Intrepid Museum Foundation Inc.

“Kenneth fisher, steven fisher and winston fisher, all members of the board of trustees of the museum, are family members.”

“The form 990 was prepared by the museum's outside accounting firm with information provided by the museum's staff. Management reviewed the form and provided additional comments. A draft copy was distributed to the audit committee via e-mail. The committee members are given an opportunity to review the form and ask for additional information or make comments prior to finalization. The final form 990 is submitted to the audit committee for their final review and approval via e-mail prior to the filing date. Once approved, the form 990 was sent via e-mail by the chairman of the audit committee to members of the board of trustees for their review. The board of trustees is required to acknowledge their receipt of the form by email. The form 990 is then approved by management and e-filed with the irs.”

“The board of trustees (the "board") is the governance authority for the intrepid museum founation (the "museum") and its members have a fiduciary obligation to act in the best interest of the museum without regard to their personal interests. The board provides guidance and oversight for the development and implementation of the museum's policies and programs to see that museum activities are conducted and resources are utilized in support of the museum's mission, in accordance with professional standards and practices. Trustees must exercise due diligence and good faith in carrying out their duties on behalf of the museum, and should refrain from taking any action that might conflict, or appear to conflict, with the interests of the museum. This code of conduct and ethics (this "code") is intended to provide guidance to trustees to help them with their responsibilities, recognize and deal with ethical and compliance issues, provide mechanisms to report unethical conduct, and help foster a culture of honesty and accountability. Each trustee must comply with the letter and spirit of this code. This code is intended to supplement but not replace any applicable state or federal laws governing ethical conduct or conflicts of interest applicable to non-profit organizations. No code or policy can anticipate every situation that may arise. Accordingly, this code is intended to serve as a source of guiding principles for trustees. Trustees are encouraged to bring questions about particular circumstances that may implicate one or more of the provisions of this code to the attention of the chairman of the audit & compliance committee, who may consult with legal counsel as appropriate. 1. Trustee responsibilities. The responsibilities of the board and trustees are set forth in the intrepid museum foundation board of trustees position description, which is updated from time to time. The board of trustees is the governance authority for the museum and has the authority and responsibility for overseeing that museum resources, programs and activities support the museum's mission. The board is responsible for reviewing and monitoring the strategic direction of the museum, providing guidance on and oversight of policies and operations and seeing that museum resources are responsibly and prudently managed in compliance with legal and ethical requirements. Trustees are required by law to adhere to a duty of care and duty of loyalty in carrying out the responsibilities of the board. A trustee's duty of care refers to the responsibility to exercise appropriate diligence in overseeing the management, business and affairs of the museum, making decisions and taking other actions. In meeting the duty of care, trustees are expected to: a. Attend and participate in board and committee meetings. Participation (whether in person or by remote communication) is required. Trustees may not vote or participate by proxy. B. Remain properly informed about the foundation's business and affairs. Trustees should review and devote appropriate time to studying board materials. C. Rely on others. Absent knowledge that makes reliance unwarranted, trustees may rely on board committees, management, employees, and professional advisors. D. Make inquiries. Trustees should make inquiries about potential problems that come to their attention and follow up until they are reasonably satisfied that management is addressing these problems appropriately. A trustee's duty of loyalty refers to the responsibility to act in the museum's best interests consistent with its mission, not the interests of the trustee, a family member or an organization with which the trustee is affiliated. Trustees must also act in good faith. Trustees should not use their positions for personal gain. The duty of loyalty may be relevant in cases of conflict of interest (section 2 below) and corporate opportunities (section 3 below). 2. Conflicts of interest. Trustees should try to avoid taking any action”

“The executive committee and the board, via the budget presentation and approval process, are responsible for approving the hiring compensation and annual evaluations for salary increases. The committee studies market compensation and competitiveness, analyzing both economic climate, current budget restrictions if hire is within a budget cycle, competitive data at similar institutions in metropolitan locations beginning with nyc (comparing budget size, position responsibility, number of subordinates to be managed, etc), position within non-profit world and for profit world. They also use current survey data for comparative analysis from various applicable sources in the museum field, such as american association of museums, museum association of ny, as well as a salary survey from pnp (professionals for non-profits) and comparative salary information from the new york cultural institutions human resources group, and data available for the fields applicable to the position, e.g. Accounting, operations, education. At most senior levels, president discusses requirements and proposed salary range with the compensation committee. For president, the co-chairmen of the board would be involved in the decision-making process and discuss requirements and salary ranges with members of the compensation and executive committees. To establish salary increases and bonuses, the president assesses performance of direct reports, and president's performance is assessed by co-chairmen. At the end of the fiscal year, all staff, including senior staff, undergo performance reviews. Senior management performance is evaluated based on goals set for the museum, each department, management of respective teams, and success of overall venue. (success is measured through revenue, brand awareness, customer satisfaction, growth of programming and content, growth in attendance, integrity and upkeep of safe infrastructure.) based on those assessments, the president recommends salary increases and bonuses for each member of senior management to the compensation committee based on achievements and budget availability. The compensation committee engages a compensation consultant to perform market studies of comparable organizations and senior management positions. It meets with the consulting firm and the president of the museum. If the compensation committee has any questions or recommendations, the president addresses them and makes revisions. The committee then considers the president's recommendations and approves them or directs the president to modify her recommendations based on other factors. The president also presents her accomplishments to the co-chairmen of board for review. The co-chairmen consult with the compensation committee and compensation consultant to approve salary increases and bonuses for the president. If bonus and salary increases are approved by the compensation committee, the chairman of the compensation committee advises the president, and the proper documentation is prepared and submitted to finance and the bonuses are paid and the increases are implemented. This process was last undertaken during fy16.”

“The museum makes its form 990 available for public inspection as required under section 6104 of the internal revenue code by having the 990 posted on guidestar.org as well as the intrepid website. In addition, forms 990 and 1023 as well as the conflict of interest policy, articles of incorporation, by-laws and financial statements are available to the public upon written request of the museum at one intrepid square (w. 46 st. & 12th ave.), new york, ny 10036.”

“The museum makes its financial statements and certain of its corporate documents regarding its 501(c)(3) status available to the public on its website. The museum makes certain of its governing documents and its conflict of interest are available to the public on request.”

“New exhibitions the following exhibitions increase the visibility of artifacts in the intrepid museum and expand opportunities for museum tour guides and educators to enhance the visitor experience. On the line: intrepid and the vietnam war (opened october 2015) the temporary exhibition on the line: intrepid and the vietnam war explores the events and impact of the vietnam war through the lens of intrepid's history. The exhibition, opened in 2015 to mark the 40th anniversary of the conclusion of the war, is set within the very spaces where men lived and served. It focuses on the experiences of intrepid and its crew "on the line"-the periods when the ship was active in the gulf of tonkin, launching aircraft for missions over mainland vietnam. The exhibition includes artifacts, photographs and film clips from the museum's collection, many of which are on display for the first time. The exhibition also draws from the museum's oral history project, an initiative launched in 2013 to record and preserve the stories of those who served on intrepid. Highlighting the accounts of several former crew members, the exhibition offers visitors the chance to hear the experiences of veterans in their own words and learn history firsthand. This exhibition was co-curated by teresa iacobelli, guest curator; eric boehm, curator of aviation and aircraft restoration; and jessica williams, curator of history and collections. City at sea: uss intrepid (opened october 2015) the permanent exhibition city at sea: uss intrepid explores life and work on board an aircraft carrier within the very spaces where crew members lived and worked. Intrepid, which served in the u.s. Navy from 1943 through 1974, supported a crew of 3,000 sailors, aviators and marines. The exhibition focuses on the experiences and perspectives of these men. City at sea includes interactive video stations in several areas of the ship, including the combat information center, fo'c'sle, officer berthing and mess deck. The stations feature video interviews with former crew members, who talk about their experiences on intrepid and reveal what it was like to serve on board an aircraft carrier in times of war and peace. The exhibition content-videos as well as exhibition texts-are available on the museum's website. Additions to the museum's collection recent additions to the collection deepen the museum's ability to provide rich interpretation of american and global history. Oral history project over the past fiscal year, the museum recorded 22 oral histories. In september 2015, the museum captured six interviews during a reunion of va-34 squadron members that was held at the museum. Va-34 served on board intrepid in 1967, during the ship's second tour of duty during the vietnam war. The interviews included four pilots, the wife of one of the pilots and the squadron's intelligence officer. In april 2016, two members of the oral history team traveled to texas to interview world war ii fighter pilot wes hayes and his wife june, as well as world war ii crew member robert tiffany. Other interview highlights include william d'antico, a barber and host of a radio program on board intrepid; henry mouzon, a steward's mate who was injured in a kamikaze attack during world war ii; and karol bobko, an astronaut who served as a chase plane pilot during the approach and landing tests of the space shuttle enterprise. Aircraft restoration the aircraft restoration team completed a refurbishment of the sikorsky hh-52a seaguard helicopter. This work included a complete redesign and installation of a reinforced floor, which will facilitate vip tours, birthday party groups and special access needs. The restoration team also repainted the cold war-era, soviet-designed mig-21 with the markings of the north vietnamese air force. The aircraft is now used for interpretation in the exhibition on the line: intrepid and the vietnam war. The team also completed extensive paint touchup and corrosion mitigation and stabili”

“Access programs the museum provided 258 programs for 3,060 people with cognitive, sensory, physical or emotional needs. An additional 766 support staff, instructors and caregivers also participated in these programs. Programs were offered regularly during weekdays and weekends. Offerings included american sign language (asl)-led public tours for adults; asl-interpreted school programs for students in grades k-12; verbal description and touch tours for adults who are blind or have low vision; verbal description and touch tours for student groups; modified school programs for k-12 students; programs for visitors with dementia and their caregivers; family programs for children with developmental or learning disabilities and their families; and early morning openings for families affected by autism. The museum's access programs are designed to hone social and communication skills, and they incorporate activities, tactile supports, touch-collection objects, music and photographs. The access team facilitated 32.5 direct service hours for 12 campers during the weeklong all access maker camp, where children were challenged to tinker and create. It also piloted military family programs for returning veterans and their families. Community engagement programs over 3,800 people participated in community programs led by museum educators at libraries, community centers, hospital schools and community events. Programs engaged people of all ages and promoted family learning through demonstrations, experiments, discussion and guided artifact-based learning, with a focus on intrepid's history, aviation, water science and space science. The multi-visit math and design program created for high school students incarcerated on rikers island was expanded and offered at department of youth and community development sites across the city as part of a special partnership. The program also included training site staff. In addition, the museum continued to work with doe hospital schools and offered two 10-part programs delivered to homebound senior citizens over the phone through a partnership with dorot. The museum continued to collaborate with the new york city department of homeless services to arrange visits to the museum for more than 1,000 children and adults. Museum educators organized four events at the museum and provided programming at community locations. The on-site events included tours of the museum, hands-on activities, demonstrations, performances and a meal. The museum continued its partnership with the administration for children's services, providing programming for 144 children, all of whom had been removed from their homes within the previous 48 hours because of abuse or neglect and had not yet been placed in a permanent facility. During this vulnerable time, the museum provided a chance for fun, engagement and a sense of normalcy. No-fee tours and workshops were also delivered at the museum to students in non-secure detention through the doe's district 79, which serves students with legal issues and little success in a traditional classroom. Out-of-school time programs out-of-school time and enrichment programs, such as camp intrepid, were offered in the summer and during school breaks throughout the year. Programs highlighted a range of topics through activities, tours, demonstrations and experiments. During camp intrepid, each week included opportunities for campers to visit the museum's historic spaces, receive guided access to select airplanes and explore the museum's exhibits-including the space shuttle enterprise and the submarine growler-all while learning about intrepid's ports of call, space science, marine science, ancient navies and aviation. Through the support of the doe's initiative stem matters, the museum provided stem s.t.a.r.s., a free one-week summer program for middle school students and a one-week spring program for upper elementary students. The museum also served as an after-school site for teen thursdays, ano”

“The foundation's process followed for audit oversight and selection of an independent accountant has not changed from the process employed in the prior year.”