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CCCA_V3No4_Dept-Performance-FIN.qxd:CCCA_V1No2_Dept-MgLaw-V1.qxd 11/23/09 9:14 PM Page 8 Performance In The Law Department Best practices How large Canadian law departments stay effective through innovation. By Richard G. Stock his article is one of several sum- still others by geography (regional and professional legal administrator responsible Tmaries of findings from a survey global). A few companies combined legal for facilities, budgeting, technology and of 11 law departments of large public expertise and geographic reach to shape support staff. Senior lawyers reporting corporations commissioned by Sean their legal teams.The large companies also directly to the CLO spend an average of McMaster, executive vice-president, included a team to support corporate 20 per cent of their time on management corporate and general counsel for centre requirements. and administrative duties. TransCanada Pipelines. Other functions reported to the CLO: Eight of the law departments were not General counsel were asked to whom 10 had corporate secretary responsibili- likely to change the number of contract they report. Seven of the 11 reported to ties; 7 compliance; 6 regulatory; 6 con- lawyers this year. Two planned to reduce the CEO, two to the CFO, and one to the tracts management; 6 government rela- and one planned to expand the number. group head, strategy, treasury & corporate tions; and one had environment, health GCs reported that their contract lawyers services. One did not respond. and safety or corporate security. Others were used to replace lawyers on leave and The law departments ranged in size handled risk management, ethics and for peaks in work levels, including project from 10 to 142 lawyers, with most in the records management and unique areas work. Three departments had one arti- 35 to 55-lawyer range.The staff-to-lawyer such as internal audit, whistleblower and cling student, one had two and another ratio averaged 0.64 staff. A representative sustainable development. had three students seconded from law figure was closer to 0.75 staff per lawyer. The size of the department affected the firms for research and closing transactions. Most general counsel reported that their number of levels reporting to the CLO: CLOs were asked how their own work departments were divided into four or one had a single level reporting, four had has changed in the last three years. Only five groups. No trend was apparent in the two levels, one had three, three had four two reported minor changes, such as the criteria to describe the composition of levels and two had five levels reporting. addition of risk management and environ- the groups. Some were aligned by busi- Only one had no levels. Nine of the 11 ment. Four cited important changes in ISTOCKPHOTO ness unit, others by legal expertise, and survey participants had no dedicated providing more board-related advice, 8 CCCA Canadian Corporate Counsel Association WINTER 2009