Monthly income and expense sheet for a small hotel or pension: a template that owners keep

A hotel income statement template is a one-page monthly sheet that lists revenue by rooms, board and extras, costs grouped by the decision they inform, and the room nights, occupancy rate and ADR behind them. It sits next to the accountant's statutory books, keeps taxes out of revenue, and reconciles to them every quarter.

The accountant's file will close the year correctly and will tell you nothing about March. The sheet that tells you about March is one page, and you have to keep it yourself. After reading this you will know what goes on that page, in what order, which cost lines earn their place, and which three rules keep it from drifting away from the books.

Why keep a management sheet next to the accountant's books?#

Because the two answer different questions: the books answer what you owe, and the management sheet answers what to do next month.

The statutory books stay with the accountant. Nothing on this sheet replaces them, changes how a document is issued or decides what is declared. The books are organized for tax and follow the document date. Your sheet is organized for decisions and follows the month, which is why the two will never match line for line.

Keep one page, one row per line, in the same order every month, so that two months can be laid side by side without rebuilding anything. Fix a closing day, for example the fifth working day of the following month, and always fill the sheet from the same sources: night audit totals, supplier invoices, bank statements. Name one person who fills it and one who reads it. A sheet with two owners has none, and a sheet filled from memory has no value.

Build the monthly sheet in the same shape as the yearly plan, so that the annual budget is simply twelve of these columns. The structure is the same as in the guide to the hotel budget built month by month.

Be clear about what it is not: it is not a cash-flow plan, not a tax return and not a substitute for the accountant's trial balance.

What belongs on the revenue side of a hotel income and expense sheet?#

Four lines: rooms, board, extras and other. Everything else is a detail inside one of them.

Rooms means room revenue only, recorded at the price before commission. The commission goes on the cost side as a distribution cost, so the sheet shows both the gross sale and what it cost to win it.

Board covers breakfast, half board, full board, the all-inclusive supplement, and restaurant sales to people who are not staying. Decide once whether board is a separate line or folded into rooms, then never change it mid-year.

Package prices need a rule. The sources checked give no official method for splitting a package between room and board, so pick a split rule, write it on the sheet, apply it every month and show it to your accountant.

Extras are minibar, laundry, spa, transfers, late checkout, parking, and anything else that appears on the guest bill beside the room. Other income covers rent of a meeting room, commission received from a tour operator, sale of an obsolete asset. Keep this line small and visible, so it never disguises a weak month in rooms.

Keep the accommodation tax and VAT out of every revenue line. The accommodation tax is shown separately on the invoice and is not part of the VAT base, as set out in Article 34 of the Expenditure Taxes Law on the Mevzuat Bilgi Sistemi (consolidated text, 2026-11-01) (opens in a new tab).

Write the sold room nights next to the rooms revenue as you enter it. If the two are entered on different days by different people, the ratios later in the sheet will not reconcile.

Which cost lines should a small hotel track, and how should they be grouped?#

Group costs by the decision they inform, not by the supplier's invoice, because a line you cannot act on is a line you should merge.

Staff covers wages, social security, seasonal extras, and the real cost of staff meals and staff lodging if you provide them. Seasonal staff belong here, not in a separate seasonal line. Food and beverage cost is purchases adjusted for stock at the start and end of the month, not the month's invoices, otherwise a heavy delivery week distorts the result.

Energy is electricity, gas, water and boiler fuel. Read the meters on the closing day so the month is a month and not a billing cycle. Laundry is the outsourced cost as invoiced, or, in-house, split into detergent, water, power and the labor hours it consumes.

Distribution is booking-site commission, travel-agency commission, payment provider fees and any paid placement. This is the line that tells you whether a channel is worth its price. Maintenance and supplies covers repairs, consumables and small replacements; separate a repair from an improvement, because one is a cost of the month and the other becomes an asset. Fixed charges are rent, insurance, licenses, the accounting fee, software subscriptions and bank charges: the lines that keep arriving in February.

The test for every line: has it ever made you change a price, a shift, a supplier or a menu? If not, merge it into the line above and keep the sheet readable.

How do room nights, occupancy and ADR fit on the same sheet?#

They are the denominators: money without them cannot be compared across months, across seasons or against any other property.

Available room nights are sellable rooms multiplied by the nights in the month. Rooms closed for renovation come out of the count and are noted separately, or the occupancy figure flatters itself. Sold room nights are taken from the night audit, not from the reservation list, because a reservation is a promise and a room night is a fact.

The three ratios follow: occupancy rate equals sold room nights divided by available room nights. ADR equals room revenue divided by sold room nights. RevPAR equals room revenue divided by available room nights. Write the three definitions at the top of the sheet and keep them for the whole year. A definition changed in July makes every earlier month incomparable.

The Ministry of Culture and Tourism publishes an occupancy rate for certified facilities, built from overnight stays and available room nights, but it covers only Ministry-certified facilities, not all hotels, so never set your own figure beside a published one without adjusting for that scope difference (Source: Ministry of Culture and Tourism, certified accommodation statistics, August 2026). Add nights per stay and the number of guests, because board and extras revenue move with them and not with room nights alone.

The formulas and the mistakes that break them are set out in the guide to RevPAR, ADR and occupancy rate formulas.

Which rules stop the sheet from drifting away from the accountant's figures?#

Three: one basis, cash or accrual; taxes out of revenue; and one exchange-rate rule applied without exception.

Cash basis records money when it moves. Accrual basis records it in the month the service was delivered. Choose one, write it on the sheet and never mix the two inside a year. The difference is real and harmless: a December stay invoiced in January belongs to December on an accrual sheet and to January on a cash sheet. Both are correct if the rule is stable.

Taxes: the accommodation tax is shown separately on the invoice and is not part of the VAT base (Mevzuat Bilgi Sistemi, Gider Vergileri Kanunu No. 6802, Article 34, consolidated text, 2026-11-01). Record it as money collected for the state, never as revenue, and confirm the current rate and your own scope with your accountant.

Foreign currency: pick one rule, for example the central bank's daily indicative rate on the invoice date, write it down and apply it to every line. Never re-value a past month because the rate moved. Which rate the tax rules require for a foreign-currency invoice is a question for your accountant. The sheet only needs a rule it applies consistently.

Keep commission on the cost side and taxes outside revenue. Those two choices alone prevent most of the arguments at year end.

What does a filled month look like?#

Here is an invented month for a 12-room pension, with round numbers chosen to make the shape clear rather than to describe any real property.

For example: 12 rooms over 30 nights gives 360 available room nights; 216 were sold, so occupancy is 60 percent. At an ADR of 1,500, rooms revenue is 324,000, and RevPAR is 900.

Ratios: available room nights 360, sold 216, occupancy 60 percent, ADR 1,500, RevPAR 900, cost per sold room night 1,380.

The month leaves 144,000, which is about 667 for every sold room night. That single figure is the one to carry into next month's decisions, because it says what a room night has to earn.

Read the sheet in a fixed order: the result first, then the three ratios, then the two lines that moved most against the same month last year. For a seasonal property, compare with the same month last year, not with last month. Comparing April with March teaches nothing except that seasons exist. The yearly view is twelve columns of the same rows, and seasonality then appears as a shape you can plan around, instead of a surprise that arrives every summer.

Copy the structure, never the numbers. These figures are an illustration and are not a benchmark for any property or region.

How do you match the sheet to the accountant's figures, and when do you outgrow it?#

Reconcile quarterly, explain every difference by its cause, and consider USALI only when the property has several revenue centers that each need their own result.

Each quarter, set revenue per your sheet against revenue per the books and list the difference by cause: timing, a document issued in another month, a correction, a currency conversion, a line you grouped differently. Never adjust the sheet to make a difference disappear. Write the reason next to it, so that the same cause is recognized next quarter instead of rediscovered.

Ask the accountant for a trial balance at the same date rather than a verbal summary. A reconciliation needs two documents, not one document and a memory. Read the differences as information: a recurring timing gap usually means your closing day and the accountant's cut-off disagree, which is a process problem, not an error.

USALI, the Uniform System of Accounts for the Lodging Industry, is a standard chart of accounts that splits a property into revenue centers and departments. It pays off when several departments sell and consume, and it costs a small property time it does not have. The signals to move: more than one revenue center with its own manager, a management contract, or a lender or investor asking for departmental results.

This sheet is not a cash-flow plan. For the months between seasons, plan cash separately, as covered in the guide to cash flow planning for a seasonal hotel, because a profitable month and a solvent month are not the same month. Reading month-to-month movement against the plan is a separate skill, covered in the guide to reading the monthly budget versus actual variance.

What to do next#

Open one page, write the basis, the tax rule and the exchange-rate rule at the top, and fill last month from the night audit and the supplier invoices. Keep the same rows for twelve months, reconcile to the accountant each quarter, and the sheet becomes the yearly view you plan from rather than a document you rebuild every January.