A New Leaf
Helping Families, Changing Lives
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Programs and results
What we aim to solve
A New Leaf believes that we must meet the most urgent needs in our community in order to achieve our mission of “Helping Families, Changing Lives.” For this reason, we operate a wide variety of programs meant to help those most in need of assistance. With seven pillars of service, A New Leaf faithfully operates in service to our mission. These pillars are: Housing and Shelter, Domestic and Sexual Violence Services, Financial Empowerment, Health and Wellness, Family Support Services, Foster Care, and Educational Services.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Health and Wellness Programs
A New Leaf was established in 1971, as PREHAB of AZ, to provide residential and outpatient behavioral health services for youth struggling with substance use and behavioral health challenges. Over the past 52 years, the organization has expanded its mental health services for all ages, in addition to providing multiple social service programs serving individuals and families experiencing poverty, homelessness, domestic violence, and other crisis situations.
A New Leaf provides outpatient mental health counseling, medication management, and in-home/school rehabilitative behavioral coaching for approximately 4,500 adults, youth, and children annually, targeting low-income households in the Phoenix Metro area.
Sexual & Domestic Violence Services
A New Leaf offers a continuum of services to respond to domestic and sexual violence situations, from immediate crisis stabilization, to providing safety, housing and basic needs, to the support needed to ultimately break free from an abusive relationship. With seven programs, serving more than 5,500 survivors and answering more than 11,000 crisis calls each year, A New Leaf’s services are vital to protecting and empowering the most vulnerable members of our community.
In addition to emergency shelter, A New Leaf provides community-based education and outreach, support and advocacy for victims of sexual assault, and court advocacy.
Supportive Housing
A New Leaf provides Permanent Supportive Housing, Affordable Housing, Rapid Re-Housing, and Tenant Based Rental Assistance to low-income families and individuals, as well as those transitioning out of emergency shelter.
Emergency Shelters
A New Leaf provides support to the homeless though eight shelter programs: La Mesita Family Homeless Shelter, Autumn House Domestic Violence Shelter, Faith House Crisis Shelter, East Valley Man's Center, Domestic Violence Overflow Shelter Program, Community Alliance Against Family Abuse, West Valley Housing Assistance Center, and Bridge Housing for individuals exiting emergency shelter.
Financial Empowerment Programs
A New Leaf believes that financial empowerment is the key to overcoming homelessness, generational poverty, and financial instability and offers a comprehensive array of programs that provide pathways to long-term financial stability for disadvantaged individuals. Financial Empowerment Services include workforce development, financial wellness, budget coaching, credit counseling, public benefits enrollment, access to education, career training, emergency rent and utility financial assistance, matched savings for higher education, matched saving for small business, reentry services for justice-involved individuals, and tax filing assistance. Financial Empowerment Services are offered through A New Leaf’s Shelter and Supportive Housing Programs, Mesa Community Action Network (MesaCAN), Workforce Central, the BankWork$ Career Training Program, the Volunteer Income Tax Assistance (VITA) Program, and Veterans Business Opportunity Center.
Education Support Programs
PHOENIX DAY EARLY CHILDHOOD EDUCATION PROGRAM
Phoenix Day is the only nationally accredited, 4-STAR, bilingual early childhood education program located within the south-central Phoenix region, and one of the few high-quality early childhood education programs in Maricopa County that does not limit enrollment of low-income children subsidized by DES. Programming focuses on the cognitive, language, social/emotional, physical, self-help, and behavioral skills needed to succeed. Phoenix Day helps close the opportunity gap and ensures that low-income children enter kindergarten ready to learn by supporting the development of skills needed to succeed in school, and life.
Family Support Services
A New Leaf’s Family Support Services improve household stability and help families create better relationships between adults and children. Comprehensive programs support families in their journey toward healing and stability, helping them to build positive family dynamics and relationships. Programs include Building Resilient Families, Family Connections, Parent Aide, Parents and Children Teaming Together (PACTT), and Supervised Visitation Only.
Foster Care
A New Leaf’s Foster Care Program recruits and trains adults to become licensed foster parents, kinship care providers, therapeutic foster care providers, or Respite Providers. By ensuring that foster parents have the licensing, confidence, and resources they need to care for a child from the foster system, A New Leaf is creating happy homes for countless children in Arizona.
Where we work
Affiliations & memberships
National Coalition Against Domestic Violence 2016
National Coalition Against Domestic Violence 2022
National Coalition Against Domestic Violence 2023
Arizona Coalition to End Sexual and Domestic Violence 2022
Arizona Coalition to End Sexual and Domestic Violence 2022
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Victims of crime and abuse, Ex-offenders, Unemployed people, Veterans
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Individuals are served through 37 programs throughout the Phoenix Metro area.
Number of meals served or provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Ex-offenders, Victims of crime and abuse, Unemployed people, Veterans
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Meals are provided through multiple emergency shelter programs.
Number of bed nights (nights spent in shelter)
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Victims of crime and abuse
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Bed nights are provided through two emergency shelters for people experiencing homelessness, and three shelters and one overflow shelter program for domestic violence victims (DVSTOP).
Individuals received behavioral and primary health care
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Health and Wellness Programs
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Percentage of violence victims/survivors know how to plan for their continued safety.
This metric is no longer tracked.Totals By Year
Population(s) Served
Victims of crime and abuse
Related Program
Sexual & Domestic Violence Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Metric is assessed through post-program interviews with domestic abuse survivors who receive services through emergency shelter.
Number of people no longer living in unsafe or substandard housing as a result of the nonprofit's efforts
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Victims of crime and abuse
Related Program
Supportive Housing
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Applies to residents served through two permanent supportive housing programs, Rapid Rehousing, and Tenant-Based Rental Assistance.
Percent of workforce program graduates obtaining employment with livable wage ($14.94/hour) or higher.
This metric is no longer tracked.Totals By Year
Related Program
Financial Empowerment Programs
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Refers to graduates of 8-week BankWork$ program
Dollars saved in tax preparation fees
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Financial Empowerment Programs
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Households served through Volunteer Income Tax Assistance
Number of children in foster care who have stable placements
This metric is no longer tracked.Totals By Year
Related Program
Foster Care
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Families provided support services.
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Family Support Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Services include Family Connections (FC), Nurturing Parenting Program (NPP), and Supervised Visitation.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
In 2022, a committee of A New Leaf’s Board of Directors and staff announced the 2022-2024 Strategic Plan, identifying four main initiatives. The past year’s focus was on implementing project management tools and creating support teams for the initiatives identified in the Strategic Plan. Advances have been made to strengthen the organization’s infrastructure with the implementation of cybersecurity measures and consolidation of client and data management systems across all programs. The following accomplishments are paving the way for future success and resiliency:
Demonstrate Service Impact on Community
• Implemented a tool to guide in decision making around growth and change.
• New programs: REACH, West Valley Housing Assistance Center, and Bridge to Housing.
• Participated in a pilot for the Arizona Statewide closed loop referral system.
• Evaluation of key program performance indicators to better quantify the positive impact of services.
• Implemented a new comprehensive case management software system.
Build Organizational Capacity for Sustaining Growth
Identified opportunities for Board Engagement to generate unrestricted funds.
• Implemented processes that support board involvement in generating funds.
• Cultivating opportunity for capacity building funding.
• Service Enterprise Initiative recertification: expanded volunteer and intern positions to better utilize a broader skillset that supports staffing. Improved processes to better manage the use of volunteers and interns.
Strengthen Staff Capacity to Support Efficient and Effective Service Delivery
• Completed assessment of program training needs to determine resources needed and strategy for new training implementation.
• Updated employee benefits plans.
• Launched a recruitment social media campaign to increase awareness of career opportunities.
• Implemented sign-on recruitment bonuses for various programs and positions as supported via funding sources.
• Launched internal website to offer resources and communication for all staff.
Increase Community Awareness of Services and Opportunities for Support
• Increased visibility of A New Leaf through social media postings.
• Created new branded materials for programs.
• Implemented new fundraising software to support donor cultivation activities.
• Implemented adaptive cost coverage to give donors the option to cover transaction fees.
What are the organization's key strategies for making this happen?
Capacity building strategies have been identified in the areas below to carry out the goals and priorities in A New Leaf’s 2022-2024 Strategic Framework to support the organization’s sustainability, success, and continued growth.
Metrics & Evaluation – Measuring and evaluating program outcomes is critical for ensuring services are meaningful and impactful, meeting grant and contract requirements, and demonstrating success to secure funding to sustain and expand services. Historically, A New Leaf’s program metrics have been tied to government contracts, but most often do not convey the true impact of services provided to people in crisis who are experiencing complex and numerous challenges and are navigating systemic barriers that stand in the way of achieving prescribed outcomes. Although programs must continue to report on metrics defined by contracts, new metrics need to be defined to evaluate program performance and make modifications to services and processes. In addition to programs, metrics need to be established for administrative support departments including finance, facilities, HR, IT, QM, and philanthropy.
Human Resources – Challenges with employee recruitment, retention, and development have the potential to have a profoundly negative effect on A New Leaf’s ability to provide critical services to the community and to maintain funding contracts. Initiatives identified to address this include building the capacity of the HR team, offering recruitment and retention bonuses, increasing compensation rates across the agency to be more competitive in the job market, improving on-boarding processes, creating opportunities for professional development, clearly defining potential career paths, and continuing to promote a culture of diversity, equity, and inclusion.
Technology/Systems – As A New Leaf has grown and evolved in offering social services that address nearly every facet of social determinants of health, as well as managing hundreds of diverse grants and contracts, the need for building IT/systems capacity has become an urgent and complex need. Initiatives identified to address this need include building the capacity of the IT & Informatics team, implementing the Apricot 360 Social Services Software system across the organization for recording, evaluating, and cross-sharing program data, implementing and training staff to use updated Microsoft Office 365 applications universally, and upgrading technology.
What are the organization's capabilities for doing this?
With this organization's longevity, respect within the community, strong base of renewal and major gift donors, engaged Board of Directors, collaborative partnerships and robust volunteer and intern program, A New Leaf is poised to strengthen its organizational infrastructure as it pursues program growth. We continue to measure and assess our growth and effectiveness within service programs and enhance them based on community needs.
What have they accomplished so far and what's next?
The above cited 2022-2024 strategic framework is currently being implemented. Specific objectives pursuant to each area of Metrics & Evaluation, Human Resources, and Technology/Systems are being completed.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
A New Leaf
Board of directorsas of 10/31/2023
Mr. Tyler Williams
Broening Oberg Woods & Wilson, P.C.
Term: 2023 - 2026
Peter Eberle
Arizona Bank & Trust
Deanna Villanueva-Saucedo
Maricopa Community College
Frank Bennett
Bennett Property Management--Retired
Betty Lynch
Community Advocate
Anne Bennett-Perez
Bennett Property Management
Carolyn Iacobelli
PricewaterhouseCoopers
Clark Richter
Udall-Shumway
William Scott
Honeywell
David Woolstrum
UPS
Christina Worden
Salt River Project
Mike Hutchinson
East Valley Partnership
Renee Higgs
Salt River Project
Deborah Rever
Versum Materials
Deborah Smith
Broadcast Rentals
David Dunlevy
FineMark National Bank & Trust
Kara McNamara
Corporate Interior Solutions
Eric Matthias
Nationwide
Marvin Robinson
Bank of America
Sharon Stinard
Community Alliance Against Family Abuse
Jack Biggs
Desert Financial Credit Union
Lisa Capriotti
CCMC
Malcolm Green
University of Arizona
Elizabeth Anne Hill
Adobe
Kim Perry
A.T. Still University
Todd Skinner
Skinner Clouse Group
Chris Trendler
Madison Dearborn Partners, LLC
Dave Woolstrum
UPS - Retired
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/15/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.