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mrfresh816 View Drop Down

Joined: 24 Oct 2009
Location: Kansas City, Mo
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  Quote mrfresh816 Quote  Post ReplyReply Direct Link To This Post Topic: The Storm
    Posted: 24 Oct 2009 at 11:49am
    Kansas City Storm Swim Team
                    by Ryan Carter

History of Organization

    -Leonard Horne created The Boys & Girls Club of Greater Kansas City Swim Team through the .
The swim team has 20 members and competes in 30 competitions, five of them are out-of-state.

    -Due to irrevocable differences,mainly due to the success of the swim team in a non-traditional sport, the swim team leaves the funding of the Boys and Girls Club and becomes the Aquatics Blue Swim Club an independent venture. The swim team averages 40 to 50 swimmers on its active roster who compete in 30+ competitions locally and out-of-state a year for the next six years .

    -The Kansas City School District introduces the Greek Magnet Sport programs and includes swimming. Mr. Horne secures the job as Aquatic-director and exchange the swim team is inducted to the program in an effort to introduce a greater number of under-privileged children to the competitive sport of swimming. In need of funding the swim team is renamed the Kansas City Cool Aquatics.

-    The Kansas City Parks and Recreation Department offers the opportunity for Mr. Horne to create an inner city swim league in an effort to have year-around competitions for all swimmers. The teams are formed from the neighborhood pools and the children who have successfully completed the Red Cross Learn to Swim Program. The more elite swimmers in this league are offered the opportunity to try-out for the new Kansas City Storm Swim Team. During this period The Storm continues to average 40 to 50 active swimmers who compete at 40+ competitions locally and out-of-state a year.

    -Currently the Kansas City Storm has 30 active swimmers on the roster. This is the lowest roster to date of the swim team’s twenty-two year history. The Storm has lost its funding from Kansas City Parks and  Recreation and the Kansas City School District due to our nations failing economy....

Present Day

The Storm has not practiced this season because we have no pool or any funds....

Analysis of Current Situation

    The reason the swim team was created was to waterproof the inner city children with swim lessons and to provide the coaching and the facility to economically disadvantaged youth, particularly  minorities, with the opportunity to compete consistently at the highest level in a  non-traditional sport.

Even with the lowest roster to-date, The Storm continues to provide a valuable and needed skill to inner city youth, This program is integral in reducing the rate that minorities drown two or three more times than the national average.

    The swimmers are taught the skills of short-term and long term goal setting and execution, self-motivation, adept hand and eye coordination that can be later applied to every facet of their lives. The culture of The Storm allows children who are financially disadvantaged to receive the same quality of coaching or better without parents enduring the expensive fees of competitive swimming while still providing a warm and nurturing environment.

Analysis of Who is Served

The majority of our swimmers are African American youth between the ages of 5 and 18 years of age who come from single-parent homes that are located in the urban core of Greater Kansas City area. Although we  expect to encounter single -parent families we offer our services to those interested regardless of race, gender, or denominational background.Our team averages thirty active swimmers a year varying in age and gender. as of now we have more female swimmers than males; 18 females and 12 males..
We accept all swimmers who can successfully complete all four competitive strokes in a manner that can be demonstrated thoroughly enough to be groomed to compete in USA Swimming Sanctioned events.

Analysis of Marketplace

The Kansas City Storm is unique because we are predominantly a team of color in a non-traditional sport that compete consistently at the highest level.We also provide the life skill of swimming to our members along with the skill of acquiring and applying knowledge learned which inadvertently  increases their social wealth, value and dexterity.
    The Storm is unique because it is the only swim club of its nature in Missouri and the surrounding eight states. only on major cities like Atlanta and Boston have thriving African American Swim Clubs. What makes The Storm even more unique is its ability to grow rapidly if given the proper funding. The Storm can easily accommodate over 500 swimmers in its program. This can be achieved because the inner city is full of children and parents who are aimlessly going about their lives without investing in their future. This sport allows large numbers of children to develop and learn in a team oriented atmosphere but, still compete as an individual. With no limit set to what a swimmer can achieve each swimmer is pushed to believe that they are the next Olympian or the Next Lawyer or Doctor. Our Philosophy is that once you stop moving towards greatness, you drown in your wake....

Financial  History

    Coach Leonard Horne is paid $18,500 by the Boys and Girls Girls Club Of Greater Kansas City to create a swim team. He raises $20,000 in one season and takes the swim team of 20 to Florida to compete in a local meet and to Disney World. When he returns the boys and girls and Club he is returns to an empty pool and a lettter stating he has been terminated....

    Coach Leonard Horne creates the Aquatics Blue Swim Club an independent team comprised of the previous swimmers with some new additions. Mr. Horne operates the team without a team budget, a coaching salary nor pool rental fees. He estimated that he spent $24,000 a year to to keep the team running over the next four years.

     The Kansas City School District offers Mr. Horne a salaried position as Aquatic Director of the city wide Magnet Program. The Position pays $34,00o a year with benefits. The team is granted the privilege of practicing at the newly renovates Olympic sized pool at Central High School for free. He estimated he spends $15,000 in competition fees and travel expenses.

    The Kansas City Parks and Recreation department offers him a salaried position as Recreation Leader to develop and orchestrate a summer swim team league amongst the neighborhood pools who have recently certified swimmers through the Red Cross program for an additional $34,000 a year. He was still being paid through the KCMSD at $36,000 a year with a total income of $80,000 a year. Note; both institutions were aware of this was accepted because  of his work ethic and the constant financial support his growing team and the new aquatic community it gave birth too. He estimates that the team spent $27,000 a year in equipment, competition fees and traveling expenses.

    Without for warning or notice,  the KCMSD notified Mr.  Horne could continue practicing at Central High School if he could pay the pool rental fees, and his position as Aquatic Director had been retired due to lack of funds. Within months the KCPR also informs Mr. Horne that it has retired his position as Recreation Leader. Currently the team is in danger of becoming a great memory. Mr. Horne operates the team out of his savings. He estimated that he had spent $15,000 since June of 2008 to keep the The Storm afloat.

List of Current and Long Range Needs

1. Funding for Pool Rental and Practice Facility Fees-
    A. $16,000 a season
    B. $32,000 a year

2. Funding of Equipment, Uniforms, and Supplies.
    A.$10,000 a season
    B.$20,000 a year

3. Funding for Coaching Staff
    A. Head Coach-$25,000 a season=$50,000 a year
    B. Assistant Head Coaches $20,000 a season=$40,000 a year
    C.$130,000 for staff

4.Funding for event fees and travel expenses for entire team...
    A. Local Meets=$18,000
    B. out-of-State=$40,000


Board of Directors
Leaonard Horne
Larice McDaniels,
Ryan Carter
Warren Watlkins
Riza Carter

Coaching Staff
Head Coach-Leaonard Horne
Assistant Head Coaches-Warren Watkins, Ryan Carter

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mrfresh816 View Drop Down

Joined: 24 Oct 2009
Location: Kansas City, Mo
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  Quote mrfresh816 Quote  Post ReplyReply Direct Link To This Post Posted: 24 Oct 2009 at 11:50am
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Book Summary : The 18 Immutable Laws of Corporate Reputation
Business Articles | March 31, 2005
      Everything an individual or company does or produces contributes to its reputation. Reputation is an intangible asset, but a very important one,Grape 5s. In some ways it is even better than having money in the bank, but not as easily quantified.

A good reputation is its own advertising and quality seal. It can engender loyalty in customers that can cross several generations and time zones,Jordan 5 Grape. A good reputation can bring inmore customers in the good times, and be a protective buffer in the bad times.
The author has delineated what he calls the,hy it Pays to Be Picky about Clients and, “18 ImmutableLaws of Corporate Reputation.” This book holistically deals with the topic of reputation management in three parts: establishing a good reputation, keeping that good reputation and repairing a damaged reputation.
Law One: Maximize Your Most Powerful AssetReputation is an intangible asset yet it is arguably the most valuable asset to manage and maximize. A good reputation can attract and keep customers, investors, and employees. Because of this, a good reputation is like a reservoir of good will (towards the company) to help it weather bear markets, scandals, or natural crises. Conversely, a lost or damaged name can scar a companyand provoke boycotts or drive off new capital.
Law Two: Know Thyself – Measure Your ReputationBefore you can manage your reputation you must first measure it and keep score,Jordan Retro 5. Measuring reputation is easily done through standard public opinion or market studies; but as each corporation has different stakeholders (target markets, shareholders, etc.) it is necessary to customize. Less than half of corporations have custom research programs. There are no clear methodologies so it is important to identify the stakeholders (from local to global) and the relevant attributes or quantities to be measured: the same company may rank differently in different surveys/studies.
Law Three: Learn to Play to Many AudiencesNo company is an island. Everyone has opinion on everything. You can never please everybody,hree Entry-Level GBC Plastic Comb Bindin. Stakeholders are everybody involved with the corporation. The group is as diverse as: customers, employees, investors, market analysts, shareholders, government, special interest groups, local communities, retirees,, etc,Jordan Retro 5. Know who are important and play to them. It is helpful to think of stakeholders in terms of a hierarchy or, graphically, as a pyramid with the most influential at the peak and others following in descending order. However, it is important to keep in mind that stakeholder influence is a dynamic relationship and the same model or model is not necessarily applicable to other markets/locales.
Law Four: Live Your Values and EthicsStudies of America's largest companies show that a strong reputation for moral and ethical conduct performed better financially in terms of their returns on investment and equity, and their sales and profit growth,Grape 5s. One study cites that on average the excess value beyond shareholders' investments comes up to $10.6 billion more than companies without a clear code of ethics and supporting behavior.
Law Five: Be a Model CitizenAt Timberland, social responsibility is an integral part of the company's identity and is a significant component of its reputation. Aside from activities like monitoring their contractor's overseas facilities, improving energy efficiency at facilities, and minimizing chemical wastes; they encourage volunteering for community service by considering it as paid leave.
Law Six: Convey a Compelling Corporate VisionWhat is this corporation trying to do? That is the question answered by the Corporate Vision and the guiding principle of its leaders and personified by the CEO. The vision and the leaders motivate the stakeholders, who in turn have enormous impact on reputation.
Law Seven: Create Emotional AppealEmotional appeal is difficult to quantify or define; but it is what engenders passionate customer loyalty andstrengthens reputations,Jordan 5 Retro. It is mostly shaped by the sum of people's long-term interactions with the company's employees, products, services, and even advertisements.
Establishing emotional appeal is more than just satisfying customers. It is also about getting the customer to identify happiness or contentment with the product. In the fast paced electronic world it is also helped by a personal touch or special treatment.
Law Eight: Recognize Your ShortcomingsExamine your reputation and assess if your current business practices still build that reputation. Only by first recognizing discrepancies and problems can you take steps to fix them,Jordan 5s. The sooner you come clean, the sooner you can fix them and do “damage control” before it reaches a crisis situation.
Law Nine: Stay Vigilant Damages to reputation can happen suddenly and over time. Managers must be vigilant and act quickly on either instance because both can be equally damaging and have long-term effects. Someone should always be watching… and thinking. In the age of the Internet even local news can be known globally in minutes. But not all news is true news. A sudden or instinctive and unconsidered response (like an inadvertent admission of guilt with an apology) is just as potentially damaging as doing nothing in the hope a situation will abate.
Law Ten: Make Your Employees Your Reputation ChampionsEmployees are the first direct contact between a corporation and its customers. Naturally, employee behavior has a large impact on the company's reputation both on and off the job, from how they service the customer to how they talk about the corporation with friends, relatives, etc.
Law Eleven: Control the Internet Before It Controls YouThe World Wide Web is an extraordinary tool and can be a boon or bane to your reputation. The World Wide Web has no regulatory body to separate the truth from the lies. It is estimated over 730 million people are able to interact with each other – by 2006 it could be over 1 billion.
Surprisingly, a survey by Hill & Knowlton and Chief Executive Magazine found 16% of companies monitor the Internet closely, 39% check it periodically, and 43% don't bother.
Law Twelve: Speak with a Single VoiceCorporations allocate major funding towards building their brand. As a corporation grows and diversifies its products, there is a tendency to stray from the corporate brand. The result of this is weakening of the corporate brand and weakening of their reputation. A startling example comes from IBM, which in 1993 had more than 800 different logos!
Law Thirteen: Beware the Dangers of Reputation Rub-offThere is a saying that goes, “Birds of the same feather flock together.” When two or more corporations enter into a partnership or work together; their reputations may be attributed to each other. Sometimes this is desirable and is intentional. It is important to keep in mind the intention doesn't necessarily translate to the desired effect.
Law Fourteen: Manage Crises with FinesseNo one and no corporation is immune from crises. Crises can be in due to corporate transgressions, natural calamities, malicious intent, a private remark taken out of context, etc. The most critical period to reputation damage control happens in the first few days. It is the tendency of companies to go quiet. This is a mistake because critics will quickly use the time to give their worst-case scenario and put out a negative spin. The corporation should quickly gather all the facts then make a public statement. The first statementsmust be swift and sure. A mistake at this time will taint all other succeeding statements. Customers and/or the public need to be assured the right and responsible action is being taken.
Law Fifteen: Fix It Right the First TimeThere are many ways a company can try to fix its reputation. Some companies may try put on a fresh image by reinventing themselves with a refocused vision or business restructuring. Other companies will try reworking an old formula. Others still will be working against their successful, dated reputation that actually holds them back from making a more contemporary image. But it is not enough to want the change. The leader is key. The leader has to be dynamic and focused to guide the company along the new way and against old habits or instincts.
Law Sixteen: Never Underestimate the Public's CynicismPeople have become more wary of companies. Claims and statements are normally met with skepticism. Debacles like Enron have worsened the loss of confidence Better communications is key to improving relationships. One company's standard “no comment” response affirmed the public's belief of their guilt. A better relationship could mean winning concessions for the company's interests with favorable legislature or more community support,Make It or.
Law Seventeen: Remember – Being Defensive Is OffensivePeople appreciate forthrightness and contrition. Being defensive is more likely to offend them. The public needs to hear an apology and needs to know what is being done to end the crisis. Often the best way to diffuse a crisis is with a timely and sincere apology.
Law Eighteen: If All Else Fails, Change Your NameSometimes the best way to get rid of a bad reputation is to build a new one with a new name. But name changes shouldn't be entered into lightly. The large expense aside, a name change is confusing and causes loss of brand equity. You could lose all the good, and you're not guaranteed to be free of the bad. At the very least, a new name opens the possibility of people willing to hear a new message.
By: Regine P. Azurin and Yvette Pantilla "A Lot Of Great Books....Too Little Time To Read" Free Book Summaries Of Latest Bestsellers for Busy Executives and Entrepreneurs Mailto: BusinessSummaries is a service. (c) Copyright 2001- 2005 , - Wisdom In A Nutshell

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