Accounting Case
INTRODUCTION
Assume you are a CPA hired to audit the books of a minor league baseball team, the Triangle Ball Club
(TBC) from Tallahassee, Florida. It is mid-August, and you have been on the job several weeks preparing
for the September year-end. During your stay, you have become acquainted with many of the employees
in the team’s small office. You have also observed certain characteristics of TBC. Company revenues are
generated from ticket sales, parking, concessions, programs, and promotional fundraising. The company
president, Phil Ackers, oversees fundraising. Ben Hill, office manager, oversees the day-to-day
functioning of the office. Tucker Johnson, general manager, has responsibility for the baseball players.
Refer to Student Handout 1 for an illustrative Organizational Chart. TBC’s office expenses are typical of
a small firm. Other expenses are typical of a minor league baseball team and include equipment,
concession goods, programs, team travel, and memorabilia for resale. Though payroll timesheets are
compiled in-house, the TBC contracts out the payroll function to ADP Payroll Services.
While the audit is going well, the team’s owner, Franklin Kennedy, has approached you and offered an
additional fee if you will quietly investigate the possibility of fraud within the firm. Mr. Kennedy has
received an anonymous tip and believes it warrants further investigation. For your initial investigation, he
has asked you to concentrate on the last four months; the time frame will be expanded if you discover
fraud. During your audit, you have also noted that there seems to be an unusual amount of tension in the
office. When you inquire about it, the employees brush it off as normal during the playing season. Your
observation is that Ben Hill, the office manager, observes and minutely checks his employees work. He
has complained to you about employee turnover and incompetence. Ben grumbles that without his efforts
the team would fold.
One night, at a local bar, you run into the equipment manager, Sam MacCarty. During the evening, Sam
talks about some of the employees in the front office. A summary of Sam’s opinions follows:
Phil Ackers (Company President): Phil’s a nervous little fellow. He’s always out on promotional trips.
He may be the president, but it is Ben Hill who really runs the place.
Terri Hughes (Assistant to the President): Terri guards Ackers’ office like the Centurion Guards. It’s
impossible to get hold of Ackers to ask the simplest question because Terri will nip your heels right out of
the office.
Tucker Johnson (General Manager): Mr. Johnson is great. He used to play pro ball. The team loves
him. He can be tough, but he’s good. We’ve sent a lot of guys up to the majors. He doesn’t like the
paperwork. He lets me do most of the ordering and stuff.
Ben Hill (Office Manager): Ben’s a piece of work. He dresses only in suits and is always hitting on the
20-year-olds, even though he’s got to be 40. He’s got a bunch of ex-wives. The girls think he’s
disgusting; maybe it’s the comb-over. Some people in the office complain that he’s all over their work,
but he sure keeps the place running smoothly. Luckily, he’s healthy. I don’t know what would become of
this place if he ever took a vacation. He changed our equipment vendor recently. The new rep and Ben
seem tight. I think it’s a good change. Not only is the equipment always on time, but also the salesman,
Charlie Thurgood, delivers it personally! Sure has kept Mr. Johnson off my back.
Michelle Shelton (A/P Clerk): She’s Tucker Johnson’s niece. She works hard, but as soon as it is 5
P.M., she’s out at the dugout hanging around the guys. She’s cute and all, but I think the guys are afraid
of asking her out because of Mr. Johnson.
Candie Harris (Receptionist): Candie’s great. She’s always nice to me and gets stuff for me if I need it.
You begin your investigation by quietly observing each process within the company, noting how each
employee performs his or her job. The results of your observations are described in Student Handout 2.
You also collect a copy of the team game schedule (refer to Student Handout 3) and organize all the
financial information you currently have from the TBC files for April through July (refer to Student
Handouts 4-20).
ASSIGNMENT
Your class will be divided into teams of 6-7. The task of each team is to determine if any fraud was
committed in this company between April and July, to prepare a report of your findings delivered by a
pecha kucha (http://www.pechakucha.org/ ), watch and evaluate all team reports, and complete a peer
evaluation of your team members. To investigate any suspected frauds, follow the requirements below
using the materials in the Student Handouts and collecting any additional information you think you
might need to investigate the frauds between the hours of 10 am to 3 pm on Friday by emailing your
professor. Interview (10 minutes) appointments may be scheduled between 3pm and 5 pm with the
person or persons you suspect of perpetrating the fraud(s). To successfully complete this assignment, each
team must determine what additional information is needed for the various frauds, and submit via email a
report in the form of a pecha kucha no later than 8 pm on Friday.
REQUIREMENTS
In preparation of this assignment, you can read an article and/or a PowerPoint slide deck about financial
shenanigans in Pre-work Handout 1 and 2. As a CPA you believe that a good forensic investigation is
built on instinct and experience, and you like to remember to look up from the numbers and consider the
people who created those numbers. Your firm has developed a methodology that your team will follow.
(In some states CPAs can hold themselves out as investigators while in other states investigators must be
separately licensed. To find the details on licenses by state visit:
http://www.aicpa.org/interestareas/forensicandvaluation/newsandpublications/advocacy/pages/privateinve
stigator-licensing.aspx.)
Your Firm’s Methodology for Forensic Accounting Investigations
Step 1: Obtain an understanding of the company
Business environment Consider the company’s industry. Are there any challenges related to that
industry that the company may face? Is the industry highly specialized, or highly competitive? What are
the company’s competitive advantages? Is the industry in decline or growing? For example, you may
obtain insight into the industry http://entertainment.howstuffworks.com/minor-league-baseball-
team4.htm/printable
People Because it is people who commit fraud, observe the employees and their backgrounds. Do any
employees appear to have pressure to commit fraud? Have any employees exhibited changes in behavior?
(Review Student Handout 1 “Organization Chart” and their background profiles.)
Corporate culture Do employees have pressure to meet unrealistic deadlines or performance goals? Do
staff and management have open lines of communication? Do employees feel free to discuss company
problems with management, or are they more inclined to just keep quiet?
Business processes Observe the processes within TBC. Are internal controls strong, or do they contain
weaknesses that may be exploited? (See Student Handout 2“Observations of TBC Functions”).
Checkbook Examine the checkbook and look for unusual patterns.
Do the payments and receipts make sense, and do relationships seem logical? Does the checkbook appear
to reflect the underlying economics of the company? Do any receipts or payments seem unusually large or
small? (See Student Handout 4 “Checkbook Register”).
Chart of Accounts Review Student Handout 5 “Partial Chart of Accounts.” Look for unusual accounts
or entries.
Step 2: Brainstorm and Hypothesize
Convene your team and conduct a brainstorming session where you share the ideas that you gleaned from
your work in Step 1. For example, list the internal control weaknesses found by team members, list any
individuals within the firm you feel have pressure to commit fraud, list any unusual relationships or trends
noted from the financial statements, etc. Look at your lists and create fraud hypotheses using the fraud
triangle (http://www.acfe.com/fraud-triangle.aspx). For example, what frauds could arise in an
environment with the control weaknesses you found? Are any of the people you found with pressure in a
position to exploit those weaknesses? If you identified red flags in the checkbook or chart of accounts,
who made the entries and is that person someone with motivation to commit fraud?
Step 3: Plan the investigation
Create an investigation plan for each of your hypotheses. For example, if you saw a weakness in payroll
processing, and identified ghost employees as a possible fraud, how would you investigate to determine
whether or not the company’s payroll contained non-existent employees? What documents would you
need to examine—for example, would you want to look at time cards, payroll registers, or cancelled
checks? What questions would you need to ask, and to whom would you address those questions? Once
you have determined what you need, prepare an inquiry for information as outlined in the next step.
Step 4: Execute the plan
You can gather information beyond the Student Handouts by asking questions of individuals within TBC,
as well as those outside of the company. To do this, send an-email to your professor, but address it to the
person from whom you require information. The requests should be very specific because you will
receive exactly what you requested, even if it is not what you really needed. If you ask for useless
information you will receive useless information. Remember, all the employees have jobs and are very
busy. If your requests are overwhelming or not specific, they may be put in a “to do” basket, as would
happen in a real life situation.
Each team should choose a “corresponding investigator” whose task is to send all inquiries from the team
to the professor. Inquiries can be sent via separate emails. To create a proper inquiry, be sure to address it
to the correct person listing the specific items you require. Your professor, acting as the person to whom
the inquiry has been directed can respond line by line by either attaching the information or hand
delivering an answer to your request (in your inquiry, specify your team’s location in the building).
Review the Following Prior to Sending Email Requests for Information to Your Professor: This is a role-playing game. You are interacting with employees from TBC or other individuals outside
the firm. As in a real audit, you must request specific information from a specific employee. The only
instance in which you will not address your request to a specific employee is when you request
information that would not come from a specific individual. You can make reasonable assumptions about
the behavior of individuals. For example, a guilty person will have a rationale for his or her behavior and
will do whatever is necessary to conceal his or her guilt from coworkers. Finally, be efficient and specific
in your requests.
Step 5: Discuss findings and investigate further
Throughout the investigation, it is important to discuss progress and problems with your teammates. In
complex problems like this case, discussing evidence aloud and sharing different points of views is
extremely helpful. So communicate often within your team. One question you should ask throughout your
investigation: does the evidence you have gathered lead to further investigation, or can you eliminate a
hypothesis and focus elsewhere? Remember that fraud requires intent. Every error is not fraud.
Sometimes people are just unaware of the proper way to perform a business activity or record an
accounting transaction. To prove intent, you must show that someone made a deliberate, calculated action
with the purpose to deceive for personal gain.
Step 6: The Interview
At the end of the investigation period, your team may schedule a 10 minute interview your suspect(s).
This is optional and on a FIFO basis. To schedule a 10 minute interview between 3 pm and 5pm, email
professor specifying who you want to interview. You will receive an email back specifying the location
and time of your 10 minute interview. The objective of the interview is to obtain a confession. Interviews
can take place using either a confrontational or non-confrontational approach. An example of a non-
confrontational approach would be the Wicklander-Zulawski interrogation method—that is, you let the
suspect know that you know what happened and how it happened, but you want to understand why it
happened (Zulawski and Wicklander, 2002). (For more information, go to http://www.w-z.com/) When
the suspect explains the pressure and motivation that led to committing the fraud, he or she is close to
confessing. Be thoroughly prepared before your interview because if you know the facts of the case, you
can direct the interviewee to keep on track and not give empty denials.
In a more confrontational approach, you should also go into the ten minute interview completely prepared
with all the facts and figures of your fraud. You should know what the fraud is, who did it, how they did
it, how much money was taken, and how they stood to benefit from the crime. You should have your
evidence complied as if you were presenting it in court to persuade a jury. In this approach, you present
your case to the suspect and give him or her no room to do anything but confess.
No matter the approach taken in the interview, come prepared with a written “confession” which the
suspect can sign if you induce a confession. The suspect will generally not confess unless you have
shown that only he or she has committed the crime. To show this, you must accurately describe what the
suspect did and how much money was involved. You must show the suspect benefited from the crime and
had the opportunity, ability, and intent to commit the crime.
Include this confession in your final report.
Step 7: Prepare Final Report (a pecha kucha) (For more information http://www.pechakucha.org/ )
At the conclusion of your investigation you will prepare a final report in the form of a pecha kucha for
your team (20slides with timed narration of 20 seconds per slide (PowerPoint template available upon
request). This report will include:
1. A brief statement of your conclusion(s) (fraud (how many) or no fraud at TBC)
2. If a fraud or frauds have occurred, you will present the following for each fraud:
a. Identification of the perpetrator;
b. Description of the fraud;
c. Evidence of the pressure or motive the perpetrator had to commit the fraud;
d. Evidence the perpetrator had the opportunity and knowledge to commit the fraud;
e. Evidence of the perpetrator’s intent. That is, you must show that the perpetrator’s actions were not
simply a mistake or ignorance that resulted in the fraud, but a deliberate action;
f. Evidence of how the perpetrator benefited from the crime;
g. The dollar amount of the fraud; and
h. The perpetrator’s confession if you obtained one.
Your team will be graded not only on the content of your pecha kucha, but also on its organization,
presentation, clarity, and delivery style. Neatness, grammar, spelling, punctuation, and clarity of speech
are important. See Grading Handout 1.
This is a competitive exercise where your findings will be compared to the findings of other teams in your
class. All pecha kucha presentations will be scored by everyone in the class as well as several
experienced professionals. Therefore, it is imperative that your team keep your leads and solutions
private, so unfair advantage is not given to other teams.
You will also evaluate each of your team members. See Grading Handout 2.
Student Handout 1
Personal facts about the TBC employees:
Phil Ackers, President Home address: 4945 Bobbin Brook Court, , FL.
Home description: The house sits in an exclusive older section of northeast Tallahassee.
Vehicles: Nissan Sentra, this year’s model. Toyota Camry, three years old. Information from personnel file:
Age: 53
Length of employment by TBC: Ten years.
Prior employment: Owner-manager, Pizzano’s Restaurant in Miami.
Education: M.B.A., University of Miami. Information that can be gleaned from Phil’s coworkers:
Phil is married with two grown children. His wife has her own catering company, which does very well.
Information from public and private sources:
Criminal record: None.
Court records: No bankruptcies, no criminal action pending.
Property records: House on Bobbin Brook, Condo at Sandestin, two vehicles, a 35-foot sailboat, two jet
skis.
IRS: Phil was audited extensively while at Pizzano’s, though no action was taken. Anyone who knew
Phil during those days, will report that the IRS suspected him of tax evasion.
Credit report: Phil has good credit, but a lot of debt, including debt to department stores, furniture stores,
and loans on both vehicles. He also has PLUS loans for his children’s education.
Candie Harris, Secretary/Receptionist Home address: 3232 Baragona Acres Road #45, Tallahassee, FL.
Home description: Her home is in a medium-range apartment complex.
Vehicles: Honda Accord, eight years old; Yamaha V-Star 650 motorcycle, six months old. Information from personnel file:
Age: 26
Length of employment by TBC: Three years.
Prior Employment: Red Carpet Reality, as a secretary for five years.
Education: Financial Certificate from Lively Vocational School. Information that can be gleaned from Candie’s coworkers:
Candie has never been married. She is always dating at least one of the ball players, often more. She was
born and raised in Perry, Florida. Her father is a vice-president at Capital City Bank. She is the reigning
Queen of the Crab Festival for Taylor County. Candie dislikes Ben.
She thinks he is a picky little man who doesn’t trust her or believes she has a brain in her head. She’s
always complaining about being his dating service. Women are always calling, including his ex-wife
asking for money. Gleaned from past employer: Candie was a good worker, if a bit of a flirt. She left with good feelings all around.. Information from public and private sources:
Criminal Record: Series of speeding tickets, most on her motorcycle.
Court record: Three times in driving school to remove tickets.
Property records: One car, one motorcycle.
IRS: No actions.
Credit report: Three credit cards: Burdines, Dillards, and Goodys, all at credit limit.
She owes $165 per month on her motorcycle.
Ben Hill, Office Manager Home address: 1832 Jackson Bluff Road #25, Tallahassee, FL (Villa Cortez Apts).
Home description: It is an older apartment, situated in a less prosperous part of town.
Vehicles: Toyota Corolla, four years old. Information from personnel file:
Age: 42
Length of employment at TBC: Three years. Prior employment, past ten years beginning with his most recent employer:
*Three years at Tallahassee Doors, a small manufacturing firm.
*Four years at the Florida Department of Transportation in the Financial and Auditing Department.
*Two years at Holiday Construction, as an accountant.
* One year at Krispy Kreme Donut Corporation, as an accountant.
Education: Four-year degree in accounting, no CPA.
Information gleaned from co-workers:
Ben has been married twice, that we know of. He had two kids with his first wife, but ended up leaving
her for wife number two. The second wife left him a few months ago; He had to give her his house. He’s
always dating someone or other; women are always calling here. Information gleaned from prior employer:
Ben said he left because he was bored. If he hadn’t left, I’d have fired him. Seems we got less and less
profitable while he was around. The new guy here is doing much better. Profits are up again. Gleaned from apartment manager:
Ben’s always late paying his rent, but then most of my tenants are. He always eventually pays it. Always
in cash, but I give him a receipt. Information from public and private sources:
Criminal record: None.
Court records: Two divorces. In divorce number one, his spouse was awarded $1,000 per month in child
support and alimony. In divorce number two, his spouse was awarded the family home, and car, but no
alimony or child support.
Property records: Owns one car.
IRS: No actions.
Credit report: Shows a bankruptcy four months ago and a debt of $14,000 in past alimony and child
support.
Terri Hughes, Assistant to the President Home address: 80 Autumn Woods Way, Crawfordville, Florida.
Home description: Terri’s is an old rented home with a very tidy yard.
Vehicle: Honda Civic, four years old. Information from personnel file:
Age: 42
Length of employment by TBC: Ten years.
Prior employment: Pizzano’s Restaurant in Miami, Florida, ten years.
Education: High school. Information gleaned from coworkers:
Terri never married. Big surprise. She’s about as uptight as people come; maybe it is the fact that she has
her hair in such a tight bun it cuts off circulation to her brain. She dresses nice enough, always in dark
blue business suits. She’s been with Phil forever, worked with him in Miami and came here with him.
She’s condescending and guards Phil’s office like Fort Knox. She answers his mail and phones for him.
Everything goes through her first. Information from public and private sources:
Criminal record: None.
Court records: None.
Property records: One vehicle, a beach house in the Florida Keys, owned 12 years.
IRS: Audited three times in Miami.
Credit Report: She has two credit cards: Burdines and Visa. Both carry a zero balance.
Tucker Johnson, General Manager Home address: 8086 Baby Farm Road, Tallahassee, Florida.
Home description: Tucker’s house is firmly middle-class, in the country with several acres and two
horses.
Vehicles: Ford Excursion, this year’s model; Honda Accord, three years old. From personnel file:
Age: 55
Length of employment by TBC: Six years.
Prior Employment: St. Louis Cardinals assistant pitching coach, 11 years. He played major league ball
in his twenties and early thirties.
Education: Degree in Sports Management. Information gleaned from coworkers:
Tucker is married, and has seven children. Only two kids are still at home. He drives a new car every
year, as payment for an advertising campaign he stars in for a local car dealership. Information from public and private sources: Criminal record: One bar fight, 15 years prior.
Court Records: No bankruptcy or divorces. Assault charges dropped from fight.
Property records: One house, two cars, and one powerboat, three jet skis.
Credit report: Seven credit cards, only two with small balances.
Michelle Shelton, Accounting Clerk Home address: 4571 Gautier Drive, Tallahassee, Florida.
Home description: Michelle shares a nice townhouse with two roommates.
Vehicle: Plymouth, eight years old. Information from personnel file: Age: 21.
Length of time by TBC: Two years. She works part-time.
Prior employment: Chick-fil-A in Tampa for three years.
Education: Michelle is a student a FAMU, seeking business degree. She transferred two years ago from
Tampa Bay Community College. Information gleaned from coworkers: Michelle is trying to save up enough money to buy a car. She’s a hard worker, and everyone likes her, but
even so, we think she got the job because of her uncle, Tucker Johnson. Michelle would like to date
baseball players, but they’re all afraid of her uncle. Information from public and private sources:
Criminal record: None.
Court records: None.
Property records: One vehicle.
IRS: No action.
Credit report: Michelle has three credit cards: JCPenney, Burdines, and Victoria’s Secret. Each carries a
balance close to $200.00.
Student Handout 2 Observations of TBC Functions
Concessions You arrive an hour before the gates open to observe the concession operation. There is one concession
booth. Holly Hope, the supervisor, brings carts of supplies from the locked storeroom located beneath the
bleachers. Holly rushes back and forth between the storeroom, always answering questions and seeming
to do three things at once. You make a trip to the storeroom with her toward the end of the evening and
note that it seems to be neatly ordered and though some supplies are low, they are not in real danger of
running out of anything. There are three people working in the booth and six college-aged people working
the bleachers. The bleacher workers come back periodically to refill drinks and trays. You find yourself
pitching in and helping to fill trays of drinks for the students. By the end of the night, a grateful Holly has
offered you a job. You note the bleacher workers are given $50 in small bills at the beginning of the night.
When they return with an empty tray, they are required to turn over the money for the tray they sold. For
example, if they sold 40 drinks, they turn over $40.00. At the end of the night, each returns $50.00 to the
register. The concession booth closes during the ninth inning and the money counting begins. The register
report shows number of items sold and total receipts. Holly and one worker count the cash and compare
the numbers with the register-generated receipts. Ben Hill arrives before they have finished and the two
stay until they come close to a balance. Ben then takes the register tape and cash to the office under the
protection of an armed security guard. Ben locks the money in the safe, and leaves the register tape on
Michelle’s (A/R clerk) desk. The next day, Michelle and Ben recount the money to make certain it
reconciles with the number of items sold on the register report. Michelle creates receipts in the
bookkeeping program that automatically adjusts the inventory and creates a deposit slip. Ben Hill, Terri
Hughes, or Phil Ackers will deposit the money.
Equipment Purchases Equipment orders originate with Tucker Johnson, the general manager, or Sam McCarty, the equipment
manager. When new equipment is needed, one or the other tells Ben Hill. Ben chooses a vendor and has
Michelle generate a purchase order in the bookkeeping program. All equipment purchase orders are
“open” so they can have the best available price at the time. The bookkeeping program also generates a
receiving report that Michelle returns to Sam. You note that Ben insists that Michelle give him the
purchase order for his verification before he mails it out. You are at the training facility one day when an
order arrives. You note that Charlie Thurgood, the salesman from Sports Equipment, personally delivers
the equipment. Sam carefully counts the shipment and checks off the appropriate amounts on his
receiving report. Charlie tells Sam he will drop the invoice off with Michelle because he wants to stop in
the office and see his good friend Ben. Sam later takes his receiving report to Michelle. Michelle
compares the receiving report, the purchase order, and the invoice to make certain all the equipment has
arrived, then generates a check. She forwards the check and supporting documentation to Ben, who signs
the check and mails it to Sports Equipment.
Parking You spend an evening watching the parking operation. You notice there are five employees working. The
workers wear carpenter’s aprons and collect $2.00 for cars and $3.00 for larger vehicles such as RVs.
They put the cash in their aprons, and put a ticket under the windshield wiper of each vehicle. You count
1,500 parking spaces in the lot. The crew quits collecting money an hour after the game begins. The
workers turn their aprons and remaining tickets over to the supervisor. The supervisor then takes the
aprons and tickets to the ticket booth where he reconciles the number of tickets sold with the cash on
hand. Ben supervises the process and verifies the amounts.
Payroll You find that payroll is subcontracted out to ADP Payroll Services. Permanent staff and players are paid
bi-monthly. Players have eight-month contracts while permanent staff has 9- or12- month contracts.
Salaried employees are paid on the 1st and 15th of each month. Game-day employees are paid after each
home game series. Candie Harris collects the time cards from the supervisor of each division after each
game (concessions, parking, programs, ticket sales, security, and the team mascot). Each employee’s time
card is signed by his or her supervisor and co-signed
by the person from the front office who is responsible for that division. Candie creates a consolidated
timesheet after each series showing the worker’s name, hours worked, and rate of pay. Ben Hill verifies
her numbers and sends the sheet on to ADP. ADP tabulates the amount owed in payroll including
matching FICA taxes, and distributes the payments. Salaried workers have their money deposited directly
into their bank accounts; checks are written for the game-day employees. ADP sends a detailed listing of
the amounts paid back to the TBC. Ben checks over the listing, then forwards a summary to Michelle,
who reimburses ADP for the salaries and taxes paid.
Programs The team orders a large number of programs before the season begins, which includes advertisers and
team biographies and histories. Prior to each series, TBC orders inserts that contain updated player
statistics as well as information on the opposing team. Two people sell programs at each game. One
salesperson is near the front gate; one is near the concession stand. The program sellers arrive before the
game to stuff the new inserts into the programs. They continue to sell programs until the 7th inning. At
that time they return their money to Ben Hill, who counts it with them. Ben then takes the money with
him to the ticket booth where he helps count the ticket revenue and parking receipts. The money is taken
back to the office safe under armed guard. As with the other sources of revenue, Ben turns the money
over to Michelle the next morning. Michelle determines the number of programs sold by dividing the total
receipts by $3.00 (sales price). Once a month she does a physical count of the remaining programs to
ensure there is no leakage. Michelle enters the receipts and deposit slip for programs into the bookkeeping
system. The bookkeeping program keeps a perpetual inventory count. Ben Hill, Phil Ackers, or Terri
Hughes deposit the money into the bank and return the deposit slip to Michelle for verification.
Promotions (Fundraising) Phil Ackers hosts a series of fundraising/promotional activities throughout the Southeastern United States.
He makes an occasional trip to Boston, since the TBC are affiliated with the Boston Sox. He rents a hotel
conference room, displays team souvenirs, and has a team member or two to sign the merchandise and
autographs. The merchandise is sold to raise money for the team as well as promote the team. Phil uses
Seminole Catering to provide food, which he transports with him to the various affairs. Phil usually drives
to events within a few hours driving time of Tallahassee, and flies coach to events that are further away.
Phil returns all money and receipts to Terri Hughes. Terri verifies the expenses and forwards the receipts,
expense invoices, and cash to Michelle. Michelle enters everything in the bookkeeping program. Ben Hill
usually deposits the promotional receipts.
Tickets Sales The ticket booth is a small wooden structure with three windows. There are three elderly ladies working
there, Myrna Myers, Janice Lipponi, and Gerta Child. They have obviously been working together for a
long time, since they spend the evening catching up on each other’s grandchildren and their activities. The
women meet outside the booth two hours before game time and enter the booth together. There are no
pre-sold tickets. They accept cash and checks only. It is an old-fashioned affair; the ladies ring up the
sales on old registers, and all tickets come off one sequentially numbered roll. A security officer is posted
nearby as tickets are sold. An hour after the opening pitch, the ladies close up the windows and count the
money. Janice and Gerta are permitted to leave when Ben Hill and the security officer arrive. Ben and
Myrna recount the money and verify the ticket log. Ben takes the ticket log, along with the cash, under
guard to his office safe. As you leave with Ben and the guard, you notice Myrna taking a small notebook
out of her purse and making notations. The next morning, Ben gives the ticket log (which shows the
number of each type of ticket sold) to Michelle who enters the sales into the bookkeeping system,
generates a deposit slip, and adds the money to the post-game deposit. Ben Hill, Phil Ackers, or Terri
Hughes deposits the money. The deposit slip is returned to Michelle for reconciliation. Michelle and Terri
Hughes do the monthly bank reconciliation.
Student Handout 3
Student Handout 4
Student Handout 5
Student Handout 6
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Student Handout 9
Student Handout 10
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Student Handout 12
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Student Handout 15
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Student Handout 18
Student Handout 19
Student Handout 20
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