Through the Door: The Insider's Perspective on Running a Business

The Business of HELPing People: Leading a Nonprofit in Nevada

• Nevada State Bank • Episode 15

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Megan Comfort sits down with Fuilala Riley, President and CEO of HELP of Southern Nevada, to explore how the nonprofit grew from a small team into a 160-employee organization tackling homelessness and poverty in Southern Nevada. Riley shares her journey from volunteer to CEO, the organization’s holistic approach to supporting individuals and families, and the vital role businesses and community collaborations play in sustaining services. She highlights programs that prevent and end homelessness, workforce development initiatives, and the impact of efforts like the KLUC Toy Drive. Riley also offers insight into navigating economic challenges, advocating for systemic change, and why listening to and understanding people is at the heart of HELP’s mission.

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Hi, I’m Megan Comfort, Small Business Manager at Nevada State Bank. This is a podcast where we interview business owners, business leaders, and entrepreneurs in the state of Nevada. And we get to learn from their stories and experiences running companies within our state. So if this is your first time tuning in, please make sure that you subscribe to anywhere where you listen to podcasts. And if you actually want to view the show itself, you can also watch that on YouTube.(...) Today, I'm very excited. I have full Lala Riley here. She is the president and CEO of help of Southern Nevada, a nonprofit organization(...) that really focuses on advocacy and self-sufficiency for individuals and families here in our state.(...) Um, I'm going to have full Lala actually share a little bit more about the programs and services that they provide, but thank you so much for being here today. Thanks for having me. I'm so excited to be here. Yes. So we usually start off by you sharing a little bit about your origin story and yours is unique because you've actually been with help of Southern Nevada for a long time. So can you share a little bit about your involvement when you initially got into help and then kind of the evolution that arrived you into the role that you have today as president and CEO?

 

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Yeah. Um, thanks for that. Uh, I moved here to Las Vegas in 93.(...) I know the 1900s, right? Um, to go to UNLV and nineties, it was popping back. I know. I know. Um, and I was a hotel major and I wanted to be a gaming giant. Um, and whatnot. And so, you know, that was my entry into Las Vegas and, um, at UNLV, I met one of my really good friends, um, and, uh, she and her sister were actually the ones who introduced me to help us Southern Nevada. Um, it was, uh, years later, um, but, uh, we were trying to do something together as a group of friends for the holidays. And so they invited me to be a part of a, an adopte family, which is, happens during the holidays and, and you get together and you get specific children to shop for in a family. Right. And so there were, there was a, I think there was eight of us total, you know, and, and we paired off and we each got a kid to go and shop for and whatnot. And then we got together as, as a group of girlfriends to, um, to wrap the presents and, you know, had a little wine and all that, right. And that was our holiday celebration. But, um, what, what got to me was that was a pretty cool feeling, right? That we were making a difference in a child's life. So I think in the spring of that, the year after that, I started to ask the question, well, what do they do the rest of the year? You know, um, and, and then, um, I learned a little bit more about help us other Nevada's, um, uh, displaced homemaker program. It's a work risk readiness program for folks that, um, uh, lost their main source of income through divorce or death of the breadwinner in their family. People that maybe just stayed at home and now they're trying to figure out how to earn a living because. Yes. And we still operate that program today, but displaced homemaker at the time had this, uh, professional closet. And so in the spring we got together and, you know, because back then, uh, you know, we had to have the most, um, uh, the most recent trends of clothes to wear to the office and all that. And, um, and so we, you know, like we started gathering, um, clothes for, uh, women trying to reenter the workforce through that program. And it just happened that, um, uh, they also were volunteers on the annual T event that help has. And so they brought me in on that. And then I was in between jobs and the, uh, the Maruca sisters who introduced me to help actually, um, shared, Hey, do you know that help is looking for an event manager? And I was like, uh, no, like, what does that person do? And that's where I just started to learn a little bit more. And once I got there, I kind of knew if I can, I want to make this the last place I work here in Nevada. That's amazing. I love that story. What, I mean, obviously you got exposed to something that is so unique and different that they do. I love that you were in college and you were thinking about how you guys could do something that actually gave back to the community. That's not something that I think normal college kids would be thinking about during the holidays. They'd be thinking about what they want for Christmas or, you know, how they can get their parents to buy them something really expensive or cool. Um, what was it about you and your friends that kind of made you focus on wanting to give back and you just having this natural spirit of wanting to be involved in these different things and give back to Las Vegas? I think one, it was a cheaper way to go, right? Like starving college kids, right? There were eight of us. And instead of me getting seven gifts for these friends, right? And, and whatnot, it just seemed like a smart thing to do. Right. Um, uh, uh, economically, but then it was just kind of that feeling of, I hadn't heard of, uh, an adoptive family before. Um, but, um, uh, Terry Merka actually knew about it. Um, and I think it was because she was, um, exposed to it where she went to college. Right. And so it was just kind of a dumb luck, if you will, but it, it, it worked out because it ended up introducing me to what has become my life's work and passion. So the event manager role, when they were hiring for that, was that a new role that they had created as they started getting bigger and then did you help kind of shape what that became? Like tell us a little bit more about like how you kind of started as event manager and then ultimately where you're, where you are today. Yeah. So it wasn't a new position, but it was something that was new to me was, um, um, the event and development manager. So I knew events because that's what I did in the casino industry. Um, but I didn't know, um, what development was, you know, and I was just like, what does that mean? Because then casino, that means the guys that are building the casinos, right. Or it's player development, right? Um,(...) yes, exactly. Um, so I didn't really understand that part, but I kind of figured, well, I know the first part, you know, the events and whatnot. Um, and so, um, yeah, I was really lucky. Denny Conrad, um, hired me knowing that I had no nonprofit experience. Um, and I got to spend a year with her. Um, and she, she was, you know, Hey, so you're supposed to, you're supposed to put together our, our fundraisers right now we have three, you know, um, you're supposed to put together holiday programs, um, and actually recruit donors. That's what you're supposed to do. And for me, I was just like, I feel like I have some transferable skills from the casino industry that could go into that. And so it did grow over time because one of the things I had a conversation with, with Denny was what do I do the rest of the year? You know, like, because it was a three fundraisers and then the holiday season. And you know, there's a pace in the casino industry that, that I was a customer. Yeah. And so I, I did have to ask her, what else do I do? Like what, what else can I do? And I think that was something that, uh, a lot of my, um, uh, bosses or supervisors have always liked about me is okay, if I'm, I'm done with what you gave me, my job is done, what else can I help you with? Right. Um, and that has always been something that's served me well, because that's how I, you know, here you go. You can have this project now because of that. Always willing to ask what else can I do for you? That is a theme I've noticed with a lot of successful folks is that their job just doesn't end at their job description. It's always about what else can they be doing and what are other areas or gaps that they see that need to be filled and how do they fill that? Yes. So as an event planner and then moving into what next roles did you kind of have? Cause we talked a little bit earlier about you being employee number 23.(...) And now you are an employee organization of 150. Yeah. 160 160. Yeah. Um, so number 23, is that your employee ID number number 23? No 160, you know, strong. Like how did that evolution kind of happen for help? That's massive growth. So yeah. So the development part was actually, uh, what I learned is grant writing comes with that, right? And so I learned about the private grant writing, but, uh, quickly because I was open to what else can I help you with? It started to evolve into government grant writing and, uh, proposal writing. But, um, after a year, uh, we had a leadership change. Denny retired and Terry D'Antonio came in and Terry had a different skill set. She came in with a government, uh, uh, skill set. And so she opened up my eyes to, there are opportunities that government funds, but you have to be willing to be creative, uh, be collaborative with other organizations and that's that, uh, and also be open to learning other people's best practices, um, and, um, and bringing it to your organization and your community and then scaling it up. Right. And so, um, that was the start where when Terry came in, she really did give me that. And so that's where some of the, um, newer programs than housing came into play because, because Terry had that skill set. So then I started, uh, learning more and more about we can be more than transactional in our social services. We can be, we can provide case management. We can actually help somebody in a three, six or 12 month period versus prior to that we were only doing like one month rental assistance, right? And then it was like, Hey, I hope on day 31, you're going to be fine. Right. And so understanding that and it was like, Oh, what, what states are doing things like that? Right. That was, that was the opening of, okay.(...) Okay. So the County has something going on. I need to learn a little bit more about that. Right. And so that's where like that growth started to happen. But again, back to what can I help you with? Right. Um, uh, so, you know, that's kind of where that growth and helps growth, my growth and my understanding started was because when Terry came in, she had a different skill set. I like that you talk about how initially was more transactional and how really.(...) Helping people that need assistance. It, it can't be a transactional thing. I'm noticing that a lot with certain organizations, the ones that are very successful at doing things, they actually really understand that it's, there's more facets that actually need to be kind of supported in order to truly allow someone to be successful.(...) So tell us about those programs and like kind of that expansion of services that help then started doing now that it sounds like Terry kind of came in and maybe was helping you and other folks in the organization, just start thinking about other things that you could support those individuals and other people like them with. Yeah. So we all know like somebody that is when we meet them, it's not their best day. Right. It's probably the worst day of their life by the time they come to us. And so one of the things that we know is it wasn't one thing that brought them to our doors.(...) What brought them to our doorstep is a series of things, right? And so the programming at help all housing, whether it's a longer term one for people with disabilities, or it's a shorter term one of somebody that just needs help getting back to what they used to do. We have to treat the whole person, right? And so some of that may involve the economic reality of their world, right? It may involve,(...) are they making enough? Do they need help? They don't need to work three jobs. What they need is can we skill them up or train them or, or connect them to training that gets them a certificate or gets them something that can alleviate that, right? There's only 168 hours in a week. We can't expect a mother, you know, that's raising children to work 120 of them. We just can't, right? So there's, there's the, how do we get those gaps filled to allow for parents to be parents, for folks that have are recovering from trauma to actually, you know, seek those services that will address and help them cope with their trauma. And hopefully their entry back into living indoors, hasn't really derailed them completely because that in itself is trauma. And then of course the things that they experience.

 

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So yeah, we've been focusing on preventing and ending homelessness definitely for the last two decades. And I always believe that we do it one person at a time, one family at a time, one youth at a time. I completely agree with you. I mean, it's how do you eat an elephant one bite at a time, right? Yes. Yeah.(...) Tell it, do you have any like success story of maybe an individual? Sometimes I think a lot of people that maybe aren't as versed in understanding different organizations in this and the communities that they serve, they have a misconception of the type of person that they're helping. Yeah. I, I've, I know, cause I've seen that even within myself when I hear of organizations, but then actually get to be involved, I'm blown away at what it really is when I actually get to physically be present and experience it. Yeah. What like recent story or kind of experience has really stuck with you in your career at help?

 

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So, um, I am so lucky to have a great team that, uh, every month we have a anniversary breakfast, right? So anyone celebrating their anniversary, um, uh, has breakfast with me and the, the executive team, um, recently in the October, uh, uh, anniversary breakfast.(...) Um, I usually ask them to go around the table and introduce themselves. What anniversary they're, they're celebrating. And then, um, tell me something good about, uh, last week or give me a highlight, you know, for your time here and whatnot.(...) And in the October breakfast, I found that there were three amazing stories.

 

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Three of our employees sitting at that table shared that they were former clients.

 

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Right.(...) Um, one individual, a young man actually said, I'm celebrating my second anniversary at help of Southern Nevada as an employee,(...) but I've been on this campus for five years.

 

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Yeah. Um, and so he shared that, uh, um, he was a resident at Shannon West Thomas youth center,(...) and as a resident, he would, he took advantage of an opportunity that they have as a work experience in our framing home warehouse, and then, uh, from there, he, he, uh, applied and received a job. And so he, um, he is now married a father and a really important part of our team. Right. And he talked about, um, how from, from being a resident to being a program participant of a work program and then an employee.(...) Um, and he, he talked about like some of the challenges he had, right. And how his life could have gone a different route and whatnot, but he, he talked and showed his, you know, the pictures of the babies who, who doesn't love that, but he, um, and he inspired two other individuals around the table to share. I was a displaced homemaker.

 

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Now she's in our finance department in charge of like a lot of really important things, right. Um, and then another individual shared that, uh, they're, they're a lived experience, uh, individual as well. They're on our street team and, um, they actually remember encountering some of our team members as somebody, um, living on the streets and whatnot. And, um, as she went through her journey of, uh, going through sobriety and programming and whatnot, one of the things she said was I want to do what they do.

 

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And so I'm so lucky to get to hear stories like that, right? We don't always get to hear like all the good things, but when their employees, you see their progress and it's just like, amazing. Yeah. We do good work. Yes. And what, I mean, what a life changing moment for those individuals too. Like they needed some type of start and they got that start at help of Southern Nevada, and now they have better lives because of it. Yeah, for sure. It's hard not to cry to talk about this thing. Like it really is. I'm like, Oh my God. Yeah. Like it was, it was kind of a teary tear joker sort of breakfast. And I was like, this is usually a happy breakfast, but you know, they were inspired. They were inspired to share their story and we never do that. Like I, I knew the three individuals. I was surprised that they, that they shared, you know, cause it's not just their immediate coworkers that they're sharing with, but they were, they were inspired to share and, and so I was, I, I loved it. And a couple of our team members were like, I didn't, I had no idea. And that's the point.

 

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Many of the people that we serve, you have no idea that they are struggling or that they need help. Yeah. And people need a visual representation, I think to really have it hit home for them and understand like how impactful these things could be, that it's not just a bandaid over an issue. It truly is helping like the core of something and actually making productive individuals that end up like passing that forward, like the ripple effect that some of these organizations, especially like help that creates, it's really amazing to see, let's talk a little bit about some of those vocational or like kind of skill, uh, set certifications or things that you guys do for individuals. So you talked about kind of helping the whole person. So if you were to have to break down all of the programs and services that help has, how do you break those down and explain that to someone for the first time? Yeah. So I usually do it by breaking it down and preventing and ending, right? Um, homelessness. So in prevention, that's where workforce services is, um, uh, as well as, um, uh, one time rental assistance sometimes. Um, and then other side at the housing side, what we're really known for is taking folks from the streets and placing them into housing and helping them, um, stabilize and, uh, re-engage, come back inside and live and whatnot. So, um, but we also have like weatherization. Weatherization is for senior citizens, very low income, uh, senior citizens. And it, it, it allows them to afford the, where they're living by providing them, um, uh, energy saving measures and whatnot. And, um, so a lot of the time, uh, what I like to say in description of what help does is if we don't provide the service, we know who does and we're, uh, relentless. The team is relentless about connecting people to services that they need. And we've gotten to be really good friends with a lot of our coworkers, um, in, in the nonprofit space, right? And so, um, if we don't provide the soft skills training, you know, like that they need more than that, right? We're connecting them to workforce connections funded programs. We're connecting them to our friends at FID. We're connecting them to, to our friends at the unions, right? The, the, uh, the training programs that they have. And it really is, Hey, if we don't provide it, we know who does, and we're not going to give you a cold, um, referral. We're going to go with you and we're going to knock down the door. We're going to make the phone call for you because I've worked with that lady for 10 years. She's going to pick up my phone call. Um, and so that's, that's usually how we, um, describe what we do. I don't allow our team to say to someone, we don't do that.

 

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That's not acceptable to me. Do we know who does? It's one thing if it's not available in our community, but that's another conversation, right? That's an advocacy conversation. That's a funders conversation, but I don't let my team member, my team members say, we don't do that.

 

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We don't do that. And right. It's not like, sorry,(...) no room at the end. No, we're going to try to find something for you. And that's, that's the part. It's so frustrating for our folks that need help, right? Um, that need help and maybe have to go to four places and they, they get turned away. It's disheartening. Yes. You're already having a hard time and then every know that you get is just one more pound heavier. Yeah. So let's save them the trouble of driving to three places. Let's sit here. Hey, do you have a phone? You call this number? Cause I don't have a direct line to them, but I'm going to call these three organizations to see if they're providing services.(...) And if they have that service, when's a good time for you to come over? Right. Um, we've worked four tens for a really long time at help and it annoys me to no end when colleagues will send people over to us on a Friday. Why would you send somebody like so easy, one extra second by saying their hours of operation is Monday through Thursday, seven to five, right? Like don't go on a Friday, you know? Um, and so it's like, like giving them really key information like that is super helpful. Um, if, if they need to set a, a, a, a virtual meeting up, can we help them do that? Can I do it on my phone? Let us call them right now, you know, and, and whatnot. Do you need to interview the person? Can we interview them virtually? Cool. Let's do it here. Let's pull up. Do you have teams? You know, what do you have? Do you have, you know, just an iPhone? I have one too, you know? And so I think that's the part where it's like, you have to be tenacious and relentless in serving that one person,(...) that one family. The tenacity, I think goes a long way. I, it's weird as you talk about your organization and just some of the things that you've mentioned about the tenure that you have around your team and things. Like there's so much synergy with the way Nevada State Bank operates. Like the, we don't do that. And we say something similar. It's like, we don't tell people you're declined. We tell people, here's the challenges and why we can't do it today, but this is how you get there going forward. And having that tenacity and that ability to just sit with people and help them find the resources that they need. That goes such a long way in anyone's life. It's not even necessarily the only people that are coming to your door, but just if we treat people that way, I think it's like the world would be so much better if everyone just kind of focused on how can we help focus on what it is that people need and provide them with those things. Yeah, for sure. At least try, right? The effort needs to be applied. Not everyone has the same resources. What's so cool about what you just mentioned there is that every level of employee has an understanding of that culture. Yeah. And so they're developing a skill of problem solving that I honestly think a lot of large organizations sometimes forget to do at every level of their company is give people some level of freedom and ability to understand that you can help figure out and problem solve something for an individual every single time you interact with somebody. Yeah, for sure. And you know, that's a difficult part to do to keep up consistently, but it's one of those things like when we get feedback, "Hey, that didn't go like that." Right? We're always like back to the drawing board.(...) How did we miss this? Like, is it something that we just need to retrain? Is it something that, "Oh, this person's new." Maybe they haven't had enough exposure to how to do that and whatnot. So it's a constant thing for the leadership team to do. But you know, a lot of times when it doesn't happen the way that I want it to, right, that's a learning opportunity for us, right? It's like, "Okay, what did we learn from this?" And that's the thing I think that we also sometimes miss today is the fact that it doesn't have to be black and white all the time. It doesn't have to be one way or the other. But it's also giving people grace to learn from the mistakes that they've made.(...) And that's something that it's just... That's usually what happens when something of a challenge comes up, right? Is, "Well, what did we learn from it?" Is usually the first question I ask. And then, "How do we set up an infrastructure in our departments and service areas that help an employee be able to make a better choice the next time?" Right? And you know, but we're human. Yeah, but the grace. Yeah. Giving people grace to make mistakes and then improve from there is important. Yeah. So tell me a little bit more about managing an organization like this and kind of dealing with different crises or changes in the economic landscape. I think about a few things that have happened over the last several years, like the pandemic and what you guys did there as far as increasing the amount of beds and availability that you had to help with services. And then even today, I don't know when this podcast will air, but even in today's environment with the government being shut down and how that might be impacting. With you at the helm of the organization, how do you problem solve and deal with navigating through some of those challenges and still providing services? Yeah. So one of the things that I do quite often is I always have to step back and understand that I'm not in this alone. Right?(...) So creativity, I think of when we as a team have to answer the call of the community need, right?(...) I have the collective genius of a team of 160 people. It's not just my problem to solve. But beyond that, Help with Southern Nevada is weaved within the community and we've been here 55 years. Right? So it's also not just Help with Southern Nevada's problem. Right? When we need beds,(...) yeah, sure. I could be the superstar and create all of them.(...) But there's a better way to do it. There's other organizations and colleagues out there that, hey, that's us. Right? That's our problem together. And so I always look at any challenge that comes to us. I always look at it as the way to the world isn't on my shoulders alone. I am not alone. I stand with an entire safety net sector of really amazing organizations and colleagues and partners.

 

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I look to the government,(...) Clark County, as my partner in creating those sort of(...) solutions.(...) We look to our private sector partners. Nevada State Bank has been part of that. Hey, this might create something of a cashflow issue for us. How do we figure this out because of the reimbursement nature of our business? Right? And so I always look at it as it's not just my problem. Right? It's within the organization. I have 160 folks. I have a board. You know, like all of that is collective. You know,(...) one just passion for what we do. But yeah, so I always look at it like that. And I think there was a time where I thought that I had to solve it. And that used to just stress me out. And I think a lot of us realize that that's really not the way to go. And so that's, you know,(...) Nevada State Bank and Rosa, our banker, she's been part of those solution conversations. You know, when we're trying to solve for things, believe it or not, our insurance brokers are part of those solutions. And sometimes it's just a different perspective that people offer that allow us to. I didn't think about it that way. And so for me, that's been super helpful in my growth at help when I embrace the fact that I didn't have to solve everything on my own.(...) I had I have more than, you know, 100 people helping me. And they all have something to add. And so that's that's how I think I've always handled our growth as well as the contraction periods for help of Southern Nevada.(...) I love that you talk about that. I kind of envision it being like a war room where you're like, get so-and-so on the phone. And it's just like everybody kind of chiming in and tackling one issue. There's something that you brought up that I thought was really unique, too, about help of Southern Nevada. And I also think that this is probably more broadly across any nonprofit organization is that the just willingness to come together for the same common cause so quickly and make sure that everybody is being supported and helped in the realm. Partnership is really important to us.

 

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It's so important that it's it's actually one of the five strategic priorities that we have.(...) And so I've always believed that, you know, one you probably know this more than anyone. People do business with people.

 

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Right. And so if if you know that you can count on help of Southern Nevada, you'll pick up the phone. And some people call me directly with some people because I have the you know, the the pleasure and of having so many long tenured staff. Sometimes it comes through a staffer. Right. Hey, so-and-so called over. You know, they just got word that there's a reduction in funding. This is how many people are affected.(...) You know, is there anything we can do? You know, is there a transfer of clients? Can we you know, like how do we figure this out? And so, yeah, that's that's really important to us is partnership and collaboration because again, it helps us get through the hard times when we know we're not alone. I like that you also talked about focusing on the organization as a business because it is a business. You have contributions, donations, revenues, program services, all those things coming in and then you have your overhead. Right. And you have to always make sure that at the end of the day, you have enough coming in to secure the next year and the next bout of services and the next folks.(...) What are some of the things that you talk about with your leadership or your team when you're tackling budgeting items for is that ever a challenge for you guys or is it always something that's kind of top of mind that you guys are thinking about? Yeah, we have a very, very aggressive handle on on budget, cash flow, that sort of thing.

 

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We don't have an endowment, you know, so we don't we don't have that as a resource and we are heavily reimbursement based. Right. So every department and their leadership team, so the director, supervisors and whatnot, they are aware and on a monthly basis go through their budgets, how they're spending. Are they on track? Are they not? And because we have to be nimble with that, it's the adjusting services available. Hey, you're ahead of schedule. What can we do? It's talking with our development team like so they're on, you know, like saying that a certain program is is yeah, they're on track. We still need to raise a million dollars for Shannon West Homeless Youth Center. Right. Like and then, you know, sometimes when they experience because none of our funding sources are all the same fiscal year. And so, you know, like understanding that, hey, so August one, this grant starts. You know, but the next funding source that could fill that gap starts October one.(...) What do we do? What do we do in, you know, the interim and whatnot? So we we have to and we've had to educate our program directors and heads to understand the finances and whatnot, because at the end of the day, we have to make payroll. At the end of the day, we have to make all the rent payments for the folks in housing.

 

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And it could really damage us if we don't make those payments. Right. And then then there's the loss of public trust. If you if you make that, you don't make those deadlines with fiscal responsibilities and whatnot. And so it's something that we have to know about. It's something that more and more people have to be trained so they understand.

 

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And then for the line staff, we also have to train. Yes, our mission is to help folks. But sometimes it's not financially possible for us to allow that. And then I think the other thing that we always have to train our staff for is not all grants or contracts are created the same.(...) And so some contracts. So there are people in housing programs that get a number of support services for them and others have bare minimum. Right. And so sometimes teaching the difference, hey, these clients are under this contract and they don't have that. We have to check with development to see if any of their funding sources came through. Right. And that's a difference because to them, they just want to provide that whole person wraparound. Right. And then it's just like we don't have the money for that. We got to make sure we have the resources. Yeah. Right. Because if we if we spend outside, live outside of our means within that, there's going to come a point where it's a problem.(...) You know, and so that's the business side of doing good. Wow. Nonprofit colleagues sound like they get to be very well rounded. I like that you talk about it sounds like there's so many individuals in your organization that understand kind of how finances and cash flow work like they're thinking about those things and how important that is to make sure that these organizations stay around and that they can continue providing the services that they have. Yeah, I would say when we were when there were 23 of us total had helped maybe two or three of us needed to be in the know of the finances and whatnot. But I think I think it makes our team more equipped and able to make decisions and get the oh, that's why they're thinking this. And and so I love when I'm able to share like I think in the moment that was a really good person centered decision. But here's where I'm thinking like we needed to layer over liability. We needed to layer over fiscal responsibility and the contractual elements of it and whatnot.(...) And so I because I think that's what helps them make decisions better for the organization. Yeah. So let's switch gears a little bit.(...) That was so much information. I think that's so cool. I want to meet some of your employees and be like, hey,(...) do you want to work in Nevada State?(...) I'm just kidding.

 

(...)

 

Not really.

 

(...)

 

Don't go poaching. I won't poach your people, I promise.

 

(...)

 

But let's talk about the involvement that you've had with KLUC Toy Drive too, because we talk about partnerships and how important it is that communities are involved in these things and organizations and partnerships are so important. Yeah.

 

(...)

 

KLUC Toy Drive is something that we're also involved in. We've been involved in every year. We get to go in the morning and it's pretty cool. Sometimes, you know, chat will say my name every now and then. And I'm like, yeah, like we're on a first name basis. Yes.

 

(...)

 

But tell us a little bit about how that partnership came into being.(...) Yeah. So it is our partnership evolved as the radio station evolved. Right. I think when the toy drive first started, they were they didn't really have a distribution plan in mind. It was collect. And then I was told that the first couple of years they literally just rolled up into neighborhoods and and started handing out toys. Right. But then, you know, when you when when things are successful and they grow exponentially, you have to have a little bit more of an organized plan. And so that's where the a more formal relationship started.(...) And then I think a few years into it, we thought we had arrived with the Ocho. It's still in my brain. The Ocho was the eighth truck of toys that we like filled that year. We thought we had arrived. I mean, like how big could a toy drive get? Right. And then and then it exploded. We're talking about 20 trucks, 30 trucks. Right. And that was something that we were, you know, you have to plan for success. Right.(...) And I don't think we did at first. It was. But then we started to talk about what would it what would it look like if we helped you at the toy drive. And one of the things they asked for was, would we create if if folks could meet the people that are distributing the toys?(...) It would be great if you had a presence at the toy drive. Right. And so that started that relationship. And then, you know, we went to Envy Energy, which was a really great site for us. And, you know, we did get a little bit better at like it's the Nevada State Bank gift card board. Right.

 

(...)

 

Got to say those sponsors. I know. I know. Exactly. And so we we just knew that that was what we needed to do was a more robust partnership that covered everything. And and then the other thing was too is help was still I would say in the first five to seven years of the official partnership help was still receiving toys at our office location.(...) And we had made the conscious decision if we're going to go in with the toy drive, we should just drive the traffic. Let's have people who don't listen to the radio station. Let's go and tell them we're at we're the partners of this event.

 

(...)

 

Drive the traffic to this event. We're going to be there. You're going to get to meet this crazy guy that lives on top of a scaffolding for 12 days during a very cold period of the year. And yes, right. And and we're going to ask you to feel the tingle. That's what we're going to ask from you and whatnot. But it's been a really beautiful partnership in that we got to meet radio station fans and and advertisers. Right. And we were able to introduce our year round programming to those people.

 

(...)

 

We are able to because of the audience that it goes out to, we're really able to help a few more organizations.

 

(...)

 

So it's not just the 2000 families through our doors. It's it's actually a hundred other organizations receive toys through the toy drive because, you know, every year somebody will ask me, what do you do with the leftover toys? Like, where do you store them? And I was like, Oh, no. No, no, no. My goal is always not a matchbox, a car or bike is left in our warehouse. We don't have that kind of space. Um, and so it, you know, the community comes together and they're expecting those toys to make a child smile. Right. And I like it to be in that same Christmas season. Right. And so, so that's usually what we do. Now there's some organizations that we support, um, uh, because they have it, the toys are used as a, as a mechanism to make things, uh, easier for a child in trauma, you know, um, as they meet, whether it's a law enforcement officer and, and so some of those, uh,(...) um, stuffed animals that you see, um, that are given out when like officers, um, are on scene and a child is there, some of those come from the toy drive, you know? And so there are some partnerships that are, you know, a longer term, you know, there are some, uh, elementary schools that have birthday closets, um, that's more than likely the birthday present that they get from their elementary school is the only gift they will receive for their birthday. So we, you know, when we can, we like to, um, uh, stock those as well and whatnot. But for the most part, all those toys go out, um, the before Christmas, uh, Eve of the, um, of the toy drive year. Well, and it sounds like every toy is used. Every gift is used. Yeah. That's what I love about the toy drive is it, it's helping little kids, but then also teenagers and, you know, just ever, it runs the gamut. It's not just about one small segment of like a young child. It's about every stage of, you know, childhood becoming an adult, like teenagers, the gift cardboard, like by brought to you by Nevada state bank.

 

(...)

 

But I mean, all of those things, it's so nice to see that it really is all encompassing on all elements of it, because I think oftentimes people always think of always providing the fun for the younger kids, right? Because that's what's most important. But it's like, no, there's all these other stages of life that they want something to and they, and they deserve to have a Christmas as well. Yeah. It's those, right? A 14 year old still deserves to feel like a child, right? And loved and oftentimes kids don't know that something's wrong. Something is amiss with the family until traditions that normally are observed aren't that's usually their introduction into what's going on. Right. Not, not that I've, I've seen one of my parents way more than I've ever seen them before, right? Job loss, right? Um, it's just like, no, usually for a child that's housed, that's when they notice something, they start noticing things are amiss is when they used to sit around a Thanksgiving table, right? And have a big meal with some extended family. And now they're not having that or, um, they don't have a table anymore. Right. That's the more extreme. Um, but yeah, I think it's really important that, um, uh, that folks understand like at help, there's this timeframe that somebody suggested that maybe you stop providing toys to kids under like over 14, 14 and over, because those are the ones that are a little harder to give gifts to and whatnot. And we don't typically get a lot of gifts for those young people. And, but that's why the gift cardboard is so important.

 

(...)

 

But my, my thing is I, I don't know, but when I was 17, I still enjoyed being around the Christmas tree, Christmas morning and opening something, whether it was a scarf and a new beanie or whatever that was. Right. I'm 40. And I still, you know, me and my husband were always like, he's like, are you sure we're doing no gifts? I'm like, yes, we're doing no gifts for each other. And then I'm always like, okay, I bought myself. I'm like, it's under the tree. I did. Yeah. It doesn't matter what age you are. You always want a little something. Yeah. And so, um, we've tried to, when the gift card board allows us to, we've always tried to give gift cards to the teenagers, right? And, and that's just like, yeah, one choice.(...) They love that. It probably provides them a little bit of sense of independence cause they get to choose. And the experience. If you think about it, they get to like go to that store and then pick out what they want because I agree, like teenagers, you are particular, but you do, you want in that sense of independence and empowerment to like actually select something that you desire and be able to pay for it. Like that's so cool. Yeah. And the toy drive has allowed us to maintain our toy store. You should come this year. Um, we set up as best we can, like a Walmart toy section, right? Boys, girls, zero to three, you know, board games and whatnot. And one of the things that the toy drive has allowed because it collects so much is we set up a toy store and the parent gets to come in with a, um, volunteer shopper and they get to select, uh, the two toys per child. Um, and it's, it's, it's, it also, right? It's a little bit of dignity because just because, um, your kids into K-pop dolls, right? I don't know what kind of K-pop dolls your kids have already, right? You would be able to tell which one, um, that they have, like you, what, how horrible would that be to give them the same doll that they already have? Right. And so it's, um, we like that. We like that we're able to do that. It's a really great experience for the personal shopper. That's usually a volunteer as well as the parent and based on the generosity of the community, they get to select, uh, what their child receives. Well, and they get to wrap it and, you know, give it to their child as well so that their kid knows that their parents got them something. That's also something, right? Because I don't know, I don't know what your, um, particular tradition is, right? Some parents, uh, everything comes from Santa. Some parents it's, it, it comes from them. Right. Um, and so it's like, yeah, I don't, I don't care who gives it to your kid. I don't need to put from Help us with the Nevada, you know? Um, no, do, do you. And, and that's something that, um, I think when we can preserve, uh, families traditions,(...) I think it strengthens families and stronger families make a stronger community.(...) And so that's what I love about the toy drive and, and our, you know, holiday programs and the partnership there. Yeah. What is the goal this year? I mean, he talked about number Ocho and then now 2030 trucks and these trucks are not small. Like I know, cause we've loaded toys into these trucks and I'm like, Oh my God, this thing never ends. And they're doing more of these. Like this is crazy. What is the goal? Like how many families or people, like, how does that work? Yeah. So, um, so there was one year that, um, we really kind of got stern with Chet because he like throughout some crazy number and we were like, we, I can't concept 20 trucks or, you know, uh, he's very ambitious. Yes, he is. And so the goal every year is one more toy, one more bike, one more gift card. And that's that, that it, of course we always like surpass it. Um, uh, but I think that's always like, you know, cause we need to maintain what we did. And so, um, the team recently did a grant process. It's an application process because we received 150 organization requests for assistance this year.(...) And we know it's going to be tough. This, the year has affected even our donors and their ability to give, right? So we're going in with a conservative amount of what we think we're going to raise. We do believe we think we need to keep it to 100 organizations.

 

(...)

 

If we earn more, of course we keep like the, there's like a wait list and, or we don't, we aren't able to provide everyone's list filled completely. Some of the organizations are asking for us for toys for three, 400 people, right? It's 400 youth and kids. And, and sometimes that's not, uh, you know, based on, cause they have, we also asked them, can you break down the age ranges of your clients?

 

(...)

 

We have to look at what we collect.(...) You hit it, um, the, the nail on the head when you said you get a lot of young people, things I could stock five Walmarts back with zero to three, the really cute babies, right?

 

(...)

 

A lot of our kids though, are from the maybe 10 to 17. And so that's where gift cards come into play. That's where, uh, private funders who will step forward and sell it. And say, I heard you are short on girl toys.(...) You know, like I, I'd like to donate this. Can you go shopping for me? Right. Um, and so I think that's, that's why it's important to understand that when you give whatever you're giving, whether it's monetary or toys, it will get to a child, but I would challenge folks to consider, consider a 10 year old to a 17 year old.

 

(...)

 

What, what would your kids in that age range want? Right. And then of course, when you give monetarily, we're talking about the ability for us to go out and buy gift cards.(...) What I find so unique about like times like this, where maybe the economy is not as, you know, prosperous or as strong certain segments, and it's interesting how it's like the need grows.

 

(...)

 

The ability to give sometimes goes down for a lot of people. And so it that's, it gets squeezed, right? The people that actually are the ones that need it, the squeeze starts to happen there. So what could companies do? Not just people, but I mean, everyone to help really show up big for this event. And for this cause, is it maybe providing more monetary donations so that there is more of an array and ability to accommodate the different age sectors that are needing to be met or what would that look like? Yeah. So my development team will say, Fula, do not say no, give, right? It's like, yeah, you have to say, obviously monetary helps, right? But if you're more into, cause you know, it's, it's somewhat of a values proposition for people, right? If you're more inclined that you would like to give, I would suggest you consider giving, but think through the lens of a 10 to 17 year old,(...) because if you could do that, that would mean one for every gift that you're able to give, that would mean one 10 to 17 year old enjoys the holiday season just a little bit more, right? It's, it may make them smile.(...) Um, we're not talking about like something super expensive, right? But I think it's the understanding that, but what would you consider a gift? Right? Because I think sometimes, uh, something else we've gotten is sometimes we'll get little things that are like stocking stuffers for people, right? But what would you consider an actual gift if you were 10 to 17?(...) Um, because sometimes the things that are stocking stuffers, we actually have to supplement them with other things because that one item isn't, wouldn't be considered if a parent had to choose, you know, like, um, a beanie set with a scarf and gloves.(...) That probably isn't going to be considered a gift, right? And so just thinking like, what would you want as a 10 to 17 year old? And, and so that's why I, that for them, a lot of the time it's, it's the gift card, right? Because for young ladies, it might be makeup,(...) but you know, we all have a skin thing that we like, that doesn't match my palette or all those things, right? For some, you know, like I wouldn't want to give somebody a curling iron, but if that's what they really want, right? Like let them choose it, you know? Um, but we have received those sorts of gifts as well, but I think that what it is, is give where you feel the best about what you're giving and then consider giving for one more.

 

(...)

 

Yeah. I love that. God, you're making me wish to want to give you all of my stuff. I'm like, I have everything in my office right now. Just take it. Take it all. Those are all my kids' presents. They don't need them. Um,(...) wow. That's, I mean, I love the partnership and just honestly to see the evolution. And I just love that we talked about also where the need really resides this year and, and to be thinking about, you know, some of those older, like pre-teen teenage kids too. I've noticed that, um, last year when I was there, I was thinking about what about the older kids, you know, just cause I didn't see a whole lot, you know, in that realm. I knew the Nevada State Bank gift cardboard was doing well and everything else, but I was always, I always had that question in my mind of like, yeah, like the bikes, right? Yeah. Are those areas being served too? Because those are kids and they want something too. And, you know, yeah. Well, and then, you know, what we experienced is the bigger bikes, the 24 and 26 inch bikes.(...) Um, I think we collected close to 8,000 bikes.(...) Um, maybe 300 of them were the 24 to 26, right? So they're, they're all the, the little bikes for the littles and, um, and the training wheel bikes and, and whatnot. And it's, it's more expensive. 24 to, you know, 26 inches are, are oftentimes $150, right? Um, but it is what it is. And that's often why, what we have to do with the distribution to organizations.

 

(...)

 

Some organizations will make our list of distribution because they're serving, uh, the younger kids, right? So we have, we have, you know, a thousand little bikes, uh, you know, and so it's like, yeah, we, we need to give these away. I don't want them to go unused, but there, there's quite a bit of a disparity for those 10 to 17 year olds. I will tell you, those bikes are very hard to put together. So it is, it's somewhat of a challenge because they actually come in a box sometimes and yeah, having to put those things together is, uh, is unique. I'm always worried. I'm like, Oh my God, I hope I'm doing this right. And then the kids, you know, steering wheel isn't going to fall off or anything like that. Like that's scary. Well, we have, right? We, uh, we love the ease of palated boxed bikes, right? And we also, uh, at the Toyota, we have this saying of box bikes filled trucks. Right. So it kind of counts for both counts and whatnot, but we do have to take into consideration, there are households that that would be an impossibility to build a bike. So, um, yes, we, we're always constantly asking even the organizations that we distribute to, do you have volunteers? Cause you can get 200 bikes, but they're going to be in boxes, right? And giving them the heads up of, there's a lot of people that want to help and maybe their help is only time. Right. But there are some really gifted hand mechanical people that, that can come and build a bike, right? And it's just like, so we do try to set up one or two, um, stations, um, uh, in the back of the warehouse to get those, uh, Kay, can you start building bikes, please? You know, um, but that, that too is a consideration, right? Like you hope that you're building the bike appropriately.(...) I hope so too.

 

(...)

 

I know. I know. I'm not going to tell you which ones are mine,(...) but so let's focus more on like, uh, help and some of the areas that you've identified maybe that are growing needs of services, is there anything that's either new or that you're just seeing like, wow, we're having to expand the services in this area that maybe you didn't have before.

 

(...)

 

So I would say, um,(...) well, I'm going to share this Shannon West Homeless Youth Center, the facility itself has the capacity to go to 150 beds.(...) Um, we made the very difficult decision to close the third floor. So we're only operating 94 beds. Um, it's, it, there's a lot of youth that still need spaces, but, um, with cuts in grants and, and funding and whatnot.(...) I want to be sure like the business side of doing good, right? I want to be sure that we're able to provide beds at Shannon West. And so we had to make that business decision. So right now we're asking a number of our, um, our supporters, um, to help us, um,(...) sustain the 94 beds that we currently are still operating.

 

(...)

 

Um, I think, uh, we're still waiting to hear on what the effect is on our unhoused population through, um, the shutdown, uh, something that some folks don't realize is that, um, we have a street outreach team and last year they enrolled into programming are about 2,470 unhoused individuals. These are folks that feed on the street. They live unhoused. Um, all, but,(...) uh,(...) all, but nine had SNAP benefits.

 

(...)

 

Um,(...) I know that our state is working on that 30 million, right? But to tell everybody there's, it's a $90 million budget per month, right? So a third of the people will receive, um, food. Um, one of the things that, uh, might be a gap is our unhoused individuals of those 2,470,(...) most of them don't have cars.(...) So they can't drive up to the mass food distributions that I love for our community because that, you know, the food will get used,(...) but there's a gap there for those 2,400 that we work with that I don't have a contingency plan for because, uh, I think we had 500 bags that we were able to distribute to them, but you know, there isn't one for them and we can't send them to a drive up to receive food, but the food that you would receive is inappropriate for somebody that doesn't have a place to cook it. Right. And so, um, there's that there's the need at Shannon West Homeless Youth Center. Um, and we're still waiting to hear how our housing, uh, programs are going to be affected this morning, 842 individuals woke up in a help of Southern Nevada program bed,(...) half of those individuals are tied to a federal funding source.

 

(...)

 

And so those individuals used to be feet on the street, used to live on the streets and we brought them indoors and we're working with them.

 

(...)

 

They could be returning after maybe with the way that Nevada eviction laws are(...) within three weeks of me not being able to pay those rents.(...) Those individuals may turn, uh, may return to the streets.

 

(...)

 

God, that's a heavy burden to have. And it's not to your point, not just your burden to have, but honestly, everyone involved in the community around it too. Yeah. Um, what are some of the ways that people could potentially get involved or support during times like this and even during times not like this? Well, of course, first and foremost, financial assistance would help us, um,(...) maybe sustain some of the programming, um,(...) a more predictable future, right, or at least a timeframe in which we can start to plan or move folks or, um, so of course visiting our website and donating. Um, but also if you know somebody that may not hear this, you know, podcast, uh, you're the rich aunt that has some money, you know, um, but, you know, also being an advocate for your circle of influence of, Hey,(...) if you were going to give this year, have you considered doing this? Um, and so, um, of course, you know, obviously advocacy, um, uh, talking to your circle of influence that could assist.(...) Um, and then of course participating, volunteering, um, any of that. And, and I would say that, um, obviously I stand, I'm sitting here for help with Southern Nevada and particularly for the toy drive, but I would say in your community at large, give now and give a little more because there's less to go around.

 

(...)

 

Yeah, I absolutely agree with that. I mean, you're going to be getting some money from me. That's for sure. Cause man, this is a little bit of a tearjerker episode. Um, I just, I have two little kids and I can't imagine a family. Yeah. Having something. Yeah.(...) That's tough. It, and it has been for sure.(...) Um, so this is my last question. What, uh, is a guiding principle that you have in business or in life that you want to share with the listeners that you haven't shared already?

 

(...)

 

I would say, uh,(...) see people.

 

(...)

 

Right. People need to feel like they're seen and heard. And that's the whole point of, um, providing service, one family, one youth, one individual at a time. Sorry, getting a little emotional. Um, but right, because you don't know what that long lasting effect of, of having somebody feel seen and heard. And you know, the, the holiday season is also a really hard time for a lot of people and it triggers folks and you just don't know what emotional, emotional toll or turmoil that they're experiencing. And so sometimes just feeling heard and seen is enough to sustain them one more day.

 

(...)

 

Yeah. I agree with that. I love that. I, we're entering a time right now for the holidays and there's no better way to show up for your family and for your community than to give to someone else. Yeah. I think that that would be the challenge for anybody in anywhere, but specifically in Southern Nevada and the state of Nevada is to not just give and provide something amazing for your family, but provide something amazing for someone else that needs it because more than ever, there are plenty of people that could really use some hope and some love and just knowing that people are looking out for them. Yeah, for sure. So thank you. Thank you for Lala so much. What an amazing episode.(...) I am so thankful that you're here. Um, and that you shared some of your insight about help of sin and the vet in Southern Nevada. And then also the kale you see toy drive. We're so excited to participate in it. Um, this is the episode of through the door, the insider's perspective on running a business. Thank you so much for tuning in and don't forget to subscribe.

 

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Thank you.

 

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