfaction: Achievement of customer satisfaction standards. |
✗ |
5. Achievement of digital service level standards: Medicare Benefits Schedule digital claiming rate. |
✓ |
6. Achievement of digital service level standards: Departmental interactions completed via digital channels. |
✓ |
7. Achievement of digital service level standards: Availability of ICT systems that support 24/7 customer access. |
✓ |
8. Achievement of payment quality standards: Medicare: Delivery of accurate medical benefits and services. |
✓ |
9. Achievement of face-to-face service level standards: Average wait time. |
✓ |
10. Achievement of telephony service level standards: Average speed of answer: Pharmaceutical Benefits Scheme Authorities and My Health Record Providers. |
✓ |
11. Achievement of telephony service level standards: Average speed of answer: Providers. |
✓ |
12. Achievement of telephony service level standards: Average speed of answer: Customers. |
✓ |
13. Achievement of processing service level standards: Claims processed within standard. |
✓ |
14. Achievement of payment integrity standards: Medicare: Completed interventions with customers for compliance purposes. |
✓ |
Criterion |
1. Satisfaction with Medicare provider service delivery: Practitioners. |
|||
Target |
≥70% of General Practitioners 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. 86.4% of General Practitioners indicated they were satisfied or neutral. General Practitioners 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 practitioners in the survey, are ‘speed of response’, ‘clarity of item number definitions’ and ‘convenient access to services’. |
|||
Year |
Performance |
Yearly change |
Result |
|
2017–18 |
86.4% |
–2.6% |
Achieved |
|
2016–17 |
89.0% |
–2.0% |
Achieved |
|
2015–16 |
91.0% |
No change |
Achieved |
Criterion |
2. Satisfaction with Medicare provider service delivery: Pharmacists. |
|||
Target |
≥70% of pharmacists 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. 95.5% of pharmacists indicated they were satisfied or neutral. Pharmacists 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 pharmacists in the survey, are ‘speed of response’, ‘level of technical support provided’ and ‘convenient access to services’. |
|||
Year |
Performance |
Yearly change |
Result |
|
2017–18 |
95.5% |
1.5% |
Achieved |
|
2016–17 |
94.0% |
–5.0% |
Achieved |
|
2015–16 |
99.0% |
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 |
2 minutes |
Achieved |
|
2016–17 |
10 minutes |
2 minutes |
Achieved |
|
2015–16 |
8 minutes |
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 |
–3 seconds |
Achieved |
|
2016–17 |
1 minute |
29 seconds |
Achieved |
|
2015–16 |
1 minute |
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 |
22 seconds |
Achieved |
|
2016–17 |
6 minutes |
–17 seconds |
Achieved |
|
2015–16 |
6 minutes |
1 minute |
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 |
14. Achievement of payment integrity standards: Medicare: Completed interventions with customers for compliance purposes. |
|||
Target |
≥300 interventions with customers for compliance purposes are completed. |
|||
Method |
Data mining. |
|||
Rationale |
Protecting the integrity and accuracy of health payments to members of the public and addressing risks of non-compliance are key objectives of the department. |
|||
Source |
2017–18 Corporate Plan, page 13 2017–18 Portfolio Budget Statements, page 39 |
|||
Results |
Achieved. 305 Medicare customer compliance interventions were completed. Medicare Customer Compliance activities are designed to protect the integrity and accuracy of health payments to patients and members of the public. Enhanced and targeted profiling has led to higher risk cases being selected for investigation. |
|||
Year |
Performance |
Yearly change |
Result |
|
2017–18 |
305 |
–193 |
Achieved |
|
2016–17 |
498 |
N/A |
Achieved |
|
2015–16 |
1557 |
N/A |
Achieved |
|
Notes |
The target was amended in the 2015–16 Portfolio Additional Estimates Statements due to machinery of government changes. The new figures are not comparable with historical results as provider audits and reviews were transferred to the Department of Health. The result for this measure was incorrectly reported in 2016–17 as 499. The actual result was 498. |
Program 1.3 Child Support—Performance overview
Performance measure |
Met |
1. Customer satisfaction: Achievement of customer satisfaction standards. |
✗ |
2. Achievement of digital service level standards: Departmental interactions completed via digital channels. |
✗ |
3. Achievement of digital service level standards: Availability of ICT systems that support 24/7 customer access. |
✓ |
4. Child Support collection: Child Support collection rate (Child Support collect only). |
✓ |
5. Child Support collection: Percentage of domestic active paying parents with less than one month liability outstanding (Child Support collect only). |
✓ |
6. Achievement of telephony service level standards: Average speed of answer. |
✗ |
7. Achievement of processing service level standards: Claims processed within standard. |
✗ |
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 |
4 minutes |
Not achieved |
|
2016–17 |
4 minutes |
1 minute |
Not achieved |
|
2015–16 |
2 minutes |
20 seconds |
Achieved |
Criterion |
7. 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 15 2017–18 Portfolio Budget Statements, page 40 |
|||
Results |
Not achieved. 76.2% of claims were processed within service level standards, as agreed with partner agencies. The rapid rollout of a new IT processing system in late 2016–17 resulted in the department entering 2017–18 with a significant backlog of unallocated applications and work on hand. Staff were required to work across two systems to be able to deliver end-to-end outcomes. As a result, increases were experienced in processing time for applications. |
|||
Year |
Performance |
Yearly change |
Result |
|
2017–18 |
76.2% |
–6.8% |
Not achieved |
|
2016–17 |
83.0% |
–7.6% |
Achieved |
|
2015–16 |
90.6% |
–2.0% |
Achieved |
ANALYSIS OF PERFORMANCE AGAINST PURPOSE
The department met 29 of its 36 performance measures in 2017–18 through the delivery of its social security and welfare, health, and child support programs. In comparison, the department met 30 of 36 performance measures in 2016–17 and 31 of 36 performance measures in 2015–16.
Customer-centred service delivery
The department achieved consistent results against its service level standards for its face-to-face, telephony, and digital servicing channels throughout 2017–18. During the year, the department handled around 48 million phone calls and 17 million visits to service centres, and $173 billion in payments. In 2016–17, the department handled 52 million phone calls, 19 million visits to service centres and $174.3 billion in payments.
To meet the demand, the department utilised the flexible structure of its Smart Centres to transfer staff between telephony and processing-based work. The integration of new systems designed to simplify and improve claims processing performance resulted in a period of adjustment, which required additional training and development for staff who process claims. This is reflected in the department’s performance.
The department continued to improve and expand the services that it offers to ensure they remain high quality, timely and accessible for the community. Examples of this work included:
- Establishing a dedicated helpdesk to advise and support people whose identity information has been lost, stolen or compromised.
- Developing targeted resources to help health professionals and peak bodies in understanding Medicare and other health-related programs. These new resources include a number of new eLearning programs and modules, and enhancements to existing resources.
- Introducing a new rent review and rent certificate to make it quicker and easier for customers to update their accommodation circumstances. This encourages rent assistance customers to keep their rent details up to date so their payment can be correctly assessed and they can avoid a debt.
- The department conducting extensive user testing and consultation with community and welfare organisations to enhance the online portal and associated letters for compliance purposes. The department’s user-centric approach has helped customers to better understand and meet their compliance obligations.
The analysis above provides a sample of the department’s work in 2017–18 to simplify services and communicate more effectively with customers. This aligns with the department’s purpose to deliver payments to the community on behalf of the Australian Government either directly via face-to-face and telephone or through digital channels.
Working with partner agencies
The department delivers payments and associated services to the community on behalf of partner agencies, either directly via face-to-face and telephone or through the department’s digital channels. Examples of this new work included:
- The new Disability Support Pension process, which has led to a decrease in claim processing times, with claimants being advised of assessment outcomes much earlier.
- The implementation of the first stage of Increasing Choice in Home Care. In 2017, many home care providers were still lodging paper claims, and, in some cases, were several months behind in their claims. To address this, the department improved the online self service process and increased direct support to service providers. This resulted in an increase in online claim lodgement from 68 per cent to over 90 per cent.
These examples demonstrate how the department is committed to working with partner agencies to improve customer outcomes. This aligns with the department’s purpose to deliver payments and services on behalf of partner agencies.
Transformation
A key aim of the department is to deliver digital services that support individuals, families and communities to be self-sufficient and manage their own affairs.
The department is committed to improving the delivery of welfare payments and making it easier for people to claim online. The department is transforming its processing system, with more payments and services moving from old technology into new platforms. Enhancements are being made to the digital channel, which is improving the customer experience. The enhancements include stronger initial advice to claimants about their eligibility, and the ability for claimants to monitor the progress of their claims. This will reduce the need for claimants to contact the department through the telephony and face-to-face channels.
The department also carried out a number of technology enhancements to promote digital transactions, including simplifying claims processes. Examples of this work included:
- New self service options to help customers to access their Income Management money and be more self-sufficient. These include the Express Plus Centrelink mobile app and online services. People can use these services to complete transactions such as transferring funds between their Income Management and BasicsCard account and checking their BasicsCard balance.
- The department’s Customer Engagement Officers assisting customers with complex circumstances to increase their capacity for greater self-sufficiency. They also work with third-party organisations to support them in enabling and empowering these individuals to self-manage their departmental business and access mainstream payments and services. The department had over 90 Customer Engagement Officers, who had relationships with over 1700 third-party organisations and their customers.
- The number of Centrelink payment summaries issued via surface mail continued to significantly decline. In 2011–12, over five million paper payment summaries were issued. This year the number has declined to 222 000. By comparison, approximately 2.5 million payment summaries were accessed via the department’s digital services.
- A new Child Support staff user interface being implemented. This has been an important first step in modernising the systems that staff use to deliver Child Support services. In October 2017, the department commenced a staged release of new online services that have made it easier for customers to find information, update their details, and advise the department when their circumstances change.
- From August 2017, customers are no longer required to attend a service centre to repay outstanding advance payment balances. Customers are now able to use an online repayment service or make payments at an Australia Post outlet using a special barcode Billpay receipt.
Underpinning this work, the department’s ICT platforms that support uninterrupted access were available over 99 per cent of the time, enabling greater uptake of digital services.
The department continues to transform itself to support customers now and into the future. The work outlined above is an example of how the department is taking advantage of improved technology. This supports the department’s purpose to deliver digital services that support individuals, families and communities to be self-sufficient and manage their own affairs.
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https://www.transparency.gov.au/annual-reports/department-human-services/2018/part-5-report-performance/51-overview-annual