Report on Plans and Priorities (RPP) 2015-16

 

The original version was signed by

The Honourable Peter MacKay, P.C., Q.C., M.P.
Minister of Justice and Attorney General of Canada


Table of Contents

ISSN 2292-4930

Registrar's Message

Section I: Organizational Expenditure Overview

Section II: Analysis of Programs by Strategic Outcome

Section III: Supplementary Information

Section IV: Organizational Contact Information

Appendix: Definitions


Registrar's Message

Picture of Roger Bilodeau, Registrar

I am pleased to present the 2015-16 Report on Plans and Priorities for the Supreme Court of Canada.

The Supreme Court of Canada is Canada's final court of appeal.  The independence of the Court, the quality of its work and the esteem in which it is held both in Canada and abroad contribute significantly as foundations for a secure, strong and democratic country founded on the Rule of Law.

The Office of the Registrar of the Supreme Court of Canada has a deep appreciation for the importance of the Court's role and focuses its efforts on a single strategic outcome, namely that ‘the administration of Canada's final court of appeal is effective and independent'.

The core work of the Office continues to be the processing and management of all cases brought to the Court.  The environment and context in which the Court manages and decides cases is continuously evolving, which in turn produces new risks and challenges.

In 2015-16, the Office will place a high priority on pursuing its work towards the adaptation of business processes in an electronic environment, with a view to continuously improving electronic access to the Court's case files and information, both for internal use by the Court as well as by the public and litigants.  In parallel with that initiative, the Office of the Registrar will also pursue its focus of exploring operational efficiencies and ensuring optimal use of its resources.

Ongoing initiatives include further enhancements to the Court's overall security services which aim 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.

I wish 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.

 

Roger Bilodeau, Q.C.


Section I: Organizational Expenditure Overview

Organizational Profile

Minister: The Honourable Peter MacKay, P.C., Q.C., M.P.

Deputy Head: Roger Bilodeau, Q.C.

Ministerial portfolio: Justice

Enabling Instrument(s):

Year established: 1875

Organizational Context

Raison d'être

Created by an Act of Parliament in 1875, the Supreme Court of Canada is Canada's final court of appeal.  It serves Canadians by deciding legal issues of public importance, thereby contributing to the development of all branches of law applicable within Canada.  The independence of the Court, the quality of its work and the esteem in which it is held both in Canada and abroad contribute significantly as foundations for a secure, strong and democratic country founded on the Rule of Law.  The Supreme Court of Canada is an important national institution, positioned at the pinnacle of the judicial branch of government in Canada, separate from and independent of the executive and legislative branches of government.

The Office of the Registrar of the Supreme Court of Canada provides all necessary services and support for the Court to process, hear and decide cases.  It also serves as the interface between litigants and the Court.  The focus of this report is on the priorities and activities of the Office of the Registrar of the Supreme Court of Canada.

More detailed information on the Court's responsibilities, the hearing process and judgments is available on the Supreme Court of Canada website.

Responsibilities

In accordance with the Supreme Court Act, the Supreme Court of Canada consists of the Chief Justice and eight puisne judges, all of whom are appointed by the Governor in Council.  The Supreme Court of Canada hears appeals from the decisions of the highest courts of final resort of the provinces and territories, as well as from the Federal Court of Appeal and the Court Martial Appeal Court of Canada.  In addition, the Court provides advisory opinions on questions referred to it by the Governor in Council.  The importance of the Court's decisions for Canadian society is well recognized.  The Court assures uniformity, consistency and correctness in the articulation, development and interpretation of legal principles throughout the Canadian judicial system.  Its jurisdiction is derived from the Supreme Court Act and other Acts of Parliament, such as the Criminal Code.

The Registrar, also a Governor in Council appointee, heads the Office of the Registrar of the Supreme Court of Canada and is responsible for the management of its employees, resources and activities.  The Supreme Court Act provides that the Registrar shall, under the direction of the Chief Justice, superintend the officers, clerks and employees of the Court, report and publish the judgments of the Court, as well as manage and control the library of the Court.  The organization of the Office of the Registrar is depicted in the following diagram and further explained in the paragraphs that follow.

 

Office of the Registrar's Organizational Chart

Description of image

The chart shows the organizational structure of the Court. Under the direction of the Chief Justice, who is supported by the Executive Legal Officer, the Registrar is the Deputy Head of the Court. He is responsible for the Court Operations Sector and the Corporate Services Sector. The Registrar is seconded by the Deputy Registrar, who is responsible for the Judicial Support and Protocol Services Sector.

Judicial Support and Protocol Services Sector: The Judicial Support and Protocol Services Sector is responsible for the delivery of all judicial support services to the Chief Justice of Canada and the eight puisne judges of the Supreme Court of Canada, including protocol, the development and delivery of integrated judicial support programs and services, judicial administration, and the Law Clerk program.

Court Operations Sector: Composed of the Law Branch, Reports Branch, Registry Branch and the Library and Information Management Branch, this sector is responsible for the planning, direction and provision of legal advice and operational support for the judges of the Supreme Court of Canada, respecting all aspects of the case management process from the initial filing to the final judgment on an appeal.  This includes processing and recording proceedings, scheduling of cases, legal and jurilinguistic services, legal research and library services, legal editing services and publication of the Canada Supreme Court Reports.  The Registry is the point of contact between the Court and litigants and it provides information and services to counsel and litigants, including unrepresented litigants.  Information management services, including case-related and corporate records information, are also provided by the Sector.

Corporate Services Sector: Administrative and operational support for all the Court's judges and staff is provided by the Corporate Services Sector, which is responsible for: strategic, business and resource planning; corporate reporting; management accountability; integrated risk management; finance; procurement; accommodation (including telecommunications, mail and printing services); human resources; security; health and safety; emergency management and preparedness; IT services; as well as business continuity planning.

Strategic Outcome(s) and Program Alignment Architecture (PAA)

1 Strategic Outcome: The administration of Canada's final court of appeal is effective and independent

1.1 Program: Court Operations

1.2 Program: Payments to Judges of the Supreme Court of Canada Pursuant to the Judges Act

Internal Services

Organizational Priorities

Priority Type1 Strategic Outcome(s) and/or Program(s)
Business Transformation Ongoing

The administration of Canada's final court of appeal is effective and independent; and

Court Operations

Note 1- Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the RPP or DPR.

Description
Why is this a priority?

In order to support the Court in its work and to ensure that necessary business processes and technologies are in place to enable the electronic processing of cases, thereby allowing parties to access case file documents, data and information online (based on their entitlements), provide the public with better access to Court information online, enabling litigants to file documents electronically through a secure portal, as well as protecting and preserving archival and historical information in an electronic format.

What are the plans for meeting this priority?
  • Modernization of critical legacy IT systems to reduce the risk of system failure and to be in a better position to achieve transformational objectives.
  • Business process mapping and analysis of potential efficiencies.
  • Review of the workflows and processes for the translation and publishing of judgments.
  • Development of new case management system requirements to support current case management processes.
  • Implementation of an enterprise information management system, including the definition of the business requirements for a seamless flow of information through an e-filing portal, document and case management systems for the preservation of case records in an electronic document and records management system.
  • Implementation of a robust electronic records management system to transition paper-based records operations and to gain efficiencies in document sharing and collaboration.
  • Conceptualization and design of key application architecture systems.
Priority Type2 Strategic Outcome(s) and/or Program(s)
Enhancement of the security program to better meet the overall needs of the Court Previously committed to

The administration of Canada's final court of appeal is effective and independent

Internal Services

Note 2- Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the RPP or DPR.

Description
Why is this a priority?

Due to the sensitive nature of the Court's business and its high level profile as the court of last resort in Canada's judicial branch of government, it is essential to continue enhancing the Court's security program which has many components, such as physical security, information technology security and business continuity planning.

What are the plans for meeting this priority?
  • Continued update of the security policy framework and operations in line with emerging trends.
  • Renewal of governance arrangements with the RCMP.
  • Options to acquire additional funding are being explored to support planned enhancements to the security program.
  • Continued enhancement of the Court's IT Security Posture.
Priority Type3 Strategic Outcome(s) and/or Program(s)
Identification of cost-saving opportunities and resource management optimization Ongoing

The administration of Canada's final court of appeal is effective and independent

Internal Services

Note 3- Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the RPP or DPR.

Description
Why is this a priority?

In light of the current climate of fiscal restraint, the Court, much like any other public sector organization, is faced with the continuing challenge of doing more with less.  As such, efforts will need to be dedicated in the short and medium term to ensuring that all resources are used in the most efficient and effective manner.

What are the plans for meeting this priority?
  • Implementation of opportunities/projects aimed at increasing efficiency and/or reducing operating costs.
  • Development of efficiency indicators to track the impact of opportunities which are implemented.
  • Implementation of additional controls aimed at improving resource management.

Risk Analysis

Key Risks
Risk Risk Response Strategy Link to Program Alignment Architecture

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. 

  • IT security action plans
  • IT security awareness plans/staff awareness
  • Periodic vulnerabilities assessment and penetration testing
  • Regular IT Threat and Risk Assessments

The administration of Canada's final court of appeal is effective and independent

Internal Services

Security (persons, building, information, infrastructure)

Threats to the safety of Judges, staff or 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 (the Supreme Court of Canada building is a high volume tourism destination).
  • Security governance structure
  • Security Action Plan
  • Security Risk Register under development
  • Policies and procedures updated regularly
  • Security audits/threat and risk assessments
  • Business Continuity Plan
  • Staff awareness
  • Effective relationship with the RCMP

The administration of Canada's final court of appeal is effective and independent

Internal Services

Aging legacy IT systems and applications

Failure of aging legacy systems and applications, such as the Case Management System (CMS), as evidenced by system downtime or failure, flexibility of systems to handle new requirements or integrate with newer products, lack of ability of Court staff to address technical issues and to interface systems and data, and systems becoming obsolete and unmanageable if the Court waits too long to redesign and port to a new platform.
  • Threat and Risk Assessments
  • Back-up operations and tools kept-up-to-date
  • In-house expertise available to support CMS and operational systems
  • Identification of key significant upgrades in the Investment Plan (capital replacement), and provision of sufficient funding to meet requirements
  • Business Continuity Planning and Disaster Recovery plans
  • Ongoing maintenance of systems and equipment/systematic checks

The administration of Canada's final court of appeal is effective and independent

Internal Services
Operating Environment

The environment within which the Office of the Registrar functions continues to evolve.  The focus in recent years has been on courtroom modernization, information management and enhancing electronic access for litigants and the public.  To meet the pressures relating to the aging Court building and operational facilities, a significant increase in time and resources has been dedicated to ongoing long term planning efforts and short term activities aimed at identifying and executing equipment and building enhancements projects.

There is a continued focus on the electronic exchange of information between or from the Judges, Court staff, the legal community and the public, as there is an expectation to be able to use electronic tools to obtain information, provide information or file documents.  While the Office of the Registrar has increased the electronic processing of cases, paper versions of Court records are still required. In view of the parallel streams (paper and electronic) of case and information processing, the business transformation program is focussed on developing an electronic filing portal to improve service and to realize greater efficiencies in the Court's operations such as:

  • Ability to store, retain, or manage Court records in electronic format.
  • Ability to hyperlink between documents and outside sources (e.g., from factum to electronic legal databases). 
  • Increased access by parties to a single authenticated source of information on the web.
  • Ability to manage both paper and digital documents in a single management system simultaneously.

More complicated proceedings are being filed and the Court is frequently asked to deal with cases or issue rulings on an expedited basis.  The Court has seen increased numbers of persons attending hearings of high profile cases, which requires additional planning and resources to manage crowds.  Security of information and physical security for visitors is an increasing challenge.  In addition, a significant number of applications for leave to appeal are being filed by self-represented litigants, who require more resources and assistance.  In 2013, 27% of the applications for leave to appeal submitted to the Court for decision were filed by self-represented litigants.

Planned Expenditures

Budgetary Financial Resources (dollars)
2015-16
Main Estimates
2015-16
Planned Spending
2016-17
Planned Spending
2017-18
Planned Spending
31,763,943 32,227,842 31,922,495 31,793,745

 

Human Resources (Full-Time Equivalents [FTEs])
2015-16 2016-17 2017-18
215 215 215

 

Budgetary Planning Summary for Strategic Outcome and Programs (dollars)
Strategic Outcome(s), Program(s) and Internal Services 2012-13 Expenditures 2013-14 Expenditures 2014-15 Forecast Spending 2015-16 Main Estimates
Strategic Outcome 1: The administration of Canada’s final court of appeal is effective and independent
Court Operations 16,012,731 16,627,433 17,008,213 16,286,129
Payments to Judges of the Supreme Court of Canada Pursuant to the Judges Act 6,025,983 6,155,512 6,756,473 7,087,990
Strategic Outcome 1
Subtotal
22,038,714 22,782,945 23,764,686 23,374,119

Internal Services
Subtotal

9,181,104 8,647,994 8,761,807 8,389,824
Total 31,219,818 31,430,939 32,526,493 31,763,943

 

Budgetary Planning Summary for Strategic Outcome and Programs (dollars)
Strategic Outcome(s), Program(s) and Internal Services 2015-16 Planned Spending 2016-17 Planned Spending 2017-18 Planned Spending
Strategic Outcome 1: The administration of Canada’s final court of appeal is effective and independent
Court Operations 16,592,302 16,270,606 16,270,606
Payments to Judges of the Supreme Court of Canada Pursuant to the Judges Act 7,087,990 7,270,062 7,141,312
Strategic Outcome 1 Subtotal 23,680,292 23,540,668 23,411,918

Internal Services

Subtotal
8,547,550 8,381,827 8,381,827
Total 32,227,842 31,922,495 31,793,745

 

The Court's spending trend remains fairly stable. The increase in planned spending for 2015-16 is mainly attributable to anticipated increases in salaries and wages resulting from collective agreements and increases to statutory expenditures for the Judges' salaries, allowances and annuities. Forecasted spending for 2014-15 includes all approved allotments to date as well as a forecast for the remainder of the fiscal year and has been adjusted for the one-time transition payment for implementing salary payment in arrears by the Government of Canada. Planned spending for 2015-16 is a forecast of reasonable expenditures to be incurred, based on historical trends.

Planned spending for 2016-17 and 2017-18 is based on the 2015-16 Main Estimates.

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2015-16 Planned Spending With the Whole-of-Government Framework (dollars)
Strategic Outcome Program Spending Area Government of Canada Outcome 2015-16 Planned Spending
1 The administration of Canada's final court of appeal is effective and independent 1.1 Court Operations Government Affairs Strong and independent democratic institutions 16,592,302
  1.2 Payments to Judges of the Supreme Court of Canada Pursuant to the Judges Act Government Affairs Strong and independent democratic institutions 7,087,990

Total Planned Spending by Spending Area (dollars)
Spending Area Total Planned Spending
Economic Affairs -
Social Affairs -
International Affairs -
Government Affairs 23,680,292

Departmental Spending Trend

Expenditure Profile

Description of image

Spending Trend: This graph illustrates the spending trend for actual spending from 2012-13 and 2013-14, forecast spending for 2014-15, and planned spending from 2015-16 to 2017-18. Financial figures are presented in dollars and broken down by statutory and voted items.

Actual Spending indicates the amounts the Department spent: In 2012-13, $8,796,366 for statutory items and $22,423,452 for voted items; and in 2013-14, $9,011,043 for statutory items and 22,419,896 for voted items.

Forecast Spending indicates the amount the Department is forecasting to spend in 2014-15: $9,489,585 for statutory items and $23,036,908 for voted items.

Planned Spending indicates the amounts the Department is planning to spend: In 2015-16, $9,902,737 for statutory items and $22,325,105 for voted items; in 2016-17, $9,641,169 for statutory items and $22,281,326 for voted items; and in 2017-18, $9,512,419 for statutory items and $22,281,326 for voted items.

For fiscal years 2012-13 and 2013-14, actual spending represents the actual expenditures as reported in the Public Accounts, whereas for the 2014-15 and 2015-16 fiscal years, the forecasted spending represents the planned budgetary and statutory expenditures, as presented in the Future-oriented Statement of Operations. For the period of 2016-17 to 2017-18, the planned spending reflects approved funding by Treasury Board to support the institution's strategic outcome.

The additional requirements in statutory items mainly reflects increases to the statutory expenditures for the Judges' salaries, allowances and annuities.  The increase in voted expenditures for 2014-15 includes $597,073 for the impact of the salary in arrears approach that took effect in May 2014.  

When reasonable assumptions (such as Paylist requirements and Operating budget carry-forward) could be estimated, they have been included in the Future-oriented Statement of Operations, thus explaining the variance when comparing to 2016-17 and 2017-18.

Estimates by Vote

For information on the Supreme Court of Canada's organizational appropriations, consult the 2015-16 Main Estimates on the Treasury Board of Canada Secretariat website.


Section II: Analysis of Programs by Strategic Outcome

Strategic Outcome: The administration of Canada's final court of appeal is effective and independent

Performance Measurement
Performance Indicators Targets Date to be Achieved
Level of satisfaction among judges regarding quality of service Satisfied Ongoing
Level of satisfaction among lawyers in the legal community regarding quality of service Satisfied Ongoing

Program 1.1: Court Operations

Description

In order to process, hear and decide cases the Court requires the support of the Office of the Registrar in the management of cases from the receipt of an application for leave to appeal up to and including the release of a judgment on appeal. This support includes providing services to the litigants; reviewing applications for leave to appeal and preparing advice as to whether leave to appeal should be granted; preparing summaries of the leave applications; providing procedural advice; reviewing and summarizing factums where leave to appeal is granted; receiving, controlling and preserving all incoming case documentation; tracking various time periods to ensure compliance by the parties with the Rules of the Supreme Court of Canada; recording proceedings on appeals; answering queries with regard to cases; editing and summarizing decisions of the Court; publishing decisions in the Supreme Court Reports, in accordance with the Supreme Court Act; and providing law library services with an extensive collection in both print and electronic formats to support legal research undertaken by users within the Court and members of the legal community.

 

Budgetary Financial Resources (dollars)

2015-16
Main Estimates

2015-16
Planned Spending

2016-17
Planned Spending

2017-18
Planned Spending

16,286,129 16,592,302 16,270,606 16,270,606

 

Human Resources (Full-Time Equivalents [FTEs])
2015-16 2016-17 2017-18
146 146 146

 

Performance Measurement
Expected Results Performance Indicators Targets Date to be Achieved
Cases processed without delay Number of weeks between filing of application for leave and decision on application for leave 14 weeks

Ongoing

Frequency:
Annually

Number of weeks between hearing and judgment 24 weeks

Ongoing

Frequency:
Annually

Access to Court services and information % of lawyers and unrepresented litigants in appeals with the Supreme Court of Canada that were “satisfied” or “very satisfied” with Registry services 95%

Ongoing

Frequency:
Every 4 years

Access to reference information % of factual/bibliographic requests for reference assistance responded to within service standard of 1 working day 95%

Ongoing

Frequency:
Annually

% of complex/substantive requests for reference assistance responded by date required by client 95%

Ongoing

Frequency:
Annually

% of users that were “satisfied” or “very satisfied” with library services 95%

Ongoing

Frequency:
Twice per year

Planning Highlights

The Supreme Court has a consistent record of meeting its objectives in processing cases without delay, providing effective access to Court services and programs, including reference information, and providing reliable courtroom services.  At the same time, the Office of the Registrar has maintained stakeholder satisfaction and high standards of service quality.  To meet the challenges of continuing to provide excellent services to the Court and litigants in an environment of shrinking resources and added pressures such as physical and IT security, the focus on business transformation will continue.  In the upcoming year, the Business Transformation Program will direct resources to the implementation of digital recordkeeping, workflow enhancement and the development of policies and rules to support efficient processes.

Workload projections for 2015
Category Projected workload
Leave applications filed 530
Leave applications submitted to the Court 530
Appeals as of right filed 15
Appeals heard 75
Judgments 70

Program 1.2: Payments to Judges of the Supreme Court of Canada Pursuant to the Judges Act

Description

The Judges Act is an Act respecting all federally appointed judges, and thereby applies to the judges of the Supreme Court of Canada. The Judges Act specifies the salaries of the judges of the Supreme Court of Canada and prescribes other payments to be made to judges, namely allowances for removal, representation, incidentals, conferences and seminars, as well as annuities. The Office of the Registrar processes these payments as required by the Judges Act.

Budgetary Financial Resources (dollars)

2015-16
Main Estimates

2015-16
Planned Spending

2016-17
Planned Spending

2017-18
Planned Spending

7,087,990 7,087,990 7,270,062 7,141,312

 

Human Resources (Full-Time Equivalents [FTEs])
2015-16 2016-17 2017-18
0 0 0

 

Performance Measurement
Expected Results Performance Indicators Targets Date to be Achieved
Timely and accurate payments to Judges of the Supreme Court of Canada pursuant to the Judges Act % of payments processed within service standards 95%

Ongoing

Frequency:
Annually

% of errors on payments 2%

Ongoing

Frequency:
Every 5 years

Average time to process payments 5 business days

Ongoing

Frequency:
Annually

 

Planning Highlights

The timeliness of various allowances paid to the judges of the Court is assessed internally through the maintenance of receipt and processing dates for individual claims.  In an effort to constantly improve its services, the Office of the Registrar has implemented processes to ensure accuracy and an adequate level of satisfaction. The Office of the Registrar has set targets of 95% for the timely processing of payments pursuant to the Judges Act, within service standards of five days and a 2% error rate in the accuracy of the payment of these claims. The accuracy of these payments is monitored on a regular basis.

Internal Services

Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Budgetary Financial Resources (dollars)

2015-16
Main Estimates

2015-16
Planned Spending

2016-17
Planned Spending

2017-18
Planned Spending

8,389,824 8,547,550 8,381,827 8,381,827

 

Human Resources (FTEs)
2015-16 2016-17 2017-18
69 69 69

Planning Highlights

Internal services support the Court by providing timely and responsive services that are effective and efficient as per established service standards.  Some key initiatives planned for 2015-16 are:

  • Continued improvements to the security and IT security programs, including the governance model, policies, operating procedures and practices, equipment upgrades, as well as training and awareness.
  • Continued efforts for better integration of financial and non-financial information at all levels of the organization so as to strengthen planning and reporting, and identify and explore potential operational efficiencies.
  • With the implementation of a Treasury Board Secretariat Policy on Internal Controls, a Core Control Audit (CCA) by the office of the Comptroller General (OCG) is planned in 2015-16 to assess the operational effectiveness of some key processes in the Office of the Registrar (i.e. Payroll, Procurement and Payments).
  • Increased focus of Human Resources (HR) efforts on knowledge transfer/succession planning, specifically to identify essential positions and opportunities to streamline services.
  • The Information Technology Branch is an integral part of the Court's business as a partner and enabler in supporting the Business Transformation efforts.  Priorities for 2015-16 include:
    • Continue current efforts aimed at upgrading key legacy applications, including the Case Management System (CMS).
    • Strive for greater interoperability between new and older systems, and focus on getting the most out of the investments made in technologies over the last few years.
  • The Library and Information Management Branch supports the information management needs of the organization.  Priorities for 2015-16 include:
    • Continuing the implementation of GCDOCS across the organization to manage documents and records of business value, including closed case-related records.  Re-aligning business processes in the Records Centre to support clients and their information needs.
    • Ensuring that the Office of the Registrar is able to meet its obligations under the Treasury Board Secretariat's Directive on Recordkeeping and the Directive on Open Government.

Section III: Supplementary Information

Future-Oriented Statement of Operations

The future-oriented condensed statement of operations provides a general overview of the Office of the Registrar's operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management. 

Because the future-oriented statement of operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Report on Plans and Priorities are prepared on an expenditure basis, amounts differ. 

A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, can be found on the Supreme Court of Canada's website.

Future-Oriented Condensed Statement of Operations
For the Year Ended March 31, 2015 (dollars)
Financial Information 2014-15
Estimated Results
2015–16
Planned Results
Difference
Total expenses 42,892,402 43,423,154 530,752
Total revenues 5,120 3,000 (2,120)
Net cost of operations 42,887,282 43,420,154 532,872

The variance between the figures above and the planned spending amounts provided in other sections of the Report on Plans and Priorities is mainly explained by items such as services provided without charge by other government departments and amortization.  The increase of $530,752 in total expenses between both forecasted fiscal years is mostly attributable to salaries. These statements have been adjusted for the impact of the salary in arrears approach for salary payments starting in May 2014. The variance in total revenues is related to the estimated amount to be received upon the disposal of motor vehicles.

Supplementary Information Tables

The supplementary information tables listed in the 2015–16 Report on Plans and Priorities can be found on the Supreme Court of Canada's website.

Tax Expenditures and Evaluations

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 annually in the Tax Expenditures and Evaluations publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.


Section IV: Organizational Contact Information

Supreme Court of Canada Building
301 Wellington Street
Ottawa, Ontario
K1A 0J1

General Enquiries
Telephone: (613) 995-4330
Fax: (613) 996-3063
Email: reception@scc-csc.ca

Roger Bilodeau, Q.C. - Registrar
Telephone: (613) 996-9277
Email: reception@scc-csc.ca

David Power - 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, 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


Appendix: Definitions

Appropriation: Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

Budgetary expenditures: Include operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

Departmental Performance Report: Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.

Full-time equivalent: Is a measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

Government of Canada outcomes: A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.

Management, Resources and Results Structure: A comprehensive framework that consists of an organization's inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.

Non-budgetary expenditures: Include net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

Performance: What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve and how well lessons learned have been identified.

Performance indicator: A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

Performance reporting: The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.

Planned spending: For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.

Plans: The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

Priorities: Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).

Program: A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.

Program Alignment Architecture: A structured inventory of an organization's programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.

Report on Plans and Priorities: Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.

Results: An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence.

Strategic Outcome: A long-term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.

Sunset program: A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.

Target: A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

Whole-of-government framework: Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.