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Board & Staff

Pamela Hyde

Pamela Hyde

Pamela Hyde is an accomplished nonprofit executive with nearly 25 years of leadership experience advancing organizations dedicated to strengthening families, protecting children, and serving vulnerable populations. Throughout her career, she has built a reputation for strategic leadership, organizational growth, financial stewardship, and community collaboration, consistently guiding nonprofits to achieve lasting impact and sustainable success.

Hyde began her executive leadership career with Families and Schools Together (FAST), where she first served as Program Director before being promoted to Executive Director. From 2005 to 2012, she led the expansion of evidence-based family engagement programs throughout Wyoming, increasing access to services that strengthened family relationships, improved educational outcomes, and fostered healthier, more resilient communities. During her tenure, she also served as a National Trainer for FAST, providing training and technical assistance to organizations across the country and helping ensure the successful implementation and fidelity of the nationally recognized family strengthening model.

In 2012, Hyde was appointed Executive Director of Court Appointed Special Advocates (CASA) and the Controlled Visitation Program in Gillette, Wyoming. During her decade of leadership, she enhanced advocacy services for children involved in the court system, expanded family support programs, strengthened organizational capacity, and cultivated partnerships that improved outcomes for children facing abuse, neglect, and family conflict.

From 2022 to 2026, Hyde served as Executive Director of the Midland Rape Crisis and Children’s Advocacy Center in Midland, Texas. She led multidisciplinary efforts to provide comprehensive services for survivors of sexual assault while advancing initiatives that protected children and strengthened families in crisis. Under her leadership, the organization enhanced service delivery, expanded community partnerships, increased fundraising capacity, and reinforced its long-term financial sustainability.

Throughout her career, Hyde has successfully led organizational transformation by developing high-performing teams, strengthening governance, building collaborative partnerships, and implementing strategic initiatives that drive measurable results. Her expertise spans nonprofit management, board development, fundraising, grant development, operational excellence, strategic planning, and community engagement. She is recognized for fostering cultures of accountability, collaboration, and innovation while maintaining a steadfast commitment to mission-driven leadership.

Now serving as Chief Executive Officer of Family Promise of Greater Phoenix, Hyde is leading the organization in its mission to prevent and end family homelessness. Her extensive experience supporting children and families has provided her with a deep understanding of the complex challenges that contribute to housing instability. She is committed to expanding partnerships, strengthening programs, and advancing innovative solutions that empower families to achieve lasting independence and long-term stability.

Hyde believes that lasting community change is built through collaboration, compassion, and strategic leadership. She is passionate about bringing together donors, volunteers, community partners, and stakeholders to create opportunities that help children and families thrive.

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.