The Office of the Registrar of the Supreme Court of Canada 2025-2026 departmental plan
The original version was signed by
The Honourable Sean Fraser, P.C., M.P.
Minister of Justice and Attorney General of Canada and Minister responsible for the Atlantic Canada Opportunities Agency
From the Registrar
Registrar
I am pleased to present the 2025–26 Departmental Plan for the Office of the Registrar of the Supreme Court of Canada (ORSCC).
The information presented in this report highlights our main areas of focus, the results we aim to achieve as well as providing transparency on how financial resources will be spent. We also describe in our report our programs and services for Canadians, our priorities for 2025–26, and how our work will help us attain our organizational priorities.
The judges of the Supreme Court of Canada (Court) are supported by the ORSCC, being an integral component of the Court. As defined by its Core Responsibility statement, i.e. “The Administration of Canada’s final court of appeal”, the ORSCC provides services and support for Canada’s final court of appeal to process, hear and decide cases as well as playing a central role in communications and outreach. The environment and context in which the Court manages and decides cases is continuously evolving, which presents us with new challenges, but also new opportunities.
In 2025–26, the ORSCC will continue to place a high priority on pursuing its work towards the adaptation of its business processes to an electronic environment. By building on the success of its new electronic filing portal, the ORSCC will continuously improve electronic access to the Court’s case files and information, leveraging new technologies to streamline case administration, both for internal use by the Court as well as by the public, including counsel and self-represented litigants, and therefore enhancing access to justice and judicial information for all Canadians. The ORSCC has undertaken a review of its website to modernize and enhance the information provided. Our new website is just one such measure, which will improve the discoverability of information and enhance access to case files. Access to justice and court modernization go hand-in-hand and these initiatives support the Court’s commitment to key judicial principles of openness and transparency.
We will also continue our initiatives to enhance 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. I am confident that this preparation will result in a smooth transition for all Court users.
Finally, raising public and stakeholders’ awareness of the Court and increasing access to justice and to judicial information for the public continues to be a priority for the ORSCC. As such, efforts will continue to be dedicated to ensure effective communications and outreach activities in support of the Court’s evolving role and the increased public interest in the Court’s work.
As we commemorate the 150th anniversary of the Supreme Court of Canada 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 support the myriad communications and outreach activities planned throughout this anniversary year and support 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. They play an essential role in realizing our plans and priorities. We will continue to support them and foster a safe, inclusive, and diverse workplace, while supporting the professional growth of every employee.
As we move forward in 2025–26, I am looking forward to continue collaborating with the Chief Justice, members of the Court and our employees to advance our priorities in the year ahead.
Chantal Carbonneau, Registrar
Plans to deliver on core responsibility and internal services
Description
Provide services and support for Canada’s final court of appeal to process, hear and decide cases. Support communications and outreach to stakeholders.
Quality of life impacts
This core responsibility contributes to the ‘Good Governance’ domain of the Quality of Life Framework for Canada and, more specifically, ‘Confidence in institutions’, through all of the activities mentioned in the core responsibility description.
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025–26 for the administration of Canada’s final court of appeal. Details are presented by departmental result.
Table [1]: Judges and parties are supported through effective court services and case management
Table [1] provides a summary of the target and actual results for each indicator associated with the results under Judges and parties are supported through effective court services and case management.
| Indicator | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Average number of weeks between the filing of an application for leave to appeal and the date when it is submitted to the Court for decision |
2021-22: 7 weeks |
12 weeks |
March 31, 2026 Frequency: Annually |
| Average number of weeks between date when leave to appeal is granted and the hearing of the appeal |
2021–22: 37 weeks |
35 weeks |
March 31, 2026 Frequency: Annually |
| Percent of parties that were “satisfied” or “very satisfied” with the services of the Registry Branch of the Office of the Registrar |
2021–22: 94% |
95% |
March 31, 2026 Frequency: Annually |
Table [2]: Public and stakeholders’ awareness of the Court is increased through effective communication and outreach
Table [2] provides a summary of the target and actual results for each indicator associated with the results under Public and stakeholders’ awareness of the Court is increased through effective communication and outreach.
| Indicator | Actual results | Target | Date to achieve |
|---|---|---|---|
| Annual percentage increase in number of unique visitors to Court web information |
2021–22: -5% |
5% increase per year |
March 31, 2026 Frequency: Annually |
| Annual percentage increase in the number of social media followers |
2021–22: 25% |
5% increase per year |
March 31, 2026 Frequency: Annually |
| Percent of visitors that were “satisfied” or “very satisfied” with the Tour Program |
2021–22: 99% |
95% |
March 31, 2026 Frequency: Annually |
Additional information on the detailed results and performance information for the ORSCC’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for the administration of Canada’s final court of appeal in 2025–26.
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 we plan to achieve:
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The Court has a consistent record of meeting its objectives in processing cases without delay, providing effective access to Court services and case management, including reference information, and providing reliable courtroom services. At the same time, the ORSCC strives continuously to maintain stakeholder satisfaction and high standards of service quality. The pandemic continued to have an impact on case management, especially appeal scheduling, and the case load.
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The ORSCC strives to continuously maintain stakeholder satisfaction and high standards of service quality. It is expected that in the 2024–25 fiscal year, the ORSCC will be closer to meeting the standard of 35 weeks. In 2025–26, efforts will continue to be made to meet the standard of 35 weeks, where feasible.
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To meet the challenges of continuing to provide excellent services and case management to the Court and parties in an environment of escalating costs and added pressures such as physical and IT security, the focus on business transformation will continue. With the implementation of the e-filing portal, the Business Transformation initiative resources were directed to the re-design of the website, enhancements to the portal to improve the electronic processing of cases, and workflow enhancements.
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Workload projections for 2025:
Workload projections for 2025 Category Projected workload Leave applications filed 500 Leave applications submitted to the Court 500 Appeals as of right filed 20 Appeals heard 55 Judgments 50
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 we plan to achieve:
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Calendar year 2025 marks the 150th anniversary of the Supreme Court of Canada. A number of activities have been planned to commemorate this special occasion and to highlight the SCC’s role in Canadian democracy over the last 150 years. The objective of these commemorations is to inform and engage with Canadians on the Court’s role and its impact in our society. Its decisions over the last 150 years have provided the legal foundation for the strong and democratic country we know today.
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In January 2025, the Court launched a new redesigned website. The overall look and feel was updated and changes were made to the navigation structure to make sure the website is easy to navigate and accessible to all users. These changes will improve the visitor experience, allowing both the public and parties to easily find the information they are looking for.
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In addition to a new redesigned website, the continued publication of Cases in brief and media briefings for all appeals support the Supreme Court of Canada’s commitment to openness, transparency and make judicial/legal information more accessible to all.
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The ORSCC will continue to offer on-site public tours of the SCC building and remote tours to allow individuals and school groups not able to visit in person to take part in a visit and learn about the Court’s history and its place in the Canadian judicial system. Tours are given by guide-interpreters throughout the year.
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.
Planned resources to achieve results
Table [3]: Planned resources to achieve results for the administration of Canada’s final court of appeal
Table [3] provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $32,989,515 |
| Full-time equivalents | 159 |
Complete financial and human resources information for the ORSCC’s program inventory is available on GC InfoBase.
Related government 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 2025–26:
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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.
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The ORSCC drafted a GBA Plus Plan, Policy and Tool which are currently under management review.
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The ORSCC launched its 2024-2027 Employment Equity Diversity and Inclusion Plan. It 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 year the training focus is on Indigenous culture, accessibility and disability awareness, and GBA Plus. Gaps in training were identified in areas related to discrimination and accessibility. GBA Plus training and Indigenous training will take place in several phases and across different groups.
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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 UN Sustainable Development Goals
In working towards achieving a sustainable future, the ORSCC is contributing to the following Sustainable Development Goals:
- Goal 10: Advance reconciliation with Indigenous Peoples and take action to reduce inequality
- Implementing the United Nations Declaration on the Rights of Indigenous Peoples Act
- Goal 12: Reduce Waste and transition to zero-emission vehicles (ZEVs)
- Transform the federal light-duty fleet
- Strengthen green procurement criteria
- Goal 13: Take action on climate change and its impacts
- Implement the Greening Government Strategy through measures that reduce greenhouse gas emissions, improve climate resilience, and green the government’s overall operations
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.
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
Plans to achieve results
This section presents details on how the department plans 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 initiatives planned for 2025–26 are:
- Continued internal support to managers and employees, with focus on mental health and well-being of staff, and facilitation of hybrid work arrangements where operations allow.
- An increased focus on improving accessibility in the workplace, promoting a diverse and inclusive work environment, and continuing efforts on knowledge transfer/succession planning and employee retention, more specifically to better identify essential positions and opportunities to streamline.
- Continued improvements to various security and information technology (IT) security initiatives, including policies, operating procedures and practices, equipment upgrades, as well as training and awareness.
- In collaboration with PSPC, the Building Operations and Programs Branch will prioritize the rehabilitation of both the West Memorial and Supreme Court of Canada buildings. The focus will be on proactive facilities management, space optimization, and ensuring compliance with environmental and safety regulations. Efforts will include maintaining the buildings’ safety and operational efficiency while preparing for the planned move to the West Memorial Building in 2026. The integration of new technologies will streamline operations, improve service delivery, and support material management during the ongoing rehabilitation and transition.
- Ongoing efforts aimed at improving and strengthening key internal financial controls within the organization.
- A continued presence of the Court on social media, and increasing its outreach activities as part of the Court’s 150th anniversary.
- Continue 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. Priorities for 2025–26 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.
- 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. Priorities for 2025–26 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.
- Enhancing the capacity of information management employees to support business units, modernize processes, and maximize the use of implemented technologies.
- Reviewing the platforms that support the document management and correspondence tracking systems.
- Integrate operational processes such as the judgment process into our current IM systems.
- 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. Key priorities for 2025–26 include:
- Continuing progress on transition to digital content to enrich the collection.
- Ongoing efforts to enhance or strengthen metadata across library systems resulting from collection amalgamation projects to improve findability and user experience.
- Finalizing library plans to align with the Supreme Court of Canada Building rehabilitation requirements.
Planned resources to achieve results
Table [4]: Planned resources to achieve results for internal services this year
Table [4] provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $17,026,007 |
| Full-time equivalents | 96 |
Complete financial and human resources information for the ORSCC’s program inventory is available on GC InfoBase.
Planning for 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 was a phase 3 department, having to achieve the minimum 5% target by the end of 2024–25. Over the last few years, procurement officers and project authorities have worked hard to identify opportunities where contracts could be awarded to Indigenous businesses. The ORSCC uses the Indigenous Business Directory as the primary source of information for Indigenous vendors by commodity groupings. While a lot of progress has been made, Deputy Head approved exceptions are required for the following areas in light of the nature of the ORSCC’s operations:
- Protection services provided by the Canadian Corps of Commissionaires who have the first right of refusal.
- Specific software licenses where there are no substitutes for these vendors.
- Subscriptions to legal databases and purchase of legal publications and periodicals for the SCC Library, to support the legal research for SCC judgments.
- Specialized translation services and review performed by jurilinguists (translators with a legal background and/or accreditation).
Table [5]: Percentage of contracts planned and awarded to Indigenous businesses
Table [5] presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.
| 5% reporting field | 2023–24 actual result | 2024–25 forecasted result | 2025–26 planned result |
|---|---|---|---|
|
Total percentage of contracts with Indigenous businesses |
n/a | 5% | 5% |
Planned spending and human resources
This section provides an overview of the ORSCC’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025–26 with actual spending from previous years.
Spending
This section presents an overview of the department’s planned expenditures from 2022–23 to 2027–28.
Budgetary performance summary
Table [6]: Three-year spending summary for core responsibility and internal services (dollars)
Table [6] presents how much money the ORSCC spent over the past three years to carry out its core responsibility and for internal services. Amounts for the current fiscal year are forecasted based on spending to date.
| Core responsibility and internal services | 2022–23 actual expenditures | 2023–24 actual expenditures | 2024–25 forecast spending |
|---|---|---|---|
| The administration of Canada’s final court of appeal | $28,864,505 | $31,247,610 | $33,615,102 |
| Internal services | $14,689,227 | $17,114,215 | $16,576,877 |
|
Total |
$43,553,732 |
$48,361,825 |
$50,191,979 |
Analysis of the past three years of spending
The ORSCC’s spending increase of $4,808,093 between 2022–23 and 2023–24 is largely due to adjustments to collective agreements and investments in Security, Communications and Outreach, Corporate Services and Information Technology Systems. The ORSCC’s forecast spending increase of $1,830,154 between 2023–24 and 2024–25 is mostly due to adjustments to collective agreements, increases in Statutory authorities and other general increases in forecasted spending.
More financial information from previous years is available on the Finances section of GC Infobase.
Table [7]: Planned three-year spending on core responsibility and internal services (dollars)
Table [7] presents how much money ORSCC’s plans to spend over the next three years to carry out its core responsibility and for internal services.
| Core responsibility and internal services | 2025–26 planned spending | 2026–27 planned spending | 2027–28 planned spending |
|---|---|---|---|
| The administration of Canada’s final court of appeal | $32,989,515 | $33,312,902 | $33,271,764 |
| Internal services | $17,026,007 | $18,983,647 | $17,370,191 |
|
Total |
$50,015,522 |
$52,296,549 |
$50,641,955 |
Analysis of the next three years of spending
A one-time increase in planned spending is expected in 2026–27 as a result of the West Memorial Building (WMB) move.
More detailed financial information on planned spending 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 responsibility 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 2022–23 to 2027–28.
![Graph [1]](/images/reports/planning/2025-2026-graph-1-eng.jpg)
Text description of graph [1]
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2022–23 | $43,553,732 | $30,937,835 | $12,615,897 |
| 2023–24 | $48,361,825 | $34,782,562 | $13,579,263 |
| 2024–25 | $50,191,979 | $36,210,388 | $13,981,591 |
| 2025–26 | $50,015,522 | $35,457,459 | $14,558,063 |
| 2026–27 | $52,296,549 | $37,407,241 | $14,889,308 |
| 2027–28 | $50,641,955 | $35,504,883 | $15,137,072 |
Analysis of statutory and voted funding over a six-year period
The increase noted from 2023–24 is largely due to funding received to invest in Security, Communications and Outreach, Corporate Services and Information Technology as well as adjustments to collective agreements. The one-time increase reflected in 2026–27 stems from funding reprofiled for the purpose of the WMB move.
For further information on ORSCC’s departmental appropriations, consult the 2025–26 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the ORSCC’s operations for 2024–25 to 2025–26.
Table [8]: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)
Table [8] summarizes the expenses and revenues which net to the cost of operations before government funding for 2024–25 to 2025–26. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
| Financial information | 2024–25 forecast results | 2025–26 planned results |
Difference |
|---|---|---|---|
| Total expenses | $59,771,031 | $60,832,201 | $1,061,170 |
| Total revenues | $733 | $15,227 | $14,494 |
| Net cost of operations before government funding | $59,770,298 | $60,816,974 | $1,046,676 |
Analysis of forecasted and planned results
The variance between forecast and planned results in the table above in mainly due to an increase in services provided without charge from other government departments, an increase in the Employee Benefits Plan (EBP) rate, as well as temporary funding to prepare for the West Memorial Building move.
A more detailed Future-oriented statement of operations and associated notes for 2025–26, including a reconciliation of the net cost of operations with the requested authorities, is available on the Supreme Court of Canada’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022–23 to 2027–28.
Table [9]: Actual human resources for core responsibility and internal services
Table [9] shows a summary of human resources, in full-time equivalents, for the ORSCC’s core responsibility and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.
| Core responsibility and internal services | 2022–23 actual full-time equivalents | 2023–24 actual full-time equivalents | 2024–25 forecasted full-time equivalents |
|---|---|---|---|
| The administration of Canada’s final court of appeal | 147 | 150 | 158 |
| Internal services | 78 | 85 | 98 |
|
Total |
225 |
235 |
256 |
Analysis of human resources over the last three years
The increase in full-time equivalents (FTEs) over the last three years 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 [10]: Human resources planning summary for core responsibility and internal services
Table [10] shows information on human resources, in full-time equivalents, for each of the ORSCC’s core responsibility and for its internal services planned for the next three years.
| Core responsibility and internal services | 2025–26 planned full-time equivalents | 2026–27 planned full-time equivalents | 2027–28 planned full-time equivalents |
|---|---|---|---|
| The administration of Canada’s final court of appeal | 159 | 159 | 159 |
| Internal services | 96 | 96 | 96 |
|
Total |
255 |
255 |
255 |
Analysis of human resources for the next three years
FTEs are expected to remain relatively stable over the next three fiscal years.
Corporate information
Departmental profile
Appropriate minister(s): The Honourable Sean Fraser, 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
301 Wellington Street
Ottawa, Ontario
K1A 0J1
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 ORSCC’s website:
Information on the ORSCC’s departmental sustainable development strategy can be found on Supreme Court of Canada’s website.
Federal tax expenditures
The ORSCC’s Departmental Plan does not include information on 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.
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
- Departmental Plan (plan ministériel)
- A report on the plans and expected performance of an appropriated department over a 3year period. Departmental Plans are usually tabled in Parliament each spring.
- departmental result (résultat ministériel)
- A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative measure of progress on a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- full-time equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
- Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
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Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.
- government priorities (priorités gouvernementales)
- For the purpose of the 2025–26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.
- horizontal initiative (initiative horizontale)
- An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
- Indigenous business (entreprise autochtones)
- For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.
- non budgetary expenditures (dépenses non budgétaires)
- Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government’s financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.
- performance (rendement)
- What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department 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 to the expected result.
- planned spending (dépenses prévues)
- For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
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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 Departmental Plans and Departmental Results Reports.
- program (programme)
- Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
- result (résultat)
- A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
- statutory expenditures (dépenses législatives)
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- target (cible)
- A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées)
- Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.
Footnote
- Footnote 1
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In 2023–24, the time lapse between the hearing of an appeal and the date when leave to appeal was granted or the notice of appeal as of right was file increased to 45 weeks, largely due to the impact of the hearing of one appeal that, in an unusual set of judicial circumstances, was concluded three years after leave was granted.