2015 Turner Field Operations Report

2015 Turner Field Operations Report

Prepared By: Aeteon Miles and Melissa Kainneranart

May 13, 2015

Revised September 22, 2015

ContentsOverview.....................................................................................................................................................4

Turner Field Operations...........................................................................................................................4

A&M Events’ Role....................................................................................................................................4

FLAME’S Role...........................................................................................................................................4

Crawl, Walk, Run.....................................................................................................................................4

Restructuring (Crawl, Walk, Run) Diagram .........................................................................................5

Profit Analysis (Past and Future)..............................................................................................................6

Past (April 10, 2015-May 05, 2015).....................................................................................................6

Future..................................................................................................................................................7

How to read the Expense Breakdown Spreadsheet.................................................................................8

Crawl, Walk, Run.........................................................................................................................................9

Crawl Phase.............................................................................................................................................9

Walk Phase..............................................................................................................................................9

Run Phase..............................................................................................................................................10

Summary and Assessment.....................................................................................................................12

Jump-Start Program..................................................................................................................................13

Overview...............................................................................................................................................13

Training..................................................................................................................................................13

June.......................................................................................................................................................14

July.........................................................................................................................................................14

August...................................................................................................................................................14

Summary and Assessment.....................................................................................................................14

Quick Summaries.......................................................................................................................................16

Financial Summary................................................................................................................................16

Jump-Start Summary.............................................................................................................................18

Charts and Graphs.....................................................................................................................................19

Financials...............................................................................................................................................20

Jump-Start.............................................................................................................................................64

Volunteer Guidance, Implemented Policies,.............................................................................................72

Procedures, Inventory Sheets, & Sign-In SheetsTurner Field Orientation Information.............................72

Orientation Attendance Sheet...............................................................................................................74

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General Information (Turner Field)........................................................................................................75

New Applicant Processing Procedure....................................................................................................77

Supervisor/Manager Overall Check List:................................................................................................78

Team Lead’s Guideline/Checklist...........................................................................................................79

Checklist for Training New Employees...................................................................................................80

Rental Sheet..........................................................................................................................................82

Beer Portable Operations......................................................................................................................83

Beer Portable Sign In Sheet...................................................................................................................84

Beer Portable Price List..........................................................................................................................85

Register Transactions Instructions.........................................................................................................86

Void Log- In Sheet..................................................................................................................................88

Register Problem Log Sheet...................................................................................................................89

Employee Sign-In Sheet & Location.......................................................................................................90

Stand Manager Check List (Stand 231)..................................................................................................91

Stand Inventory Sheet...........................................................................................................................94

Pizza Stand Inventory Sheet..................................................................................................................95

Notes.........................................................................................................................................................97

OverviewIn April of 2015 A&M Events and FLAME entered into a strategic partnership to operate

concession stands at Turner Field. A&M Events is a concession management and consulting company that has been operating at local concert venues and festivals in Atlanta; and FLAME is a non-profit organization that has been managing and operating concession stands at several sporting venues throughout the Southeast. Both organizations saw an opportunity to expand and create an organization that is a powerful force in the Atlanta and Southeast region.

Combining the expertise of both organizations has allowed FLAME to position itself for better access to volunteers, federal grants, and more venues to volunteer. The partnership has also allowed A&M Events to expand, gain increased access to the labor pool, and also be a part of making a difference in its community. Together, A&M Events and FLAME have become one and begun a restructuring of FLAME’s Turner Field operations.

The scope of this report follows portions of FLAME’s Turner Field Concession Fundraising operation. The total time of observation and assistance with the improvement of FLAME’s fundraising operations began April 10, 2015 and ended on September 2, 2015. The last month of Turner Fields baseball season will not be covered in this report.

Turner Field OperationsAt the beginning of the Braves’ 2015 baseball season, FLAME was operating 3 Hard Stands,

which requires a minimum of 8 volunteers and 1 supervisor/team lead to operate (ARAMARK), and 11 Beer Portables, which require at least one individual, and no more than 2 (game attendance dependent), to operate. By the end of June FLAME was operating 4 Hard Stands and 9 beer portables. By the end of July FLAME reduced the number of locations they operated back to 3 hard stands and 7-8 beer portables. This reduction in locations was the result of commission payment issues, as well as other minor issues, which lead to a substantial loss of volunteers.

A&M Events’ RoleThe role that A&M Events has assumed in this partnership is the restructuring of FLAME‘s

fundraising operations. A&M Events assumed a partial management role of FLAME’s concessions operations and began implementation of policy and procedures in order to ensure that FLAME was gaining the most out of their fundraising operation. A&M Events ‘leadership took on the roles of interim Chief Financial Officer and Chief Operating Officer.

FLAME’S RoleThe role that FLAME has assumed in this partnership is continued service to the community,

acquiring of more volunteers, and all other roles not directly associated with management of operations at Turner Field not assumed by A&M Events.

Crawl, Walk, RunThe restructuring of FLAME is being approached in a manner known as Crawl, Walk, Run; which

is a 3 phase process, in which each phase last approximately 2 weeks, for a total of 6 weeks (total time

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can adjust either left or right). It is a controlled approach to the restructuring of FLAME. The Crawl phase was officially initiated on April 10, 2015, opening day of the Braves 2015 season. It consisted of two home stands, one lasting 6 days, and the other 10 days. The first 6 days consisted of complete observation of operations, reporting methods, and information gathering. The next 10 days consisted of slow implementation of new operational systems, such as the collection and analysis of inventory and cash turn-in slips, employee location assignment, and increased access to volunteers. This was done in a controlled manner as well, starting with a few beer portables and employees and then increasing to all beer portables (BP). BP focused observation and information gathering began the last 3 days of the last home stand and continued for the duration of the next home stand that began on May 19, 2015.

The walk phase began on the first home stand of June and continued to June 21, 2015. It was the beginning of the organizational restructuring, the transition from a majority employee based work force, to a majority volunteer based work force (Jump-Start Program). A 50% transition from daily paid volunteer to more long term unpaid volunteer, was desired. Further implementation and reinforcement of new procedures and policies was continued across all BPs. A goal of 100% (not including management) transition from daily paid volunteer based work force to a more long term unpaid volunteer based work force was set as the milestone for the start of the run phase. The milestone goal date for the 100% transition to occur was June 30, 2015.

The beginning of the run phase began the expansion phase (by this time new policies, program standards, expectations, and procedures needed to be approved and implemented (some were)). The run phase began a small transition of volunteers to employee status (A&M). The volunteers who were chosen for employment became responsible for the supervision of a new hard stand and/or several beer portables. This plan achieved moderate success, but still showed positive improvement and potential for further future improvement, although operations were met with some critical set-backs.

Restructuring (Crawl, Walk, Run) Diagram

Complete observation of operations, reporting

methods, and information gathering.

Small implementation of new operational

methods and standards. (Beer Portables)

100% implementation of new operational methods

and standards (Beer Portables). Begin

oberservation of hard stands.

Continued observation of hard stand

operations, reporting methods, and

information gathering

50% transitition to volunteer force. Small

implementation of new operational methods and standards. (Hard Stands)

100% implementation of new operational

standards (Hard Stands). Milestone date

June 30, 2015

Begin expansion. Jump-Start)

training begins. July 1, 2015

Expansion and Jump- Start

training continues.

Continued Expansion. First

Jump Start graduates.

Profit Analysis (Past and Future)

Past (April 10, 2015-May 05, 2015) FLAME began the season with 3 hard stands and 11 beer portables, which according to

ARAMARK, required 8 staff and 1 supervisor/ team lead per hard stand and a minimum of 1 per beer portable. Following that guideline FLAME should have had 36 volunteers. At that time FLAME operated at a deficit of 10 volunteers (26), per ARAMARK guideline. Although this was the case FLAME maintained an acceptable level of efficiency, but still had much room for improvement, this will be covered in a later section.

The biggest financial negative for FLAME at the time was the way its volunteer base received donations. The rate was $25 a game per volunteer that worked in a hard stand, supervisors received extra (+$30-$50), and beer portable staff received tips only (All donations were negotiated individually may be a variance of +/- $10.00). The following analysis assumes that all volunteers were paid at a rate of $25 and explains why the restructuring was necessary.

Example 1:FLAME expenses minus A&M Events management fee. (Numbers based on beer portable numbers from May 1-4, hard stand numbers were missing assumption of twice as profitable as beer portable made and added to total sales number.)

Total Sales (4 days): $42,107.90

Commission Received: x 9%

Gross Profit: $3,789.71

Volunteer Expense: - $2600.00

Net Profit (4 days): $1,189.71

Net Profit/4(1 day): $297.43

Net Profit Mo. (avg. 15 games): $4,461.41

Example 2:FLAME expenses including 30% management fee. (Monthly assumes all volunteers are FLAME that non are A&M management)


Volunteer Expense: $9,750.00

Management Fee: $4,263.42

Net Profit: $198.00

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FutureFor FLAME to see the potential for expansion and increase in donation power, it is imperative

that FLAME begins a transition into a true volunteer donation system. Currently, donation structure could lead to the belief that current volunteers are actually employees. This could become a potential problem in the future (Update 9/08/2015: Problem realized during walk phase) and a limitation to the true donation power of FLAME.

Example 3:FLAME expenses, 100% volunteer transition, no management fee. (This does not include expenses that FLAME may incur from taking over full management of their operations.)


Volunteer Expense ($200/per/mo): $5200.00

Management Fee ($100 game (15), 3 managers): $4,500.00

Net Profit: $4,511.42

To help FLAME with its expansion A&M agreed to take over a portion of management for a fee. This fee (Example 4) covers certain expense FLAME does not benefit from incurring, such as additional employee cost. A breakdown of how this relationship works will be provided in a separate document. Example 5 is the most advantageous split for each organization allowing for the best expansion positioning.

Example 4:FLAME expenses, 100% volunteer, covered by FLAME, 30% management fee, cover all supervisors.


Volunteer Expense: $5200.00

A&M Event Management Fee: $4,263.43

Net Profit: $4,747.99

Example 5:FLAME expenses, 100% volunteer, covered by FLAME, 40% management fee, cover all supervisors.


Volunteer Expense: $5200.00

A&M Event Management Fee: $5684.57

Net Profit: $3326.85

*For a complete numbers breakdown, view the Expense Breakdown spreadsheet.

How to read the Expense Breakdown Spreadsheet

FLAME Combined A&M Events60% $ 9,000.00 $15,000 $ 6,000.00 40%58% $ 5,200.00 54% $ 9,700.00 46% $ 4,500.00 75%42% $ 3,800.00 $ 5,300.00 $ 1,500.00 25%

Donated 58% 65% 35%

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Percent Donated, Percent of Expenses, Net Percent

Employee/Volunteer cost split.

Percent Earned, Percent of Expenses,

Net Percent

Crawl, Walk, Run

Crawl PhaseThe crawl phase began in mid-March 2015, with A&M Events’ leadership (Melissa Kainneranart

and Aeteon Miles) and a few of their employees attending ARAMARK’s TEAM orientation at Turner Field and their stand equipment training (attended by A&M leadership Aeteon Miles). The official start date of the crawl phase was April 10, 2015, the Braves’ home opener. This began with the observation of FLAME’s concession fundraising (CF) operations, headed by FLAME’s founder and President John C. Miller, also known as, J.C. Miller. Concurrent with the overall observation of FLAME’s CF operations, A&M Events also provided several volunteer augmenters (2 being the top management of A&M Events (Melissa Kainneranart and Aeteon Miles)) to staff and operate some of FLAME’s beer portables (BPs). The augmented BPs had several A&M Events created procedures and policies(Double verification of monies turned-in, double verification of inventory received and returned, employee sign-in, collection and archival of BP cash and inventory slips, tracking of actual employee expense) implemented during the observation of FLAME’s operations. The crawl phase lasted to the end of May, at this time FLAME’s CF operations were operating at a 70% loss (further explained in the Performance Analysis). During this time the Jump-Start program (discussed later) was being developed and launched.

Walk PhaseThe walk phase began on June 5, 2015, the first official start date of the Jump-Start program

(discussed later), which consisted of 4 official volunteers. The Jump-Start program also had two A&M Events’ employees who agreed to be Jump-Start program participants and forfeited pay in return for days counted toward Jump-Start program time (required in order to continue working at Turner Field), for work they completed previously in May. By the beginning of the walk phase all beer portables (BP) were being tracked and A&M procedures and policies had been put in place. A&M leadership at this time was only using the augmenters as team leads, they were being trained at this time to take on leadership roles which allowed A&M leadership to continue to improve operations and develop the Jump-Start program ahead of the incoming volunteers allowing them to smoothly transition into their intended paid leadership positions within FLAME and to officially become either A&M employees or leaders within A&M, as well. By the end of the walk phase the Jump-Start program had 12 volunteers which accounted for 48% of FLAME’s work force. This was 2% below the 50% transition goal. Out of those 12 volunteers, a total of 7 completed 5 or more days. These 7 volunteers accounted for 58% Jump-Start retention and only 27% of FLAME’s work force. This was due to some human resources errors, ARAMARK team training, lack of FLAME and Jump-Start program familiarization, retention issues, confusion about volunteer pay, ARAMARK commission pay issues, and responsibility confusion between A&M and FLAME. All of these issues were being worked and resolved during this time.

During the 4th home stand (June 5, 2015- June 11, 2015), A&M focused their attention on the new Jump-Start volunteers and the BPs. The hard stands (HS) were primarily managed by FLAME. A&M leadership was familiarizing themselves with HS paperwork, recording, policies and procedures, and processes. All aspects dealing with the HSs management and ARAMARK were handled by FLAME. During this home stand FLAME fundraising operations operated at a 78% loss, the BPs were responsible for 27%

of those losses and the HSs were responsible for 73% of the losses HS 231 was responsible for the majority of these losses. The HSs actually cost FLAME money to operate and all commission received was solely from the BPs (further explained in the Performance Analysis). Once the losses of this home stand were realized FLAME management requested that A&M accelerate their transition into the HSs, which they did.

Leaving a few A&M employees to supervise the BPs, A&M leadership began managing HS 231 at the start of the 5th home stand (June 17, 2015- June 21, 2015). During this home stand Jump-Start volunteers were placed at BPs and operated 55% of FLAME’s BPs. These changes improved FLAME’s fundraising by increasing commission received by 173% and reduced losses by 42%. FLAME fundraising operations operated in the green for the first time (this does not take into account volunteer cost and consulting fees), receiving 59% of their commission and only suffering 41% losses, a 32% improvement.

During the 5th home stand this improvement in FLAME’s operations was recognized by ARAMARK’s Turner Field Director and Assistant Director of Operations, whom approached FLAME with the opportunity to expand and add an additional HS and BP to FLAME’s fundraising operations. At the time FLAME’s acting Vice- President, Jared Miller, began working on an online recruitment effort that showed some promising volunteer numbers, at this point estimates were 30+ attendees for ARAMARK’s TEAM training. Also, A&M used an internal recruitment and accepted applications from current volunteer recommendations (further explained in the Performance Analysis), this gave FLAME an additional 10 potential volunteers. Based on the expected incoming volunteers (40), FLAME and A&M made the decision to accept ARAMARK’s offer and added HS 129 and BP 129 to its Turner Field fundraising operations. Based on previous attendance of expected volunteers to ARAMARK’s TEAM training we expected 25% of the 40 potential volunteers to attend, 10. This would have been enough to cover the expansion, but FLAME had to maintain current staffing levels, in order to continue Jump-Start training efficiently. This was the expected course of action.

Run PhaseThe run phase began as planned on June 30, 2015. FLAME expanded as planned with the

addition of hard stand (HS) 129 and beer portable (BP) 129. This required 6 additional personnel to operate these additional locations, A&M leadership took management of these stands, in order to prepare the training of Jump-Start volunteers to take on leadership roles; at this time Jump-Start volunteers had completed 50%- 75% of their training. Several unexpected events occurred and greatly reduced the success of the expansion.

The first issue to arise was the expected attendance of the potential volunteers. Out of the 30+ online applicants, pertinent information (D.O.B, contact information, signed authorization forms) was missed and they could not be cleared for ARAMARK’s TEAM training. Out of the 10 internally recruited volunteers only 6 attended ARAMARK’s TEAM training, and out of those 6 only 2 actually came to training. Out of the 40 potential volunteers only 2 (5%) came to training. At the same time unbeknownst to FLAME HR and A&M several individuals were released as FLAME volunteers by FLAME concession fundraising (CF) management, for reasons unknown. Also an issue with the receipt of commissions owed to FLAME from ARAMARK had arisen. FLAME had not received a commission since May and this had put

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a strain on their ability to donate to their volunteers, it was also 4 th of July weekend. All of these factors greatly reduced efforts to train Jump-Start trainees and left a large majority of them on the BPs, receiving very little cross training, and weakened staffing of the HSs. However, even with these issues, the expansion showed promise which occurred over 4th of July weekend.

The first home stand of the run phase began June 30, 2015 and ended July 5, 2015. With the shortage of staffing A&M leadership took on total management of HS 129 and HS 231 and with the reduction of A&M employees to make room for Jump-Start volunteers BP operations had minimum supervision and FLAME management took on that role. During the first home stand of the run phase FLAME concession fundraising operations operated at a 59% loss and only received 41% of their commission. 80% of the losses were incurred by the BPs and 20% by the HSs. A 43% increase in loss and a 30% decrease in commission received. Although, the expansion began with poor results, it was unexpected factors as previously mentioned that contributed to the results.

The second home stand of the run phase began July 17, 2015 and ended July 22, 2015. Improvements were made to the online recruiting processes but issues with follow-up still existed and the internal recruitment only yielded three volunteers who made it to training but completed an average of half a day as a whole. Seeing these shortages and still recovering from the pay issues FLAME and A&M discussed reducing the amount of stands they operated and it was agreed to let go of HS 129 and BP 129 at the end of this home stand. The Jump-Start program continued as plan and participants were placed in leadership roles, 4 were chosen, staffing shortages and individual attendance only allowed one to get training on operating a HS, they were trained and shadowed by both A&M and FLAME leadership.

FLAME CF operations showed some improvement during this home stand and operated with 55% losses and received 45% of their commission. A reduction in losses and an improvement in commission received of 4%. 32% of those losses were from the BPs and 68% from the HSs. The losses in the HSs were primarily in HS 129 where training of the Jump-Start trainees was taking place. At the end of this home stand we lost a large amount of our Jump-Start trainees (returning to university, obtaining different employment, irreconcilable differences with FLAME CF management.

The run phase continued as planned, HS 129 and BP 129 were let go. Unexpectedly, BP 228 was taken from FLAME by ARAMARK. It was originally requested that they take BP 229 and/or BP 233, along with HS 129 and BP 129 to help relieve pressure from our staffing shortages. The one Jump-Start volunteer to be trained in HS operations was unfortunately a part of the Jump-Start trainee departure (irreconcilable differences). There were 2 Jump-Start trainees chosen at this time to become the first to accelerate through the program and begin supervisor training after only completing 50% of the training program. They were to begin their training at the start of the 8 th home stand which began August 3, 2015 and ended August 9, 2015. Unfortunately, of the 2 trainees only one remained and began training in HS 231 under the supervision of A&M leadership.

During this home stand FLAME saw a minimum improvement in its fundraising operations. FLAME CF operations operated at a 53% loss and received 47% of their commission. This was a 2%

reduction in losses and a 2% improvement in commission received. The BPs were responsible for 76% of the losses, and the HSs were responsible for 22% of the losses. A significant amount of these losses were recovered (Performance Analysis). The majority of losses were due to procedures and policies not being followed in the BPs. This home stand would be the completion of the Jump-Start trainee and begin their official time as a HS supervisor. During this home stand, a keying-out processes for the BPs began, this consisted of sales based on inventory count being compared to cash and credit recorded at turn-in. This allowed us to find and solve potential issues before reconciliation.

At the start of the next home stand August 14, 2016- August 16, 2016, FLAME management oversaw all CF operations and 1 Jump-Start graduate supervised HS 231. FLAME CF operations performed with 41% losses and 59% commission received. This was a reduction of 12% losses and an improvement of 12% commission received. BPs were not keyed-out during this home stand, but other procedures and policies were followed. BPs accounted for 49% of the losses and commission received. HSs accounted for 51% of losses and commissions received. This was the second to last home stand before a complete transition from A&M management involvement to that of a completely FLAME managed operation, once again. The last official day for A&M’s management presence on the ground at Turner Field, was September 02, 2015.

Summary and AssessmentFLAME’s CF operation at the beginning of the season was operating completely in the red and

was in need of improvement. With the assistance of A&M Event’s management team, FLAME was able to reverse their losses and begin to see a positive return in their fundraising efforts. By implementing policies and procedures that held volunteers accountable, implementation of a training program, implementation of better record keeping process, and addition and replacement of management, has once again made CF operations at Turner Field a positive fundraising activity for FLAME.

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Jump-Start Program

OverviewThe Jump-Start program was originally intended to provide non-custodial parents with an

opportunity to pay their existing child support obligations, while gaining valuable job skills. The participants would receive training on all aspects of FLAME’s concession fundraising operations and receive a monthly donation to his/her child support obligations. The participants would undergo a volunteer training period that was to last 30 days (14-16 games). During this training time participants would also be evaluated and consider for employment by A&M Events. They would also receive a $150 donation toward their child support obligations. The Jump-Start program was designed to give non-custodial parents the opportunity to pay off those obligations. The program actual became available to anyone who was interested in this opportunity and 100% of the participants were recruited outside of any child-support assistance programs.

Training The Jump-Start training program consisted of 14-16 days of on-the-job training (OJT). During this

training time participants received training in the basic operations of FLAME’s concession fundraising (CF) operations. During this training they were taught basic accounting, inventory management, equipment operation, customer service skills, how to work in teams and individually, and leadership/management skills. During training they were also evaluated for several positions:

Team Leader- As a team leader you will be responsible for helping the supervisor maintain control over concessions operations and personnel, during game day events. Some of the duties a team leader may do are inventory, handle employee check-in and scheduling, accountability of equipment, training, and assistance with all management requests.

Supervisor- As a supervisor you will be responsible for the everyday operations of a hard stand, several beer portables, and 8-11 personnel, during game day events. You will be responsible for ensuring beginning and ending inventory numbers are correct, verifying all cash drops, scheduling, employee-check-in and duties assignment, training, ensure concession operations are running smoothly, and assist with all upper management requests.

Manager- As a manager you will be responsible for the operations of all hard stands and beer portables during game day events. As manager you will ensure all reports are correct, collect all cash turn-in slips, perform scheduling, accountant for personnel, communicate with other vendor management, ensure all concession operations are operating efficiently and to standard.

Determination of which position a participant might have been offered was based on previous experience, attendance, overages/shortages, alcohol compliance, ability to follow directions, ability to improvise, ability to lead, communication skills, and knowledge of operations. But the biggest determining factor was the participant’s work ethic. All considerations for promotion were subjective, the only non-subjective requirement for promotion and even to be cleared to work on Turner Field premises were passing of a background check (sex offender) and passing of an alcohol compliance exam.

JuneThe Jump-Start program officially began on June 5, 2015, with 4 official Jump-Start participants.

The Jump-Start program also had two A&M Events’ employees who agreed to be Jump-Start program participants and forfeited pay in return for days counted toward Jump-Start program time (required in order to continue working at Turner Field), for work they completed previously in May. By the end of June, the Jump-Start program ended with 12 Jump-Start participants, 48% of FLAME’s workforce and 57% of the total number of Jump-Start participants. Out of the 12 Jump-Start participants, 4 completed 12 days of training (33%), 1 completed 10 days (8%), 1 completed 9 days (8%), 2 completed 5 days (17%), 1 completed 3 days (8%), 1 completed 2 days (8%), and 3 completed only 1 day (25%). This averaged out to 7 days of training completed by Jump-Start participants in June. Although well below the 100% transition goal, 8 of the 12 Jump-Start participants (67%) continued their training into July. 3(38%) of those 8 participants were considered for promotion and began supervisor training in July.

JulyThe month of July started with the expansion of FLAME’s concession fundraising (CF) operations

with the addition of beer portable (BP) 129 and hard stand (HS) 129. The month of July also started off with 3 (38%) Jump-Start participants being considered for promotion, unfortunately due to attendance only 1 (13%) participant completed their supervisor training and had full supervisorial control, although with some assistance and over-watching by A&M and FLAME management. The month of July also saw the addition of 8 more Jump-Start volunteers, bringing the total number of Jump-Start participants, for the season, to 20, 80% of FLAME’s CF workforce, and 16 total Jump-Start participants for the month of July (64%) this will be the highest percent of Jump-Start participants a part of FLAME’s workforce. Out of the 16 Jump-Start participants, 1 (6%) completed 10 days, 1 (6%) completed 9 days, 2 (13%) completed 8 days, 1 (6%) completed 6 days, 1 (6%) completed 5 days, 4 (25%) completed 3 days, 3 (19%) completed 2 days, and 3 (19%) completed 1 day. This averaged out to 4 days of training completed by Jump-Start participants in July. Out of the 16 participants, 1 completed supervisor training and 2 were chosen to accelerate through the Jump-Start program into supervisorial positions after completing 5 days or less.

AugustThe month of August started with 5 participants continuing Jump-Start training and the addition

of 1 new participant. The 6 participants from July represented 29% of total Jump-Start participants for the season and 24% of FLAME’s CF workforce. Of the 2 participants who were chosen for supervisorial roles only 1 completed training and was promoted. The other participant had to return to university. The 5 participants, who continued Jump-Start participation from July, 2 were considered for promotion, as well as the 1 new participant, 60% of Jump-Start participants in August. Out of the 6 Jump-Start participants. 1(17%) completed 7 days, 4 (67%) completed 3 days, and 1(17%) completed 2, for an average of 2 days.

Summary and AssessmentThe Jump-Start program had a total of 21 participants during the time frame of this report. A

total of 8, 38%, fully completed the training program, 3, 14%, of the participants were promoted to

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supervisorial roles, and 10, 48%, of the participants completed more than half of the program. Due to the age of the program, instead of its original intent of assisting non-custodial parents with their child support obligations, the Jump-Start program became open to any individual willing to gain valuable job skills, while volunteering toward a more lucrative position. Overall the Jump-Start program shows the potential to be a positive workforce development program within the Atlanta metropolitan area.

Quick Summaries

Financial Summary*Does not include deduction of donations and other expenses

Home Stand 2 (April 27, 2015- May 06, 2015)

During the 2nd home stand, FLAME locations had a total of $94,940.37 in sales, earned a commission of $8,164.89, had a recorded loss of $5,523.02, and received a total of $2,336.29 in commission after deductions. During this home stand FLAME received 29% of their earned commission. $95.40 in lost commission was recovered.

Home Stand 3 (May 19, 2015-May 24, 2015)

During the 3rd home stand, FLAME locations had a total of $76,269.51 in sales (20% reduction), earned a commission of $6,559.33 (20% reduction), had a recorded loss of $4,626.39 (16% reduction), and received a total of $1,983.53 (15% reduction) in commission after deductions. During this home stand FLAME received 30% of their earned commission. This was a 15% reduction in commission and a 16% reduction in losses from the previous home stand. $529.20 in lost commission was recovered.

Home Stand 4 (June 05, 2015-June 11, 2015)

During the 4th home stand, FLAME locations had a total of $97,638.99 (28% improvement) in sales, earned a commission of $9,100.51 (39% improvement), had a recorded loss of $6,615.67 (43% increase), and received a total of $2,336.29 (1% increase) in commission after deductions. During this home stand FLAME received 22% of their earned commission. This was a 27% reduction in commission and a 12% increase in losses from the previous home stand.

Home Stand 5 (June 17, 2015-June 21, 2015)

During the 5th home stand, FLAME locations had a total of $108,656.85 (11% improvement) in sales, earned a commission of $9,344.49 (3% improvement), had a recorded loss of $3851.27 (42% reduction), and received a total of $5,493.22 (173% increase) in commission after deductions. During this home stand FLAME received 59% of their earned commission. This was a 166% improvement in commission and a 47% reduction in losses from the previous home stand. $480.67 in lost commission was recovered.

Home Stand 6 (June 30, 2015- July 05, 2015)

During the 6th home stand, FLAME locations had a total of $102,599.86 (6% reduction) in sales, earned a commission of $8,823.59 (6% reduction), had a recorded loss of $5,051.93 (31% increase), and received a total of $3606.66 (34% reduction) in commission after deductions. During this home stand FLAME received 41% of their earned commission. This was a 30% reduction in commission and a 43% increase in losses from the previous home stand.

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Home Stand 7 (July 17, 2015- July 22, 2015)

During the 7th home stand, FLAME locations had a total of $152,542.42 (49% improvement) in sales, earned a commission of $13,118.65 (49% improvement), had a recorded loss of $7,190.67 (42% increase), and received a total of $5,927.97 (64% increase) in commission after deductions. During this home stand FLAME received 45% of their earned commission. This was an 11% increase in commission and a 7% increase in losses from the previous home stand.

Home Stand 8 (August 3, 2015-August 9, 2015)

During the 8th home stand, FLAME locations had a total of $87,943.76 (42% reduction) in sales, earned a commission of $7,563.16 (42% reduction), had a recorded loss of $ 3991.23(156% reduction), and received a total of $3571.93 (40% reduction) in commission after deductions. During this home stand FLAME received 47% of their earned commission. This was a 40% reduction in commission and a 156% increase in losses from the previous home stand.

Home Stand 9 (August 14, 2015-August 16, 2015)

During the 9th home stand, FLAME locations had a total of $42,196.54 (52% reduction) in sales, earned a commission of $3,628.90 (52% reduction), had a recorded loss of $1,483.32(137% reduction), and received a total of $2,145.58 (40% reduction) in commission after deductions. During this home stand FLAME received 59% of their earned commission. This was a 40% reduction in commission and a 137% reduction in losses from the previous home stand.

Overall

From April 27, 2015 –August 16, 2015, FLAME concession fundraising operations had a total of $762,788.30 in total sales, earned $63,644.57 in commission, had a recorded loss of $34,054.36, and received a total of $30,328.89 in commission after deductions. Of the $34,054.36 in losses, $1,105.27($12,851.98 in sales) (2%) in commission was recoverable. Although, FLAME suffered 53% losses in this time frame, they improved their profits by 30% and had a steady increase of 1% per month.

Jump-Start SummaryMay

# of participants- 2

% of workforce- 8%

June


% of workforce- 48%

July


% of workforce- 64%

August


% of workforce- 24%

Overall

Total # participants- 21

# completed training- 8

% completed training- 38%

# promoted- 3

% promoted- 14%

% retained- 48%

% completing less than 7 days- 62%

18

Charts and Graphs

FinancialsHome Stand 2

27-Apr-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $907.44 $78.04 ($59.72) $18.32 2%231 $2,087.21 $179.50 ($828.38) ($648.88) -31%410 $370.84 $31.89 ($55.09) ($23.19) -6%220 $0.00 $0.00 $0.00 $0.00 0%223 $516.88 $44.45 $1.62 $46.07 9%224 $1,129.05 $97.10 ($106.47) ($9.37) -1%227 $718.78 $61.82 ($90.96) ($29.15) -4%228 $383.72 $33.00 ($83.79) ($50.79) -13%229 $236.60 $20.35 ($9.72) $10.63 4%233 $264.11 $22.71 ($65.73) ($43.02) -16%237 $140.05 $12.04 $5.55 $17.60 13%408 $0.00 $0.00 $0.00 $0.00 0%410 $280.59 $24.13 ($54.62) ($30.49) -11%414 $0.00 $0.00 $0.00 $0.00 0%

Total $7,035.27 $605.03 ($1,347.31) ($742.27) -11%28-Apr-

15 Total Sales Commission Over/(Under) Commission Received Profit/Loss225 $286.63 $24.67 $131.00 $155.67 54%231 $646.43 $55.59 ($8.44) $47.15 7%410 $281.32 $24.19 $124.52 $148.72 53%220 $309.95 $26.66 ($46.99) ($20.33) -7%223 $428.26 $36.83 ($0.46) $36.37 8%224 $461.37 $39.68 ($0.69) $38.98 8%227 $747.57 $64.29 ($121.98) ($57.69) -8%228 $221.74 $19.07 $1.39 $20.46 9%229 $531.04 $45.67 ($188.17) ($142.50) -27%233 $300.71 $25.86 ($28.47) ($2.61) -1%237 $89.81 $7.72 ($18.52) ($10.79) -12%408 $0.00 $0.00 $0.00 $0.00 0%410 $353.75 $30.42 $40.74 $71.16 20%414 $0.00 $0.00 $0.00 $0.00 0%

Total $4,658.58 $400.65 ($116.07) $284.59 6%29-Apr-

15 Total Sales Commission Over/(Under) Commission Received Profit/Loss225 $354.46 $30.48 $97.21 $127.69 36%231 $690.90 $59.42 ($76.60) ($17.18) -2%410 ($542.35) ($46.64) $865.64 $818.99 -151%220 $217.61 $18.71 ($127.07) ($133.35) -61%223 $268.76 $23.11 ($18.75) $4.37 2%224 $546.79 $47.02 ($20.14) $26.89 5%227 $235.19 $20.23 $58.79 $79.02 34%228 $164.55 $14.15 ($75.45) ($61.30) -37%229 $166.14 $14.29 ($94.20) ($79.91) -48%

20

233 $113.20 $9.74 ($37.50) ($27.76) -25%237 $336.01 $28.90 ($181.46) ($152.56) -45%408 $0.00 $0.00 $0.00 $0.00 0%410 $63.90 $5.50 ($18.52) ($13.02) -20%414 $162.76 $14.00 ($118.27) ($104.28) -64%

Total $2,777.92 $238.91 $253.68 $467.60 17%30-Apr-

15Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $530.69 $45.64 ($80.31) ($34.68) -7%231 $996.96 $85.74 ($52.66) $33.08 3%410 $940.61 $80.89 ($220.11) ($139.22) -15%220 $228.25 $19.63 ($15.74) $3.89 2%223 $575.26 $49.47 $37.73 $87.20 15%224 $533.36 $45.87 ($5.79) $40.08 8%227 $244.84 $21.06 ($41.20) ($20.14) -8%228 $675.79 $58.12 ($167.34) ($109.22) -16%229 $219.92 $18.91 ($28.47) ($9.56) -4%233 $201.63 $17.34 ($34.02) ($16.68) -8%237 $207.20 $17.82 $9.49 $27.31 13%408 $0.00 $0.00 $0.00 $0.00 0%410 $121.06 $10.41 ($36.80) ($26.39) -22%414 $101.38 $8.72 ($57.86) ($49.14) -48%

Total $5,576.95 $479.62 ($693.08) ($213.47) -4%1-May-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $1,677.16 $144.24 $883.46 $1,027.69 61%231 $3,535.34 $304.04 ($22.36) $281.68 8%410 $2,272.71 $195.45 ($208.54) ($13.09) -1%220 $741.40 $63.76 $140.03 $203.79 27%223 $1,315.38 $113.12 $7.18 $120.30 9%224 $1,275.66 $109.71 ($118.50) ($8.80) -1%227 $1,286.53 $110.64 $118.97 $229.61 18%228 $1,194.07 $102.69 ($80.08) $22.61 2%229 $1,069.95 $92.02 ($22.22) $69.80 7%233 $774.50 $66.61 $51.61 $14.99 2%237 $1,264.10 $108.71 ($22.68) $86.03 7%408 $0.00 $0.00 $0.00 $0.00 0%410 $0.00 $0.00 $0.00 $0.00 0%414 $690.53 $59.39 ($9.95) $49.43 7%

Total $17,097.33 $1,470.38 $716.92 $2,084.04 12%2-May-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $2,641.33 $227.15 ($75.69) $151.47 6%231 $3,373.83 $290.15 ($1,321.14) ($1,030.99) -31%410 $2,600.91 $223.68 ($327.04) ($103.37) -4%220 $1,020.13 $87.73 ($84.94) $2.79 0%223 $1,120.42 $96.36 ($4.63) $91.73 8%224 $1,439.55 $123.80 ($112.72) $11.08 1%227 $1,377.48 $118.46 ($25.00) $93.47 7%

228 $1,334.39 $114.76 $116.65 $231.41 17%229 $945.57 $81.32 $82.86 ($1.54) 0%233 $615.19 $52.91 $16.20 $69.11 11%237 $1,003.26 $86.28 ($9.03) $77.25 8%408 $954.01 $82.04 ($177.06) ($95.02) -10%410 $839.37 $72.19 $2.31 $74.50 9%414 $654.37 $56.28 ($2.55) $53.73 8%

Total $19,919.81 $1,713.11 ($1,921.78) ($374.38) -2%3-May-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $2,367.96 $203.64 ($68.05) $135.60 6%231 $4,037.17 $347.20 ($168.95) $178.24 4%410 $2,730.38 $234.81 ($820.50) ($585.69) -21%220 $1,293.98 $111.28 ($20.14) $91.15 7%223 $1,206.50 $103.76 $131.47 $235.22 19%224 $1,502.97 $129.26 ($53.47) $75.79 5%227 $1,348.14 $115.94 ($158.55) ($42.61) -3%228 $1,082.88 $93.13 $144.89 $238.02 22%229 $908.11 $78.10 ($4.40) $73.70 8%233 $761.80 $65.51 ($8.80) $56.72 7%237 $789.35 $67.88 ($14.12) $53.77 7%408 $1,638.67 $140.93 ($53.47) $75.79 5%410 $0.00 $0.00 $0.00 $0.00 0%414 $1,558.90 $134.07 $222.66 $356.72 23%

Total $21,226.81 $1,825.51 ($871.43) $942.42 4%4-May-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $575.52 $49.49 ($26.39) $23.11 4%231 $1,630.29 $140.20 ($184.36) ($44.15) -3%410 $483.01 $41.54 ($9.26) $32.28 7%220 $0.00 $0.00 $0.00 $0.00 0%223 $671.84 $57.78 ($211.55) ($153.77) -23%224 $580.07 $49.89 ($28.93) $20.95 4%227 $625.85 $53.82 $12.04 $65.86 11%228 $455.56 $39.18 ($0.23) $38.95 9%229 $232.40 $19.99 ($2.08) $17.90 8%233 $231.95 $19.95 ($73.14) ($53.19) -23%237 $237.94 $20.46 $2.08 $22.55 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $202.78 $17.44 $0.00 $17.44 9%414 $126.39 $10.87 ($56.94) ($46.07) -36%

Total $6,053.60 $520.61 ($578.76) ($58.14) -1%5-May-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $920.81 $79.19 ($471.24) ($392.05) -43%231 $1,016.68 $87.43 ($234.39) ($146.95) -14%410 $205.63 $17.68 ($17.10) $0.56 0%220 $142.81 $12.28 ($4.17) $8.12 6%223 $286.61 $24.65 ($2.55) $22.10 8%224 $303.95 $26.14 ($46.29) ($20.15) -7%

22

227 $477.66 $41.08 ($120.82) ($79.74) -17%228 $201.63 $17.34 $4.86 $22.20 11%229 $299.34 $25.74 ($176.14) ($150.39) -50%233 $138.89 $11.94 $8.80 $20.74 15%237 $235.12 $20.22 ($109.25) ($89.03) -38%408 $0.00 $0.00 $0.00 $0.00 0%410 $141.91 $12.20 ($10.42) $1.79 1%414 $0.00 $0.00 $0.00 $0.00 0%

Total $4,371.04 $375.89 ($1,178.71) ($802.80) -18%6-May-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 ($176.06) ($15.14) $847.81 $832.67 8%231 $1,328.83 $114.28 ($189.67) ($75.39) 3%410 $1,622.01 $139.49 ($392.08) ($252.59) 6%220 $0.00 $0.00 $0.00 $0.00 0%223 $556.67 $47.87 ($145.12) ($97.25) 6%224 $789.82 $67.92 ($233.54) ($165.61) 6%227 $663.57 $57.07 ($18.52) $38.55 -18%228 $692.35 $59.54 $81.01 $140.55 15%229 $458.36 $39.42 ($32.63) $6.78 -2%233 $0.00 $0.00 $0.00 $0.00 0%237 ($5.52) ($0.47) $330.05 $329.58 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $293.03 $25.20 ($33.79) ($8.59) 2%414 $0.00 $0.00 $0.00 $0.00 0%

Total $6,223.06 $535.18 $213.52 $748.70 30%

Home Stand 2

April 27-May 06

Total Sales $94,940.37

Total Commission $8,164.89

Over/(Under) ($5,523.02)

Commission Received $2,336.29

Profit/(Loss) 71%

Commission % 29%

% of Total

BP Sales $54,545.72 57%

BP Commission $4,690.96 57%

BP Over/(Under) ($2,554.59) 46%

BP Commission Received $1,830.79 78%

BP Profit/(Loss) 61% 46%

BP Commission % 39% 78%

% of Total

HS Sales $40,394.65 43%

HS Commission $3,473.93 43%

HS Over/(Under) ($2,968.43) 54%

HS Commission Received $505.50 22%

HS Profit/(Loss) 85% 54%

HS Commission % 15% 22%

24

Home Stand 319-May-

15 Total SalesCommission Over/(Under) Commission Received Profit/Loss

225 $719.34 $61.86 ($45.37) $16.50 2%231 $2,691.07 $231.43 ($525.93) ($294.50) -11%410 $286.90 $24.67 $0.00 $24.67 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $571.35 $49.14 $0.00 $49.14 9%224 $713.64 $61.37 $0.00 $61.37 9%227 $660.70 $56.82 ($127.99) ($71.17) -11%228 $515.40 $44.32 ($100.45) ($56.13) -11%229 $333.58 $28.69 $0.00 $28.69 9%233 $204.88 $17.62 ($0.23) $17.39 8%237 $862.10 $74.17 ($441.84) ($367.70) -43%408 $0.00 $0.00 $0.00 $0.00 0%410 $218.07 $18.75 ($23.61) ($4.85) -2%414 $0.00 $0.00 $0.00 $0.00 0%

Total $7,777.03 $668.84 ($1,265.42) ($596.59) -8%20-May-


225 $1,081.05 $92.97 $0.00 $92.97 9%231 $2,248.30 $193.55 ($415.76) ($222.41) -10%410 $866.28 $74.50 ($12.50) $62.00 7%220 $0.00 $0.00 $0.00 $0.00 0%223 $904.69 $77.80 $0.00 $77.80 9%224 $592.31 $50.94 ($9.72) $41.22 7%227 $795.68 $68.43 ($54.62) $13.81 2%228 $735.40 $63.24 ($77.07) ($13.83) -2%229 $229.40 $19.73 ($9.26) $10.47 5%233 $447.47 $38.48 ($55.55) ($17.07) -4%237 $760.17 $65.37 ($111.56) ($46.19) -6%408 $0.00 $0.00 $0.00 $0.00 0%410 $287.72 $24.74 ($19.21) $5.53 2%414 $0.00 $0.00 $0.00 $0.00 0%

Total $8,948.47 $769.75 ($765.25) $4.30 0%21-May-


225 $866.64 $74.53 $0.00 $74.53 9%231 $1,906.74 $163.98 $0.00 $163.98 9%410 $577.42 $49.66 ($57.40) ($7.74) -1%220 $0.00 $0.00 $0.00 $0.00 0%223 $633.60 $54.49 $0.00 $54.49 9%224 $529.44 $45.53 ($3.47) $42.06 8%

26

227 $378.83 $32.58 ($6.48) $26.10 7%228 $775.05 $66.65 $0.00 $66.65 9%229 $212.50 $18.28 ($18.75) ($0.47) 0%233 $221.32 $19.03 ($9.49) $9.54 4%237 $245.62 $21.12 ($46.52) $25.40 10%408 $0.00 $0.00 $0.00 $0.00 0%410 $213.18 $18.33 $0.00 $18.33 9%414 $0.00 $0.00 $0.00 $0.00 0%

Total $6,560.34 $564.18 ($142.11) $472.87 7%22-May-


225 $1,692.71 $145.57 $0.00 $145.57 9%231 $2,644.47 $227.42 ($25.14) $202.29 8%410 $2,319.75 $199.50 $0.00 $199.50 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,244.67 $107.04 ($3.24) $103.80 8%224 $901.88 $77.56 $0.00 $77.56 9%227 $1,002.83 $86.24 ($52.31) $33.93 3%228 $923.31 $79.40 ($18.05) $61.35 7%229 $552.10 $47.48 $0.00 $47.48 9%233 $535.85 $46.08 ($43.28) $2.80 1%237 $586.32 $50.42 ($0.69) $49.73 8%408 $0.00 $0.00 $0.00 $0.00 0%410 $633.80 $54.51 ($10.65) $43.86 7%414 $0.00 $0.00 $0.00 $0.00 0%

Total $13,037.69 $1,121.22 ($153.36) $967.87 7%23-May-


225 $1,925.26 $165.57 $0.00 $165.57 9%231 $2,804.82 $241.21 ($771.20) ($529.99) -19%410 $2,545.36 $218.90 $0.00 $218.90 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,591.14 $136.84 $0.00 $136.84 9%224 $2,670.29 $229.64 ($19.21) $210.43 8%227 $1,448.15 $124.54 ($2.55) $121.99 8%228 $2,290.72 $197.00 ($125.45) $71.55 3%229 $953.87 $82.03 $0.00 $82.03 9%233 $968.91 $83.33 ($14.81) $68.51 7%237 $1,755.26 $150.95 $0.00 $150.95 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $1,385.18 $119.13 $0.00 $119.13 9%414 $0.00 $0.00 $0.00 $0.00 0%

Total $20,338.96 $1,749.14 ($933.22) $815.91 4%

24-May-15 Total Sales

Commission Over/(Under) Commission Received Profit/Loss

225 $2,820.62 $242.57 ($99.29) $143.28 5%231 $4,198.22 $361.05 ($1,147.84) ($786.80) -19%410 $2,955.71 $254.19 $0.00 $254.19 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,521.98 $130.89 $0.00 $130.89 9%224 $1,804.30 $155.17 $0.00 $155.17 9%227 $1,356.98 $116.70 ($97.91) $18.80 1%228 $1,794.33 $154.31 $0.00 $154.31 9%229 $909.95 $78.26 ($12.27) $65.99 7%233 $738.61 $63.52 $0.00 $63.52 9%237 $673.75 $57.94 ($8.56) $49.38 7%408 $0.00 $0.00 $0.00 $0.00 0%410 $832.57 $71.60 ($1.16) $70.44 8%414 $0.00 $0.00 $0.00 $0.00 0%

Total $19,607.02 $1,686.20 ($1,367.03) $319.17 2%

28

Home Stand 3 Recovered -/+ %

May 19-May 24

Total Sales $76,269.51 -20%

Total Commission $6,559.33 -20%

Over/(Under) ($4,626.39) $612.74 ($4,013.65) -16%

Commission Received $1,983.53 $52.70 $2,036.23 -15%

Profit/(Loss) 70% -2%

Commission % 30% 6%

% of Total

BP Sales $41,118.85 54% -25%

BP Commission $3,536.20 54% -25%

BP Over/(Under) ($1,525.96) 33% -40%

BP Commission Received $2,061.02 104% 13%

BP Profit/(Loss) 42% 33% -32%

BP Commission % 58% 104% 49%

% of Total

HS Sales $35,150.66 46% -13%

HS Commission $3,023.13 46% -13%

HS Over/(Under) ($3,100.43) 67% 4%

HS Commission Received ($77.49) -4% -115%

HS Profit/(Loss) 103% 67% 20%

HS Commission % -3% -4% -118%

Home Stand 45-Jun-

15 Total Sales Commission Over/(Under)Commission Received Profit/Loss

225 $1,800.65 $154.86 ($26.39) $128.47 7%231 $3,558.01 $305.99 ($423.26) ($117.28) -3%410 $2,221.70 $191.07 ($149.29) $41.78 2%220 $0.00 $0.00 $0.00 $0.00 0%

30

223 $1,243.63 $106.95 ($114.57) ($7.62) -1%224 $2,076.64 $178.59 ($43.28) $135.31 7%227 $1,275.21 $109.67 ($2.31) $107.35 8%228 $1,596.58 $137.31 $0.00 $137.31 9%229 $804.20 $69.16 ($64.58) $4.59 1%233 $622.92 $53.57 $0.00 $53.57 9%237 $955.78 $82.20 ($37.50) $44.70 5%408 $0.00 $0.00 $0.00 $0.00 0%410 $1,199.32 $103.14 $0.00 $103.14 9%414 $0.00 $0.00 $0.00 $0.00 0%

Total $17,354.64 $1,492.51 ($861.18) $631.32 4%6-Jun-


225 $2,268.38 $195.08 ($110.17) $84.91 4%231 $3,424.60 $294.52 ($413.08) ($118.56) -3%410 $3,051.88 $262.46 ($7.86) $254.60 8%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,933.53 $166.28 ($30.78) $135.50 7%224 $2,493.95 $214.48 $0.00 $214.48 9%227 $1,324.42 $113.90 ($43.51) $70.39 5%228 $1,378.19 $118.52 ($9.26) $109.27 8%229 $1,017.40 $87.50 ($55.32) $32.18 3%233 $1,268.47 $109.09 ($49.30) $59.79 5%237 $1,425.63 $122.60 ($59.48) $63.12 4%408 $0.00 $0.00 $0.00 $0.00 0%410 $1,855.72 $159.59 ($31.71) $127.88 7%414 $0.00 $0.00 $0.00 $0.00 0%

Total $21,442.17 $1,844.02 ($810.47) $1,033.56 5%7-Jun-


225 $1,993.21 $171.42 ($22.22) $149.20 7%231 $2,942.38 $253.04 ($549.06) ($296.02) -10%410 $1,514.80 $130.27 $0.00 $130.27 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,120.05 $96.32 $0.00 $96.32 9%224 $1,573.04 $135.28 ($60.87) $74.41 5%227 $1,128.86 $97.08 ($120.12) ($23.04) -2%228 $1,599.26 $137.54 ($187.71) ($50.17) -3%229 $646.48 $55.60 $0.00 $55.60 9%233 $686.99 $59.08 ($79.62) ($20.54) -3%237 $406.28 $34.94 ($12.50) $22.44 6%408 $0.00 $0.00 $0.00 $0.00 0%410 $429.61 $36.95 ($30.55) $6.39 1%

414 $0.00 $0.00 $0.00 $0.00 0%Total $14,040.96 $1,207.52 ($1,062.65) $144.86 1%

8-Jun-15 Total Sales Commission Over/(Under)

Commission Received Profit/Loss

225 $1,265.02 $108.79 ($1.85) $106.94 8%231 $1,462.98 $125.82 ($524.31) ($398.49) 0%410 $1,387.79 $119.35 ($107.16) $12.19 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $790.48 $67.98 ($4.17) $63.82 8%224 $862.85 $74.21 $0.00 $74.21 9%227 $749.87 $64.49 ($58.79) $5.70 1%228 $996.12 $85.67 $0.00 $85.67 9%229 $233.25 $0.00 ($0.25) $357.09 153%233 $417.56 $35.91 ($34.95) $0.96 0%237 $406.28 $34.94 ($12.50) $22.44 6%408 $0.00 $0.00 $0.00 $0.00 0%410 $429.61 $36.95 ($30.55) $6.39 1%414 $0.00 $0.00 $0.00 $0.00 0%

Total $9,001.81 $754.11 ($774.53) $336.92 4%9-Jun-


225 $1,875.77 $161.32 ($110.63) $50.68 3%231 $2,352.12 $202.28 ($155.69) $46.59 2%410 $1,854.97 $159.53 ($61.10) $98.42 5%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,184.04 $101.83 $0.00 $101.83 9%224 $940.97 $80.92 ($20.83) $60.09 6%227 $757.30 $65.13 ($59.72) $5.41 1%228 $692.09 $59.52 ($33.79) $25.73 4%229 $553.75 $47.62 ($51.85) ($4.22) -1%233 $398.15 $34.24 ($0.69) $33.55 8%237 $408.81 $35.16 $0.00 $35.16 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $391.63 $33.68 ($49.07) ($15.39) -4%414 $0.00 $0.00 $0.00 $0.00 0%

Total $7,181.71 $617.63 ($277.05) $340.58 5%10-Jun-


225 $1,621.96 $139.49 ($108.00) $31.49 2%231 $1,863.83 $160.29 ($237.15) ($76.86) -4%410 $900.22 $77.42 ($17.75) $59.67 7%220 $0.00 $0.00 $0.00 $0.00 0%223 $731.40 $62.90 ($0.75) $62.15 8%

32

224 $979.11 $84.20 ($44.75) $39.45 4%227 $632.27 $54.38 ($110.50) ($56.12) -9%228 $903.44 $77.70 $0.00 $77.70 9%229 $342.47 $29.45 ($9.00) $20.45 6%233 $198.49 $17.07 ($14.75) $2.32 1%237 $507.15 $43.61 ($71.00) ($27.39) -5%408 $0.00 $0.00 $0.00 $0.00 0%410 $493.58 $42.45 $0.00 $42.45 9%414 $0.00 $0.00 $0.00 $0.00 0%

Total $9,173.92 $788.96 ($613.65) $175.31 2%11-Jun-


225 $3,024.65 $260.12 ($164.33) $95.79 3%231 $4,828.03 $415.21 ($1,622.08) ($1,206.87) -25%410 $3,631.92 $312.34 ($27.54) $284.80 8%220 $0.00 $0.00 $0.00 $0.00 0%223 $899.77 $77.98 ($13.19) $64.19 7%224 $1,224.05 $105.27 ($34.49) $70.78 6%227 $906.71 $77.98 ($35.18) $42.80 5%228 $906.40 $77.95 ($10.88) $67.07 7%229 $526.85 $45.31 $0.00 $45.31 9%233 $433.72 $37.30 ($14.12) $23.18 5%237 $717.45 $61.70 ($19.44) $42.26 6%408 $0.00 $0.00 $0.00 $0.00 0%410 $116.19 $9.99 ($45.83) ($35.84) -31%414 $0.00 $0.00 $0.00 $0.00 0%

Total $17,215.74 $1,481.15 ($1,987.08) ($506.53) -3%


June 5-June 11

Total Sales $97,638.99 28%

Total Commission $9,100.51 39%

Over/(Under) ($6,615.67) 43%

Commission Received $2,012.29 1%

Profit/(Loss) 78% 12%

Commission % 22% -27%

% of Total

BP Sales $50,793.97 52% 24%

BP Commission $4,348.83 48% 23%

BP Over/(Under) ($1,814.01) 27% 19%




% of Total

HS Sales $48,844.87 50% 39%

HS Commission $4,200.67 46% 39%

HS Over/(Under) ($4,838.92) 73% 56%

HS Commission Received ($638.28) -32% 724%


HS Commission % -15% -32% 493%

34

Home Stand 517-Jun-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $2,758.39 $237.22 ($373.50) ($136.28) -5%231 $3,617.91 $311.14 ($204.01) $107.13 3%410 $1,586.77 $136.46 ($12.00) $124.46 8%

220 $0.00 $0.00 $0.00 $0.00 0%223 $1,636.91 $140.77 $0.00 $140.77 9%224 $1,963.97 $168.90 ($35.00) $133.90 7%227 $1,441.64 $123.98 $0.00 $123.98 9%228 $2,106.57 $181.17 $0.00 $181.17 9%229 $1,018.44 $87.59 ($31.50) $56.09 6%233 $609.96 $52.46 ($76.50) ($24.04) -4%237 $764.06 $65.71 ($7.25) $58.46 8%408 $636.18 $54.71 ($12.50) $42.21 300%410 $892.40 $76.75 ($54.00) $22.75 3%414 $0.00 $0.00 $0.00 $0.00 0%

Total $19,033.20 $1,636.86 ($806.26) $830.60 4%18-Jun-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $3,457.36 $297.33 ($61.75) $235.58 7%231 $5,288.29 $454.79 ($280.39) $174.40 3%410 $2,328.29 $200.23 $0.00 $200.23 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $2,144.98 $184.47 ($24.50) $159.97 7%224 $2,392.00 $205.71 ($249.00) ($43.29) -2%227 $1,323.42 $113.81 $0.00 $113.81 9%228 $2,444.44 $210.22 ($16.25) $193.97 8%229 $1,210.26 $104.08 ($51.50) $52.58 4%233 $906.66 $77.97 ($53.00) $24.97 3%237 $1,452.68 $124.93 ($40.75) $84.18 6%408 $1,008.32 $86.72 $0.00 $86.72 0%410 $493.35 $42.43 ($56.25) ($13.82) -3%414 $0.00 $0.00 $0.00 $0.00 0%

Total $24,450.05 $2,102.70 ($833.39) $1,269.31 5%19-Jun-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $2,148.89 $184.80 $0.00 $184.80 9%231 $3,741.88 $321.80 ($68.26) $253.54 7%410 $1,325.95 $114.03 ($51.00) $63.03 5%220 $0.00 $0.00 $0.00 $0.00 0%223 $979.11 $84.20 ($46.50) $37.70 4%224 $1,642.43 $141.25 ($9.50) $131.75 8%227 $1,239.70 $106.61 ($67.00) $39.61 3%228 $1,395.41 $120.01 ($45.75) $74.26 5%229 $648.60 $55.78 $0.00 $55.78 9%233 $814.66 $70.06 ($151.25) ($81.19) -10%237 $743.82 $63.97 ($83.75) ($19.78) -3%408 $244.49 $21.03 ($56.75) ($35.72) 0%

36

410 $783.15 $67.35 ($18.25) $49.10 6%414 $0.00 $0.00 $0.00 $0.00 0%

Total $15,708.09 $1,350.90 ($598.01) $752.89 5%20-Jun-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $3,417.11 $293.87 ($47.00) $246.87 7%231 $5,311.59 $456.80 ($22.72) $434.08 8%410 $3,967.50 $341.21 $0.00 $341.21 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $2,450.65 $210.76 $0.00 $210.76 9%224 $2,664.32 $229.13 ($72.50) $156.63 6%227 $2,450.88 $210.78 ($182.00) $28.78 1%228 $3,175.61 $273.10 $0.00 $273.10 9%229 $1,658.99 $142.67 ($146.25) ($3.58) 0%233 $1,476.83 $127.01 ($6.50) $120.51 8%237 $2,286.20 $196.61 ($209.50) ($12.89) -1%408 $1,196.46 $102.90 $0.00 $102.90 0%410 $1,991.11 $171.24 $0.00 $171.24 9%414 $0.00 $0.00 $0.00 $0.00 0%

Total $32,047.25 $2,756.06 ($686.47) $2,069.59 6%21-Jun-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

225 $2,880.06 $247.69 ($130.50) $117.19 4%231 $3,892.42 $334.75 ($107.64) $227.11 6%410 $1,814.93 $156.08 ($152.50) $3.58 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,119.41 $96.27 ($38.00) $58.27 5%224 $1,920.27 $165.14 ($64.75) $100.39 5%227 $1,047.65 $90.10 ($66.75) $23.35 2%228 $1,530.19 $131.60 ($84.25) $47.35 3%229 $540.96 $46.52 ($19.25) $27.27 5%233 $759.23 $65.29 ($71.50) ($6.21) -1%237 $575.69 $49.51 ($9.25) $40.26 7%408 $688.16 $59.18 ($97.00) ($37.82) 0%410 $649.29 $55.84 ($85.75) ($29.91) -5%414 $0.00 $0.00 $0.00 $0.00 0%

Total $17,418.26 $1,497.97 ($927.14) $570.83 3%


June 17- June 21

Total Sales $108,656.85 11%


Over/(Under) ($3,851.27) -42%



Commission % 59% 166%

% of Total

BP Sales $61,119.51 56% 20%

BP Commission $5,256.28 56% 21%

BP Over/(Under) ($2,340.00) 61% 29%


BP Profit/(Loss) 45% 61% 33%

BP Commission % 55% 53% -17%

% of Total

HS Sales $47,537.34 44% -3%

HS Commission $4,088.21 44% -3%

HS Over/(Under) ($1,511.27) 39% -69%

HS Commission Received $2,576.94 47% 504%

HS Profit/(Loss) 37% 39% -68%

HS Commission % 63% 47% 515%

38

Home Stand 630-Jun-

15 Total Sales Commission Over/(Under) Commission Received Profit/Loss129 $1,508.96 $129.77 ($41.20) $88.57 6%

225 $1,772.84 $152.46 ($35.64) $116.82 7%231 $3,622.30 $311.52 ($117.62) $193.89 5%410 $1,208.52 $103.93 $0.00 $103.93 9%129 $878.44 $75.55 ($184.01) ($108.46) -12%220 $0.00 $0.00 $0.00 $0.00 0%223 $856.92 $73.70 ($2.31) $71.38 8%224 $1,194.89 $102.76 ($28.70) $74.06 6%227 $913.51 $78.56 ($5.55) $73.01 8%228 $1,188.79 $102.24 $0.00 $102.24 9%229 $351.15 $30.20 ($166.18) ($135.98) -39%233 $283.09 $24.35 ($91.66) ($67.31) -24%237 $468.00 $40.25 ($19.91) $20.34 4%408 $0.00 $0.00 $0.00 $0.00 0%410 $518.97 $44.63 ($52.54) ($7.91) -2%414 $0.00 $0.00 $0.00 $0.00 0%

Total $13,257.42 $1,140.15 ($704.12) $436.01 3%1-Jul-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $1,360.51 $117.00 $0.00 $117.00 9%225 $1,370.11 $117.83 ($42.12) $75.70 6%231 $2,155.32 $185.36 ($237.98) ($52.62) -2%410 $677.91 $58.30 $0.00 $58.30 9%129 $384.20 $33.04 ($61.57) ($28.53) -7%220 $0.00 $0.00 $0.00 $0.00 0%223 $497.46 $42.78 ($5.09) $37.69 8%224 $530.25 $45.60 ($19.21) $26.39 5%227 $569.22 $48.95 ($116.88) ($67.93) -12%228 $499.00 $42.91 ($68.51) ($25.60) -5%229 $334.26 $28.75 ($8.80) $19.95 6%233 $407.35 $35.03 ($101.38) ($66.34) -16%237 $322.16 $27.71 $0.00 $27.71 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $0.00 $0.00 $0.00 $0.00 0%414 $0.00 $0.00 $0.00 $0.00 0%

Total $7,747.24 $666.26 ($661.54) $4.72 0%2-Jul-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $1,083.89 $93.21 ($25.00) $33.22 3%225 $1,865.98 $160.47 ($17.36) $143.12 8%231 $2,589.82 $222.72 $0.00 $222.72 9%410 $686.89 $59.07 ($49.52) $9.55 1%129 $615.71 $52.95 ($139.80) ($86.85) -14%220 $0.00 $0.00 $0.00 $0.00 0%223 $646.31 $55.58 $0.00 $55.58 9%224 $765.26 $65.81 ($94.90) ($29.08) -4%227 $776.04 $66.74 $0.00 $66.74 9%228 $737.04 $63.39 ($71.75) ($8.37) -1%229 $379.22 $32.61 $0.00 $32.61 9%233 $367.31 $31.59 ($196.04) ($164.45) -45%237 $425.88 $36.63 ($55.55) ($18.92) -4%

40

408 $0.00 $0.00 $0.00 $0.00 0%410 $428.70 $36.87 ($54.16) ($17.29) -4%414 $0.00 $0.00 $0.00 $0.00 0%

Total $10,284.16 $884.43 ($679.08) $205.36 2%3-Jul-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $2,302.33 $198.00 ($142.30) $55.70 2%225 $3,248.95 $279.41 ($23.61) $255.80 8%231 $5,699.60 $490.17 $0.00 $490.17 9%410 $2,493.12 $214.41 $0.00 $214.41 9%129 $1,862.15 $160.14 ($74.99) $85.15 5%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,731.92 $148.95 ($37.73) $111.22 6%224 $1,762.68 $151.59 ($156.69) ($5.10) 0%227 $1,835.86 $157.88 ($10.88) $147.01 8%228 $2,267.85 $195.04 ($67.12) $127.91 6%229 $902.34 $77.60 ($61.10) $16.50 2%233 $730.08 $62.79 ($145.58) ($82.80) -11%237 $1,398.87 $120.30 ($265.71) ($145.41) -10%408 $0.00 $0.00 $0.00 $0.00 0%410 $858.81 $73.86 ($122.44) ($48.58) -6%414 $0.00 $0.00 $0.00 $0.00 0%

Total $27,094.56 $2,330.14 ($1,108.15) $1,221.98 5%4-Jul-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $2,726.40 $234.47 ($2.13) $232.34 9%225 $3,690.07 $317.35 ($389.34) ($72.00) -2%231 $4,915.45 $422.73 ($9.96) $412.77 8%410 $3,382.52 $290.90 $0.00 $290.90 9%129 $1,841.93 $158.41 ($146.05) $12.36 1%220 $0.00 $0.00 $0.00 $0.00 0%223 $2,109.89 $181.45 ($16.20) $165.25 8%224 $2,086.35 $179.43 ($116.42) $63.00 3%227 $1,808.14 $155.50 $0.00 $155.50 9%228 $2,468.58 $212.30 ($106.24) $106.06 4%229 $1,330.50 $114.42 ($68.97) $45.45 3%233 $832.30 $71.58 ($72.21) ($0.64) 0%237 $1,375.95 $118.33 ($89.80) $28.53 2%408 $0.00 $0.00 $0.00 $0.00 0%410 $1,070.39 $92.05 ($184.01) ($91.95) -9%414 $0.00 $0.00 $0.00 $0.00 0%


129 $461.66 $39.70 $0.00 $234.70 51%225 $1,410.51 $121.30 ($56.24) $65.06 5%231 $2,735.82 $235.28 ($139.00) $96.28 4%410 $1,461.15 $125.66 $0.00 $125.66 9%129 $495.81 $42.64 ($74.07) ($31.43) -6%220 $0.00 $0.00 $0.00 $0.00 0%

223 $601.12 $51.70 ($8.33) $43.36 7%224 $933.77 $80.30 ($51.38) $28.92 3%227 $738.56 $63.52 ($126.84) ($63.32) -9%228 $585.35 $50.34 ($86.80) ($36.45) -6%229 $365.98 $31.47 ($115.26) ($83.79) -23%233 $319.44 $27.47 ($208.77) ($181.30) -57%237 $239.11 $20.56 $0.00 $20.56 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $276.37 $23.77 ($89.80) ($66.04) -24%414 $0.00 $0.00 $0.00 $0.00 0%

Total $10,162.99 $874.01 ($956.49) ($82.49) -1%


42

June 30- July 5

Total Sales $102,599.86 -6%


Over/(Under) ($5,051.93) 31%

Commission Received $3,606.66 -34%

Profit/(Loss) 59% 43%


% of Total

BP Sales $48,169.23 47% -21%

BP Commission $4,142.57 47% -21%

BP Over/(Under) ($4,047.89) 80% 73%

BP Commission Received $94.65 3% -97%



% of Total

HS Sales $54,430.63 53% 15%

HS Commission $4,681.02 53% 15%

HS Over/(Under) ($1,329.02) 26% -12%




Home Stand 717-Jul-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $3,059.60 $263.13 ($842.30) ($579.17) -19%225 $3,844.06 $330.59 ($32.73) $116.82 3%231 $6,295.66 $541.43 ($2.31) $193.89 3%410 $4,306.01 $370.32 ($32.68) $337.64 8%129 $1,859.97 $159.96 ($38.19) $121.77 7%220 $0.00 $0.00 $0.00 $0.00 0%223 $2,905.47 $249.87 $0.00 $249.87 9%224 $2,675.35 $230.08 ($65.96) $164.12 6%227 $1,411.14 $121.36 ($50.55) $121.36 9%228 $3,055.65 $262.79 ($14.55) $248.24 8%229 $2,225.70 $191.41 ($43.74) $147.67 7%

44

233 $0.00 $0.00 $0.00 $0.00 0%237 $2,939.95 $252.84 $0.00 $252.84 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $1,899.88 $163.39 ($232.19) $68.80 4%414 $0.00 $0.00 $0.00 $0.00 0%

Total $33,418.84 $2,874.04 ($512.90) $2,023.02 6%18-Jul-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $1,815.81 $156.16 ($585.00) ($428.84) -24%225 $4,100.93 $352.68 $0.00 $352.68 9%231 $6,286.47 $540.64 ($65.03) $475.61 8%410 $4,642.88 $399.29 $0.00 $399.29 9%129 $2,335.96 $200.89 ($218.96) $0.00 -18%220 $0.00 $0.00 $0.00 $0.00 0%223 $2,439.99 $209.84 ($33.56) $176.28 7%224 $3,309.15 $284.59 ($658.02) ($373.44) -11%227 $2,044.93 $175.86 $0.00 $175.86 9%228 $3,389.23 $291.47 ($20.83) $270.64 8%229 $2,492.87 $214.39 $0.00 $214.39 9%233 $2,200.53 $189.25 $0.00 $189.25 9%237 $2,879.49 $247.64 $0.00 $247.64 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $1,912.49 $164.47 ($193.73) ($29.25) 0%414 $0.00 $0.00 $0.00 $0.00 0%


129 $2,191.04 $188.43 ($640.24) ($451.81) -21%225 $2,976.58 $255.99 $0.00 $255.99 9%231 $4,802.25 $412.99 ($538.28) ($125.28) -3%410 $2,586.66 $222.45 $0.00 $222.45 9%129 $843.34 $72.53 ($25.46) $47.07 6%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,076.61 $92.59 $29.16 $63.43 6%224 $1,104.55 $94.99 $0.00 $94.99 9%227 $1,116.87 $96.05 $0.00 $96.05 9%228 $1,773.81 $152.55 ($14.81) $137.73 8%229 $823.81 $70.85 $0.00 $70.85 9%233 $1,076.61 $92.59 ($29.16) $63.43 6%237 $943.62 $81.15 $0.00 $81.15 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $443.94 $38.18 ($14.81) $23.37 5%414 $0.00 $0.00 $0.00 $0.00 0%


129 $1,051.20 $90.40 ($209.70) ($119.29) -11%

225 $2,249.56 $193.46 ($61.10) $132.36 6%231 $2,983.44 $256.58 $0.00 $256.58 9%410 $1,276.34 $109.77 ($79.62) $30.15 2%129 $598.51 $51.47 $0.00 $51.47 9%220 $0.00 $0.00 $0.00 $0.00 0%223 $342.56 $29.46 ($43.28) ($13.82) -4%224 $1,104.55 $94.99 $0.00 $94.99 9%227 $1,116.87 $96.05 $0.00 $96.05 9%228 $1,281.71 $110.23 $0.00 $110.23 9%229 $618.14 $53.16 ($45.46) $7.70 1%233 $342.56 $29.46 ($43.28) ($13.82) -4%237 $252.73 $21.73 $0.00 $21.73 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $276.86 $23.81 ($79.39) ($55.58) -20%414 $0.00 $0.00 $0.00 $0.00 0%

Total $13,495.03 $1,160.57 ($561.83) $598.75 4%21-Jul-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $1,159.47 $99.71 ($909.00) ($810.13) -70%225 $3,962.95 $340.81 $0.00 $340.81 9%231 $5,187.97 $446.17 $0.00 $446.17 9%410 $2,343.62 $201.55 ($66.89) $134.66 6%129 $1,281.60 $110.22 ($25.46) $84.76 7%220 $0.00 $0.00 $0.00 $0.00 0%223 $2,171.27 $186.73 $0.00 $186.73 9%224 $2,213.43 $190.36 ($51.61) $138.74 6%227 $1,893.37 $162.83 ($19.21) $143.62 8%228 $1,599.83 $137.59 $0.00 $137.59 9%229 $223.31 $19.20 ($4.26) $14.94 7%233 $1,029.37 $88.53 $0.00 $88.53 9%237 $1,540.17 $132.45 $0.00 $132.45 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $583.07 $50.14 ($22.91) $27.23 5%414 $0.00 $0.00 $0.00 $0.00 0%


129 $1,034.04 $88.93 ($734.90) ($645.98) -62%225 $1,825.14 $156.96 $0.00 $156.96 9%231 $3,649.06 $313.82 ($85.61) $228.21 6%410 $1,404.84 $120.82 $0.00 $120.82 9%129 $396.25 $34.08 ($13.19) $20.88 5%220 $0.00 $0.00 $0.00 $0.00 0%223 $795.86 $68.44 $0.00 $68.44 9%224 $1,288.79 $110.84 $0.00 $110.84 9%227 $447.37 $38.47 ($0.69) $37.78 8%

46

228 $748.73 $64.39 $0.00 $64.39 9%229 $333.33 $28.67 ($25.69) $2.98 1%233 $0.00 $0.00 $0.00 $0.00 0%237 $330.02 $28.38 ($127.07) ($98.69) -30%408 $0.00 $0.00 $0.00 $0.00 0%410 $384.49 $33.07 ($159.01) ($125.94) -33%414 $0.00 $0.00 $0.00 $0.00 0%

Total $11,603.88 $997.94 ($411.26) $586.67 5%


July 17-July 22

Total Sales $152,542.42 49%


Over/(Under) ($7,190.67) 42%



Commission % 45% 11%

% of Total

BP Sales $74,375.66 49% 54%

BP Commission $6,396.33 49% 54%

BP Over/(Under) ($2,285.87) 32% -44%




% of Total

HS Sales $75,035.58 49% 38%

HS Commission $6,453.08 49% 38%

HS Over/(Under) ($4,885.39) 68% 268%

HS Commission Received $1,040.59 18% -70%


HS Commission % 16% 36% -79%

48

Home Stand 83-Aug-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $0.00 $0.00 $0.00 $0.00 0%225 $1,792.34 $125.91 ($39.81) $114.33 6%231 $2,606.36 $224.15 $0.00 $224.15 9%410 $633.67 $54.50 $0.00 $54.50 9%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $740.99 $63.73 $63.73 $43.36 6%224 $1,464.12 $125.91 ($111.10) $14.82 1%227 $604.66 $52.00 ($27.54) $24.46 4%228 $323.61 $27.83 $27.77 $0.06 0%

229 $472.17 $40.61 ($73.14) ($32.53) -7%233 $343.51 $29.54 ($9.03) $20.52 6%237 $537.61 $46.23 $0.00 $46.23 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $185.41 $15.95 ($20.60) ($4.65) -3%414 $0.00 $0.00 $0.00 $0.00 0%

Total $9,704.45 $806.36 ($189.72) $505.25 5%4-Aug-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $0.00 $0.00 $0.00 $0.00 0%225 $1,047.78 $90.11 $0.00 $90.11 9%231 $1,595.22 $137.19 $0.00 $137.19 9%410 $634.36 $54.56 $0.00 $54.56 9%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $822.72 $70.75 ($21.29) $49.46 6%224 $860.62 $74.01 $0.00 $74.01 9%227 $447.39 $38.48 ($52.08) ($13.60) -3%228 $323.61 $27.83 $27.77 $0.06 0%229 $454.11 $39.05 ($67.35) ($28.30) -6%233 $547.14 $47.11 ($221.73) ($174.63) -32%237 $384.22 $33.04 ($9.26) $23.78 6%408 $0.00 $0.00 $0.00 $0.00 0%410 $140.95 $12.12 ($10.42) $1.71 1%414 $0.00 $0.00 $0.00 $0.00 0%


129 $0.00 $0.00 $0.00 $0.00 0%225 $863.17 $74.23 ($10.65) $63.59 7%231 $1,362.86 $117.21 $0.00 $117.21 9%410 $645.23 $55.49 $0.00 $55.49 9%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $689.34 $59.28 ($1.16) $58.13 8%224 $939.85 $80.83 ($18.75) $62.08 7%227 $255.03 $21.93 $0.00 $21.93 9%228 $0.00 $0.00 $0.00 $0.00 0%229 $300.26 $25.82 ($14.81) $11.01 4%233 $276.12 $23.75 ($46.29) ($22.54) -8%237 $260.40 $22.39 $0.00 $22.39 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $168.75 $14.51 ($22.45) ($7.94) -5%414 $0.00 $0.00 $0.00 $0.00 0%


50

129 $0.00 $0.00 $0.00 $0.00 0%225 $1,264.84 $108.78 ($150.83) ($42.05) -3%231 $2,405.29 $206.85 $0.00 $206.85 9%410 $645.23 $55.49 $0.00 $55.49 9%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,048.18 $90.14 ($0.23) $89.91 9%224 $1,390.24 $119.56 ($32.17) $87.39 6%227 $687.18 $59.10 ($0.23) $58.87 9%228 $0.00 $0.00 $0.00 $0.00 0%229 $470.36 $40.54 $0.00 $40.54 9%233 $554.61 $47.70 $0.00 $47.70 9%237 $424.05 $36.47 ($18.52) $17.95 4%408 $0.00 $0.00 $0.00 $0.00 0%410 $140.74 $12.10 ($10.88) $1.23 1%414 $0.00 $0.00 $0.00 $0.00 0%


129 $0.00 $0.00 $0.00 $0.00 0%225 $1,668.33 $143.48 $0.00 $143.48 9%231 $3,054.69 $262.70 ($107.62) $155.09 5%410 $1,214.39 $104.44 $0.00 $104.44 9%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,022.03 $87.89 $0.00 $87.89 9%224 $1,420.58 $122.17 $0.93 $121.24 9%227 $1,069.99 $92.02 ($56.71) $35.31 3%228 $0.00 $0.00 $0.00 $0.00 0%229 $389.11 $33.46 $0.00 $33.46 9%233 $462.29 $39.76 ($18.75) $21.01 5%237 $530.98 $45.66 ($446.47) ($400.81) -75%408 $0.00 $0.00 $0.00 $0.00 0%410 $260.63 $22.41 $0.00 $22.41 9%414 $0.00 $0.00 $0.00 $0.00 0%


129 $0.00 $0.00 $0.00 $0.00 0%225 $5,533.63 $475.89 ($186.35) $289.54 5%231 $8,312.60 $714.88 $0.00 $714.88 9%410 $3,634.00 $312.52 $0.00 $312.52 9%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,995.49 $171.61 $0.00 $171.61 9%224 $2,404.97 $206.83 ($0.23) $206.60 9%

227 $1,069.99 $92.02 ($56.71) $35.31 3%228 $0.00 $0.00 $0.00 $0.00 0%229 $1,714.66 $147.46 ($68.46) $79.00 5%233 $3,008.40 $258.72 $0.00 $258.72 9%237 $2,578.40 $221.74 ($2.50) $219.24 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $1,560.04 $134.16 ($15.04) $119.12 8%414 $0.00 $0.00 $0.00 $0.00 0%

Total $31,812.18 $2,735.83 ($329.29) $2,406.54 8%9-Aug-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $0.00 $0.00 $0.00 $0.00 0%225 $2,070.19 $178.04 ($367.78) ($189.74) -9%231 $3,006.41 $258.55 $0.00 $258.55 9%410 $2,471.73 $212.57 ($34.49) $178.08 7%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $850.60 $73.15 $0.00 $73.15 9%224 $1,308.18 $112.50 $0.00 $112.50 9%227 $846.14 $72.77 $0.00 $72.77 9%228 $0.00 $0.00 $0.00 $0.00 0%229 $561.66 $48.30 $0.00 $48.30 9%233 $824.42 $70.90 $0.00 $70.90 9%237 $406.55 $34.96 $0.00 $34.96 9%408 $0.00 $0.00 $0.00 $0.00 0%410 $514.32 $44.23 $0.00 $44.23 9%414 $0.00 $0.00 $0.00 $0.00 0%

Total $12,860.20 $1,105.97 ($402.27) $703.70 5%


August 3-August 9

Total Sales $87,943.76 -42%


Over/(Under) $3,991.23 -156%


52



% of Total

BP Sales $40,733.77 46% -45%

BP Commission $3,503.11 46% -45%

BP Over/(Under) ($3,027.98) 76% 32%

BP Commission Received $475.13 13% -89%



% of Total

HS Sales $46,462.32 53% -38%

HS Commission $3,995.77 53% -38%

HS Over/(Under) ($897.53) 22% -82%




Home Stand 914-Aug-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $0.00 $0.00 $0.00 $0.00 0%225 $3,060.38 $263.19 ($141.35) $121.84 4%231 $4,498.47 $386.87 ($148.45) $238.42 5%410 $2,108.64 $181.34 ($264.25) ($82.91) -4%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,365.74 $117.45 ($8.00) $109.45 8%224 $1,838.62 $158.12 $0.00 $158.12 9%227 $1,472.46 $126.63 ($88.00) $38.63 3%228 $0.00 $0.00 $0.00 $0.00 0%229 $1,187.49 $102.12 ($15.00) $87.12 7%233 $823.17 $70.79 $0.00 $70.79 9%237 $928.74 $79.87 ($31.50) $48.37 5%408 $0.00 $0.00 $0.00 $0.00 0%410 $680.11 $58.49 ($26.50) $31.99 5%414 $0.00 $0.00 $0.00 $0.00 0%

Total $17,963.82 $1,544.89 ($723.05) $821.84 5%

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15-Aug-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss129 $0.00 $0.00 $0.00 $0.00 0%225 $2,278.38 $195.94 ($144.00) $51.94 2%231 $3,265.12 $280.80 $0.00 $280.80 9%410 $1,517.08 $130.47 $0.00 $130.47 9%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $1,545.60 $132.92 ($13.50) $119.42 8%224 $1,822.98 $156.78 ($8.00) $148.78 8%227 $1,027.41 $88.36 $0.00 $88.36 9%228 $0.00 $0.00 $0.00 $0.00 0%229 $588.11 $50.58 ($18.50) $32.08 5%233 $756.70 $65.08 $0.00 $65.08 9%237 $1,052.71 $90.53 ($48.50) $42.03 4%408 $0.00 $0.00 $0.00 $0.00 0%410 $782.92 $67.33 ($19.50) $47.83 6%414 $0.00 $0.00 $0.00 $0.00 0%

Total $14,637.01 $1,258.78 ($252.00) $1,006.78 7%16-Aug-15 Total Sales Commission Over/(Under) Commission Received Profit/Loss

129 $0.00 $0.00 $0.00 $0.00 0%225 $1,443.48 $124.14 ($55.02) $69.12 5%231 $1,932.34 $166.18 $0.00 $166.18 9%410 $1,465.10 $126.00 ($5.90) $120.10 8%129 $0.00 $0.00 $0.00 $0.00 0%220 $0.00 $0.00 $0.00 $0.00 0%223 $819.03 $70.44 ($12.25) $58.19 7%224 $894.47 $76.92 ($15.25) $61.67 7%227 $969.22 $83.35 ($30.00) $53.35 6%228 $0.00 $0.00 $0.00 $0.00 0%229 $526.47 $45.28 $0.00 $45.28 9%233 $754.40 $64.88 ($144.50) ($79.62) -11%237 $378.35 $32.54 ($53.00) ($20.46) -5%408 $0.00 $0.00 $0.00 $0.00 0%410 $412.85 $35.51 ($65.00) ($29.49) -7%414 $0.00 $0.00 $0.00 $0.00 0%

Total $9,595.71 $825.23 ($380.92) $444.31 5%


August 14-August 16

Total Sales $42,196.54 -52%


Over/(Under) ($1,483.32) -137%




% of Total

BP Sales $20,627.55 49% -49%

BP Commission $1,773.97 49% -49%

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BP Over/(Under) ($724.35) 49% -76%




% of Total

HS Sales $21,568.99 51% -54%

HS Commission $1,854.93 51% -54%

HS Over/(Under) ($758.97) 51% -15%

HS Commission Received $1,095.96 51% -65%


HS Commission % 59% 51% -65%

Date Revenue Loss Commission

27-Apr-15 $605.03 ($1,347.31) ($742.27)

28-Apr-15 $400.65 ($116.07) $284.59

29-Apr-15 $238.91 $0.00 $467.60

30-Apr-15 $479.62 ($693.08) ($213.47)

1-May-15 $1,470.38 $0.00 $2,084.04

2-May-15 $1,713.11 ($1,921.78) ($374.38)

3-May-15 $1,825.51 ($871.43) $942.42

4-May-15 $520.61 ($578.76) ($58.14)

5-May-15 $375.89 ($1,178.71) ($802.80)

6-May-15 $535.18 $0.00 $748.70

19-May-15 $668.84 ($1,265.42) ($596.59)

20-May-15 $769.75 ($765.25) $4.30

21-May-15 $564.18 ($142.11) $472.87

22-May-15 $1,121.22 ($153.36) $967.87

23-May-15 $1,749.14 ($933.22) $815.91

24-May-15 $1,686.20 ($1,367.03) $319.17

5-Jun-15 $1,492.51 ($861.18) $631.32

58

6-Jun-15 $1,844.02 ($810.47) $1,033.56

7-Jun-15 $1,207.52 ($1,062.65) $144.86

8-Jun-15 $754.11 ($774.53) $336.92

9-Jun-15 $617.63 ($277.05) $340.58

10-Jun-15 $788.96 ($613.65) $175.31

11-Jun-15 $1,481.15 ($1,987.08) ($506.53)

17-Jun-15 $1,636.86 ($806.26) $830.60

18-Jun-15 $2,102.70 ($833.39) $1,269.31

19-Jun-15 $1,350.90 ($598.01) $752.89

20-Jun-15 $2,756.06 ($686.47) $2,069.59

21-Jun-15 $1,497.97 ($927.14) $570.83

30-Jun-15 $1,140.15 ($704.12) $436.01

1-Jul-15 $666.26 ($661.54) $4.72

2-Jul-15 $884.43 ($679.08) $205.36

3-Jul-15 $2,330.14 ($1,108.15) $1,221.98

4-Jul-15 $2,314.45 ($1,199.20) $1,115.23

5-Jul-15 $874.01 ($956.49) ($82.49)

17-Jul-15 $2,874.04 ($512.90) $2,023.02

18-Jul-15 $3,271.01 ($1,190.13) $2,098.95

19-Jul-15 $1,682.91 ($593.36) $1,031.23

20-Jul-15 $1,160.57 ($561.83) $598.75

21-Jul-15 $2,066.58 ($190.34) $1,876.23

22-Jul-15 $997.94 ($411.26) $586.67

3-Aug-15 $806.36 ($189.72) $505.25

4-Aug-15 $624.25 ($354.36) $214.35

5-Aug-15 $495.44 ($114.11) $381.35

6-Aug-15 $776.73 ($212.86) $563.88

7-Aug-15 $953.99 ($628.62) $323.52

8-Aug-15 $2,735.83 ($329.29) $2,406.54

9-Aug-15 $1,105.97 ($402.27) $703.70

14-Aug-15 $1,544.89 ($850.40) $694.49

15-Aug-15 $1,258.78 ($252.00) $1,006.78

16-Aug-15 $825.23 ($380.92) $444.31

Total YTD $63,644.57 ($34,054.36) $30,328.89

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Jump-Start

62

Jump-Start Overall

# of Active Volunteers

% of Active Volunteers Available

% of Jump Start

Volunteers Working

% of Volunteers Receiving Donation

May 2 9.52% 8.00% 92%June 12 57.14% 48.00% 52%July 16 76.19% 64.00% 36%

August 6 28.57% 24.00% 76%

Total Number of Volunteers Needed (per day) 36Average Number of (Paid & Non-Paid) Volunteers Used (per

day) 25

Total Number of Jump-Start Volunteers for the Season 21Number Jump-Start Volunteers Completed the Program 8

% of Volunteers Completed the Program 38%Number of Volunteers Promoted 3

% of Volunteers Promoted 14%Retention for Entire Season (Completed 8+ days) 48%

Average Number of Days Completed 8.0% number of Days Completed 53%

Average number of Training Days 15

# Jump Start Volunteers # Non-Jump Start VolunteersMay 2 23June 12 13July 16 9

August 6 19

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Monthly % of Jump Start Volunteers

May 9.52%

June 57.14%

July 76.19%

August 28.57%

% of Jump Start Volunteers Working (Unpaid) % of Volunteers Receiving Donation

May 8.00% 92%

June 48.00% 52%

July 64.00% 36%

August 24.00% 76%

Volunteers Completed, Failed, Promoted, and Retained% of Volunteers Completed the Program 38%% of Volunteers Fail to Completed the Program 62%% of Volunteers Promoted 14%% of volunteers Retained 48%

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% Number of Days completedMay June July August

12 days 33%11 days10 days 8% 6%9 days 8% 6%8 days 13%7 days 17%6 days 50% 6%5 days 17% 6%4 days3 days 50% 8% 25% 67%2 days 8% 19% 17%1 days 25% 19%

68

2 days 1 3 11 days 3 3

Total Number of Participants 2 12 16 6

Volunteer Guidance, Implemented Policies,

Procedures, Inventory Sheets, & Sign-In Sheets

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Turner Field Orientation Information

**Each new volunteer would receive Turner Field Orientation information via email once they have completed job application, and submitted all documentations.

When: (Insert date, time, and day)

Where: Turner Field755 Hank Aaron Drive Atlanta, GA 30315

The orientation will be held at the back of Turner Field (located at Bill Lucas Dr. SW). Enter through the glass doors at top of step s (media entrance); you should see people coming in and out.

Parking: “Media Parking” Lot (located at Bill Lucas Dr. SW) it is located behind Turner Field in the parking lot directly where you will be entering. (Free parking for that day.)

Dress code: Casual Clothing

Things you need to bring: ID

When you Arrive:

Show ID and sign in You will be asked what company/who you are with. Your response will be “FLAME”

o Background information: A & M Events works as a partnership with the company Flame at Turner Field

You will be asked to sign a form stating you do not work for Aramark and will not be paid by them. Sign the form and just make a mental note you will be paid by A & M Events or Flame.

A photo will be taken for your Turner Field picture ID. After taking a photo introduce yourself to any A & M Employee he/she will be wearing a blue A

& M Events T-shirt on. ****For any reason they are unable to find you on the list please contact Aeteon Miles at 678- 782-1431 ASAP.

Additional Information:

Orientation is mandatory in order to work Turner Field. If you are unable to attend the orientation please let us know and we will send you another date as soon as we receive the information.

Orientation will not be held by A & M Events or Flame. It will be held by Aramark (the company who runs Turner Field concessions.)

Orientation will last roughly 2-3 hours

The orientation will go over alcohol procedures at the field and concluded with a test on that information. You will also tour the facility and learn the policies of Aramark who are company and non-profit is working under.

Orientation Attendance Sheet

Name: Date123456789101112131415161718

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General Information (Turner Field)**Each new volunteer would receive this general information via email once they have completed NPO orientation, passed alcohol test, and have been cleared to work.

Compensation: As a member of the Jump-Start program you will receive $150 at the completion of your training. At the end of your training you will be evaluated on your performance and considered for a leadership position. Hiring is not guaranteed, it is based on position availability and trainee performance. Pay will be given out once a month (unless otherwise stated).

Type of Work: Varies. Everyone will learn all concession work from Beer Portable Worker, Cashier, Food preparer etc.)

Location: Turner Field755 Hank Aaron DriveAtlanta, GA 30315

Employee Parking:

Brown Lot AddressCentral Ave SWAtlanta, GA 30312

Parking is at the Brown Lot located off Central Ave. Arrive early, parking limited. (Cost: $2 cash only.)

From South:

1. Take I-75/85N. To EXIT 244 (University Ave.) 2. Turn Right off Exit.3. Take Left at light onto Pryor Rd. (Stay onto Pryor Rd, Pryor Rd will split into a one way street

once it splits it will becomes Central Ave Sw.

4. Cross over Abernathy, passing the BP gas station and then pass the Museum Bar (On left) looks like a church.

5. Brown Lot will be on the right.Other parking: Yellow lot across from brown lot. (Yellow Address the same as Brown Lot.)

Meeting Place: Meet at Turner Field at the employee entrance gate off of Pollard Blvd SW. (Meet outside of the gate, you will be meeting one of your team leaders. They will be giving you your shirt, hat, name tag, & ID badges and they will be directing you. Below is their contact information.)

Time: All employees must arrive four hours prior to the start of the game, unless otherwise stated. Arrival time will be given out again once your schedule is made.

Hours: Days vary from 8hr to 12hr days depending on game. (If you are schedule to work a day you must work the entire work day. No half days allowed.)

Required for Work :

Uniform: o Items provided by A & M :

Braves ShirtBraves Hat Name Tag & ID Badge

o Items provided by the worker :Khaki pantsSolid Black Non-Slip ShoesUndershirt (optional): Red, White, or Blue Shirts only

Pen

Optional Recommendations: (All items are Highly Recommended and can be purchase through A & M Events.)

Small Calculator $2 Black Quarter Apron $7 Bottle Openers $2 Extra Braves Shirts $35

Other items you may want to bring:

Bottle water Snack Money (for food etc.)

****Please make note any personal items (ex: purses, jackets, etc.) you bring you are responsible for and FLAME and A & M Events will not be liable for any missing or stolen items. We recommend that you don’t bring any personal items.

74

Contact Person: Team Lead 1 678-674-7292 Team Lead 2 678-782-0512

New Applicant Processing Procedure**For Human Resource guideline/usage.

1. Applicant applies for position through job search engine or directly through website.2. HR receives applicant’s basic contact information and adds applicant to master employee list.

List should define which organization (FLAME or A&M) the employee is with.3. After information is entered into master employee list, HR will send applicant link to

electronically fill and sign volunteer agreement, criminal background authorization, and criminal history disclosure. If applicant needs to fill additional blanks and cannot do this online they will need to print, complete, and bring to orientation. In addition the applicant needs to fill out an employment application with A&M. This can be done through the website aandmeventsllc.com

4. Once applicant completes the disclosure forms and applications, they can be added to the NPO sex offenders list. HR will send them welcome letter and information regarding the next orientation.

5. If information needed to complete NPO sex offender list is available, add applicant to list, as to not delay the processing time of the individual or others.

6. Once applicant has completed orientation HR will send them information regarding working procedure at Turner Field, i.e. parking, uniform, contact, meet-up location, etc.

7. HR will notify operations of the new incoming employees and they will be added to the schedule.

Supervisor/Manager Overall Check List:Beginning:

1. Sign in and pick up money cards from Aramark. 2. Verify Money Card: Stand 225, Stand 231, Stand 410, BP 223, BP224, BP22, BP 229, BP 233,

BP237, BP410. Sign out for money card.3. Lay out folders and new inventory sheet for Beer portable.4. Have a sign in sheet laid out. 5. Assign locations to each individual. 6. Pass out money card to each Beer portable.7. Each BP employee must take their folder, new inventory sheet, and money card pick up.8. Pick up money at the “Dessert Room” for stands only.

- Distribute money for stand only to the person indicated below:-Stand 225: Michelle Clark or Harold Clark or JC-Stand 231: Manager/Supervisor of the stand, Melissa, or JC (or assigned cashier for the stand)-Stand 410: Darryl Smith or JC

9. Prepare the stands for operations.

During:

10. Check up on the operations of the BP. (BP: If its Sunday notifies all employees must begin sales until 12:30pm).

Ending:

11. Everyone returns beer portable inventory and reports to Stand 231.

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12. Each employee running the beer portable should turn in the money slip, Aramark beginning and ending count slip, and our inventory slip.

13. During the top of the 8th need to pick up the credit numbers for , BP 223, BP224, BP22, BP 229, BP 233, BP237.

14. Calculate the under and overs for the beer portable.15. Close out stands.16. Collect all stand sheets and turn them in to the Aramark Supervisors to be reconciled.

Also, please note Supervisor/Manager Overall Check List is similar to Team Lead Check List. Supervisor/Manager must have the ability to do all task when Team Lead is not available.

Team Lead’s Guideline/ChecklistTeam Lead 1

1. Get necessary shirts, badge, id, hat for new employee.2. Meet new employee outside the gate. Pass out uniform and contact information.3. Give direction on where to sign in and where to meet every day.4. Explain the general information and protocol call of BP. (Refer to Checklist for Training New

Employees)5. Pick up Money:

Stand: 225, 231, 410.BP: 223, 224, 227, 228, 229, 233, 237, 410 (Beer Portable # Subject to Change)

6. Pass out Money ONLY to these Individuals: JC /Stand Manager at Stand 231. Michelle at Stand 225.Darryl at Stand 410BP: Only to the cashier who will be working there for the day.If you are unable to the find these people please keep the money until you see them.

7. Assist and checkup on beer portable and stands. End of Night

8. Collect the money from all BP.9. Begin first count of the money.

Team Lead 2

1. Sign In Everyone2. Assign Location/BP to everyone. (If Supervisor/Manager has not done so.)3. Pass out Folders and make sure all the necessary paper work & pen is inside the folders.4. Pass out Rentals and let everyone sign the rental sheet.5. Explain and assist new employees about BP.6. Assist and checkup on beer portable and stands.

End of the Night

7. Text everyone when to begin cleaning up and also send a second text when no more sales can be made.

8. Collect Rentals and Sign everyone out for rentals.

*Team Leads are not limited to the guide lines above.

Checklist for Training New EmployeesTeam Lead 1 & 2 (Arrive at hour prior to new employee):

Get team lead cell phone & Team Lead Clip board Make sure everyone sign in to A& M employee sheet, you record what time they arrive. Employee Arrive at 3 PM- Pass out IDs, Shirts, Badges, Hat Make sure everyone is in dress code. (Tucked shirt, hat Khaki Pants, Black shoes, ) Direct them to the Aramark Sign-In Area and make sure they know every day they must sign in

the “FLAME” sign in sheet. Show them the meeting spot 231 “All Star Stand” Distribute folders & explain in-depth each item in the folder.

* Read through the Beer Portable Operations to the new employees.*Explain when to do the beer accountability sheet (before/after). (Make sure they turn in two yellow slips at the end of the night.)*Explain void sheet, register issues, and contact information.

Explain to them if they are unable to reach you guys during a situation who would be the best Aramark employee to contact.

Assign Task/ Beer Portable Distribute rental equipment and verify each item. Let them know the cost of each item if lost or

not returned at the end of the night. Apron $7, Bottle Opener $2. Items are all for sale as well. Show them where to find carts, ice, and beer warehouse. When picking up beer from the warehouse let them know that inventory before and after each

pick up is very important. Any miscount or inventory shortage can be taken out of their pay. Explain how the beer is placed in the cooler according to the photo. Make sure they display one of each item (beer/soda) on their stand.

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If they are doing Pretzels please make sure they keep an accurate account of the pretzels they receive during the entire game (This include starting # and all additional pretzels they requested.) Also, do an ending count too.

Explain pricing and how to operate the register, close and end bank. Let them know any of the A list or Braves tickets we don’t take on beer portable.

Explain where the voids and signed receipts go. (Voids stay under the register and signed copy in bag.)

Distribute Money bags. Let them know when they must shut down the beer portable. During the game regularly check up on them. Does evaluation sheet on employees (Make notes

on good and bad things you observe.) Towards the end of the 7th inning make sure they know when to pack up and that they still

remain open and leave their display up until we officially close. End of the night when they are packing the stuff up & placing it in the crates they must do the

ending beer accountability inventory sheet during that time. End of the night they must record all voids on the VOID LOG IN SHEET. (But void receipts must

stay under the register.) End of the night pick up money bags from each beer portable. (Make sure they know how to

end the bank.) Once you get all the money bags meet us at 231. Do a Money count verification Collect Equipment Rentals & have them sign for it. (Any items not returned must pay that night

or otherwise noted on rental sheet.) Each employee must organize their pack and put new slips in it before returning it.

Rental SheetName Date Equipment Rented Received (Signature) Returned (Signature)

*Rentals Include Aprons, Pens, and Bottle Openers.

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Beer Portable OperationsPicking up the beer:

1. Each employee will be accountable for accurate beer counts, beer pick up, and beer drop off. (Any miscount or losses in beer/sodas/waters or money shortage will be deducted out of pay.) If there are any discrepancies notify the beer warehouse/Aramark supervisors/A & M event’s manger immediately.)

Portable set up:1. Recount and check all inventory (on beer warehouse sheet) when placing into cooler.2. Based on day (weekday vs weekend) the amount of beer/soda/water you place in the cooler

may vary. The remainder you can keep under your cooler until needed. 3. Place one beers and soda each on display according to the photo on the beer portable. 4. Place beer and soda in the cooler according the display in the photo.

Always check id. MUST BE 21 OR OLDER. Birthday must be on the month and day of the current date 1994 or prior to 1994. *Example 1: Today is May 19, 2015.

- ID says DOB: 5/19/1994 then you may serve them. He/she is 21 yrs. old. - ID says DOB: 2/18/1990 then you may serve them. He/she is 25 yrs. old.-ID Says DOB: 8/13/1994 then you CANNOT serve them. He/she is 20 yrs. old until 8/13.

***Customer must take ID out of the wallet and you must physically hold the id. (Turner field’s policy.)

TWO BEERS ONLY PER PERSON. Receive payment. Ask customer “Will this complete your order?” Then OPEN THE BEER!! (NO

BEER SHALL BE GIVEN TO THE CUSTOMER UNOPEN.)

Any beers that are damaged or returned or accidentally opened must be kept at all times and returned to the beer drop-off at the end of the night.

Any returns or exchanges will be handled only by Aramark supervisors. Any VOIDS place them under the register at the end of the night. Any signed credit cards place

them in the money bag. All sales end at the end of the 7th inning. Keep and turn in beginning and ending beer warehouse sheet (yellow sheets) to A & M

managers at the end of the night. No tip jars or soliciting for tips is allowed. However, cash tips can be accepted. (No credit card

tips can be accepted.)

Beer Portable Sign In SheetBeer Portable #___________________________

NAME DATE

1

2

3

4

5

6

7

8

9

10

11

12

13

14

82

15

16

17

18

19

20

Item PricePretzel $6.00Domestic Beer 24oz (Budweiser, Bud light, Coors light, Miller light, Yeungling) $10.00Super Premium 16oz (Corona, Sweet Water 420, Sweet Water IPA) $9.50Premium 16oz (Redds, Lemon Rita, Blue Moon, Summer Shandy, Blue Moon, Shock Top) $9.25Premium Wine (Red & White Wine) $10.50Roasted Peanuts $6.75Bottled Soda (Coke, Coke Zero, Sprite, Diet Coke) $5.00Powerade $5.50Smart Water $6.00Dasani $4.00Koozie $8.25

Beer Portable Price List

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Register Transactions InstructionsHow to Login:

1. Enter 9 + Stand number + 1 + Enter. (Example: For Beer portable 217, Press 92171 Enter)2. Press Start Bank and then Enter.3. On the screen will say “Assign register?” Press Yes/Enter4. Drawer will open. Insert money and close the drawer. How to Log Out:

1. Press End Bank. 2. On the screen will say “Unassigned register?” Press Yes/Enter. 3. Drawer will open. Take out all the money and place it in its designated bag.

**Place all receipts signed in the designated money bag. Leave all VOIDS under the register.

Cash Transactions:

1. Enter Items Purchased (If they want more than one of the items, press the item again for desired amount needed.)

2. Press SUBTOTAL3. If customer pays with $10, $20, $50 (Press the green button indicating the amount. Example:

$10, 20, 50)4. If customer pays with a different amount. Press CASH then type in the amount. (EX: $19 or

$17.50) Then Press ENTER. (OR Type in the amount then CASH and then the cash drawer will open.)

5. Amount given to customers will be indicated on the screen and cash drawer will open.- MUST GIVE RECEIPT TO ALL CUSTOMERSCard Transactions:

1. Enter Items Purchased (If they want more than one of the items, press the item again for desired amount needed.)

2. Press SUBTOTAL3. Press CREDITCARD.4. Then you can receive the customer’s card and swipe it.5. Register will say-authorizing (may take a few seconds to process) - and then if approved it will go

through.6. Some transactions over $20 will require a signature and anything under may not. (MUST GIVE

RECEIPT TO ALL CUSTOMERS.)

Void Transactions:

-Before pressing SUBTOTAL you can remove the last items you added with the VOID button. However, if have already pressed SUBTOTAL you must continue and complete the transaction and then once the

receipt is printed write VOID on the ticket and keep that receipt. Then redo the transactions again correctly for the customer.

Helpful Hints:

-Always ask the customer “Will this complete your order?” before you press SUBTOTAL.

86

Void Log- In SheetBeer Portable #:___________________

Date Name of Cashier Item Voided Void Amount

Register Problem Log SheetBeer Portable #:_____________________________

Date Name Description of the Problem Issue Corrected?

Employee Sign-In Sheet & LocationDate: ______________________________________________________________________

Name Arrival Time Clock Out Time Location #

1

2

3

4

5

6

88

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

Stand Manager Check List (Stand 231)Beginning of the Day:

1. Turn on Lights. If Lights not on contact Aramark Supervisor. 2. Turn on oven, deep fryer, grill, fry warmer, bread warmer, food warmer, cheese dispenser etc.3. Check transfer sheet and new inventory. Place new inventory where they belong.4. Inventory count: (Using Stand Sheet Inventory Sheet)

1. Count Chargeable Items (Dasani, Smart water, Powerade, grilled chicken etc.) 2. Non-chargeable (fries, chicken tender, buns, etc.)

5. Check and make note of any non-chargeable items needed for the next day. Make sure record any non-chargeable item on stand sheet. (FRIES AND CHICKEN TENDER must be written in on the non-chargeable sheet). Non-chargeable sheet will be picked up from the Lead Aramark Supervisor during the beginning of the game.

6. Record walk-in cooler temperature on “Refrigerator Temperature Log for Non-24-Hour Operation” sheet next to the cooler. (Beginning and ending temperature must be recorded daily.)

7. Set up: Once inventory counted place cups, souvenir cups, lids, cone cups, cheese cups,

popcorn buckets, fry cups 7.5oz & 32oz, chicken tender trays, and chili cheese trays in the appropriate work station.

Also place 2 rolls of crack jack and 3 rolls of peanuts in appropriate tray. Defrost chili (1 or 2 depending on crowd size) and grill chicken (depending on crowd size

3-4 slow days, 5-8 busy day). Once defrost place chili on the grill with one cone cup of water.

Place new cheese in the dispenser. (Place 1 extra cheese in the dispenser on the top shelf if needed.)

Find an empty box for spoilage and one empty box used as a trash bid for the cook. Place ice in bids Place smart water, Dasani, and Powerade with ice in the bid. Place condiments outside with straws, forks, napkins, etc. with lining paper under the

condiment dispensers. Make pretzels about 15-20 minutes prior to gate opening for BP 227 and food stand.

(Place pretzels no more than 5 minutes in a preheated oven.) (Typically, beer portables always receive double the amount of pretzels then stand, # of pretzels depends on crowd size. Typically about 12-24 pretzels(20k crowd), (slow day 6-12 pretzels (15k crowd))

Place lining paper throughout the work stations, food warmer, and under pretzel and cheese area.

Throw out any popcorn in the bid from the prior night. Check if popcorn needs to be picked up from (135). Always have about 3-4 bags in stock for the day.

Place hamburger, hoagies, and hotdog buns in the work station assessable to everyone. Prepare braves paper on chicken tender trays, brat trays, and foot long trays.

8. Once the stand sheet is received verified all beginning counts is correct on the sheet. Make adjustments where needed and make note of shortage.

9. Notify Aramark supervisor on any large discrepancies. They will verify the count and bring you a discrepancies sheet which you will complete and get signed by them. The sheet will be turned in at the end of the home stand.

10. Load up food in the warmer. 11. Place money in cash draw (Equal amounts).12. Any inventory or items needed notify Aramark Supervisor. 13. The cook needs to complete the temperature log in sheet (beginning, middle, and end of the

game.)During the Game:

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14. Restock peanuts, crack jacks, Dasani, smart water, Powerade, souvenir cups, regular cups, and etc.

15. Record any consumption or complementary foods on Consumption sheet. 16. Restock ice bids 17. Clean up and wipe down counters.18. Continue to reload the food warmer with hotdogs, chicken tender etc.19. When fries get half way low, cook more fries.

End of the Night:

20. Close down one side of the serving station. Remove all regular soda cups, souvenir cups, lids, Powerade, Dasani, Smart water, peanuts, and cracker jacks to the other side or in its appropriate place (i.e. Cooler, cabinet.)

21. Close down one register and remove all cash into money bag. 22. Wash and dry dishes.23. Sweep and Wash the floors.24. Once the game is over finish inventory count and lock up all chargeable items.25. Once the game is over throw all unsold inventory into the spoilage box immediately!!26. Money Count. Return money to “Dessert Room”. 27. Throw away any popcorn in the bid and wash container. (If it is the last day of the home stand

throw away all open and unopen popcorn.28. Bring in all condiments into the walk-in cooler, if it is the last day of the home stand throw out

each condiments and wash container. 29. About 7th inning begin inventory count.30. Record walk-in cooler temperature on “Refrigerator Temperature Log for Non-24-Hour

Operation” sheet next to the cooler. (Beginning and ending temperature must be recorded daily.)

31. Record consumption sheet onto stand sheet.32. Count and record spoilage on Spoilage sheet and Stand Sheet. Once completed send spoilage

with the spoilage sheet down stairs.33. Record Ending Inventory Count.34. Get a transfer sheet from Supervisor and record the Pretzel transfer from stand 231 to BP 227.

Make sure supervisor signs the sheet. Record transfer onto the Stand sheet. (Pretzel transfer #=beginning pretzel –returned (spoiled) pretzel.) If you are unable to find a supervisor take all paper work downstairs and let supervisor know you need a transfer and write on the bottom of the Stand Sheet (Example: “ 24 pretzel transfer to BP 227)

35. Paper work needed to turn in for Stand 231: Stand sheet (with your signature & supervisor signature at the end of the night, consumption sheet, Pretzel transfer sheet (white copy to supervisor, yellow copy you keep, pink for down stairs), Money sheet (White copy in the bag, yellow copy you keep, pink for down stairs), Temperature Sheet, Cooking Projection sheet, Transfer slips from new inventory received or take in out of 231.

36. Lock walk-in cooler, cabinet, and door once inventory and everything is completed.

Stand Inventory Sheet

Completed by:___________________________________________

Stand: ____________________ Date: _______________________

Beginning Transfers Ending

Item

Cup Soda Regular 22oz

Cup Souvenir Cup

Powerade Mtn Blast

Dasani 20oz

Smart Water

Cracker Jack Large

Frank 4 X1 Grillmans

Sausage Brats

Burger Beef Patty

Bun Hoagie

Chicken Grilled

Chicken Tender (CASE)

Peanuts 12oz

Pretzel

Cup Souvenir Popcorn

Cup FF GF45

Tray chili cheese FF

Tray Tenders 2#

92

Cup Cheese

Cup French Fries (FF) GF 32oz

Cup French Fries (FF) GF 7.5oz

Bun Foot long

Bun 4" SD Ind Hams

Potato 3/8" Cut (CASE)

Tray Burger Top it

Chili Cheese Add On

Burger Black Bean

Pizza Stand Inventory Sheet

Stand Location:____________________Date:_____________________________Inventory Sheet Completed by:_____________________________Beginning or Ending Count: _________________________________

Items Per SL. Per Case Total Case Total Slvs.Loos

e TotalCup Soda 22ozCup Soda Value 16ozCup SouvenirBTL Powerade MtnDasani 24ozSmart WaterCracker JackBag Pistachios4X1 Hot DogsPeanuts 12oz

Pretzel (226 only)Bun Foot longPizza Dough BallBox PizzaPizza PlatePop Corn

94

Stand 129Date

July 17 (Friday)July 18 (Saturday)

July 19 (Sunday)July 20 ( M

onday)July 21 (Tusday)

July 22 (Wednesday)

Stand 225Em

ployee Arrival Time

3pm3pm

1pm3pm

8amStand 235

Team Leads

Stand 410BP 129BP 223BP 224

Team M

embers

BP 227Beer Portable: BP 129

BP 228BP 223

BP 229BP 224

BP 233BP 227

BP 237BP 228

BP 410BP 229BP 233BP 237BP 408BP 410

Stand 129

Stand 231

Stand 225

Stand 410

On Call

*On Call: Em

ployees who are placed "on call" w

ill report to work only if called by the m

anagers.*If you are unable to w

ork or need to change your work schedule please notify the m

anager (minim

um of at least 24 hrs prior).

Braves Employee Schedule

Notes

96

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2015 Turner Field Operations Report

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