Vanguard Magazine

www.vanguardcanada.com FEBRUARY/MARCH 2021 21 interView wArshiPs Capt(N) Campbell joined the RCN Fleet in 1995, becoming a Shipborne Air Controller in 1998. He served in HMCS Toronto as the Operations Officer in the Arabian Gulf for Operation ENDUR- ING FREEDOM in 2004 and became the Executive Officer in HMCS Halifax in 2010. In late 2011, he was appointed as Executive Officer, HMCS Charlottetown. In Charlottetown, he conducted Opera- tion METRIC in the Mediterranean Sea and Operation ARTEMIS in the Indian Ocean and Arabian Sea. Upon returning from the deployment in Charlottetown in July 2012, he immediately assumed com- mand of HMCS St. John's. In St. John's, eFFoRT he conducted various exercises as well as operations above the Arctic Circle and in the Canadian Arctic Archipelago. Follow- ing his command, he became the Military Advisor to His Excellency, the Governor General of Canada, David Johnston. Capt(N) Campbell also specializes in Force Development. He has worked in various directorates for the Chief of Force Development under the Vice Chief of Defence Staff. He has held positions of Director Force Development Manage- ment, Director of Capability Integration, and was the first Director of Concepts and Experimentation and first Director Capa- bility Analysis. Prior to proceeding to the Australian War College in 2019, he was the Director of Strategic Coordination. In this final role he also led the institution- alization of Targeting as well as Informa- tion Operations for the Canadian Armed Forces. He is currently the Director of Naval Major Crown Projects for the Royal Canadian Navy. Q Understanding how Canada's process of major projects can be over- whelming, can you explain in layman's terms how major crown projects work in Canada and what the role of your team is in helping the respective Project Man- agement Offices (PMO) deliver a ship that meets naval requirements? I will answer this by first acknowledging that understanding the process of how Canada manages major projects can seem overwhelming. It's possible some mem- bers of the public look at what is going on for a project at a moment in time and do not see that the moment they are observ- ing is just one point in a process. I believe that once one understands the process, everything else makes more sense. I will also caveat that I work in the Navy on its major crown projects and do not speak to how other departments may do their own major crown projects. The Navy's projects currently include the Arc- tic Offshore Patrol Ship (AOPS), the Joint Support Ship (JSS) and the Canadian Sur- face Combatant (CSC). The management process includes three phases: Identification, Definition and Im- plementation. It starts with the Govern- ment of Canada's Defence Strategy Strong, Secure, Engaged. The government's intent is described in this document. The Chief of Force Development, through Capabil- ity Based Planning, uses various vignettes that help describe what a new capability must be. These capabilities become proj- ects in the Identification phase. My projects are ships that need to have a fulsome requirement set to meet the operational requirements, and the resul- tant performance parameters that meet the needed capabilities. Requirements are written to say what the ship will be able to do and are descriptive. The Statement of Requirements (SOR) is not written in isolation. Studies are made, threat assessments looking into the future are developed and detailed analysis inform the SOR. The team also works with allies and industry to develop the requirements and their related performance parameters. This is to say, the requirements are as evi- dence based as we can make them. The next step in the process is to have the work reviewed by the Independent Review Panel on Defence Acquisition (IR- PDA). This group, made up of civilians,

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