Museum Manual - Larsen Tractor Test _ Power Museum

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					Lester F. Larsen Tractor Test & Power Museum




   2010 Museum Handbook
                                     The Museum




       This handbook has been prepared to assist Museum staff and members of the Friends Board of
Directors. The handbook includes a background of the establishment of the Museum and the Friends
organization, governance and operations documents of the Museum and the Friends.




                          Lester F. Larsen Tractor Test & Power Museum
                                          P.O. Box 830833
                                         Lincoln, NE 68583
                             Phone 402.472.8389 • Fax 402.472.8367
                                                2010
                                                      Table of Contents
PREFACE
   Mission Statement ........................................................................................................ 3

BACKGROUND
   History of the Museum ................................................................................................ 3
   History of the Friends .................................................................................................. 4

GOVERNANCE
  Articles of Incorporation .............................................................................................. 5
  Diagram ………………………................................................................................... 7
  Bylaws.......................................................................................................................... 8
  Letter of Agreement ................................................................................................... 18
  Memorandum of Understanding…………………………. ....................................... 19

ASSESSMENTS AND PLANNING PROCEDURES
   Personnel Assessment Planning Tools ....................................................................... 22
       Performance Evaluation Form ............................................................................. 23
       Annual Goals and Objectives ............................................................................... 24
   Program Assessment Planning Tools ......................................................................... 25
       Governance .......................................................................................................... 26
       Audience .............................................................................................................. 31
       Results .................................................................................................................. 35
       Annual Goals and Objectives ............................................................................... 35
   Strategic Planning ...................................................................................................... 36

OPERATIONS
   Board Member Applications ...................................................................................... 37
   Code of Ethics ............................................................................................................ 41
   Conflict of Interest Statement .................................................................................... 44
   Board Member Duties, Roles and Responsibilities.................................................... 45
   Committee Structure .................................................................................................. 46
   Budget History and Proposal ..................................................................................... 48

PERSONNEL JOB DESCRIPTIONS
   President..................................................................................................................... 49
   Vice President/President Elect ................................................................................... 50
   Secretary ................................................................................................................... 51
   Treasurer ................................................................................................................... 52

DIRECTORY
   Board of Directors...................................................................................................... 53
   Museum Staff ............................................................................................................. 55
   Tractor Test Laboratory ............................................................................................. 55
   Department of Biological Systems Engineering ........................................................ 55
   NU Foundation…………........................................................................................... 56
   Web Sites ................................................................................................................... 56
                       MISSION STATEMENT
                   To be the premier steward of advancements
                     in agricultural technology through the
                      development of collections, exhibits
                        and programs for public benefit.

                           Adopted October 20th, 2008

          BACKGROUND – History of the Museum
1919   On July 15, 1919 the Nebraska Tractor Law known as House Roll 85, 37th session
       was enacted by the Nebraska Legislature to encourage the manufacture and sale
       of improved types of tractors. A tractor testing laboratory facility was constructed
       on the agricultural campus of the University of Nebraska in Lincoln.
1920   The pioneer tractor tests became worldwide standards. The tractor testing
       procedures and performance data contributed to more successful uses of tractors
       in agriculture.
1946   Lester F. Larsen began serving as the Chief Engineer of the Nebraska Tractor Test
       Laboratory. He was instrumental in initiating the collection of historic tractor test
       equipment as well as acquiring tractors that illustrate the key developments in
       agricultural mechanization over the decades.
1980   Tractor testing moved to a new facility and the old laboratory became recognized
       as a Historic Landmark by the American Society of Agricultural Engineering.
1991   Lester F. Larsen initiated the preservation of the historic facility. A Tractor
       Museum Committee was established by the Governor who appointed an Antique
       Farm Equipment and Machinery Commission.
1994   The Friends organization was incorporated to restore the historic laboratory
       facility and collections and create an endowment for continual funding. The
       collective efforts of this organization established the historic Tractor Testing
       Laboratory as a Museum.
1998   The Museum was named after Lester F. Larsen and the acquisition of L. W.
       Chase, Chauncey W. Smith, and E. A. Olson Collections expanded the museum‟s
       scope of interest beyond tractor testing to incorporate exhibits of pioneer hand
       tools, early planters and plows.
2002   The subject matter of the Museum included the evolution of agricultural
       production from human power through animal power to the modern state of
       mechanization and the impact this transition has had on society.

                                         3
2007   The Museum was formally recognized as being operated under the administration
       of the University of Nebraska-Lincoln through the Department of Biological
       Systems Engineering in the Letter of Agreement with the University of Nebraska.
2008   The mission of the museum was established by the Friends to be the premier
       steward of advancements in agricultural technology through the development of
       collections, exhibits and programs for public benefit.

2009   A Memorandum of Understanding established joint governance for the Museum
       between the Department of Biological Systems Engineering and the Friends of the
       University of Nebraska Tractor Test and Power Museum.

           BACKGROUND – History of the Friends
1994   The Friends of the Larsen Tractor Museum organization was established June 17,
       1994 as a nonprofit Corporation in the State of Nebraska. The name of the
       Corporation was to be, „Friends of the University of Nebraska Tractor Test and
       Power Museum.‟ The duration of the Corporation is in perpetuity. Articles of
       Incorporation of the Corporation are filed with the Nebraska Secretary of State.
       The purpose of the Friends organization was to bring together people to restore
       the original Nebraska Tractor Test Laboratory Facility and collections into a
       Museum and to establish an endowment for continued financial support of the
       Museum.
1996   The Friends organization elected officers and a Board of Directors.
1998   Through the efforts of the Friends organization, the Museum became the Lester F.
       Larsen Tractor Test and Power Museum, or, in brief, the Larsen Tractor Museum.
2008   The Friends organization adopted the mission statement: To be the premier
       stewards of advancements in agricultural technology through the development of
       collections, exhibits and programs for public benefit.
2009   A Memorandum of Understanding was established that provided procedures for
       the joint governance for the Museum between the Department of Biological
       Systems Engineering and the Friends organization.
2009   Bylaws for the Friends organization were ratified January 19, 2009. The Friends
       organization became known as Friends of the Larsen Tractor Museum. The
       purpose of the Friends of the Larsen Tractor Museum is to provide financial and
       volunteer support for continued Museum operations for the development and
       maintenance of collections; to provide expertise for the Museum‟s governing
       authority; and, to subscribe members for the purpose of the Friends to support and
       participate in advancing the mission of the Museum.


                                        4
                  GOVERNANCE – Articles of Incorporation
Article I. NAME

      The name of this Corporation shall be “Friends of the University of Nebraska Tractor
      Test and Power Museum”, hereinafter referred to as “The Corporation”.

Article II. PURPOSE

      The Corporation is organized exclusively for charitable, educational, religious, or
      scientific purposes within the meaning of section 501(c)3 of the Internal Revenue Code.

Article III. REGISTERED OFFICE, REGISTERED AGENT

      The street address of the registered office of The Corporation shall be Room 202
      Biological Systems Engineering Laboratories, University of Nebraska, Lincoln, Nebraska
      68588-0832. The name of the registered agent of The Corporation at such address shall
      be William E. Splinter.

Article IV. INURNMENT OF INCOME

      No part of the net earnings of The Corporation shall inure to the benefit of, or be
      distributable to its other members, directors, officers or other private persons except that
      The Corporation shall be authorized and empowered to pay reasonable compensation for
      services rendered.

Article V. LEGISLATION OR POLITICAL ACTIVITIES

      No substantial part of the activities of The Corporation shall be the carrying on of
      propaganda or otherwise attempting to influence legislation and the corporation shall not
      participate in or intervene (including the publishing or distribution of statements) any
      political campaign on behalf of any candidate for public office.

Article VI. OPERATIONAL LIMITATIONS

      Notwithstanding any of the provisions of these articles, The Corporation shall not carry
      on any other activities not permitted to be carried on (a) by a corporation exempt from
      Federal Income Tax under section 501(c)3 of the Internal Revenue Code of 1986 (or the
      corresponding provision of any future United States International Revenue Law) or (b) by
      a corporation, contributions to which are deductible under section 170(c)(2) of the
      Internal Revenue Code of 1986 (or the corresponding provision of any future United
      States International Revenue Law).

Article VII. AMENDMENTS
                                               5
These Articles of the Incorporation may be amended by a two-thirds majority of
Members present and voting at any meeting of The Corporation provided that the
proposed amendment has been approved.

                             Incorporators

                           William E. Splinter
                            Robert W. Kleis
                            Lester F. Larsen
                           Glenn J. Hoffman

                                                         Adopted June 17, 1994
                                                         Revised May 29th, 1997




                                   6
                           GOVERNANCE – Diagram
The Letter of Agreement delegates governing authority from the University of Nebraska Board
of Regents to the Department of Biological Systems Engineering (BSE). Through a
Memorandum of Understanding, a Museum Governance Committee is established jointly
between BSE and the Friends. Museum operations are carried out by the Museum Director,
Museum Associate and Volunteer Staff.

                                    Letter of Agreement

                          Board of Regents of University of Nebraska

                       Department of Biological Systems Engineering


                               Memorandum of Understanding

                      Head Biological Systems Engineering Department

                   Museum Director                           Friends President

                                    Friends Vice President


                                      Premier Steward

                            Museum Director           Museum Associate
   Policy                                                                         Bylaws
     &                    Volunteer Staff          Directors for Friends             of
 Procedures                                                                       Friends

                                        Public Benefit

                                            Visitors

                                  Volunteers            Friends




The Diagram of Museum Governance recognizes separate entities, positions and individuals vital
to Museum operations. Through a letter of agreement, a memorandum of understanding, bylaws,
policy and procedures, the Museum governance is defined and its mission is advanced.

                                               7
                            GOVERNANCE - Bylaws

ARTICLE I            Name and Affiliation
ARTICLE II           Purpose
ARTICLE III          Membership
ARTICLE IV           Voting Rights
ARTICLE V            Officers
ARTICLE VI           Duties of the Officers
ARTICLE VII          Board of Directors
ARTICLE VIII         Meetings
ARTICLE IX           Standing Committees
ARTICLE X            Special Committees
ARTICLE XI           Task Forces
ARTICLE XII          Policies & Procedures
ARTICLE XIII         Finances
ARTICLE XIV          Parliamentary Authority
ARTICLE XV           Amendments

Article I. NAME AND AFFILIATION

Section 1. Name

       The name of the Organization shall be “The Friends of the University of Nebraska-
       Lincoln Tractor Test and Power Museum” as indicated in the Articles of Incorporation on
       file with the State of Nebraska. Hereafter referred to as “Friends”.

       The name of the museum supported by the Friends shall be “The Lester F. Larsen Tractor
       Test and Power Museum” as indicated in the Letter of Agreement on file with the
       University of Nebraska Board of Regents. Hereafter referred to as the “Larsen Tractor
       Museum” or in brief, “Museum”.

       The name of the Department operating the Museum shall be “The Biological Systems
       Engineering Department” as indicated in the Letter of Agreement on file with the
       University of Nebraska Board of Regents. Hereafter referred to as the “Department”.

Section 2. Relationship with the Museum

       The Friends has an operational relationship with the Museum and holds or shares key
       assets and responsibilities that are vital to the Museum‟s operations.

Section 3. Relationship with the Department

       A Memorandum of Understanding, reviewable annually, spells out the terms of the
       Museum governing relationships between the Friends and the Department.
                                               8
Section 4. Relationship to the University of Nebraska

       The Friends is a nonprofit entity incorporated separately from the University of
       Nebraska-Lincoln (UN-L) to support the Museum established in the Letter of Agreement
       with the University and operated through the Department of Biological Systems
       Engineering.

Article II. PURPOSE

       The Friends shall: (a) provide financial and volunteer support for continual Museum
       operations for the development and maintenance of collections; (b) provide expertise for
       the Museum‟s governing authority; and (c) to subscribe members for the purpose of the
       Friends to support and participate in advancing the mission of the Museum;

Article III. MEMBERSHIP

Section 1. Qualifications

       The following membership shall be open to all persons who subscribe to the purpose of
       the Friends.

Section 2. Categories

       a. Student Membership is available to any person enrolled as a student in a public or
          private institution of learning.
       b. Individual Membership is available to any person electing to pay the prescribed dues.
       c. Family Membership is available to any family unit residing at one address.
       d. Honorary Life Membership is elected by the Board of Directors, to be bestowed upon
          persons who are distinguished for their contributions or who are otherwise deemed
          worthy of the honor.
       e. Affiliate Organization Membership is available to all organizations and businesses
          that wish to support the purpose and program of the Museum.
       f. Life Membership is available to any individual, family, or affiliate organization that
          contributes a one time or cumulative Donor II status or above.

Section 3. Dues

       The scale and amount of dues for the categories of membership shall be determined by
       the Friend‟s Board of Directors. Dues are payable annually. The membership of any
       Member whose dues are 6 months in arrears shall be considered as lapsed. Such Member
       may be reinstated upon payment of the current dues.

Section 4. Membership Year

       The membership year shall begin on January 1 of each year.
                                               9
Article IV. VOTING RIGHTS

Section 1. Student, Individual and Honorary Life Membership

       Student, Individual and Honorary Life Members in good standing shall have the right to
       vote on actions taken at the Annual Meeting and at Special General Meeting(s).

Section 2. Family Membership

       A Family Membership in good standing is entitled to one vote on actions taken at the
       Annual Meeting and at Special General Meeting(s).

Section 3. Affiliate Organization Membership

       Affiliate Organization Memberships are entitled to one vote on actions taken at the
       Annual Meeting or at Special General Meeting(s), provided:
       a. The Affiliate Organization shall be in good standing, and,
       b. The Affiliate Organization representative shall be designated by the Affiliate
          Organization in writing at least 10 days prior to the meeting(s)

Section 4. Museum Director

       The Director is duly appointed to administer the Museum, such a person shall serve as an
       ex-officio member of the Board of Directors for the Friends, and shall be entitled to cast
       one vote on all matters not pertaining to the Director‟s employment.

Section 5. Life Membership

       Life Members are entitled to one vote on actions taken at the Annual Meeting or at
       Special General Meeting(s).

Article V. OFFICERS

Section 1. Officers

       Officers of the Friends are elected and shall be President, Vice President/President-Elect,
       Past President, Secretary and Treasurer. These officers shall perform the duties
       prescribed by these Bylaws (Article VI), further detailed in the Museum‟s Policy and
       Procedures Manual and by the parliamentary authority as adopted by the Friends (Article
       XIV).

Section 2. Terms

       Officers shall be elected at the Friend‟s Annual Meeting. Secretary and Treasurer shall
       serve two-year terms and be eligible for re-election for a second term. Secretary is
                                               10
       elected in the odd-numbered year and Treasurer elected in the even-numbered year. No
       member shall hold more than one office at a time at the level of Standing Committee
       Chair or Task Force Coordinator or higher. No member shall be eligible to serve more
       than two consecutive terms in the same office. Vice President/President-Elect is elected
       yearly progressing the following year to President and then to Past President. Election to
       this office is a three year commitment.

Section 3. Special Ex-officio Officers

       The following special officers shall serve the Friends.
       a. The Department Head
       b. The Museum Director
       c. The Museum Curator
       d. The Museum Docent(s)
       e. The Museum Associate(s)
       f. The Director of the Tractor Test Laboratory
       g. The Assistant Director of the Tractor Test Laboratory
       h. The President of the Friends of the Tractor Test Laboratory
       i. The Museum Liaison to the University of Nebraska Foundation

       Special Officers shall serve as ex-officio members of the Board of Directors, and shall be
       entitled to cast one vote on all matters not pertaining to their continual service or
       employment.

Article VI. DUTIES OF THE OFFICERS

Section 1. President

       The President shall be the chief executive officer to the Friends; preside at meetings of
       the Board of Directors, membership, special meetings, and, the Executive Committee; be
       a member of the Museum Governance Committee; and, be a non-voting member of all
       committees.

Section 2. Vice President/President-Elect

       The Vice President/President-Elect shall preside at all meetings in the absence of the
       President; oversee all programs undertaken by the Friends; be a member of the Museum
       Governance Committee; Chair the Museum Planning Committee; and, succeed the
       President at the end of his or her one year term or if the President is unable to complete
       the current term of office.

Section 3. Secretary

       The Secretary shall keep an accurate record of all meetings of the Friends; have these
       records available at or before the next regularly called meeting of the Friends; and, make
                                               11
       a report of the proceeding of each meeting to the Museum Governance Committee. The
       Secretary shall also be responsible for the filing of appropriate documents with the State
       of Nebraska.

Section 4. Treasurer

       The Treasurer shall be responsible for all funds of the Friends; keep a full and accurate
       account of receipts and expenditures; and, make disbursements as directed by the Board
       of Directors. The Treasurer shall present a financial statement at every meeting of the
       Board of Directors and at other times when requested by the Board. All bills shall be
       presented at meetings of the Board, recorded by the Secretary, and promptly paid by the
       Treasurer. The Treasurer shall be responsible for the preparation of the proposed annual
       budget which, after approval by the Board, shall be presented to the Friends at the Annual
       Meeting.

Section 5. Past President

       The immediate Past President shall serve as a member of the Executive Committee and
       the Nominating Committee of the Friends.

Article VII. BOARD OF DIRECTORS

Section 1. Composition

       The Board of Directors for the Friends shall consist of:
       a. The elected Officers of the Friends.
       b. Not fewer than six, or more than twenty-four, Directors elected at the Friend‟s
          Annual Meeting.
       c. The immediate Past-President of the Friends.
       d. Special Officers (Article V, Section 3).

Section 2. Terms

       The Directors shall be elected in three classes with one-third to be elected each year.
       Directors shall serve a three-year term, except when one-year or two-year terms are
       necessary to maintain equal classes. Directors shall be eligible for re-election. The
       number of Directors to be elected shall be determined at each Annual Meeting of the
       Friends.

Section 3. Duties of Directors

       The Board of Directors shall:
       a. Be the governing body of the Friends.
       b. Supervise ongoing work of the Friends.
       c. Recommend an annual budget.
                                               12
       d. Fill vacancies among Officers and Directors which occur between Annual Meetings.
       e. Appoint and supervise committees, task forces or work groups.
       f. Prescribe such policy and procedures not inconsistent with these Bylaws relating to
          the management and operation of the Friends as they deem expedient provided that
          such policy and procedures have force and effect only until they are confirmed at the
          next Annual Meeting. Lacking confirmation, they shall fall null and void.

Article VIII. MEETINGS

Section 1. Attendance

       All meetings of the Friends will be open to the public, unless otherwise indicated on the
       agenda.

Section 2. Notice

       At least 21 days notice of the date, time and place of the Annual Meeting or Special
       General Meeting must be provided to each member of the Friends and the notice shall
       state the business to be considered.

Section 3. Quorum

       Members present at an Annual Meeting or Special General Meetings of the Board of
       Directors consisting of not less than 10% of the membership shall constitute a quorum.
       For committees with designated specified membership, the presence of a majority of the
       members constitutes a quorum. For work groups and other bodies with unspecified
       membership, a quorum is the number of people attending the meeting.

Section 4. Annual Meetings

       The Annual Meeting of the Friends shall be held in January of each year at a date, time
       and place determined by the Board of Directors. Reports of the officers and the Auditor
       shall be presented; Officers and Directors shall be elected; the budget for the New Year
       shall be adopted; and, such other items of business may be considered as are set out in the
       notice calling the meeting.

Section 5. Board Meetings

       The Board of Directors shall meet at least three times per year. The President shall call
       and preside over the meetings. A special meeting of the Board of Directors may be
       called at the request of six Directors. A quorum shall be a simple majority of the Board
       Members of record.

Section 6. Committee Meetings

                                               13
       Standing Committee shall meet at least two times per year. The Chair of a Standing
       Committee shall call and preside over the meetings. Other committees or task forces will
       meet as necessary.

Section 7. Special General Meetings

       A Special General Meeting of the Friends may be called by the Board of Directors or on
       request to the Board of Directors by ten Members of the Friends. Such a requested
       meeting must be called within six weeks of receipt of the request.

Article IX. STANDING COMMITTEES

Section 1. Standing Committees

       Standing Committees shall be created to perform ongoing work of the Friends. Standing
       Committees can be created only by amending these Bylaws as provided herein. Policies
       and procedures of Standing Committees shall be prescribed by the Board of Directors.

       Standing Committees can appoint subunits for specific tasks. No member of a Standing
       Committee shall be eligible to serve more than two consecutive terms as the Chair.

Section 2. Executive Committee

       The elected officers shall serve as the Executive Committee of the Board of Directors for
       the Friends and shall meet upon call of the President to act in emergencies for the Board
       of Directors and to undertake such administrative actions as will serve and expedite the
       purposes of the Friends.

Section 3. Nominating Committee

       The Nominating Committee is composed of: the Vice President/President-Elect serving
       as Chair; the immediate Past President; and, two members appointed by the Chair on
       alternate years to two year terms. The Museum Director serves as an ex-officio member.

       The Nominating Committee shall coordinate the nominating process, solicit candidates
       and prepare the ballet for the election at the Annual Meeting.

Section 4. Museum Planning Committee

       The Museum Planning Committee, chaired by the Vice President/President-Elect shall
       oversee all programs undertaken by the Friends in conjunction with the Museum.




                                              14
Article X. SPECIAL COMMITTEES

       The Executive Committee may establish Special Committees for any particular or
       specific purpose. Special Committees shall be of limited and specified duration.

Section 1. Museum Governance Committee

       The Memorandum of Understanding among the Department, the Friends and the
       Museum, recognizes joint governance provided for the Museum through a Museum
       Governance Committee. The President, and the Vice President/President-Elect of the
       Friends shall serve on this committee, which is chaired by the Head of the Department
       who is granted the sole power to veto. The other member shall be, the Director of the
       Museum. The Museum Governance Committee shall perform basic governing
       responsibilities for the Museum.

Article XI. TASK FORCES

Section 1. Composition

       Task Forces are action-oriented groups created by the Executive Committee to perform
       ongoing work of the Friends.

       Membership on a Task Force is not specified or limited. Any Friends Member may be a
       member of a Task Force in which he or she has an interest. All members attending a
       Task Force meeting may vote.

Section 2. Statement of Purpose

       A statement of the purpose, goals, and structure of a Task Force shall be submitted to the
       Executive Committee for approval and included in the Policies and Procedures Manual.
       It shall be the responsibility of each Task Force to revise these statements as necessary
       and to submit the revised statement to the Executive Committee.

Article XII. POLICIES AND PROCEDURES

       Operating policies and procedures are to be contained in a Policy and Procedures Manual.
       The manual will be maintained by the Museum Planning Committee in consultation with
       the Executive Committee of the Friends subject to approval by the Board of Directors.

Article XIII. FINANCES

Section 1. Funds

       Funds to support the Friends will come from the dues of the general membership,
       contributions, fund raising efforts, and monies from workshops and publications.
                                               15
Section 2. Budget

       The Friends Board of Directors shall prepare an annual budget for the Friends. The
       budget for the Friends shall be presented to the membership at its Annual Meeting.

Section 3. Request for Funds

       Elected and appointed officers may request funds as necessary to implement approved
       programs of the organization.

Section 4. Allocation of Funds

       The Friends Board of Directors shall allocate funds to each Standing Committee or Task
       Force based upon proposals and budgets submitted and funds available.

Section 5. Control of Monies

       The Executive Committee shall have final control of all monies earned or expended by
       the Friends.

Section 6. Treasurer

       The Treasurer is authorized to approve requests for reimbursement and payment of bills
       from funds in the custody of the Friends.

Article XIV. PARLIAMENTARY AUTHORITY

       The rules of parliamentary procedure governing this organization shall be those of the
       latest edition of Robert‟s Rules of Order, newly revised insofar as it is not contrary to
       these Bylaws.

Article XV. AMENDMENTS

Section 1. Amending the Bylaws

       These Bylaws may be amended by a two-thirds majority vote of the members present at
       any Annual Meeting, or by two-thirds majority of those voting by ballot, provided that
       notice of the proposed revision has been sent to members, or published in the newsletter,
       at least twenty-one days prior to the vote.

Section 2. Revisions to the Bylaws

       Proposals for revision may be sent by any member of the Executive Committee to the
       Planning Committee which will review and report on the proposed revision to the Board

                                              16
      of Directors. Upon approval by the Board of Directors, the proposed revision shall be
      disseminated to the membership as provided for in this article.

Section 3. Procedures for Amending the Bylaws

      Any member(s) may propose amendments with 10 percent of the signature‟s of the
      membership. In order to obtain the supporting signature, a proposed amendment may be
      published with an accompanying form which supporters may sign and return to the
      Planning Committee Chair. Upon receipt of a proposal with supporting signatures from
      members, the Planning Committee will review and report on the language and
      compatibility of the proposal with other provision in these Bylaws to the Friends
      membership. The proposed amendment will be republished in the newsletter, discussed
      and voted on as provide in this article.

                                                                  Ratified January 19, 2009
                                                                 Amended January 21, 2010




                                           17
                    GOVERNANCE – Letter of Agreement
       Letter of Agreement for the Development and Management of the UNL Lester F. Larsen
Tractor Test and Power Museum.
        This letter confirms the commitment of the Board of Regents of the University of
Nebraska, doing business as the University of Nebraska-Lincoln ("UN-L") to the development
and maintenance of the Lester F. Larsen Tractor Test and Power Museum, ("Tractor Museum"),
and the commitment of the University of Nebraska Foundation ("UNF") to assist in the
identification, solicitation, and cultivation of donors for the Museum. The subject matter of the
Tractor Museum is the evolution of agricultural production from human power through animal
power to the modem state of mechanization and the impact this has had on society.
• The UN-L will provide a total of 6542 square feet of exhibit space permanently designated for
  the Lester F. Larsen Tractor Test and Power Museum. The Tractor Museum is located between
  L. W. Chase Hall and the Splinter Laboratories Building, east of the tractor testing course.
• It is the intention of the UN-L, operating through the Department ofBiological Systems
  Engineering and the UNF to assist the Friends of the Tractor Test and Power Museum
  ("Friends") to raise funds for the Tractor Museum, to ensure its overall maintenance and its
  academic accuracy.
• The Friends have raised over $600,000 in private contributions to date. The objective is to raise
  an endowment of $l million to support the Tractor Museum. The Tractor Museum and the
  UNF will continue to solicit contributions from individuals and from agricultural tractor and
  equipment manufacturers.
• Beginning July 1,2007, income from UNF funds for the benefit of the Tractor Museum will be
  transferred to the Department of Biological Systems Engineering for administration. The Hans
  Fund for the conservation of the Model T vehicle will remain assigned to the University of
  Nebraska State Museum in accordance with the donor's original designation, but the income
  will continue to be transferred to the Tractor Museum for the curation of the Model T.
• UNF will assist the Friends in fund development activities in a similar manner as its
  relationship to other "Friends" groups of the University of Nebraska.
• The Director of the Tractor Museum will report to the Head of the Department of Biological
  Systems Engineering.
                                           Signatures
John Owens            -       Vice Chancellor Institution of Agriculture and Natural Resources
Prem Paul             -       Vice Chancellor for Research
Christine Jackson     -       Vice Chancellor of Business and Finance
Richard Wood          -       Vice President and General Council, University of Nebraska
Terry Fairfield       -       CEO, University of Nebraska Foundation
Ron Yoder             -       Head, Department of Biological Systems Engineering
Russ Tooker           -       President, Friends of the Tractor Test and Power Museum
Bill Splinter         -       Director, Lester F. Larsen Tractor Test and Power Museum
Pricilla Grew         -       Director, University of Nebraska State Museum
                                                                                     Signed 2007
                                                18
              GOVERNANCE – Memorandum of Understanding
   PRELUDE

           The Larsen Tractor Museum (LTM) was established on the University of Nebraska-
   Lincoln(UN-L) East Campus for the purpose of archiving and displaying to the public the
   accomplishments of the Nebraska Tractor Test Laboratory and the impact of technology upon
   agriculture. The Friends of the LTM and the University of Nebraska Foundation (UNF) provide
   resources to the UN-L Department of Biological Systems Engineering (BSE) for the operation of
   the LTM. The resources are in the forms of paid and unpaid personnel, displays, archiving of
   records, maintenance of facilities, planning, policies, and solicitation of funds. Operating funds
   are held by the UNF, Friends of the LTM, and UNL.

           When separate entities provide resources vital to a museum‟s operation, it is expected
   that all the groups are identified who are engaged in governance or supervision of these
   resources and the responsibilities of each group. These relationships are detailed in this
   Memorandum of Understanding.

   GOVERNING AUTHORITY FOR THE LARSEN TRACTOR MUSEUM

          The Letter of Agreement for the Development and Management of the LTM confirmed
   the commitment of the Board of Regents of the University of Nebraska, through the UNL, to the
   development and maintenance of the LTM.

           The intention of the UNL, operating through the BSE, is to insure the overall funding,
   maintenance and academic accuracy of the LTM. The Friends of the LTM and the UNF are to
   raise funds and acquire resources for the operations of the LTM.

         The governance for the LTM shall be provided jointly by the BSE and the Friends of the
   LTM. The basic responsibilities of the museum‟s governance shall be shared through a standing
   Museum Governance Committee (MGC) chaired by the BSE Head who is granted the sole
   power to veto. Other members of the MGC shall include the President of the Friends of the
   LTM, the Vice President of the Friends of the LTM, and the Director of the LTM.

           The MGC shall be responsible for determining the mission of the LTM, setting policies
   for the operations of the LTM, stewardship of collections and facilities, establishment of
   financial controls and budgets, ensuring that adequate resources are available, and, ensuring
   charter and bylaw provisions are current and followed.

       Evaluations conducted by the MGC shall ensure effective continual organizational planning and
operations. The mission of the LTM shall be advanced through individuals, projects, programs and
services to enhance the museum‟s public understanding. The MGC shall ensure adequate resources are
being made available on schedule for their implementation. Legal and ethical integrity , and
accountability shall be maintained through the integration of established policies and procedures.
                                                  19
       The MGC shall ensure the continued involvement and employment of quality leadership. The
BSE Head shall be responsible for the hiring and annual evaluation of the LTM Director. The LTM
Director shall be responsible for the hiring and annual evaluation of the paid and unpaid staff. The
MGC shall be responsible for the appointment and annual evaluation of the Board of Directors,
Officers, and membership of the Friends of the LTM; the process of raising funds; LTM projects and
programs; and, the MGC through a self-assessment. These annual evaluations shall ensure recruitment
and orientation of personnel; needed resources; and, effectiveness of projects and programs.

        The MGC shall recognize that the Friends of the LTM was established June 17,1994 as a
nonprofit corporation to provide management and support for the LTM. The duration of the corporation
is in perpetuity. The Articles of Incorporation are filed with the Nebraska Secretary of State. The
Nonprofit Corporate Biennial Report State of Nebraska, Secretary of State shows corporate name,
registered agent, location of registered office, officers, and, directors with addresses for each person.

       The business of the Friends of the LTM shall be conducted by a Board of Directors, President,
Vice President, Secretary, and Treasurer. The composition, terms and duties of the Friends of the LTM
Board of Directors and Officers are described in the corporations‟ Bylaws.

        The MGC shall formally delegate authority for day-to-day operations of the LTM to a full-time
Director. The Director position is the Chief Executive Officer with responsibilities including , but not
limited to, managing and hiring staff, implementing policies, managing programs, assisting in fund
raising, managing budgets, and assessment of personnel and programs.

        A Director may be recommended by the MGC and serve on a volunteer basis until a full-time
paid Director can be supported or while one paid professional staff person is in training or pursuing
education related museum knowledge and leadership experience. The intent shall be for the staff to
engage in a process of obtaining from the volunteer Director increased work load responsibilities
directly related to day-by-day operations.

        With a paid full-time Director, supported by the Friends of the LTM and the UNF, supervised
internships may become available to provide practical leadership experiences working with the Friends
of the LTM and paid and unpaid staff. The internship program would be designed to integrate course
work of third and fourth year students studying in the Agricultural Leadership option offered through
the Department of Agricultural Leadership, Education and Communication, with the operations of the
LTM.

The goal of the MGC is to raise an endowment of at least $1 million to support the LTM. The Friends
of the LTM and the UNF shall continue to solicit contributions from individuals, businesses,
organizations, and corporations with interest in supporting the mission of the LTM.
                                              Signatures

Ron Yoder             -       Head, Department of Biological Systems Engineering
Jerry Kohl            -       President, Friends of the Larsen Tractor Museum
Chris Ford            -       Vice President, Friends of the Larsen Tractor Museum
Bill Splinter         -       Director, Larsen Tractor Museum

                                                                                            Signed 2009



                                                   20
       ASSESSMENTS AND PLANNING PROCEDURES - Personnel
      The Memorandum of Understanding requires annual evaluations of Museum personnel and programs.
Museum personnel are evaluated according to the following Institute of Agriculture and Natural Resources
Managerial/Professional Employee Development Plan.

  Institute of Agriculture and Natural Resources Managerial/Professional Employee Development Plan

        One of the most important responsibilities managerial/professional staff supervisors have is that of
guiding and developing employees to their fullest potential. The performance evaluation is part of that
responsibility. Performance evaluation is a year-round process culminating in the formal annual evaluation. On-
going dialogue during the year should apprise employees of how they are doing, so there are no surprises during
the year. Feedback on how well employees are doing their jobs, as well as on areas in which they need to
improve their performance, is critical to successful employee/supervisory relationships.
        Every employee's job performance must be reviewed on an annual basis, and a formal evaluation shared
with the employee. The objective of annual performance evaluations is to provide for employee growth and
development. Annual evaluations should include discussion of the employee's current performance, ways to
improve future performance, and short- and long-term objectives. Emphasize helping the employee achieve
mutually agreed upon goals and objectives.

                  Instructions for IANR Managerial/Professional Performance Evaluation

         Supervisors must review the managerial/professional employee's position description before completing
this evaluation. In evaluating the employee consider overall job performance for the year. Check the basic job
performance factor (outstanding, excellent, satisfactory, etc.) that best describes this employee. Comments on
job performance must be made whenever an employee's performance is rated less than satisfactory. Comments
are strongly recommended to support all other appraisals. This evaluation must be reviewed and discussed with
the employee. It is further required that the position description be reviewed with the employee at the same time.




                                                        21
Definition of Rating Standards:

O = OUTSTANDING: Performs at an extraordinary and exceptional level; results significantly
exceed basic requirements of the job in quality and excellence.

E = EXCELLENT: Performance exceeds basic requirements of the job; demonstrated meritorious
performance in regard to job expectations.

S = SATISFACTORY: Meets basic requirements of the position; performance at an acceptable level.

NI = NEEDS IMPROVEMENT: Meets most position requirements, but performs some at a lower level
than expected.

U = UNSATISFACTORY: Does not meet any of the basic requirements of the position; unfavorable
performance.

NA = NOT APPLICABLE
             ASSESSMENTS AND PLANNING PROCEDURES - Personnel
                    IANR MANAGERIAL/PROFESSIONAL PERFORMANCE EVALUATION FORM
EMPLOYEE                                                                                       EVALUATION YEAR

JOB TITLE

ADMINISTRATIVE UNIT                                                                            DATE
                                                                   PERFORMANCE FACTORS

                  JOB CONTENT                                NA    U    NI         S   E   O                COMMENTS

 Work is thorough and accurate


 Shows ability to coordinate several responsibilities
 simultaneously

 Demonstrates knowledge of requirements, methods,
 techniques and skills needed to fulfill job
 responsibilities and enhance productivity

 Understands scope and effect of work upon other
 areas

 Shows ability to effectively analyze problems,
 determine appropriate action for solutions, and
 exhibit decisive action

 Shows ability to assess project/program needs and
 effectively use all resources available

 Is dependable in performing job duties and
 responsibilities

 Practices and adheres to affirmative action
 principles, policies and goals.

 Sets priorities and meets deadlines


 Shows ability to develop new ideas or techniques
 with practical applications

 Understands and maintains confidentiality with
 honest representation of self and situations


      INTERPERSONAL RELATIONSHIPS                             NA    U    NI        S   E   O               COMMENTS

 Communicates in an effective and productive manner
 to subordinates, superiors, students and others

 Creates a positive image and visibility of the University
 to the external community

 Effectively uses oral and written communications to
 keep others adequately informed
                                                                   PERFORMANCE FACTORS




                                                                              23
       LEADERSHIP AND SUPERVISION                      NA      U   NI       S      E      O                COMMENTS

 Inspires teamwork and provides direction toward
 common goals and objectives

 Provides guidance to others in the successful
 completion of given tasks

 (For Supervisory Employees) Is effective in
 delegating work and assigning responsibility to
 subordinates, and in establishing quality controls

              ASSESSMENTS AND PLANNING PROCEDURES - Personnel
FINAL APPRAISAL: (To be completed jointly by Unit Administrator and Supervisor)


         Unsatisfactory                    Needs Improvement        Satisfactory               Excellent              Outstanding



SUPERVISOR
Comments:




Signature:                                                                             Date:



EMPLOYEE
Comments:




Signature:                                                                             Date:



UNIT ADMINISTRATOR (Reviewed and Approved)

Comments:



Signature:                                                                             Date:




                                                                          24
          ASSESSMENTS AND PLANNING PROCEDURES - Personnel
                             (To be jointly prepared by employee and supervisor)
                        MANAGERIAL/PROFESSIONAL EMPLOYEE DEVELOPMENT PLAN
                          INSTITUTE OF AGRICULTURE AND NATURAL RESOURCES

NAME                                                     POSITION TITLE_____________________________

DEPARTMENT                                                                  PLAN YEAR___________________

Use this form to establish goals and objectives for the coming year. It is a tool for employee growth and development,
and should help employees improve future job performance and meet supervisor's expectations. Employees are to
initiate the first draft of their objectives for the coming year, and supervisors are to respond. This form is to be retained
by the employee, supervisor and administrative unit.

                * * * * * * * If additional space is needed, please use reverse side of page. * * * * * * *
                                                                                     EXPECTED                ACTUAL
                           STATEMENT of OBJECTIVE                                   COMPLETION            COMPLETION
                                                                                  DATE                  DATE




 ACTION STEPS FOR ACHIEVING OBJECTIVE (TIE TO ABOVE OBJECTIVE):




                                                                                     EXPECTED                ACTUAL
                           STATEMENT of OBJECTIVE                                   COMPLETION            COMPLETION
                                                                                  DATE                  DATE




 ACTION STEPS FOR ACHIEVING OBJECTIVE (TIE TO ABOVE OBJECTIVE):




                                                                                     EXPECTED                ACTUAL
                           STATEMENT of OBJECTIVE                                   COMPLETION            COMPLETION
                                                                                  DATE                  DATE




 ACTION STEPS FOR ACHIEVING OBJECTIVE (TIE TO ABOVE OBJECTIVE):




EMPLOYEE SIGNATURE                                                                         Date


SUPERVISOR SIGNATURE                                                                       Date




                                                             25
         ASSESSMENTS AND PLANNING PROCEDURES - Programs
        Evaluating Museum programs currently consists of two assessments: 1) Governance, and 2)
Audience. These were developed for the Larsen Tractor Museum through participation in the Mid-America
Arts Alliance‟s Hands-on Experiential Leadership Project (HELP) and the American Association for State
and Local History‟s Standards and Excellence Program (StEPs). Future assessments as recommended by the
StEPs Program shall include 3) Interpretation, 4) Stewardship of Collections, 5) Stewardship of Historic
Structures and Landscapes, and 6) Management.
        For each assessment, performance indicators are listed. An evaluation of „yes‟, „no‟, or „needs work‟
earns the Museum 1.0, 0.0, or 0.5 points, respectively. Points earned for Governance Assessment divided by
the total points possible of that assessment category determines the Museum‟s annual grade for governance.
A similar procedure for Audience Assessment produces the Museum‟s annual grade for audience.
        The Museum Educational Communications Associate is to initiate the museum assessment and
planning procedures. The associate may perform initial assessments and provide a draft of goals based upon
assessment results. Board Members and Museum Staff are to respond and using a team approach, develop a
final written set of goals and projects associated with those goals. Goals are established to improve the
Museum‟s assessment scores. Annual goals and projects are to be approved by the Board of Directors and
the Museum Governance Committee within the first quarter of the calendar year.




                                                     26
             MUSEUM GOVERNANCE – Assessment Planning Tool
      The following assessment is developed for the Larsen Tractor Museum through participation in the
HELP program and the stEPs program. For each performance indicator, yes, no, or needs work earns the
museum 1, 0, or .5 points respectively. Points earned divided by the total points possible creates the
museum‟s annual grade for governance.

             Governance Standard 1: The museum has a clear understanding of its mission and communicates why it
             exists and who benefits as a results of its efforts.
                 1      The museum has a written mission statement.

                 2     The mission statement defines the museum’s purpose and acknowledges its public responsibility.

                 3     The mission statement focuses on outcomes and impact, not solely activities.

                 4     The mission statement identifies the museum’s audiences and reflects the museums core values.

                 5     The mission statement is easily accessible and shared in communications with the public. It is printed
                       on museum brochures, in the newsletter, on museum letterhead.

                 6     The governing authority, staff, and volunteers frequently reacquaint themselves with the mission
                       statement.

                 7     The governing authority, staff, and volunteers understand, remember and can explain the mission
                       statement.

                 8     The governing authority, staff, and volunteers always address the museum’s mission in decision
                       making.

                 9     The museum reviews the mission statement every three to five years. The review may include
                       members of the community.

             Governance Standard 2: All aspects of the museum's operations are integrated and focuses on meeting
             its mission.

                 1     The museum has an awareness of its vision for the future.

                 2     The museum has a vision statement adopted by the governing authority, that is consistent with its
                       mission.

                 3     The vision statement describes expectations for future achievements.

                 4     The vision statement inspires internal cooperation and participation.

                 5     The vision statement encourages continual museum assessment.

                 6     A written vision statement provides a framework for leadership planning.




                                                             27
 MUSEUM GOVERNANCE – Assessment Planning Tool
Governance Standard 3: The museum's governing authority and staff think and act strategically, to
acquire, develop, and allocate resources to advance the mission.
    1     The museum collects and maintains visitation and membership data.

    2     The museum efficiently collections audience demographics and donor information.

    3     The museum uses audience demographics and donor information in decision making.

    4     The museum uses information collected to demonstrate relevance and value.

    5     The museum uses information collected for long-term planning.

    6     The museum develops an annual written set of goals related to the mission and approved by the
          governing authority.

    7     Governing authority members and staff use a team approach to setting goals.

    8     One or more planning sessions expand the annual list of goals into a strategic plan.

    9     The strategic plan covers a specific period of time, often a three to five year period.

   10     The strategic plan includes goals, objectives, naming of specific individual or committees responsible
          for achieving each goal, timelines, and identification of funding sources for expenses

   11     The strategic plan uses the museum's vision statement as its foundation upon which the plan is built.

   12     Staff and governing authority committees use the strategic plan to set goals and work plans.

   13     The strategic plan is reviewed annually, at the minimum, by the governing authority and staff.

   14     The strategic plan serves as a filter for determining whether unplanned projects should be pursued.

   15     The strategic plan drives the museum and all of its undertakings.

   16     The museum understands the value and importance of written financial, investment, collections, and
          personnel policies.

   17     The museum has written financial, investment, collections, and personnel policies.

   18     The governing authority monitors policy implementation.

   19     The museum develops and renews policies as the museum matures.

   20     The governing authority reviews policies every three to five years.

   21     The governing authority adopts and revises policies as expectations and standards evolve.

Governance Standard 4: The governance, staff, and volunteer structures and processes effectively
advance the institution's mission.
    1     The museum includes programs and plans in communication opportunities and upon request.

    2     The governing authority recognizes it reporting requirements, and its responsibility to ensure the
          museum's financial stability and sustainability.




                                                   28
MUSEUM GOVERNANCE – Assessment Planning Tool
    3      The museum produces an annual public report of programmatic and financial activities.

    4      The governing authority commits to public accountability and transparency in all of its actions.

    5      The governing authority reviews its own composition and performance annually.

    6      The governing authority conducts an annual review of the lead staff member that is based on mutually
           agreed upon goals related to the mission, planning, outcomes and standards.

    7      Staff (paid and unpaid) receive an annual performance review from their supervisor that is based upon
           mutually agreed upon goals.

    8      The museum is aware of similar area organizations and uses them as a kind of yardstick to evaluate its
           success.

    9      The museum occasionally compares its practices to standards for the field.

   10      The governing authority members participate in an annual evaluation of the authority's performance
           including self-evaluation by each individual member.

   11      The museum stays abreast of standards for the field and includes them in governing authority, staff, and
           museum performance.

   12      The governing authority is committed to filling all positions with members who attend meetings and
           who volunteer on at least one project or program annually.

   13      The governing authority, through a nominating committee, assesses its strengths/weaknesses and
           actively recruits new governing authority members with needed skills and who reflect the museum's
           audiences and community.

   14      The governing authority works to understand staffing needs and explores ways to meet those needs.

   15      The governing authority provides opportunities in museum and nonprofit training for governing
           authority members and staff.

   16      The governing authority actively plans for succession of key staff.

   17      A development committee for the governing authority is responsible for ensuring adequate leadership
           currently and in the future.

Mission Vision Governance Standard 5: The governing authority, staff, and volunteers have a clear and
shared understanding of their roles and responsibilities.
    1     The museum has written position descriptions for the governing authority, staff, and volunteers, and an
          organizational chart with roles and responsibilities.

    2      The governing authority, staff, and volunteers annually review job descriptions, roles, and
           responsibilities.

    3      The governing authority creates policy while delegating authority for day-to-day operations to lead
           staff member.

    4      The museum has written personnel and volunteer policies developed with input from the governing
           authority, staff, and legal counsel, and approved by the governing authority.



                                                  29
MUSEUM GOVERNANCE – Assessment Planning Tool
  5   There is effective communication between staff, volunteers, and the governing authority.

  6   All governing authority members are encouraged to make personal financial contribution to the
      museum.

  7   The governing authority actively engages in adequate fundraising for the museum.

  8   Museum staff and governing authority, and all volunteers, are positive advocates for the museum with
      outside stakeholders.

  9   Governing authority members make regular gifts that demonstrate their support for the museum.

 10   The governing authority acquires or maintains legal incorporation as a not-for-profit institution or
      operates as a federal, state, or local government entity.

 11   Each governing authority member has a current copy of enabling documents for the museum.

 12   Every three years, the governing authority reviews bylaws and compares them to documents from
      similar organizations or recommended models.

 13   The museum identifies, records, and addresses personnel issues.

 14   The museum complies with local, state, and federal laws.

 15   The museum reviews the personnel policy annually and enforces it equitably.

 16   Staff are paid on time and at the level promised

 17   The institution researches comparable positions, wages, and benefits, including health, retirement, and
      vacation, and offers accordingly.

 18   The museum offers a competitive employee compensation package that is reviewed periodically.

 19   When the nominating committee recruits new members of the governing authority, it describes the
      responsibilities and expectations of the position.

 20   Each new governing authority member receives a manual containing institutional documents.

 21   There is an annual orientation for new governing authority members.

 22   Each new governing authority member has a more experienced governing authority member as a
      mentor.

 23   There are museum and nonprofit training opportunities for all members of the governing authority.

 24   The museum has a written, governing authority-approved code of ethics which is consistent with the
      professional codes of ethics that it enforces.

 25   Each governing authority member, staff member, and volunteer has a copy, and is aware of the roles of
      ethics in administering history organizations.

 27   The code includes a statement that says it "applies to members of the governing authority."

 28   The code is a stand-alone document, not a reference to others or compilation of documents.
                                             30
MUSEUM GOVERNANCE – Assessment Planning Tool
    29     The code includes a written and governing authority-approved conflict of interest statement.

    30     Ethical guidelines refer to relevant professional standards.

    31     The governing authority reviews the code of ethics every three to five years, updating it as necessary.

    32     Each governing authority member annually completes a form disclosing all potential conflicts of
           interest.

    33     The governing authority members are informed about current ethical issues in the field.

Mission Vision Governance Standard 6: There is a clear and formal division of responsibilities
between the governing authority and any group the supports the museum, whether separately
incorporated or operating within the institution or its parent institution.
    1     The museum understands its legal relationship with any parent institution.

    2      The museum has written agreements with supporting institutions and other partners, which describe
           expectations, authority, and roles.

    3      The museum annually reviews written agreements with supporting institutions and other partners, and
           has sought legal counsel on these agreements where appropriate.

    4      The museum has identified volunteer and community support groups, and regularly reviews the
           appropriateness and usefulness of these association.


Total Points




                                                    31
             MUSEUM AUDIENCE – Assessment Planning Tool
        The following assessment is developed for the Larsen Tractor Museum through
participation in the HELP program and the stEPs program. For each performance indicator, yes,
no, or needs work earns the museum 1, 0, or .5 points respectively. Points earned divided by the
total points possible creates the museum‟s annual grade for audience.
    Audience Standard 1: The museum identifies current and potential audiences it serves, and makes
    appropriate decisions in how it serves them.
     1 The museum collects basic numeric information about current visitor's attendance.

     2 The museum collects information about current visitor's demographics.

     3 Visitor information is analyzed to determine trends and patterns in visitation and in interest.

     4 The museum has identified the audiences it feels it can best serve, and potential audiences it is currently under
       serving.

     5 The museum works with other entities, such as the local chamber of commerce and its state tourism agency, to
       learn more about current and potential visitors.

     6 The museum conducts some types of evaluation (e.g., interviews, surveys).

     7 The museum evaluates most of its activities (exhibitions, public programs, publications

     8 Paid and unpaid staff keep current through articles, journals, books, and other literature on visitor research and
       evaluation.

     9 Paid and unpaid staff are aware of the significance of visitor evaluation. They have knowledge of visitor research
       and evaluation methods through readings, training, conferences, etc.

    10 Visitor information influences the decision making process for creating visitor experiences.

    11 The museum collects and reviews feedback from audiences that participate in its programs and other activities and
       discussed this feedback with its governing authority, staff and volunteers.

    12 When possible, the museum compares its evaluation results to those of peer institutions.

    Audience Standard 2: Regardless of self-identified communities, the institution strives to be a good
    neighbor in its geographic area.
     1 The museum has identified its geographic neighbors.

     2 The museum uses published resources (e.g., U.S. Census, Department of Education, chamber of commerce) to
       create profiles of its neighbors in geographic, demographic or behavioral terms.

     3 The museum uses neighborhood profiles to strategically develop appropriate activities.

     4 The museum is occasionally involved with its neighbors and community.

     5 The museum frequently works with its neighbors and community.

     6 The museum shows leadership in working with its neighborhood and community.

     7 The museum participates in local activities and provides expertise.

                                                            32
         MUSEUM AUDIENCE – Assessment Planning Tool
8 The museum is able and willing to make its facility available for community meetings as appropriate.

9 The museum is a catalyst for community forums.

10 The museum understands that it should be a community asset and can respond to significant community and
   regional issues and changes.

11 The museum staff and board members take leadership roles in local activities.

12 The museum provides opportunities for free admission.

13 The museum provides scholarships for public participation in its fee-based activities.

14 The museum takes steps to reduce or eliminate negative effects on the environment.

15 The museum serves as an example for reducing or eliminating negative effects on the environment.

Audience Standard 3: The museum demonstrates a commitment to providing the
public with physical and intellectual access to the museum and its resources.
 1 The museum has regular and posted days and times that it is open to the public.

2 The museum has a website with basic visitor information. It offers contact information including a telephone
  number.

3 The museum makes use of voicemail or an answering machine so callers can leave messages.

4 The museum responds to public requests for information and assistance in a timely manner.

5 Messages are checked regularly and the institution's recorded message to callers is kept current.

6 The museum has identified most of its resources available to the public.

7 The museum promotes some its resources to the public.

8 The museum promotes most of its resources to the public using a variety of communications and marketing tools.

9 The museum actively provides the public with different opportunities for physical and intellectual access (e.g.,
  events, programs, publications, website).

10 Providing a variety of opportunities for physical and intellectual access is an integral part of program planning.

11 Exhibits and programs offer choices so that visitors and audiences can learn from the presentation methods they
   prefer.

Audience Standard 4: The museum regularly promotes the museum and its activities
and thinks strategically about how it shares information.

1 The museum has printed promotional materials that contain accurate information.

2 The museum maintains updated mailing lists.

3 The museum's mailing list is categorized by major groups and sends messages specifically
  targeted to these groups.



                                                        33
        MUSEUM AUDIENCE – Assessment Planning Tool
4 The mailing list can also be sorted by various constituent groups.

5 The museum regularly promotes its activities by sending out press releases and pitching story ideas to newspapers
  and reporters.

6 The museum has a variety of current photos available for press and publications.

7 The museum has basic printed materials (stationery, business cards, and newsletter) with its name and logo.

8 Museum promotional materials are consistent in appearance and identity.

9 The museum offers a variety of printed materials to serve its diverse communities.

10 The museum follows developments in media and communications and tests new avenues of communication.

11 The responsibility for providing public relations information and responses is assigned to a specific volunteer or
   staff member.

12 The museum has an official spokesperson and/or primary contact for the press.

13 Museum staff and governing authority understand proper procedures for press inquiries.

14 The museum has targeted media outlet for each major activity and for different communities.

15 The museum has a schedule for the promotion of activities

16 The museum has a strategy for identifying and pitching stories.

17 The museum demonstrates an understanding of new communication technologies.

18 The museum has an updated written public relations/marketing plan.

19 The museum maintains an organized file of press clippings for reference and analysis.

Audience Standard 5: The museum is committed to providing a high level of basic visitor services and
makes continued improvements in the delivery of those services.
1 Basic signs assist navigation to and around the museum.

2 The museum's signs and maps are consistent in their design.

3 The museum's navigational aids are satisfactory for all museum activities.

4 Navigational aids are strategic, and are strengthened through evaluation.

5 The museum strives to keep the facility and equipment clean, well-kept, functioning, and in good repair.

6 The museum has a regular cleaning and maintenance plan that always keeps the facility and equipment clean, well-
  kept, functioning, and in good repair.

7 Visitors have access to seating and restrooms.

8 Museum lighting, temperature, and sound levels are appropriate.


                                                       34
        MUSEUM AUDIENCE – Assessment Planning Tool
 9 The museum is aware that all paid and unpaid staff should practice good customer service.

10 Paid and unpaid staff receive hospitality training.

11 Paid and unpaid staff are trained to solve visitor complaints to the visitor's satisfaction.

12 The museum is aware that it should, and in some cases, must make accommodations for visitors with special needs.

13 The museum understands the needs of visitors with disabilities and impairments.


Total Points




                                                         35
                                ASSESSMENT RESULTS
MUSEUM GOVERNANCE
Assessed Year  Points Earned                        Points Possible       Grade
       2007          24.0                /                  73      =     33%
       2008          42.5                /                  73      =     58%
       2009                              /                  89      =

MUSEUM AUDIENCE
Assessed Year   Points Earned                       Points Possible       Grade
       2009                              /                            =

                    ANNUAL GOALS AND OBJECTIVES
        Scores from governance and audience assessments are to be improved upon annually by
establishing and achieving goals. Museum assessments are preparation for participation in the
American Association of Museums (AAM) Museum Assessment (MAP) and Accreditation
Programs.




                                              36
                              STRATEGIC PLANNING
         Museum Staff and the Board of Directors, or one of its committees, shall take part in one
or more planning sessions to expand the annual goals into the Museum‟s strategic plan. The
strategic plan covers a specific period of time, often a three to five-year period. The plan
includes goals, objectives, naming of specific individuals or committees responsible for
achieving each goal, timelines, and identification of funding sources for expenses related to each
goal.
         The Museum Staff and Board of Directors shall use the strategic plan to set additional
goals and work plans. The strategic plan is to be approved by the Museum Governance
Committee and reviewed annually, at the minimum, by the Museum Staff, Board of Directors
and the Museum Governance Committee. The plan serves as a filter for determining whether
unplanned projects should be pursued. The approved strategic plan shall drive the Museum and
all of its undertakings.




                                                37
                  OPERATIONS – Board Member Applications
                                                  (long form)
          To apply to serve on the Friends of the Larsen Tractor Museum Board of Directors, please print
  or type applicable information and return by to: Larsen Tractor Museum, Attn: Nominating Committee,
  P.O. Box 833083, Lincoln, NE 68583-0833

Full Name:

Address:                                  City:                       State:               Zip:

Telephone:     (Home)                     (Business)

E-mail Address:                                                                     Fax:

Description of your work or past professional achievements:




Current and/or past experience or familiarity with agricultural technology:




Current or past activities and involvement with the Larsen Tractor Museum or related organizations:




Activities you have participated in and experience you have received related to agricultural technology.




Current and/or past community service activities:




Current and/or past honors or leadership positions held on boards or committees
(professional or otherwise):




                                                     38
Areas of expertise you bring to the board:
    Accounting/CPA                         Marketing/Membership
    Strategic Planning                     Legal
    Human Resources
    Banking/Controller
    Fundraising                            Other:
Briefly explain why you are interested in serving on this board and what goals you have or what you
would like to see accomplished while serving:




                                                  39
                   OPERATIONS – Board Member Applications
                                                       (short form)


APPLICATION, LTM BOARD OF DIRECTORS
Friends of the Lester F. Larsen Tractor Test & Power Museum, UNL, Lincoln NE




Above: Open House event at the UNL Tractor Test Laboratory, 1957.




Mission Statement of the Lester F Larsen Tractor Test and Power Museum:

“To be the premier steward of advancements in agricultural technology through the development of collections,
exhibits and programs for public benefit.”

(adopted October 20th, 2008)



Thank you for your interest in the Lester F Larsen Tractor Test and Power Museum’s Board of Directors. By
submitting this application, you are expressing interest to actively serve a three-year term as a member of the Board
of Directors for the Friends of the Lester F. Larsen Tractor Test & Power Museum. The LTM Nomination Committee
should inform you of selection by the end of the calendar year immediately prior to your first year of service (which
begins in mid-January of each year).

Please fill in the information fields, answer the three questions posed, and print / mail a hardcopy of your finished
application to:

Jeremy Steele, Associate
LTM Museum (Nominating Committee)
PO Box 833083
Lincoln NE 68583-0833

Application deadline to be established by the Friends Nominating Committee.


                                                           40
APPLICATION, LTM BOARD OF DIRECTORS
Friends of the Lester F. Larsen Tractor Test & Power Museum, UNL, Lincoln NE


Full Name

Mailing Address

Email Address

Phone Number

Previous & Current Occupation(s)


For the questions below, feel free add additional pages as necessary.

QUESTION 1:

Considering your previous experience, what is distinctive about the type and level of interest or expertise that you
would bring to the larger Board of Directors group?



QUESTION 2:

Individual Board members are expected to either provide leadership for, or be an impact player in, one of the
following identified areas of focus:

1.   Strategic Planning
2.   Membership / Fundraising
3.   Communications
4.   Activities
5.   Exhibits / Fleet Management

Which of these identified areas are you most qualified to lead or assist in its forward development? Please explain
why and use examples from your previous experience to support.



QUESTION 3:

What other information about yourself would you like to offer the LTM Nominating Committee for consideration?




                                                              41
                         OPERATIONS – Code of Ethics
                                Statement of Commitment
                           For Members of the Board of Directors

“In establishing policy for and on behalf of the Friends of the Larsen Tractor Museum members,
I am a custodian in trust of the assets of their association. The members recognize the need for
competent and committed elected Board Directors to serve their organization and have put their
trust in my sincerity and abilities. In return, the members deserve my utmost effort, dedication,
and support.”

“Therefore, as a director of the Friends of the Larsen Tractor Museum, I acknowledge and
commit that I will observe a high standard of ethics and conduct as I devote my best efforts,
skills and resources in the interest of the Friends of the Larsen Tractor Museum and its members.
I will perform my duties as a Board Director in such a manner that members‟ confidence and
trust in the integrity, objectivity and impartiality of the Friends of the Larsen Tractor Museum
are conserved and enhanced. To do otherwise would be a breach of the trust which the
membership has bestowed upon me.”

   1. I will always hold the betterment of the membership of the organization as my priority,
      including during all participation in discussions and voting matters.
   2. I recognize that I am obligated to act in a manner which will bear the closest public
      scrutiny.
   3. It is my responsibility to contribute to the Board of Directors any suggestions of ways to
      improve the organization‟s policies, standards, practices or ethics.
   4. I will not abuse my position as a Board Director by suggesting to any Museum
      or organization employee that I am entitled to or expect any special treatment beyond
      regular members of the organization.
   5. I will declare any conflict of interest, be it real, potential, or apparent, which is not
      immediately obvious with regard to any matter being discussed in my presence during a
      meeting.
   6. If the Board decides at any time during a meeting that I have a conflict, I will accept their
      request that I refrain from participating in the discussion and I will leave the meeting at
      the Board‟s request. I understand that the Board‟s decision will be recorded in the
      minutes, either with or without the reasons for the decision being also recorded.
   7. I understand that the following activities are considered by the organization to be
      conflicts of interest, and that conflicts of interest are not limited to the following
      situations:

              where a Director makes a decision or does an act motivated by other or additional
               considerations than “the best interests of the organization;
              where a Director personally contracts with the organization or where he/she is a
               Director of other organizations which are contracting with this organization
              where a Director learns of an opportunity for profit which may be valuable to
               him/her personally or to another organization of which he/she is a member, or to
               other persons known to the Director; and,

                                                42
          where a Director, in any circumstance as related to the organization, puts
           his/her personal interests ahead of the best interests of the organization.

8. I will not knowingly take advantage of or benefit from information that is obtained in the
    course of my official duties and responsibilities as a Board member, and that is not
    generally available to membership.
9. I will be alert to information which the organization can use to develop improved policies
    and strategies.
10. I will protect the organizations information closely and will not release or share
    confidential information without the permission, preferably in writing, of the person who
    provided it.
11. I will maintain confidentiality of all information which the Board deems ought to be kept
    confidential.
12. I will be mindful of resources which are in my trust on behalf of the organization, and
    will help establish policies which ensure the maximization of secure and protected
    resources.
13. I expect to be reimbursed for legitimate expenses incurred by myself for the sake of the
    organization. I will keep all such expenses reasonable and justifiable and will discuss
    expenses which may be in question with the organization‟s president.
14. Should business associates or others offer me gifts, favors, or benefits on a personal basis
    because of the business the organization does with them, I will recognize that such offers
    may be an effort to secure advantage from me, and I will reject such offers on the basis
    that it is against the organization‟s policy to accept gifts from business contacts. The most
    I will accept will be normal promotional handouts of a nominal value.
15. I will not routinely accept the hospitality of others. For example, when meals are taken
    with business colleagues, I will pay for as many meals as do my colleagues.
16. As part of my duties as a Board member, I represent the organization informally and
    formally to other associations, societies, government officials, and business
    representatives. I recognize that it is important that I represent the organization in such a
    way as to leave others with a positive impression of the organization. In my duties I will
    preserve and enhance the good reputation of the organization and will avoid behavior
    which might damage its image.
17. The President of the organization shall ensure that the practice of this policy will be fair,
    just, and equitable in all situations of interpretation and application.
18. The President is ultimately responsible for immediate interpretation, application and
    enforcement of the Board members‟ code of ethics policy. All complaints concerning a
    possible code of ethics violation shall be made in writing to or by the President with a
    copy provided to the complainant;

      The President shall make an initial determination of the issue and shall attempt initial
       resolution of the problem with the complainer and the complainant.
      If this initial attempt at resolution is not successful, the President shall appoint a
       tribunal composed of three board members to investigate the complaint. The tribunal
       is required to investigate as required and submit a written report to the President
       within 30 days. The President will render his/her decision within ten days of receiving
       the tribunal‟s report.


                                             43
          The President‟s decision may be appealed in writing to the Board of Directors for
           consideration the Board‟s next regular meeting at the organization‟s next regular
           scheduled meeting for a final decision. The final decision shall be delivered in writing
           to the complainer and complainant.

   19. Should the President be the subject of a written complaint, the Vice President shall
       perform the duties normally assigned to the President in this matter.
   20. Penalties imposed for breach of the code of ethics may include, but are not limited to, the
       following:

          excluding the Director from portions of all future meetings and discussions which
           relate to the stated conflict of interest;
          censure of the Director, in private, in public, or both; and/or,
          removal of the director from office by a resolution passed by a vote of two-thirds of
           the members voting at an annual or special general meeting of the not-for-profit
           organization‟s members, provided that notice of such a proposed resolution is given
           with the notice calling the meeting.

I have read and I accept the Friends of the Larsen Tractor Museum Code of Ethics for Board
Members.

____________________________________                                _____________________
Signature of Director                                               Date




                                                44
               OPERATIONS – Conflict of Interest Statement
                          Resolution Concerning Conflict of Interest

The Board shall not enter into any contract or transaction with (a) one or more of its Directors,
(b) a Director of a related organization, or (c) an organization in or of which a Director of the
Friends of the Larsen Tractor Museum is a Director, officer, or legal representative, or in some
other way has a material financial interest unless:

              That interest is disclosed or known to the Board of Directors;
              The Board approves, authorizes or ratifies the action in good faith;
              The approval is by a majority of Directors (not counting the interested director);
               and,
              At a meeting where a quorum is present (not counting the interested director);

The interested Director may not be present for discussion to answer questions, but may not
advocate for the action to be taken and must leave the room while a vote is taken. The minutes of
all actions taken on such matters shall clearly reflect that these requirements have been met.

The undersigned person acknowledges receipt of a copy of the “Resolution Concerning Conflict
of Interest” dated ___/___/___. By my signature affixed below I acknowledge my agreement
with the spirit and intent of this resolution and, I agree to report to the President of the Board of
Directors any possible conflicts (other than those stated below) that may develop before
completion of the next annual statement.

_______ I am not aware of any conflict of Interest
_______ I have a conflict of interest in the following area(s)


               _________________________________________________
               _________________________________________________
               _________________________________________________
               _________________________________________________
               _________________________________________________
               _________________________________________________
               _________________________________________________
               _________________________________________________
               _________________________________________________

               ____________________________                                  __________________
               Signature of Board Director                                   Date


                                                 45
OPERATIONS – Board Member Duties, Roles and Responsibilities
      Determine the Museum's mission and purpose.
      Ensure planning advances the mission and purpose of the Museum.
      Determine and monitor the Museum's programs and services.
      Ensure adequate resources become available to support programs and services of the
       Museum.

      Provide Joint Museum Governance with the UNL Dept of Biological Systems
       Engineering.

      Support the Museum Director, Associate and Volunteer Staff and review their
       performance.
      Assess the effectiveness of the Board of Directors to support and provide joint
       governance for the Museum.
                                 Attendance and Involvement
The Board of Directors is the policy-making body of the Friends. The Board coordinates
volunteer support and provides joint governance of the Larsen Tractor Museum. Each Director
is vital to the success of our organization and each candidate must weigh thoroughly their
commitment to the responsibilities and involvement required as outlined.

      Attendance at each regular or called Board meeting. Missing three consecutive Board
       meetings may result in removal from the Board at the discretion of the Board of
       Directors, by majority vote.

      Attendance at the Annual Membership meeting.

      Attendance at functions as approved in the annual calendar.

      Assist in the recruitment of new members.

      Assist in communicating the organization‟s programs through personal contacts with
       other members and leaders of the community.

      Accept committee leadership or active involvement in a Board committee.

      Assist in fund raising for the support of the Museum.

I have reviewed the Board Roles and Responsibilities and agree to serve under these provisions.
       ___________________________________                                 ____________
       Signature                                                           Date


                                               46
                     OPERATIONS – Committee Structure
The standing committee structure of the Friends is prescribed in Articles IX, X and XI of the
Bylaws.

                           Executive Committee - Chris Ford, Chair
Elected officers serve form the Executive Committee. The Executive Committee meets to act in
emergencies for the Board of Directors and to undertake such administrative actions as shall
serve and expedite the purpose of the Friends.

                        Nominating Committee – Bob Hollander, Chair

The Vice President/President-Elect is the Chair of the Nominating Committee. Additional
members include the immediate Past President; and, two members appointed by the Chair. The
Museum Director serves as an ex-officio member.

                         Planning Committee – Bob Hollander, Chair

The Museum Planning Committee, chaired by the Vice President/President-Elect oversees all
programs undertaken by the Friends in conjunction with the Museum.

                     Museum Governance Committee – Ron Yoder, Chair

Joint governance is provided for the Larsen Tractor Museum through a Museum Governance
Committee. The President, and the Vice President/President-Elect of the Friends and the
Director of the Museum serve on this committee chaired by the Head of the Department of
Biological Systems Engineering who is granted the sole power to veto.

                             Activities – Donelle Moormeier, Chair

Spearhead conception, planning, and organization of Open House Event on Saturday, May 01
2010. Assess / prioritization of other State events, assist coordination of LTM effort. Examine
possibility of LTM Auction event (to be coordinated with Membership / Fundraising Committee.

                           Collections – Luis Vasquez, Exhibit, Chair
                                        Doug Koozer, Fleet Management, Chair

Continue with cataloging and documentation of current LTM collection. Generate a curatorial
mission and identify strategic acquisitions to improve pursuit of LTM Mission Statement.
Improve language an accuracy of artifact descriptions.

Provide oversight and strategies for growth for the UNL Restoration Club. Provide maintenance
of existing tractor collection. Assess current maintenance practices and generate guidelines for
future maintenance to insure preservation of collection for long-term curatorial use.




                                               47
                    OPERATIONS – Committee Structure
                           Communications – Amy Struthers, Chair

Continue improvement to internal communications such as LTM newsletter. Assess LTM
website effectiveness. Conceptualize a larger campaign (print media, advertising, news features)
to increase public awareness of LTM museum content and museum location.

                      Membership / Fundraising – Don Edwards, Chair

Create strategies for expanding membership (overall number, but also identification and pursuit
of new membership demographics). Create strategies for fundraising at local regional & national
scales (to be coordinated with Communications). Examine possibility of LTM Auction event (to
be coordinated with Activities)

                            Strategic Planning – Chris Ford, Chair

Assess existing facilities for short-term and long-term use. Propose non-structural physical
improvements, including entry, giftshop, offices, south exhibition space, & exhibit signage.
Identify and procure non-exhibit display space. Create LTM Vision document, for both internal
mission and external development (Campaign for Nebraska) purposes.




                                               48
         OPERATIONS – Friends Budget History and Proposal
        The Treasurer of the Friends prepares an annual budget. The budget is to be approved by
the Friends Board of Directors. It is to be presented to the Friend‟s membership at the annual
membership meeting in January. Below is the Friend‟s budget history.
       Year              Expenses            Year                           Revenue
                2005     $2,232.04                        2005              $1,420.00
                2006     $3,876.08                        2006              $2,956.00
                2007     $8,554.78                        2007             $10,677.81
                2008     $8,686.44                        2008             $11,912.86
                2009     $9,941.83                        2009             $14,353.05
       Museum Operation and Facility         Donations
              2005     $1,622.44                          2005               $400.00
              2006     $1,758.98                          2006              $1,186.00
              2007     $5,223.54                          2007              $5,636.25
              2008     $5,260.49                          2008              $4,832.31
              2009     $1,396.60                          2009             $10,654.00
       Merchandise Inventory, Sales Tax      Sales
              2005            NA                          2005                    NA
              2006       $463.07                          2006                    NA
              2007      $1,415.06                         2007              $2,226.76
              2008      $1,381.87                         2008              $3,450.50
              2009      $1,250.59                         2009              $2,157.00
       Tractor Maint, Repair and Restore     Membership
                2005      NA                              2005              $1,020.00
                2006     $1,170.00                        2006              $1,770.00
                2007     $1,263.97                        2007              $2,275.00
                2008     $1,291.88                        2008              $2,190.00
                2009     $3,570.13                        2009              $1,043.00
       Advertising, Publicity and Mailings   Certificates of Deposit (Mature Date)
                2005        $609.60          488356 (8/13/2010)              $5,100.95
                2006        $484.03          488357 (8/13/2010)              $5,221.58
                2007        $652.21
                2008        $752.20
                2009       $1,193.00
       2010 Budget Proposal for Friends      2010 Budget Proposal for Museum
           $1,500.00 Activities                    $40,000.00 Personal Services
           $2,000.00 Collections/Exhibits          $15,000.00 Non Personal Services
           $2,000.00 Communications                $55,000.00 Total Services
           $2,000.00 Fleet Management              $12,500.00 Friend's Services
           $5,000.00 LTM General                   $67,500.00 Total Museum Budget
          $12,500.00 Total Friends Budget


                                              49
               PERSONEL JOB DESCRIPTION – President
Job Title: President of the Friends Board of Directors
Reports to: The Board of Directors
I. Position Objective. To lead the Friends as the chief elected officer, to chair the Board of
Directors, and, on behalf of the Board, to provide day to day guidance to the Board in carrying
out the operation of the Friends.
II. Key Duties and Responsibilities. In addition to fulfilling the regular duties of a member of
the Board of Directors, the President is expected to assume the following responsibilities:
   1. Support the Friends and its policies to fulfill the stated mission.
   2. Represent the Friends, its programs, and its policies in order to increase the Friends
       profile and stature in the nonprofit community.
   3. Exercise the governing authority of the Board of Directors when advised to do so by
       agreement of the Board. The President of the Board of Directors may not assert the
       authority of the Board without prior approval from the Board.
   4. To serve on the Museum Governance Committee.
   5. Create task forces, committees, or other entities to manage short-term policy projects.
       Task forces may include members of the Board as well as outside experts. Delegate
       responsibility for short-term policy studies to other members of the Board.
   6. Chair meetings of the Board of Directors. Ensure that the Board meets regularly, at least
       four times each year, to develop goals and policies for the Friends and to provide
       direction to the Museum Director.
   7. Prepare meeting agenda in consultation with the Museum Director. Mediate discussion
       and voting process at meetings.
   8. Act as the chief liaison between the Board and the Museum Director and provide day to
       day guidance to the Museum Director in carrying out the directives of the Board.
   9. Initiate and lead the Board‟s process of annual performance review of the Museum
       Director and staff in consultation with the Museum Governance Committee.
   10. Guide the Board of Directors to establish and advance Friends policies to protect the
       financial health, material assets, and long-term growth of the Friends
   11. Lead the Board of Directors‟ annual and long-term strategic planning for Friends support
       of the Museum. Encourage discussion of ideas and goals, soliciting professional advice.
   12. Enforce adherence to the Friends‟ Bylaws and assure the integrity of the Board process.
   13. Participate actively in the Friends‟ fund raising activities.
   14. Review submitted financial reports and advise the Board of these reports and any
       necessary actions by the Board.
   15. Agree to serve as Immediate Past President of the Board of Directors upon completion of
       service as President of the Board of Directors.
III. Compensation. The President of the Board of Directors serves as a volunteer, and in
accordance with the Friends‟ Bylaws, is not entitled to receive compensation for service.
IV. Term of Service. As specified in the Friends‟ Bylaws. The President of the Board of
Directors is elected by the membership of the Friends, following the election procedures
determined by the Nominating Committee.


                                                50
    PERSONEL JOB DESCRIPTION – Vice President/Pres Elect
Job Title: Vice President/President Elect of the Friends Board of Directors

Reports to: The Board of Directors

I. Position Objective. To assist with leadership of the Friends as one of four volunteer officers
of the Board of Directors and to serve in the capacity of the President of the Board of Directors
when called upon, either at meetings when the President is absent or in all capacities when the
President is unable to serve.

II. Key Duties and Responsibilities. In addition to fulfilling the regular duties of a member of
the Board of Directors and duties describe in the Friends‟ Bylaws, the Vice President/President
Elect is expected to assume the following responsibilities:

   1. Chair meetings of the Board when the President of the Board of Directors is unable to
      attend. Exercise the President‟s authority and assume responsibilities in conducting and
      preparing for any such Board meetings.
   2. The President‟s meeting responsibilities include, but are not limited to, preparing meeting
      agenda in consultation with the officers and the Museum Director, mediating discussions,
      and holding Board votes as necessary.
   3. Assume all duties, responsibilities, and the title of the office of President of the Board
      until the next election if the elected Chair is unable to serve.
   4. To serve on the Museum Governance Committee.
   5. Work closely with the President of the Board of Directors and the Immediate Past
      President to lead the Board in developing policies for the Friends.
   6. Attend Board meetings and participate in projects, discussions, and votes.
   7. Lead Board projects and Board task forces when assigned to do so by the President.
   8. Represent the Friends, its programs, and its policies internally and externally in order to
      increase the Friends‟ profile and stature in the nonprofit community.
   9. With the President of the Board of Directors, enforce adherence to the Friends‟ Bylaws
      and assure the integrity of the Board process.

III. Compensation. The Vice President/President Elect of the Board of Directors serves as a
volunteer, and in accordance with the Friends‟ Bylaws, is not entitled to receive compensation
for service.

IV. Term of Service. As specified in the Friend‟s Bylaws, The Vice President/President Elect is
elected by the membership of the Friends, following the election procedures determined by the
Nominating Committee.




                                                51
                PERSONEL JOB DESCRIPTION – Secretary
Job Description: Secretary of the Friends Board of Directors
Reports to: The Board of Directors
I. Position Objective. To maintain accurate records for several purposes, including accurate
recollection of decisions; determination of eligibility to vote; continuity of policies and practices;
and accountability of Directors and officers.
II. Key Duties and Responsibilities. In addition to fulfilling the regular duties of a member of
the Board of Directors, the Secretary is expected to assume the following responsibilities:
   1. Be responsible for ensuring that accurate and sufficient documentation exists to meet
       legal requirements, and to enable authorized persons to determine when, how, and by
       whom the Friends‟ business was conducted.
   2. Ensures that the records of the organization are maintained as required by law and made
       available when required by authorized persons.
           a. Records may include:
                    i. Founding and governing documents.
                   ii. Lists of directors and contact information.
                  iii. Board and committee meeting minutes.
                  iv. Financial reports.
   3. Maintains membership records and performs other duties as the need arises and/or as
       defined in the bylaws.
   4. Manage the general correspondence of the Board of Directors except for such
       correspondence assigned to others.
   5. Provide items for meeting agendas as appropriate.
   6. Ensure proper notification is given of directors' and members' meetings.
   7. Manage and submit various reports to the Board of Directors.
   8. Ensure an up-to-date copy of the bylaws is available at all meetings.
   9. Record minutes of meetings, ensures their accuracy, and availability.
           a. Minutes may vary with the jurisdiction but should include at a minimum:
                    i. date, time, location of meeting;
                   ii. list of those present and absent;
                  iii. list of items discussed;
                  iv. list of reports presented; and,
                   v. text of motions presented and description of their disposition.
   10. The Secretary signs a copy of the final, approved minutes and ensures that this copy is
       maintained in the corporate records.
   11. In the absence of the President and Vice-President/President Elect, the Secretary calls the
       meeting to order, presiding until a temporary chairperson is elected. The secretary records
       meeting minutes as described above.
   12. May be designated by the Board of Directors as one of the signing officers for certain
       documents. In this capacity, the Secretary may be authorized or required to sign or
       countersign checks, correspondence, applications, reports, contracts or other documents
       on behalf of organization.


                                                 52
III. Filing of Documents. The Secretary may be the registered agent with respect to the laws of
the jurisdiction.; the person upon whom legal notice to the corporation is served, and responsible
for ensuring that documents necessary to maintain the corporation are filed.

IV. Delegation of Duties. Through the Board of Directors, certain duties of the Secretary may
be delegated to the President, Board members and/or committees as appropriate; however, the
accountability for them remains with the Secretary.

V. Compensation. The Secretary of the Board of Directors serves as a volunteer, and in
accordance with the Friends‟ Bylaws, is not entitled to receive compensation for service.

VI. Term of Service. As specified in the Friend‟s Bylaws. The Secretary is elected by the
membership of the Friends, following the election procedures determined by the Nominating
Committee.


               PERSONEL JOB DESCRIPTION – Treasurer
Job Description: Treasurer of the Friends Board of Directors

Reports to: The Board of Directors

I. Position Objective. To serve as financial officer of the Friends.

II. Key Duties and Responsibilities. In addition to fulfilling the regular duties of a member of
the Board of Directors, the Treasurer is expected to assume the following responsibilities:


   1.   Keep accurate financial records for the Friends.
   2.   Deposit money and checks in the name of and to the credit of the Friends.
   3.   Manage the review of and action related to the Board's financial responsibilities.
   4.   Assist in the preparation of the budget, help develop fundraising plans, and make
        financial information available to Board members and the public.
   5.   Work with the President to ensure that appropriate financial reports are made available to
        the Board on a timely basis.
   6.   Assist the President in preparing the annual budget and presenting the budget to the
        Board for approval.
   7.   Make a financial report at each Board meeting.
   8.   Review the annual audit and answers questions about the audit.

V. Compensation. The Secretary of the Board of Directors serves as a volunteer, and in
accordance with the Friends‟ Bylaws, is not entitled to receive compensation for service.

VI. Term of Service. As specified in the Friend‟s Bylaws. The Treasurer is elected by the
membership of the Friends, following the election procedures determined by the Nominating
Committee.


                                                 53
                        DIRECTORY – Board of Directors
Board member terms extend through provided year.

Boden, Dana W.R.
Term 2010              C. Y. T. Library                 402-472-4412           dboden1@unl.edu
                       Lincoln, NE 68583-0717

Christ, Jim
Term 2011              1741 K Apt A3                    402-217-3499        jchrist42@neb.rr.com
                       Lincoln, NE 69508
Dinges, Dale
Term 2012              1609 S Cotner Blvd               402-488-5154         ddinges@neb.rr.com
                       Lincoln, NE 68506

Edwards, Don
Term 2011              11420 Wenzel Dr.                 402-489-7395         dedwards1@unl.edu
                       Lincoln, NE 68527
Ehlers, Larry
Term 2010              4520 S. 58th St.                 402-489-6773     leehlers@windstream.net
Secretary 2010         Lincoln, NE 68516
Ford, Chris
Term 2011              UNL 241 Arch Hall                402-472-9239             cford4@unl.edu
President 2010         Lincoln NE 68588-0107

Judith Hackman
Term 2012              3201 S. 31st                     402-261-5471   hackman.judith@gmail.com
                       Lincoln, NE 68502
Hermann, Larry
Term 2012              6420 Lexington St                402-466-0017
                       Lincoln, NE 68505
Hollander, Bob
Term 2012              P.O. Box 6786                    402-730-6262      bhollander@midfin.com
President Elect 2010   Lincoln, NE 68506-0786

Hussin, Roz
Term 2010              1950 J St.                       402-217-2914        bonnroz@yahoo.com
                       Lincoln, NE 68510
Kohl, Jerry
Term 2010              6410 Luann Ln                    402-423-6967
President 2009         Lincoln, NE 68516

Koozer, Doug
Term 2012              21115 A St                       402-440-0087      fordtractorpro@aol.com
                       Eagle, NE 68347




                                                   54
                      DIRECTORY – Board of Directors
Kreiling, Brandon
Term 2010            814 N 78th St                402-990-0485                blkreiling@cox.net
                     Omaha, NE 68114

Moormeier, Donelle
Term 2011            2407 E State Hwy 41          402-472-2069            dmoormeier1@unl.edu
                     Cortland, NE 68331

Raymond, Howard
Term 2011            Box 33                       308-650-1527 (cell)       howster@nebnet.net
                     Welfleet, NE 69170           308-367-4887 (work)

Sheets, Keith
Term 2010            3720 N 13th                  402-476-2048               o52tractor@aol.com
                     Lincoln, NE 68521

Smith, Darold
Term 2012            390 Bruce Drive              402-488-7206      smittytractor@hotmail.com
                     Lincoln, NE 68510

Sposato, Richard
Term 2011            7155 S 75th                  402-423-4741          rcsposato@windstream.net
                     Lincoln, NE 68516

Struthers, Amy
Term 2011            UNL 337 Andersen Hall        402-472-3528               astruthers2@unl.edu
                     Lincoln, NE 68588

Tooker, Russ
Term 2012            3680 J Rd                    402-367-6115             rjtooker@dtnspeed.net
                     David City, NE 68632

Luis Vasquez
Term 2012            2800 Woods Blvd #1108        402-570-7424               luisgster@gmail.com
                     Lincoln, NE 68502




                                             55
                       DIRECTORY – Museum Staff
Bill Splinter
                   Director                      wsplinter1@unl.edu
Lou Leviticus
                   Curator                       lleviticus1@unl.edu
Mark Nickolaus
                   Docent
Jeremy Steele
                   Associate                     jsteele4@unl.edu

Mailing Address
                   Larsen Tractor Museum         402-472-8389
                   P.O. Box 830833
                   Lincoln, NE 68583


                  DIRECTORY – Tractor Test Laboratory
Roger Hoy
                   Director                                            rhoy2@unl.edu
Dave Morgan
                   Assistant Director                                  dmorgan1@unl.edu

Brent Sampson
                   Research Engineer                                   bsampson1@unl.edu
Ray Kubert
                   Research Technician                                 rkubert1@unl.edu
Mailing Address
                   Tractor Test Lab              402-472-2442
                   P.O. Box 830832
                   Lincoln, NE 68583


        DIRECTORY – Dept of Biological Systems Engineering
Ronald Yoder
                   BSE Department Head           402-472-3905          ryoder1@unl.edu
                   223 Chase Hall
                   Lincoln, NE 68583-0726



                                            56
             DIRECTORY – University of Nebraska Foundation
Ann Bruntz
                    Liaison                402-472-0372            abruntz@foundation.nebraska.edu
                    NU Foundation
                    1010 Centennial Mall
                    Ste. 300
                    Lincoln, NE 68508



                           DIRECTORY – Web Sites
Larsen Tractor Museum              http://tractormuseum.unl.edu

Tractor Test Laboratory            http://tractortestlab.unl.edu

Tractor Test Archives              http://tractorpedia.unl.edu

UNL Digital Collections            http://contentdm.unl.edu

UNL Digital Commons                http://digitalcommons.unl.edu

Video Archive - YouTube            http://www.youtube.com/TractorMuseum

Video Portal - ItunesU             http://itunes.unl.edu




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