Program directory · Registrar of the Supreme Court of Canada
Court administration
- Department
- Registrar of the Supreme Court of Canada
- Program code
- BRH01 (SCC)
- Core responsibility
- The administration of Canada's final court of appeal
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
Court services and case management services in support of decision-making for applications for leave to appeal, motions and appeals; legal research services; law library support; judicial support to the Judges; coordination of Court-related activities; as well as public outreach and communications. Case management services include providing information to counsel and litigants; reviewing, validating and managing incoming documentation; processing applications for leave to appeal, appeals and motions; legal services to the Judges and Registrar/Deputy Registrar; scheduling appeal cases; courtroom management; recording proceedings; editing, summarizing and translating decisions of the Court; communicating decisions to the parties and public; reporting and publishing decisions, including the Supreme Court of Canada Reports.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Court administration | This program | 2018-19 – 2028-29 | $138M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
No significant changes detected.
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 95% | 2019 | 96.4% | Met |
| 2019-20 | ≥ 95% | 2020 | 100% | Met |
| 2020-21 | ≥ 95% | 2021 | 100% | Met |
| 2021-22 | ≥ 95% | 2022 | 96.4% | Met |
| 2022-23 | ≥ 95% | 2023 | 95% | Met |
| 2023-24 | ≥ 95% | 2024 | 90% Results represent a smaller sample size with the number of respondents significantly reducing from 39 responses to 19 in 2023-24. There were no negative responses. | Not met |
| 2024-25 | ≥ 95% | 2025 | 86% Library added the option "neutral" as a 4th option whereas prior to fiscal year 2023-24, options were "very satisfied", "satisfied" or "dissatisfied". Also, results represents a smaller sample size: 21 responses. | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 95% | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $16.2M | $18.3M |
| 2019-20 | $17.8M | $18M |
| 2020-21 | $18.5M | $18.2M |
| 2021-22 | $18.4M | $18.4M |
| 2022-23 | $18.4M | $19.4M |
| 2023-24 | $19.4M | $21.5M |
| 2024-25 | $21.4M | $23.9M |
| 2025-26 | $22.5M | — |
| 2026-27 | $23.3M | — |
| 2027-28 | $22.8M* | — |
| 2028-29 | $22.8M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 156 | 149 |
| 2019-20 | 159 | 146 |
| 2020-21 | 158 | 149 |
| 2021-22 | 161 | 149 |
| 2022-23 | 156 | 147 |
| 2023-24 | 156 | 150 |
| 2024-25 | 158 | 150 |
| 2025-26 | 159 | — |
| 2026-27 | 159 | — |
| 2027-28 | 159* | — |
| 2028-29 | 159* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $16,165,457 | $16,084,220 | $16,304,204 | ||||||||
| 2019-20 plan | $17,766,966 | $17,575,333 | $17,575,333 | ||||||||
| 2020-21 plan | $18,496,026 | $18,080,966 | $18,109,510 | ||||||||
| 2021-22 plan | $18,361,922 | $18,602,273 | $18,596,072 | ||||||||
| 2022-23 plan | $18,424,576 | $17,604,851 | $17,604,851 | ||||||||
| 2023-24 plan | $19,353,619 | $19,856,631 | $19,945,012 | ||||||||
| 2024-25 plan | $21,365,007 | $22,733,945 | $21,700,382 | ||||||||
| 2025-26 plan | $22,545,237 | $22,528,905 | $22,233,208 | ||||||||
| 2026-27 plan | $23,317,033 | $22,768,422 | $22,774,210 | ||||||||
| Actual | $18,285,433 | $17,992,415 | $18,164,133 | $18,436,359 | $19,448,159 | $21,527,261 | $23,903,667 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
