Vanguard Magazine

22 JUNE/JULY 2020 www.vanguardcanada.com Q Please give us an overview of the major capital programme for the Cana- dian Army. What are some of the major projects coming up? That is a tough question to answer suc- cinctly based on the wide range of the pro- gramme. I think the easiest answer is to refer back to the Investing in the Canadian Army portion of Strong, Secure, Engaged. We have achieved some significant mile- stones over the past recent years related to some long-standing projects. This includes the fielding of the last of the Upgraded LAV 6.0, Tactical Armoured Patrol Ve- hicles (TAPV), and Medium Support Ve- hicle System (MSVS) trucks. As these proj- ects wind down and address outstanding items, that will allow us to move personnel to newer projects to make sure we have the people in the right place when needed. Right now, we continue to support the Materiel Group in delivering capability to the Canadian Army that is fielding right now. These include Headquarters Shelter Systems (HQSS), Urban Operations Train- ing Systems (UOTS), and updated com- munications systems through what is called Capability Pack TOPAZ, to name a few. Looking further out, again with the cooperation of the Project Management teams of the Materiel Group, we continue to advance Canadian Army Strong, Secure, Engaged projects. Without getting into detailed lists, a number of key capabilities come to mind. A full renewal of our logis- tic vehicles fleet is well-underway (Logistic Vehicle Modernization, Light Utility Ve- hicle, and Enhanced Recovery Capability) complemented by the more tactical fleet equivalent through the Armoured Com- bat Support Vehicle. Key strategic capabil- ities including Ground Based Air Defence and Joint Fires Modernization are also advancing well, with both projects hav- ing completed Options Analysis work and poised for Department approval to enter the Definition Phase. A full replacement of the Canadian Army's command and control network along with a number of projects that will deliver equip- ment for individual soldiers are in progress as well. We are also looking at modernizing the camouflage uniforms worn by the Ca- nadian Army, looking to upgrade the cam- ouflage pattern along with sizing and cut to better fit our members and incorporate their feedback and suggestions. Q Many capital projects are in the "industry engagement phase" and have gone through at least one round of Requests for Information (RFI). Can you provide some general comments as to how this process is working from DLR's perspective? Do you anticipate major changes in scope or costs to projects as a result of these engagements? I think my approach has always been to reach out and be open to Industry early and often as we work on refining our re- quirements, and this is key to the govern- ment's Defence Procurement Strategy. I think it helps us organize ourselves and develop our requirements and makes sure we are aiming for something achievable, while at the same time ensuring we don't catch Industry off guard or put them in a difficult position. So, this two-way com- munication is essential. While the formal consultation process falls to Public Service and Procurement Canada to manage, I know that we have had at least one project go through a cycle of Industry engagement since COV- ID-19, and one or two more getting ready to do the same. Just as we have adapted our working environment to a remote model, I think we were effectively able to do the same with Industry's cooperation and were able to meet the needs of the project at this stage. Q One area in which the Army has significant flexibility is the allocation of minor capital funding. Can you provide insight as to how minor capital funds are allocated within the Army pro- gramme and how these investments mesh with the major capital spending for projects which are on a different timeline and scale? interView Corporal Natalie Keenan darts out from behind a Medium Support Vehicle System to attack a simulated enemy. Photos: DND

• Cover