EPIC BOD Onboarding Packet 2023

Board of Directors Onboarding Packet

Board of Directors Onboarding Packet Table of Contents 1. About Us 2. History of EPIC 3. Strategic Framework 4. Strategic Success Goals 5. Member Value Proposition 6. Bylaws 7. Board Roster 8. Committee Roster 9. Board Meeting Dates* 10. Important Dates* 11. Distribution Lists 12. Conflict of Interest Policy** 13. Conflict of Interest Form** *TBD for 2024 **Policy and Form will be sent separately

2023 Board of Directors Nicole Riehl President and CEO 2022 Board of Directors Execu琀椀ves Partnering to Invest in Children About Us Nicole Riehl Ryan Beiser President and CEO Executives Partnering to Invest in Children (EPIC) enables the business community to build Board Chair Executives Partnering to Invest in Regional President and the workforce of tomorrow while supporting the workforce of today. Access to affordable, Children Head of Corp. Banking high-quality, child care and early education is the cornerstone of a thriving economy. EPIC is PNC Bank David Hammond a group of prestigious business executives who partner with the business community and Board Chair Marc Pasquariello-Williams other sectors to give Colorado’s children the chance to reach their full potential and thrive: Retired Partner Secretary Senior Vice President & Davis Graham & Stubbs LLP • Building a sustainable, socially prepared, competitive, next-generation workforce by Financial Advisor Marc Pasquariello-Williams increasing access to child care and early education RBC Wealth Management Secretary Akash K. Bhalla • Maximizing economic development by improving family-friendly supports for the current Senior Vice President & Treasurer Financial Advisor workforce and improving recruitment and retention Partner RBC Wealth Management Ernst & Young LLP • Meeting infrastructure, capital, and workforce needs by advancing the talent pool and Akash K. Bhalla Greg Anton increasing public and private investments Treasurer Partner Partner BDO USA Child Care Infrastructure: Ernst & Young LLP Geta Asfaw EPIC catalyzes sustainable solutions that bolster the pandemic-impacted child care industry Greg Anton President and enlarge the provider pool in preparation for a major expansion of state-funded preschool Addis & Company/Ababa Partner & Company BDO USA LQ&RFUHDWHGZLWKVWDWHSDUWQHUVWKHĆUVWHYHU(PSOR\HU%DVHG&KLOG&DUH'HVLJQ/DE provides employers a unique opportunity to gain the knowledge necessary to plan an on-site Chris琀椀ne Benero Geta Asfaw President and CEO President or near-site child care facility through direct support and community partnerships. Mile High United Way Addis & Company/Ababa & Company Workforce: Laura Carlson Vice President of Programs Ryan Beiser Through tailored consulting and Buell Founda琀椀on Regional President and DGYLVLQJUHVRXUFHV(3,&ĆQGVZRUNIRUFH Head of Corp. Banking Kelly Causey development, recruitment, and retention President and CEO PNC Bank solutions for employers, while supporting Colorado Children’s Campaign Christine Benero environments that enable families and David Hammond President and CEO children to thrive. Re琀椀red Partner Mile High United Way Davis Graham & Stubbs LLP Kelly Causey EPIC Strengthened Policy by: Mike Kehoe President and CEO VP Finance • Leading the drive to reauthorize the Colorado Children’s Campaign PCL Construc琀椀on Mike Kehoe Colorado Child Care Contribution Adeeb Khan Tax Credit, 2018 – 2020 VP Finance VP of Corp. Social Responsibility PCL Construction & Execu琀椀ve Director • Championing the establishment of state-funded, full-day kindergarten, and playing a Delta Dental of CO Founda琀椀on Adeeb Khan SLYRWDOUROHLQWKHGHYHORSPHQWDQGUDWLĆFDWLRQRI3URSRVLWLRQ((PDNLQJXQLYHUVDO VP of Corp. Social Responsibility Mike Kopp preschool a reality for all Colorado, four-year-old children & Executive Director President and CEO Colorado Concern • Drawing media attention to the impacts of the pandemic on working women and the Delta Dental of CO Foundation Stacie Packard critical importance of access to affordable, quality, child care for the workforce and Mike Kopp President economy. EPIC worked with private sector business leaders and state partners to help President and CEO Delwest Management Corp. Colorado Concern design and pass legislation that created an $8.8 million grant program for employer-based David Perez child care facilities. Sue Renner Independent Board Member Vice President EPIC continues to focus on the implementation and design of universal preschool and Sue Renner Merage Foundations Execu琀椀ve Director programs that enable child care providers to access capital and manage their real estate Amy Schwartz David & Laura Merage Founda琀椀on Executive Director FRVWVVRWKH\FDQDIIRUGWRSD\WKHZDJHVQHFHVVDU\WRDWWUDFWDQGEXLOGDTXDOLĆHGFKLOGFDUH Amy Schwartz BuildStrong Education work force. Execu琀椀ve Director Susan Steele BuildStrong Educa琀椀on To learn more about EPIC or become a member, contact Nicole Riehl at President and CEO Colin Stewart [email protected] or visit www.ColoradoEPIC.org. Buell Foundation Founder & CEO STEM Child Care

History of EPIC EPIC’s vision is to see the business community’s strong leadership and commitment to early care and education, so that all children entering kindergarten will have the skills they need to reach their full potential. To achieve this vision, EPIC is engaging business leaders in early childhood advocacy and addressing early childhood care and education challenges for the workforce through community initiatives and workplace solutions. EPIC’s mission is to serve as the business community’s voice for early childhood to build infrastructure and advance policies that support the workforce of today while developing the workforce of tomorrow. EPIC was founded in 2009 by a group of business and philanthropic executives who saw a need for an organization that could serve as the business community’s voice in support of early childhood policies and investments that support the current workforce, future workforce, and a thriving economy. Since that time, EPIC has led initiatives that make lasting change by allowing parents to continue their education and career advancement; improving access to quality, affordable early child care and education; and strengthening the next- generation workforce. In the first 10 years EPIC’s primary work included: Child Care Contribution Tax Credit – Legislation and Education/Awareness Family Friendly Tool-Kit and Assessment Colorado Business Reads – Collected over 600,000 books for children who needed them through book drives with employers and community partners Supporting the passage of Full Day Kindergarten After 13 years of operations, EPIC is poised for a strategic conversation focused on how to maintain its ongoing work, plan for growth, and respond to new opportunities on the horizon. The EPIC staff has prepared this pre-read document in anticipation of the working session on Thursday, November 17th to ensure all board members have consistent historical context and information on EPIC’s strategic focus areas, growth, and areas of opportunities. Thank you for your review of this information and for supporting EPIC! 1

In early 2020, the Board of Directors re-established EPIC’s strategic priority areas to focus on; LEADERSHIP & EDUCATION Increasing the business community’s awareness of the importance of early care and education and engagement efforts. Guiding public will efforts through leadership, idea generation, and solution implementation Collaborating with EPIC Members and business organizations through events and communications to promote education and action CHILD CARE INFRASTRUCTURE Engaging employers in solutions that meet the infrastructure, capital, and workforce needs for sustainability and the provision of child care and early education services. Promoting access to affordable child care real estate and facilities Fostering public/private partnerships that support investments in early childhood and infrastructure WORKFORCE Helping employers attract and retain the best workforce, while supporting environments that enable families and children to thrive Supporting businesses and communities in improving access to quality, affordable child care through tailored consult- ing and advising Offering resources and technical expertise that lead to implementation of family friendly policies that work for both employers and employees POLICY Shaping and advancing policies that support EPIC’s strategic priorities and programs Engaging business leaders for testimony, op-eds, and legislation advocacy Informing regulation (rule) and public funding INTERNAL MISSION SUPPORT Building a strong and sustainable organization Recruiting, maintaining, and supporting a broad base of members Strengthening and diversifying the Board of Directors Increasing and diversifying revenue sources Developing staff capacity and capability STRATEGIC PRIORITIES GUIDING EPIC’S WORK AND PROGRAMS Leveraging the voices and influence of business leaders to make early care and education a priority and to increase public and private investments; Building a socially prepared and competitive workforce by increasing access to affordable high quality care and early learning experiences; and Maximizing economic development and growth by improving family friendly supports for the current workforce. 2

STRATEGIC SHIFTS, PROGRESS, AND OPPORTUNITIES POLICY EPIC’s policy and advocacy has grown and evolved since 2019 and EPIC is valued by the Colorado community for expert advice in shaping legislation resulting in a more effective and efficient early care and education ecosystem. Over the last year, EPIC has earned more national attention and is sought out for input on national and federal policy conversations. EPIC’s expertise and idea generation around employer engagement, facilities, and the early care and education ecosystems and infrastructure are of particular interest to many states and national policy organizations. EPIC POLICY PRIORITIES AND SUPPORTING LEGISLATION 2020 Improving the availability and affordability of quality early care and education for Colorado families Addressing the economics of child care by: building up the early educator workforce; creating new opportunities for low-cost real estate and facilities within the industry; Increasing private and public investment in early childhood. SB 20 126: Allow Home Child Care In Homeowners’ Associa琀椀on Community (Sen. Story/Smallwood and Rep. Roberts/Van Winkle) HB 20 1053: Supports for Early Childhood Educator Workforce (Rep. Sirota/Wilson and Sen. Story/Pe琀琀ersen) HB 20 1138: Public Real Property Index (Rep. Coleman/Larson and Sen. Bridges/Gardner) HB 20 1427: Cigare琀琀e Tobacco And Nico琀椀ne Products Tax (Rep. Caraveo /McCluskie and Sen. Fields) 2021 Commercial Zoning, Building and Fire Code Restrictions for Family Child Care Parent Choice and Mixed Delivery System for Preschool for All Real Property Index Bill Alternatives Child Care Licensing Rules and Regulation as a Barrier to Entry HB 21-1222 Regula琀椀on of Family Child Care Homes (Rep. A. Valdez/ Winkle and Sen J. Smallwood/Winter) HB21-1274 Unused State-owned Real Property Beneficial Use (Rep. B. Titone/R. Zenzinger and Sen. D. Hisey) SB21-236 Increase Capacity Early Childhood Care & Educa琀椀on (Sen. T. Story/ J. Sonnenberg and Rep. K. Tipper/T. Van Beber) HB21-1304 Early Childhood System (Rep. E. Sirota/A. Garne琀琀 and Sen. S. Fenberg/Buckner) 2022 Universal Access to Preschool Well-Designed System for Families Early Childhood Infrastructure & Facilities Industry Workforce & Voice SB22-213 Child Care Support Programs (R. Fields | J. Sonnenberg / A. Valdez | K. Tipper) HB22-1295 Department Early Childhood And Universal Preschool Program (E. Sirota | A. Garne琀琀 / J. Buckner | S. Fenberg) HB22-1304 State Grants Investments Local Affordable Housing (D. Roberts | M. Bradfield / J. Coleman | J. Gonzales) HB22-1006 Non-Profit Child Care Center Property Tax Exemp琀椀on (D. Roberts | K. Van Winkle / K. Donovan | J. Smallwood) HB22-1010 Early Childhood Educator Tax Credit (E. Sirota | T. Van Beber / J. Buckner | B. Kirkmeyer) HB22-1070 Special Districts Early Childhood Development (J. McCluskie / B. Rankin) CLICK HERE FOR FULL POLICY DETAILS 3

OPERATIONS EPIC’s revenue has increased by 116% from 2018 to 2021. Projected revenue is 782K for 2022, reflecting a budget increase of 44% from 2021. Much of EPIC’s internal focus over the past three years has been on developing strong internal operations, financial controls, policies and procedures (creating an employee handbook, hiring more staff, etc.). EPIC implemented an HR/payroll system and new operations supports along with employee benefits. Acting as a model for employers, EPIC offers family friendly benefits, such as flexible scheduling and child care reimbursement. In 2020, EPIC rebranded the organization logo and completed a redesign of the EPIC website. Beginning in 2020, EPIC instituted a Finance Committee, to review financial policies, preview budgets and review the 990. EPIC now contracts with a CPA (specializing with non-profits) for bookkeeping and professional development/cross training for EPIC staff. MEMBERSHIP & COMMUNICATIONS EPIC was founded in 2009 as a 501c3 with two membership types, Executive and Network, written into the bylaws. Through their membership, Members support EPIC’s mission and have access to a range of events, resources, and the EPIC staff’s subject matter expertise. Executive Members also have access to exclusive events throughout the year in addition to several other benefits. EPIC is focused on improving common business interests through its work, and membership and communications are a major focus of the organization. Membership has grown 35% since 2019, and with additional internal staff capacity added in this area, EPIC is exploring new strategies to grow membership, communica- tions, and sustainability. Limited information is available on membership metrics prior to 2019. EPIC’s membership grew slowly after the organization was founded, and members were primarily acquired through relationships and directly asks from Board or other EPIC members. A structure was formed to allow members to create regional networks (Pueblo, Colorado Springs, Northern Colorado, Western Slope, etc.). Led by Burnie Zercher, a regional EPIC Pueblo group grew significantly and became a separate entity. Other regional networks were not successful in taking root. EPIC Pueblo is still in operation as a standalone entity, with most work focused on book drives and family-friendly business assessments/re- sources. EPIC’s previous and outdated logo is still being used by EPIC Pueblo, and the presence of two separate entities with distinctly different branding creates confusion in the broader community. EPIC Pueblo has asked EPIC to consider what a licensing structure may entail, whereby EPIC Pueblo is able to benefit from EPIC’s statewide policy work and branding, toolkits, and resources through an annual fee agreement. ANNUAL MEMBERSHIP GROWTH SINCE 2019: EXECUTIVE NETWORK TOTAL PERCENTAGE % MEMBERS MEMBERS 2019 27 20 47 2020 19 30 26 56 2021 33 22 55 -1 2022 34 63 29 14 Since 2019, EPIC’s membership and Going forward, EPIC’s membership & communica琀椀ons communica琀椀ons highlights include: strategies include: Implementation of a consistent process to collect member dues Establish new development plan to organize and grow member- Full logo package and brand standards rebrand ship with Zim Consulting New website development and launch Implement a new CRM alongside a member tracking and engage- ment strategy Updated Public Relations and Social Media efforts, with a follow- Enhance membership benefits and rollout new corporate ing of 1680 and 2044 newsletter subscribers sponsorship opportunities Communications and graphic design moved in-house Survey existing and past members Monthly Blog Create Ad Hoc Membership Committee to support engagement Monthly Podcast 4

PROGRAMS & INITIATIVES In its first decade, EPIC engaged in a series of programs and initiatives focused on the Child Care Contribution Tax Credit, support and involve- ment in statewide book drives, and family friendly resources and assessments for businesses and employers. As needs, staff, and external priorities have changed, this approach has both been tailored and expanded upon to accommodate current and varying needs of employers, as well as planning for potential future needs across the state’s child care landscape. EPIC now focuses on increasing awareness and no longer directly manages book drive efforts, continuing in its efforts to pursue strengthened and diversified focus, reach and impact. EPIC is evolving in its role as a catalyst organization. Since 2019, EPIC has directed its work toward strategic initiatives and a framework that will help define and expand EPIC’s role in community and business. From key conversations in policy and investment to the expanded depth and breadth of EPIC’s subject matter expertise, EPIC houses unique knowledge across critical areas of child care development and the oppor- tunity to impact and influence infrastructure as a whole, including Subject matter expertise Strategic relationships and connections Diverse partnerships and experience across sectors EPIC skills and culture (approach to projects, skill sets) EPIC is ac琀椀vely working on the following community and service based ini琀椀a琀椀ves: 1 PROJECT-BASED CONSULTING for employers related to child care benefits and solutions 2 COMMUNITY 2 EMPLOYER-BASED, CHILD CARE DESIGN LAB The Design Lab serves to create sustainable, quality and affordable employer-based child care models. Using tailored support within a cohort, the Design Lab guides employers through the process of defining and launching a child care center tailored to the needs of employees. 3 ESSENTIAL FOR A THRIVING ECONOMY To reverse the trend of child care program closures and the disappearance of child care slots across Colorado, EPIC is taking action to change the child care business model in a way that supports a healthy, sustainable bottom line while ensuring high quality early learning experiences for children and the ability for families to work. Working to decrease the expenses and increase access to start-up capital and revenues will allow businesses to meet their workforce needs by providing quality child care and long-term early learning services. 5

BUSINESS & COMMUNITY CONSULTING From 2019-2022, EPIC engaged more than 20 employers and organizations that serve over 70,000 employees throughout the state, nation, and world, and directly supported the success of projects that stand to create more than 1,000 new child care slots in Colorado in the next five years. These projects have generated in excess of $345,000 in project and consulting revenue, which has increased year over year. NUMBER OF EMPLOYEES CHILD EMPLOYERS REVENUE IMPACTED CARE SLOTS 2019- GUILD $21,000 1,400 83 2020 2021 Design Lab $50,000 across participants all projects Steamboat Ski 2,000 38 Community Hospital 295 100 Vail Valley Foundation 170 130 The Fuel & Iron Project 45 64 Clear Creek School District 1,800 66 City of Aspen 436 100 Devonshire Acres 85 16* Rio Blanco County 50 24** Weld County 735 32*** Larimer County $29,500 125 N/A City of Ft. Collins Phase I $35,700 See below for phase II total Enhanced family benefits & creative community partnerships Routt County Phase I $18,000 See below for phase II total See phase II total 2022 City of Fort Collins Phase 11 $23,800 2,600 Enhanced family benefits & creative community partnerships CO Dept of Human Services: CMHIP $8,500 2,400 178****Direct stipends in preparation for child care project(s) Campus (Pueblo) Routt County Phase 11 $34,000 424 85 Mile High United Way $41,800 130 58 CU Anschutz/UC Health Phase 1 $23,000 30,000 220 Denver Art Museum $38,000 400 48***** Delwest (Affordable Housing $5,000 n/a 70 Development) 35,000 (total badge holders) Denver International Airport (DEN) $8,750 100 trainees and employees in 15 Larger plan to be determined Phase I Healthier Colorado $4,800 TBD 94***** TOTAL $359,350 67,095 1,421 *Devonshire Acres has not yet been able to dedicate sufficient staff time to this project, however are still planning to develop child care, considering both renovation of current units and/or developing adjacent land **Rio Blanco County is considering both a partnership with a local healthcare facility, as well as potentially pursuing some creative structures of governance and leadership, however, is still dedicated to helping to solve the issue of child care in the county. ***Weld County unfortunately was unable to match the $250,000 reduction from the grant and the district decided to put a hold on the project since and are concerned about the economy and budget projections for the next couple of years. ****The Colorado Department of Human Services has a feasible building that can be renovated to house child care, and will use the EPIC pro forma and center recommendations into the next phase of planning as they look more expansively at their employee population beyond Pueblo. *****The Denver Art Museum will take the pro forma, concept drawings and operational recommendations into their 2022 planning as they look ahead to future development in and around the museum. At this time, the museum is not able to expand the depth and breadth of its work to on site center based child care. ******Site Plans still being determined 6

GROWTH & IMPACT The Director of Programs and Initiatives position was created in 2021 to aid in the development of and capacity for both consulting and engage- ment with employers and infrastructure focused initiatives across the state. Since that time, consulting services have increased exponentially, and initiatives focused on meaningful change in child care infrastructure investments and development have actionable progress with high impact implications for local, state and even national legislation and programs Local and national organizations have increasingly sought out EPIC to present, speak, and contribute to key conversations focused on engaging business leaders to address workforce solutions and affordable access to early care and education. These opportunities have given EPIC a wider reach, increased membership opportunities, and a platform for sharing the innovative progress made by EPIC and Colorado. EPIC’s national exposure has also supported higher-level impact on business, community, and political leadership and advocacy across the county. Here are some highlights from the past year: ORGANIZATION EVENT MONTH/YEAR ROLE Public Education and Workforce Project January-June 2022 Facilitator/SME contributor Business Coalition State of Colorado Child Care Compensation October 2022- March 2023 SME Contributor Task Force Center for Children Round Table with Secretary August 2022 Event Host and Families January Contreras Hunt Institute Early Childhood Leadership August 2022 Panelist Summit US Chamber of Commerce Child Care Round Table September 2022 Speaker Foundation First Children’s Finance ECE Business Collaboratory September 2022 Speaker National Conference of State Child Care September 2022 Panelist Legislators Early Childhood Leadership Commissioner Appointment October 2022 Commissioner Commission EPIC has observed that membership growth mirrors the geographic and organizational patterns in programmatic and consulting work and success. In short, direct engagement of employers in project-based work leads to membership, and in some ways, even stronger advocacy and support of EPIC’s work from those employers. Ten additional states have expressed interest in EPIC’s model, including replication of the Design Lab and implementation of the EPIC membership/advocacy model Programs and Initiatives will continue to understand how growth and deepening impacts will shift the direction and needs of this area of development, as well as how best to serve the well-being of business and community through its work and the work of others. 7

STRATEGIC FRAMEWORK Our Vision What’s Good for Children Powered by the business community’s leadership and commitment is Good for Business. to early care and education, all children entering kindergarten will We are advocates for family-friendly have the skills they need to reach their full potential. workplaces and policies to ensure that children are receiving the quality Our Mission child care and education they need As the business community’s nonpartisan voice for early childhood, to reach their future potential while EPIC leads efforts to build infrastructure and advance policies that enabling their parents to thrive in support the workforce of today while developing the workforce the workplace. of tomorrow. Strategic Priorities Guiding EPIC’s Work and Programs • Leveraging the voices and in昀氀uence of business leaders to make early care and education a priority and to increase public and private investments; • Building a socially prepared and competitive workforce by increasing access to affordable high quality care and early learning experiences; and • Maximizing economic development and growth by improving family friendly supports for the current workforce. Our membership is comprised of business leaders in our community, partnering to invest in children and leaving a legacy of lasting change that will impact the workforce of the future. @2020. EPIC. All rights reserved.

STRATEGIC FRAMEWORK EPIC will pursue these strategic priorities by: Leadership & Education Increasing the business community’s awareness of the importance of early care and education and engagement efforts • Guiding public will efforts through leadership, idea generation, and solution implementation • Collaborating with EPIC Members and business organizations through events and communications to promote education and action Child Care Infrastructure Engaging employers in solutions that meet the infrastructure, capital, and workforce needs for sustainability and the provision of child care and early education services • Promoting access to affordable child care real estate and facilities • Fostering public/private partnerships that support investments in early childhood and infrastructure Workforce Helping employers attract and retain the best workforce, while supporting environments that enable families and children to thrive • Supporting businesses and communities in improving access to quality, affordable child care through tailored consulting and advising • Offering resources and technical expertise that lead to implementation of family friendly policies that work for both employers and employees Policy Shaping and advancing policies that support EPIC’s strategic priorities and programs • Engaging business leaders for testimony, op-eds, and legislation advocacy • Informing regulation (rule) and public funding Internal Mission Support Building a strong and sustainable organization • Recruiting, maintaining, and supporting a broad base of members • Strengthening and diversifying the Board of Directors • Increasing and diversifying revenue sources • Developing staff capacity and capability 711 Park Avenue West, Denver, CO 80205 303-319-3350 www.ColoradoEPIC.org @2020. EPIC. All rights reserved.

STRATEGIC GOALS EPIC IS THE PREMIER BUSINESS Public and Private Investment ORGANIZATION ADVOCATING FOR Increase public and private investment in early childhood EARLY CHILDHOOD SOLUTIONS, infrastructure, solutions, and supports for families FACILITATING ROBUST PUBLIC, MEASURES PRIVATE, AND COMMUNITY > Increase investment into early childhood solutions by employers partnered with EPIC INVESTMENT AND POLICIES SO > Increase the amount of annual public investment into infrastructure, ALL FAMILIES HAVE ACCESS TO capital, and workforce needs for early care and education HIGH-QUALITY, AFFORDABLE > Increase private investments to develop and expand early care and EARLY CARE AND EDUCATION education solutions led or supported by EPIC EXPERIENCES FOR THEIR CHILDREN, ALLOWING THEM TO Child Care Supply PARTICIPATE IN THE LABOR FORCE. Increase child care supply with a focus on the ages and communities with the highest need to ensure families have adequate access to high-quality, equitable early care and education. MEASURES > Increase number of child care slots and decrease the child care need gap > Increase direct impact on child care slots and the need gap through EPIC programs and initiatives > Decrease barriers to start-up and long-term sustainability for child care business entrepreneurs and operators Employer and Business Engagement Increase the number of employers and business organizations WHAT’S GOOD FOR actively supporting early childhood benefit solutions, investments, CHILDREN IS GOOD advocacy, and/or community partnerships. FOR BUSINESS MEASURES > Increase in number of EPIC Members, Sponsorships, and Partnerships > Increase in number of EPIC Business Leaders engaging in policy develop- ment, advocacy, and lobbying > Increase in number of EPIC Members participating in EPIC programs, initiatives, and events

Become an EPIC Member! Executives Partnering to Invest in Children (EPIC) enables the business community to build the workforce of tomorrow while supporting the workforce of today. EPIC is the business community’s early childhood voice, developing and advancing practical, public policy solutions in partnership with business leaders while addressing early childhood infrastructure needs through workforce and community initiatives. In 2022, EPIC will be playing a key role in the design and implementation of universal preschool (after the successful passage of Proposition EE). EPIC leads innovative development and facility infrastructure work with employers and local communities to address the shortage of access to quality, affordable child care and early education for the workforce. Network and Executive Members join a prestigious group of powerful business leaders and support EPIC’s important work including raising awareness of the importance of early childhood experiences and early literacy, championing new policy solutions, and providing tools and innovative strategies to help businesses support the development, recruitment, and retention of employees. ([HFXWLYH0HPEHUVKLS%HQHĆWV  ï ,QYLWDWLRQWR9,3SULYDWHHYHQWVZLWKKLJKSURĆOHEXVLQHVVOHDGHUV policymakers, and speakers • Opportunity to partner with EPIC on co-branded events and social campaigns with your company (subject to review and approval) • Eligibility for nomination and election to the EPIC Board of Directors • Option to participate on the EPIC Board Policy & Initiatives Committees Business Leaders Round Table with • Enjoy a discounted rate on project consultation Governor Jared Polis ï $OOQHWZRUNPHPEHUVKLSEHQHĆWV * Recommendation from current EPIC Executive or Board Member required for membership 1HWZRUN0HPEHUVKLS%HQHĆWV  • Join Business Community and Early Childhood Leaders at EPIC's Annual Business Leaders Dinner (Fall) – Free to members • Network at the Annual Business Leaders Dinner VIP Reception with key policy and business leaders • Attend an annual early childhood learning/networking event (Spring) • Obtain behind the scenes intelligence and give your input during EPIC’s Policy Pop-Up Calls Colorado Business Reads Book Drive • Receive Member updates on early childhood policy and innovative workplace strategies • Participate in ad-hoc membership work groups concerning advocacy and early childhood initiatives • Receive technical assistance from EPIC subject matter experts UHJDUGLQJFKLOGFDUHEHQHĆWVDQGIDPLO\IULHQGO\SROLFLHV • Opportunity to engage employees and promote early literacy through the Colorado Business Reads program • Enjoy a discounted member rate for on-site trainings Annual Business Leaders Dinner ZZZ&RORUDGR(3,&RUJ

BYLAWS OF EXECUTIVES PARTNERING TO INVEST IN CHILDREN (a Colorado nonprofit corporation) AS AMENDED, EFFECTIVE AUGUST, 2021 ARTICLE I CORPORATE PURPOSE Section 1.1 Name. The Corporation shall be known as Executives Partnering to Invest in Children (the “Corporation”). Section 1.2 Mission. The Corporation’s mission is, as the business community’s non- partisan voice for early childhood, EPIC leads efforts to build infrastructure and advance policies that support the workforce of today while developing the workforce of tomorrow. Section 1.3 Purposes. The Corporation is organized exclusively for charitable, scien- tific, literary or educational purposes within the meaning of §501(c)(3) of the Internal Revenue Code of 1986, as amended, or the corresponding section of any future federal tax code (the “Code”). The Corporation may carry on any other lawful activity consistent with its Articles of Incorporation, these Bylaws, the Code and the Colorado Revised Nonprofit Corporation Act (the “Act”). ARTICLE II OFFICES Section 2.1 Business Offices. The principal office of the Corporation in the State of Colorado shall be at such location as the Board of Directors shall determine. The Corporation may have such other offices, either within or without the State of Colorado, as the Board of Direc- tors may determine from time to time. Section 2.2 Registered Office. The Corporation shall have and continuously maintain in the State of Colorado a registered office and a registered agent whose office is identical with such registered office. The registered office may be, but need not be, identical with the principal office of the Corporation in the State of Colorado. The registered agent and the address of the reg- istered office may be changed from time to time by the Board of Directors. 3778208.4

ARTICLE III MEMBERS Section 3.1 Members. The Corporation shall not have voting members as that term is used in the Act and shall have no capital stock. The Corporation shall be governed exclusively by the Board of Directors pursuant to Article IV hereunder. The Corporation shall be comprised of two classes of members: (a) Executive Members; and (b) Network Members. The Board of Directors may define the Executive Member and Network Member cat- egories from time to time as it determines to be appropriate to serve the purposes of the Corpora- tion. ARTICLE IV BOARD OF DIRECTORS Section 4.1 General Powers. The affairs of the Corporation shall be managed by its Board of Directors. The Board of Directors shall have all powers as set forth in the Act and these Bylaws. Section 4.2 Number. There shall be no less than seven (7) and no more than twenty (20) Directors of the Corporation (“Directors”). Directors shall have equal voting privileges to consist of one vote each. Section 4.3 Composition of the Board and Terms. (a) The President and CEO of the Corporation shall be a voting ex officio member of the Board. (b) In recognition of their contributions as founding organizations of the Cor- poration, each of the Buell Foundation, Colorado Children’s Campaign, Colorado Concern, the David and Laura Merage Foundation, the Mile High United Way, and the Telluride Foundation may designate a representative of the organization to serve as a Director for so long as the organi- zation represented by that Director continues to make a significant contribution annually to achieving the Corporation’s mission. Any question as to whether one of the organizations listed in the immediately preceding sentence is making, or has made, a significant annual contribution shall be determined by a majority vote of the Directors other than the Director representing the organization. By a vote of the majority of the Directors other than the Director representing that organization, the Board may waive the requirement of a significant annual contribution with re- gard to a particular calendar year for an organization listed in this paragraph. All Directors designated pursuant to this Section 4.3(b) shall serve as long as the organization the Director represents chooses to designate the Director to serve as its designated Director or until the Director is removed or resigns. 2

(c) In recognition of their contributions as founders of the Corporation, each of Gregory Anton, Geta Asfaw, Brad Busse, and Amy Schwartz shall be entitled to serve as a Direc- tor as long as they continue to be an Executive Member or until the Director is removed or re- signs. (d) In addition to the Directors who serve pursuant to the preceding paragraphs of this Section 4.3, the Nominating Committee may nominate Executive Members to serve for a three (3) year term as a Director, subject to a majority vote of the Directors constituting a quorum. All Directors elected to the Board pursuant to this Section 4.3(d) shall serve until their term ex- pires, they resign, or they are removed. The Nominating Committee may nominate, and by a ma- jority vote of the Directors constituting a quorum, the Board may elect any such Director to serve an additional three (3) year term; provided, however, that no Director serving pursuant to this Section 4.3(d) may serve more than three (3) consecutive three (3) year terms. A Director who has served for three (3) consecutive terms may be nominated for, and elected to, an additional three year (3) term (but not to exceed three (3) consecutive three (3) year terms) after a one year absence from service on the Board. This Section 4.3(d) shall become effective on January 1, 2020. Directors elected to a three (3) year term pursuant to this Section 4.3(d) shall be subject to the term limit provision contained in the preceding paragraph; provided, however, that, solely for terms beginning January 1, 2020, Directors may be elected to serve a two (2) year term and, after the expiration of that two (2) year term, any such Directors may be elected to serve up to three (3) consecutive three (3) year terms. (e) A Network Member may be chosen by the Chair of the Board of Directors and the President and CEO to serve as a non-voting representative of the Network Members to the Board. (f) The Nominating Committee may nominate, and a majority of Directors constituting a quorum may elect, former Directors to the position of Emeritus Director. Emeritus Directors may attend and participate in meetings of the Board and of its Committees; provided however, that an Emeritus Director shall not vote on any matters before the Board. Section 4.4 Removal of Directors. Any Director may be removed at the recommenda- tion of the Executive Committee, with or without cause, by a majority vote of the Directors pre- sent at a meeting at which a quorum is present, excluding the Director in question. Section 4.5 Regular Meetings. The Directors shall meet at regular Board meetings to be held at such times and such places as determined by the Chairman of the Board. (a) Directors may participate in a regular meeting by any means of communi- cation by which all members participating may hear each other during the meeting. A board member or committee member participating in a meeting by this means is deemed to be present in person at the meeting for purposes of a quorum. (b) Regular meetings may also be held by telephone or other means of com- munication as permitted by the Act or these Bylaws. 3

(c) In addition to other business as may come before the Board at these regular Board meetings, the Board shall, from time to time as it may deem appropriate, conduct the fol- lowing business: (1) Establish the general overall strategies, goals, policies, principles and practices for the Corporation, subject to these Bylaws; (2) Discuss and act upon issues affecting the Corporation; (3) Consider and approve the annual operating budget of the Corpora- tion; and (4) Employ, evaluate the performance of, and determine the compensa- tion for the President and CEO. Section 4.6 Special Meetings. Special meetings of the Board of Directors may be called by or at the request of the Chair or any Director. All special meetings of the Board of Di- rectors shall be held at the principal office of the Corporation, unless another place for holding the meeting is established. Special meetings may also be held by telephone or other means of com- munication as permitted by the Act or these Bylaws. Notice of any special meeting shall state the purpose(s) of the special meeting. Section 4.7 Notice of Meeting. (a) Requirements. Notice of each meeting of the Board stating the date, time and place of the meeting shall be given to each Director at such Director’s business or residential address at least five (5) days prior thereto by the mailing of written notice by first-class, certified or registered mail, or at least two (2) days prior thereto by personal delivery or private carrier of written notice, or by telephone, facsimile, electronic transmission or any other form of wire or wireless communication (and the method of notice need not be the same as to each Director). Written notice, if in a comprehensible form, is effective at the earliest of: (i) the date received; (ii) five days after its deposit in the United States mail, as evidenced by the postmark, if mailed correctly addressed and with first-class postage affixed; and (iii) the date shown on the return receipt, if mailed by registered or certified mail, return receipt requested, and the receipt is signed by or on behalf of the addressee. Oral notice is effective when communicated in a comprehensible manner. If transmitted by facsimile, e-mail, or other form or wire or wireless communication, notice shall be deemed to be given when the transmission is complete. (b) Waiver of Notice. A Director may waive notice of any meeting before or after the time and date of the meeting stated in the notice. Except as otherwise provided in this Section 4.7, the waiver shall be in writing and signed by the Director entitled to the notice. Such waiver shall be delivered to the Corporation for filing with the corporate records, but such delivery and filing shall not be conditions of the effectiveness of the waiver. A Director’s attendance at or participation in a meeting waives any required notice to that Director of the meeting unless: (i) at the beginning of the meeting or promptly upon the Director’s later arrival, the Director objects to holding the meeting or transacting business at the meeting because of lack of notice or defective notice and does not thereafter vote for or assent to action taken at the meeting; or (ii) if special notice was required of a particular purpose pursuant to the Act or these 4

Bylaws, the Director objects to transacting business with respect to the purpose for which such special notice was required and does not thereafter vote for or assent to action taken at the meeting with respect to such purpose. Section 4.8 Quorum and Voting. A one half (1/2) of the number of Directors serving the Corporation at the time notice of a meeting of Directors (whether regular or special) is given shall constitute a quorum for the transaction of business at such meeting of the Board of Direc- tors. The act of a majority of Directors present at a meeting at which a quorum is present shall be the act of the Board of Directors unless a greater number of votes are required by the Act or these Bylaws. Section 4.9 Action Without Meeting. (a) Any action required or permitted to be taken at a meeting of the Board or any committee thereof may be taken without a meeting if notice is transmitted in the manner provided to each Board or committee member and each member, by the time stated in the notice and in writing, either: (i) votes for such action; or (ii) votes against such action, abstains from voting, or fails to vote; and fails to demand in writing that action should not be taken without a meeting. Any person who in writing votes for or against an action or abstains from voting shall be deemed to have waived the right to demand that action not be taken without a meeting. Fail- ure to respond by the time stated in the notice shall have the same effect as abstaining in writing by the time stated in the notice and failing to demand in writing that action not be taken without a meeting. (b) Action is taken under this section only if the affirmative vote for such ac- tion equals or exceeds the minimum number of votes that would be necessary to take such action at a meeting at which all of the Directors or committee members then in office were present and voted. (c) Action taken pursuant to this section may be transmitted or received by mail or by facsimile, e-mail, or other form of communication permitted by the Act and must be in a form sufficient to identify (i) the Director or committee member; (ii) the Director's or committee member’s vote, abstention, demand, or revocation; and (iii) the proposed action to which such vote, abstention, demand or revocation relates. For purpose of this section, communication to the Corporation is not effective until received. Section 4.10 Deemed Assent. A Director who is present at a meeting of the Board when action is taken is deemed to have assented to all action taken at the meeting unless (a) the Director objects at the beginning of the meeting, or promptly upon the Director's arrival, to holding the meeting or transacting business at the meeting and does not thereafter vote for or assent to any action taken at the meeting; or (b) the Director contemporaneously requests the Director's dissent or abstention as to any specific action taken be entered in the minutes of the meeting; or (c) the Director causes written notice of the Director's dissent or abstention as to any specific action to be received by the presiding Officer of the meeting before the adjournment thereof or by the corpora- tion promptly after the adjournment of the meeting. Such right of dissension or abstention is not available to a Director who votes in favor of the action taken. 5

Section 4.11 Compensation. Directors shall not receive compensation for their services as such; however, the reasonable expenses of Directors for attendance at meetings may be paid or reimbursed by the Corporation. Directors shall not be disqualified to receive reasonable compen- sation for services rendered to or for the benefit of the Corporation in any other capacity. ARTICLE V VOLUNTEER OFFICERS Section 5.1 Officers. The volunteer officers of the Corporation (“officers”) shall be a Chair of the Board, a Vice Chair, a Treasurer, and a Secretary, all of whom shall be Directors and Executive Members. Section 5.2 Election and Term of Office. The Nominating Committee shall nominate Directors to serve as volunteer officers. They shall be elected to serve by a majority vote of the Directors constituting a quorum. The officers of the Corporation shall serve for a term of two years or until his or her successors shall have been elected. No Director may serve more than three consecutive terms in the same volunteer officer position. All volunteer officers shall serve without pay. Section 5.3 Removal. Any officer elected or appointed by the Board of Directors may be removed by the Board of Directors at any time for reason, or no reason, by a vote of two-thirds (2/3) of all of the Directors who then constitute the Board. Section 5.4 Vacancies. A vacancy in any officer position because of death, resignation, removal, disqualification or otherwise may be filled by the Board of Directors for the unexpired portion of the term, after nomination by the Nominating Committee and a majority vote of the Directors constituting a quorum. Section 5.5 Chair. The Chair shall be the principal officer of the Corporation and shall in general supervise and control all of its business and affairs. (a) The Chair shall preside at all meetings of the members of the Board of Di- rectors. (b) The Chair shall sign any deeds, mortgages, bonds, contracts, or other in- struments on behalf of the Corporation, except in cases where the signing and execution thereof shall be expressly delegated by the Board of Directors or by these Bylaws or by statute to some other officer or agent of the Corporation. (c) The Chair shall see that all resolutions of the Board are carried into effect; and perform all duties incident to the office of Chair and such other duties as may be prescribed by the Board of Directors from time to time. Section 5.6 Vice Chair. If there is a Vice Chair, and in the absence of the Chair or in the event of the inability or refusal to act of the Chair, the Vice Chair may perform the duties of the Chair, and when so acting, shall have all the powers of and be subject to all the restrictions upon the Chair. The Vice Chair shall perform such other duties as from time to time may be as- signed by the Chair or by the Board of Directors. 6

Section 5.7 Secretary. Secretary shall keep the minutes of the meetings of the Board of Directors; see that all notices are duly given in accordance with the provisions of these Bylaws or as required by law; and in general perform all duties incident to the office of the Secretary and such other duties as from time to time may be assigned by the Chair or by the Board of Directors. Section 5.8 Treasurer. The Treasurer shall be responsible for all the duties incident to the office of Treasurer and such other duties as from time to time may be assigned by the Chair or by the Board of Directors. ARTICLE VI PROFESSIONAL OFFICER Section 6.1 Professional Officer. The professional officer of the Corporation (“Profes- sional Officer”) shall be the President and CEO, subject to the direction and supervision of the Board of Directors and shall have responsibility for: (a) Administration for the Corporation’s program, finances, and personnel within the frame-work of the general overall strategies, goals, policies, principles and practices established by the Board; and (b) Employing and discharging such staff as deemed necessary in accordance with budget provisions. Section 6.2 Compensation. The President’s compensation shall be determined from time to time by the Board of Directors, or by a committee to which authority has been delegated by the Board of Directors. To the extent reasonably feasible, the person or persons determining compensation shall obtain data on the compensation of officers holding similar positions of au- thority within comparable organizations, shall set the compensation based on such data and an evaluation of the President’s performance and experience as related to the requirements of the po- sition, and shall document the basis for the determination including the comparison data used, the requirements of the position, and the evaluation of the President’s performance and experience. The President shall not be prevented from receiving a salary by reason of the fact that he or she is also a Director. However, no payment of compensation (or payment or reimbursement of expens- es) shall be made in any manner so as to result in the imposition of any liability under section 4958 of the Code. ARTICLE VII COMMITTEES Section 7.1 Committees. The Board of Directors may create one or more committees that shall have and exercise the authority of the Board of Directors as granted in the resolution creating the committee. No such committee shall have the authority to amend, alter or repeal By- laws; elect, appoint or remove any member of any such committee or any Director or Officer of the Corporation; or amend, alter or repeal any resolution of the Board of Directors. The following Committees shall be standing committees of the Board: (a) Executive; 7

(b) Nominating; (c) Finance; (d) Policy; and (e) Initiatives. Section 7.2 Membership. The Chair of the Board shall appoint a chair and the mem- bers of each committee, subject to confirmation by the Board. The Chair of each committee shall call, conduct and cause minutes to be prepared for each committee meeting. Section 7.3 Term. The Chair and members of each committee shall serve a one-year term, renewable for successive one-year terms thereafter. Any Committee Member may resign from any Committee at any time. The Board may remove any member from any committee at its discretion. Section 7.4 Vacancies. Vacancies in the membership of any committee may be filled by appointments made in the same manner as provided in the case of the original appointments. Section 7.5 Quorum. Unless otherwise provided in the resolution of the Board of Di- rectors designating the committee, one half (1/2) of the whole committee shall constitute a quor- um and the act of a majority of the members present at a meeting at which a quorum is present shall be the act of the committee. Section 7.6 Rules. Each committee may adopt rules for its own governance not incon- sistent with the Articles of Incorporation, these Bylaws, any rules adopted by the Board of Direc- tors, or the Act. Section 7.7 Advisory Boards. The Chair of the Board may from time to time form one or more advisory boards, committees, auxiliaries or other bodies composed of such members, having such rules of procedure, and having such chair, as the Chair of the Board shall designate. The name, objectives and responsibilities of each such advisory board, and the rules and proce- dures for the conduct of its activities, shall be determined by the Chair of the Board. An advisory board may provide such advice, service, and assistance to the Board, and carry out such duties and responsibilities for the corporation as may be specified by the chair of the Board; except that, if any such committee or advisory board has one or more members thereof who are entitled to vote on committee matters and who are not then also Directors, such committee or advisory board may not exercise any power or authority reserved to the Board by the Act, the Articles of Incorpo- ration or these Bylaws. Further, no advisory board shall have authority to incur any corporate ex- pense or make any representation or commitment on behalf of the corporation without the express approval of the Chair of the Board. 8

ARTICLE VIII EXECUTIVE COMMITTEE Section 8.1 Membership. There shall be an Executive Committee of not less than three (3) of the Volunteer Officers. The President and CEO shall be a voting ex officio member of the Executive Committee. Section 8.2 Duties. The Executive Committee shall be responsible for addressing gov- ernance issues pertaining to the Corporation, including recommending any action to be taken by the Board of Directors. The Executive Committee shall also have such duties as may be assigned to it by the Board of Directors. The Executive Committee may exercise all of the powers of the Board when it is impossible or impracticable for the full Board to consider and decide upon a matter in a timely manner or as otherwise authorized by the Board, except as prohibited by the Act. The delegation of authority to the Executive Committee shall not operate to relieve the Board or any Director from any responsibility imposed by the Act. Actions taken by the Executive Committee shall be reported to the full Board at the Board’s next regular meeting. Section 8.3 Performance Evaluation of the President and CEO. On behalf of the Board of Directors, the members of the Executive Committee, except for the President and CEO, shall annually conduct a performance evaluation of the President and CEO and shall serve as the Com- pensation Committee of the Corporation. Section 8.4 Meetings. The Executive Committee shall hold meetings from time to time as determined by the Executive Committee. Special meetings of the Executive Committee may be held at any time upon call of the Chair of the Board. ARTICLE IX NOMINATING COMMITTEE Section 9.1 Board Membership and Officer Nominations. There shall be a Nominating Committee of the Board of not less than three (3) Directors, including the Chair of such Nominat- ing Committee. Section 9.2 Duties. The Nominating Committee shall nominate volunteer officers and Directors of the Board. The Nominating Committee shall, in writing, report its nominees for Board membership and officers to the Board at least thirty (30) days prior to the meeting of the Directors at which such nominations are to be considered. The Nominating Committee shall have such other duties and responsibilities as the Board of Directors may assign. ARTICLE X FINANCE COMMITTEE Section 10.1 Membership. There shall be a Finance Committee of the Board of not less than three (3) Directors, including the Chair of the Finance Committee. Section 10.2 Duties. The Finance Committee shall have such duties as may be assigned by the Board of Directors regarding financial matters of the Corporation. 9

Section 10.3 Meetings. The Finance Committee shall meet at least twice each year to review financial matters pertaining to the Corporation. Special meetings of the Finance Commit- tee may be held at any time upon call of the Chair of the Board. ARTICLE XI POLICY COMMITTEE Section 11.1 Membership. There shall be a Policy Committee of the Board of not less than three (3) persons, including the Policy Committee’s Chair. In addition to Directors, the Poli- cy Committee’s membership may include Executive Members who are not Directors and a repre- sentative of the Colorado Children’s Campaign who is not currently serving as a Director. Section 11.2 Duties. In accordance with the mission of the Corporation, the Policy Committee shall review public policy issues affecting early childhood care, education, health and parenting consistent with the priorities of the Corporation and recommend the public policy posi- tion for the Corporation. The Policy Committee may determine for the Corporation a public poli- cy position when it is impossible or impracticable for the full Board to consider and decide upon the policy in a timely manner or as otherwise authorized by the Board. Actions taken by the Poli- cy Committee shall be reported to the full Board at the Board’s next regular meeting. Section 11.3 Meetings. The Policy Committee shall hold meetings from time to time as determined by the Policy Committee. Special meetings of the Policy Committee may be held at any time upon call of the Chair of the Board. ARTICLE XII INITIATIVES COMMITTEE Section 12.1 Membership. There shall be an Initiatives Committee of the Board of not less than three (3) persons, including the Initiatives Committee’s Chair. In addition to Directors, the Initiatives Committee may include Executive Members who are not Directors. Section 12.2 Duties. In accordance with the mission of the Corporation, the Initiatives Committee shall review current, as needed, and potential new initiatives to determine whether they are consistent with the Corporation’s early childhood goals; the Corporation has the capacity, or the ability to develop the capacity, to develop and implement the initiative; and the initiative does not duplicate another organization’s program and/or another organization is not better equipped to perform the initiative’s function. In addition to determining that a current or proposed initiative is consistent with the guidelines set forth in the preceding paragraph, the Initiatives Committee shall, in conjunction with the Corporation’s professional staff, formulate strategies for developing, strengthening, and promoting initiatives. The Initiatives Committee shall recommend to the Board proposals for the adoption, modification, or termination of initiatives. ARTICLE XIII CONTRACTS, CHECKS, DEPOSITS, GIFTS AND PROXIES 10

Section 13.1 Contracts. The Board of Directors may authorize any Officer or Director, agent or agents of the Corporation, in addition to the Officers so authorized by these Bylaws, to enter into any contract or execute and deliver any instrument in the name of and on behalf of the Corporation. Such authority may be general or confined to specific instances. Section 13.2 Checks, Drafts, Etc. All checks, drafts or orders for the payment of money, notes or other evidences of indebtedness issued in the name of the Corporation, shall be signed or approved by such Officer or Officers, agent or agents of the Corporation and in such manner as shall from time to time be determined by resolution of the Board of Directors. In the absence of such determination by the Board of Directors, such instruments shall be signed by the Treasurer and countersigned by either the Chair or Vice Chair of the Corporation. Section 13.3 Deposits. All funds of the Corporation shall be deposited from time to time to the credit of the Corporation in such banks, or other depositaries as directed by the Board of Directors. Section 13.4 Gifts. The Corporation may accept any contribution, gift, bequest or devise for the general purposes or for any special purpose of the Corporation so long as consistent with the Articles of Incorporation and these Bylaws. Section 13.5 Proxies. Unless otherwise provided by resolution adopted by the Board of Directors, the Chair may from time to time appoint one or more agents or attorneys in fact of the Corporation, in the name and on behalf of the Corporation, cast the votes which the Corporation may be entitled to cast as the holder of stock or other securities in any other Corporation, associa- tion or other entity any of whose stock or other securities may be held by the Corporation. The Chair may instruct the person or persons so appointed as to the manner of casting such votes, and may execute or cause to be executed in the name and on behalf of the Corporation and under its corporate seal, or otherwise, all such written proxies or other instruments as he may deem neces- sary or proper. ARTICLE XIV INDEMNIFICATION Section 14.1 Indemnification. To the extent permitted or required by the Act and any other applicable law, if any Director or Officer (as defined below) of the Corporation is made a party to or is involved in (for example as a witness) any proceeding (as defined below) because such person is or was a Director or Officer of the Corporation, the Corporation (i) shall indemnify such person from and against any judgments, penalties, fines (including but not limited to ERISA excise taxes), amounts paid in settlement and reasonable expenses (including but not limited to expenses of investigation and preparation, and fees and disbursements of counsel, accountants or other experts) incurred by such person in such proceeding, and (ii) shall advance to such person expenses incurred in such proceeding. (a) The Corporation may in its discretion (but is not obligated in any way to) indemnify and advance expenses to an employee or agent of the Corporation to the same extent as to a Director or Officer. 11

(b) The foregoing provisions for indemnification and advancement of expenses are not exclusive, and the Corporation may at its discretion provide for indemnification or ad- vancement of expenses in a resolution of its members or Directors, in a contract or in its articles of incorporation. (c) Any repeal or modification of the foregoing provisions of this Article XIV for indemnification or advancement of expenses shall not affect adversely any right or protection stated in such provisions with respect to any act or omission occurring prior to the time of such repeal or modification. If any provision of this Article XIV or any part thereof shall be held to be prohibited by or invalid under applicable law, such provision or part thereof shall be deemed amended to accomplish the objectives of the provision or part thereof as originally written to the fullest extent permitted by law, and all other provisions or parts shall remain in full force and ef- fect. (d) As used in this Article XIV, the following terms have the following mean- ings: (1) Director or Officer. The term “director” or “officer” means (i) a di- rector or voluntary officer of the Corporation and (ii) while an individual is a director or officer of the Corporation, the individual’s serving at the Corporation’s request as a direc- tor, officer, partner, member, manager, trustee, employee, fiduciary, or agent of another domestic or foreign Corporation, nonprofit Corporation, or other person or of an employee benefit plan, and (iii) any other position (not with the Corporation itself) in which a direc- tor or officer of the Corporation is serving at the request of the Corporation and for which indemnification by the Corporation is permitted by the Act. (2) Proceeding. The term “proceeding” means any threatened, pending or completed action, suit, or proceeding whether civil, criminal, administrative or investi- gative, and whether formal or informal. Section 14.2 Limitation. Notwithstanding any other provision of this Article XIV, dur- ing any period that the Corporation is a “private foundation” within the meaning of §509 of the Code, the Corporation shall not indemnify any person against such expenses, judgment, fines, or amounts paid or necessarily incurred, nor shall the Corporation purchase or maintain such insur- ance, to the extent that any such indemnification, purchase, or maintenance would be determined to be an act of self-dealing within the meaning of §4941 of the Code, or to be otherwise prohibit- ed under the Code, unless and to the extent (i) a court orders such indemnification, or (ii) the pur- chase or maintenance of such insurance can be treated as reasonable compensation to such person. ARTICLE XV AMENDMENTS These Bylaws may be altered, amended or repealed and new Bylaws may be adopted by the Directors at any regular or special meeting of the Board of Directors if proper notice is given pursuant to Section 4.6; provided, however, that these Bylaws may only be amended in a manner which would not disqualify the Corporation under §501(c)(3) of the Code. Such notice shall summarize the proposed changes to be made. The adoption of new Bylaws or the alteration, 12

amendment or repeal of the Bylaws shall require an affirmative vote of a majority of the Directors then serving. ARTICLE XVI CONFLICTS OF INTEREST Section 16.1 Conflicting Interest Transactions. As used in this Article XVI, “conflicting interest transaction” means: a contract, transaction, or other financial relationship between the Corporation and a Director of the Corporation, or between the Corporation and a party related to a Director, or between the Corporation and an entity in which a Director of the Corporation is a Di- rector or Officer or has a financial interest. Section 16.2 Prohibition Against Loans to Director or Officers. No loans shall be made by the Corporation to its Directors or Officers. Any Director or Officer who assents to or partici- pates in the making of any such loan shall be liable to the Corporation for the amount of such loan until the repayment thereof. Section 16.3 Voidability of Conflicting Interest Transactions. No conflicting interest transaction shall be void or voidable or be enjoined, set aside, or give rise to an award of damages or other sanctions in a proceeding by a member or by or in the right of the Corporation, solely be- cause the conflicting interest transaction involves a Director of the Corporation or a party related to a Director or an entity in which a Director of the Corporation is a Director or Officer or has a financial interest or solely because the Director is present at or participates in the meeting of the Corporation’s Board of Directors or of the committee of the Board of Directors that authorizes, approves, or ratifies the conflicting interest transaction or solely because the Director’s vote is counted for such purpose if: (a) The material facts as to the Director’s relationship or interest and as to the conflicting interest transaction are disclosed or are known to the Board of Directors or the com- mittee, and the Board of Directors or committee in good faith authorizes, approves, or ratifies the conflicting interest transaction by the affirmative vote of a majority of the disinterested Directors, even though the disinterested Directors are less than a quorum; or (b) The conflicting interest transaction is fair as to the Corporation. Section 16.4 Approval of Conflicting Interest Transactions. Common or interested Di- rectors may be counted in determining the presence of a quorum at a meeting of the Board of Di- rectors or of a committee that authorizes, approves, or ratifies the conflicting interest transaction. Section 16.5 Party Related to Director. For purposes of this Article XVI, a “party relat- ed to a Director” shall mean a spouse, a descendent, an ancestor, a sibling, the spouse or descend- ent of a sibling, an estate or trust in which the Director or a party related to a Director has a bene- ficial interest, or an entity in which a party related to a Director is a Director, Officer, or has a fi- nancial interest. 13

ARTICLE XVII STANDARDS OF CONDUCT Section 17.1 General Standards of Conduct. Each Director shall discharge the Direc- tor’s duties as a Director, including the Director’s duties as a member of a committee of the Board, and each Officer shall discharge the Officer’s duties, (i) in good faith, (ii) with the care an ordinarily prudent person in a like position would exercise under similar circumstances, and (iii) in a manner the Officer or Director reasonably believes to be in the Corporation’s best interests. Section 17.2 Reliance on Information. In discharging his or her duties, a Director or Of- ficer is entitled to rely on information, opinions, reports, or statements, including financial state- ments and other financial data, if prepared or presented by (i) one or more Officers or employees of the Corporation whom the Director or Officer reasonably believes to be reliable and competent in the matter presented, (ii) legal counsel, a certified public accountant, or another person as to matters the Director or Officer reasonably believes are within such person’s professional or expert competence, or (iii) in the case of a Director, a committee of the Board of which the Director is not a member if the Director reasonably believes the committee merits confidence. A Director or Officer is not acting in good faith if the Director or Officer has knowledge concerning the matter in question that makes reliance otherwise permitted by this Section 17.2 above unwarranted. Section 17.3 Compliance with Standards of Conduct. A Director or Officer is not liable in his or her capacity as a Director or Officer to the Corporation or its Members for any action taken or omitted to be taken as a Director or Officer, as the case may be, if, in connection with such act or omission, the Director or Officer performed the duties of the position in compliance with this Article XVII. ARTICLE XVIII RECORDS Section 18.1 Minutes, Etc. The Corporation shall keep as permanent records minutes of all meetings of each Board, a record of all actions taken by any Board without a meeting, a record of all actions taken by a committee of any Board in place of such Board on behalf of the corpora- tion, and a record of all waivers of notices of meetings of each Board or any committee of each Board. Section 18.2 Accounting Records. The Corporation shall maintain appropriate account- ing records. Section 18.3 Records in Written Form. The Corporation shall maintain its records in written form or in another form capable of conversion into written form within a reasonable time. Section 18.4 Records Maintained at Principal Office. The Corporation shall keep a copy of each of the following records at its principal office: (a) The articles of incorporation; (b) These Bylaws; 14

(c) A list of the names and business or home addresses of all current Directors and Officers; (d) All financial statements and Forms 990 prepared for periods ending during the last three years; (e) The Corporation's application for recognition of exemption and the tax- exemption determination letter issued by the Internal Revenue Service; and (f) All other documents or records required to be maintained by the Corpora- tion at its principal office under applicable law or regulation. ARTICLE XIX MISCELLANEOUS Section 19.1 Governing Law. These Bylaws shall be deemed to be made under and shall be construed in accordance with the laws of the State of Colorado. Section 19.2 Captions. All Article titles or captions contained in these Bylaws are for convenience only and shall not be deemed part of the context of these Bylaws. Section 19.3 Construction. All pronouns and any variations thereof shall be deemed to refer to the masculine, feminine, neuter, singular or plural as the identity of the person or persons may require. 15

SECRETARY’S CERTIFICATE I, the undersigned, being the Secretary of the Board of Directors of __________________, a Colorado nonprofit corporation (the “Corporation”), do hereby certify that the Bylaws of the Corporation were duly adopted by the Board of Directors effective as of the ______ day of ____________, 20______. A true, correct and complete copy of the Bylaws of the Corporation as so adopted and in- cluded in the minutes of proceedings referred to above is attached hereto and incorporated herein. I have hereunto set my hand this ______ day of ____________, 20______. By: Name: Title: Secretary 16

Board of Directors Roster 2023 **Quorum requires 9 members present at each board meeting. Member Committee Terms Initial Term Date Location Officer Term Financial Contributions in 2022 Nicole Riehl 1 President and CEO All Ex officio Ex officio Castle Pines Executives Partnering to Invest In Children Ryan Beiser, Board Chair Initial Three-Year 2 Regional President and Head of Corporate Banking Initiatives, Policy, Nominating Expiring June 30, July 1, 2021 Annual Dinner Sponsorship 15K PNC Bank Executive Chair 2024 *Membership Dues Came with Sponsorship Mike Kehoe, Board Vice-Chair Initial Three-Year 1st Vice-Chair Two-year 3 Vice President Finance Initaitives Chair Expiring December January 1, 2022 Golden Term Expiring December Membership and Annual Dinner Sponsorship PCL Construction 31, 2024 31, 2025 Total 10K Marc Pasquariello-Williams, Secretary Initial Three-Year 1st Secretary Two-year 4 Senior Vice President, Financial Advisor Finance Term Expiring January 1, 2021 Denver Term Expiring December Membership and Sponsorship to Annual Dinner 2.5K RBC Wealth Management December 31, 2023 31, 2025 Akash K. Bhalla, Treasurer 2nd Three-Year Term 2nd Treasurer Two-year 5 Partner Finance Chair December 31, 2024 January 1, 2020 Denver Term Expiring December Membership and Sponsorship to Annual Dinner $1250 Total 6.25K Ernst & Young LLP 31, 2025 Greg Anton Individual Founder 6 Partner Finance Indefinite Term Indefinite Term Denver Membership and Sponsorship to Annual Dinner 2.5K BDO USA Nominating Total 6.25K Geta Asfaw Individual Founder 7 President and CEO Indefinite Term Indefinite Term Denver Membership and Sponsroship to Annual Dinner 10K Addis & Company/Ababa & Company *Mebership Dues Came with Sponsorship Christine Benero 8 President and CEO Initiatives Founding Organization Indefinite Term Denver MHUW Grant 25K Mile High United Way Designated Representative Indefinite Term In-Kind Rent 6K Brad Busse (Emeritus) Individual Founder President Nominating Indefinite Term Indefinite Term Denver Membership 5K Busse Ventures Adeeb Khan Initial Three-Year 9 Chief Brand and Impact Officer, Delta Dental of Colorado & Policy Term Expiring January 1, 2021 Denver Annual Dinner Sponsorship 20K Executive Director, Delta Dental of Colorado Foundation December 31, 2023 *Membership Discounted thru Sponsorship David Perez Initial Three-Year 10 Independent Board Member Nominating Expiring June 30, July 1, 2022 Lone Tree Membership 5K 2025 David Hammond Initial Three-Year Board Chair 11 Retired Partner Initiatives Expiring December January 1, 2022 Denver Membership and Sponsorship to Annual Dinner 2.5K Total 2019 - 2022 7.5K Davis Graham & Stubbs LLP 31, 2024 Sue Renner Founding Organization 12 Executive Director Policy Chair Designated Representative Indefinite Term Englewood Merage Grant via Annual Dinner Sponsorship 25K David and Laura Merage Foundation Indefinite Term Amy Schwartz Individual Founder 13 Executive Director Indefinite Term Indefinite Term Denver Membership s and Annual Dinner Sponsorship via Pat BuildStrong Education Hamill Total 10K Laura Carlson Finance Founding Organization January 1, 2023 14 President and CEO Initiatives Designated Representative Indefinite Term Denver Buell Grant 25K Buell Foundation Indefinite Term Colin Stewart Initial Three-Year Term 15 Founder & CEO Initatives, Policy Expiring December 31, January 1, 2023 Castle Rock Membership 5K STEM Child Care 2026 Stacie Packard Initial Three-Year Term 16 President Policy Expiring December 31, January 1, 2023 Denver Membership 5K Delwest Foundation 2026 Suzy Jaeger Initial Three-Year Term 17 Senior Executive, Chief Patient Experience and Access Officer, Initiatives Expiring December 31, July 1, 2023 Membership 5K Children's Hospital Colorado 2026 18 Open Seat 19 Open Seat 20 Open Seat Key: President and CEO Ex offico Organization/Indivdual Founder Indefinite Term 4.3 (b)and ( c ) Director Seat Subject to Majority Vote 4.3 (d)

Committee Roster 2023 Initiatives Committee* Mike Kehoe (Chair) Policy Committee* Ryan Beiser Sue Renner (Chair) Christine Benero Roberto Cota Roberto Cota Adeeb Khan Laura Carlson Riley Kitts*** Kelly Causey Mike Kopp David Hammond William Mutch* Suzy Jaeger Roweena Naidoo** Nicole Riehl Stacie Packard Colin Stewart Lisa Steven Colin Stewart Finance Committee: Nicole Riehl Akash Bhalla (Chair) *Policy Consultant **MHUW Policy Rep ***Children’s Campaign Rep Greg Anton Laura Carlson Marc Pasquariello-Williams Nominating Committee Nicole Riehl Greg Anton Christine Benero Executive Committee Ryan Beiser Ryan Beiser Brad Busse (Ad-Hoc) Akash Bhalla David Perez Marc Pasquariello-Williams Nicole Riehl Mike Kehoe Nicole Riehl *Executive Members may participate Updated 01.19.2023

EPIC Board Meeting Dates Tentative 2024 Jan: 18th 3-5:30 **Policy/Advocacy Priorities April: 18th 1pm -3:30pm OR 17th 3-5:30pm July: 18th 3pm – 5:30pm October: 10th 3pm – 5:30pm **Review 990 Draft and 2025 Budget *Meetings will be held from 3pm – 5:30pm in person with a virtual option. Location of meetings will be sent out via invite prior to the meeting. Email [email protected] for questions. **If you have the capacity to host a board meeting, please let us know.

Important Dates EPIC’s Annual Business Leader Dinner TBD VIP Reception 4:30pm *For sponsors, members and select guests only. Dinner 5:30pm Infinity Event Center 4400 E Kentucky Ave, Glendale, CO 80246 National Business Leaders in Action Summit TBD

EPIC Distribution Lists EPIC Board of Directors [email protected] EPIC Emeritus Board Members [email protected] EPIC Executive Committee [email protected] EPIC Executive Members [email protected] EPIC Finance Committee [email protected] EPIC Initiatives Committee [email protected] EPIC Member Reps [email protected] EPIC Network Members [email protected] EPIC Nominating Committee [email protected] EPIC Policy Committee [email protected] EPIC Staff [email protected] *See Board Roster and Committee Roster for lists of names pertaining to the distribution.