Vanguard Magazine

46 OCTOBER/NOVEMBER 2021 www.vanguardcanada.com THE LAST WORD operate under Canada's northern ice. As ALBERTA was leaving Pike Island to port, the commanding officer considered the incredible challenges faced and that were overcome to deliver a new fleet of subma- rines for Canada. The policy challenges were incredible, especially convincing the bureaucracy and the political leadership of the need for such a strategic system, but also the incredible challenge of developing a non-nuclear propulsion system that deliv- ers near nuclear propulsion capability. Recalling the heated debates between those in government and industry advocat- ing a cautious approach for conventional submarine propulsion design and those ad- vocates for a more innovative approach, the commanding officer reasoned that luckily the innovators won, given the operational spectrum that would be required of these boats. Further- more, the innovators were supported by naval leaders, with strategic vision, and a national industrial and scientific base that responded to the call. There was not much time, a solution was needed as the basic design of the submarine was evolving. It was an act of faith that as the design evolved there was no clear pro- pulsion solution. The DND/CAF innova- tion and research processes were not flex- ible, were driven by bureaucratic processes, and compared navy, army, and air force initiatives. The submarine project was the only strategic military initiative in the CAF and comparing it to combat clothing, well? Consequently, the navy needed an- other approach, one that was rapid, agile, and not inhibited by sluggish government processes. Led by a couple of far-sighted leaders the navy convinced government that investing in a Canadian conventional submarine propulsion system was exactly in line with and in support of the govern- ment's climate change agenda. Moreover, they were able to convince government to re-align the Canadian Surface Combatant Industrial and Technological Benefits so that investments could be made in devel- oping a propulsion system. The Commanding Officer recalled that the navy had in the past invested limited and critical Research and Development resources into a fuel cell system for sub- marines, which ultimately failed. Thus, a new methodology was needed to be able to switch focus rapidly to exploit new or unusual innovations. Searching for a new approach it was determined that the navy needed to develop a relationship with an academic institution, one that had consid- erable experience working with innovation accelerators and incubators. Next, it was determined that Industrial and Techno- logical Benefit investments from the Ca- nadian Surface Combatant would need to be managed as a venture capital fund and that an experienced and credible innova- tion incubator and accelerator was crucial in the management of the process. Finally, it was recognized that there was the need to establish a naval innovation centre, pop- ulated by innovation-minded officers and Non-Commissioned Members. For intel- lectual property, the navy also recognized that Industrial and Technological Benefit investments must not put a lien on Intel- lectual Property and that it needed to be shared between the Crown and the inno- vation solution supplier. As ALBERTA entered Chatham Sound, the Commanding Officer reflected that the focus of the naval innovation centre was to develop a non-nuclear submarine propul- sion system that would enable a Canadian submarine to operate under the Canadian Arctic ice, had very long endurance, was quiet, and enabled the submarine to move at moderately high speed. He further re- flected that the challenge was enormous and that it was not until 2032 that the naval innovation centre saw a potential break- through, which was immediately exploited leading to a potential solution. The break- through was fortunately in sufficient time to be integrated into the maturing design of the ALBERTA Class during the build phase. The commanding officer further thought that the eventual integration of the solution was a brave act of faith by the leadership of the navy and the government procurement staff who, over time, under- stood the pioneering power of the innova- tion structure established by the navy. As ALBERTA entered Dixon Channel, the commanding officer descended to the control room and ordered; "Officer of the Watch clear the bridge, come below, shut the upper lid (hatch), I have the sub- marine". Once the upper hatch was shut, clipped, and pinned and the Officer of the Watch reported the bridge clear, the Cap- tain lowered the periscope and ordered "Open Main Vents". Once ALBERTA was fully submerged and the Command- ing Officer was happy with the depth and the trim of the submarine, the ALBERTA was turned over to the dived Officer of the Watch. The commanding officer then fo- cused on the upcoming deployment, one that would take a Canadian submarine un- der the Canadian Arctic ice cap for the first time. Crew members of Her Majesty's Canadian Submarine (HMCS) Windsor assist Members of Parliament aboard the vessel from a Rigid Hull Inflatable Boat (RHIB) during Canadian Leaders at Sea (CLaS) Program. Photo: DND For intellectual property, the navy also recognized that Industrial and Techno- logical Benefit investments must not put a lien on Intellectual Property and that it needed to be shared between the Crown and the innovation solution supplier.

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