trawick-foundation

Glen Echo Park

Mon, 05 May 2025 18:35:36 GMT

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Glen Echo Park Gala

Mayoral Proclamation

Mon, 03 Jun 2019 03:21:05 GMT

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 Gems

Thu, 30 May 2019 03:09:15 GMT

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.

Bethesda Big Train Baseball

Tue, 28 May 2019 16:23:25 GMT

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.

P.O.P.!....The Potential Pitfalls of Personality

Wed, 16 Aug 2017 03:09:13 GMT

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”!

Your organization “GPS”: The Checklist

Tue, 15 Aug 2017 16:40:39 GMT

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

Basics of a “Good Meeting”**

Mon, 14 Aug 2017 16:29:07 GMT

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 Safety Net: Organization Succession Plan

Mon, 24 Jul 2017 16:45:22 GMT

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.

Clone Yourself

Thu, 05 Jan 2017 17:09:57 GMT

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!

Vacation Cloud Nine

Thu, 30 Jun 2016 20:08:47 GMT

There you were… Planning this year's vacation.

Anticipation feeding a high that soared you right up to Vacation Cloud Nine!

Then you remembered: the load that you faced the first day back after last year's vacation.

Before a down draft engulfs you.....STOP!

Plan for your return before you leave!

Develop a comfort zone for both yourself and your team, by managing your return to work with these four steps:

1. List all tasks and events to be completed in the next two months. ( A rolling 12 month calendar of program tasks and events should be kept at all times .)

2. Arrange two meetings with your team:

The first, the day before you leave; the second, your first day back.

At the "before meeting", review any tasks to be prepared or completed not only for your time away but also for the month beyond. Clarify who has primary task responsibility.

At the "first day back meeting", review the prior list. Update and list the follow up tasks and responsibilities.

3. Minimize the time you allow for business email.

Set a time to review emails or to make business calls. Most importantly, realize there are no "REAL" emergencies......or at least very, very few. Most things benefit from a lapse of time. Good decisions benefit from breathing room. Today's instant communication has exploded expectations to unrealistic levels. Remember: American business was considered quite efficient before email/text messaging. So selfishly husband your vacation time.

4. Schedule the last meeting of the first day back for "ME TIME".

This can be anything that pleases you, such as a massage or simply tuning in to your favorite music. However, it must be an hour alone and disconnected from tech gadgets.

Break That Resolution

Thu, 07 Jan 2016 20:11:39 GMT

Most resolutions end before their first week is out because they are...

Too brief, Too broad, and Totally under-directed!

Whether in our personal or professional lives, we set ourselves up for failure because the objective we set is poorly designed or unachievable.

TO SUCCEED:

Break those resolutions now, and start over by following these

5 BASIC RULES .

1. Describe the objective in detail.

2. Set a reasonable timeline to accomplish it.

3. Establish a good reason for doing it.

4. Lay out a plan to achieve it.

5. Write everything down.

A personal example: I want to de-clutter my closet.”

WRONG!

Break it now!

Rewrite it using the above rules.

I will complete the de-cluttering of my bedroom closet in two months, so that I can reorganize the closet with hanging and shelf space. To do this, I will sort all the clothes into “keep,” “donate” or “discard” piles and purchase a specialized system to fit the space.

A professional example: I want to recruit one new board member for my organization.

WRONG!

Break it now!

Rewrite it using the above rules.

I will recruit one new board member for my organization within the next six months. The new board member will balance the strength of the individual board members and maintain the uneven number of members for voting purposes. To recruit the appropriate board member, I will use our organization's "Board Selection Matrix" * to focus a community outreach by connecting with business and social groups, like the Chamber of Commerce, the Rotary, the Montgomery County Volunteer Center, etc.

Yes.... Improve your chances of keeping your resolutions by following these five rules.

REWRITE NOW!

* The Trawick Foundation "Board Selection Matrix” is here . If you have not done one for your organization, do it first.

"Flat Tire" Syndrome

Thu, 22 Oct 2015 20:16:27 GMT

Is your organization suffering the "Flat Tire Syndrome"? Here are three “roadside repairs”

to help you pump it up NOW!

Your organization is a sleek vehicle. And even with a healthy engine, it takes four fully inflated tires to ride into the future.

As Executive Director and the driver of your organization, you are responsible for keeping the air in all four tires at once so that they can properly work in their roles. Most of us keep our eyes on three wheels: the Staff, the Board, and the Program. But we lose sight of the fourth and find our organization slowed down and out paced...... maybe even fully bogged down on the side of the road: "The Flat Tire Syndrome"!

The fourth tire is EVALUATION. Evaluation's role is to serve as your compass. You know where your North is: Your mission and goals. You need evaluation to keep you on course or to make appropriate adjustments. Evaluation provides DATA.

Opinions are fine but data is real! One can only be effective in the real world. Therefore, the most important factor in gaining quality evaluation data is to assure that all parts are relatable. The queries must relate to the goals/objectives.....the goals/ objectives must relate to the mission. This pertains to all the parts as well as to the whole. Follow the same assessment process at the appropriate level for an individual, a group, a program or the whole organization.

By setting up regular, objective evaluation processes and utilizing them properly, you can gain these three major advantages.

1. A management tool:

For the Executive Director:

To keep the individuals, projects and budget aligned

To make timely adjustments, changes in REALITY

For the Board:

To act as fiduciaries in keeping the mission AND budget aligned

2. An investment tool:

For potential funding sources:

On decisions for support

3. A communication tool

For the organization:

To give substance to the feel good messages; Bragging rights in real terms.

Pump up your evaluation tire now!

Demystifying Strategic Planning: The What, The How, the Why

Thu, 09 Jul 2015 20:19:49 GMT

It doesn’t take a crystal ball to write an effective strategic plan!

The What: information to be collected
The How: tasks to be completed
The Why: objectives to be achieved

Consider these terms:

A Plan is the management of a process; a scheme that shows the outline of something.
A Strategy is the art of devising plans to achieve a goal.
Strategic simply means something of great importance within an integrated whole.

NO MATTER WHAT YOU CALL IT…. A PLAN IS A PLAN IS A PLAN!

Planning is thinking together.

To help everyone stay together and focused, you should use a checklist.

A checklist is a map that lays out the route to take you through the tasks/activities that must be accomplished to achieve the goals.

Taking the time to plan the route before beginning saves time.

If followed, a plan can prevent items from falling through the cracks.

The best checklists include columns for the following:

Tasks
Product/Result desired
Typical Timeframe
Notes
Responsible Party
End date
Task completed checkmark

For a copy of the Trawick Strategic Planning Checklist click here .

FOG Alert

Tue, 19 May 2015 20:22:25 GMT

Sometimes you work on an issue that you can see as clearly as the blue sky when you look straight up; but when you look straight ahead, there’s “FOG” everywhere. How do you ever reach that blue sky objective?

First understand that the "FOG" is of your own creation. Inadvertently, you have missed - avoided - forgot - some fundamental in whatever process you are undertaking. The FOG will only thicken and hamper reaching your blue-sky objective, unless you recognize what is causing your fog.

Here are a couple of instances where it appears that FOG may have clouded the vision of executive directors (EDs). Have you ever been caught in a similar situation?

Case 1: Board Development

ED: “We have the analysis of our needs and our present board members’ profiles, so how do I find future prospects? Where do I find them?”

CAT: “As a start, in your next discussion with your board chair…”

ED: “Ahhhhhhh, well we don't really meet." (followed by several excuses).

FOG ALERT! Board development is a Team Sport! The communication issue with the board chair and other members must be resolved first.

REMEDY: The ED needs to meet with the Chair and suggest setting up a

nominating committee that could work on both the strategy for gaining new board prospects and on nominating next years’ Officer slate. The ED should suggest a board member that could do the job and would accept being the nominating committee Chair.

Case 2: Strategic Planning

ED: “Our board is so excited about how far our program has developed in our first two years and is eager to bring it to another area of the state! So how do we raise the money to hire an operations manager?”

CAT: “Well, as a starting point, did you and the board agree on your next

year’s operating budget?”

ED: “Ahhhhhhhh, no not yet.” (followed by several excuses).

FOG ALERT! Without defining the costs of a program, you cannot develop appropriate strategies for raising the funds to support it. A budget to meet the goal[s] must be developed first.

REMEDY: The ED must, in consultation with the board, establish a budget for the next year. Understanding that funders hesitate to give for things such as warehouse rent, truck rental, or staff, the ED then needs to convert the operating expenses into specific service delivery items. In this case, it most likely will break out in dollars to support an individual child, an individual sports team, and a school's sports program.

In both of the above cases, the “FOG” was caused because the ED was passionately eager to achieve a goal and was not looking at the immediate steps that needed to be completed before movement forward could be made.

To avoid being caught in a FOG, it can be helpful to use a best practices checklist* to assist you in whatever process you undertake. The checklist will aid you in keeping your objectivity as you proceed with the undertaking. It will help prevent the cloudy thinking that can develop into a handicapping FOG. At the very least, the checklist will help you identify a Fog Alert so that you can address the issue before you proceed further.

*See the next blog for a sample checklist out in early June.

Would You Hire You?

Tue, 17 Mar 2015 20:24:03 GMT

Here are four questions you must answer as a manager.

1. Do you assume your Board Chair is up to date on the organizations operations?

2. Do you leave the financials for the bookkeeper and/or the treasurer to manage?

3. When was the last time you evaluated your programs? Two or more years ago?

4. When an issue arises, do you use energy looking for the root of the problem in someone or something?

IF YOU ANSWERED "YES" TO ANY OR ALL OF THE FOUR QUESTIONS, YOU'RE FIRED!!

HERE ARE THE FOUR SKILLS THAT EVERY GOOD MANAGER MUST MASTER:

1. COMMUNICATE UP AND DOWN.

Whether you are a one or multi person operation; whether you have a minimal board or an expansive one; you must ensure that everyone understands the big picture and then knows how his/her part contributes to the whole.

2. KNOW THE NUMBERS.

Forget the grade you got in math at school. The buck does stop with the manager.

You must master your organization's budget and profit and loss statement. It is a major diagnostic tool to help you manage your program. Mastery will improve your communication up and down!

3. EVALUATE REGULARLY.

Establish benchmarks for each program and assess at regular intervals.

Program success is based on a cycle of assessment, adjustment, and improvement.

Systematic evaluation is another major tool in the management of your program. Mastery will improve your communication up and down!

4. LOOK IN THE MIRROR FIRST.

When an issue arises, look at what you are doing first and how it relates to the issue.

Then look at the communication structure of your organization and how it relates to the issue.

Usually, the root of most issues can be traced to one or both of those.

MASTER THESE FOUR SKILLS AND YOU WILL HAVE STARTED YOUR "TOOLKIT" FOR SUCCESSFUL MANAGEMENT.

Networking: Ready...Set...Go! Bring Your Five Best "Sense"

Thu, 12 Feb 2015 20:25:58 GMT

1. Practice your very best smile.

Remember: You are the face of your organization. First impressions do count! You must present an open, congenial, friendly persona. A smile is an easy place to start for everyone!

When you enter an event, look around for a person or two that you don’t know. [You can always talk with the people you know later!] Put on your smile, take the initiative, and introduce yourself.

An important tip: Place your nametag on the right side so that when you shake hands with someone, it’s in his/her line of sight.

2. Clean your ears.

Too many of us are so eager to talk, that we start conversations without knowing anything about whom we are addressing!

After approaching someone and exchanging names, ask a question that solicits information from them. Follow with other questions so that you can understand where they are coming from. It is then that you can better fit your information into the conversation in a more meaningful way. Remember: You are always looking to connect in a meaningful way.

3. Tweak your organization's elevator speech for the specific occasion.

An elevator speech is part of the organization's basic toolkit, right after its mission statement, goals, objectives and strategic plan. It is the summary talking point for everyone in the organization to speak with one voice.

The elevator speech should be second nature to you and roll off your lips at any appropriate time. It should be revisited and updated as required.

4. Bring plenty of business cards.

The purpose of a business card is to reinforce a positive connection with another person. Remember: The first impression is you personally. If you feel you've made that positive connection, tell the person that you would like to follow up with them (send them information, invite to an event, etc.) and ask for their card first. Then give yours. [Keep a few cards in a convenient pocket.]

Note: A second convenient use of a business card is to drop it into the fishbowl if they’re collecting for a door prize!

5. Set your networking compass to "O" for Opportunity!

Although events are obvious opportunities for network connections, there are other opportunities around you every day.

Some are happenstance, such as being invited by your friend to supper to meet the new neighbors; you might join a group at your place of worship, or meet the parents of your children’s friends, etc.

Other opportunities you have to seek out because they are beyond your normal every day professional and social activities, such as visits to service organizations ( Rotary, Kawanis, etc.), or membership organizations (Chamber of Commerce, etc.).

Top Five Ways to Get off the Treadmill

Thu, 08 Jan 2015 20:29:52 GMT

All of us at some time or other find ourselves on a treadmill. ...that we wish desperately to get off. But how? Is it even possible?

No. It is not!

If you are alive and involved, you are on the treadmill of life BUT it’s about controlling the lever! And you can do it! You can control the lever and thereby set the pace and keep your balance.

Here are the five top ways to start the process.

First: Schedule a meeting with yourself.

Block off one hour to three hours on your calendar. Nothing interferes! No cancellations! Go to the local coffee shop.

Take a deep breath. Sip your drink slowly. Get to know yourself. Who are you in the organization? Why are you there? What are you trying to do? What are you doing right? What needs to be done? What will make you, and thereby, the organization better at what it does?

You should schedule at least one of these meetings with yourself per month so that you can review.... uninterrupted ......what you are doing. (More on this at a later time)

Second: Prepare the year's calendar of events.

Every organization has a rhythm. You need to make sure that, not only you, but everyone associated with the organization understands that rhythm! Like the conductor of an orchestra, you are directing the ebb and flow of your organizations activities. To make music, the individual musicians must read from the same sheet music. Your organization’s calendar of events and its associated task list is your sheet music. All involved must know it intimately if you are to coordinate effectively. (More on this at a later time)

Third: Establish a priority list.

The only way to prepare for the unexpected is to prepare a base. Your priority list is your base. When an unexpected need occurs, you evaluate it against your priority list and re-order the list accordingly.

Fourth: Delegate! (.... And Follow up! Follow up! Follow up!)

Staff: Every job description should have the last line saying "and other tasks as

needed."

Make sure that you are assigning appropriate tasks and never hesitate to

add new ones if they fit the talent pool.

Volunteers: Grow a pool of talent and willing hands that can do anything from filing

to specialties such as marketing.

Board: Fund raising and board recruitment

Fifth: Find a professional soulmate!

This is your "one on one" support group! Everyone can use a professional peer with whom to share a mutual respect and with whom to candidly and confidentially discuss what's on your mind about your job. You should be available to each other and only a phone call away. This requires verbal conversations since text or email are usually successful only for reinforcement messages.

You can make 2015 different for yourself and your organization.