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2009-10
Departmental Performance Report

Supreme Court of Canada

The original version was signed by
The Honourable Robert Douglas Nicholson, P.C.,Q.C.
Minister of Justice and Attorney General of Canada

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Table of Contents

Section I: Departmental Overview

1. Message from the Registrar
2. Raison d'être
3. Responsibilities
4. Strategic Outcome(s) and Program Activity Architecture (PAA)
5. Summary of Performance
6. Risk Analysis
7. Expenditure Profile
8. Voted and Statutory Items

Section II: Analysis of Program Activities by Strategic Outcome

1. Strategic Outcome
2. Program Activity by Strategic Outcome
3. Benefits to Canadians
4. Performance Analysis
5. Lessons Learned

Section III: Supplementary Information

1. Financial Highlights
2. List of Supplementary Information Tables
3. Other Items of Interest

Section I – Departmental Overview

A. Message from the Registrar

My focus since taking up my duties as Registrar in March 2009 has been to review the Court’s organizational structure to ensure that it is properly aligned to meet current and future challenges, to address the strategic priorities and to improve the management and delivery of all judicial support services. 

Although I found the Court’s basic organizational structure to be sound, I undertook various internal and external consultations and thereby concluded that there was some room for improvement.  I then asked the Deputy Registrar to build synergies between and lead two new sectors at the Court: the Court Operations Sector and the Information Technology (IT) Solutions and Development Sector.  The Court Operations Sector brings together four core program branches: Registry; Law; Library and Information Management; and Reports.  The IT Solutions and Development Sector consists of two branches (i) IT Operations and (ii) Business Development and Change Management.  This new sector recognizes the increased magnitude of the operational IT program and aims to ensure that we have the strongest and most efficient operational capacity in all Court sectors.  It will also provide a more modern, flexible capacity to manage increasingly complex projects and provide support to the Court’s business transformation needs.

 Other changes to the administrative structure include an expanded Communications Service that includes external communications, public visits and educational programs, as well as internal communications.  To better reflect the nature of its core responsibilities, the former Executive Services Branch has been newly designated as the Judicial Support Services and Protocol Branch.  It will focus on providing all judicial support and protocol services to the Judges’ Chambers. 

The Corporate Services Sector is comprised of Corporate Planning and Reporting Services and three branches, namely: Finance and Administration; Human Resources; and Security Services.  A review of the entire Security Services Branch and program is currently underway. 

In any institution, change brings challenges.  I have full confidence that the recent organizational changes that have been implemented will (i) enable the Court and its staff to take full advantage of the considerable investments that were made in new technologies during the Court Modernization Program; (ii) contribute to making our Information Management vision for the Court a reality; and (iii) help us to better deliver all of our programs and services.

Finally, I am heartened by the fact that notwithstanding the considerable time and effort expended to implement the new organizational structure, the Court’s operational and strategic priorities were largely met, as is noted in the performance report below.

In closing, I wish to thank all staff in the Office of the Registrar of the Supreme Court of Canada for their continued assistance and respective contributions to the Court’s operations.

 

The original version was signed by

Roger Bilodeau, Q.C.
Registrar

 

B. Raison d’être

C. Responsibilities

The Supreme Court of Canada comprises the Chief Justice and the eight puisne judges, all of whom are appointed by the Governor in Council. The Supreme Court of Canada is the highest Court in Canada and one of its most important national institutions. It hears appeals from the decisions of the courts of appeal of the provinces and territories as well as from the Federal Court of Appeal. In addition, the Court is required to give its opinion on any question referred to it by the Governor in Council. The importance of the decisions of the Court 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, reports to the Chief Justice, and headsthe Office of the Registrar of the Supreme Court of Canada. The organization of the Office of the Registrar is depicted in the following diagram and further explained in the paragraphs that follow.

[Diagrame 1 - Text version]

Judicial Support and Protocol Branch:  The Judicial Support and Protocol Branch 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 and judges’ dining room services, the development and delivery of integrated judicial support programs and services,  judicial administration, as well as the judges’  law clerk program.

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

IT Solutions and Development Sector: The IT Solutions and Development Sector is responsible for the development, delivery and management of enterprise-wide IT strategies, plans, policies, standards and procedures; the design, development and implementation of modern, innovative, integrated, leading-edge IT solutions; the stewardship of IT resources, including security, business resumption planning and emergency preparedness in a 24/7 environment; and business analysis, business transformation, project management, and business development through change management initiatives that leverage maximum benefits from IT modernization and generate efficiencies.

Communications Services Branch: The Communications Services Branch develops and implements communications strategies, plans and programs to increase public awareness and understanding of the Supreme Court of Canada and to enhance internal communications within the Court. 

Corporate Services Sector: The Corporate Services Sector is responsible for administrative support to the Judges and staff including:  strategic, business and resource planning; corporate reporting; management accountability; modern management methods and tools; integrated risk management; finance; procurement; accommodation; administration (telecommunications, mail and printing services); human resources; security; health and safety; emergency management and preparedness; and business continuity planning.

D. Strategic Outcome(s) and Program Activity Architecture (PAA)

The Program Activity Architecture (PAA) diagram below illustrates the Office of the Registrar’s framework of program activities and sub-activities.  This structure allows the Office of the Registrar to effectively pursue its mandate and to contribute to its strategic outcome.

[Diagram 2 - Text version]

E. Summary of Performance

The 2009-10 Financial Resources table shows Parliament approved resources for the Office of the Registrar and the changes in resources derived from supplementary estimates and other authorities, as well as how funds were spent.  The 2009-10 Human Resources table displays the planned and actual full-time equivalents.

2009-10 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
28.6	31.2	29.0

 

2009-10 Human Resources (FTEs)

Planned	Actual	Difference
201	201	0

 

Strategic Outcome : To provide the best decision-making environment to the Supreme Court

Performance Indicators	Targets	2009-10 Performance
Level of satisfaction among judges regarding quality of service	Annual  and regularly scheduled interviews with Judges Target: “Satisfied” level	Target met. Feedback from judges indicated that they are very satisfied with the level of service provided to them.
Level of satisfaction among lawyers regarding quality of service	Annual interviews with lawyers’ committees Target: “Satisfied” level	Target met. Feedback from counsel via the SCC/Canadian Bar Association Liaison Committee (annual meeting held on May 10, 2010) was very positive. Counsel highlighted the Bar's appreciation for the opportunity to dialogue with the Court. At the December 2009 meeting of the Court/Ottawa Agents Practice and Procedure Committee, the SCC representatives asked the agents for feedback about the level of satisfaction with the services of the Court.  The general comment was that the agents were very satisfied with Registry services.

($ millions)

Program Activity	2008–09 Actual Spending	2009–101				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Process hearing and decisions	21.8	25.2	20.9	22.8	18.6	Strong and independent demoncratic institutions
Internal services	8.1	3.4	7.7	8.4	10.4
Total	29.9	28.6	28.6	31.2	29.0

The total authorities ($31.2 million) provided to the Supreme Court of Canada exceeded the planned spending ($28.6 million) by $2.6 million. The major factors contributing to the difference between the authorities and planned spending are the compensation adjustments received during the year ($1.3 million) and the operating budget carry forward from 2008-09 of (1.1 million).

Contribution of Priorities to Strategic Outcome(s)

The Office of the Registrar had two management priorities for the reporting period.

Management Priorities	Type	Status	Linkages to Strategic Outcome(s)
Develop and implement an information management strategy and program	New	Somewhat met	To provide the best decision-making environment for the Supreme Court

Summary of Achievements

As part of the overall modernization of its Courtroom, begun in 2006-07 and completed in 2008-09, the Court deployed elements of a flexible technology framework to support the display of electronic documents in the Courtroom and the Press Room (referred to as the Courtroom Document Display Tool (CDDT).  The second stage of implementation of a collaborative tool to enable electronic document management and transform the business processes that support case management was launched in 2008-09 and became operational in 2009-10.  Referred to as C-Doc, and built on a MS SharePoint 2007 platform, C-Doc was implemented as an electronic document management tool for principal appeal documents.  Over the next several years, additional document types, both case related and corporate, will be added to the repository to ensure the most effective management of information resources of business value.

In 2009-10, the alignment of the Information Management (IM) functions throughout the Court was reviewed to ensure that functional expertise was optimized, and that a sound governance structure was in place to provide strategic direction for the IM program. The structure is now in place and work will continue through 2010-11 to further develop the IM program.

Management Priorities	Type	Status	Linkages to Strategic Outcome(s)
Finalize and implement the business continuity program	New	Somewhat met	To provide the best decision-making environment for the Supreme Court

Summary of Achievements

The Office of the Registrar made progress towards finalizing its business continuity plan (BCP), but there is still work to be done.  Although a BCP was in place, it needed to be updated within the context of a comprehensive business continuity management program (BCMP).  The Supreme Court of Canada is an institution of the Continuity of Constitutional Government (CCG) and as such, a considerable level of effort is required to collaborate with Public Safety Canada, as well as with other continuity of constitutional government institutions and partners to develop and implement the CCG Emergency Response and Recovery Plan (CERRP).  In order to fully integrate with and participate in the CERRP, the Court’s BCP requirements must be fully developed, then refined and maintained at an acceptable level of readiness.  The work and effort involved in improving the BCP was underestimated and is now a component of a multi-year priority to enhance the overall security program to meet the needs of the Court.  As a small organization with only three full-time equivalent positions in its Security Services Branch, the Office of the Registrar lacked the necessary skills and resources that it could dedicate to the development of a BCMP.  A BCP Coordinator position was created and staffed in September 2009 and the Security Services Branch also dealt with staff turnover during the year.  Due to ongoing operations and the implementation of the Court’s new organizational structure, attention to the BCP was secondary.

In that regard, the following key activities were completed:

• Resources were obtained to establish and staff a BCP Coordinator position;
• BCP training was provided and continues;
• A Business Impact Analysis (BIA) which identified critical and support services as well as associated dependencies was completed;
• An action plan for the Business Continuity Plan Improvement Project was developed;
• A business continuity management program policy was developed and approved;
• A governance structure including roles and responsibilities for the Court’s entire business continuity organization has been established and approved; and
• Continued participation on a variety of CCG committees and working groups.

Work will continue in 2010-11 to further advance the level of readiness of the BCMP – an essential component of the Office of the Registrar’s overall security program.  Existing business continuity plans and arrangements will be updated, validated and maintained through exercises and training.  A key priority for next year will be to enhance the overall security program to better meet the needs of the Court.  A security program and organizational review is currently underway in this regard.

F. Risk Analysis

Organizational risks are identified through discussions at executive or extended management committee meetings, which take place on a regular basis, and mitigation strategies are identified accordingly. Detailed risk assessments and mitigation plans are prepared when needed as determined by the Executive Committee. None were required during the reporting period.

The following provides more information about major factors which are currently affecting the Office of the Registrar’s operations.

• Continued focus on electronic exchange of information. The implementation of electronic document management, the promulgation of a new policy on access to Court records, as well as growing demands for access to electronic documents during hearings, have all increased pressure on the Court’s administration to keep pace with technology and additional demands from stakeholders.  The parallel streams (electronic and paper based) of case and information processing pose growing challenges. To mitigate the risk of being unable to properly manage the cases before the court in the context of a dual paper and electronic environment, the focus of the Court’s administration has shifted to the transformation of business processes and change management.
  
• Increased number of cases filed by unrepresented litigants. More tha n a quarter of all leave applications for leave to appeal in 2009 were filed by self-represented litigants, all of which require increased time and ability for Registry staff.  Registry staff continually review and update the material made available to self-represented litigants to ensure that their information needs are met, and to enable all litigants to file material that complies with the requirements of the Court Rules.   
          
• Policy on Information Management and Policy on the Management of Information Technology. To meet the requirements of these policies, the court administration has implemented a new governance structure to allow information management to be incorporated into Court operations by way of a comprehensive and detailed information management strategy and plan.
  
• Increasing importance of security at the Court and across government.   To meet the requirements of the new Policy on Government Security (PGS) as well as the needs of the Court, the Office of the Registrar is in the process of strengthening its security program.   In order to manage risks and improve the overall position of the Court’s security and emergency response readiness, the first year of the Court’s Security Plan (2010-11) will focus on building a sound foundation.

G. Expenditure Profile

[Diagram 3 - Text version]

The Supreme Court of Canada received additional funding for the modernization of its courtroom, which ended in 2008/09. With the completion of that major undertaking, Main Estimates and Planned Spending returned to a regular level consistent with prior years. Total Authorities in all years exceed Main Estimates due to funding received within each respective year for compensation adjustments.

H. Voted and Statutory Items

This table illustrates the way in which Parliament approved the Office of the Registrar's resources, and shows the changes in resources derived from supplementary estimates and other authorities, as well as how funds were spent.

($ millions)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2007-08 Actual Spending	2008-09 Actual Spending	2009-10 Main Estimates	2009-10 Actual Spending
50	Operating expenditures	23.3	22.4	21.0	21.3
(S)	Judges' salaries, allowances and annuities, annuities to spouses and children of judges and lump sum payments to spouses of judges who die while in office	5.1	5.1	5.4	5.1
(S)	Contributions to employee benefit plans	2.3	2.4	2.2	2.6
Total		30.7	29.9	28.6	29.0

Section II: Analysis of Program Activities by Strategic Outcome     

A. Strategic Outcome

To provide the best decision-making environment for the Supreme Court.

B. Program Activity by Strategic Outcome

Program Activity: Process hearings and decisions

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
28.6	31.2	29.3	201	201	0

 

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Cases processed without delay	Number of months between filing of application for leave and  decision on application for leave	14 weeks	Met all	Leave applications were decided, on average, fourteen weeks after filing.
	Number of months between hearing and judgment	6 months	Mostly met	Appeal judgments were rendered, on average, seven months after hearing.

 

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Sub-Activity 1: Management of Court Cases
Access to Court services and information	% of lawyers and unrepresented litigants that were "satisfied" or "very satisfied" with Registry services	95%	Met all	Lawyers and unrepresented litigants expressed satisfaction with Court services.
Courtroom systems reliability	Number of hearing disruptions for technical reasons per year	0	Met all	No disruptions to hearings for technical reasons.

 

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Sub-Activity 2: Library Services
Access to reference information	% of factual/ bibliographic requests for reference assistance responded to within service standard of 1 working day	95%	Met all	A December 2009 survey of Library users who had submitted extensive and substantive research requests indicated that the Library exceeded its target of 95% satisfaction, and that 100% of the respondents got their answers in time. A June 2009 facilitated consultation with outgoing Law Clerks showed that satisfaction for the Library’s targeted products and services remains extremely  high, while recommendations were received to improve training and client communications.
	% of complex/ substantive requests for  reference assistance responded to by date required by client	95%
	% of users that were "satisfied" or "very satisfied" with library services	95%

 

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Sub-Activity 3: Process Payments to the Supreme Court Pursuant to the Judges Act
Timely and accurate processing of payments pursuant to the Judges Act	% of payments processed within service standards	95%	Mostly Met	The SCC achieved a level of 83% for the processing of  such payments pursuant to the Judges Act within the service standard of 5 days. This represents an improvement from 77% in the prior year. Although there is always room for improvement,  we have to take in consideration other factors that can slow down this process.  Efforts will continue to achieve our target of 95%.
	% of errors on payments	2%	Mostly met	An independent file review revealed that 6.45% of claims contained errors. The value of errors represented only 1.7% of total value sampled.

Performance status:
Exceeded: More than 100 per cent of the expected level of performance
Met all: 100 per cent of the expected level of performance
Mostly Met: 80 to 99 per cent of the expected level of performance
Somewhat Met: 60 to 79 per cent of the expected level of performance
Not Met: Less than 60 per cent of the expected level of performance

C. Benefits for Canadians

The Supreme Court of Canada is Canada’s highest court of law.  It is Canada’s final general court of appeal whether for  individuals or governments.  The Supreme Court of Canada stands at the apex of the Canadian judicial system, and as such is a fundamental component of the Canadian structure of government.  Because of this position, the strategic outcome of the Office of the Registrar of the Supreme Court of Canada, namely “to provide the best decision-making environment for the Supreme Court”, contributes to the federal government’s Government Affairs outcome area.

D. Performance Analysis

Cases processed without delay

The Office of the Registrar maintains monthly statistics on the Court's caseload, backlog and average time lapses between key events in a case's history. It also produces a public annual statistical report which can be found at http://www.scc-csc.gc.ca/stat/index-eng.asp.

Average Time Lapses (in months)	1999	2000	2001	2002	2003
Between filing of application for leave and decision on application for leave	5.2	5.4	4.3	5.7	3.9
Between date leave granted (or date notice of appeal as of right filed) and hearing	11.1	12.5	11.4	12.2	10.5
Between hearing and judgment	5.4	5.8	5.6	5.6	5.1

 

Average Time Lapses (in months)	2004	2005	2006	2007	2008	2009
Between filing of application for leave and decision on application for leave	3.7	3.7	3.4	3.5	3.2	3.2
Between date leave granted (or date notice of appeal as of right filed) and hearing	9.4	9.1	7.7	9	8.9	7.6
Between hearing and judgment	4	5.2	5.9	6.6	4.8	7.4

In 2009, the Court maintained the average time lapse for deciding leave applications and improved the time lapse between the date leave was granted (or a notice of appeal as of right was filed) and the hearing of a case to seven and a half months.  There was an increase in the time lapses between hearing and judgment, with some judgments being rendered over seven months after the hearing of the appeal.  The increase in this time lapse is attributed to the growing complexity of many of the appeals in reserve.  The overall impact of the increase was mitigated by a reduction in pre-hearing delays.  In 2009, cases were disposed of eighteen months after filing, compared to seventeen months in 2008. 

Access to Court services and information

Litigants, the public and the media access Court services through the Registry or the Court website.  The public face of the Supreme Court of Canada is its Registry.  Clients attending the Registry are encouraged to fill out a comment card in regard to their satisfaction level relating to various services offered and with respect to staff. Some clients attend to pick up judgments or review a case file, but most will come to the Registry to file documents or obtain information about bringing a proceeding before the Supreme Court of Canada. Registry staff must provide timely, accurate and easily understood information, and the comments received reflect positively on Registry performance in areas such as timely service, staff professionalism and overall level of satisfaction. Additional comments emphasize staff friendliness and helpful assistance.

General enquiries and requests for Court information by the public are increasing, resulting from a better-informed and more demanding public, as well as from the captivating issues debated in Court cases. In 2009, the Court Records staff continued to respond to requests for information or documents from Court files in both electronic and paper format.  To make the processing of requests more efficient, a form for access to court records was developed and made available on the Court’s website.  This streamlines the process of requesting access to Court case records, photographs, videos and webcasts by members of the public.

Leave applications filed by self represented litigants increased in 2009. All self represented litigants who contact the Court were provided with an information and instruction guide that includes samples of fill-in-the-blank applications for leave, response and reply books that a self represented litigant can complete and file with the Court. If a self represented litigant has access to the internet, he/she is referred to the Supreme Court of Canada website where they can access an information portal that allows them to download PDF versions of the sample books.

Percentage of leave applications filed by self represented litigants

Years	Leave applications filed by all litigants	Leave applications filed by self represented litigants	% filed by self represented litigants
2000	642	117	18%
2001	621	117	19%
2002	523	106	20%
2003	550	92	17%
2004	568	114	20%
2005	544	103	19%
2006	506	115	23%
2007	602	149	25%
2008	529	128	24%
2009	545	143	26%

Library collection

During the comprehensive review of its Collection Development Policy in 2008-09, the Library focussed on eliminating duplication between several print and electronic journal titles in the collection, as well as the cancellation of material which will now only be collected in electronic format, because the print version is not mandatory for long term access.  When print journals were available in a stable licensed electronic collection, had not circulated in print, and had also not been cited in the Supreme Court Reports, cancellation was recommended.  The objective of the exercise was to streamline the collection, reduce duplication between print and electronic, and liberate funds to enable the purchase of additional documents and texts.

The effect of close to $82,000 in such cancellations has been a short-term alleviation of the space issues facing the physical collection, and a shift in our ability to meet the Court’s research needs from the print collection to the electronic collection.  Based on a citation analysis of the references cited in the Supreme Court of Canada decisions released in 2009, the number of citations available in our print collection decreased slightly; however, when we factor in the combined access to internet, database subscriptions and interlibrary loans, overall access to cited materials increased slightly.  The Library collection is able to meet the information needs of the court over 98% of the time. 

In 2009-10, the Library awarded a contract for software to manage its electronic resource collection, pursuant to a Request for Proposal.  The implementation of the software will enable the staff to collect usage statistics, manage license terms and conditions and administer password control, trials and user feedback related to electronic resources.

E. Lessons Learned

Information Management

The deployment of the Court’s electronic document management system and the continuing transition to the use of electronic documents, records and publications has brought to light the growing need to put in place a supportive Information Management framework and governance structure.  With a re-aligned governance framework, work on the Court’s IM strategy, policy standards and applications will proceed more smoothly. 

Business Continuity Planning

Gaps and vulnerabilities identified in recent reviews and assessments heightened the need to enhance the Court’s security program.  As an institution of the Continuity of Constitutional Government, it is imperative that the Court’s Business Continuity Program be fully developed and maintained at an acceptable level of readiness.  The level of effort required to implement a comprehensive BCMP was underestimated.  A lack of resources and turnover in the security services branch also contributed to the delay in implementing the program.  As a result, the Office of the Registrar has committed to enhancing its overall security program to better meet the needs of the Court and align it with the new Policy on Government Security.

Section III – Supplementary Information

A. Financial Highlights

The financial highlights presented within this document are intended to serve as a general overview of the Office of the Registrar's financial position and operations. The financial statements can be found on the Office of the Registrar's website at http://www.scc-csc.gc.ca/fin/index-eng.asp.

($ millions)

Condensed Statement of Financial Position At End of Year (March 31, 2010)	% Change	2009-10	2008-09
Assets
Total Assets	(23)	5.3	6.9
Liabilities
Total Liabilities	(14)	6.8	7.9
Equity
Total Equity	(50)	(1.5)	(1.0)
Total	(23)	5.3	6.9

Capital asset additions were roughly $700,000 less in 2009-10 than 2008-09, contributing to the decrease in total assets.

($ millions)

Condensed Statement of Operations At End of Fiscal Year (March 31, 2010)	% Change	2009-10	2008-09
Expenses
Total Expenses	(3)	39.8	41.1
Revenues
Total Revenues	0	0.2	0.2
Net Cost of Operations	(3)	39.6	40.9

All expenditures were less in 2009-10 to reflect the return to “normal” funding levels i.e.; those in place prior to funding for  the special Courtroom Modernization Project, as described in the above pages.

B. List of Supplementary Information Tables

Other financial tables are located on the Treasury Board of Canada Secretariat's website at http://www.tbs-sct.gc.ca/dpr-rmr/2008-2009/index-eng.asp.

Sources of Non-Respendable Revenue
User Fees

C. Other Items of Interest

i) For Further Information

Supreme Court of Canada Building
301 Wellington Street
Ottawa, Ontario
K1A 0J1
World Wide Web:
http://www.scc-csc.gc.ca/home-accueil/index-eng.asp

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

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

Louise Meagher - Deputy Registrar
Telephone: (613) 996-7521
E-mail: registry-greffe@scc-csc.gc.ca

Lynn Potter - Director General
Corporate Services
Telephone: (613) 996-0429
E-mail: corporateservices.servicesintegres@scc-csc.gc.ca

ii) Listing of Statutory and Departmental Reports

Supreme Court Reports
Pursuant to Section 17 of the Supreme Court Act, the Registrar or the Deputy Registrar, as the Chief Justice directs, is responsible for the publication of the judgments of the Court in the Supreme Court Reports, which include all the reasons for judgment rendered by the Court in a given calendar year.

iii) Legislation Administered

Supreme Court Act, R.S.C., 1985, C.S-26 as amended
Judges Act, R.S.C., 1985, C.J-1 as amended

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Notes

1 Commencing in the 2009-10 Estimates cycle, the resources for Program Activity: Internal Service are displayed separately from other program activities; they are no longer distributed among the remaining program activities, as  the case in previous Main Estimates. This has affected the comparability of spending and FTE information by Program Activity between fiscal years.