1. 2015 Turner Field Operations Report
Prepared By: Aeteon Miles and Melissa Kainneranart
May 13, 2015
Revised September 22, 2015
2. 2
Contents
Overview ...........................................................................................................................................4
Turner Field Operations ..................................................................................................................4
A&MEvents’ 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, ImplementedPolicies,.......................................................................................72
Procedures, Inventory Sheets, & Sign-In SheetsTurner Field Orientation Information...........................72
Orientation Attendance Sheet.......................................................................................................74
3. 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
4. 4
Overview
In April of 2015 A&MEvents and FLAME enteredintoastrategicpartnershiptooperate
concessionstandsatTurner Field.A&MEventsisa concessionmanagementandconsultingcompany
that has beenoperatingatlocal concertvenuesandfestivals inAtlanta;andFLAME isa non-profit
organization thathasbeen managingand operatingconcessionstands atseveral sportingvenues
throughoutthe Southeast.Bothorganizationssaw anopportunitytoexpand andcreate anorganization
that isa powerful force inthe AtlantaandSoutheastregion.
Combiningthe expertise of bothorganizationshasallowedFLAMEtopositionitself forbetter
access to volunteers,federal grants,andmore venuestovolunteer.The partnershiphasalsoallowed
A&MEventsto expand,gainincreasedaccesstothe laborpool,andalso be a part of makinga
difference initscommunity.Together,A&MEventsandFLAME have become one andbeguna
restructuringof FLAME’s TurnerFieldoperations.
The scope of thisreportfollowsportionsof FLAME’sTurnerFieldConcessionFundraising
operation.The total time of observationandassistance withthe improvementof FLAME’sfundraising
operationsbeganApril 10,2015 and endedonSeptember2,2015. The last monthof Turner Fields
baseball seasonwill notbe coveredinthisreport.
Turner Field Operations
At the beginningof the Braves’2015 baseball season, FLAMEwasoperating3 Hard Stands,
whichrequiresaminimumof 8 volunteersand1 supervisor/teamleadtooperate (ARAMARK),and11
BeerPortables,whichrequire atleastone individual,andnomore than 2 (game attendance
dependent),tooperate.Bythe endof June FLAME wasoperating4 Hard Standsand9 beerportables.By
the endof JulyFLAME reducedthe numberof locationstheyoperatedbackto3 hard stands and7-8
beerportables.Thisreductioninlocations wasthe resultof commissionpaymentissues,aswell asother
minorissues,whichleadto asubstantial lossof volunteers.
A&M Events’ Role
The role that A&M Eventshasassumedinthispartnershipis the restructuringof FLAME‘s
fundraisingoperations. A&MEventsassumedapartial managementrole of FLAME’sconcessions
operationsandbeganimplementationof policyandproceduresinordertoensure thatFLAME was
gainingthe mostout of theirfundraisingoperation.A&MEvents‘leadershiptookonthe rolesof interim
Chief Financial OfficerandChief OperatingOfficer.
FLAME’S Role
The role that FLAME hasassumedinthispartnershipiscontinuedservice tothe community,
acquiringof more volunteers,andall otherroles notdirectlyassociatedwithmanagementof operations
at Turner Field notassumedbyA&MEvents.
Crawl, Walk, Run
The restructuringof FLAME isbeingapproachedina mannerknownasCrawl,Walk,Run; which
isa 3 phase process,inwhicheachphase lastapproximately2weeks,foratotal of 6 weeks(total time
5. can adjusteitherleftorright). Itis a controlledapproachtothe restructuringof FLAME. The Crawl phase
was officiallyinitiatedonApril 10,2015, openingdayof the Braves2015 season.Itconsistedof two
home stands,one lasting6 days,and the other10 days.The first6 days consistedof complete
observation of operations,reportingmethods,and informationgathering.The next10days consistedof
slowimplementationof newoperational systems,suchasthe collectionandanalysisof inventoryand
cash turn-inslips,employee locationassignment, andincreasedaccesstovolunteers. Thiswasdone ina
controlledmanneraswell,startingwithafew beerportablesandemployeesandthenincreasingtoall
beerportables (BP).BPfocusedobservationandinformationgatheringbeganthe last3days of the last
home standand continuedforthe durationof the nexthome stand that beganonMay 19, 2015.
The walkphase beganon the firsthome stand of June and continuedtoJune 21, 2015. It was
the beginningof the organizational restructuring,the transitionfromamajorityemployee basedwork
force,to a majorityvolunteerbasedworkforce (Jump-StartProgram).A 50% transitionfromdailypaid
volunteertomore longtermunpaid volunteer,wasdesired.Furtherimplementationandreinforcement
of newprocedures andpolicies wascontinuedacrossall BPs.A goal of 100% (notincluding
management) transitionfromdailypaidvolunteerbasedworkforce to a more longtermunpaid
volunteerbasedwork force wassetasthe milestone forthe startof the run phase.The milestonegoal
date for the 100% transitiontooccur was June 30, 2015.
The beginningof the runphase beganthe expansionphase (bythistime new policies,program
standards,expectations,andproceduresneededtobe approvedandimplemented (some were)).The
run phase begana small transitionof volunteerstoemployeestatus(A&M).The volunteerswho were
chosenforemploymentbecameresponsible forthe supervisionof anew hardstand and/orseveral beer
portables.Thisplanachievedmoderate success,butstill showedpositiveimprovementand potential for
furtherfuture improvement,althoughoperationswere metwithsome critical set-backs.
Restructuring (Crawl,Walk,Run)Diagram
Complete observation
of operations, reporting
methods, and
informationgathering.
Small implementation
of new operational
methods andstandards.
(BeerPortables)
100% implementation of
new operationalmethods
and standards (Beer
Portables). Begin
oberservation ofhard
stands.
Continued observation
of hard stand
operations, reporting
methods, and
informationgathering
50% transitition to
volunteer force. Small
implementation ofnew
operationalmethods and
standards.(Hard Stands)
100% implementation
of new operational
standards (Hard
Stands). Milestone date
June 30, 2015
Begin expansion.
Jump-Start)
trainingbegins.
July1, 2015
Expansionand
Jump- Start
training continues.
Continued
Expansion. First
JumpStart
graduates.
6. 6
Profit Analysis (Past and Future)
Past (April 10, 2015-May05,2015)
FLAME beganthe seasonwith 3 hard standsand 11 beerportables,whichaccordingto
ARAMARK,required 8staff and 1 supervisor/teamleadperhardstandand a minimumof 1 per beer
portable. Followingthatguideline FLAMEshould have had36 volunteers.Atthattime FLAMEoperated
at a deficitof 10 volunteers(26), perARAMARKguideline.Althoughthis wasthe case FLAMEmaintained
an acceptable levelof efficiency,butstill hadmuchroomforimprovement,thiswill be coveredin alater
section.
The biggestfinancial negative forFLAMEat the time wasthe way its volunteerbase received
donations.The rate was$25 a game pervolunteerthatworked inahard stand,supervisorsreceived
extra(+$30-$50), and beerportable staff received tipsonly (All donationswere negotiatedindividually
may be a variance of +/- $10.00). The followinganalysisassumesthatall volunteerswerepaidata rate
of $25 and explainswhythe restructuring wasnecessary.
Example 1:
FLAME expensesminusA&MEventsmanagement fee.(Numbersbased on beerportable numbersfrom May 1-4, hard
stand numberswere missing assumption oftwiceasprofitableasbeer portablemade and added to totalsalesnumber.)
Total Sales (4 days): $42,107.90
CommissionReceived: x 9%
GrossProfit: $3,789.71
VolunteerExpense: - $2600.00
NetProfit (4 days): $1,189.71
NetProfit/4(1 day): $297.43
NetProfit Mo. (avg. 15 games): $4,461.41
Example 2:
FLAME expensesincluding30%management fee.(Monthly assumesall volunteersare FLAME that
non are A&Mmanagement)
GrossProfit: $14,211.42
VolunteerExpense: $9,750.00
ManagementFee: $4,263.42
NetProfit: $198.00
7. Future
For FLAME to see the potential forexpansionandincrease indonationpower,itisimperative
that FLAME beginsa transitionintoatrue volunteerdonationsystem.Currently,donationstructure
couldleadto the belief thatcurrentvolunteersare actuallyemployees.Thiscouldbecome apotential
probleminthe future (Update 9/08/2015: Problemrealizedduringwalk phase) anda limitationtothe
true donationpowerof FLAME.
Example 3:
FLAME expenses,100% volunteertransition,no managementfee.(Thisdoes not include expenses
that FLAME may incur from taking over full managementof their operations.)
GrossProfit: $14,211.42
VolunteerExpense ($200/per/mo): $5200.00
ManagementFee ($100 game (15), 3 managers): $4,500.00
NetProfit: $4,511.42
To helpFLAME withitsexpansionA&Magreedtotake over a portionof managementfora fee.
Thisfee (Example 4) coverscertainexpense FLAMEdoesnotbenefitfromincurring,suchasadditional
employeecost.A breakdownof howthisrelationshipworkswill be providedinaseparate document.
Example 5 isthe most advantageoussplitforeachorganizationallowingforthe bestexpansion
positioning.
Example 4:
FLAME expenses,100% volunteer,coveredby FLAME,30% management fee,coverall supervisors.
GrossProfit: $14,211.42
VolunteerExpense: $5200.00
A&MEvent ManagementFee: $4,263.43
NetProfit: $4,747.99
Example 5:
FLAME expenses,100% volunteer,coveredby FLAME,40% management fee,coverall supervisors.
GrossProfit: $14,211.42
VolunteerExpense: $5200.00
A&MEvent ManagementFee: $5684.57
NetProfit: $3326.85
*For a complete numbersbreakdown, view the Expense Breakdownspreadsheet.
8. 8
How to read the Expense Breakdown Spreadsheet
FLAME Combined A&M Events
60% 9,000.00$ $15,000 6,000.00$ 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%
Percent Earned,
Percent of Expenses,
Net Percent
Employee/Volunteer cost split.
Percent Donated, Percent of Expenses, Net Percent
9. Crawl,Walk, Run
Crawl Phase
The crawl phase beganinmid-March2015, withA&MEvents’leadership (MelissaKainneranart
and AeteonMiles) andafewof theiremployeesattendingARAMARK’sTEAMorientationatTurnerField
and theirstandequipmenttraining(attendedbyA&MleadershipAeteonMiles).The official startdate
of the crawl phase was April 10, 2015, the Braves’home opener.Thisbeganwiththe observationof
FLAME’s concessionfundraising(CF) operations,headed byFLAME’sfounderandPresident JohnC.
Miller,alsoknown as, J.C.Miller.Concurrentwiththe overallobservationof FLAME’sCFoperations,
A&MEventsalsoprovidedseveral volunteeraugmenters (2beingthe topmanagement of A&MEvents
(MelissaKainneranartandAeteonMiles)) tostaff andoperate some of FLAME’sbeerportables (BPs).
The augmentedBPshadseveral A&MEventscreatedproceduresandpolicies(Doubleverificationof
moniesturned-in,double verificationof inventoryreceivedandreturned,employee sign-in,collection
and archival of BP cash and inventoryslips,trackingof actual employee expense) implementedduring
the observationof FLAME’soperations. The crawl phase lastedtothe end of May, at thistime FLAME’s
CF operationswere operatingata 70% loss (furtherexplainedinthe Performance Analysis).Duringthis
time the Jump-Startprogram(discussedlater) wasbeingdevelopedand launched.
Walk Phase
The walkphase beganon June 5, 2015, the firstofficial startdate of the Jump-Startprogram
(discussedlater),whichconsistedof 4official volunteers.The Jump-Startprogramalsohadtwo A&M
Events’employees whoagreedtobe Jump-Startprogramparticipants andforfeitedpayinreturnfor
dayscountedtowardJump-Startprogramtime (requiredinordertocontinue workingatTurnerField),
for worktheycompleted previouslyinMay.Bythe beginningof the walkphase all beerportables(BP)
were beingtrackedandA&Mproceduresandpolicieshadbeenputinplace.A&Mleadershipatthis
time wasonlyusingthe augmentersasteamleads,theywere beingtrainedatthistime totake on
leadershiproleswhichallowedA&Mleadershiptocontinue toimprove operationsanddevelopthe
Jump-Startprogramaheadof the incomingvolunteersallowing themtosmoothlytransitionintotheir
intendedpaidleadershippositionswithinFLAMEandto officiallybecome eitherA&Memployeesor
leaderswithinA&M,aswell.Bythe endof the walkphase the Jump-Startprogramhad 12 volunteers
whichaccountedfor48% of FLAME’swork force.Thiswas2% below the 50% transitiongoal.Outof
those 12 volunteers,atotal of 7 completed5or more days.These 7 volunteersaccountedfor58%
Jump-Startretentionandonly 27%of FLAME’s work force.Thiswasdue to some human resources
errors,ARAMARKteamtraining,lackof FLAME and Jump-Startprogramfamiliarization,retentionissues,
confusionaboutvolunteerpay,ARAMARKcommissionpayissues,andresponsibilityconfusionbetween
A&Mand FLAME. All of these issueswere beingworkedandresolvedduringthistime.
Duringthe 4th
home stand(June 5, 2015- June 11, 2015), A&M focusedtheirattentiononthe
newJump-Startvolunteersandthe BPs.The hard stands(HS) were primarilymanagedbyFLAME.A&M
leadershipwasfamiliarizingthemselveswithHSpaperwork,recording,policiesandprocedures,and
processes.All aspectsdealingwiththe HSsmanagementandARAMARKwere handledbyFLAME.During
thishome standFLAME fundraisingoperationsoperatedata78% loss,the BPswere responsible for27%
10. 10
of those lossesandthe HSswere responsible for73% of the losses HS231 wasresponsibleforthe
majorityof these losses.The HSsactuallycost FLAME moneyto operate andall commissionreceived
was solelyfromthe BPs(furtherexplainedinthe Performance Analysis).Once the lossesof thishome
standwere realizedFLAMEmanagementrequestedthatA&Maccelerate theirtransitionintothe HSs,
whichtheydid.
Leavinga fewA&Memployeestosupervise the BPs,A&Mleadershipbeganmanaging HS231 at
the start of the 5th
home stand(June 17, 2015- June 21, 2015). During thishome standJump-Start
volunteerswereplacedatBPsand operated55% of FLAME’s BPs.These changesimprovedFLAME’s
fundraisingbyincreasingcommissionreceivedby173% and reducedlossesby42%.FLAME fundraising
operationsoperatedinthe greenforthe firsttime (thisdoesnottake intoaccountvolunteercostand
consultingfees),receiving59%of theircommissionandonlysuffering41% losses, a32% improvement.
Duringthe 5th
home standthisimprovementinFLAME’soperationswasrecognizedby
ARAMARK’sTurnerField DirectorandAssistantDirectorof Operations,whomapproachedFLAMEwith
the opportunitytoexpandandaddan additional HSand BP to FLAME’sfundraisingoperations.Atthe
time FLAME’sacting Vice- President,JaredMiller,beganworkingonanonline recruitmenteffortthat
showedsome promisingvolunteernumbers,atthispointestimateswere 30+attendeesforARAMARK’s
TEAM training. Also, A&Musedaninternal recruitmentandacceptedapplicationsfromcurrent
volunteerrecommendations(furtherexplainedinthe Performance Analysis),thisgave FLAMEan
additional 10potential volunteers. Basedonthe expectedincomingvolunteers (40),FLAME andA&M
made the decisiontoacceptARAMARK’sofferandaddedHS 129 andBP 129 to itsTurner Field
fundraisingoperations. Basedonpreviousattendance of expectedvolunteerstoARAMARK’sTEAM
trainingwe expected25%of the 40 potential volunteerstoattend,10. Thiswouldhave beenenoughto
coverthe expansion,butFLAMEhad to maintaincurrentstaffinglevels,inordertocontinue Jump-Start
trainingefficiently.Thiswasthe expectedcourse of action.
Run Phase
The run phase beganas plannedonJune 30, 2015. FLAME expandedasplannedwiththe
additionof hardstand (HS) 129 and beerportable (BP) 129. This required6additional personnelto
operate these additional locations,A&Mleadershiptookmanagementof these stands,inorderto
prepare the trainingof Jump-Startvolunteerstotake onleadershiproles;atthistime Jump-Start
volunteershadcompleted 50%- 75% of theirtraining.Several unexpectedeventsoccurredandgreatly
reducedthe successof the expansion.
The firstissue to arise wasthe expectedattendanceof the potential volunteers.Outof the 30+
online applicants,pertinentinformation (D.O.B,contactinformation,signedauthorizationforms) was
missedandtheycouldnotbe clearedforARAMARK’s TEAMtraining.Outof the 10 internallyrecruited
volunteersonly6attended ARAMARK’sTEAMtraining,andoutof those 6 only2 actuallycame to
training.Outof the 40 potential volunteersonly2(5%) came to training.Atthe same time unbeknownst
to FLAME HR and A&Mseveral individualswerereleasedas FLAME volunteers byFLAMEconcession
fundraising(CF) management,forreasonsunknown.Alsoanissue withthe receiptof commissionsowed
to FLAME from ARAMARKhadarisen.FLAME had not receivedacommissionsince Mayandthis hadput
11. a strain ontheirabilitytodonate totheirvolunteers,itwasalso4th
of Julyweekend.All of these factors
greatlyreduced effortstotrainJump-Starttraineesandleftalarge majorityof themonthe BPs,
receivingverylittle crosstraining,andweakenedstaffingof the HSs. However,evenwiththese issues,
the expansionshowedpromisewhichoccurredover4th
of Julyweekend.
The firsthome stand of the run phase beganJune 30, 2015 andendedJuly5, 2015. Withthe
shortage of staffingA&Mleadershiptookontotal managementof HS129 andHS 231 and withthe
reductionof A&Memployeestomake roomforJump-StartvolunteersBPoperationshadminimum
supervisionandFLAME managementtookonthatrole.Duringthe firsthome standof the run phase
FLAME concessionfundraisingoperationsoperatedata 59% lossand onlyreceived41% of their
commission.80%of the losseswere incurredbythe BPsand20% bythe HSs. A 43% increase inlossand
a 30% decrease incommissionreceived.Although,the expansionbeganwithpoorresults,itwas
unexpectedfactorsaspreviouslymentioned thatcontributedtothe results.
The secondhome standof the run phase beganJuly17, 2015 and endedJuly22, 2015.
Improvementswere made tothe online recruitingprocessesbutissueswithfollow-upstill existedand
the internal recruitmentonlyyieldedthree volunteerswhomade ittotrainingbutcompletedan
average of half a day as a whole.Seeingthese shortagesandstillrecoveringfromthe payissuesFLAME
and A&Mdiscussedreducingthe amountof standstheyoperatedanditwasagreedto letgo of HS 129
and BP 129 at the endof thishome stand.The Jump-Startprogramcontinuedasplanandparticipants
were placedinleadershiproles, 4were chosen,staffingshortagesandindividual attendance only
allowedone togettrainingonoperatingaHS, theywere trainedandshadowedbybothA&Mand
FLAME leadership.
FLAME CF operationsshowedsome improvementduringthishome standandoperatedwith
55% lossesandreceived45%of theircommission.A reductioninlossesandan improvementin
commissionreceived of 4%. 32% of those losseswere fromthe BPsand68% from the HSs. The lossesin
the HSs were primarilyinHS129 where trainingof the Jump-Starttraineeswastakingplace. Atthe end
of thishome standwe losta large amountof our Jump-Starttrainees(returningtouniversity,obtaining
differentemployment,irreconcilable differenceswithFLAMECFmanagement.
The run phase continuedasplanned,HS129 and BP 129 were letgo.Unexpectedly,BP228 was
takenfromFLAME byARAMARK.It was originallyrequestedthattheytake BP229 and/orBP 233, along
withHS 129 andBP 129 to helprelieve pressure fromourstaffingshortages.The one Jump-Start
volunteertobe trainedinHS operations wasunfortunatelyapart of the Jump-Starttrainee departure
(irreconcilable differences). There were2Jump-Starttraineeschosenatthistime tobecome the firstto
accelerate throughthe programand beginsupervisortrainingafteronlycompleting50% of the training
program.Theywere to begintheirtrainingatthe start of the 8th
home standwhichbeganAugust3,
2015 and endedAugust9,2015. Unfortunately,of the 2traineesonlyone remainedandbegantraining
inHS 231 underthe supervisionof A&Mleadership.
Duringthishome standFLAME saw a minimumimprovementinitsfundraisingoperations.
FLAME CF operationsoperatedata 53% lossand received47% of theircommission.Thiswasa 2%
12. 12
reductioninlossesanda 2% improvementincommissionreceived.The BPs were responsible for76%of
the losses,andthe HSs were responsiblefor22% of the losses.A significantamountof these losseswere
recovered (Performance Analysis).The majorityof losseswere due toprocedures andpolicies notbeing
followedinthe BPs.Thishome standwouldbe the completionof the Jump-Starttraineeandbegintheir
official time asaHS supervisor. Duringthishome stand,akeying-outprocessesforthe BPsbegan,this
consistedof salesbasedoninventorycountbeingcomparedtocash andcreditrecordedat turn-in.This
allowedustofindandsolve potential issuesbefore reconciliation.
At the start of the nexthome standAugust14, 2016- August16, 2016, FLAME management
oversawall CFoperationsand1 Jump-Startgraduate supervisedHS 231. FLAME CFoperations
performedwith41%lossesand59% commissionreceived.Thiswasareductionof 12% lossesandan
improvementof 12% commissionreceived.BPs were notkeyed-outduringthishome stand,butother
proceduresandpolicieswerefollowed.BPsaccountedfor49% of the lossesandcommissionreceived.
HSs accountedfor51% of lossesandcommissionsreceived. Thiswasthe secondtolast home stand
before acomplete transitionfromA&Mmanagementinvolvementtothatof a completelyFLAME
managedoperation,once again. The lastofficial dayforA&M’smanagementpresenceonthe ground at
TurnerField, wasSeptember02,2015.
Summary and Assessment
FLAME’s CF operationatthe beginningof the seasonwasoperatingcompletelyinthe redand
was inneedof improvement.Withthe assistance of A&MEvent’smanagementteam, FLAMEwasable
to reverse theirlossesandbegintosee a positive returnintheirfundraisingefforts.Byimplementing
policiesandproceduresthatheldvolunteersaccountable,implementationof atrainingprogram,
implementationof betterrecordkeepingprocess, andadditionandreplacementof management,has
once again made CF operationsatTurnerFieldapositive fundraisingactivityforFLAME.
13. Jump-Start Program
Overview
The Jump-Startprogramwas originallyintendedtoprovide non-custodial parentswithan
opportunitytopaytheirexistingchildsupportobligations,while gainingvaluablejobskills.The
participantswouldreceive trainingonall aspectsof FLAME’s concessionfundraisingoperations and
receive amonthlydonationtohis/herchildsupportobligations.The participantswouldundergoa
volunteertrainingperiodthatwastolast 30 days(14-16 games).Duringthistrainingtime participants
wouldalsobe evaluatedandconsiderforemploymentbyA&MEvents.Theywouldalsoreceive a$150
donationtowardtheirchildsupportobligations. The Jump-Startprogramwasdesignedtogive non-
custodial parentsthe opportunitytopayoff those obligations.The programactual became availableto
anyone whowasinterestedinthisopportunityand100% of the participantswere recruitedoutsideof
any child-supportassistance programs.
Training
The Jump-Starttrainingprogramconsistedof 14-16 daysof on-the-jobtraining(OJT).Duringthis
trainingtime participantsreceivedtraininginthe basicoperationsof FLAME’sconcessionfundraising
(CF) operations.Duringthistrainingtheywere taughtbasicaccounting,inventorymanagement,
equipmentoperation,customerservice skills,how toworkinteamsand individually,and
leadership/managementskills.Duringtrainingtheywere also evaluatedforseveral positions:
Team Leader- As a teamleaderyou will be responsibleforhelpingthe supervisormaintaincontrol over
concessionsoperationsandpersonnel,duringgame dayevents.Some of the dutiesateamleadermay
do are inventory,handle employeecheck-inandscheduling,accountabilityof equipment, training,and
assistance withall managementrequests.
Supervisor- Asa supervisoryouwill be responsible forthe everydayoperationsof ahard stand,several
beerportables,and8-11 personnel,duringgame dayevents.Youwill be responsible forensuring
beginningandendinginventorynumbersare correct,verifyingall cashdrops,scheduling,employee-
check-inanddutiesassignment,training,ensure concessionoperationsare runningsmoothly,andassist
withall uppermanagementrequests.
Manager- Asa manager youwill be responsibleforthe operationsof all hardstandsandbeerportables
duringgame day events.Asmanageryouwill ensure all reportsare correct,collectall cashturn-inslips,
performscheduling,accountantforpersonnel,communicate withothervendormanagement,ensure all
concessionoperationsare operatingefficientlyandtostandard.
Determinationof whichpositionaparticipantmighthave been offeredwasbasedonprevious
experience, attendance,overages/shortages,alcohol compliance,abilitytofollow directions,abilityto
improvise,abilitytolead,communicationskills,andknowledge of operations.Butthe biggest
determiningfactorwasthe participant’sworkethic.All considerationsforpromotionwere subjective,
the onlynon-subjectiverequirementforpromotionandeventobe clearedtoworkonTurner Field
premiseswere passingof abackgroundcheck(sex offender) andpassingof analcohol compliance exam.
14. 14
June
The Jump-Startprogramofficially beganonJune 5,2015, with4 official Jump-Startparticipants.
The Jump-Startprogramalso hadtwo A&MEvents’ employeeswhoagreedtobe Jump-Startprogram
participantsandforfeitedpayinreturnfordayscountedtowardJump-Startprogramtime (requiredin
orderto continue workingatTurnerField),forworktheycompletedpreviouslyinMay. By the endof
June, the Jump-Startprogramendedwith12 Jump-Startparticipants,48% of FLAME’s workforce and
57% of the total numberof Jump-Startparticipants.Outof the 12 Jump-Startparticipants,4completed
12 days of training(33%),1 completed10days (8%),1 completed9days (8%),2 completed5days
(17%),1 completed3days(8%),1 completed2days (8%),and3 completedonly1day (25%). This
averagedoutto 7 daysof trainingcompletedbyJump-StartparticipantsinJune.Although well below
the 100% transitiongoal,8 of the 12 Jump-Startparticipants(67%) continuedtheirtrainingintoJuly.
3(38%) of those 8 participantswere consideredforpromotionandbegansupervisortraininginJuly.
July
The month of Julystartedwiththe expansionof FLAME’sconcessionfundraising(CF) operations
withthe additionof beerportable (BP) 129 and hardstand (HS) 129. The monthof Julyalsostartedoff
with3 (38%) Jump-Startparticipants beingconsideredforpromotion, unfortunately due toattendance
only1 (13%) participantcompletedtheirsupervisortrainingandhadfull supervisorialcontrol,although
withsome assistance andover-watchingbyA&Mand FLAME management.The monthof Julyalso saw
the additionof 8 more Jump-Startvolunteers,bringingthe total numberof Jump-Startparticipants,for
the season,to20, 80% of FLAME’sCF workforce,and16 total Jump-Startparticipantsforthe monthof
July(64%) thiswill be the highestpercentof Jump-Startparticipantsapart of FLAME’s workforce. Out
of the 16 Jump-Startparticipants,1(6%) completed10days, 1 (6%) completed9 days,2 (13%)
completed8days,1 (6%) completed6days,1 (6%) completed5days,4 (25%) completed3days,3 (19%)
completed2days,and 3 (19%) completed1day. Thisaveragedoutto 4 daysof trainingcompleted by
Jump-StartparticipantsinJuly. Outof the 16 participants,1 completedsupervisortrainingand2 were
chosento accelerate throughthe Jump-Startprogramintosupervisorialpositionsaftercompleting5
daysor less.
August
The month of Auguststartedwith5 participantscontinuingJump-Starttrainingandthe addition
of 1 newparticipant.The 6 participantsfromJulyrepresented 29% of total Jump-Startparticipantsfor
the seasonand 24% of FLAME’s CF workforce. Of the 2 participantswhowere chosenforsupervisorial
rolesonly1 completedtrainingandwaspromoted.The otherparticipanthadtoreturnto university.
The 5 participants,whocontinuedJump-StartparticipationfromJuly,2were consideredforpromotion,
as well asthe 1 newparticipant,60% of Jump-StartparticipantsinAugust. Outof the 6 Jump-Start
participants.1(17%) completed7days,4 (67%) completed3days,and 1(17%) completed2,for an
average of 2 days.
Summary and Assessment
The Jump-Startprogramhad a total of 21 participantsduringthe time frame of thisreport. A
total of 8, 38%, fullycompletedthe trainingprogram,3,14%, of the participantswere promoted to
15. supervisorialroles,and 10, 48%, of the participantscompletedmore thanhalf of the program.Due to
the age of the program,insteadof itsoriginal intentof assistingnon-custodial parentswiththeirchild
supportobligations,the Jump-Startprogrambecame opentoanyindividual willingto gainvaluable job
skills,while volunteeringtowardamore lucrative position. Overall the Jump-Startprogramshowsthe
potential tobe a positive workforce developmentprogramwithinthe Atlantametropolitanarea.
16. 16
Quick Summaries
Financial Summary
*Doesnot include deductionof donationsandotherexpenses
Home Stand 2 (April 27, 2015- May 06, 2015)
Duringthe 2nd
home stand,FLAME locationshada total of $94,940.37 in sales,earneda
commissionof $8,164.89, had a recordedloss of $5,523.02, and receivedatotal of $2,336.29 in
commissionafterdeductions.Duringthishome standFLAMEreceived29% of theirearnedcommission.
$95.40 in lostcommissionwasrecovered.
Home Stand 3 (May 19, 2015-May 24, 2015)
Duringthe 3rd
home stand,FLAME locationshada total of $76,269.51 insales (20% reduction),
earneda commissionof $6,559.33 (20% reduction),hadarecordedlossof $4,626.39 (16% reduction),
and receivedatotal of $1,983.53 (15% reduction) incommissionafterdeductions.Duringthishome
standFLAME received30%of theirearnedcommission.Thiswasa 15% reductionincommissionand a
16% reductioninlossesfromthe previoushome stand. $529.20 inlostcommissionwasrecovered.
Home Stand 4 (June 05, 2015-June 11, 2015)
Duringthe 4th
home stand,FLAME locationshada total of $97,638.99 (28% improvement) in
sales,earnedacommissionof $9,100.51 (39% improvement),hada recordedlossof $6,615.67 (43%
increase),andreceivedatotal of $2,336.29 (1% increase) incommissionafterdeductions.Duringthis
home standFLAME received22%of theirearnedcommission. Thiswasa 27% reductionincommission
and a 12% increase in lossesfromthe previoushome stand.
Home Stand 5 (June 17, 2015-June 21, 2015)
Duringthe 5th
home stand,FLAME locationshada total of $108,656.85 (11% improvement)in
sales,earnedacommissionof $9,344.49 (3% improvement),hadarecordedlossof $3851.27 (42%
reduction),andreceivedatotal of $5,493.22 (173% increase) incommissionafterdeductions.During
thishome standFLAME received59%of theirearnedcommission. Thiswasa 166% improvementin
commissionanda47% reductioninlossesfromthe previoushome stand. $480.67 in lostcommission
was recovered.
Home Stand 6 (June 30, 2015- July 05, 2015)
Duringthe 6th
home stand,FLAME locationshada total of $102,599.86 (6% reduction) insales,
earneda commissionof $8,823.59 (6% reduction),hadarecordedlossof $5,051.93 (31% increase), and
receivedatotal of $3606.66 (34% reduction) incommissionafterdeductions.Duringthishome stand
FLAME received41%of theirearnedcommission. Thiswasa30% reductionincommissionanda 43%
increase inlossesfromthe previoushomestand.
17. Home Stand 7 (July17, 2015- July22, 2015)
Duringthe 7th
home stand,FLAME locationshada total of $152,542.42 (49% improvement)in
sales,earnedacommissionof $13,118.65 (49% improvement),hadarecordedlossof $7,190.67 (42%
increase), andreceivedatotal of $5,927.97 (64% increase) incommissionafterdeductions.Duringthis
home standFLAME received45%of theirearnedcommission. Thiswasan11% increase incommission
and a 7% increase inlossesfromthe previoushome stand.
Home Stand 8 (August3, 2015-August 9, 2015)
Duringthe 8th
home stand,FLAME locationshada total of $87,943.76 (42% reduction) insales,
earneda commissionof $7,563.16 (42% reduction),hadarecordedlossof $ 3991.23(156% reduction),
and receivedatotal of $3571.93 (40% reduction) incommissionafterdeductions.Duringthishome
standFLAME received47%of theirearnedcommission. Thiswasa40% reductionincommissionanda
156% increase inlossesfromthe previoushome stand.
Home Stand 9 (August14, 2015-August 16, 2015)
Duringthe 9th
home stand,FLAME locationshada total of $42,196.54 (52% reduction) insales,
earneda commissionof $3,628.90 (52% reduction),hadarecordedlossof $1,483.32(137% reduction),
and receivedatotal of $2,145.58 (40% reduction) incommissionafterdeductions.Duringthis home
standFLAME received59%of theirearnedcommission. Thiswasa40% reductionincommissionanda
137% reduction inlossesfromthe previoushome stand.
Overall
From April 27, 2015 –August16, 2015, FLAME concessionfundraising operationshadatotal of
$762,788.30 intotal sales,earned $63,644.57 in commission,hadarecordedlossof $34,054.36, and
receivedatotal of $30,328.89 incommissionafterdeductions.Of the $34,054.36 inlosses,
$1,105.27($12,851.98 insales) (2%) incommissionwasrecoverable.Although,FLAMEsuffered53%
lossesinthistime frame,theyimprovedtheirprofitsby30% andhad a steadyincrease of 1% permonth.
18. 18
Jump-Start Summary
May
# of participants- 2
% of workforce- 8%
June
# of participants- 12
% of workforce- 48%
July
# of participants- 16
% of workforce- 64%
August
# of participants- 6
% of workforce- 24%
Overall
Total # participants- 21
# completedtraining- 8
% completedtraining- 38%
# promoted- 3
% promoted- 14%
% retained- 48%
% completinglessthan7 days- 62%
65. 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) 36
Average Number of (Paid & Non-Paid) Volunteers Used (per
day)
25
Total Number of Jump-Start Volunteers for the Season 21
Number 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
66. 66
# Jump Start Volunteers # Non-Jump Start Volunteers
May 2 23
June 12 13
July 16 9
August 6 19
67. Monthly % of Jump Start Volunteers
May 9.52%
June 57.14%
July 76.19%
August 28.57%
68. 68
% 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%
69. Volunteers Completed, Failed, Promoted, and Retained
% of VolunteersCompletedthe Program 38%
% of VolunteersFail toCompletedthe Program 62%
% of VolunteersPromoted 14%
% of volunteersRetained 48%
70. 70
% Number of Days completed
May June July August
12 days 33%
11 days
10 days 8% 6%
9 days 8% 6%
8 days 13%
7 days 17%
6 days 50% 6%
5 days 17% 6%
4 days
3 days 50% 8% 25% 67%
2 days 8% 19% 17%
1 days 25% 19%
71. Number of Days Completed
May June July August
12 days 4
11 days
10 days 1 1
9 days 1 1
8 days 2
7 days 1
6 days 1 1
5 days 2 1
4 days
3 days 1 4 4
2 days 1 3 1
1 days 3 3
Total Number of Participants 2 12 16 6
73. 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: (Insertdate,time,andday)
Where: TurnerField
755 HankAaron Drive
Atlanta,GA 30315
The orientationwill be heldatthe back of Turner Field(locatedatBill LucasDr. SW). Enter throughthe
glassdoorsat topof steps (mediaentrance);youshouldseepeople cominginandout.
Parking: “MediaParking”Lot (locatedat Bill LucasDr. SW) it islocatedbehindTurnerFieldinthe parking
lotdirectlywhere youwill be entering. (Free parkingforthatday.)
Dress code:Casual Clothing
Things you needto bring: ID
Whenyou Arrive:
ShowID and signin
You will be askedwhatcompany/whoyouare with. Yourresponse will be “FLAME”
o Background information:A & M Eventsworksas a partnershipwiththe companyFlame
at Turner Field
You will be askedtosigna form statingyoudo notwork forAramark and will notbe paidby
them. Signthe form andjust make a mental note youwill be paidbyA & M Eventsor Flame.
A photowill be takenforyourTurner Fieldpicture ID.
Aftertakinga photointroduce yourself toanyA & M Employee he/shewill be wearingablue A
& M EventsT-shirton.
****For any reasontheyare unable to findyouonthe listplease contactAeteonMilesat678- 782-1431
ASAP.
Additional Information:
Orientationismandatoryinordertowork TurnerField. If youare unable toattendthe
orientation please letusknowandwe will sendyouanotherdate assoonas we receive the
information.
Orientationwill notbe heldbyA & M Eventsor Flame.Itwill be heldbyAramark(the company
whoruns TurnerFieldconcessions.)
Orientationwill lastroughly2-3hours
74. 74
The orientationwill gooveralcohol proceduresatthe fieldandconcludedwithatestonthat
information.Youwill alsotourthe facilityandlearn the policiesof Aramarkwhoare company
and non-profitisworkingunder.
Orientation Attendance Sheet
Name: Date
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
75. 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:Asa memberof the Jump-Startprogramyouwill receive$150 at the completionof your
training.Atthe endof yourtrainingyouwill be evaluatedonyourperformance andconsideredfora
leadershipposition.Hiringisnotguaranteed,itisbasedonpositionavailabilityandtrainee
performance.Paywill be givenoutonce a month(unlessotherwisestated).
Type of Work:Varies.Everyone will learnall concessionworkfromBeerPortable Worker,Cashier,Food
prepareretc.)
Location: TurnerField
755 Hank Aaron Drive
Atlanta,GA 30315
Employee Parking:
Brown Lot Address
Central Ave SW
Atlanta,GA 30312
Parkingisat the BrownLot locatedoff Central Ave. Arrive early,parkinglimited.(Cost:$2 cash only.)
From South:
1. Take I-75/85N. To EXIT 244 (UniversityAve.)
2. Turn Rightoff Exit.
3. Take Left at lightontoPryorRd. (Stayonto PryorRd, PryorRd will splitintoaone way street
once it splitsitwill becomesCentral Ave Sw.
4. Crossover Abernathy,passingthe BPgas stationandthenpass the MuseumBar (Onleft) looks
like achurch.
5. BrownLot will be onthe right.
Otherparking:Yellowlotacrossfrombrownlot.(Yellow Addressthe same asBrownLot.)
MeetingPlace:Meetat TurnerFieldatthe employee entrance gate off of PollardBlvdSW.(Meet
outside of the gate,youwill be meetingone of yourteamleaders.Theywill be givingyouyourshirt,hat,
name tag, & ID badgesand theywill be directingyou. Belowistheircontactinformation.)
Time:All employeesmustarrive fourhourspriortothe start of the game,unlessotherwisestated.
Arrival time will be givenoutagainonce yourschedule ismade.
Hours: Days vary from8hr to 12hr daysdependingongame. (If youare schedule toworka day you
mustwork the entire workday.Nohalf days allowed.)
Requiredfor Work:
76. 76
Uniform:
o ItemsprovidedbyA & M:
BravesShirt
BravesHat
Name Tag & ID Badge
o Itemsprovidedbythe worker:
Khaki pants
SolidBlackNon-SlipShoes
Undershirt(optional):Red,White,orBlue Shirtsonly
Pen
Optional Recommendations:
(All itemsare HighlyRecommendedandcanbe purchase throughA & M Events.)
Small Calculator$2
Black QuarterApron $7
Bottle Openers $2
Extra BravesShirts$35
Other itemsyou may want to bring:
Bottle water
Snack
Money(forfoodetc.)
****Please make note any personal items(ex: purses,jackets,etc.) youbringyouare responsible for
and FLAME and A & M Eventswill notbe liable foranymissingorstolenitems.We recommendthat
youdon’tbring anypersonal items.
Contact Person:
Team Lead1 678-674-7292
Team Lead2 678-782-0512
77. New Applicant Processing Procedure
**For Human Resource guideline/usage.
1. Applicantappliesforpositionthroughjobsearchengine ordirectlythroughwebsite.
2. HR receives applicant’sbasiccontactinformationandaddsapplicanttomasteremployeelist.
List shoulddefine whichorganization(FLAMEor A&M) the employee iswith.
3. Afterinformationisenteredintomasteremployee list,HRwill sendapplicantlinkto
electronicallyfill andsignvolunteeragreement,criminalbackgroundauthorization,andcriminal
historydisclosure. If applicantneedstofill additional blanksandcannotdo thisonline theywill
needtoprint,complete,andbringtoorientation.Inadditionthe applicantneedstofill outan
employmentapplicationwithA&M.Thiscanbe done throughthe website aandmeventsllc.com
4. Once applicantcompletesthe disclosureformsandapplications,theycanbe addedtothe NPO
sex offenderslist.HRwill sendthem welcome letterandinformationregardingthe next
orientation.
5. If informationneededtocomplete NPOsexoffenderlistisavailable,addapplicanttolist,asto
not delaythe processingtime of the individual orothers.
6. Once applicanthascompletedorientationHRwill sendtheminformationregardingworking
procedure atTurner Field,i.e.parking,uniform, contact,meet-uplocation,etc.
7. HR will notifyoperationsof the new incomingemployeesandtheywill be addedtothe
schedule.
78. 78
Supervisor/Manager Overall Check List:
Beginning:
1. Signinand pickup moneycards fromAramark.
2. VerifyMoneyCard:Stand225, Stand 231, Stand 410, BP 223, BP224, BP22, BP 229, BP 233,
BP237, BP410. Signoutfor moneycard.
3. Lay out foldersandnewinventorysheetforBeerportable.
4. Have a signinsheetlaidout.
5. Assignlocationstoeachindividual.
6. Passout moneycard to eachBeerportable.
7. Each BP employee musttake theirfolder,new inventorysheet,andmoneycardpickup.
8. Pickup moneyat the “DessertRoom”for standsonly.
- Distribute moneyforstandonlytothe personindicatedbelow:
-Stand225: Michelle ClarkorHarold Clarkor JC
-Stand231: Manager/Supervisorof the stand,Melissa,orJC(or assignedcashierforthe stand)
-Stand410: Darryl Smithor JC
9. Prepare the standsfor operations.
During:
10. Checkup on the operationsof the BP.(BP:If itsSunday notifies all employeesmustbeginsales
until 12:30pm).
Ending:
11. Everyone returnsbeerportable inventoryandreportstoStand231.
12. Each employee runningthe beerportable shouldturninthe moneyslip,Aramark beginningand
endingcountslip,andourinventoryslip.
13. Duringthe top of the 8th
needtopickup the creditnumbersfor, BP 223, BP224, BP22, BP229,
BP 233, BP237.
14. Calculate the underandoversforthe beerportable.
15. Close outstands.
16. Collectall standsheetsandturntheminto the AramarkSupervisorstobe reconciled.
Also, please note Supervisor/Manager Overall Check List is similar to Team Lead Check List.
Supervisor/Managermust have the ability to do all task when Team Lead is not available.
79. Team Lead’s Guideline/Checklist
Team Lead1
1. Get necessaryshirts,badge,id,hatfornew employee.
2. Meetnewemployee outsidethe gate.Passoutuniformandcontact information.
3. Give directiononwhere tosigninand where tomeet everyday.
4. Explainthe general informationandprotocol call of BP. (RefertoChecklistforTrainingNew
Employees)
5. Pickup Money:
Stand:225, 231, 410.
BP: 223, 224, 227, 228, 229, 233, 237, 410 (BeerPortable # SubjecttoChange)
6. Passout MoneyONLY to these Individuals:
JC /StandManager at Stand 231.
Michelle atStand225.
Darryl at Stand410
BP: Onlyto the cashierwhowill be workingthere forthe day.
If you are unable tothe findthese peopleplease keepthe moneyuntilyousee them.
7. Assistandcheckupon beerportable andstands.
End of Night
8. Collectthe moneyfromall BP.
9. Beginfirstcountof the money.
Team Lead2
1. SignIn Everyone
2. AssignLocation/BPtoeveryone. (If Supervisor/Managerhasnotdone so.)
3. Passout Foldersandmake sure all the necessarypaperwork& penis inside the folders.
4. Passout Rentals andleteveryone signthe rental sheet.
5. ExplainandassistnewemployeesaboutBP.
6. Assistandcheckupon beerportable andstands.
End of the Night
7. Texteveryone whentobegincleaningupandalsosenda secondtextwhennomore salescan
be made.
8. CollectRentalsandSigneveryoneoutforrentals.
*Team Leads are not limited to the guide lines above.
80. 80
Checklist for Training New Employees
Team Lead1 & 2 (Arrive athour priorto new employee):
Get teamleadcell phone &Team LeadClipboard
Make sure everyone signintoA&M employee sheet,yourecordwhattime theyarrive.
Employee Arrive at3 PM- Passout IDs,Shirts,Badges,Hat
Make sure everyone isindresscode.(Tuckedshirt,hatKhaki Pants,Blackshoes,)
Directthemto the Aramark Sign-InAreaandmake sure theyknow everydaytheymustsignin
the “FLAME” signinsheet.
Showthemthe meetingspot231 “All Star Stand”
Distribute folders&explainin-deptheachiteminthe folder.
* Readthroughthe BeerPortable Operationstothe new employees.
*Explainwhentodo the beeraccountabilitysheet(before/after).(Make sure theyturnintwoyellow
slipsat the endof the night.)
*Explainvoidsheet,registerissues,andcontactinformation.
Explaintothemif theyare unable toreach youguys duringa situationwhowouldbe the best
Aramarkemployee tocontact.
AssignTask/BeerPortable
Distribute rental equipmentandverifyeachitem.Letthemknow the costof eachitemif lostor
not returnedatthe endof the night.Apron$7, Bottle Opener$2. Itemsare all for sale as well.
Showthemwhere tofindcarts, ice,andbeerwarehouse.
Whenpickingupbeerfromthe warehouse letthemknow thatinventorybefore andaftereach
pickup isveryimportant.Anymiscountorinventoryshortage canbe takenout of theirpay.
Explainhowthe beerisplacedinthe cooleraccordingto the photo.
Make sure theydisplayone of eachitem(beer/soda) ontheirstand.
If theyare doingPretzelsplease make sure theykeepanaccurate account of the pretzelsthey
receive duringthe entire game (Thisincludestarting#and all additional pretzelsthey
requested.)Also,doanendingcounttoo.
Explainpricingandhowto operate the register,close andendbank.Letthemknow anyof the A
listor Bravesticketswe don’ttake on beerportable.
Explainwhere the voidsandsignedreceiptsgo.(Voidsstayunderthe registerandsignedcopyin
bag.)
Distribute Moneybags.
Let themknowwhentheymustshutdownthe beerportable.
Duringthe game regularlycheckuponthem.Doesevaluationsheetonemployees(Make notes
on goodand bad thingsyouobserve.)
Towardsthe endof the 7th
inningmake sure theyknow whentopack upand that theystill
remainopenandleave theirdisplayupuntil we officiallyclose.
End of the nightwhentheyare packingthe stuff up& placingitinthe crates theymustdo the
endingbeeraccountabilityinventorysheetduringthattime.
81. End of the nighttheymustrecordall voidson the VOIDLOG IN SHEET. (But voidreceiptsmust
stay underthe register.)
End of the nightpickup moneybagsfromeach beerportable.(Make sure theyknow how to
endthe bank.)
Once you getall the moneybags meetusat 231.
Do a Money countverification
CollectEquipmentRentals&have themsignforit.(Anyitemsnotreturnedmustpaythat night
or otherwise notedonrental sheet.)
Each employee mustorganize theirpackandput new slipsinitbefore returningit.
82. 82
Rental Sheet
*Rentals Include Aprons, Pens, and Bottle Openers.
Name Date Equipment Rented Received (Signature) Returned (Signature)
83. Beer Portable Operations
Pickingup the beer:
1. Each employee will be accountableforaccurate beercounts,beerpickup,and beerdrop
off.(Anymiscountorlossesinbeer/sodas/watersormoneyshortage will be deductedout
of pay.) If there are any discrepanciesnotifythe beerwarehouse/Aramarksupervisors/A &
M event’smangerimmediately.)
Portable set up:
1. Recountand checkall inventory(onbeerwarehouse sheet) whenplacingintocooler.
2. Basedon day (weekdayvsweekend)the amountof beer/soda/wateryouplace inthe cooler
may vary.The remainderyoucankeepunderyourcooleruntil needed.
3. Place one beersandsoda eachon displayaccordingtothe photo onthe beerportable.
4. Place beerand soda inthe cooleraccording the displayinthe photo.
Alwayscheckid.MUST BE 21 OR OLDER. Birthdaymust be on the monthand day of the current
date 1994 or priorto 1994.
*Example 1: Today isMay 19, 2015.
- ID saysDOB: 5/19/1994 thenyou mayserve them.He/she is21 yrs. old.
- ID saysDOB: 2/18/1990 thenyoumay serve them.He/she is25 yrs. old.
-ID SaysDOB: 8/13/1994 thenyouCANNOTserve them.He/she is20 yrs. old
until 8/13.
***Customermust take ID out of the walletandyoumust physicallyholdthe id.(Turnerfield’spolicy.)
TWO BEERS ONLYPER PERSON.
Receive payment.Askcustomer“Will thiscomplete yourorder?”ThenOPEN THE BEER!! (NO
BEER SHALL BE GIVEN TO THE CUSTOMER UNOPEN.)
Anybeersthat are damagedor returnedor accidentallyopenedmustbe keptatall timesand
returnedtothe beerdrop-off atthe endof the night.
Anyreturnsor exchangeswill be handledonlybyAramarksupervisors.
AnyVOIDSplace themunderthe registeratthe endof the night.Anysignedcredit cardsplace
theminthe moneybag.
All salesendatthe endof the 7th
inning.
Keepandturn inbeginningandendingbeerwarehousesheet(yellow sheets) toA & M
managersat the endof the night.
No tipjars or solicitingfortipsisallowed.However,cashtipscan be accepted.(Nocreditcard
tipscan be accepted.)
86. 86
Register Transactions Instructions
How to Login:
1. Enter 9 + Standnumber+ 1 + Enter.(Example:ForBeerportable 217, Press92171 Enter)
2. PressStart Bank andthen Enter.
3. On the screenwill say“Assignregister?”Press Yes/Enter
4. Drawerwill open. Insertmoneyandclose the drawer.
How to Log Out:
1. Press End Bank.
2. On the screenwill say“Unassignedregister?”Press Yes/Enter.
3. Drawerwill open.Take outall the moneyand place it inits designatedbag.
**Place all receiptssignedinthe designatedmoneybag.Leave all VOIDSunderthe register.
Cash Transactions:
1. Enter ItemsPurchased(If theywantmore thanone of the items,pressthe itemagainfor
desiredamountneeded.)
2. Press SUBTOTAL
3. If customerpays with$10, $20, $50 (Pressthe greenbuttonindicatingthe amount.Example:
$10, 20, 50)
4. If customerpays witha different amount. PressCASHthentype inthe amount.(EX:$19 or
$17.50) ThenPress ENTER. (ORType in the amountthen CASHand thenthe cash drawerwill
open.)
5. Amountgiventocustomerswill be indicatedonthe screenandcash drawerwill open.
- MUST GIVE RECEIPT TO ALL CUSTOMERS
Card Transactions:
1. Enter ItemsPurchased(If theywantmore thanone of the items,pressthe itemagainfor
desiredamountneeded.)
2. Press SUBTOTAL
3. Press CREDITCARD.
4. Thenyou can receive the customer’s cardandswipe it.
5. Registerwill say-authorizing(maytake afew secondstoprocess) - and thenif approveditwill go
through.
6. Some transactionsover$20 will require asignature andanythingundermaynot.(MUST GIVE
RECEIPT TO ALL CUSTOMERS.)
VoidTransactions:
-Before pressingSUBTOTALyoucan remove the lastitemsyouaddedwiththe VOIDbutton.However,if
have alreadypressed SUBTOTALyoumustcontinue andcomplete the transactionandthenonce the
receiptisprintedwrite VOIDonthe ticketandkeepthatreceipt.Thenredothe transactionsagain
correctlyfor the customer.
