Copyright © 2007 by John Wiley & Sons, Inc. All rights reserved Chapter 10 Preparation and Review...

Copyright © 2007 by John Wiley & Sons, Inc. All rights reserved

Chapter 10Preparation and Review

of the Night Audit


Chapter 10 Focus Points

Importance of the night auditNight audit processThe daily flash reportReading the night audit


Night audit - the control process whereby the financial activity of guests’ accounts are maintained and balanced.

The night audit will provide the necessary “objective overview” to evaluate the hotel’s financial activity. Ability to monitor hotel revenues Effect of marketing plans on related goals Provides “day-to-day” monitoring, not just end of period

review

Importance of Night Audit


Duties of the night auditor. Checking in late check-ins Checking out early check outs Processing reservations Performing the duties of security guard Monitoring fire safety systems Performing cashier duties for banquet functions Acting as manager on duty

Role of Night Auditor


The night audit process The night audit process is a series of financial

checks and balances that need to be performed on the various departments and front office staff.

The process to post room and tax charges.

The process of assembling guest charges and payments.

The Night Audit Process


The Night Audit Process Reconciling departmental financial

activities.• The importance of this process as a necessity

to insure that all posted guest charges and reported departmental balance.

• The origin of departmental balances.• Review Figure 10-2 p. 265 – Departmental

Totals.• Review Figure 10-3 p. 267 – Cashier’s Report

The Night Audit Process (cont’d.)


Procedure to reconcile account receivable. City Ledger is an accounts receivable - a collection

of guest accounts of persons who are not registered with the hotel

Contents of accounts receivable: direct billings master credit card accounts (Visa, MasterCard, JCB)

Verification of these totals against departmental totals



Run trial balance The first step in determining if posted guest charges

and reported departmental charges balance Figure 10-4 – Trial Balance. – p. 268 Importance of training front desk clerks in the posting

process




Preparation of the night audit report The goal of preparing the night audit is to provide

financial feedback for an immediate opportunity for managers to react and respond to variances as well as accurate guest folios and accurate city ledger folios.

Importance of departmental totals Concept of bank deposit Concept of accounts receivable



Cashier’s report – lists cashier activity of cash and credit cards and PMS totals

Manager’s Report is a listing of occupancy statistics from the previous day, such as occupancy percentage, yield percentage, average daily rate, RevPAR, and number of guests.



Formulas for Balancing (pp. 274-275) the night audit report.

Guest Ledger City Ledger Bank Deposit


Components of the Night Audit Report

Components as well as origination of figures found in Figure 10-5 – Night Audit Report pp. 270-273

Columns titled actual, budget, and goal %. Room and tax – this figure originates as a total of

posted daily guest room charges; it is a cumulative total from the PMS room total feature.


Components of the Night Audit Report (cont’d.)

Total restaurant sales and sales tax – the origin of this total is by meal period in the various food outlets in the hotel. The dollar figure can be verified against the daily sales reports with accompanying cash register tapes or point-of-sale audit trail tapes from each of the food outlets. The corresponding tax total is obtained by the sales tax figure on the daily sales reports


Components of the Night Audit Report (cont)

Tips for restaurant, room service, banquet, and lounge employees – the origin of this figure is service fees paid to food and beverage employees. The dollar figure can be verified against paid out slips (tips paid immediately to service employees from the desk clerk’s cash drawer) and room service guest checks and credit card vouchers (charged tips).



Room service – the origin of this figure is a total of sales by meal period for room service. The dollar figure can be verified against the daily sales reports with accompanying cash register tapes or point-of-sale audit trail tapes from the room service food facility outlet. This figure is reported separately from restaurant sales to

reflect marketing and merchandising campaigns.



Banquet sales – the origin of this figure is a total of guest checks that tally the individual banquet charges per meal category. The completeness of the total reported can be checked against daily function sheet. The dollar figure can be verified against the daily sales report of the banquet department. This figure is used to evaluate the effectiveness of the food and beverage manager in controlling relate expenses. It is also used to evaluate the effectiveness of the director of marketing and sales in generating business. Finally it is used to indicate cash flow.



Banquet Bar and Total Lounge Sales – the origin of this figure is from the point-of-sale cash registers in these areas. The dollar figure can be verified against the daily sales report and cash register tapes or audit trail tapes. This figure is used to determine how well cost control efforts have been maintained in this department. It is also used to determine the success of certain marketing and merchandising campaigns.



Room Rental – this figure originates from meeting and function room rentals. The night auditor can verify the completeness of total rentals by cross-referencing the function sheet listings. The dollar figure is verified against the room rental departmental daily report. This figure is used to determine if room rentals have been maximized during slow banquet sales by the marketing and sales department.



Valet – this figure must be closely monitored because the hotel pays cash to the off-premises dry cleaner of laundry service when clothing is returned. This total represents costs plus mark-up posted to guest folios from transfers. The dollar figure can be verified against the valet or dry cleaning/laundry journal.



Telephone Charges – the origin of this figure is from telephone charges reported for local and long distance telephone calls that have been posted to the guest account through the PMS interface with the call accounting system. The dollar figure can be verified against the telephone charges printout received through the call accounting system. This figure allows management to determine the profitability of this service.



Gift Shop Sales and Tax – the origin of this figure represents sales and tax from this department. The dollar figure can be verified from the gift shop daily sales report and cash register tapes or point-of-sale audit tapes. Management uses this information to examine profitability of this area and to predict cash flow.



Vending – the origin of this figure is from sales from various vending machines in the hotel. The dollar figure can be verified from the departmental vending daily report. Management compares inventory usage with cash collected to monitor the integrity of cash collection and reporting activities.



Spa – the origin of this figure is sales posted to guest folios and cash sales in that department. The dollar figure can be verified from the departmental spa daily report and vouchers posted to the guest folios. Management needs this information to examine profitability of this area, to predict cash flow, and to determine the effectiveness of marketing and merchandising campaigns.



Parking – the origin of this figure comes from sales received in cash, business checks, debit cards, credit cards, and transfers for guest parking. The dollar figure can be verified from departmental parking garage daily report and transfer slips posted to guest folios, parking tickets, cash register tapes, and monthly parking permit renewals that accompany the daily report.



Total Revenue and Total Write-offs – these figures represent all the cash and charge transactions for the day that reflect all the previously reported figures. Management will compare the actual and budgeted figures to determine how well operations have met financial goals.



Cash Sales and Accounts Receivable Balance Explain the Total Cash Sales figure. Explain the Today’s Outstd A/R figure. Explain the Total Revenue figure. Explain the Yesterday’s Outstd A/R figure Explain TOTAL OUTSTD A/R Explain CREDIT CARD REC’D A/R figure Explain Cash Rec’d A/R Explain Bal A/R



Credit Cards and Cash Applied to Accounts Receivable – these figures represent payments that have been received for application toward outstanding accounts receivable (credit card companies, direct billing accounts, and city ledger accounts). Management monitors this figure to determine cash flow.



Analysis of Accounts Receivable – These figures are maintained to determine the source of the account receivable. Various sources will allow the controller to monitor cash flow. The controller will be able to determine the effects of various discount rates on the profit and loss statement. The controller will also use this information to age accounts



Bank Deposit and Amount Transferred to Accounts Receivable – The total bank deposit figure represents cash, Visa, MasterCard, and JCB. The analysis of bank deposit provides sources of bank deposit (cash sales, credit cards and cash from accounts receivable). The total bank deposit figure must match the total cash sales plus the cash received and applied to outstanding accounts receivable (cash received on accounts receivable minus total paid-outs). The total of actual cash and credit card payments received (from the cashier’s report) will match the total bank deposit figure. The amount transferred to accounts figure will match today’s outstanding accounts receivable (today’s outstanding accounts receivable).



Cashier’s Report – This figure provides a cumulative total of the cash, credit card vouchers, and checks from credit card companies (from outstanding accounts receivable). This is the amount of cash the desk clerk or cashier is responsible to produce in the deposit. It provides differences between actual and machine total.


Operating Statistics Operating Statistics – these figures provide a quick summary of the

activities of the day and the succession meeting financial budget targets. Management will be able to take quick action to catch unprofitable trends.

Rooms Available – these are the number of rooms in the hotel which were operable for sale; if a room was out of order because of redecorating, plumbing, etc., then it is not to be included in this figure; sometimes students think if a room was occupied by a stay-over, it was not available for sale.

Rooms sold, rooms Vacant, and Rooms Out-Of-Order – these numbers are cross referenced by assessing the housekeepers module (refer to Figure 10-6) p. 281.

Rooms Comp – this figure is reflected in the guest registration card and folios.

Occupancy Percentage– this figure is determined by dividing the number of rooms sold by the number of rooms available and then multiplying that figure by 100. (Refer to Figure 10-7) p. 282


Operating Statistics (cont)

Double occupancy percentage – this figure is determined by dividing the number of guest minus the number of rooms sold by the number of rooms sold, then multiplying that figure by 100. (Refer to Figure 10-7) p. 282

Yield Percentage – this figure is determined by multiplying the number of rooms sold by ADR and dividing that figure by the number of rooms available times the rack rate and multiplying that figure by 100. (Refer to Figure 10-7). p. 282

RevPAR – this figure is determined by multiplying the times occupancy percentage by the average daily rate. (Refer to Figure 10-7). p. 282

Room Income – this figure is obtained from the total room rate postings.


Operating Statistics (cont)

Number of Guests – this figure corresponds to the registration module.

Average Daily Rate – this figure is computed by dividing the room income by the number of rooms sold. (Refer to Figure 10-7). p. 283

No-shows – this figure is complied by tallying the number of reservations with a confirmed status that did not show; guaranteed reservations are not included in this figure.


The Daily Flash Report

Daily Flash Report – a management tool to keep track of departmental totals. Refer to Figure 10-8. p. 283

Room sales – review as major source of income and provide most profit

Departmental totals – such as food and beverage; watch for income and corresponding effectiveness of food and labor cost.

Occupancy totals – feedback on marketing and sales efforts

Search for reasons for low occupancy


Reading the Night Audit

Room Sales – Budget vs. Actual to compare sales efforts Restaurant Sales – Review individual meal periods

against goals Room Service – Review goal because it is a profit area

for hotel Banquet Sales – This assists with cash flow and needs a

careful watch Banquet Bar Sales – Provides additional income with

banquet sales Room Rental – This is a very profitable area to assist in

paying other non-incoming producing areas of the hotel


Reading the Night Audit cont’d.

Lounge Sales – This area assists in attracting visitors to a property

Valet – This is a service to the guest and the fee charged for handling is profit for the hotel

Telephone – these fees helps to recover investment in the telecommunication investment and profit for the hotel

Gift Shop – a percentage of the gross sales may be returned to the hotel if this gift shop is outsourced to a vendor

Vending – a percentage of the gross sales may be returned to the hotel if this service is outsourced



Spa – a percentage of the gross sales may be returned to the hotel if the spa is outsourced to a vendor

Parking – a percentage of the gross sales may be returned to the hotel if the parking garage or lot is outsourced to a vendor

Total Paid-Outs – this figure should be low; not many people are authorized to receive paid-outs from the front desk staff.

Total Discounts – this figure will provide feedback on “satisfaction guarantees” that have been used

Total Write-Offs – this figure provides feedback on accounts that were uncollectable

Total Paid-Out and Noncollect Sales – this is a figure that combines both areas and should be closely watched



Total Cash Sales – this figure represents all non-credit sales; usually low; if it were high, it could mean a security problem because guests haven’t established credit

Today’s Outstanding Accounts Receivable – total amount charged to guests’ folios

Total Revenue – Total of all cash and charge sales for the day Yesterday’s Outstanding Accounts Receivable – A large number;

represents a delay in receiving credit card payment balances Total Outstanding Accounts Receivable – Total of Today’s and

Yesterday’s Outstanding Accounts Receivable Credit Card Received Accounts Receivable – how much money was

applied to credit card balances



Cash Received Accounts Receivable – Cash received and applied to credit card balances

Balance Accounts Receivable – Total of outstanding accounts receivable (city ledger, direct bill, and credit cards) Note: this figure must match Analysis of Accounts Receivable

Bank Deposit – Lists cash and credit card deposits. Note: must match Credit Card Received Accounts Receivable.

Analysis of Bank Deposit – Provides overview of sources of funds deposited



Cashier’s Report – verifies total of each cashier for cash sales, credit card sales, and sales applied to accounts receivable

Analysis Cash Report – summary of cash sales, credit card sales, and sales applied to accounts receivable

Manager’s Report – overview of staff’s financial efforts of the previous day (actual vs. budgeted figures)

Copyright © 2007 by John Wiley & Sons, Inc. All rights reserved Chapter 10 Preparation and Review...

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Transcript of Copyright © 2007 by John Wiley & Sons, Inc. All rights reserved Chapter 10 Preparation and Review...