1

Board of Trustees Handbook

Natural History Family of Museums

2016-20

17

2

SuccessesYEAR IN REVIEW

Reach: A record 1.3 million people were inspired by the museums in FY16: 870,720 at NHMLA; 396,210 at the La Brea Tar Pits and Museum; 24,201 at the William S. Hart Museum; and 28,247 through the Mobile Museum program.

Engagement: L.A. citizen scientists submitted 40,100 nature observations.

Dedication: Scientists authored 86 papers. Volunteers gave 72,598

hours. The advancement team raised over $7 million.

Explore: A new Butterfly and Spider Pavilion opened, and the social media campaign

#HowDoYouMuseum soared.

1

OverviewA Public-Private Partnership 3Museum Statements 4Museums at a Glance 5The Natural History Family of Museums 6

Inside the MuseumsCollections 9Visitor Experiences at NHMLA 17Visitor Experiences at La Brea Tar Pits and Museum 20Special Exhibits 22Public Programs 24Education 28

Museum SupportFundraising 33Trustee Giving 34Membership Levels 35Volunteer Programs 36

Board of TrusteesWho's Who 38Profiles 40

COMMITTEE CHARTERS

Advancement 46Audit 47Board Affairs 49Budget 50Investment 5 1Museum Content 53

CODE OF ETHICS

Institutional 54 Preface 57Responsibilities of Trustees 58Responsibilities of Staff Members 61Responsibilities of Volunteers 65

Contents

2

REFERENCE MATERIALS

Annual Calendar 66Executive Staff and Contact Information 67County of Los Angeles Board of Supervisors 68NHMLA Board of Governors 70

BylawsBylaws of Los Angeles County Museum of Natural History Foundation 72

33

A Public-Private Partnership

The Natural History Museum of Los Angeles County is a public-private partnership between the non-profit Natural History Museum Foundation and the County of Los Angeles. The Foundation Board of Trustees appoints most of its own members, with members of the County-appointed Board of Governors also serving as Trustees so the Board meetings can provide unified Museum oversight, policy, and governance. The Museum’s operational revenue base is derived from public funding, secured by a contractual agreement with the County, and private funding, in the form of gifts, grants, and Museum enterprises.

The three institutions that comprise the Natural History Family of Museums include: the Natural History Museum of Los Angeles County, the La Brea Tar Pits and Museum, and the William S. Hart Museum. The Natural History Family is accredited by the American Association of Museums.

Overview

4

Mission Statement

The mission of the Natural History Museum of Los Angeles County is to inspire wonder, discovery, and responsibility for our natural and cultural worlds.

Vision Statement

Human beings are connected — to each other, to communities, to other species, and to the Earth. As humans increasingly influence natural systems, it is critical that we understand these relationships. This understanding, in the context of the history of the Earth and its inhabitants, guides our approach to investigation and interpretation. By integrating our global research and extensive collections with engaging educational experiences that reveal all aspects of our work, we provoke curiosity and deepen understanding of our natural and cultural worlds. This dynamic learning laboratory and forum for the exchange of ideas is a new model that sets the standard for museums of the future. We inspire the widest possible audience to enjoy, value, and become stewards of the living Earth.

Strategic Intent for NHMLA’s Future

Now is the time to envision NHMLA's next phase as an essential destination for a broader range of Angelenos, and an integral and active force in Los Angeles’ cultural and creative landscape. To this end, leadership at NHMLA has partnered with LaPlaca Cohen to guide a strategic visioning process that will define a strategic framework, an insight-driven set of values, goals, and principles, to help guide the organization in critical decision-making over the next 5-10 years; help define NHMLA's distinct role in the local and global landscape of culture, environmental awareness, innovation, and research; and finally, help define opportunities for greater access to NHMLA through its collections, master planning, communications, digital initiatives, and partnerships.

5

Museums at a Glance

IN FISCAL YEAR 2016

STAFF, FRIENDS, VISITORS

• The Museum staff consisted of 385 employees, 374 of which are employed by the Natural History Museum Foundation and 11 by Los Angeles County.

• The Museum had 31,874 members and 871 active volunteers.

• Through field trips, teacher workshops, homeschool events, and the Mobile Museum program, the three museums in the Natural History Family served 227,000 students and teachers free of charge.

• The Family of Museums served a record 1.3 million people (870,720 at NHMLA; 396,210 at the La Brea Tar Pits and Museum; 24,201 at the William S. Hart Museum; and 28,247 through the Mobile Museum program).

OPERATING PERFORMANCE

• The Museum ended the year with $47.7 million in total operating revenue.

• Total County funding in FY16 was $19.6 million.

• Total endowment draw in FY16 was $3.4 million for operations and $3.9 million for debt service.

ENDOWMENT

• As of June 30, 2016, the Foundation’s net assets were estimated to be approximately $149 million, of which the majority ($134 million) is unrestricted.

• The Foundation’s long-term investments as of June 30, 2016 were approximately $141 million.

• As of June 30, 2016, the composition of the Foundation’s Pool A investments were as follows: 59% of the investments’ market value in global equity (including 6% in Berkshire Hathaway stock); 16% in fixed income funds; 9% held in real assets; and 16% held in absolute return fund.

6

The Natural History Family of Museums

NATURAL HISTORY MUSEUM OF LOS ANGELES COUNTY (EXPOSITION PARK, CA)

After a decade-long transformation, the Natural History Museum of Los Angeles County (NHMLA) is a unique indoor-outdoor destination. Its foundation is one of world's most extensive and valuable collections of natural and cultural history — from meteorites 4.5 billion years old to new species discovered every year by Museum scientists. In immersive visitor experiences, including Age of Mammals and the Dinosaur Hall, visitors are awed by extraordinary specimens but can also explore these specimens’ stories — how scientists discover, collect, and research them. In Becoming Los Angeles, this “how we know what we know” approach is also at work: The exhibition explores the ways that L.A. has evolved over time. In addition to the history of life on the planet, NHMLA investigates today’s urban wildlife in the outdoor 3½-acre Nature Gardens and indoor Nature Lab. Other beloved exhibits include the Museum’s classic habitat dioramas, an exquisite gem and mineral hall, ancient Latin American archaeological treasures, and behind-the-scenes experiences such as the Dino Lab, an active paleontology lab where dinosaur fossils are prepared daily in public view, and the hands-on Discovery Center, where families can explore specimens and science activities together. The unifying themes in all of these experiences are the interplay of nature and culture, and change over time.

900 Exposition Boulevard, Los Angeles, CA, 90007. Open seven days a week from 9:30 am to 5 pm $12 for adults; $9 for college students with ID and seniors 62+; $9 for youth 13-17; $5 for children 3-12; FREE for children 2 and under, Museum members and active military personnel and families. For further information, visit the Museum’s website at www.nhm.org or call 213.763.DINO.

7

LA BREA TAR PITS AND MUSEUM (HANCOCK PARK, CA)

The asphalt seeps at the La Brea Tar Pits represent the only consistently-active and urban Ice Age excavation site in the world. This makes the campus a unique “site museum” — where fossils are discovered, excavated, prepared, and displayed in one place. Outside, all year long, visitors can watch paleontological excavators carefully extract fossils of animals trapped in the seeps 10,000 to 40,000 years ago in both Project 23 and Pit 91, which was re-staffed in 2014. The mid-century Observation Pit, the first museum in Hancock Park, was refurbished and reopened for “Excavator Tours.” Inside the Museum, visitors see the next step of the process, as scientists and volunteers clean, repair, and identify those fossils — including the bones of “Zed,” the most complete Columbian mammoth ever found in the seeps — in the transparent Fossil Lab. The Museum then displays the final result: extraordinary specimens of saber-toothed cats, mammoths, dire wolves, and mastodons, as well as fossilized remains of microscopic plant remains, insects, and reptiles. It is these “microfossils” that are the current focus because of what they reveal about ancient climate, and the nature of climate change today. Programming has been invigorated at the Museum, with Ice Age Encounters on the weekends, featuring a life-sized saber-toothed cat puppet in a renovated theater, and daily, indoor-outdoor tours that explore the Museum and the tar pits.

5801 Wilshire Boulevard, Los Angeles, CA, 90036. Open seven days a week from 9:30 am to 5 pm $12 for adults; $9 for college students with ID, seniors 62+ and youth 13-17; $5 for children 3-12; FREE for children 2 and under, Museum members, and active military personnel and families. For further information, visit the Museum’s website at www.tarpits.org or call 323.934.PAGE.

WILLIAM S. HART MUSEUM (NEWHALL, CA)

In 1921, silent film star William S. Hart purchased a ranch house and surrounding property in Newhall, north of Los Angeles. He built a 22-room mansion and filled it with Western art, Native American artifacts, and early Hollywood memorabilia. Hart bequeathed this 265-acre estate to Los Angeles County. The majority of the mansion’s rooms are open to the public, and tours and programs take place frequently. Among the ranch’s permanent residents is an assortment of animals, including a small herd of bison, a gift from the Walt Disney Studios in 1962.

24151 Newhall Avenue, Newhall, CA, 91321. Open Wednesday through Friday from 10 am to 12:30 pm and weekends from 11 am. to 3:30 pm, with tours every half hour. Admission is free. For further information, visit the Museum’s website at hartmuseum.org or call 661.254.4584.

8

New Butterfly and Spider Pavilion

Our beloved seasonal habitat was rebuilt with three things in mind: modern visitor amenities, more flying area for the butterflies, and better web-spinning spots for spiders.

Inside the Museum

s

9

Collection Highlights

The diversity of life on this planet and its relation to humanity cannot be understood and measured without the existence of museum collections — the records of life on Earth. Within the enormous scope of NHMLA’s collections, our researchers are particularly interested in the interaction between nature and culture. Our interests include a range of topics that relate to geologic and biologic evolution, and the historical and social roots of our cultural diversity, and how these two groups affect one another.

Some of our scientists work primarily at the genetic level, understanding biodiversity from the perspective of the diversity contained in the discrete populations that make up the distribution of a given species. Others work at a macro-evolutionary level, looking at diversity and evolutionary patterns across time, and studying how organisms have adapted to the ever-changing environment. Our earth scientists are involved in understanding how minerals reveal the history of the planet. And our cultural scholars explore the fabric of cultural diversity — their focus is the history of California and the diversity of peoples that have lived, and live, in the Americas.

Cultural Studies

ANTHROPOLOGY AND ARCHAEOLOGY

Anthropology is the study of humankind — past and present. The Anthropology Department curates archaeological and ethnographic objects collected by and donated to the Museum. The archaeology collection includes approximately 100,000 ancient artifacts.

33,000 cultural objects from North, Middle, and South America, the Pacific, Australia, Asia, and Africa comprise the ethnology collection. The tools, costumes, and art objects in the ethnology collections document the changes in material culture of indigenous societies caused by the dynamic global interactions of recent centuries and the inherent vitality and continuing diversity of traditional cultures around the world.

HISTORY

The History Department is one of the founding collections of the Museum and remains the most heavily used collection by the general public. The Department is committed to preservation, research, and public access that enable people of all ages, backgrounds, and interests to understand and appreciate the history and culture of the United States, with a special emphasis on Southern California and the American West.

The collections of the History Department are organized according to format: Material Culture (three-dimensional objects) and the Seaver Center for Western History Research (two-dimensional artifacts). Among the highlights of the collection are the largest Hispanic collection in the U.S. outside the Catholic Church; world renowned motion picture artifacts; one-of-a-kind automobiles; a photographic collection documenting the entire spectrum of photographic processes; rare posters; and historic government records.

10

The Museum was the city’s first public repository in which donors included early city families, motion picture makers and car manufacturers. In addition, the Department is also responsible for the care of collections housed at the William S. Hart Museum.

Conservation and RegistrarConservation is a field devoted to preserving cultural artifacts, natural history specimens, and artworks for future generations. Long-term preservation of these materials is achieved through research, documentation, treatment, and preventive care. These activities require knowledge and skills acquired from a range of disciplines, so conservators often have backgrounds in chemistry, art history, anthropology, and fine art. Conservators specialize in a particular type of object or material, such as paintings, sculpture, works of art on paper, textiles, furniture, archaeological, or ethnographic objects.

The Registrar’s Office holds documentation on all accessioned collection specimens, artifacts, and artwork dating from the very first object donated to the Museum in 1911 to present day. The registrars maintain insurance coverage for the Museum’s collections and loans and are therefore responsible for the care, safety, and risk management of these collections and loans. The Registrar’s Office also generates the Annual Report of collection and loan activity for the Board of Governors. Conservation and the KE EMu Database Specialist partner with the Registrar’s Office to form a department that strives for best practices in collections care and audit function.

Registrars administrate the documentation of all collection donations, purchases, and deaccessions, as well as incoming and outgoing loans, and exhibits. They track collection and loan locations, oversee their movement, storage, installations, and deinstallations. Registrars are involved in all interactions involving artifacts and specimens designated for exhibits and storage. They are therefore often responsible for the logistics of moving unique or oversized objects, such as dinosaur fossils or a streetcar, safely in and out of the Museum or warehouse.

Collection data, accessions, transactions, conservation measures, location tracking, and digital assets are recorded within the KE EMu Collections Management System. 1.1 million specimens and objects have been cataloged along with 150,000 digital assets and over 250,000 affiliated records. The system’s flexible reporting permits geographic mapping, labels, calculations, summarizations, and detailed compilations, along with digital media. KE EMu data and images are also made available on the web for public browsing.

Research Library and Museum ArchivesThe Research Library collection consists of materials in a variety of fields, including anthropology, ethnology, history, mineral sciences, paleontology, and zoology. The collection consists of over 250,000 books, journals, maps, and Special Collection materials in print as well as some electronic content and access to electronic journals and databases. The Research Library has a presence through the NHMLA website and an online catalog available to the staff and the general public.

11

The collections housed in the Museum Archives preserve the history of the Natural History Museum and the La Brea Tar Pits and Museum during over 100 years of continuous operation. In addition to extensive document collections that include exhibit programs, personal papers, scrapbooks, and newspaper clippings, the Museum Archives has an extensive photographic collection of the museum building, the Exposition Park and Hancock Park surroundings, current and former staff, and a growing collection of digitized films and other content.

Natural Sciences

DINOSAUR INSTITUTE

The Dinosaur Institute (DI) houses the Museum's Mesozoic Era collection, meaning fossils that date from 250 million years ago to 65.5 million years ago. This collection includes fossils of dinosaurs as well as fossils of tetrapods (four-limbed vertebrates) that lived alongside the dinosaurs, such as flying and marine reptiles, crocodiles, turtles, amphibians, and early mammals. The fossils in the collection have been acquired over nearly a century, and the collection continues to expand rapidly through the DI’s field program.

The DI runs expeditions several times a year to collect fossils from Utah, Arizona, Montana, Wyoming, Colorado, Nevada, New Mexico, and right here in California. In recent years, it has also participated in international field and research programs including Argentina, Portugal, and Antarctica.

DI staff provides mentorship in paleontology for a diverse group of people, from volunteers and docents to undergraduate students and postdoctoral fellows. The DI also runs a program of summer internships in fossil management and conservation. A wide range of research is conducted at NHMLA by both staff and visiting researchers, from examining different aspects of the evolutionary history of dinosaurs, including their genealogical connection to birds to understanding the diversity, distribution, and evolution of other Mesozoic animals.

Excavating Late Triassic fossils from the Chinle Formation in northern New Mexico

Associate Curator of the Dinosaur Institute Dr. Nathan Smith (left), NHM volunteer Sarah Edwards (4th from left), and members of the 2016 Ghost Ranch field crew

12

Invertebrate Studies

CRUSTACEA

NHMLA's collections of crustaceans are the second largest in the United States and the fourth largest in the entire world. It is estimated that the crustacean collections currently contain four to five million individual specimens.

Historically, the geographical emphasis and strength of this collection has been the Eastern Pacific, and the collection is the largest in the world for that region. However, the collections are also worldwide in scope with broad representation from the Indian, Pacific, and Antarctic oceans, as well as the Caribbean Sea. Included are marine, freshwater, and terrestrial species.

Ongoing exchange programs with other natural history museums around the world help us build the depth and breadth of the collection. The Crustacea Department maintains these priceless collections, continues to add to the collections as part of our ongoing research programs, conducts basic research on the collections, and unlocks their secrets for the benefit of the Museum’s educational and exhibit programs and, ultimately, the public.

ECHINODERMS

Sea stars and their relatives (the sea urchins, sea cucumbers, brittle stars and feather stars) are arguably the most iconic of marine organisms. Members of the phylum (Echinodermata) occur globally, often in vast numbers, from the shoreline to the deep sea. They are pivotal in the ecology of the ocean, and the basis for valuable commercial fisheries. Extant species, and the fossilized remains of extinct echinoderms, have proved invaluable for evolutionary studies. Research on extant species of echinoderms has produced key advances in biology, on topics ranging from gene regulatory networks to community ecology.

The Museum’s echinoderm collection, one of the 3 largest in the United States, has synoptic worldwide coverage, with an exceptional representation of echinoderms from the Eastern Pacific Region. It is well utilized by staff and visiting investigators to advance our understanding of biodiversity in the broadest sense. The collection includes many unique “type specimens” upon which new species accounts have been based, unusual historical holdings from the early 20th Century, important expeditionary and regional components, in addition to valuable environmental survey specimens.

ENTOMOLOGY

With over 800,000 described species — more than half of all known living organisms — insects are the most diverse group of animals on Earth. The Museum's entomology collection has more than 5.8 million specimens of insects and spiders. It is the largest in Southern California and has specimens from all over the world.

The collection's strength lies in its holdings of specimens of ants, phorid flies, scarab beetles, and moths from North and Central America. Museum scientists conduct world-class research on systematics, studying species and their relationships, the evolution of major groups, and fossil insects in amber. They conduct field work on insect biodiversity at home and in tropical countries. Entomology was one of the Museum’s founding departments, dating back to the institution’s opening in 1913.12

13

INVERTEBRATE PALEONTOLOGY

Invertebrate Paleontology is the study of fossil invertebrates (animals without backbones). The department maintains collections of fossils from all major invertebrate groups including Porifera (sponges); Cnidaria (corals, jellyfish); Arthropoda (trilobites, crabs, insects,); Mollusca (clams, snails, chitons, and cephalopods); Bryozoa (moss animals); Brachiopoda (lantern shells); and Echinodermata (starfish, sea urchins, sand dollars, sea lilies). It also has collections of trace fossils, including the tracks, trails, and burrows of ancient organisms.

Invertebrate fossils are the primary tangible evidence for the rich history of animal life during the last 600 million years of Earth history and provide important clues to understanding the evolution of life and the world's geology. The vast majority of animal species that ever lived are now extinct, and their fossils allow them to be studied. Analysis of the diversity and distribution of ancient animals provides a unique window into the past, allowing us to determine how life has responded to, among other things, extinction and climate change throughout time.

MALACOLOGY

Malacology is the study of mollusks (snails, clams, octopods, etc.). The Malacology Department promotes the scientific study, conservation, and acquisition of extant mollusk species including gastropods (marine, terrestrial, and freshwater snails and slugs), bivalves (marine and freshwater clams), cephalopods (octopus, squid, cuttlefish, and nautilus), polyplacophorans (chitons), scaphopods (tusk shells), aplacophorans (worm-like mollusks), and monoplacophorans (‘primitive’ limpet-like snails). The collection is worldwide in scope with an emphasis on the eastern Pacific Ocean (arctic Alaska to southern Chile) and includes an estimated 500,000 lots containing approximately 4.5 million specimens.

MARINE BIODIVERSITY CENTER

The MBC is the Museum’s core facility for integrative biodiversity studies in the marine environment. MBC staff curate hundreds of thousands of specimen lots from across the globe, representing the breadth of life’s diversity. Its collections are taxonomically cross-cutting, including the majority of animal phyla, ranging from worms to crabs, jellyfish to sponges, and flatworms to corals. These specimens come from many sources: collecting expeditions of the last century, current work by government agencies, and focused collecting by MBC staff today. A key research emphasis is combining the historical insights of a deep collection with modern molecular techniques to describe biodiversity and to predict how key drivers will affect biodiversity in the future.

POLYCHAETES

The class Polychaeta consists of a very diverse group of segmented worms (unlike round worms or flatworms, which are not segmented) that live primarily in ocean habitats. The closest relatives of polychaetes are the earthworms and leeches, which comprise the class Clitellata, all of which are members of the phylum Annelida. Among the over 80 plus polychaete families and more than 10,000 described species there is an amazing array of body forms and sizes. Although polychaetes are largely unknown to most people that visit the seashore, our understanding of the impacts of human activities on the oceans can be monitored accurately only through the careful study of these denizens of the deep.

13

14

MINERAL SCIENCES

The scientific study of rocks and minerals is crucial to understanding the Earth’s dynamic geologic processes, and illuminates new and better ways to both utilize and conserve our natural resources.

Mineral Sciences curates a world-class collection that includes minerals, rocks, gems, ores and meteorites and conducts research focusing on furthering scientific understanding of these materials. This is also the department with the Museum’s oldest specimens — meteorites that date back 4.5 billion years. The department actively maintains the Museum's world renowned Hall of Gems and Minerals and provides public programming through the Museum's Gem & Mineral Council.

Vertebrate Studies

HERPETOLOGY

The Museum's collection of amphibians and reptiles contains approximately 188,000 catalogued specimens from around the globe. Its special strengths include the southwestern U.S., Mexico, Honduras, Colombia, Costa Rica, Galapagos Islands, eastern and southern Africa, and Australia. It contains material formerly in the collections of the University of California, Los Angeles, University of Southern California, and California State University, Long Beach. Much of the recent collection growth is related to citizen science and urban biodiversity research projects in Southern California. In addition to specimens preserved in ethyl alcohol, there are photographic slides, and a large collection of herpetological reprints.

ICHTHYOLOGY

NHMLA’s fish collection is one of ten internationally recognized ichthyological collections in the United States. The collection contains more than three million catalogued specimens, with an emphasis on fishes from the Pacific Rim. The collection is particularly strong in fishes from the Eastern Pacific, Galapagos, Hawaiian, and Philippine islands, the Antarctic, and the freshwaters of North, Central, and South America. Ichthyology also maintains extensive collections of larval and juvenile fishes, as well as dried skeletons and otoliths (fish ear bones).

MAMMALOGY

The Mammalogy collections include more than 98,000 terrestrial and marine mammal specimens prepared as study skins, skulls, skeletons, tanned pelts, and fluid preserved bodies. Every taxonomic order of mammals and most families are represented in the collections.

The breadth and scope of the research collections make them important for the study of the origins and evolution of all the major groups of mammals. The collections also document historical changes in marine and terrestrial biodiversity, both local and global. Among these documented changes are the effects of urbanization on mammal distribution. The assemblage of marine mammal specimens is the second largest in the world, with a particular emphasis on cetaceans from the eastern North Pacific and the Arctic Oceans. As a government designated repository for marine mammals, the collections document the changes in marine mammal distribution and the causes of those changes.

14

15

Other special strengths of the mammal collections include large holdings of Neotropical mammals; Old World fruit bats; strong collections of African mammals including more than 1,000 artiodactyls, many from areas where they no longer occur due to human disturbance and environmental change; and broad holdings of local species collected throughout Southern California. The largest natural object in the Museum’s collections is the 17-foot, 2.5 ton skull from a blue whale.

ORNITHOLOGY

Ornithology, the study of birds, is one of the founding disciplines of the Museum. The collection began with 250 specimens in 1913. Today, the core of the department is a research collection of 120,000 bird specimens, representing over 5,400 species, more than half the number of living species of birds. The collections are particularly strong for North America, Africa, South America, and the Pacific Ocean. The bird skeleton collection, representing over 17,000 individuals, is among the three largest in western North America and is an important resource for the Museum’s well-known studies of fossil birds. Its holdings also include the most comprehensive flat skin collection in North America, valuable today for detailed analysis of molt and wing/tail patterns, and the largest African collection in western North America, representing many localities on the African continent that are now largely or completely deforested. The collection is also a trove of genetic resources, including over 4,500 frozen tissue samples.

RANCHO LA BREA

Rancho La Brea (colloquially known as the La Brea Tar Pits) is one of the world's most famous fossil localities, recognized for having the largest and most diverse assemblage of extinct Ice Age plants and animals in the world. The fossiliferous asphalt seeps are located in the heart of Los Angeles' Miracle Mile, in the southwest corner of what was once the Mexican land grant of Rancho La Brea.

The Rancho La Brea collections are housed on-site at the La Brea Tar Pits Museum. The collections document the Rancho La Brea biota and include some 5 million specimens representing over 600 species of animals and plants. Site-specific collections also include geological samples, archeological artifacts, historical objects, a library, an archive, and collections of correspondence and other ephemera related to the locality.

VERTEBRATE PALEONTOLOGY

Vertebrate Paleontology is the study of fossil sharks and bony fish, amphibians, reptiles, birds, and mammals — animals with internal skeletons including a backbone composed of a series of vertebrae. The Museum was in part founded to house vertebrate fossils from the La Brea Tar Pits that had been collected by the Southern California Academy of Sciences during the early part of the 20th century. In 1913, Captain George Allan Hancock granted the newly founded Museum a two-year excavation privilege at Rancho La Brea. The three quarters of a million Ice Age fossil vertebrate specimens collected during that time added considerably to the Museum's collections.

The Vertebrate Paleontology Department includes a diversity of vertebrate fossils that largely document the evolution of vertebrates during the last 65 million years of the history of our planet. Major growth of the collections occurred in 1957 when the Museum purchased the large collection of vertebrate fossils from the western United States and northern Mexico that had been amassed by Caltech. Our Mexican collection is among the largest in the world.

15

16

17

Visitor Experiences at NHMLA

AGE OF MAMMALS IN THE AHMANSON HALL

Spectacular and rare specimens are on display in Age of Mammals, including ancient saber- toothed cats, extinct camels, and bizarre ground sloths. What makes this exhibit truly unique, however, are the connections it makes between planetary change and the mammal story.

BECOMING LOS ANGELES IN KEVIN SHARER HALL

This exhibit unearths the complex, layered cultural and environmental history of our famously sprawling metropolis. Employing the Museum’s encyclopedic assemblage of California artifacts as well as its scientific collections of natural specimens, Becoming Los Angeles delves into 500 years of L.A.’s history from its days as a tiny pueblo to a global capital. The exhibit will be stocked with 3-D objects — from artifacts, luxury items, tools, cars, and Hollywood costumes — as well as multimedia installations, an interactive map, and evocative media montages that reveal a dynamic and ever-changing city. The exhibit doesn’t just focus on people and events and objects, however. Visitors will also learn how the environment — enviable climate, biodiversity, and restless geology — has shaped, and continues to shape, our Southern California home.

THE JANE G. PISANO DINOSAUR HALL

The large-scale permanent Dinosaur Hall is presented in two light-filled galleries — twice the size of the Museum’s old dinosaur displays. It rivals the world’s leading dinosaur halls for the sheer volume of individual fossils exhibited; the size and extraordinariness of the major mounts, including the world’s only T. rex growth series; and the transparent treatment of the science that surrounds these creatures — not as static, definitive knowledge but as a vibrant, ongoing investigation of mysteries solved and still unsolved.

GEM AND MINERAL HALL

This hall displays more than 2,000 spectacular specimens within two large galleries that comprise what is considered to be one of the finest exhibits of gems and minerals in the world. The walk-through Hixon Gem Vault houses treasures including star rubies, emeralds, and sapphires.

THE MR. AND MRS. SAMUEL OSCHIN AND FAMILY HALL OF AFRICAN MAMMALS NORTH AMERICAN MAMMAL HALLS

The Museum’s three habitat dioramas, among the finest in the world, recreate the natural environments in which these animals of Africa and North America were found at the beginning of the twentieth century. NHMLA is unique in that it has, since the 1920s, maintained a full-time diorama program with dedicated staff artists.

OTIS BOOTH PAVILION

With a magnificent 63-foot fin whale diving within it, the Otis Booth Pavilion is a dramatic entryway and a iconic north face of the Museum. Made possible by a $13 million donation from the Los Angeles-based Otis Booth Foundation, the light-filled three-story glass structure

18

is connected to Exposition Boulevard by a pedestrian bridge that soars over the Nature Gardens. Visitors now have a dramatic view of the diving 7,000-pound fin whale, one of the Museum’s signature specimens.

NATURE GARDENS

What once was an asphalt sea of parking lots and hardscape has been transformed into living habitats, extending the Museum’s footprint to include nature space and an outdoor living laboratory. The 3½ acres are a “performative” landscape on all levels, with plants carefully selected and planted to enhance and foster biodiversity and sub-areas, which are interconnected.

NATURE LAB

This hands-on space helps visitors appreciate, and understand, the natural processes and human activity that shape L.A.’s constantly changing nature. Featured are live animals, science specimens, learning activities, and interactive platforms where visitors can contribute to NHMLA citizen science projects.

Taken together, the Nature Gardens and Nature Lab connect the stories of living, breathing nature (outside the Museum, and in the streets, parks, backyards and school yards of L.A.) to the larger context of natural history topics inside the Museum. Visitors can explore bigger, worldwide processes through the local, specific stories of wild creatures in the Nature Gardens and in their own neighborhoods, making discoveries of their own — some of which may be important to science — along the way.

THE RALPH M. PARSONS FOUNDATION DISCOVERY CENTER

Here, kids can handle almost everything: bones, furs, rocks, minerals, and artifacts. There are new science activities in the center too: microscopes, and gadgets with which to observe wildlife outside in Exposition Park. In the back, NHMLA exhibits teams created a transparent staging area for Dinosaur Encounters, so that visitors can see the strange and wonderful process of our performing artists immersing themselves in the puppets before show time.

RALPH W. SCHREIBER HALL OF BIRDS

This hall presents an incredibly diverse selection of birds from all over the world, with examples of more than 400 species that are local to Southern California. Its displays also explore the mechanics of flight and the particular anatomical details that determine how birds can fly. Inquisitive visitors who open the drawers under the cases discover myriad bird specimens, from egg types, to nests, wings, feet, and more.

VISIBLE VAULT: ARCHAEOLOGICAL TREASURES FROM ANCIENT LATIN AMERICA Faced with hall closures, but determined to display Latin American artifacts, the Museum created an exhibit that could house hundreds of objects — reminiscent of behind-the-scenes archaeology collection area. When the Spanish arrived in the New World during the late 15th century, vibrant Native American civilizations were flourishing throughout North, Central, and South America. Huge empires — the Aztec based in the Valley of Mexico and the Inca from the highlands of Peru — had transformed ancient America and the Andean region into economically powerful nations ruled by massive and efficient governments. Visible Vault features treasures produced by these ancient peoples of the Americas.

19

20

Visitor Experiences at La Brea Tar Pits and Museum

EXCAVATOR TOUR

This indoor/outdoor tour was created to better connect the research inside the Museum with the live excavation sites outside. It is free, and with it, visitors hear the stories of the Fossil Lab, Lake Pit, Observation Pit, and Project 23.

FOSSIL LAB

The Fossil Lab is a busy, glass-walled paleontological laboratory in the center of the Museum that offers visitors an exceptional opportunity to witness how Ice Age fossils are cleaned, studied, and prepared for exhibit. The team inside works primarily on specimens from Project 23, the rich deposit that has yielded a cornucopia of Ice Age fossils from animals entrapped in the La Brea asphalt between 40,000 and 10,000 years ago.

ICE AGE ENCOUNTERS

This multimedia performance explores the mysteries of some of the extinct creatures who roamed Ice Age Los Angeles over 10,000 years ago. It’s a dynamic, 15-minute show that features a life-size adult saber-toothed cat puppet, a live performance, and film projections that bring the distant past to life.

OBSERVATION PIT

Designed by Henry Sims Bent (1952), this round, mid-century structure near LACMA was the first museum in Hancock Park. Visitors wind down spiral steps to see the bones of horses and camels trapped in asphalt — a look at what our paleontologists see before work begins. A trip inside is part of the “Excavator Tour,” free with museum admission.

PIT 91

Pit 91 is the only long-term excavation effort of the La Brea Tar Pits — museum staff has been exploring it for approximately 40 years. During the summer months in this 15-foot-deep pit we are still recovering fossils such as saber-toothed cats, dire wolves, and valuable micro-fossils, just to name a few.

PROJECT 23

In 2006, the Los Angeles County Museum of Art began work on a new underground parking garage. During the course of construction, 16 fossil deposits were discovered, including the semi-articulated, largely complete skeleton of an adult mammoth. The Museum built large wooden boxes around each deposit, 23 in all. The boxes were moved to their present location immediately north of the Pit 91 complex, and excavation began on "Project 23." Paleontologists are at work on the deposits seven days a week.

21

TITANS OF THE ICE AGE SPONSORED BY HASBRO

Titans of the Ice Age: The La Brea Story in 3D was partially filmed at, and customized for, the La Brea Tar Pits and Museum. The 22-minute, action-packed film includes recent footage and interviews with museum paleontologists. But it is also an incredible story — an immersive portal to the last Ice Age, 20,000 years back in time, with recreations of its extinct animals, what entrapment in the asphalt seeps meant for them, and compelling visuals of what L.A. looked like in the Pleistocene. The film screens daily in a refurbished theater.

22

Special Exhibits

BUTTERFLY PAVILION

Every summer, more than 40 different butterfly and moth species fill this living exhibit — which this year opened in a new facility that features more flying space and improved visitor amenities. Guests wander through a changing and growing ecosystem to observe the dance between hundreds of butterflies and moths, and the plants that surround them.

DINO LAB

The Dino Lab is a working paleontology laboratory, where Museum paleontologists work on fossils in full view of the public. Everything inside the “exhibit” is real — tools and equipment; white, plaster jackets extracted from the earth during field expeditions; and the fossils those jackets reveal. The paleontologists are currently at work on important NHMLA specimens collected via our field program including “Gnatalie," a new species of a large, long-necked dinosaur our paleontologists found in the Utah badlands. They restore cracks in the fossilized bones and sculpt some of the missing parts of the skeletons — fine tuning and incorporating new knowledge about dinosaurs and the animals that lived with them.

MUMMIES: NEW SECRETS FROM THE TOMBS

New scientific findings once bound in ancient and mummified Egyptian and Peruvian remains were revealed in the world premiere of Mummies: New Secrets from the Tombs, the first touring exhibition of North America’s largest collection of mummies. Organized by The Field Museum in Chicago, the exhibition provided a rare and immersive look at their preeminent collection of mummies — which had never traveled outside of the museum — going beyond mummification in royal Egypt to explore the surprising similarities and vast differences between these societies, their environments, and the preparations they made for the afterlife.

PTEROSAURS: FLIGHT IN THE AGE OF DINOSAURS

In the summer, NHMLA presented the largest exhibition in the United Sates to explore pterosaurs, incredibly diverse winged reptiles—and the first back-boned animals to evolve powered flight. Pterosaurs: Flight in the Age of Dinosaurs highlighted the latest research of museum scientists and leading paleontologists, extremely rare pterosaur fossils, and displays about discoveries in Italy, Germany, China, the United States, the United Kingdom, and Brazil, as well as life-size models, videos, and interactive exhibits to immerse visitors in the mechanics of pterosaur flight. The exhibit was organized by the American Museum of Natural History (AMNH), and underscored the vast and newly revealed variation among these ancient creatures, which ranged from the size of a sparrow to a two-seater plane, as well as how they evolved to dominate the sky when dinosaurs roamed the Earth.

23

SPIDER PAVILION

In the fall, the habitat that once housed free-flying butterflies is converted into a spider refuge. The goal in the Spider Pavilion is to convey how harmless and gentle these animals are, how important they are to our ecosystem, and the wonder of the webs they spin. Visitors can explore the enclosed greenhouse area independently or there are tours every day the Pavilion is open, guided by exhibition interpreters.

WHAT ON EARTH?

The initial installation designed for the renovated Haaga Family Rotunda, this exhibit presents enigmatic and visually arresting specimens and objects in eight magnificent cases designed to complement the classic beauty of the Rotunda space. Each specimen's story unfolds in a series of questions and answers. In science, and scholarship in general, discovering an answer often leads to another question.

24

Events for All Ages, All Backgrounds

NHMLA is trying to establish a continuum of experiences and learning opportunities for public inspiration and deeper engagement in the natural and cultural sciences.

We do this by:

• Providing experiences with multiple entry points in which all visitors have an opportunity to be excited, learn and want more.

• Doing what we uniquely do best, with excellence in programming and interpretation in areas of nature play, dinosaurs, horticulture, insects, geology, archaeology, culture, and citizen science.

• Building trust and relationships between our volunteers, staff and public, enabling us to venture into areas of new discovery and learning.

• Staying real and authentic to the content, but having fun.

ADVENTURES IN NATURE

Adventures in Nature is a day camp offered every summer and seasonally throughout the school year. Children grades pre-K through eight have the opportunity to explore a wide variety of Museum topics — Earth’s features, creatures, and cultures from around the globe. Each camp includes hands-on activities, games, and art projects that spark children’s natural curiosity and creativity.

BEHIND-THE-SCENES TOURS

During weekend activities and an array of member events, the Museum creates special journeys into collection areas and labs not open to the public that provide a glimpse at research in action.

BUG FAIR

The most popular Museum weekend event celebrates its 30th anniversary in 2017. Typically held on the third weekend of May each year, it is a huge annual draw for visitors intrigued by NHMLA educators and scientists, artists, bug “chefs,” and quirky vendors. In addition to demonstrations and booths from government agencies, educational institutions, and entomological societies inside, the Nature Gardens are now utilized during the event for outdoor citizen science activities and live performances.

CITIZEN SCIENCE AND COCKTAILS

This new lecture series is a chance for current citizen scientists, potential citizen scientists, and curious Angelenos to meet and mingle with NHMLA and partner scientists who are focusing on nature of the city. Each evening includes a reception, a discussion, and a lively question and answer session.

25

CRITTER CLUB

These monthly programs introduce visitors to the Museum's live animals while weaving in intriguing science topics such as metamorphosis and camouflage. Critter Clubs are designed for 3- to 5-year-olds and a participating adult. They integrate live animal presentations, story times, songs, and art experiences.

DINO FEST

This fall, NHMLA debuted the first annual Dino Fest — a new weekend festival celebrating its brand leader. With talks, performances, tours, hands-on activities, and special Museum specimens on rare view, Dino Fest engaged guests through scientific discovery and contemporary interpretations. World-renowned paleontologists were on hand, and notable partner organizations sharing their expertise at hands-on booths. Attendance exceeded projections.

DINOSAUR ENCOUNTERS

These live performances captivate visitors with two stunning T. rex and Triceratops puppets, and an engaging show that highlights paleontology, dinosaur biology and behavior, and NHMLA’s own contributions to dinosaur scholarship. This is a staple for our spring school programs visitors.

FIELD TRIPS

Visitors embark on daylong adventures with curatorial and education staff in these trips. Participants not only discover Southern California’s landscapes and hidden treasures, they can learn about what scientists do when they work out in the field. Outings include lizard scouting, tide pooling, and bird watching, among others.

FIRST FRIDAYS

The widely popular monthly First Fridays series draws young adults to the Museum, some for their inaugural visit. At the packed nighttime event, the Museum is transformed into a social hub and live music venue. But the scintillating science discussions — from immortality to evolution — and custom curatorial tours are often equally compelling aspects of the after-hours experience. According to the LA Weekly, “First Fridays at the Natural History Museum has become one of those distinctly L.A. events that defines a season."

GARDENING WORKSHOPS

Our seasonal gardening workshops vary among expertise level and topics ranging from growing an edible garden to securing water-wise irrigation. Some workshops incorporate citizen science, such as growing a pollinator garden and tracking its success. Classes take place in our newly opened Erika J. Glazer Family Home Garden.

ICE AGE ENCOUNTERS

For this show, the world’s first full-suit animatronic prehistoric saber-toothed cat for live audiences was created by NHMLA paleontologists and performance artists, and puppet engineers from Jim Henson’s Creature Shop. The program successfully moved to the La Brea

26

Tar Pits Museum in 2013, in order to invigorate its programming and connect the show to the site where its fossil predecessors are discovered, excavated, and displayed.

JUNIOR SCIENTIST

Aimed at 6- to 9-year-olds and their families, these monthly events show what it’s like to do real scientific work. Using the same tools and techniques Museum researchers employ, participants hone in on a different branch of science and engage in activities that foster keen observation skills while also sparking the imagination.

L.A. URBAN NATURE FEST

A new weekend festival that explores NHMLA’s scientific research, and gives visitors active opportunities to explore topics of L.A.’s biodiversity, participate in citizen science projects, engage with over 40 local environmental and conservation organizations, and explore the Nature Gardens.

LECTURES AND DISCUSSIONS

Visitors join NHMLA staff, novelists, thinkers, experts, and scientists after-hours for an in-depth look at exhibits, current events, latest scientific findings, and more. In this way, the Museum can do more than just display specimens — it can convey the thrill and adventure of science, while also establishing itself as a conversation hub to Angelenos hungry for the latest in nature, science, and culture.

NATIONAL FOSSIL DAY

National Fossil Day, celebrated once a year in October, alternates its location between NHMLAand the La Brea Tar Pits Museum. It provides visitors a unique opportunity to get a close up, behind-the scenes look at some of the Museums’ most treasured and rare specimens. It is a chance to see how and where many collections are housed and talk directly with the scientists that work with them.

NATURE NAVIGATORS

This new series picks up where the Junior Scientist program leaves off — ages 10 to 12. Nature Navigators allows NHMLA youth to continue their journey growing up at NHMLA, discovering the abundance of biodiversity in Los Angeles. In every session the group will meet and take part in a different citizen science project happening at NHMLA, facilitated by one of the Museum’s education staff members. Our goal is for participants to begin to navigate nature on their own, and take ownership of what they find.

SECOND NATURE

Inspired by the content of the Nature Gardens, these series invites organizations and experts throughout the L.A. area to meet with participants and share fun “do-it-yourself” projects that can be easily put into action at home. These formal workshops dive curiously deep into topics of nature, home, and food such as growing native plants, making mole, tufa creations and homemade tamales. As our gardens and habitat spaces expand, we will continue to expand our engagement in outdoor demonstrations, explorations, and hands-on activities.

27

SLEEPOVERS

NHMLA and the La Brea Tar Pits Museum have a long tradition of hosting family-friendly Overnight Adventures which pack science-themed activities and tours into paid events that attract families, large groups of friends, and scout troops. This year, the new adults-only All-Nighter program launched, which includes behind the scenes tours, scavenger hunts, curator presentations, buffets, movie screenings, and complimentary craft beer and wine. In all, we host 32 sleepovers per year.

SPECIAL EXHIBITS PROGRAMMING

With new spaces open at NHMLA, dedicated programming focuses on the latest temporary exhibition. These daytime, evening, and weekend programs delve deeper and highlight the culture and science of the exhibit — enhancing such exhibits as Pterosaurs and the upcoming Extreme Mammals. Programs include grand opening and closing day celebrations, dedicated lecture series, hands-on workshops, and musical performances.

SUMMER NIGHTS IN THE GARDEN

This all outdoor gardens free community series debuted two years ago and continues to draw new multigenerational family audiences to the museum. At each garden party we explore a combination of botanical tours, citizen science projects, and homesteading activities against a dusk-to-dark backdrop of picnicking, food and DJ’d music.

28

An Education Resource

School and Teacher Programs provide support for over 227,000 school children onsite at all the museum locations. This includes facilitated programs engaging students in authentic scientific practices and discovery, chaperone guides, gallery interpretation access, field trips, Dinosaur Encounters, Homeschool Days, “For Teachers by Teachers” curriculum development, and educator workshops.

With the new demands of the school districts in Common Core and Next Generation Science Standards, and the Museum’s ability to field test and evaluate teaching practices and methodology, we have seen the importance of teachers as a distinct audience in our pursuit of excellence in science communication. There is a large potential for exponential reach to the students. Through the signature “For Teachers by Teachers” curriculum development program and the continuing monthly educator training workshops, we hope to create a reliable baseline of support teachers for in the formal education system. In the recent surveys, 94% of teachers rated our workshops good or excellent, and 98.4% of teachers have already incorporated workshop ideas into their classroom teaching.

ADVENTURES IN NATURE

The Museum's summer and winter day camps are unique, fun learning experiences for students in grades Pre-K through eighth. The week-long camp sessions are packed with hands-on activities that pique the natural curiosity of young learners. For one week each season, camp is held at the La Brea Tar Pits Museum, where campers learn about life in the Ice Age. A special component of most classes is a visit to meet experts in their field through behind-the-scenes tours of labs and collections areas. These first-hand experiences with real scientists and scholars inspire children to see themselves as future paleontologists, historians, and archaeologists that will make the next important discovery. Whatever career path they eventually choose, these interactions stay with them and inspire them to do great things.

FOR TEACHERS, BY TEACHERS

NHMLA’s website (www.nhm.org) has become a major resource for teachers all over the state. The easy-to-use site offers a range of resources for educators that enrich the visitor experience, including downloadable lesson plans and Museum activities that are written “for teachers, by teachers.” Using their knowledge of the Museum’s galleries and collections as well as teachers’ needs, experienced teachers have co-developed engaging activities that help NHMLA educators create curricular materials that can be downloaded from the website. There are also in-depth pre, during, and post-visit activities and lesson plans available on the website for teachers who want to broaden their interaction with the Museum, and use its expertise outside of the few hours they spend onsite.

IN-HOUSE EDUCATORS AND PERFORMERS

The Museum’s education department does more than help teachers and chaperones meet state educational standards and provide them with activities and lesson plans online. The Museum’s team of talented performers stage Dinosaur Encounters and Ice Age Encounters programs, and NHMLA’s educators and volunteer interpreters offer live

29

animal presentations, conduct award-winning gallery tours, and host story times for young children. These knowledgeable gallery interpreters are continually trained on exhibit content and interpretive techniques. They are also encouraged to explore their own areas of interest within the Museum — because their passion for particular areas of our natural and cultural worlds enhances their interaction with guests. Museum Interpreter-led “Gallery Highlight Tours” and outdoor “Nature Walks” give students an introduction to the Museum and its contents. Our fall and winter months feature special programs for Pre-K through twelfth grade.

LIVE ANIMAL PROGRAMS

The Museum is home to nearly 100 species of live animals not typically highlighted in zoos and animal facilities, which primarily focus on large mammals. Visitors to the Insect Zoo and Nature Lab get up close and personal with animals they are unlikely to see anywhere else. Most of the creatures are insects, and cries of “eeww” and “cool” begin many of the interactions, providing a thrilling way to reach students and families in ways that are more memorable than even the best photograph in a textbook. Daily animal presentations provide an opportunity for children to interact directly with animals and professional educators who are experts in animal care.

MOBILE MUSEUM

The Mobile Museum programs have been redesigned and rebranded. They are unique classrooms that serve as immersive simulated field labs, situated in modified tractor-trailers with an in-classroom program that puts research into action. The new trucks’ exterior designs reflect the active science that happens within the experience, and spark the interest of the students. In the Mobile Museum: Archaeology Experience, elementary school students work as archaeologists to piece together clues from the past to understand the Chumash peoples of California. In the newly renovated Ocean Experience, middle school students experience a simulation of a human operated submersible within the San Pedro Channel and travel towards Santa Catalina Island. A team of Mobile Museum Interpreters provides hands-on and object-based learning experiences for children at their own schools and offers training to teachers both offsite and onsite. The immersive environments bring science to life for students as they: study objects, collect data, ask questions, and make discoveries. Mobile Museums culminate in a meaningful bus-funded field trip to NHMLA with learning experiences in the galleries and behind-the-scenes, deepening the connection to the Museum and inspiring a new generation of museum scientists. The Mobile Museum program is free and available to LAUSD elementary and middle schools, thanks to the generosity of The Max H. Gluck Foundation.

PUBLIC PROGRAMS AT NHMLA

Public programs provide opportunities throughout the year during which visitors of all ages engage with the research, collections, and the staff of the Museum. Focusing on different age groups, programs include Critter Clubs (3- to 5-year-olds), Junior Scientists (6- to 9-year-olds), Nature Navigators (10- to 12-year-olds), and evening lectures (13 and up). Additionally, family oriented programs like Field Trips, Second Nature, Gardening Classes and festivals (Bug Fair, Dino Fest, L.A. Urban Nature Fest) seek to provide authentic and awe-inspiring opportunities to our different visitor groups. From January to June, the young adult-focused First Fridays invites all visitors to see the Museum in an entirely new light — at night.

30

SCHOOL AND TEACHER PROGRAMS

The Museum’s School Programs enhance and reinforce classroom learning in ways that only a Museum can — by engaging students with real objects providing teacher-developed, curriculum aligned programs; trained educators; and a range of learning modalities. For this year-round program, the Museum’s School Programs office coordinates a variety of facilitated programs as well as self-guided and educator-enhanced visits, and helps teachers determine an optimal schedule for their classes while at the Museum. The program serves hundreds of thousands students each year. The Museum also offers a variety of programs year-round for teacher professional development that increase their knowledge base as well as introduce them to new techniques they can use in their classroom.

31

32

Museum

Support

33

Fundraising(FISCAL YEAR 2016)

ANNUAL SUPPORT

Contributed income in FY 2016 totaled $7,021,629, more than $80,000 over goal. Membership revenues were $2,608,786 with more than 30,000 members. Fellows support was $1,017,012 (a record); special events and filming revenue was $1,353,567, another record. Corporate and Foundation gifts totaled $1,575,197 and Major Gifts totaled $105,149. The Ice Age Hair Ball exceeded its $625,000 goal by $29,000. Altogether, annual support in FY2016 was our highest ever for a non-Dinosaur Ball year.

NHMLA NEXT CAMPAIGN

The Campaign reached $129 million of its $135 million goal by November 15, 2016.

34

Trustee Giving

In June 2015, the Board of Trustees approved an increase in their minimum unrestricted annual giving expectation to $20,000 in FY 2017 and $25,000 in FY2018.

There is also an expectation of:

• a Dinosaur Ball table gift of $15,000 or more every other year,

• a minimum $500,000 commitment to the NHMLA Next Campaign (as an outright gift, five-year pledge, or estate gift)

Many Trustees make generous gifts well above the minimum expectation for both annual and campaign gifts.

35

Membership Levels

GENERAL MEMBERSHIP

Members of the Natural History Family of Museums provide annual unrestricted support for the general operating needs of our three museums. In return, the Museum offers a variety of valuable benefits for members to enjoy, from free, unlimited admission, member preview days of exhibit openings, behind-the-scenes tours, to reciprocal admission at museums and science centers worldwide. Membership levels range from $49 to $1,100 annually.

THE FELLOWS

The Fellows are visionary benefactors and community leaders committed to the Museum’s mission by providing generous unrestricted support for our three institutions’ operating needs. Fellows’ annual contribution, which ranges from $2,000 to $25,000, plays a critical role in the growth of the Museum and its pursuit of excellence in education, exhibitions, and research. Fellows enjoy exclusive VIP benefits with special access to the Museum’s collections, curators and activities, galas, field trips, and personal concierge service for special requests.

ALLIANCE

Founded in 1963, the Alliance are Fellows members at the $3,500 level and higher. They attend quarterly meetings and receive presentations from the president and director, Advancement staff, curators and other Museum insiders. They act as Museum ambassadors and help to recruit new Fellows members.

GEM AND MINERAL COUNCIL

Museum members who enjoy our gems and minerals collection have the opportunity to increase their participation through the Gem and Mineral Council. Annual membership to the Gem and Mineral Council is $100 and requires at least a Dual level Museum membership. Gem and Mineral Council members enjoy opportunities to advance their knowledge and enjoyment of gems and minerals through a varied program of field trips, travel, educational lectures, and exclusive social events.

36

Volunteer Programs

INTERPRETIVE VOLUNTEERS AND DOCENTS

Every day, volunteers staff many of the Museum’s exhibits, helping guests explore the wonders of nature, history, and different cultures. Through informal interpretation, they forge personal connections for our visitors with the content of the exhibits. They are enthusiastic, motivated, lifelong learners who bring the Museum to life. Through ongoing training, volunteers receive a foundation in interpretive techniques and customer service, continuing on to gain specialized skills specific to Museum exhibits. Docents are our highest achieving volunteers, representing not only a breadth of content knowledge and interpretive skills, but an ongoing commitment to NHMLA.

EVENTS AND PROGRAMS VOLUNTEERS

These volunteers are essential in providing an outstanding visitor experience for every person who walks through the Museum’s doors. The Museum’s special events and weekend programs include Bug Fair, Dino Fest, Haunted Museum, First Fridays, Junior Scientist, Citizen Science and Cocktails, Adult Overnights, and Summer Nights in the Garden. All hold unique opportunities for volunteers, who support program and educational activities, welcome visitors, provide general event support, and interpret in the exhibit halls. They are essential to ensuring that our events and programs provide the best experience for the Museum’s guests.

BEHIND-THE-SCENES VOLUNTEERS

Two departments at the Museum — Research and Collections, and Education and Exhibits — offer behind-the-scenes opportunities for lifelong learners with special skills and aptitudes. Volunteers and Docents work behind-the-scenes on a breadth of important activities and projects that support the Museum’s ongoing research. These activities include preparing fossils and scientific specimens; conserving artifacts; cataloging specimens in databases; illustrative or photographic work in the collections; assisting with active research; and more. Volunteers and Docents also work in developing education tools and technology for students and teachers.

36

37

Board of Trustees

38

Who’s WhoAnissa Balson Director William Randolph Hearst Foundation

Arun K. Bhumitra*CEOArjay Telecom

James E. Blancarte*Court CommissionerThe Los Angeles County Superior Court

Neal H. BrockmeyerAttorney Locke Lord Bissell & Liddell, LLP

Louisa Cardenas*UCEE Master Gardener

Howard Chambers*Consultant, BCA Program Management The Boeing Company

Esther ChaoGeneral PartnerGiant Panda Management

Stephen J. Davis President Hasbro Studios

Heather De RoosCivic Leader

Charlene Dimas-Peinado*President and Chief Executive OfficerThe Los Angeles Child Guidance Clinic

Nancy EdwardsCivic Leader

Shannon Faulk* Vice President of the NHMLA Board of GovernorsFarmers Insurance

Michael J. Fourticq, Sr.Managing Partner Hancock Park Associates

William May Garland, IIIEquity Trader Quercus, LLC

David GlickmanPresidentGlickman Capital

Stanley Gold Business Executive Shamrock Holdings, Inc.

Daniel S. Goldin* Chairman, CEO and FounderThe Intellisis Corporation

Paul G. Haaga, Jr. Chairman of NHMLA Board of Trustees Civic Leader

Karen A. Hoffman Managing Director The Ahmanson Foundation

Sarah Meeker Jensen President of NHMLA Board of TrusteesPrincipalJensen + Partners

Curtis C. Jung* Attorney Jung & Yuen, LLP

Larry KeeleCivic Leader

Rick KellerManaging DirectorMorgan Stanley Private Wealth Management

Patricia LombardCivic Leader

Gregg MartinPartnerHamburg, Karic, Edwards & Martin LLP

Eric B. Moore*PrincipalAvison Young

Caroline Moser President of the Alliance Civic Leader

Diane NaegelePresidentRJN Productions

James Olson*Museum Exhibit Design Consultant

39

Joan Payden President and CEO Payden and Rygel

Jonathan PeacockChairmanArix Bioscience

Edward P. Roski, Jr.Chairman and CEOMajestic Realty Company

Peter K. Scranton Civic Leader

Sheldon Stone PrincipalOaktree Capital Management, LP

Mary Su*OwnerM&M Financial Service

Dr. Richard Sun*President SSS Development, Inc.

Richard S. Volpert*President of NHMLA Board of GovernorsPartnerGlaser Weil Fink Jacobs Howard Avchen & Shapiro LLP

John Wuo*PresidentGolden Apple Group

Judge Eric E. YoungerRetired Judge

StaffGretchen Humbert, CFOTreasurer/Secretary

Trustee Emeritus

Lynn W. BrengelH. Frederick Christie Jane G. PisanoBetty ReddinRichard K. RoederKevin SharerDr. Mae Sue Talley

* Governor

40

Profiles

Anissa Balson Ms. Balson attended the Otis Art Institute. She has served as a trustee of the Hearst Family Trust, as director of the Hearst Corporation, and as director of the William Randolph Hearst Foundations and the Boudjakdji Foundation. She was elected to the Board on April 19, 2005 and serves on the Board Affairs Committee.

Arun K. Bhumitra Mr. Bhumitra is a graduate of Nagpur University and Dowling College in New York. He is the Chief Executive Officer of Arjay Telecom. He was appointed to the Board of Governors by Supervisor Don Knabe on September 7, 2004.

James E. BlancarteMr. Blancarte is a Court Commissioner for the Los Angeles County Superior Court. He earned his BA from Pomona College and his J.D. from UCLA School of Law, and was appointed to the Board of Governors by Supervisor Hilda Solis on June 14, 2016. Mr. Blancarte serves on the Board Affairs Committee.

Neal H. Brockmeyer Mr. Brockmeyer is a graduate of Stanford University and the UC Berkeley Boalt Hall School of Law. He is a lawyer at Locke Lord LLP. He was elected to the Board June 25, 1990. He chairs the Audit Committee and serves on the Advancement, Board Affairs, and Executive Committees.

Louisa CardenasMs. Cardenas is a retired University Administrator. She currently volunteers as a UC Master Gardener at Carthay School of Environmental Studies Magnet. She earned her BA in International Relations with a minor in Economics from UCLA, and her MBA in Organizational Development from Pepperdine. Ms. Cardenas was appointed to the Board of Governors by Sheila Kuehl on August 2, 2016.

Esther ChaoMs. Chao is a graduate from California State University Los Angeles with a Master’s in Zoology. She is General Partner of Giant Panda Management, a real estate management company. Ms. Chao is a former entomologist with the Los Angeles County Agricultural Department. She was elected to the Board December 16, 2016 and co-chairs the Dinosaur Ball and serves on the Advancement, Board Affairs, and Museum Content Committees.

Howard E. Chambers Mr. Chambers holds a BA in mechanical engineering with a major in aerospace engineering from the University of Tennessee. He is a retired Program Management consultant with the Boeing Company. He was elected to the Board of Governors on June 14, 2005 by Supervisor Don Knabe.

41

Stephen J. Davis Mr. Davis is a graduate of Michigan State University. He is the president of Hasbro Studios,the Los Angeles-based TV development and production division of Hasbro, Inc. He was elected to the Board on June 15, 2011 and serves on the Strategic Planning Board Task Force.

Heather de RoosMs. De Roos is a graduate of William & Mary College. She is a civic leader and was elected to the Board on December 19, 2012. She serves on the Strategic Planning Board Task Force.

Charlene Dimas-PeinadoMrs. Dimas-Peinado is a graduate of the University of Southern California and California State University Long Beach. She is the President and Chief Executive Officer for the Los Angeles Child Guidance Clinic. She was appointed to the Board of Governors on July 28, 2015 by Supervisor Hilda L. Solis and serves on the Strategic Planning Board Task Force and the Museum Content Committee.

Nancy EdwardsMs. Edwards is a civic leader and retired Director of Information Technology at Aptium Oncology. She was elected to the Board on June 20, 2012. She co-chairs Advancement Committee and the Dinosaur Ball and serves on the Advancement, and Budget Committees.

Shannon Faulk Mr. Faulk is a graduate of from San Francisco State University and Clark Atlanta University. He is the owner of a Famers Insurance Agency. He was appointed to the Board of Governors on October 14, 2008 by Supervisor Yvonne Burke. Mr. Faulk is the Vice President of the Board of Governors. He co-chairs the Board Affairs Committee, serves on the Strategic Planning Board Task Force and is a member of the Executive Committee.

Michael J. Fourticq, Sr. Mr. Fourticq is a graduate of the University of Texas and the Harvard Business School. He is the managing partner of Hancock Park Associates. He was elected to the Board of Trustees on March 17, 2004.

William M. Garland, III Mr. Garland is a graduate of the University of Southern California. He owns and operates Quercus LLC, a firm focusing on equity arbitrage and position trading. He was elected to the Board on December 15, 2010. He serves on the Museum Content Committee.

42

David Glickman Mr. Glickman is a graduate of the Wharton School of Business at the University of Pennsylvania and UCLA. He is President and Managing Director of Glickman Capital. He was elected to the Board on June 19, 2007. He serves on the Investment and Museum Content Committees.

Stanley GoldMr. Gold is a graduate of UC Berkeley, UCLA, and the USC School of Law. He is a Business Executive of Shamrock Holdings, Inc. He was elected to the Board on March 15, 2005. He chairs the Investment Committee and serves on the Executive Committee.

Daniel S. Goldin The Honorable Daniel S. Goldin is a graduate of UCLA Anderson School Executive Management Program. Mr. Goldin is the Founder, Chairman and CEO of the Intellisis Corporation, a corporation that bridges developing intelligent hardware and software information technologies with neuroscience, engineering, and physics. He is NASA's longest serving Administrator, serving from 1992-2001. He was appointed to the Board of Governors on April 8, 2014 by Supervisor Zev Yaroslavsky.

Paul G. Haaga, Jr.Mr. Haaga is a graduate of Princeton University, the Wharton School, and the University of Pennsylvania Law School. He is the former President and CEO of NPR and is the retired Chairman of the Board of Capital Research and Management Company. He was elected to the Board on September 22, 1993. In 2012, he was elected Chairman of the Board of Trustees. By virtue of his office, he serves on all Board Committees.

Karen Hoffman Ms. Hoffman is a graduate of Occidental College. She is a Trustee, Managing Director, and Secretary of The Ahmanson Foundation. She was elected to the Board on December 15, 2010. She serves on the Museum Content Committee.

Sarah Meeker Jensen Ms. Jensen is a graduate of Amherst College and UCLA. She is Principal of Jensen + Partners, a healthcare and technology project development firm. She was elected to the Board on June 16, 1999. In September 2012, she was elected President of the Board of Trustees. By virtue of her office, she serves on all Board Committees and chairs the Executive Committee.

Curtis C. Jung Mr. Jung is a graduate of the University of Southern California and UC Davis. He is a founding partner of Jung and Yuen, LLP. He was appointed to the Board of Governors on November 12, 2003 by Supervisor Don Knabe. He serves on the Audit and Museum Content Committees.

43

Rick KellerMr. Keller is a graduate of UC Berkeley and the Kellogg School of Management. He is a Managing Director at JP Morgan. He was elected to the Board in December 2012. He co-chairs the Board Affairs Committee, and serves on the La Brea Tar Pits Advisory, Executive, and Budget Committees.

Larry KeeleMr. Keele is a retired Principal of Oaktree Capital Management, L.P. and one of the company’s co-founders. Mr. Keele holds a B.B.A. degree in finance from Tennessee Technological University, and an M.B.A. in finance from the University of South Carolina. Mr. Keele was elected to the Board December 16, 2015 and serves on the Strategic Planning Board Task Force and the Investment Committee.

Patricia Lombard Ms. Lombard is a graduate of the University of Florida. She works as a consultant in media and communications. She was elected to the Board on March 17, 1999. She chairs the Museum Content Committee and serves on the Executive Committee.

Gregg MartinMr. Martin is a graduate of UCLA and Loyola Law School. He is a partner of Hamburg, Karic, Edwards & Martin LLP. He was elected to the Board on September 15, 2010. He co-chairs the Advancement Committee and serves on the Executive and Museum Content Committees.

Eric MooreMr. Moore is a graduate of Occidental College, where he also serves as a member of their Board. He is a Principal at Avison Young, a global commercial real estate firm. Mr. Moore was appointed to the Board of Governors on August 4, 2015 by Supervisor Mark Ridley-Thomas. He is a member of the Strategic Planning Board Task Force.

Caroline Labiner Moser Ms. Labiner is an architect who owns a historic design and consulting practice. She received her AB from Harvard and her Masters in Architecture from Massachusetts Institute of Technology. She was appointed Alliance President in September 2015. By virtue of her office she serves on the Board of Trustees.

Diana NaegeleMs. Naegele is a graduate of Michigan State University. She’s the President of RJN Productions, and is currently affiliated with the Barlow Respiratory Hospital and Premiere Oncology Foundation. She was elected to the Board on June 17, 2009. She chairs the Strategic Planning Board Task Force and serves on the Executive Committee.

James Olson Mr. Olson is a graduate of the University of Wisconsin. He is an exhibit design consultant, and was appointed to the Board of Governors on November 10, 2009 by Supervisor Mike Antonovich.

44

Joan Payden Ms. Payden is a graduate of Trinity College and the Advanced Management Program at Harvard Business School. She is President and CEO of Payden & Rygel, Inc., a privately owned, global investment management company. She was elected to the Board of Trustees on March 16, 2004. She chairs the Budget Committee and serves on the Executive Committee.

Jonathan PeacockMr. Peacock has an MA degree from the University of St. Andrews in Scotland. He is the Chairman and CEO of Bellerophon Therapeutics, a clinical stage biotherapeutics company. He was elected to the Board on June 19, 2013. He is a member of the Strategic Planning Board Task Force.

Edward P. Roski, Jr. Mr. Roski is a graduate of the University of Southern California. He is President of Majestic Realty Company. He was elected to the Board on December 15, 1993.

Peter ScrantonMr. Scranton is a graduate of Yale University and Antioch University. He is a venture entrepreneur. He was elected to the Board on September 18, 2013. Mr. Scranton co-chairs the La Brea Tar Pits Advisory Committee, and serves on the Budget and Museum Content Committees.

Sheldon StoneMr. Stone is a graduate of Bowdoin College and Columbia University. He is a principal at Oaktree Capital Management, a high yield bond management group, and is the Chair of the California Community Foundation. He was elected to the Board on March 18, 2008. He serves on the Investment Committee.

Mary SuMs. Su is a graduate of California State University Los Angeles, where she earned her B.A. in Business Information Systems. She is also the mayor pro tem for the City of Walnut. Ms. Su was appointed to the Board by Supervisor Hilda Solis on August 9, 2016.

Richard Sun Dr. Sun is a graduate of the University of the Pacific, where he earned his DDS. He is a dentist and President of SSS Development, Inc. He was appointed to the Board of Governors on April 3, 2001 by Supervisor Mike Antonovich.

45

Elizabeth ThumannMs. Thumann is a graduate of UCLA. She is a civic leader and retired educator. She was elected to the Board on September 18, 2013, and serves on the Museum Content and Advancement Committees.

Richard S. VolpertMr. Volpert is a partner at Glaser Weil LLP. He was elected to the Foundation Board on September 10, 1974 and in 1980 was appointed to the Board of Governors by Supervisor Edelman. He was reappointed as a Governor by Supervisor Yaroslavsky and recently by Supervisor Kuehl. He was President of the Foundation from 1978 to 1984 and is now President of the Board of Governors. He serves on the Executive, Museum Project Oversight and Investment Committees as well as all other committees of the Foundation by virtue of his office.

John Wuo Mr. Wuo is a graduate of the University of Redlands. He is the President of the Golden Apple Group and is a member of the Arcadia City Council. He was elected to the Board of Governors on September 7, 2010 by Supervisor Mike Antonovich.

Judge Eric E. Younger Judge Younger is a graduate of USC and Harvard Law School. He is a retired judge, and a former Advisor to the firm Buchalter, Nemer, Fields & Younger. Judge Younger was elected to the Board on December 16, 2015, and serves on the Audit Committee.

46

Advancement Committee

The Bylaws of the Los Angeles County Museum of Natural History Foundation provide for an Advancement Committee as a standing committee of the Foundation’s Board of Trustees. The Chair of the Advancement Committee shall be designated by the President of the Board.

PURPOSE

The purpose of the Advancement Committee is to assist the Museum in raising annual and capital gifts among private donors, Trustees, corporations, and foundations. The goals of the Museum’s advancement programs are to increase the levels of unrestricted, restricted and capital support; to develop strong relations with prospective donors; and to solicit unrestricted and restricted gifts in support of Museum priorities. The Advancement Committee will offer policy oversight for the advancement program where needed, and will assist in establishing and achieving the goals and fund raising objectives of advancement’s annual operating plan.

RESPONSIBILITIES

• Participate in the cultivation and solicitation of individuals, corporations and foundations in support of Museum priorities, both short term and long term;

• Demonstrate leadership through personal and corporate gifts, and solicit fellow Trustees and friends to do the same;

• Review the effectiveness and appropriateness of the Trustee minimum giving policy and recommend changes as appropriate;

• Assist in the implementation of advancement plans, ensuring that advancement will meet it fund raising and communications goals annually;

• Offer advice and support for the Museum's marketing and communications efforts.

• Provide policy oversight for the advancement program where needed;

• Review advancement policies and plans and recommend Board action on policies and plans that require approval by the Board;

• Review and approve advancement plans that do not require approval by the Board but are referred to the Committee by the President of the Board for concurrence.

MEETINGS

The Advancement Committee shall meet quarterly and whenever else appropriate to enable the Committee to carry out its responsibilities as set forth above. Meetings shall be noticed and held in the same manner as meetings of the Board of Trustees in accordance with the Foundation’s Bylaws, and minutes of each meeting shall be kept and copies distributed to the members of the Committee.

Revision approved by Board Affairs Committee November 20, 2013

Com

mitee C

harters

47

Audit Committee

The Bylaws of the Los Angeles County Museum of Natural History Foundation provide for an Audit Committee as a standing committee of the Foundation’s Board of Trustees (the “Board”).

COMPOSITION

The committee shall be composed of two or more Trustees recommended by the President of the Board and appointed by the Board, and shall be chaired by a Trustee selected annual by the President of the Board. No member of the staff may be a member of the Committee. Members of the budget Committee may serve on the committee; however, the Chair of the committee may not be a member of the Budget Committee and members of the Budget Committee shall constitute less than one-half of the membership of the Committee.

PURPOSE

The purpose of the Committee is to assist the Board in fulfilling its responsibilities for general oversight of (i) the accounting and financial reporting processes of the Foundation, including the integrity of the Foundation’s financial statements, financial reporting processes and systems of internal control, (ii) the external auditor’s qualifications and independence, and (iii) the performance of the external auditors.

RESPONSIBILITIES

• Recommending to the Board the retention and termination of the external auditors and negotiating the auditor’s compensation on behalf of the Board.

• Meeting with the external auditors and reviewing the scope of the annual audit and all other work that the auditors perform for the Foundation, the related compensation, the accounting principles and policies and reporting practices followed by the Foundation (including the impact of alternative principles and policies), any restrictions on their work, cooperation received and all other matters relating to the auditor’s relationship with the Foundation.

• Advising and assisting the Board in evaluating the external auditor’s performance, including the scope and adequacy of the auditor’s review of the Foundation’s financial statements.

• Reviewing the Foundation’s annual financial statements, including footnotes, and conferring with the auditors with respect to the results of the audit, including any significant issues, changes in accounting principles, accounting discrepancies or adjustments or matters of controversy (resolved or unresolved) with management, so as to be satisfied that the financial affairs of the Foundation are in order.

• Reviewing and determining whether to accept the audit of the Foundation’s financial statements.

• Receiving and considering with management the auditor’s evaluation of internal systems, controls and procedures, adequacy of staff and other matters and, based upon such evaluation and consideration, make such recommendations to the Board as the Committee shall deem appropriate.

• Reviewing any management letter issued in connection with the audit and management’s response to any recommendations made by the external auditors in connection with the audit.

48

• Approve the performance of any non-audit services by the external auditor, and obtain assurances that any non-audit services performed by the external auditor conform with the standards for auditor independence set forth in the latest revision of the Government Auditing Standards issues by the Comptroller General of the United States.

• Obtain assurances that the financial activities and records of the Foundation are fully reconciled with those of the Natural History Museum that fall under the auspices of Los Angeles County.

MEETINGS

The Committee shall meet at least two times a year. The first meeting shall be held at a time when the Committee can review and approve the planned scope of the annual audit with the external auditors. The second meeting shall be held shortly after completion of the audit work and prior to signing of the audit report. The principal purpose of this meeting shall be to review the financial results for the year and to be satisfied with the accounting policies and proposed footnotes. Further meetings of the Committee may be required to review any management letter that is supplied to the Foundation by the auditors upon completion of the annual audit and to otherwise perform the responsibilities of the Committee. Meetings shall be noticed and held in the same manner as meetings of the Board in accordance with the Foundation’s Bylaws, and minutes of each meeting shall be kept and copies distributed to the members of the Committee and the Executive Committee, with copies available to the remaining members of the Board.

49

Board Affairs Committee

The Bylaws of the Los Angeles County Museum of Natural History Foundation provide for a Board Affairs Committee as a standing committee of the Foundation's Board of Trustees. The Chair or Co-Chairs of the Board Affairs Committee shall be designated by the President of the Board.

PURPOSE

The purpose of the Board Affairs Committee is to:

• Oversee the process by which trustees are identified, recruited, nominated, and elected to the Board and to Board offices.

• Monitor the performance of the Board and make recommendations to the President of the Board and the Board of Trustees as appropriate.

RESPONSIBILITIES

• Solicit names of candidates for election to the Board.

• Evaluate candidates' qualifications, based on candidate selection criteria and taking into consideration the need for a balanced and diverse Board.

• Recommend qualified candidates for Board membership to the Executive Committee and the Board of Trustees.

• Review performance of Trustees and compliance with contribution policies.

• Recommend re-election of eligible Trustees to new terms.

• Recommend candidates for Board Officers: Chairman, Vice-Chairman, President of the Board, President of the Foundation, Secretary, and Treasurer.

• Provide orientation for new Trustees.

• Report annually to the President of the Board and the Board of Trustees on the performance of the Board and on the structure of its committees. This includes:

1. Board Performance

2. Board Ethics and Conflicts of Interest

3. Periodically review Board Committee Charters

• Recognize Trustees at appropriate milestones of Board service

MEETINGS

The Board Affairs Committee shall meet at least annually and whenever else appropriate to enable the Committee to carry out its responsibilities as set forth above. Meetings shall be noticed and held in the same manner as meetings of the Board of Trustees in accordance with the Foundation’s Bylaws, and minutes of each meeting shall be kept and copies distributed to the members of the Committee.

Revision approved by Board Affairs Committee November 20, 2013

50

Budget Committee

The Bylaws of the Los Angeles County Museum of Natural History Foundation provide for a Board Affairs Committee as a standing committee of the Foundation's Board of Trustees. The Chair or Co-Chairs of the Board Affairs Committee shall be designated by the President of the Board.

COMPOSITION

The Committee shall be composed of two or more Trustees recommended by the President of the Board and appointed by the Board, and shall be chaired by a Trustee selected annually by the President of the Board. No member of the staff may be a member of the Committee. Members of the Budget Committee may serve on, but may not Chair the Audit Committee, provided that members of the Budget Committee may not constitute one half or more of the Audit Committee.

PURPOSE

• Provide general oversight of County, Museum and Foundation financial affairs.

• Inform the Board as to the financial health and needs of the Museum, so that the Board can fulfill its fiduciary responsibility in fiscal matters.

• Determine whether Foundation financial affairs are being conducted with professionalism and skill.

RESPONSIBILITIES

• Review and recommend annual operating budget, and any mid-year updates, to board of Trustees for approval.

• Review and recommend annual capital budget to Board of Trustees for approval.

• Review financial performance relative to budgets and make recommend any needed actions to the Board of Trustees or Executive Committee.

• Exchange information with other Board committees that oversee the generation of resources for the Museum, such as Investment Committee, and the reporting of financial results, such as the Audit Committee.

• Exchange information with other Board committees that advise regarding expenditure or development of resources.

51

Investment Committee

The Bylaws of the Los Angeles County Museum of Natural History Foundation provide for an Investment Committee as a standing committee of the Foundation’s Board of Trustees. The Chair of the Investment Committee shall be designated by the President of the Board

PURPOSE

Under Section 5240 of the California Nonprofit Corporation Law, a board, in investing, reinvesting, purchasing, acquiring, exchanging, selling and managing a corporation’s investments, shall do the following:

• Avoid speculation, looking instead to the permanent disposition of the funds, considering the probable income, as well as the probable safety of the corporation’s capital.

• Comply with additional standards, if any, imposed by the articles, bylaws or express terms of an instrument or agreement pursuant to which the assets were contributed to the corporation.

In carrying out the duties under this Section, a board may delegate its investment powers to a committee, provided that the activities and affairs of the corporation and all corporate powers shall be exercised under the ultimate direction of the board.

In addition, the Uniform Management of Institutional Funds Act (Section 18500 et seq. of the California Probate Code) provides that, in exercising their judgment, members of a governing board shall “consider the long- and short-term needs of the institution in carrying out its… purposed, its present and anticipated financial requirements, expected total return on its investments, general economic conditions, the appropriateness of a reasonable proportion of higher risk investment with respect to institutional funds as a whole, income, growth, and long- term net appreciation, as well as the probable safety of funds.” The Act further provides that, except as otherwise required by the applicable gift instrument or by applicable law, a governing board may delegate to a committee the authority to act in investment and reinvestment of institutional funds.

The Investment Committee shall, within the context of the foregoing standards and such other requirements as provided by law or by instruments or agreements pursuant to which assets are contributed to the Foundation, provide general oversight of the Foundation’s investment policies and procedures.

RESPONSIBILITIES

• Review and monitor investment of all funds of the Foundation, being all endowment, capital and restricted funds, funds held in Foundation-sponsored 403(b) or other pension programs and all general funds other than those held for use in operations.

• Develop and recommend to the Board an investment policy for such funds, including the types of securities in which such funds may be invested and any in which investment will be prohibited.

• Adopt and review policies regarding use of endowment funds for operations or other purposes, consult with the Finance Committee regarding these policies and recommend changes in those policies to the Board as appropriate.

• Develop written policies and procedures for investment of funds, including segregation of

52

funds, authorization levels for transfers, withdrawal, investment and liquidation, and limits on concentration by type or issuer.

• Engage investment advisors and brokers and review and monitor all accounts and arrangements with them, including the terms, the results achieved and the fees and costs involved.

AUTHORITY

The authority of the Board is delegated to the Investment Committee to the extent set forth above.

MEETINGS

The Investment Committee shall meet at least annually and whenever else appropriate to enable the Committee to carry out its responsibilities as set forth above. Meetings shall be noticed and held in the same manner as meetings of the Board of Trustees in accordance with the Foundation’s Bylaws, and minutes of each meeting shall be kept and copies distributed to the members of the Committee.

Revision approved by Board Affairs Committee November 20, 2013

53

Museum Content Committee

PREFACE

The Bylaws of the Los Angeles County Museum of Natural History Foundation provide for a Museum Content Committee as a standing committee of the Foundation’s Board of Trustees. The Chairman of the Board, the President of the Board and the President of the Board of Governors of the Los Angeles County Department of the Museum of Natural History shall be ex officio voting members of this committee, and the President of the Museum shall be an ex officio non-voting member of this committee. The Chair of the Museum Content Committee shall be selected annually by the President of the Board of Trustees, and the committee shall be staffed by one or more members of the senior staff assigned by the President of the Museum.

PURPOSE

• The purpose of the Museum Content Committee is to advise the Board of Trustees regarding the formulation, monitoring, and evaluation of all policies pertaining to the Museum’s Research & Collections, and Education and Exhibits departments. This will include:

• Consideration of the strategic direction of these departments and their activities;

• Periodic evaluation of Museum collections policy, and regular monitoring of all accessions and deaccessions of Foundation objects and specimens for recommendation to the Board of Trustees;*

• General oversight of content and periodic recommendations for Board approval.

* The deaccessioning of County Objects and Specimens falls under the purview of the Board of Governors.

54

Natural History Museum of Los Angeles County Institutional Code of Ethics

(ADOPTED BY THE BOARD OF GOVERNORS AND THE BOARD OF TRUSTEES SEPTEMBER 15, 2010)

MUSEUM GOVERNANCE IN TRUST FOR THE PUBLIC

The governance of the Natural History Museum of Los Angeles (the “Museum”) for the benefit of the public is shared by the County of Los Angeles through its Department of the Museum of Natural History and the private, non-profit Los Angeles County Museum of Natural History Foundation. The Museum holds in trust scientific and history collections, knowledge, and programming for California and the world-wide community. The Museum is accountable for stewardship of its property and collections, conducting its programs, and serving the public with accuracy, honesty, and sensitivity. Therefore, the Museum and its representatives must act with integrity and in accordance with appropriate laws and ethical principles in order to maintain the public confidence integral to its public trust. Also inherent in maintaining public confidence is respect and appreciation for the diversity of the audience the Museum serves.

Since staff, volunteers, and Board members are never wholly separable from their institution, any Museum-related action by an individual may reflect on the Museum or be attributed to it. Those who work for or on behalf of the Museum should understand its public trust responsibilities, support its mission, and understand their role in maintaining and enhancing public confidence. However ethical responsibility extends beyond the individual to governance of the institution at all levels, and the Museum as a whole must live up to its ethical standards.

ADHERENCE TO THE MUSEUM’S MISSION

All activities within the Museum should be related to and in keeping with the mission of the Museum. The Museum’s collections, programs, and its physical, human, and financial resources should be maintained and developed in support of that mission, against which decisions regarding the appropriateness of programming, collection activities, and support activities also will be measured. Property, including physical and intellectual property or collections, belonging to the Museum will not be used by the Museum or released for use by any other party for any purpose contrary to the mission of the Museum. The Museum will use professional standards and practices, including those applicable to the museum community and to the professional disciplines of its staff members, to inform and guide all Museum operations and activities.

COLLECTIONS RESPONSIBILITY

The ownership, care, and use of objects, specimens, and living collections representing the world's natural and cultural common wealth confer special responsibilities on museums. The stewardship of collections entails a special public trust, including the responsibility to assure rightful ownership, preservation, documentation, accessibility, and responsible disposal. The Museum strives to manage, maintain, conserve, account for, and document objects in its ownership or care according to the standards of the discipline they represent. Collections-related activities will promote the public good rather than individual financial gain.

Code of Ethics

55

The Museum acknowledges and embraces the unique responsibilities related to the stewardship of human remains and funerary and sacred objects, including assuring that all decisions comply with the specific laws and cultural norms.

PROGRAMMING RESPONSIBILITY

Museums serve society by advancing the understanding and appreciation of the natural and cultural common wealth through public programming, research, scholarship, publications, and educational activities. These activities further the Museum's mission and should represent the best historical and scientific understanding, be responsive to the concerns, interests, and needs of society by insuring that its programs are founded on scholarship, and be grounded in intellectual integrity based on the best knowledge available to at the time. Museum programs should be accessible to and encourage participation of the widest possible audience consistent with the mission and available resources. The Museum will strive to be responsive to and represent the interests of the community and society.

FINANCIAL RESPONSIBILITY

The Museum’s financial decisions are made to protect the funding support necessary to maintain the Museum's mission, collections and other resources for the public trust. The Museum, its staff, its policies, and its practices need to conform to and comply with all applicable federal, state, and local laws and all applicable international treaties. The governance and management will promote the public good rather than individual financial gain.

PROPERTY USE RESPONSIBILITY

The property of the Museum, whether physical or intellectual, is acquired, produced, and maintained for the sole purpose of furthering the Museum's mission. Use of Museum property by Museum personnel for projects outside of Museum business requires the consent of the Museum. Museum personnel will not use property or materials owned by the Museum for personal profit or gain, to further personal causes, or in ways that would reflect negatively on the Museum.

FUNDRAISING AND COMMERCIAL ACTIVITY RESPONSIBILITY

Donations or other support should not be sought or accepted from any donor where such a donation would compromise the integrity of the Museum or its mission or which constricts the Museum in its ability to present its perspective on an issue. Commercial activities undertaken by the Museum will not violate or compromise the integrity of the Museum's mission, the ability of the Museum or its staff to maintain professional standards, or the Museum's not-for-profit status. Ultimate control of the content of the Museum’s activities, including those for which financial support may be obtained,

56

and of the use of the Museum’s name and other assets will remain with the Museum. Commercial activities associated with the Museum, as well as the publicity related to them, will be in keeping with the mission of the Museum, relevant to the basic educational purpose of the Museum, and protective of the integrity of the collections.

PERSONNEL-RELATED RESPONSIBILITY

The Museum treats its personnel with respect, honesty, openness, and dignity. The Museum’s policies and procedures should be fair, made in good faith, clearly communicated, and consistently enforced throughout the organization.

The Museum will maintain a relationship with staff in which individual expertise and opinions are respected. Where the professional opinions or judgments of Museum personnel conflict with the policies or decisions of the Museum, the Museum will not require Museum personnel to compromise their professional opinions, judgments, or reputations to promote the Museum's position. Conversely, no Museum personnel will use their professional opinions, judgments, or reputations to compromise the Museum's integrity or reputation.

The ethical responsibilities of the Board members, staff members, and volunteers are further elaborated in the Code of Ethics and Conflict of Interest policy adopted in 1997 and last amended in 2004.

Code of Ethics

57

Natural History Museum of Los Angeles County and Natural History Museum of Los Angeles County Foundation

PREFACE

Codes of Ethics have been written by both the International Council of Museums (ICOM) and the American Association of Museums (AAM) and similar codes exist for many organizations of which museum professionals are members. While these codes are thoughtful and worthwhile, they cannot cover all of the issues facing a complex institution like the Los Angeles County Museum of Natural History and the Los Angeles County Museum of Natural History Foundation (collectively, the “Museum”), with its diverse facilities, collections, programs and ancillary interests. It is appropriate, therefore, to adopt a Code that is tailored to the particular needs and characteristics of this institution. This Code of Ethics must be broad enough to permit interpretation and flexible enough to evolve or change as the Museum changes over time.

Leadership of, or employment or other service to, an institution such as the Museum is a public trust involving significant responsibility. This public trust is reflected in the government's perception of the Museum as an educational resource worthy of direct support and of tax exempt status, the donors' belief that their financial support is wisely spent in the furtherance of our stated mission, and the Trustees', staff members' and volunteers' belief that their efforts for the Museum are valuable.

The Museum itself holds the public trust in its role as preserver of irreplaceable collections concerning natural history and humankind's culture and heritage. To this end, a Collections Policy has been adopted by the Board of Trustees and the Board of Governors that addresses the required practices and procedures for acquiring, borrowing, using, lending, and disposing of objects held by or used by the Museum for its research, education, and exhibit purposes. The Museum also reflects its public trust by conducting its research and presenting its public programs with accuracy, honesty and sensitivity. This very important issue of public trust demands that in all activities Trustees, staff and volunteers must act with integrity and in accordance with the most stringent ethical principles as well as the highest standards of objectivity. All museums enjoy high public visibility and their staffs a generous measure of public esteem. To the public, the Trustees, staff members and volunteers are never wholly separable from the institution. They should be mindful that all Museum-related activity by them may reflect on, or be attributed to, the Museum. It therefore is essential that the provisions of this Code of Ethics, as well as the reporting procedures, be read and clearly understood by all Trustees, staff members and volunteers.

58

Responsibilities of Trustees

BACKGROUND

In 1962, the Los Angeles County Board of Supervisors created a Department of Museum of Natural History (the “Department”). The Department succeeded to most of the responsibilities of the County Museum of History, Science and Art that was established in 1913. Today, the Department has administrative charge and control over all County matters relating to history and science, including the administration of Hancock Park (except the area devoted to the Los Angeles County Art Museum) and care, safeguarding and maintenance of all exhibits, equipment and structural improvements directly relating to exhibits, and the administration and maintenance of the Los Angeles County Museum of Natural History. Subject to the supervision of the Board of Supervisors, the Department is under the direction of a Board of Governors.

In 1965, the Los Angeles County Museum of Natural History Foundation (the “Foundation”) was incorporated, the governing body of which is the Board of Trustees. The Foundation's purpose is to provide financial and other resources from the private sector in support of the Museum. In recent years, the Foundation has expanded its role by providing additional facilities and collections, as well as personnel to augment the Museum's staff.

To coordinate and facilitate governance of the Museum, the Foundation's Bylaws provide that the Governors automatically become members of the Board of Trustees. Together, the Trustees and Governors serve the public interest as it relates to the Museum and are responsible for establishing and maintaining its general policies, standards, collections, condition and operational continuity. This responsibility is discharged under the direction of a Director of the Department, who also serves as the President of the Foundation. This Code of Ethics applies to all Trustees whether or not they also serve as Governors.

GENERAL RESPONSIBILITIES

Each Trustee should devote time and attention to the affairs of the Foundation and ensure that the Foundation and its Board of Trustees act in accordance with the Foundation's charter and bylaws and with applicable state and federal laws. Trustees must ensure that no policies or activities jeopardize the basic nonprofit status of the Foundation or reflect unfavorably upon the Museum.

Trustees should not attempt to act in their individual capacities. All actions should be taken as a board, committee or subcommittee, or otherwise in conformance with the bylaws or applicable resolutions. Trustees with special areas of interest within the Museum should understand that advocacy for those interests should be advanced only within the framework of the Museum's interests as a whole. Whenever a rule, standard, prohibition or requirement applies to a Trustee under this Code of Ethics, the same rule, standard, prohibition, or requirement shall apply to persons or entities whose relationship with the Trustee would normally be ascribed to or influence the Trustee, including family members and enterprises in which the Trustee holds a management or controlling position. As used in this Code of Ethics, a “family member” would include a person's spouse, parent, child and sibling, whether by blood, marriage or adoption, or anyone residing in that person's home.

59

CONFLICTS OF INTEREST

Members of the Board of Trustees must be sensitive to situations or positions that may give rise to, or create the appearance of, conflicts of interest. A conflict of interest exists whenever a Trustee's independence of judgment in the discharge of his or her duties or responsibilities to the Museum may be influenced or compromised — or it even appears that a Trustee's independence of judgment could be influenced or compromised — because of a direct or indirect financial, personal or professional interest, a financial gain or any other benefit, or whenever a Trustee misuses his or her position in such in a way that it results or may result in a direct or indirect personal financial gain or benefit.

Any situation that might present an actual or apparent conflict of interest for a Trustee individually would probably also present a conflict of interest if it results in a financial gain or any other benefit to a family member or an enterprise in which the Trustee or a family member has a material financial interest or serves in a management or policy making role (as by serving as an officer or director).

It is not possible to identify every particular interest, financial gain or benefit that might give rise to a conflict of interest. Examples of conflicts of interest involving Trustees include the following:

• Any material financial interest, directly or indirectly, or a management or policy making role, in a business enterprise that provides services or supplies materials or equipment to the Museum;

• Any material financial interest, directly or indirectly, or a management or policy making role, in a business enterprise to which the Museum provides services or assistance;

• The acceptance of gifts or other benefits under circumstances from which it might be inferred that such gifts or benefits were intended to influence decision making; or

• The receipt of a material financial, personal or professional benefit from the knowledge of confidential Museum information.

DISCLOSURE

A Trustee must disclose to the Chairman of the Foundation, the President of the Board or the Executive Committee any membership on governing bodies of other nonprofit institutions that could be construed as being Museum-related or otherwise might be perceived as presenting an actual or potential conflict of interest. Each Trustee must also provide a full and complete disclosure of all facts pertaining to any transaction that is subject to any reasonable question concerning the possible existence of a conflict of interest by the Trustee. A statement disclosing any such memberships or actual or potential conflicts of interest shall be submitted by each Trustee to the President of the Board on an annual basis, and by each nominee prior to election to the Board of Trustees. A copy of the current version of the form for such disclosures is available from the Office of the President.

It is recognized that there may be transactions involving the Museum in which a Trustee has a personal interest or other potential conflict of interest but which is, nevertheless, beneficial to the Museum. Whenever a matter arises for action by the Board of Trustees,

60

or the Museum engages in an activity, where there is a potential conflict or the appearance of a conflict between the interests of the Museum and an outside or personal interest or benefit of a Trustee, the Trustee's interest or benefit should be disclosed and made a matter of record. If the Trustee is present when a vote is taken in connection with such a matter, the Trustee should abstain. In some circumstances, the Trustee should avoid discussing with other Trustees any planned action or activity, formally or informally, where there might appear to be a personal interest or benefit.

Trustees should maintain Museum information in confidence when it concerns the administration or affairs of the Museum and is not generally available to the public. This does not preclude public disclosure of information that is properly in the public domain, or information that should be released in fulfilling the Museum's accountability to the public.

PERSONAL COLLECTING

Charges of self-interest at the expense of the Museum and charges of personal use of privileged information can arise whenever a Trustee personally collects objects of a type collected by the Museum.

No Trustee shall compete with the Museum for objects or take personal advantage of information available to him or her because of his or her Board of Trustees membership. Should a conflict develop, the interests of the Museum will prevail.

No Trustee, or individual who might act for him or her, may acquire objects from the collections of the Museum, except when the object and its source have been advertised, its full history made available and it is sold at public auction or otherwise clearly offered for sale in the public market. No Trustee may, directly or indirectly, sell objects to the Museum except when the objects and their sources have been advertised, sold at public auction, otherwise clearly offered for sale in the public market, or sold to the Museum at a price below fair market value as determined by independent appraisal. The President or the Board of Trustees may require that any sale to the Museum by a Trustee be approved by an appropriate curator, the Deputy Director for Research and Collections, the President, and/or a vote of the Board of Trustees.

LENDING TO THE MUSEUM

Trustees should use Museum property only for official purposes, and make no personal use of the Museum's collections, property or services in a manner not available to a member of the general public. While loans of objects by Trustees can be of great benefit to the Museum, it should be recognized that exhibition can enhance the value of an exhibited object. A Trustee should not lend any object to the Museum which he or she is actively planning to sell. Objects belonging to a Trustee may be lent to the Museum when there is a measurable scholarly or educational benefit to the institution or the public.

TRUSTEE / STAFF RELATIONSHIP

When Trustees seek staff assistance for personal needs they should not expect that such help will be rendered to an extent greater than that available to a member of the general public in similar circumstances or with similar needs. A Trustee should not serve as a paid staff member or perform functions normally performed by staff members, except that the President may be a member of the Board of Trustees.

61

The relationship between a Trustee and the staff is naturally close and mutually beneficial to the Museum. Nonetheless, a Trustee should not make excessive requests for the services or expertise of the staff.

A Trustee, in general, should communicate any administrative or managerial concerns to the Chairman of the Foundation, the President of the Board or the President as appropriate. Trustees should avoid giving directions to, or criticizing the staff, unless such actions are in accord with Board of Trustees or Executive Committee action or established procedures and the President is apprised. In general, Trustees should not make requests directly of staff for information or assistance, but should channel those requests through the President, whose responsibility it is to monitor the performance and workload of the staff. Concomitantly, in general, staff should not initiate contact with Trustees about Museum business but should work through the President or in accordance with established procedures.

TRUSTEE / PRESIDENT RELATIONSHIP

A significant responsibility of the Trustees derives from the relationship with the President. The Trustees are responsible for monitoring his or her activities, and this relationship must reflect the primacy of institutional goals over all personal considerations. The Board of Trustees has an obligation to define the powers and duties of the President. Trustees should work with the President in all administrative matters, and deal with him or her openly and with candor.

Responsibilities of Staff Members

CONFLICTS OF INTEREST

Museum staff members should never abuse their official positions or their contacts within the museum community, compete with the Museum, or bring discredit or embarrassment to the Museum or to their profession in any activity, whether or not related to the Museum. Within the limits of staff members' legal rights and responsibilities, they should be prepared to accept the ethical and professional restrictions that are necessary to maintain public confidence in the Museum and in their profession. Conflict of interest restrictions placed upon the Trustees must be observed as well by staff members as to themselves individually and as to any of their family members (as previously defined) in carrying out their duties and responsibilities for the Museum.

GIFTS, FAVORS, AND DISCOUNTS

The Museum is committed to the highest ethical principles in all relationships with business suppliers. Any Museum staff member who is authorized to spend Museum funds should do so with impartiality, honesty, and with regard only to the best interests of the Museum.

If a staff member or family member receives any gift exceeding $25 in value from any vendor or other person or entity doing business with or having a connection with the Museum, the staff member must either refuse the gift or instruct the source to redirect the gift to

62

the Museum. Gifts include discounts on personal purchases from suppliers who sell items or furnish services to the Museum, except where such discounts are regularly offered to the general public. The term “gift” may include offers of meals, entertainment, outside employment or other advantageous arrangements.

MUSEUM PROPERTY

No staff member should use, outside the Museum premises or for personal gain, any object or item that is a part of the Museum's collection or under the guardianship of the Museum, or use any other property, supplies or resources of the Museum except in the course of official business of the Museum. The name and reputation of the Museum are valuable assets and should not be exploited either for personal advantage or the advantage of any other person or entity.

Within the limits of staff members' legal rights and responsibilities, information about the administrative or non-scholarly activities of the Museum that a staff member may acquire in the course of his or her duties and which is not generally known or available to the public must be treated as confidential and proprietary to the Museum. Staff members are responsible for maintaining the security of confidential records and information, and the privacy of individuals or groups who support the Museum.

Staff members should be circumspect in referring members of the public to outside suppliers to the Museum. Whenever possible, more than a single qualified source should be named in order to avoid the appearance of personal favoritism.

OUTSIDE EMPLOYMENT

Collaborative work with other organizations and outside employment, including publications, consulting, and personal professional development outside the direct scope of a staff member's employment, can be beneficial to the Museum and to the staff member. However, care should be taken to ensure that such collaborative work or outside employment is compatible with the mission of the Museum and with the professional responsibility of staff members to the Museum and does not overly impact the work or availability of the staff member.

The Museum requires each staff member to file a disclosure statement at least annually with his or her supervisor providing information concerning certain kinds of outside employment. The current version of that form is available from the Museum's Human Resources Department. Among other prohibitions set out in the disclosure form, outside employment must not be in conflict with the staff member's duties as a County or Foundation employee and must not involve advisory or consultative services that might conflict with the interests of the Museum.

In addition, if it is reasonably foreseeable that an activity will have more than a minimal effect on the staff member's regular work assignment, will reflect on the reputation of the Museum, or will involve the use of the Museum's name, collections or facilities (including office space, support staff, or equipment), the staff member must disclose the proposed activity to his or her supervisor and obtain written approval in advance.

The following considerations are intended as guidance to staff members in determining whether or not a specific collaborative activity or outside employment opportunity is prohibited. They also are intended as guidance for supervisors in determining whether or not to grant permission to a staff member who seeks consent to perform an outside activity for which disclosure is required as described above.

63

• The extent to which the activity assists or detracts from the Museum's performance of its mission;

• The effect, if any, of the activity on the staff member's ability to perform his or her normal work assignments (including hours of work and availability);

• The extent to which Museum resources will be used in the course of the activity.

• The extent to which the staff member may be perceived as representing the Museum when performing the activity.

• The amount of remuneration, if any, to be received for the activity and the extent to which the Museum will share in any such remuneration.

• The extent to which performance of the activity would require the staff member to make decisions on behalf of another entity that could affect the interests of the Museum (for instance, by having an advisory or fiduciary obligation to another institution that might require making recommendations or decisions also affecting the best interest of the Museum); and

• How the Museum has or intends to respond to similar requests from other staff members.

OUTSIDE VOLUNTEER ACTIVITIES

Within the constraints concerning outside employment, staff members are encouraged to participate in voluntary outside activities with community groups or public service organizations. If a staff member volunteers for an organization and it is reasonably foreseeable that the others will perceive the staff member to be acting in an official Museum capacity, disclosure to and advance written approval of the staff member's supervisor is required. Staff members should conduct themselves so that their activities on behalf of community or public service organizations do not reflect adversely on the reputation or integrity of the Museum.

Staff members speaking out on a public issue should do so strictly as individuals and avoid the appearance of speaking or acting in an official capacity or on the Museum's behalf.

PERSONAL COLLECTING BY STAFF MEMBERS

The Museum's collecting interest is extremely broad in scope, encompassing modern, ancient and prehistoric objects as well as objects of scientific, historic, aesthetic and cultural importance. Many are unique or of high or incalculable value; others are everyday objects or examples of commonplace types of which multiple identical or nearly identical items are available. The scope of the collections and of the professional affiliations of the Museum staff subjects different staff members to different legal and professional standards. Therefore, it is impossible to list conclusively all types of personal acquisitions by Museum staff members that would constitute a conflict of interest with the Museum. However, the following principles should guide each staff member in his or her personal collecting.

• Staff members must follow all legal requirements relating to the acquisition, holding and disposition of any object; staff members should note that special legal restrictions apply to certain modern and fossil animals and plants, to certain archaeological and Native American

64

material, and to certain objects imported from other countries or collected on public land, and any staff member who has doubts as to the legal status of any object should seek advice from specialists within or outside the Museum.

• Each staff member must comply with any accepted collecting principles of his or her discipline and, when acquiring objects outside his or her discipline, should comply with the collecting principles of the discipline responsible for similar objects within the Museum's collections.

• Staff members must not engage in commercial trade in objects related to the collections or interests of the Museum.

• Staff members must not serve as consultants to the trade or private collectors, whether paid or unpaid, or advise others related to the Museum on the acquisition or disposition of objects within the staff person's area of professional Museum expertise (except as to the legal status of objects or to provide non-appraisal advice concerning objects that are committed for donation to the Museum); staff members should note that within certain disciplines it also may be inappropriate to provide advice to the general public concerning the identification of objects.

• Staff members should not acquire objects that are within the collecting interest of the Museum unless equivalent objects are readily available for acquisition by the Museum. In the event a staff member acquires an object that is within the collecting interest of the Museum when equivalent objects are not readily available for acquisition, the staff member must report the purchase to his or her supervisor. The Museum will have the right to purchase any such object within 45 days at the price paid by the staff member; and

• In the event a staff member wishes to dispose of an item that is within the collecting interest of the Museum when equivalent objects are not readily available for acquisition, the staff member must notify his or her supervisor and refrain from selling the object for forty-five days. During that period, the Museum will have the right to purchase the object from the staff member at the lower of the fair market value or the proposed sale price, or at its election, at a price determined by an independent appraiser.

Staff members should consider that while household objects, decorative items, items of apparel, automobiles, gem stones and material in personal libraries and in vocational or professional collections usually are of a type readily available for acquisition by the Museum, occasionally an equivalent object is not readily available for acquisition by the Museum (for instance due to an object's rarity) and, therefore, the material is subject to the limitations imposed on personal collecting.

No staff member, person close to him or her, or individual who might act for him or her, may acquire objects from the collections of the Museum, except when the object and its source have been advertised, its full history made available and it is sold at public auction or otherwise clearly offered for sale in the public market. No staff member or family member may, directly or indirectly, sell objects to the Museum except pursuant to the Museum's right of first refusal described above or when the objects and their sources have been advertised, sold at public-auction, otherwise clearly offered for sale in the public market, or sold to the Museum at a price below fair market value as determined

65

by independent appraisal. The President or the Board of Trustees may require that any sale to the Museum by a staff member be approved by an appropriate curator, the Deputy Director for Research and Collections, the President, and/or a vote of the Board of Trustees.

Responsibilities of Volunteers

Volunteers have played an active and important role in the Museum since its founding. It is incumbent on the Museum staff to be supportive of volunteers, receive them as fellow professionals, and willingly provide them with appropriate training and opportunity for their intellectual enrichment.

Volunteers have a responsibility to the Museum as well, especially those with access to the Museum's collections, programs and confidential information. Volunteers must work toward the betterment of the institution and not for personal gain other than the natural gratification and enrichment inherent in Museum participation. Volunteers must keep confidential information which they obtain in the course of their work and that is not generally available to the public.

Although the Museum provides special privileges and benefits to its volunteers, they should not accept from others gifts, favors, discounts, loans or other dispensations or things of value that accrue to them in connection with carrying out duties for the Museum. Volunteers must not use their affiliation with the Museum to obtain from the Museum staff or from others benefits not available to the general public. Conflict of interest restrictions and gift policies placed upon the staff of the Museum must be observed as well by volunteers.

Adopted by Board of Trustees: March 19, 1997

Adopted by Board of Governors: April 16, 1997

Amended by Board of Trustees: June 16, 2004

Amended by Board of Governors: September 14, 2004

66

Board of Trustees

Quarterly Meeting December 14, 2016 12:00 – 2:30 pm

Quarterly Meeting March 15, 2017 4:00 – 6:00 pm

Quarterly Meeting June 21, 2017 4:00 – 6:00 pm

Annual Meeting September 20, 2017 4:00 – 6:00 pm

Quarterly Meeting December 20, 2017 12:00 – 2:00 pm

As per the bylaws, meetings shall be held the third Wednesday of September, December, March, and June.

Board of Governors

Special Meeting December 14, 2016 2:30 – 3:00 pm

Annual Meeting September 20, 2017 3:00 – 4:00 pm

As per the bylaws, the annual meeting of the Board of Governors is held on the third Wednesday of September immediately prior to the annual meeting of the Board of Trustees.

Annual C

alendar

67

Executive Staff and Contact Information

Lori Bettison-Varga 213.763.3301 President and Director lbv@nhm.org

Dawn McDivitt 213.763.3303Chief Deputy Director dmcdivitt@nhm.org Administrator, La Brea Tar Pits and Museum, and William S. Hart Museum

Gretchen Baker 213.763.3381Vice President, Exhibits gbaker@nhm.org

Luis Chiappe 213.763.3367Vice President, Research and Collections lchiappe@nhm.org

Gretchen Humbert 213.763.3442 Chief Financial Officer ghumbert@nhm.org

Tom Jacobson 213.763.3306 Senior Vice President, Advancement tjacobson@nhm.org

Nooshin Nathan 213.763.3223 Chief Talent Officer nnathan@nhm.org

Larry Walraven 213.763.3305General Counsel lwalraven@walravenlaw.com

Cynthia Wornham 213.763.3216 Vice President, Marketing and Communications cwornham@nhm.org

Other Useful Numbers Danielle Brown 213.763.3512Vice President, Annual Programs dbrown@nhm.org

Kiara Brown 213.763.3482 Special Assistant, Community and External Relations kiarabrown@nhm.org

Grace Cabrera 213.763.3300 Executive Assistant to Dawn McDivitt gcabrera@nhm.org

Martha Garcia 213.763.3302 Executive Assistant to Dr. Lori Bettison-Varga mgarcia@nhm.org

Al Vasquez 213.763.3420 Director, Membership avasquez@nhm.org

68

Names and Titles

The Honorable Hilda L. Solis Supervisor, County of Los Angeles, 1st District

The Honorable Mark Ridley-ThomasSupervisor, County of Los Angeles, 2nd District

The Honorable Sheila Kuehl Supervisor, County of Los Angeles, 3rd District

The Honorable Janice Hahn Supervisor, County of Los Angeles, 4th District, Chair

The Honorable Kathryn Barger Supervisor, County of Los Angeles, 5th District

Board of Supervisors

CO

UN

TY

OF LO

S AN

GELES

68

69

70

Board of G

overnors

Appointed by

James E. Blancarte Solis

Charlene Dimas-Peinado Solis

Mary Su Solis

Shannon Faulk Ridley-Thomas Vice President of the Board of Governors

Eric Moore Ridley-Thomas

Louisa Cardenas Kuehl

Richard S. Volpert Yaroslavsky President of the Board of Governors

Daniel S. Goldin Yaroslavsky

James Olson Antonovich

Dr. Richard Sun Antonovich

John Wuo Antonovich

Arun K. Bhumitra Knabe

Howard E. Chambers Knabe

Curtis C. Jung Knabe Secretary of the Board of Governors

71

Board of Governors

The department of Museum of Natural History consist of and include administrative charge and control over all county matters relating to history and science, and shall also include the administration of Hancock Park (except that area of said park devoted to the Los Angeles County Museum of Art), and the care, safeguarding and maintenance of all exhibits, equipment and structural improvements directly relating to exhibits, the administration and maintenance of Los Angeles County Museum, and other property hereafter acquired for or devoted to history and science. This section does not apply to William S. Hart Park.

The Board of Governors shall consist of 15 positions; 3 appointees from each County Supervisorial District. A member of the Board of Governors shall be appointed by, and serve at the pleasure of, the Board of Supervisors for a period of four years. No member shall serve for a period of more than eight consecutive years; provided, however, that the Board of Supervisors may, by order, extend this length of service or waive this limit for individuals or the Board of Governors as a whole.

The board of governors shall perform the following duties:

A. Under the general supervision of the Board of Supervisors, develop and establish museum policies in conjunction with the Director, determine museum goals and programs, and provide general governance and review of museum operations under the management of the director;

B. Serve as advisors to the Board of Supervisors with respect to all facets of museum operation including, in particular, future goals and programs;

C. In conjunction with the director, promote the image to the public of the museum and its cultural and educational activities;

D. Contribute regionally, nationally or internationally to coordinated efforts from which the museum may eventually be a direct or indirect beneficiary.

72

Bylaw

s

Adopted September 21, 1983

Amended March 21, 1984

Amended September 19, 1984

Amended June 15, 1994

Amended September 17, 1999

Amended March 15, 2000

Amended September 19, 2001

Amended December 19, 2001

Amended September 17, 2003

Amended September 14, 2004

Amended September 20, 2006

Amended March 19, 2008

Amended March 17, 2010

Amended September 17, 2014

.

OF LO

S AN

GELES C

OU

NT

Y N

ATU

RA

L HISTO

RY

FOU

ND

ATIO

N

73

ARTICLE I. OFFICES 75

Section 1. Principal Office 75Section 2. Other Offices 75

ARTICLE II. MEMBERSHIP 75

Section 1. Members 75Section 2. Associates 75

ARTICLE III. TRUSTEES 75

Section 1. General Powers 75Section 2. Specific Powers 75Section 3. Number of Trustees 76Section 4. Election and Term of Office 76Section 5. Resignation 76Section 6. Vacancies 76Section 7. Place of Meetings 77Section 8. Annual Meetings 77Section 9. Regular Meetings 77Section 10. Special Meetings 77Section 11. Quorum 77Section 12. Participation in Meetings by Conference Telephone 78 Section 13. Waiver of Notice 78Section 14. Adjournment 78Section 15. Action Without Meeting 78Section 16. Rights of Inspection 78Section 17. Committees 78Section 18. Executive Committee 79Section 19. Other Standing Committees 79Section 20. Proceedings and Reports 79Section 21. Limitations Upon Committees 79Section 22. Fees and Compensation 80Section 23. Trustees Emeritus 80

ARTICLE IV. OFFICERS 80

Section 1. Officers 80Section 2. Election 80Section 3. Subordinate Officers 81Section 4. Removal and Resignation 81Section 5. Vacancies 81Section 6. Chairman of the Board 81Section 7. President of the Board 81Section 8. President 81Section 9. Secretary 81Section 10. Assistant Secretary 82

Table of Contents

74

Section 11. Chief Financial Officer 82Section 12. Employees as Officers 82

ARTICLE V. OTHER PROVISIONS 82

Section 1. Endorsement of Documents; Contracts 82Section 2. Representation of Shares of Other Corporations 82Section 3. Construction and Definitions 82Section 4. Amendments 83Section 5. Fiscal Year 83Section 6. Corporate Seal 83

ARTICLE VI. INDEMNIFICATION 83

Section 1. Definitions 83Section 2. Indemnification in Actions by Third Parties 83Section 3. Indemnification in Actions by or in the Right of the Corporation 83Section 4. Indemnification Against Expenses 84Section 5. Required Determinations 84Section 6. Advance of Expenses 84Section 7. Other Indemnification 85Section 8. Forms of Indemnification Not Permitted 85Section 9. Insurance 85Section 10. Nonapplicability to Fiduciaries of Employee Benefit Plans 85

0

75

Bylaws

For the regulation, except as otherwise provided by statute or its Articles of Incorporation, of the Los Angeles County Museum of Natural History Foundation, a California nonprofit public benefit corporation.

ARTICLE I. OFFICES

Section 1. Principal Office. The corporation’s principal office is fixed and located at 900 Exposition Boulevard, Los Angeles, California. The Board of Trustees (the “Board”) is granted full power and authority to change the principal office from one location to another. Any such change shall be authorized by resolution, or this Section may be amended to state the new location.

Section 2. Other Offices. Branch or subordinate offices may be established at any time by the Board at any place or places.

ARTICLE II. MEMBERSHIP

Section 1. Members. The corporation shall have no members. Any action which would otherwise require approval by a majority of all members or approval by the members shall require only approval of the Board. All rights which would otherwise vest in the members shall vest in the Trustees.

Section 2. Associates. Nothing in this Article II shall be construed as limiting the right of the corporation to refer to persons associated with it as “members” even though such persons are not members, and no such reference shall constitute anyone a member, within the meaning of Section 5056 of the California Nonprofit Corporation Law. The corporation may confer by amendment of its Articles of Incorporation (the “Articles”) or of these Bylaws some or all of the rights of a member, as set forth in the California Nonprofit Corporation Law, upon any person or persons who do not have the right to vote for the election of Trustees or on a disposition of substantially all of the assets of the corporation or on a merger or on a dissolution or on changes to the Articles or these Bylaws, but no such person shall be a member within the meaning of said Section 5056.

ARTICLE III. TRUSTEES

Section 1. General Powers. Subject to limitations of the Articles and these Bylaws, the activities and affairs of the corporation shall be conducted and all corporate powers shall be exercised by or under the direction of the Board. The Board may delegate the management of the activities of the corporation to any person or persons, a management company or committees however composed, provided that the activities and affairs of the corporation shall be managed and all corporate powers shall be exercised under the ultimate direction of the Board.

Section 2. Specific Powers. Without prejudice to the general powers set forth in Section 1 of this Article III, but subject to the same limitations, the Board shall have the power to:

(a) Select and remove all the corporate officers, agents and employees; prescribe powers and duties for them as are consistent with law, the Articles and these Bylaws; fix their compensation; and require from them security for faithful service;

(b) Conduct, manage and control the affairs and activities of the corporation and make rules and regulations consistent with law, the Articles and these Bylaws, as they may deem best;

76

(c) Adopt, make, and use a corporate seal; and alter the form of such seal from time to time as they may deem best; and

(d) Borrow money and incur indebtedness for the purposes of the corporation, and cause to be executed and delivered therefor, in the corporate name, promissory notes, bonds, indentures, deeds of trust, mortgages, pledges, hypothecations or other evidences of debt and securities therefor.

Section 3. Number of Trustees. The Board shall consist of at least 35 but no more than 55 Trustees unless changed by amendment of these Bylaws. The exact number of Trustees shall be fixed, within these limits, by a Board resolution.

Section 4. Election and Term of Office. Trustees shall serve the following terms: the term of office of any Trustee elected for a first or second term shall be one year and the term of office of any Trustee elected for a third or successive term shall be three years. The number of Trustees elected at each Annual Meeting may vary, providing, however, the number of Trustees in office shall not exceed the maximum number of Trustees provided by Section 3 of this Article III. Additionally, (a) the persons holding the offices of Chairman and First Vice-Chairman of the Natural History Museum Alliance, and (b) members of the Board of Governors of the Los Angeles County Department of the Museum of Natural History, who are not otherwise elected as Trustees shall act as designated Trustees. The term of office of such designated Trustees shall be the term of incumbency of each such Trustee as an officer of the Alliance or a member of the Board of Governors, as the case may be.

Section 5. Resignation. Subject to the provisions of Section 5226 of the California Nonprofit Public Benefit Corporation Law, any Trustee may resign effective upon giving written notice to the Chairman of the Board, the President, the Secretary or the Board, unless the notice specifies a later time for the effectiveness of such resignation. If the resignation is effective at a future time, a successor may be selected before such time, to take office when the resignation becomes effective.

Section 6. Vacancies. Vacancies in the Board shall be filled in the same manner as the Trustee(s) whose office is vacant was selected, provided that vacancies to be filled by election by Trustees may be filled by the vote of a majority of the remaining Trustees, although less than a quorum, or by a sole remaining Trustee. Each Trustee so selected shall hold office from the date of selection or election, as the case may be, until the Annual Meeting in the next calendar year and until a successor has been elected and qualified.

A vacancy or vacancies in the Board shall be deemed to exist in a case of the death, resignation or removal of any Trustee or if the authorized number of Trustees is increased.

By the vote of a majority of the Trustees then in office, the Board may declare vacant the office of a Trustee who has been declared of unsound mind by a final order of court, or convicted of a felony, or been found by a final order or judgment of any court to have breached any duty arising under Article 3 of the California Nonprofit Public Benefit Corporation Law.

No reduction of the authorized number of Trustees shall have the effect of removing any Trustee prior to the expiration of the Trustee’s term of office.

77

Section 7. Place of Meetings. Meetings of the Board shall be held at any place within Los Angeles County that the Board may designate; provided, however, that one meeting per year may be held outside Los Angeles County. In the absence of such designation, regular meetings shall be held at the principal office of the corporation.

Section 8. Annual Meetings. The Board shall hold an annual meeting for the purpose of organization, election of Trustees and officers and the transaction of other business. Annual meetings shall be held without call or notice on the third Wednesday of September at 4:00 pm, unless the Board fixes another date or time. If the scheduled date falls on a holiday observed by the corporation at its principal office, the meeting shall be held at the same time on the next business day.

Section 9. Regular Meetings. Regular meetings of the Board shall be held without call or notice on the third Wednesday in March, June and December at 4:00 pm, unless the Board fixes another date or time. If the scheduled date falls on a holiday observed by the corporation at its principal office, the meeting shall be held at the same time on the next business day.

Section 10. Special Meetings. Special meetings of the Board for any purpose or purposes may be called at any time by the Chairman of the Board, the President of the Board, the Secretary or any two Trustees.

Special meetings of the Board shall be held upon four days’ notice by first-class mail or forty- eight hours’ notice given personally or by telephone, including a voice messaging system or other system of technology designed to record and communicate messages, telegraph, facsimile, electronic mail or other electronic means, or other similar means of communication. The notice shall be addressed or delivered to each Trustee at such Trustee’s address as it is shown upon the records of the corporation or as may have been given to the corporation by the Trustee for purposes of notice or, if such address is not shown on such records or is not readily ascertainable, at the place in which the meetings of the Trustees are regularly held.

Notice by mail shall be deemed to have been given at the time that a written notice is deposited in the United States mails, postage prepaid, in Los Angeles County, California. Any other written notice, including facsimile, telegram or other electronic mail message, shall be deemed to have been given at the time it is personally delivered to the recipient or is delivered to a common carrier for transmission or actually transmitted by the person giving the notice by electronic means, to the recipient. Oral notice shall be deemed to have been given at the time it is communicated, in person or by telephone, including a voice messaging system or other system or technology designed to record and communicate messages, or wireless, to the recipient, including the recipient’s designated voice mailbox or address on such a system, or to a person at the office of the recipient who the person giving the notice has reason to believe will promptly communicate it to the recipient.

The notice shall state the time of the meeting and the place, if the place is other than the corporation’s principal office. The notice need not specify the purpose of the meeting.

Section 11. Quorum. Fifteen Trustees shall constitute a quorum of the Board for the transaction of business, except to adjourn as provided in Section 14 of this Article III.

78

Every act or decision done or made by a majority of the Trustees present at a meeting duly held at which a quorum is present shall be regarded as the act of the Board, unless a greater number be required by law or by the Articles, except as provided in the next sentence. A meeting at which a quorum is initially present may continue to transact business notwithstanding the withdrawal of Trustees if any action taken is approved by at least a majority of the required quorum for such meeting.

Section 12. Participation in Meetings by Conference Telephone. Trustees may participate in a meeting through use of conference telephone or similar communications equipment, so long as all Trustees participating in such meeting can hear one another.

Section 13. Waiver of Notice. Notice of a meeting need not be given to any Trustee who signs a waiver of notice or a written consent to holding the meeting or an approval of the minutes thereof, whether before or after the meeting, or who attends the meeting without protesting, prior thereto or at its commencement, the lack of notice to that Trustee. These waivers, consents and approvals shall be filed with the corporate records or made a part of the minutes of the meeting.

Section 14. Adjournment. A majority of the Trustees present, whether or not a quorum is present, may adjourn any Trustees’ meeting to another time and place. If the meeting is adjourned for more than forty-eight hours, notice of an adjournment to another time or place shall be given prior to the time of the adjourned meeting to the Trustees who were not present at the time of the adjournment.

Section 15. Action Without Meeting. Any action required or permitted to be taken by the Board may be taken without a meeting if all Trustees shall individually or collectively consent in writing to such action. Such consent or consents shall have the same effect as a unanimous vote of the Board and shall be filed with the records of the proceedings of the Board.

Section 16. Rights of Inspection. Every Trustee shall have the absolute right at any reasonable time to inspect and copy all books, records and documents of every kind and to inspect the physical properties of the corporation.

Section 17. Committees. The Board shall have standing committees as set forth in these Bylaws, and the President of the Board or the Board may from time to time create such ad hoc committees as deemed appropriate.

Except to the extent that composition of a committee or the method of appointment is otherwise specified in these Bylaws, each standing committee shall consist of two or more Trustees recommended by the President of the Board and appointed by the Board, and shall be chaired by a Trustee selected annually by the President of the Board. Each ad hoc committee may consist of Trustees and persons who are not Trustees, but shall neither be a committee of the Board nor exercise any authority of the Board. The Board shall have the power to remove the members of any committee at any time, either with or without cause, and to fill vacancies caused by a Trustee ceasing to hold the position entitling him or her to membership on a committee or resulting from resignation or removal as a Trustee or as a member of a committee.

79

The members of any standing committee which exercises authority of the Board must be appointed by resolution adopted by a majority of the number of Trustees then in office, provided a quorum is present, subject, however, to the provisions of these Bylaws specifying the membership of standing committees. The Board may appoint, in the same manner, one or more Trustees as alternate members of any committee, who may replace any absent member at any meeting of the committee. The Chairman of the Board, the President of the Board and the President of the Board of Governors of the Los Angeles County Department of the Museum of Natural History shall be ex officio voting members of all standing and ad hoc committees. The President shall be an ex officio nonvoting member of all standing and ad hoc committees. Each such committee shall be staffed by a member of the senior staff assigned by the President.

Section 18. Executive Committee. The corporation shall have an Executive Committee as a standing committee of the Board. The Executive Committee shall have all the authority of the Board except as limited by law or these Bylaws. The Executive Committee shall be composed of the Chairman of the Board, the President of the Board, the President of the Board of Governors, the Vice President of the Board of Governors and such other Trustees as the Board may appoint.

Section 19. Other Standing Committees. The corporation shall have the following additional standing committees: Advancement, Audit, Board Affairs, Budget, Executive, Investment, Museum Content, and Museum Project Oversight. The powers and duties of each such standing committee shall be prescribed by the Board. Such committees may be authorized by specific delegation, without further Board action, to exercise authority of and make and implement decisions on behalf of the Board, or to implement, with some degree of discretion, decisions of the Board pursuant to guidelines established by the Board.

Section 20. Proceedings and Reports. The Board shall have the power to prescribe the manner in which the proceedings of committees shall be conducted. In the absence of any such prescription, each committee shall have the power to prescribe the manner in which its proceedings shall be conducted. Unless the Board or a committee shall otherwise provide, the meetings and other actions of any such committee shall be governed by the provisions of this Article III applicable to meetings and actions of the Board. The presence of ex officio members of a committee may be taken into account in establishing a quorum for the transaction of business, but their absence shall not prevent the establishment of a quorum by the presence of other members of the committee. Minutes shall be kept of the proceedings at each committee meeting. Committee chairs shall periodically report to the Board on the status of matters delegated to and action taken by the committees.

Section 21. Limitations Upon Committees. No committee of the Board shall have any of the authority of the Board with respect to:

(a) the filling of vacancies on the Board or on any committee which has the authority of the Board;

(b) the fixing of compensation of the Trustees for serving on the Board or on any committee;

(c) the amendment or repeal of Bylaws or the adoption of new Bylaws;

80

(d) the amendment or repeal of any Board resolution, which by its express terms is not so amendable or repealable;

(e) the appointment of committees of the Board or the members thereof if such committee exercises the authority of the Board;

(f) the expenditure of corporate funds to support a nominee for Trustee after there are more people nominated for Trustee than can be elected; or

(g) the approval of any self-dealing transaction, as defined in Section 5233(a) of the California Nonprofit Corporation Law, except as provided in Section 5233(d)(3) of that Law.

Section 22. Fees and Compensation. Trustees and members of committees shall receive no compensation for their services as such, but may receive such reimbursement for expenses as may be fixed or determined by the Board.

Section 23. Trustees Emeritus. From time to time the Board may elect former Trustees to the position of Trustee Emeritus to recognize past service and to encourage continuing relationships with the corporation. The term of office for a Trustee Emeritus shall be three years. There shall be no limit on the number of terms for which a Trustee Emeritus may be reelected. Each Trustee Emeritus may be invited to attend meetings of the Board but shall have no right to vote. The President of the Board may appoint a Trustee Emeritus to any committee, provided that a majority of members of any committee shall not be Trustees Emeritus.

ARTICLE IV. OFFICERS

Section 1. Officers. The officers of the corporation shall be a Chairman of the Board, a President of the Board, a President, a Secretary, a Chief Financial Officer, and, at the discretion of the Board, one or more Assistant Secretaries, one or more Assistant Treasurers, and such other officers as may be elected or appointed in accordance with the provisions of Section 3 of this Article IV. Any number of offices may be held by the same person except as provided in the Articles or in these Bylaws and except that neither the Secretary nor the Chief Financial Officer may serve concurrently as the President or the Chairman of the Board.

Section 2. Election. Except as otherwise provided by Section 3 and Section 5 of this Article IV, officers shall be chosen by the Board and serve at the pleasure of the Board, subject to the rights, if any, of an officer under any contract of employment.

The President of the Board may not serve more than three successive one-year terms; provided that the Board may waive the prohibition on service of the President of the Board for more than three successive one-year terms by a majority vote of Trustees in attendance and voting thereon. However, a person elected to the office of President of the Board to fill an unexpired term shall be eligible for reelection to such office for three additional successive one-year terms. For purposes of this Section, the period between two consecutive annual meetings of the Board constitutes one year even if that period is not exactly 365 days.

81

Section 3. Subordinate Officers. The Board or the President may appoint such other officers as the business of the corporation may require, each of whom shall hold office for such period, have such authority and perform such duties as are provided in these Bylaws or as the Board or the President may determine.

Section 4. Removal and Resignation. Any officer may be removed, either with or without cause, by the Board at any time or, except in the case of an officer chosen by the Board, by any officer upon whom such power of removal may be conferred by the Board. Any such removal shall be without prejudice to the officer’s rights, if any, under any contract of employment. Officers who are employed by the corporation shall be deemed to have been removed upon the termination of their employment.

Any officer may resign at any time by giving written notice to the corporation, but without prejudice to the rights, if any, of the corporation under any contract to which the officer is a party. The resignation shall take effect on the date the notice is received or at any later time specified in the notice. Unless otherwise specified in the notice, the resignation need not be accepted to be effective.

Section 5. Vacancies. A vacancy in any office because of death, resignation, removal, disqualification or any other cause shall be filled in the manner prescribed in these Bylaws for regular election or appointment to such office, provided that such vacancies shall be filled as they occur and not on an annual basis.

Section 6. Chairman of the Board. The Chairman of the Board shall, if present, preside at all meetings of the Board. If the Chairman of the Board is not present, then the President of the Board shall preside. The Chairman of the Board shall perform such other duties as the Board may prescribe.

Section 7. President of the Board. The President of the Board shall, if present, preside at all meetings of the Executive Committee. If the President of the Board is not present, then the Chairman of the Board shall preside. The President of the Board shall perform such other duties as the Board may prescribe.

Section 8. President. The President shall be the general manager and chief executive officer of the corporation and shall have, subject to the control of the Board, general supervision, direction, and control of the business of the corporation. The President shall perform such other duties as the Board may prescribe.

Section 9. Secretary. The Secretary shall keep or cause to be kept, at the principal office or such other place as the Board may order, a record of proceedings and action taken by the Board and its committees, with the time and place of holding meetings, whether regular or special, and if special, how authorized, the notice thereof given and the names of those present. The Secretary shall keep, or cause to be kept, at the principal office of the corporation the original or a copy of the Articles and these Bylaws, as amended to date.

The Secretary shall give, or cause to be given, notice of all meetings of the Board and any committees thereof required by these Bylaws or by law to be given, and shall keep the seal of the corporation in safe custody. The Secretary shall perform such other duties as the Board may prescribe.

82

Section 10. Assistant Secretary. In the absence of the Secretary, any Assistant Secretary shall perform all the duties of the Secretary, and in so acting shall have all the powers of the Secretary. Any Assistant Secretary shall perform such other duties as the Board may prescribe.

Section 11. Chief Financial Officer. The Chief Financial Officer, who may also be referred to as the Treasurer, shall keep and maintain, or cause to be kept and maintained, adequate and correct accounts of the properties and business transactions of the corporation. The books of account shall be open at all times to inspection by any Trustee.

The Chief Financial Officer shall deposit all monies and other valuables in the name and to the credit of the corporation with such depositories as the Board may designate. The Chief Financial Officer shall disburse the funds of the corporation as the Board may order, shall render to the President of the Board, the President and the Trustees, whenever they request it, an account of all transactions as Chief Financial Officer and of the financial condition of the corporation. The Chief Financial Officer shall perform such other duties as the Board may prescribe.

Section 12. Employees as Officers. The Board may appoint an employee of the corporation to become any officer of the corporation other than President of the Board or Chairman of the Board, provided that the Board shall oversee the President of the corporation and the President of the corporation shall oversee any other employees servicing as officers of the corporation.

ARTICLE V. OTHER PROVISIONS

Section 1. Endorsement of Documents; Contracts. Subject to the provisions of applicable law, any note, mortgage, evidence of indebtedness, contract, conveyance or other instrument in writing, and any assignment or endorsement thereof, executed or entered into between the corporation and any other person, when signed by (i) the Chairman of the Board or the President and (ii) the Secretary, any Assistant Secretary, the Chief Financial Officer or any Assistant Treasurer of the corporation shall be valid and binding on the corporation in the absence of actual knowledge on the part of the other person that the signing officers had no authority to execute the same. Any such instruments may be signed by any other person or persons and in such manner as the Board shall determine, and, unless so authorized by the Board, no officer, agent or employee shall have any power or authority to bind the corporation by any contract or engagement or to pledge its credit or to render it liable for any purpose or amount.

Section 2. Representation of Shares of Other Corporations. The President, the Chief Financial Officer, or the Secretary or any other officer or officers authorized by the Board or the President are each authorized to vote, represent and exercise on behalf of the corporation all rights incident to any and all shares of any other corporation or corporations standing in the name of the corporation. The authority herein granted may be exercised either by any such officer in person or by any other person authorized so to do by proxy or power of attorney duly executed by said officer.

Section 3. Construction and Definitions. Unless the context otherwise requires, the general provisions, rules of construction and definitions contained in the General Provisions of the California Nonprofit Corporation Law and in the California Nonprofit Public Benefit Corporation Law shall govern the construction of these Bylaws.

83

Section 4. Amendments. These Bylaws may be amended or repealed by the approval of the Board. However, Section 4 of Article III may not be amended to change the right of the Chairman and First Vice-Chairman of the Natural History Museum Alliance to act as Trustees without the written consent of the Natural History Museum Alliance.

Section 5. Fiscal Year. The fiscal year of the corporation shall commence on the first day of July and end on the last day of June.

Section 6. Corporate Seal. The corporation shall have a seal consisting of two concentric circles with the words “LOS ANGELES COUNTY MUSEUM OF NATURAL HISTORY FOUNDATION — INCORPORATED CALIFORNIA” together with the date of incorporation of the corporation.

ARTICLE VI. INDEMNIFICATION

Section 1. Definitions. For the purposes of this Article VI, “agent” means any person who is or was a Trustee, officer, employee or other agent of the corporation, or is or was serving at the request of the corporation as a trustee, director, officer, employee or agent of another foreign or domestic corporation, partnership, joint venture, trust or other enterprise, or was a trustee, director, officer, employee or agent of a foreign or domestic corporation which was a predecessor corporation of the corporation or of another enterprise at the request of such predecessor corporation; “proceeding” means any threatened, pending or completed action or proceeding, whether civil, criminal, administrative or investigative; and “expenses” includes without limitation attorneys’ fees and any expenses of establishing a right to indemnification under Sections 4 or 5(b) of this Article VI.

Section 2. Indemnification in Actions by Third Parties. The corporation shall have power to indemnify any person who was or is a party or is threatened to be made a party to any proceeding (other than an action by or in the right of the corporation to procure a judgment in its favor, an action brought under Section 5233 of the California Nonprofit Public Benefit Corporation Law, or an action brought by the Attorney General or a person granted relator status by the Attorney General for any breach of duty relating to assets held in charitable trust) by reason of the fact that such person is or was an agent of the corporation, against expenses, judgments, fines, settlements and other amounts actually and reasonably incurred in connection with such proceeding if such person acted in good faith and in a manner such person reasonably believed to be in the best interests of the corporation and, in the case of a criminal proceeding, had no reasonable cause to believe the conduct of such person was unlawful. The termination of any proceeding by judgment, order, settlement, conviction or upon a plea of nolo contendere or its equivalent shall not, of itself, create a presumption that the person did not act in good faith and in a manner which the person reasonably believed to be in the best interests of the corporation or that the person had reasonable cause to believe that the person’s conduct was unlawful.

Section 3. Indemnification in Actions by or in the Right of the Corporation. The corporation shall have the power to indemnify any person who was or is a party or is threatened to be made a party to any threatened, pending or completed action by or in the right of the corporation, or brought under Section 5233 of the California Nonprofit Public Benefit Corporation Law, or brought by the Attorney General or a person granted relator status by the Attorney General for breach of duty relating to assets held in

84

charitable trust, to procure a judgment in its favor by reason of the fact that such person is or was an agent of the corporation, against expenses actually and reasonably incurred by such person in connection with the defense or settlement of such action if such person acted in good faith, in a manner such person believed to be in the best interests of the corporation and with such care, including reasonable inquiry, as an ordinarily prudent person in a like position would use under similar circumstances. No indemnification shall be made under this Section 3:

(a) In respect of any claim, issue or matter as to which such person shall have been adjudged to be liable to the corporation in the performance of such person’s duty to the corporation, unless and only to the extent that the court in which such proceeding is or was pending shall determine upon application that, in view of all the circumstances of the case, such person is fairly and reasonably entitled to indemnity for the expenses which such court shall determine;

(b) Of amounts paid in settling or otherwise disposing of a threatened or pending action, with or without court approval; or

(c) Of expense incurred in defending a threatened or pending action which is settled or otherwise disposed of without court approval, unless it is settled with the approval of the Attorney General.

Section 4. Indemnification Against Expenses. To the extent that an agent of the corporation has been successful on the merits in defense of any proceeding referred to in Sections 2 or 3 of this Article VI or in defense of any claim, issue or matter therein, the agent shall be indemnified against expenses actually and reasonably incurred by the agent in connection therewith.

Section 5. Required Determinations. Except as provided in Section 4 of this Article VI, any indemnification under this Article VI shall be made by the corporation only if authorized in the specific case, upon a determination that indemnification of the agent is proper in the circumstances because the agent has met the applicable standard of conduct set forth in Sections 2 or 3 of this Article VI, by:

(a) A majority vote of a quorum consisting of Trustees who are not parties to such proceedings; or

(b) The court in which such proceeding is or was pending upon application made by the corporation or the agent or the attorney or other person rendering services in connection with the defense, whether or not such application by the agent, attorney or other person is opposed by the corporation.

Section 6. Advance of Expenses. Expenses incurred in defending any proceeding may be advanced by the corporation prior to the final disposition of such proceeding upon receipt of an undertaking by or on behalf of the agent to repay such amount unless it shall be determined ultimately that the agent is entitled to be indemnified as authorized in this Article VI.

85

Section 7. Other Indemnification. No provision made by the corporation to indemnify its or its subsidiary’s Trustees, directors or officers for the defense of any proceeding, whether contained in the Articles, Bylaws, a resolution of Trustees, an agreement or otherwise, shall be valid unless consistent with this Article VI. Nothing contained in this Article VI shall affect any right to indemnification to which persons other than such Trustees, directors and officers may be entitled by contract or otherwise.

Section 8. Forms of Indemnification Not Permitted. No indemnification or advance shall be made under this Article VI, except as provided in Sections 4 or 5(b), in any circumstances where it appears:

(a) That it would be inconsistent with a provision of the Articles, these Bylaws, or an agreement in effect at the time of the accrual of the alleged cause of action asserted in the proceeding in which the expenses were incurred or other amounts were paid, which prohibits or otherwise limits indemnification; or

(b) That it would be inconsistent with any condition expressly imposed by a court in approving a settlement.

Section 9. Insurance. The corporation shall have power to purchase and maintain insurance on behalf of any agent of the corporation against any liability asserted against or incurred by the agent in such capacity or arising out of the agent’s status as such whether or not the corporation would have the power to indemnify the agent against such liability under the provisions of this Article VI; provided, however, that a corporation shall have no power to purchase and maintain such insurance to indemnify any agent of the corporation for a violation of Section 5233 of the California Nonprofit Public Benefit Corporation Law.

Section 10. Nonapplicability to Fiduciaries of Employee Benefit Plans. This Article VI does not apply to any proceeding against any trustee, investment manager or other fiduciary of any employee benefit plan in such person’s capacity as such, even though such person may also be an agent of the corporation as defined in Section 1 of this Article VI. The corporation shall have power to indemnify such trustee, investment manager or other fiduciary to the extent permitted by subdivision (f) of Section 207 of the California General Corporation Law.