I've been involved as a volunteer in several different railroad museums in the west over the last 35 years, and been a supporting member off and on with a few others. These first hand observations are very general, not specific to any one museum or organization.

A museum must have at least a semi-permanent home to control its own destiny. A long term lease (even 25 years may be too short) or ownership is preferred. It also must be considered that the property allows the museum to meet its goals, is affordable and allows for expansion and is close enough to a visitor/volunteer base. You also need to get your crystal ball out and try to see what potential issues may exist in the future, particularly encroachment or urbanization. While an agreement to use public lands is often used, do keep in mind that it may be subject to the whims of politics and you suddenly may find yourselves losing to a competing interest that thinks you're noisy and dirty or wants a biking trail. Few museums have a really strong connection to the community and create a recognized substantial economic benefit to the region. The combination of two different organizations generally ends up as a bad idea as it just seems to be a recipe for general disagreement with uneasy truces and an eventual divorce.

You must have a good set of bylaws that govern the organization. It should clearly define the a fair election procedure that allows the candidates to make a reasonable statement of their beliefs and allow some criticism of the organization. Potential conflict of interests must be defined including board members that may be employees or contractors of the organization, or otherwise might benefit financially or professionally from the organization. Board members should not be closely related by blood, marriage, business or other personal relationship. There must be no doubt that a board member's action are for the primary consideration of the organization. There should be term limits to be sure that the makeup of the board will evolve. Once termed out, a member should be able to serve again after a year or two off of the board.

The organization must have a solid business plan and a corresponding realistic budget updated annually. The budget should have a moderate contingency plan that can be assigned to specific budget lines by the board over the fiscal year. Restricted funds should be carried in a separate bank account with payments made directly from that account for qualifying expenses. Advance payments should be shown as unearned income and only transferred to the general fund once the event has occurred.

Clear communication is essential. At least an email should be set to all parties involved or interested to limit possible misunderstandings and create a record. There has to be a job description for the board itself, its officers, managers, employees and to anyone assigned a task or given authority by the board. The limits of authority (management and fiscal), responsibilities and where they stand in the organizational chart must be clearly defined.

The board's actions should be transparent. Executive or private sessions should be a minimum, limited to personnel, legal and contractual issues. Within 10 days of each board meeting, the draft minutes should be posted on the museum's website accessible to any member, and an archive of the last few years approved minutes and financial report should be also maintained.

Also realize that all non-profit boards are not alike. I know California has both open and closed memberships. An open membership lets any paid-up qualifying member vote in an election, a closed membership has a supporting and voting members, and a new potential voting member must be voted upon and accepted by the existing voting members. Not to stir the pot, but as I recall PLA uses this membership format. Nevada has an even more restrictive closed membership basically allowing a private non-profit by an individual or small group. I know one railroad museum that tried a board of trustees with the idea that by having movers and shakers of the community run the board and concentrate on fund raising the active volunteers would manage the museum - while this has worked well for many large museums in this case it was a disaster. A mature board will not need to deal with day to day business and minutia but is able to limit itself with setting policy, goals and overseeing the finances with committees and managers dealing with everything else.

It is a given that there will be conflict, it's human nature. I'm sure all of us have known at least one person that could start an argument in an empty room, and others seem to revel in creating conflict. At the other extreme is a board that refuses to take on unpopular decisions due to the potential conflict or creating hard feelings. A board and its membership must be able to have a respectable and intelligent conversation, and even an unpopular decision should be supported by the members and active volunteers to benefit the organization. While managing volunteers is like herding cats, remember that this is only a HOBBY, and it's participants do so for personal reward and enjoyment, and their support of the board must be earned not demanded. Rules must be in place to prevent individuals from using the organization primarily for their personal benefit. Enforcement of the museum's rules must be fair and equally applied. It must be recognized that there are a wide variety of volunteer personalities and abilities - There are those who want to help, others that want to be given a task and left alone, some seek recognition for their efforts while others prefer anonymity, and many will simply fade away if there is conflict, back-stabbing, rampant gossip, insolvency, lack of direction or incompetence. These situations don't have to be proven or actually exist, the potentate or active volunteer only has to perceive it. The hours given by volunteers is usually a museums greatest regular donation. Volunteers cannot be managed like employees but must be lead by the board, its officers, managers and project leaders.

No museum is or ever will be perfect. Each membership has a wide variety of competing interests for limited resources. Those the most active tend to get their way until the board members change. Most organizations have volunteers who respect the various interests/departments for steam, diesel, traction, restoration, operations, track, archives, etc. as much as their own particular interests. In some organizations, the various factions might face prejudice or very well be in all out war sometimes extending into the board itself. Board members are welcome to champion their particular interests, or if the board assigns them to oversee a department it should be expected. But a railroad museum is a sum of its parts, and each department needs equal consideration or support by the board. Policies should be long ranging, not short term. Boards should refrain from making and quickly implementing major decisions that vary from the museum's long established goals. Sometimes it turns out that the collection itself, the facility, new opportunities or economics requires the organization to expand or modify its original vision.

Every so often, it seems every organization has suffered a knock-down-drag-out election, radical management/policy change or financial crisis. An organization that refuses to adapt by steady evolution seems to be most subject to revolution. It is sad that the amount of effort and money lost in dealing with these conflicts due to personal agendas and politics could go a lot further applied towards railroad historical preservation. I would say that 95% of the time it is preventable proper leadership and existing policies that allow discussion and change while protecting the best interests of the goals and purpose of the organization.