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Board & Staff

Kevin Maxwell

Kevin Maxwell

Kevin joined the family Promise board in 2020. Kevin is a Technical Analyst for State Farm where his role is to help migrate physical server infrastructure to Amazon’s Public Cloud. Kevin has a long history of serving Scottsdale in volunteer capacities. Kevin was appointed to serve on Scottsdale’s Airport Advisory Commission in 2017 where he served as Commission Chair. He has also served on the board for Scottsdale Leadership and worked with the Scottsdale Chamber of Commerce. Kevin and his wife, Bronwyn are passionate about education in Scottsdale. Kevin has helped with the Yes to Children Campaign and helped the Coronado Promise Foundation.

 

Kevin Maxwell is a seasoned Technology Analyst with a strong background in public service and civic engagement in Scottsdale. With a passion for innovation and community development, Kevin has contributed his expertise to the Scottsdale Airport Advisory Commission, the Scottsdale Unified School District (SUSD) Foundation, and Scottsdale Leadership, helping to shape policies and initiatives that benefit the city.


Beyond his professional and civic roles, Kevin is recognized for his insights into emerging technologies, particularly in artificial intelligence. He is frequently invited to speak on technology and AI, sharing his knowledge with businesses, organizations, and community groups. Through his work, Kevin continues to bridge the gap between technology and public service, driving meaningful progress in Scottsdale.

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Strategic Plan Initiatives 2025-2030
 

5-Year High-Level Objectives


1. Expand Impact

Family homelessness in AZ is a growing problem. In order to serve more families we need to broaden our scope of services, improve our infrastructure and expand our reach.

2. Enhance Our Brand Recognition

We have a 25 year legacy of serving the community, strong relationships with our valuable Congregations and Volunteers, and a growing external awareness of our Mission through recent efforts to improve our marketing and public relations. Yet, Family Promise is still a fairly well kept secret and cities have begun to utilize funding to establish their own homeless programs instead of leveraging ours.

3. Elevate Service Excellence

We have established a flexible and adaptive service model. Opportunities exist to further improve our efficiency, strengthen our graduate connections, expand our employee’s skills and engagement and enhance relations with our constituents and communities.

4. Ensure Sustainability

Our current funding is primarily sourced from annual contributions and grants that require sustained efforts for renewal. Fundraising activities are extremely important, but divert resources from serving families and are currently higher (as a % of total expenses) than our peers. A window of opportunity exists to develop a meaningful Planned Giving program. This along with continued focus on providing low-cost service, Major Donor giving, our new Endowment Fund and the establishment of an Earned Income business enterprise can help reduce our dependence on annual contributions and grants, thereby improving our long-term sustainability.

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