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The Trawick Foundation is pleased to announce the Mayor and City Council of Gaithersburg proclaimed May 1, 2019 as “The Trojan Experience Day” in the City of Gaithersburg. A highly successful and innovative TeamUp program, The Trojan Experience is comprised of a team of partners which include Gaithersburg High School (GHS), Identity Inc. and the National Alliance on Mental Illness (NAMI). The program aims to ensure the implementation of evidenced-based interventions focused on motivating students and creating a collaborative learning environment through building connectivity, comfort and an increased sense of community. The Trawick Foundation has been a proud supporter of GHS and The Trojan Experience program and we look forward to its continued recognition and success.

Congratulations to Gaithersburg Middle School's GEMS (Girls Emerging on a Mission to Success) recent graduates. GEMS is a program by Retouch International Ministries (RIM). The program aspires to teach and mentor young girls to discover a life of hope and purpose by exposing them to core values and life skills which will help prepare them for success.

Since 2009, the Jim and Carol Trawick Foundation has supported Big Train's Nonprofits of the Night program. This program not only builds community through baseball, but also is an opportunity for community nonprofits to come out to Povich Field to showcase their organization's work. Each participating nonprofit receives:​ 100 free tickets. Some organizations use the tickets as a fundraiser, others distribute the tickets to clients, volunteers, and staff. Ticket values are $9 for adults, $7 for students/military/senior and $5 for kids (5-12). A table on the concourse to set up a display and space for a banner to promote the organization. Some groups hand-out information, others recruit volunteers. Recognition in the team's game night program. A representative is announced to the crowd to throw out a ceremonial first pitch just before the game starts.​ If your nonprofit organization would like to become a Big Train Nonprofit of the Night , please contact Bruce Adams at bruce@greaterwash.org . Big Train Baseball at Povich Field is one of Montgomery County's most beloved summertime activities -- great family fun at affordable prices right near home. Families with young children flock to Povich Field each June and July not just for the baseball, diverse food choices, and off-field music and entertainment, but also for the wonderful small-town community environment. For more information about Big Train Baseball, including the schedule and directions to the field, please log onto Bethesda Big Train . Povich Field is located in Cabin John Regional Park near Westfield Montgomery. ​

There you are: All your balloons are filled and floating nicely above you because your hands control the strings! Then...suddenly P.O.P. !!! ..... One breaks open and upsets the group. " The Pitfalls of Personality " emerges. It lurks in most groups in one form or another, such as in: The “ Dominator ”: They have something to say about every little thing, and will even repeat it a couple of times in case someone missed it. The “ Grump ”: They always find the negative whether it's factual or not. The “ Yackety-yack ”: They are in love with hearing their own voice and have no limit in listening to it. The “ Know-it-all ”: In their experience it was done this way and that's the way it must be done forever. The “ Dozer ”: Out of nowhere, they ask a question about a matter that was discussed 20 minutes before. The “ Stealth ”: They work behind the scenes to plant seeds of discord. Are any of these personalities lurking in your group? If so, here are some strategies that may help ameliorate them: Maintain control of the group meeting through advanced communication of the following: ....... the stated reason for the meeting ....... the tightly planned agenda (see The Checklist tool) ....... the thoroughly prepared reports, background information for action items, etc. ....... all officers/executive committee members prepared to speak up on any agenda item Assign seats at the table ….. intersperse old and new members ...... place informed members next to less informed ones ...... assure that the leader can see all members Use the “Round Robin”: To insure everyone has a voice, ask a question of the group and then ask for a short comment from each member around the table. Always start with a member who you “tipped off” in advance. Example: “You just heard the report from the Gala Chair. Let’s go around and each of us give the one thing we should continue for next time.” Serve refreshments before or after meeting or both. Provides informal social time. Use the “Buddy” system .......ask an amendable member of the group to reach out to the “Personality” and work to build a relationship with them. They should a) chat with the individual about topics in advance of meetings; b) include them in pre meeting small group social talk; and c) sit next to them at meetings. Build group relationships …plan a casual, after hours social ……make sure the buddy brings the “buddy”!

The Checklist is your organization “GPS” to a successfully completed task (event, project, etc.). It is an essential tool in a Manager's Toolbox. No endeavor is TOO small to benefit from its use. A Checklist is simply a breakout of all the parts that make up the whole of the task, etc. Each part is an item on the Checklist. Each item must have a responsible designee and the date due for its completion. Get in the habit of taking the time upfront to plan your "GPS" route before beginning a task, etc. As a manager, the Checklist will provide you easier follow up as well as minimizing the unexpected. Example: A Checklist for a board meeting plan is presented below. ITEM RESPONSIBLE DESIGNEE DUE DATE 1. Meeting Content ......Establish main goal of meeting .... Establish agenda items ..... Establish time allocations per item ..... Identify needed materials for each agenda item ........ determine if print or digital; ........ determine if hand out or sent in advance ...... Financials ...... Committee reports ...... Program .......Guests .......Other 2. Notice of meeting ..... First notice sent with RSVP cutoff date to assure quorum ..... Reminder notice with agenda and any advanced materials 3. Logistics ..... Location ...... Room set up ......AV, if needed ..... Materials/handouts ..... Food

Why do most of us dread meetings? Usually because so many of them go on and on…without Direction and Control. So if you are in charge of a meeting, or responsible for setting it up for the chair, here are some basics to have a "good" meeting: One in which everyone leaves feeling it was productive and not a waste of their time. 1. Plan the agenda… (see the Checklist “GPS”) 2. Send the agenda out in advance with any materials that are required for review 3. List the designee assigned to each item 4. Check with each designee in advance to assure their preparedness 5. Start the meeting promptly 6. Place action items at the beginning of the agenda 7. Place estimated times for each discussion item as an aid to keep the meeting moving 8. Have a recognized and respected “Sergeant” who ….. knows the organization ins and outs, bylaws, etc. ….. speaks up when a situation arises requiring the information 9. If for any item, the Group Consensus is that more information is needed, always defer action until the information is obtained. An individual or an ad hoc committee should be assigned to get the information and report back in an agreed upon timeframe. 10. End the meeting at the agreed upon time ** “Good Meeting” Extras: -Pre or post meeting refreshments -Repetitive reward strategy Example: “Kisses” - At the beginning of meeting, allot 5-10 minutes for individual members to share site visits or meetings with constituents. Give out candy kisses for each report.

The first thing to do in considering a succession plan is to understand that it is both a practical and an emotional endeavor. To accomplish the practical, one must dispense with the emotional. To do this, one must recognize that change is inevitable and that no one is indispensable. To to get started, first focus on the main goal of a succession plan: To provide a clear vision and a pathway for the organization’s mission to continue into the future. The following are the fundamental steps that must be determined to draft a basic succession plan: (A draft can be constructed by a special committee appointed by the board chair, or the executive director could prepare a draft for the board executive committee. etc.) 1. A review of the bylaws as guidance for proceeding 2. The need for a short term as well as a permanent plan (Short term fills unplanned or emergency situations. Large organizations usually have both, while smaller organizations can provide for this within their permanent plan.) 3. A timeline for replacement(s) which includes a transition period should one be needed 4. The identification of the key person(s) role(s) in the organization .... Updated resume(s) in place .... Staff professional training and cross training plan in place 5. The identification of a possible present staff person who could fill the position in a temporary, transitionary or permanent role. 6. The clarification of the Board role in selecting the key person replacement ..... Describe the process ...... If a search committee is needed, identify who serves and their responsibilities ...... Determine if the key person final selection requires a full board vote 7. The budget considerations for all process costs and how the new key person compensation is determined. 8. A communication plan to inform volunteers, partners, donors, public, etc. of the organization leadership change. The succession plan should be adopted by a vote of the full board and become part of the organization's documents.

Too many tasks? Too little time? With more tasks in your life than time to complete them, you may need to do something different... So...CLONE yourself. That's right...CLONE yourself! No need to wait for more scientific discovery on cloning. There is a process that has been around for a very long time which I've nick named, "Managed Delegation." Here are the simple steps for initiating a successful cloning of yourself by "Managed Delegation." Organize the tasks required to accomplish the goal and identify the timeline required for completion. Define each task with its required details. Assign personnel to each task or multiple tasks as required. Go over each task with the assigned individual as well as the whole team. (When possible, assign a team lead with the responsibility to be your voice on the project in order to provide quality control and keep the project moving along in your absence.) Recognize that unexpected things may happen, so review with your clone(s) "what if” scenarios and make contingency plans. Follow up! Follow up! Follow up to assure that the tasks are clearly understood. Lastly, .......... LET IT GO!!!  Realizing that "nobody can do the job as well as YOU would... PLEASE let the clones complete the work you've prepared them to do!