Vanguard Magazine

www.vanguardcanada.com JUNE/JULY 2020 23 For a relatively small investment, the Ca- nadian Army is able to translate our minor capital spending into some pretty signifi- cant capabilities. Like any allocation, they are budgeted for and allocated to those elements of the Canadian Army that need to buy capital equipment. There is an ap- proval process and oversight. It is just del- egated to the Canadian Army and Materiel Group based on financial limits. One thing that may not be appreciated, which accounts for the lion's share of the budget, is the need to maintain the mas- sive institutional fleet that keeps our bases and garrisons running. I like to say that we look after everything from A to Z…. Am- bulances to Zambonis. This covers a mas- sive range of civilian pattern vehicles like fire trucks, forklifts, staff cars, cargo trucks, and just about anything else you can think of to keep the institution running, but which doesn't necessarily need a militarized ver- sion for its garrison focused function. The flexibility exists in that we can of- ten deliver a new capability when required, through a shorter approvals process. One great example is the Digitally Aided Close Air Support system. While the Canadian Army's Joint Fires Modernization project will deliver connectivity between observer and military platform that delivers muni- tions or effects, this project is not sched- uled to deliver before the 2025 timeframe. The challenge is that to speak with modern fighter planes and be interoperable with our allies, that digital capability is required now - a capability we now have with Digi- tally Aided Close Air Support that was in- troduced via a minor project. We will be doing something similar with a related simulator capability to ensure that we can continue to train and ensure that some of the aging simulator systems are replaced when needed. We have also been able to leverage mi- nor projects for some trial purposes such as vehicles for the Canadian Army's Light Forces, along with ceremonial clothing and equipment for units performing high profile tasks. While there is a wide range of potential applications of this funding, as with any project, there is a balance that exists between funding, the institutional needs of the Canadian Army, and the ca- pacity of the Department and Industry to deliver that makes it important to priori- tize and only address essential needs. Q How are new and evolving require- ments of the Army of Tomorrow (AoT) being fitted into the Army's existing capi- tal program and ultimately the Defence Capabilities Blueprint? While our focus right now is on delivering on Strong, Secure, Engaged, we always are looking even further into the future. This primarily is the focus of other elements of the Canadian Army and Canadian Armed Forces, who work on determining what the future may look like, and what capabil- ity areas we need to focus on. I think in DLR we have two immediate inputs. First is to do our best to ensure that the projects we are working on now will fit in the Army of Tomorrow. While much of our project deliverables are fixed, in that we know what projects we are working on, we must try to ensure that a new truck, for example, is equipped with the right ac- cessories for lack of a better word, to be able to operate in that future environment. So, we are always trying to make sure the projects we are working on will fit and be relevant to that future army. The second part is looking ahead to the next wave of projects that will be needed, and this is a balance between replacing equipment as it wears out, while also in- troducing new capabilities required by the future. Therefore, our input is related to future potential equipment projects, and providing the information necessary to al- low for the appropriate analysis and deci- sions to take place, to see if and when it can be incorporated in the Department's prior- ities and funding envelope. We are always keeping an eye on the development of new technology and capabilities, to ensure that we are well-informed and ready to initiate new projects when the time comes. Q Finally, your position as DLR comes with a lot of responsibilities to ensure that the Canadian Army has what it needs to meet Canada's defence objec- tives. Given the significance of your responsibilities, what keeps you up at night? I think there are two things that come to mind. The first is the obvious one, and that is the impact that COVID-19 will have on the Canadian Army, or the Canadian Armed Forces and society as a whole. Once we get through the current phase of managing this initial response, it will be interesting to see what the future political-strategic environ- ment asks of the Canadian Army, and what the future "new normal" means for us, both as an Army and in general. The second is something that has been a bit more of an enduring concern to this line of work, and that is the amount of re- sponsibility and impact of decisions that rest with the project teams. Any project is a balance of the desired capability scope, compared with resources, funding, and timelines available. And so, like any com- plex initiative, you can't always get every- thing desired, and difficult choices need to be made. The long-term impact of these choices is that the Canadian Army will need to live with them for as long as that equipment is in service, so we are looking at 20 plus years into the future in some cas- es. It is tough to balance that need to make a decision required to advance a project now, while trying to understand the impli- cations of those decisions that will shape the Canadian Army for a generation. It is a really critical and essential role that the project teams play in these deci- sions, and it is hard to convey how much of an impact the individual Canadian Army Project Directors and their Material Group counterparts have in shaping and creating the Army of the Tomorrow and beyond. interView Members of 1st Regiment, Royal Canadian Horse Artillery fire a M777 Howitzer during Exercise ORNERY RAM.

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