TCCA needs media coverage.

[Cat Driver]

The lawsuits that are about to begin in the Pacific Region against TCCA need as much media coverage as possible.

When the public see how Nowzek and Preuss run the regulator you can bet the politicians will start to take notice.

We have no power over these thugs, but if the politicians get worried about the public getting up in arms.....they have the power to remove these thugs.

With a little digging there is some truly disturbing records to be uncovered.....best way to get it is through their own dissatisfied employees.....that is how I got the original Bonita Smith Report...in a brown envelope.

[Widow]

And what about the "full review" that was done regarding air taxis in the Pacific region?

Transport Canada Probes Air Taxi Safety
By Russ Niles, Newswriter, Editor
March 19, 2006

Transport Canada has announced it intends to carry out a "full review" of air taxi operators in the West Coast province of British Columbia after six accidents killed 14 people in a 13-month span. Merlin Preuss, director general for civil aviation, told the Vancouver Sun that he's already ordered his staff to look into the string of accidents, which some in the industry say may just be an anomaly. "When you get that number, we start asking ourselves some questions," Preuss said. "We're sitting here fat, dumb and happy, if you like and then all of a sudden we get this spate of stuff going on on the Pacific Coast. We have no conclusions yet." B.C.'s coast is bordered by rugged mountains with numerous inlets and islands, and weather can be horrific, but Preuss indicated that cultural factors within the industry will also be probed. He told The Sun that air taxi operations often employ pilots "fresh out of training school."

(Who, as you know, may well have been trained by someone "fresh out of training school" themselves.)

http://www.avweb.com/avwebflash/briefs/191802-1.html


According to this article, Ottawa Orders Probe of BC Plane Crashes, and in reference to SATOPs:

Preuss believes the recommendations were implemented "one way or another."

Well, I beg to differ. And I'm still waiting for the publication of this so-called "full review". This may be another document that the press and lawyers should be looking for.

Here's another. The DMR Report. From ex-TCCA inspector Hugh Danford, at the Committee hearings last spring:

One of the crashes we reviewed in the group was the Davis Inlet crash on March 19, 1999, TSB report number A99A0036. The crash, lack of investigation, and the eventual cover-up were indicative of the malaise that permeated Transport Canada.

Upon further investigation into the file, I discovered that the pilot had four previous crashes and a multitude of fines, suspensions, and letters of counselling. <snip>

After the pilot's last crash, which killed his copilot, on March 19, 1999, there was no enforcement investigation, as required by Transport Canada and ICAO. The Transportation Safety Board confidential preliminary report contained reference to the pilot's flying record; the final report did not. His licence was not suspended by TC until three years later.

As a result of the crash, the TSB issued recommendation A01-01, which stated:

The Department of Transport undertake a review of its safety oversight methodology, resources, and practices, particularly as they relate to smaller operators and those operators who fly in or into remote areas, to ensure that air operators and crews consistently operate within the safety regulations.

This was the most important recommendation since the Moshansky commission.

On July 13, 2001, Transport Minister David Collenette stated in a press release:

In advance of the TSB recommendation, Transport Canada initiated a phased study to review safety oversight methodology, resources and practices, with the goal of ensuring that air operators and crew consistently operate within the safety regulations

It goes on to say:

Transport Canada will respond to the findings of that study as the next step in continually improving the safety of the air taxi sector.

This study is known as the DMR report. The DMR report was impossible for anyone to understand, so it was reworked and reissued as DMR 2. The total cost was $750,000. The final draft copy was dated September 10, 2001, and was to be delivered the next day in Victoria—that was 9/11. For obvious reasons, the issue was shelved.

I was blocked at every angle from trying to get a copy of the DMR that had already been offered up to the Privy Council as satisfying the recommendation. I was told in writing by a manager at head office that the DMR was a failed document, and management didn't want us referring to it.

After finally getting my hands on part of the DMR report, I could not find any reference to remote areas. The more I searched for the rest of the report, the more isolated I became, until my health was brought into question. I was sent to Health Canada for a psychiatric assessment. After nine months on leave without pay, I resigned from TC.

Davis Inlet is an important study of what ails the regulatory program. The crash, investigation, and the eventual cover-up were indicative of the malaise that permeates TC. Inspectors are not allowed to do their job. TC knew the pilot was going to reoffend. They did nothing and somebody died.

From a resume: https://nt4.magma.ca/pmiovoc/admin/resu ... 683151.DOC

Principal Project Management - DMR Consulting Group Inc., Ottawa (1992 - 2000)

- Project (Program) Manager for a $2.5 million dollar project with 30 human resources (grew this opportunity from its initial contract value of $400K);
- worked with Transport Canada's team to redefine their overall approach, strategy and work plan to ensure that Year 2000 deadlines would be met;
- managed the internal and external communications plans, intranet and internet web development, and assisted with the Department's communication release plan;
- performed due diligence on Transport Canada activities, identified risk management activities and reviewed and provided advice to executive management on the Corporate Disaster Recovery Plan and other contingency plans;
- Program manager for a $50 million cost recovery program involving 136 discrete initiatives which exceeded cost savings target by $2.8 million in just under 26 months;
- project management of software development (2 releases) for the report management system and provided coaching and mentoring to project managers, directors and program managers as well as procurement directors and managers;

A multi-million dollar "failed" document, which successfully exceded cost savings target by $2.8m using "discrete initiatives".