Insights / Sample output
Hotel monthly reporting pack
A USALI-format package as an owner or asset manager receives it. Figures are illustrative — the structure, line ordering and terminology are exactly what we produce.
Contents: summary operating statement · departmental detail · statistics and flow-through · owner statement
Schedule 1
Summary operating statement
Uniform System of Accounts for the Lodging Industry, 11th revised edition presentation. Month and year-to-date against budget and prior year.
| Line | Actual | Budget | Var | % of rev | Prior yr |
|---|---|---|---|---|---|
| Operating revenue | |||||
| Rooms | 1,842,400 | 1,760,000 | +82,400 | 71.8% | 1,681,900 |
| Food and beverage | 548,900 | 571,000 | −22,100 | 21.4% | 519,300 |
| Other operated departments | 118,700 | 124,000 | −5,300 | 4.6% | 112,400 |
| Miscellaneous income | 55,300 | 52,000 | +3,300 | 2.2% | 48,800 |
| Total operating revenue | 2,565,300 | 2,507,000 | +58,300 | 100.0% | 2,362,400 |
| Departmental expenses | |||||
| Rooms | 479,000 | 448,800 | −30,200 | 26.0% | 420,500 |
| Food and beverage | 417,200 | 399,700 | −17,500 | 76.0% | 368,700 |
| Other operated departments | 71,200 | 74,400 | +3,200 | 60.0% | 68,600 |
| Total departmental expenses | 967,400 | 922,900 | −44,500 | 37.7% | 857,800 |
| Total departmental profit | 1,597,900 | 1,584,100 | +13,800 | 62.3% | 1,504,600 |
| Undistributed operating expenses | |||||
| Administrative and general | 186,300 | 180,500 | −5,800 | 7.3% | 172,900 |
| Information and telecommunications | 41,000 | 40,100 | −900 | 1.6% | 38,400 |
| Sales and marketing | 154,000 | 150,400 | −3,600 | 6.0% | 141,700 |
| Property operations and maintenance | 102,600 | 100,300 | −2,300 | 4.0% | 96,800 |
| Utilities | 89,800 | 87,700 | −2,100 | 3.5% | 84,200 |
| Total undistributed | 573,700 | 559,000 | −14,700 | 22.4% | 534,000 |
| Gross operating profit | 1,024,200 | 1,025,100 | −900 | 39.9% | 970,600 |
| Management fees | 76,960 | 75,210 | −1,750 | 3.0% | 70,870 |
| Non-operating income and expense | 312,400 | 311,000 | −1,400 | 12.2% | 305,100 |
| EBITDA | 634,840 | 638,890 | −4,050 | 24.7% | 594,630 |
Illustrative figures for a 180-room full-service property. Note the pattern this presentation exposes: revenue beat budget by $58,300, and EBITDA still finished $4,050 behind it.
Schedule 2
Statistics and flow-through
| Statistic | Actual | Budget | Prior year | vs PY |
|---|---|---|---|---|
| Rooms available | 5,580 | 5,580 | 5,580 | — |
| Rooms sold | 4,352 | 4,241 | 4,129 | +5.4% |
| Occupancy | 78.0% | 76.0% | 74.0% | +4.0 pts |
| Average daily rate | $423.35 | $415.00 | $407.34 | +3.9% |
| RevPAR | $330.18 | $315.41 | $301.42 | +9.5% |
| Cost per occupied room | $110.07 | $105.82 | $101.84 | +8.1% |
| Total revenue flow-through to GOP | 26.4% | — | — | — |
The commentary that ships with it
RevPAR grew 9.5% year over year on a four-point occupancy gain and a 3.9% rate increase — a strong top line. Only 26.4% of the incremental revenue reached gross operating profit. Cost per occupied room rose 8.1%, concentrated in rooms department labour, and food and beverage finished 3.9% behind budget on revenue while its departmental cost ratio held at 76%. The rooms labour variance is the actionable item; the F&B shortfall is a demand question, not a cost one.
That paragraph is the difference between a reporting package and a report. Numbers arrive with the explanation already written.
Schedule 2a
Where the revenue gain stopped
A revenue-up, profit-flat month always has a specific cause. The bridge names it.
Schedule 3
Owner statement
Produced to the management agreement. This is the page an asset manager or lender actually reads.
| EBITDA per Schedule 1 | 634,840 |
| FF&E reserve at 4.0% of total revenue | (102,612) |
| Net operating income | 532,228 |
| Debt service | (288,400) |
| Real estate taxes and insurance escrow | (61,750) |
| Cash flow available for distribution | 182,078 |
| Working capital adjustment | (25,000) |
| Distribution to ownership | 157,078 |
| Debt service coverage ratio | 1.85× |
| Covenant minimum | 1.25× |
Covenant position is calculated every period, not at the test date. If a ratio is trending toward its minimum you hear about it with months of warning, not weeks.