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Board & Staff

Phyllis Banucci

Phyllis Banucci

Phyllis Banucci has been a member of the Board since 2005.  In that time she has served in a number of executive positions and supported the growth strategy of the last 15 years. Phyllis retired after a career in Human Resources and Employee Communications, and she and her husband, Gene, have lived in north Scottsdale for 20 years.  They come from the midwest, met at Beloit College in Wisconsin, and after Gene earned his Ph.D. in Organic Chemistry, they worked for 35 years on the east coast where they were founders of a technology company focused on developing materials for semiconductor manufacturers.  Phyllis has served on a number of non-profit boards.  Other interests include choral singing and gardening.  Gene and Phyllis have 3 children and 6 grandchildren who live in Connecticut, Manhattan, and San Jose and love to visit Arizona.

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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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