Office of the Registrar of the Supreme Court of Canada’s 2023-2024 Departmental results report

The original version was signed by

The Honourable Arif Virani, P.C., M.P.
Minister of Justice and Attorney General of Canada

From the Registrar

I am pleased to present the 2023–24 Departmental Results Report for the Office of the Registrar of the Supreme Court of Canada (‘ORSCC’). This report highlights the ORSCC achievements over the past fiscal year and presents the financial and human resources that were required to support the Supreme court of Canada in its important role in our Canadian democracy as the country’s final court of appeal.

The information presented in this report also provides a straightforward and balanced account of the actual results that we strive to accomplish, while continuing to provide transparency on how taxpayers’ dollars are spent. We also describe our programs and services for Canadians, our achievements in 2023–24, and how our work has met our organizational priorities. I am proud that our team, once again, provided quality, responsive services to the Court and to Canadians.

In addition to providing services and support to Canada’s final court of appeal to process, hear and decide cases, the ORSCC also plays a central role in communications and outreach. The environment and context in which the Court manages and decides cases is continuously evolving, which in turn produces new risks and challenges. Supporting the Court hearings in a safe and effective manner has and remains a top priority.

As we continued to focus on the processing and management of cases brought to the Court over the last year, we also continued to enhance our business processes, worked on a modernized website to be launched in early 2025, deployed efforts to ensure the Supreme Court of Canada presence on social media allows information to be made available to the public in a timely manner. All of these key activities, support the Supreme Court of Canada’s commitment to openness, transparency and to make judicial/legal information more accessible to all.

Other ongoing initiatives included further enhancements to the Court’s overall security services which is aimed to balance the safety of all participants in the judicial process, as well as the basic principles of fairness, access and openness which underpin the administration of justice.

Additionally, in order to meet the pressures relating to the aging Court building and operational facilities, significant time and resources have been (and will continue to be) dedicated to planning for the rehabilitation initiative of the Supreme Court of Canada Building and the move to the West Memorial Building planned for 2026.

As we approach the 150th anniversary of the Supreme Court of Canada, which will be commemorated in 2025, it has become increasingly evident that the role the Court has played over the last century and a half has been central in the development of Canada’s law and judicial excellence. We are therefore very committed and proud to be able to assist the Court in continuing its legacy and fostering access to justice and judicial independence.

I would like to conclude by thanking the entire staff of the Court for their continuing hard work and enthusiasm in serving the Court and Canadians with unfailing professionalism and a dedicated sense of purpose.

Chantal Carbonneau, Registrar

Results - what we achieved

Core responsibility: The administration of Canada’s final court of appeal

Description

Provide services and support for Canada’s final court of appeal to process, hear and decide cases. Support communications and outreach to stakeholders.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for the administration of Canada’s final court of appeal. Details are presented by departmental result.

Table [1]: Targets and results for the administration of Canada’s final court of appeal

Table [1] provides a summary of the target and actual results for each indicator associated with the results under the administration of Canada’s final court of appeal.

Judges and parties are supported through effective court services and case management

Table [2]: Targets and results for the administration of Canada’s final court of appeal

Table [2] provides a summary of the target and actual results for each indicator associated with the results under the administration of Canada’s final court of appeal.

Public and stakeholders’ awareness of the Court is increased through effective communication and outreach

Additional information on the detailed results and performance information for the ORSCC’s program inventory is available on GC InfoBase.

Details on results

The following section describes the results for the administration of Canada’s final court of appeal in 2023–24 compared with the planned results set out in the ORSCC’s departmental plan for the year.

Judges and parties are supported through effective court services and case management

In support of its Core Responsibility, the focus of the ORSCC’s work continued to be the processing and management of all cases brought to the Court.

Results achieved  

2023 Caseload

Public and stakeholders’ awareness of the Court is increased through effective communication and outreach

As the public’s interest in the Court’s cases increases and as a result of the growing visibility of the Supreme Court of Canada judges in Canada and abroad, the ORSCC must also support the Court by ensuring effective communication strategies and maintaining its outreach activities.

Results achieved  

Key risks

The ORSCC, like any other department, is faced with risks. These are regularly assessed and involve primarily IT and physical security.

IT Security (cyber threats):

unintentional or unauthorized access, use, manipulation, interruption or destruction (via electronic means) of electronic information held by the Court and the electronic and physical infrastructure used to process, communicate and/or store that information.  Risk to the security and confidentiality of judicial information and data.

Mitigation strategies:

• IT security action plans;
• IT security awareness plans/staff awareness;
• periodic vulnerabilities assessment and penetration testing;
• regular IT threat and risk assessments;
• key investments in security software and systems;
• sensitive information is clearly identified, classified and stored.

Security (persons, building, information, infrastructure):

threats to the safety of judges, staff or all building occupants, including visitors, and to the security of the building, information and infrastructure. Balancing security measures required for the protection of judges, staff and visitors with the principle of an open court.

Mitigation strategies:

• security governance structure;
• security action plan;
• security risk register;
• policies and procedures updated regularly;
• security audits/threat and risk assessments;
• Business Continuity Plan;
• staff awareness;
• effective relationship with the RCMP;
• enhanced physical security measures.

Despite being stable over time, the ORSCC has ongoing risks which require constant vigilance, as identified above. In response to these risks, the ORSCC is continuing to implement enhanced security measures at the Court – both physical and IT security. These investments enable the ORSCC to increase its security posture and to properly address security vulnerabilities.

Resources required to achieve results

Table [3]: Snapshot of resources required for the administration of Canada’s final court of appeal

Table [3] provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

Complete financial and human resources information for the ORSCC’s program inventory is available on GC InfoBase.

Related government-wide priorities

Gender-based analysis plus

In relation to ORSCC’s core responsibility, which is the administration of Canada’s final court of appeal, the following are the organizational highlights for 2023–24:

• A Champion has been appointed to oversee and promote GBA Plus across the organization.  To enhance intersectionality, the Champion also works closely with ORSCC staff responsible for Accessibility, Employment Equity, Diversity and Inclusion, Security, and with Building Operations.
• The ORSCC drafted a GBA Plus Plan, Policy and Tool, to be implemented in 2024–25. A measuring tool is currently being developed to better identify progress of the GBA Plus application.
• The ORSCC finalized its 2024-2027 Employment Equity Diversity and Inclusion Plan. This Plan, to be launched early fiscal year 2024–25, incorporates Federal Public Service regulations and best practice strategies to ensure that the organization is inclusive and diverse, and that appropriate training is provided to managers and staff. This past year, the training focus was on unconscious bias, anti-racism and indigenous culture. Gaps in training were identified in areas related to discrimination and accessibility. This training will take place in 2024–25 including GBA Plus, to be delivered in several phases across different groups.
• Continued efforts to update the SCC building to make it more accessible, particularly to clients and employees with mobility needs.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

In working towards achieving a sustainable future, the ORSCC is contributing to the following Sustainable Development Goals:

More information on the ORSCC’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Program inventory

The administration of Canada’s final court of appeal is supported by the following programs:

• Court administration
• Administration of the Judges Act for the Judges of the Supreme Court of Canada

Additional information related to the program inventory for the administration of Canada’s final court of appeal is available on the Results page on GC InfoBase.

Internal services

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

Progress on results

This section presents details on how the department performed to achieve results and meet targets for internal services.

Internal services support the Court by providing timely and responsive services that are effective and efficient as per established service standards. Some key results for 2023–24 were:

• Continued internal support to managers and employees, with focus on mental health and well-being of staff, facilitation of hybrid working, and implementation of health and safety measures to ensure a safe workspace for employees reporting to the Court building.
• An increased focus of Human Resources efforts on knowledge transfer/succession planning and employee retention, more specifically to better identify essential positions and opportunities to streamline services.
• Continued improvements to various security and IT security initiatives, including policies, operating procedures and practices, equipment upgrades, as well as training and awareness.
• Ongoing efforts aimed at improving and strengthening key financial internal controls within the organization.
• Ongoing efforts to maintain the aging SCC building by conducting regular inspections, collaboration with the building custodian (Public Services and Procurement Canada) and optimizing layouts to meet evolving needs.
• An increased presence of the Court on select social media platforms, as well as updating the Court’s website and increasing its outreach activities.
• Continued to provide on-site and remote tours of the SCC building throughout the year.
• The Information Technology Branch is an integral part of the Court’s business as a partner and enabler in supporting the Business Transformation initiative. Results for 2023–24 include:
  • Continued efforts aimed at upgrading IT infrastructure components in support of ongoing operations and better position the ORSCC to achieve its business transformation objectives.
  • Support the Court Operations Sector in addressing critical pain points in the processing of court cases through the continuous improvements to the ORSCC’s application architecture, Courtroom audio-visual systems and the Electronic Filing Portal.
  • Support the Court Communications Sector by providing IT support for the development of the modernized SCC website to be launched in 2025.
  • Continued focus on greater interoperability between systems and focus on getting the most out of technology investments.
  • Continuing to enhance the Court’s IT Security posture.
  • Further improvements to the IT Disaster Recovery Solution to decrease the risk of disruptions to the ORSCC’s information technology network and ensure continuity of operations.
• The Information Management (IM) Branch supports the information management needs of the organization. Results for 2023–24 include:
  • Continuing the implementation of a records and document management system (GCdocs) across the organization to better manage the Court’s administrative information and closed case files, and to enhance the operational processing of case files. 
  • Reviewing the platform that supports the document management system.
  • Integrate operational processes such as the judgment process into our current IM systems.
  • Enhancing the capacity of information management employees to support business units, modernize processes, and maximize the use of implemented technologies.
  • Maturing lifecycle management processes, performing regular document disposition activities, and revitalizing the IM awareness program.
• The Library Branch manages the Supreme Court of Canada Library to meet the research needs of the Court by providing timely reference and research services and developing its hybrid legal collection. Results for 2023–24 include:
  • Increased digital content by adding five new digital collections to support legal research.
  • Upgraded the interface of the Integrated Library System to enhance user experience.
  • Continuing the evaluations of collections in alignment with the Supreme Court of Canada Building rehabilitation requirements and the Court’s collection development policy.

Resources required to achieve results

Table [4]: Resources required to achieve results for internal services this year

Table [4] provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

The complete financial and human resources information for the ORSCC’s program inventory is available on GC InfoBase.

Contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.

ORSCC is a Phase 3 department and is aiming to achieve the minimum 5% target by the end of 2024–25.

The ORSCC continues to analyze its procurement data to identify opportunities for contracts to be awarded to Indigenous businesses in order to ensure that the mandatory minimum target of 5% of the total value of contracts being awarded to Indigenous businesses annually is met by 2024–25. The initiative continues to be promoted within the organization; project authorities and management are aware of these requirements and procurement officers continue to raise awareness of this initiative.

Procurement officers have completed the mandatory course Indigenous Considerations in Procurement (COR409) from the Canada School of Public Service.

As part of the ORSCC’s internal procurement governance processes, procurement officers verify the Indigenous Business Directory for commodities where indigenous capacity exists. The financial system also has an indicator to flag when an Indigenous vendor is selected.

Spending and human resources

Spending

This section presents an overview of the department’s actual and planned expenditures from 2021–22 to 2026–27.

Budgetary performance summary

Table [5] Actual three-year spending on core responsibilities and internal services (dollars)

Table [5] presents how much money the ORSCC spent over the past three years to carry out its core responsibilities and for internal services.

Analysis of the past three years of spending

The ORSCC’s spending increase of $4,160,006 from 2021-22 to 2022-23, as well as the increase of $4,808,093 between 2023-24 and 2022-23 are largely due to adjustments to collective agreements and investments in Security, Communications and Outreach, Corporate Services and Information Technology Systems.

More detailed financial information from previous years is available on the Finances section of GC Infobase.

Table [6] Planned three-year spending on core responsibilities and internal services (dollars)

Table [6] presents how much money the ORSCC’s plans to spend over the next three years to carry out its core responsibilities and for internal services.

Analysis of the next three years of spending

Planned spending in 2025-26 is higher due to an anticipated one-time increase in operational costs.

More detailed financial information from previous years is available on the Finances section of GC Infobase.

Funding

This section provides an overview of the department’s voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph [1]: Approved funding (statutory and voted) over a six-year period

Graph [1] summarizes the department’s approved voted and statutory funding from 2021-22 to 2026-27.

Analysis of statutory and voted funding over a six-year period

The increase noted in 2022-23 is mostly attributable to new funding received to invest in Security, Communications and Outreach, Corporate Services and Information Technology. The increase from 2023-24 is largely due to a continuation of these investments and for adjustments to collective agreements.

For further information on the ORSCC’s departmental voted and statutory expenditures, consult the Public Accounts of Canada.

Financial statement highlights

The ORSCC’s complete financial statements (unaudited) for the year ended March 31, 2024, are available online.

Table [7] Condensed Statement of Operations (unaudited) for the year ended March 31, 2024 (dollars)

Table [7] summarizes the expenses and revenues for 2023–24 which net to the cost of operations before government funding.

The 2023–24 planned results information is provided in ORSCC’s Future-Oriented Statement of Operations and Notes 2023–24.

Table [8] summarizes actual expenses and revenues which net to the cost of operations before government funding.

Table [9] Condensed Statement of Financial Position (unaudited) as of March 31, 2024 (dollars)

Table [9] provides a brief snapshot of the department’s liabilities (what it owes) and assets (what the department owns), which helps to indicate its ability to carry out programs and services.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2021–22 to 2026–27. 

Table [10]: Actual human resources for core responsibilities and internal services

Table [10] shows a summary of human resources, in full-time equivalents (FTEs), for the ORSCC’s core responsibility and for its internal services for the previous three fiscal years.

Analysis of human resources over the last three years

The increase in FTEs is mainly attributable to the creation of new positions to support enhancements to the Security, Communication and Outreach, Corporate Services and Information Technology Systems.

Table [11]: Human resources planning summary for core responsibilities and internal services

Table [11] shows information on human resources, in full-time equivalents (FTEs), for the ORSCC’s core responsibility and for its internal services planned for the next three years. Human resources for the current fiscal year are forecasted based on year to date.

Analysis of human resources for the next three years

No significant shift in FTEs is anticipated.

Corporate information

Departmental profile

Appropriate minister(s): The Honourable Arif Virani, P.C, M.P.

Institutional head: Chantal Carbonneau

Ministerial portfolio: Justice

Enabling instrument(s):

Supreme Court Act (R.S.C., 1985, c. S-26)

Judges Act (R.S.C., 1985, c. J-1)

Year of incorporation / commencement: 1875

Organizational contact information

Mailing address

Telephone: 1-888-551-1185

Fax: (613) 996-3063

Email: reception@scc-csc.ca

Website: https://www.scc-csc.ca/

Chantal Carbonneau - Registrar
Telephone: (613) 947-8608
Email: reception@scc-csc.ca

Cristina Damiani - Deputy Registrar
Telephone: (613) 996-7521
Email: reception@scc-csc.ca

Barbara Kincaid - General Counsel and Director General, Court Operations Sector
Telephone: (613) 996-7721
Email: law-droit@scc-csc.ca

Catherine Laforce - Director General and Chief Financial Officer, Corporate Services Sector
Telephone: (613) 947-0682
Email: Catherine.Laforce@scc-csc.ca

Michel Gallant - Executive Director, Judicial Support and Protocol Services Sector
Telephone: (613) 996-4841
Email: Michel.Gallant@scc-csc.ca

Supplementary information tables

The following supplementary information tables are available on the Supreme Court of Canada’s website:

• Gender‑based analysis plus

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.