Law Commission of Canada 2023–24 Departmental Plan
From the President
In 2023, the Law Commission of Canada (the Commission) rejoined independent law reform agencies throughout this country and beyond in underscoring the value of research and reflection on law’s roles in shaping human communities and supporting our complex identities, connections and interactions. Non-partisan in nature and distinct from advocacy groups, the Commission offers leadership and guidance of responsible and responsive evolution of law in the lives of people across Canada.
Shauna Van Praagh, President
Established by Parliament in the spring of 1997 by the Law Commission of Canada Act, the Commission is mandated to consider the changing needs of Canadian society through the study, review, and innovative development of Canada’s law and legal systems. Responsive and accountable to all Canadians, the Commission designs its program with support from its Advisory Council and in consultation with the Minister of Justice.
Over nine years – 1997 to 2006 – and under three presidents – Roderick Macdonald, Nathalie Des Rosiers and Yves Le Bouthillier – the Commission prioritized public participation in law reform, provided support for collective and cross-disciplinary research projects, forged partnerships within and beyond academic networks, and committed its resources to extensive consultation and dissemination. Following the withdrawal of government funding in 2006, the work of the Commission – described in its final report entitled "For a Living Law: The Future of Law Reform in Canada"- began a 17-year hiatus. Heeding repeated calls from many sources, including the Canadian Bar Association, Parliament voted in late 2021 to renew financial support and rebuild the agency.
At this exciting, auspicious and promising moment of renewal and reimagination, today’s Commission - under the leadership of newly appointed president Shauna Van Praagh – embraces the opportunity to demonstrate its value and significance in nourishing a strong, diverse and democratic society. Inspired by people who work for fairness, equality, freedom and justice in every corner of this country and in all ways, the Commission looks forward to embarking on paths and projects marked by listening and learning, creativity and constructive engagement.
Plans at a glance
This 2023-24 Departmental Plan is being prepared retroactively and the primary purpose is to report on financial information received in the 2023-24 Main Estimates. A more comprehensive and complete plan (including key results) can be accessed through the 2024-25 Departmental Plan.
For more information on the Law Commission of Canada’s plans, see the “Core responsibilities: planned results and resources, and key risks” section of this plan.
Core responsibilities: planned results and resources
This section contains information on the department’s planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.
Law Review
Description
Study and review the law of Canada and its effects to provide independent advice on improvements and reform to ensure a just legal system that meets the changing needs of Canadian society.
Planning highlights
Gender-based analysis plus
A GBA Plus lens will be applied to staffing strategies and processes to ensure that employees of the Commission have the relevant abilities, competencies, knowledge, and skills that are necessary to support this initiative. Staffing strategies and processes will also consider employment equity gaps and efforts will be made to increase the likelihood of attracting Indigenous employees given the diversity of experience and background required. In addition, equity, diversity and inclusion will guide the Commission’s substantive work and processes.
The financial, human resources and performance information for the Law Commission of Canada’s program inventory is available on GC InfoBase.
Planned budgetary spending for Law Review
The following table shows, for Law Review, budgetary spending for 2023–24, as well as planned spending for that year and for each of the next two fiscal years.
| 2023–24 budgetary spending (as indicated in Main Estimates) | 2023–24 planned spending | 2024–25 planned spending | 2025–26 planned spending |
|---|---|---|---|
| 2,658,288 | 1,196,230 | 2,645,894 | 2,645,894 |
Financial, human resources and performance information for the Law Commission of Canada’s program inventory is available on GC InfoBase.
Planned human resources for Law Review
The following table shows, in full time equivalents, the human resources the department will need to fulfill this core responsibility for 2023–24 and for each of the next two fiscal years.
| 2023–24 planned full-time equivalents | 2024–25 planned full-time equivalents | 2025–26 planned full-time equivalents |
|---|---|---|
| 4 | 13 | 13 |
Financial, human resources and performance information for the Law Commission of Canada’s program inventory is available on GC InfoBase.
Internal services: planned results
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
Planning highlights
Planning for Contracts Awarded to Indigenous Businesses
The Commission will be working on determining the best path in incorporating this important procurement commitment into its operations. Given that the Commission functions as a micro-organization, there is expected to be a low volume of contracts. This planned result will be achieved through the collaborative planning and selection process as part of the MOU with the Department of Justice.
Planned budgetary spending for internal services
The following table shows, for internal services, budgetary spending for 2023–24, as well as planned spending for that year and for each of the next two fiscal years.
| 2023–24 budgetary spending (as indicated in Main Estimates) | 2023–24 planned spending | 2024–25 planned spending | 2025–26 planned spending |
|---|---|---|---|
| 1,635,700 | 834,408 | 1,229,701 | 1,229,701 |
Planned human resources for internal services
The following table shows, in full time equivalents, the human resources the department will need to carry out its internal services for 2023–24 and for each of the next two fiscal years.
| 2023–24 planned full-time equivalents | 2024–25 planned full-time equivalents | 2025–26 planned full-time equivalents |
|---|---|---|
| 3 | 5 | 5 |
Planned spending and human resources
This section provides an overview of the department’s planned spending and human resources for the next three fiscal years and compares planned spending for 2023–24 with actual spending for the current year and the previous year.
Planned spending
Departmental spending 2020–21 to 2025–26
The following graph presents planned spending (voted and statutory expenditures) over time.
For fiscal years 2021-22 and 2022-23, the Commission did not incur any direct expenditures. The president of the Commission was appointed in June 2023 at which time financial delegation was received. As a result, fiscal year 2023-24 functions as a partial year, hence why expenditures are lower that year.
Budgetary planning summary for core responsibilities and internal services (dollars)
The following table shows information on spending for each of the Law Commission of Canada’s core responsibilities and for its internal services for 2023–24 and other relevant fiscal years.
| Core responsibilities and internal services | 2020–21 actual expenditures | 2021–22 actual expenditures | 2022–23 forecast spending | 2023–24 budgetary spending (as indicated in Main Estimates) | 2023–24 planned spending | 2024–25 planned spending | 2025–26 planned spending |
|---|---|---|---|---|---|---|---|
| Law Review | 0 | 0 | 0 | 2,658,288 | 1,196,230 | 2,645,894 | 2,645,894 |
| Subtotal | 0 | 0 | 0 | 2,658,288 | 1,196,230 | 2,645,894 | 2,645,894 |
| Internal services | 0 | 0 | 0 | 1,635,700 | 834,408 | 1,229,701 | 1,229,701 |
| Total | 0 | 0 | 0 | 4,239,988 | 2,030,638 | 3,875,585 | 3,875,585 |
Fiscal year 2023-24 functions as a partial year, hence why expenditures are forecasted lower that year. Activities are expected to ramp up to expected planned levels in fiscal year 2024-25.
Planned human resources
The following table shows information on human resources, in full-time equivalents (FTEs), for each of the Law Commission of Canada’s core responsibilities and for its internal services for 2023–24 and the other relevant years.
Human resources planning summary for core responsibilities and internal services
| Core responsibilities and internal services | 2020–21 actual full time equivalents | 2021–22 actual full time equivalents | 2022–23 forecast full time equivalents | 2023–24 planned full time equivalents | 2024–25 planned full time equivalents | 2025–26 planned full time equivalents |
|---|---|---|---|---|---|---|
| Law Review | 0 | 0 | 0 | 4 | 13 | 13 |
| Subtotal | 0 | 0 | 0 | 4 | 13 | 13 |
| Internal services | 0 | 0 | 0 | 3 | 5 | 5 |
| Total | 0 | 0 | 0 | 7 | 18 | 18 |
The Commission officially commenced its operations after the President was appointed in June 2023. Before this time, expenditures were incurred by the Department of Justice.
Estimates by vote
Information on the Law Commission of Canada’s organizational appropriations is available in the 2023–24 Main Estimates.
Future-oriented condensed statement of operations
The future oriented condensed statement of operations provides an overview of the Law Commission of Canada’s operations for 2022–23 to 2023–24.
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.
A more detailed future oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on the Law Commission of Canada’s website.
Future oriented condensed statement of operations for the year ending March 31, 2024 (dollars)
| Financial information | 2022–23 forecast results | 2023–24 planned results | Difference (2023–24 planned results minus 2022–23 forecast results) |
|---|---|---|---|
| Total expenses | 0 | 2,248,957 | 2,248,957 |
| Total revenues | 0 | 0 | 0 |
| Net cost of operations before government funding and transfers | 0 | 2,248,957 | 2,248,957 |
Fiscal year 2023-24 functions as a partial year, hence why expenditures are forecasted lower that year. Activities are expected to ramp up to expected planned levels in fiscal year 2024-25.
Corporate information
Organizational profile
Appropriate minister(s): The Honourable Arif Virani
Institutional head: Shauna Van Praagh
Ministerial portfolio: Justice
Enabling instrument(s): Law Commission of Canada Act
Year of incorporation / commencement: 1997
Raison d’être, mandate and role: who we are and what we do
Information on the Law Commission of Canada’s raison d’être, mandate and role is available on the Law Commission of Canada’s website.
Reporting framework
The Law Commission of Canada’s approved departmental results framework and program inventory was approved for the 2024-25 Departmental Plan.
Supporting information on the program inventory
Supporting information on planned expenditures, human resources, and results related to the Law Commission of Canada’s program inventory is available on GC InfoBase.
Supplementary information tables
The following supplementary information tables are available on the Law Commission of Canada’s website.
- Gender-based analysis plus
Federal tax expenditures
The Law Commission of Canada’s Departmental Plan does not include information on tax expenditures.
Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.
Organizational contact information
Mailing address:
PO Box 56068
Ottawa RPO Minto Place
Ottawa, Ontario, K1R 7Z1
Email: info@lcc-cdc.gc.ca
Website: https://www.canada.ca/en/law-commission-canada.html
Appendix: definitions
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, organizations 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 document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.
departmental result (résultat ministériel)
A change that a department seeks to influence. 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 factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.
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. 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.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus ACS Plus)
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, language, race, religion, and sexual orientation.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2024–25 Departmental Plan, government-wide priorities are the high-level themes outlining the government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.
high impact innovation (innovation à impact élevé)
High impact innovation varies per organizational context. In some cases, it could mean trying something significantly new or different from the status quo. In other cases, it might mean making incremental improvements that relate to a high-spending area or addressing problems faced by a significant number of Canadians or public servants.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
non budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
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.
plan (plan)
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.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts 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 Departmental Plans and Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.
result (résultat)
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.
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 an organization, 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.
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