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of the organization! A few months back one of these action items was added to my list. I was pointed to a little known document that was constructed by seven recognizable individuals in our industry, four of whom were PAMA members at the time. This document is titled the Aviation Maintenance Technicians Model Code of Conduct (AMTMCC). The AMTMCC offers recommendations to advance professionalism amongst aviation maintenance


professionals. It is not a standard but a vision of excellence to reach for. It is organized into seven sections:

I. II.



General Responsibilities of Aviation Maintenance Technicians Third-Party Safety

Training and Proficiency Security

Environmental Issues Use of Technology

VII. Advancement and Promotion of Aviation Maintenance

These sections contain principles and recommended practices as basic suggestions for applying the code of conduct to individuals or organizations. They are meant to be modified in ways that fit the individuals’ responsibilities and capabilities as well as an organization’s particular needs. The Code of Conduct benefits the individual, industry and the community by doing the following:

• Highlighting practices to support professionalism and safety among maintenance professionals. • Promoting improved training, appropriate conduct, personal responsibility and contributions to the aviation community and society at large.

• Encouraging the development and adoption of good judgment and ethical behavior. • Advancing self-regulation through the aviation community as an alternative to government regulation.

• Supporting improved communication between maintenance professionals, aircraft owners, pilots, regulators and others in the aviation industry.

• Promoting recognition of aviation maintenance as a highly respected and rewarding profession.

I view this as an exceptional tool for the industry as it does offer a vision of excellence. Organizations can apply this to their departments. From an individual standpoint, this code can offer a point of reference in your personal career advancement. At the management level, performance evaluations can be developed and tailored to particular job responsibilities and duties. Please make sure to take some time to review this document created by a very diligent effort several years ago but still valid today. It can be found at As a resource for information regarding the aviation maintenance professional we hope you can use this. With that covered, I also want to mention a program which was developed by the Association for

Women in Aviation Maintenance (AWAM). It is mentioned in the Code of Conduct under Section VII Advancement and Promotion of Aviation Maintenance. That is an initiative to mentor future aviation maintenance professionals. AWAM has a mentorship program in place and PAMA has agreed to team up with AWAM to promote and enhance the program. The mentorship program is designed to aid perspective or new individuals with questions they may have as they pursue and or grow in their career. Using members of both organizations, we hope to provide a base of experienced mentors who volunteer their time to aid the future of our industry. Watch for more information on this coming out as we are in the first stages of solidifying this excellent program. As I end this piece I would like to say PAMA is an organization that has been around since 1972. And in the last year I have found a strong support group that has been established over these many years within the industry. I recognize that PAMA was not seen as active for a few years, and now that it is very active, your support is coming back! Thank you.

54 Aviation Maintenance | | June / July 2012

DALE FORTON has worked in aviation for more than 32 years and as a licensed A&P Technician has been an active PAMA member for more than 26 of those years. For the past seven years he has served on the PAMA Board of Directors as vice chairman of the Board of Directors, Great Lakes Regional Director, Membership Committee Chairman, Governance Committee Chairman, and Strategic Planning Committee Chairman. Formerly a director of maintenance for 135,145, and 147 operations, he has also held positions as service manager, parts manager, technician, and director of product support. Dale has owned his own businesses as well.

t has now been just over a year since I took the job as PAMA president. I still have so many action items to accomplish as well as continue what has been started. I am very excited to report that in the last six months PAMA has grown more than 50 percent in membership. Thank you for your support


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