I will focus on HR policies, procedures, manuals, recruitment and onboarding processes, compensation philosophy, grading system, and staffing levels after 90 days, as these will take more time. In the very beginning, though, I would like to understand whether the payroll software system (ADP) is used efficiently, who uses it, who enters data, and whether staff enter their timesheets online themselves. For example, Randy already identified that the workers' compensation information is done manually.

I will review all software systems to understand whether the payroll, banking, and accounting (QuickBooks?) systems are used effectively, and whether automatic integration features are used.

I will explore the FY 2026 budget in detail to ensure our expenses are stabilized. I will teach all leadership teammates their budgets and how to track their performance. Everything must be transparent. After 90 days, I will set clear annual monetary targets, maintain a detailed revenue calendar, and prioritize building reserves and endowment funds for long-term stability, while also reviewing insurance packages, audits, and strengthening internal controls to protect TSI’s financial health and minimize risk.

I will review current vendor contracts (Randy has already started the process) for possible reductions in cost and will obtain 3 - 5 other vendor quotes.

I will review Madeline's strengths and will read the grants she wrote and submitted to ensure her grant writing knowledge. We will need to invest in an experienced development professional and a grant writer to support the growth of different revenue streams.

To reduce reliance on any single funding source, we will pursue a diverse mix of restricted and unrestricted revenue streams, including local, state, and federal grants; foundation proposals; corporate partnerships; individual donors; and church groups, while also exploring social enterprise initiatives. Therefore, I will prepare a detailed Revenue Calendar that tracks potential funding sources, deadlines, expected amounts, and likelihood of success. I will also approach the current key funder to discuss adding more clients and locations, such as Henderson. I will immediately invite my colleagues at Clark County Social Services (the commissioners and staff), the City of Las Vegas and North Las Vegas, and others to visit our sites, especially the Cheyenne location, as I have intentions of building a Campus. I will be inquiring about land donations and funds to build a great home for us.

Building a strong base of unrestricted funding is essential. This will involve investing in development infrastructure, setting clear fundraising and marketing goals, and implementing strategies for donor and volunteer engagement, stewardship, and retention.

We will cultivate relationships with local foundations, corporations, and community partners, launch targeted giving campaigns, and ensure transparent reporting to donors through annual reports and regular updates.

We will create the TSI Warrior Map: key stakeholders including local churches and civic groups to initiate meaningful outreach to build partnerships, donors, and volunteer pipelines. For this purpose, we will start approaching faith groups (different religions and different congregations in Las Vegas) I work with and do not work with, present them with our great marketing folder, and request presentations in front of their congregations. We will identify and approach rotary clubs, chambers, and other volunteer groups to build relationships.

In addition, to build an individual/church/corporation/foundation donor database, we will create a strong TSI VIP Tour Program (our current staff, headed by development personnel) that focuses on contacting, inviting, and bringing as many people to tour the organization as possible. The friends and colleagues of our board members, all local politicians, nonprofit CEOs, bank representatives, church pastors and council members, local foundation and many other corporation and business representatives will be invited.

I will immediately set up and/or revamp the key external communication systems: the website, social media, and all marketing materials.

We will recruit a professional videographer and photographer to create a compelling video and capture high-quality photos showcasing TSI, its story, staff, and the people we serve. I am sure everyone will enjoy the TSI Cool Photo and Video Day, and the wonderful ladies I met at TSI will have fun dressing up and getting manicures before their photos are taken. These will be used for the website, social media, and printed marketing materials.

A well-prepared story-based marketing folder with inserts will be created rather quickly. These marketing materials will be priorities.

I will assess and identify one or more staff who I will train to start entering data in a free fundraising software system, GiveButter, to track donor data. These teammates will also be responsible for consistent social media accounts (Facebook, Instagram, LinkedIn, Twitter) and e-newsletters. They will collaborate with the Development Director after he/she is hired. The development and marketing department, with its annual plan and calendar of activities, will be established after 90 days.

I will review the number of clients and other program targets we have and how we track these targets. After 90 days, I will review and establish clear targets and measurable program outcomes and strengthen our monitoring and evaluation systems. This includes assessing data collection and reporting processes, ensuring Board access to user-friendly dashboards, verifying compliance with funder requirements, and confirming that staff roles and funding are properly allocated and tracked. By regularly reviewing program performance, engaging with funders, and using staff and client feedback, we can celebrate successes, address weaknesses proactively, and maintain our commitment to high-quality, impactful services.