I generally agree with most of the additional comments. A museum's success depends substantially on its competent leadership. Human nature can be both or greatest asset and liability. Most groups are comprised of leaders, loners and followers. Followers will often side with the "winning side" while others will act like lemmings and follow others right of a cliff. Loners often quietly work in the background getting things done with little recognition, while others go rogue and don't accomplish much except in stirring the pot and creating unnecessary conflict. Likewise leaders can be to the extremes with some able to inspire, work well with others and lead to great accomplishments. Other leaders end up trying to do too much and as a result a logjam is created that results in things not getting done well if at all, while other leaders insist it be done their way and end up with little help. Then there are those leaders that are so abrasive that their only support is from their following "toadies" and are threatened by any question of their actions or authority. Somehow out of this mess you need to find a board that is involved, competent and works in the organizations best interest.

I know of one organization that mails ballots out that must either be returned by mail in time, or can be hand delivered at the start of the annual meeting. At one election they only had one incumbent running for three open board positions, but the voting members wrote in several others of which the two highest write-ins agreed to serve. The organization has some long serving board members (subject to term limits) but has a substantial number of resignations requiring the board to appoint one or more board members to fill vacancies every year.

In my opinion, it is an advantage to have a diverse board. There should be a senior member who can often explain the reasoning of the board in a previous situation. A newer or younger member often brings new ideas and energy. Someone from the community can help communication and relations. No one department or interest should have control of the board. If the board elects its own officers, another consideration in recruiting board members is to have persons potentially qualified to be the President, VP and Treasurer to run for election.

I don't put too much faith in "Mission Statements". I've seen too many organizations forget to focus their efforts. But in the opposite vein a few years ago a museum that had one of the most historical representatives of the development of the diesel locomotive disposed of much of it in an effort to rationalize their collection and strictly follow their mission statement (fortunately they went to the effort to find good homes for most of the surplused engines). Organizations should keep in mind that either intentionally, unintentionally or by donation they may have ended up with an important sub collection that is deserving in its own right even if it doesn't exactly fit their mission statement. For example, if you're collecting narrow gauge equipment unless your mission statement is for equipment from Colorado or you happen to but the White Pass or EBT, odds are that your mission statement should include any North American narrow gauge with a focus on the Copperopolis and Toonerville and its connecting BS mining lines.

In my opinion, I feel that the following railroad history to be potentially threatened or endangered for the reasons shown. Feel free to add to the list.

1. Nevada Northern - Lack of financial controls has lead to conflict with the city (whom I believe is the actual owner) as well as a substantial debt that must be dealt with despite paid management.

2. Feather River Rail Society at Portola - As yet unproven allegations of selling assets, spending endowments and mismanagement by the board. Controversial public statements by board members including personal attacks on dissenting members. Election process being contested in court and existing board spending museum's money to defend their position. Claim of declining membership is likely considering many potential and current members and volunteers tend to avoid organizations with problems and controversy.

3. Cumbres and Toltec - Hindered by bi-state ownership and control that has always insisted each benefit equally rather than allowing the railroad to run for its own benefit. New Mexico legislature adjourned without passing a spending bill that included granting money for CATS projects so Colorado won't provide matching funds. Cumbres & Toltec has been like a cat with nine lives, but how many are left?

4. East Broad Top -Already escaped scrapping once. Haven't heard much lately, but isn't part of it now part of a questionable non-profit?

5. Railfanning (or documenting railroad operations for the historical record if you prefer) - "Responsible trespassing" on railroad property disappearing fast due to liability exposure, security concerns and too many idiots. Even photography or observation from accessible public property is under attack by our paranoid government agencies since 9-11. Time to by a bigger zoom lens. Maybe the typical 3/4 shot will be replaced by the overhead drone view - aka new toys for idiots to misuse.

6. Electronic photography collections - Slides and film already obsolete. 20 years from now who will be the legends of railroad photography and how will the electronic media be archived for future generations. The cost of film required us to make every shot count, but how can we archive the 150 electronic shots that replace a roll of film? And if photo editing has been done changing the actual content of the photo is it still a historical record?

7. Union Pacific steam program - Who would have thought after UP's steadfast support and investment no steam at all is likely to be seen for a few years much less the Big Boy. Will we see a UP engine under steam in Ogden on May 10th, 2019 to celebrate 150 years since the Golden Spike? Or will there even be a steam program?

8. Operable steam locomotives - The same reasons that diesels replace steam locomotives still apply - higher fuel costs, substantial labor requirements and custom parts. Many of the existing locomotives are just plain worn out, few viable non-operating engines (condition, size and availability) are left and the operators will be forced to make substantial investments in rebuilding running gear and either firebox or entire boiler replacements. Requires far more increasingly scarce volunteers to operate and maintain compared to diesels. Few organizations have a business plan and budget that considers the 1472/15 inspections as an operating cost and set aside funds, requiring a major grant/donation campaign every time an engine comes due.

9. Remaining unpreserved historical railroad equipment - The major railroads seem to be far more hesitant to donate or assist in moving rail equipment for preservation. Railroads actually seem to be now incapable of providing any kind of specialized handling without damaging equipment. The requirement for roller bearings can be reasonably met in most, but not all cases. Changing an engines draft gear or movement by flatcar is often impracticable due to cost or logistics. High scrap/salvage value, resale demand for further use or as a rebuild core make many retired engines unavailable. We may be seeing something similar to the late 50s and early 60s where the few remaining steam engines on railroad property were scrapped, sometimes because no one was interested in accepting it for display/preservation.

10. - Add your own, I know there are more. Its hard to imagine that the first generation of LRVs are being retired and some are headed to preservation.