---
title: "Close checklist and role assignments"
sidebarTitle: "Close checklist"
description: "Where the close checklist lives, its columns and structure, the representative task list by workday, and the running mid-period notes list."
icon: "list-check"
---

> **For AI agents:** the complete documentation index is at [llms.txt](/llms.txt). Append `.md` to any page URL for its markdown version.

File: `P[n] Close Checklist.xlsx` — the period number changes each cycle.

<Info>
  **Source:** `Rackson_RRS_RCY_Review_Process.docx` sections 47 and 50.
</Info>

## Where the checklist lives

<Steps>
  <Step title="Navigate in Sage Intacct">
    **Period Close** → **2026 Journal Entries** → the client dashboard for RRS.
  </Step>
  <Step title="Why it's kept there">
    It's a **shared location specifically so the wider team** — not just the two people who have historically owned this engagement — can access and update it going forward.
  </Step>
</Steps>

<Note>
  **Recommended starting point for a new reviewer.** If you're new to the engagement, this is the best place to build your own understanding of "what journal entries actually get booked each month," **before** trying to memorize the balance sheet sections of the review documentation from scratch.
</Note>

<Frame caption="Sage Intacct — GJ Journal Transactions listing for Rackson, showing the real entry descriptions">
  <img src="/images/customers/rackson/review-process/image24.jpg" alt="Sage Intacct GJ journal transactions listing for Rackson" />
</Frame>

Real entry descriptions visible in that listing, and where each is documented:

| JE description | Documented on |
|---|---|
| "Adjust Prepaid POS Fees to Actual - Xenial / Tillster / Stratacache / BK Training" | [Prepaid expenses](/internal/customers/rackson/review-process/prepaid-expenses) |
| "Credit back adjustment to Q1 & Q2 sponsor fees" · "Adjust CCV Mgmt Fee Accrual to Actual" | [Accrued expenses](/internal/customers/rackson/review-process/accrued-expenses) |
| "Reclass Ops Maintenance payroll costs" | [In-house maintenance](/internal/customers/rackson/review-process/in-house-maintenance) |
| "P6 Closed Store Expenses" | [Closed store reclass](/internal/customers/rackson/review-process/closed-store-reclass) |
| "P6 Project Labor Allocations" | [Labor reclass and bonus](/internal/customers/rackson/review-process/labor-reclass-and-bonus) |

## Columns and structure

| Column | Notes |
|---|---|
| **ID** | A running task number. **Not sequential by page — gaps are fine.** |
| **Task Name** | — |
| **Category** | E.g. Utilities, COGS, Payroll, Cash. |
| **Owner** | PBI, or `RACK/PBI` for jointly-owned tasks. |
| **WD Start** | The target close-calendar workday the task starts on. **Negative numbers mean before the period technically closes** — e.g. "–2". |
| **Complete?** | Y/N |

### Person filtering

A filterable **Person** field distinguishes individual and paired ownership. The filter list in this workbook includes: **Betsy/Maureen, Fyle, Jeff, Jeff/Betsy, Jeff/Jonah, Jessie, Jonah/Maureen, and Maureen.**

<Note>
  "Jessie" in this filter list is the same person referred to elsewhere in the review documentation as "Jesse."
</Note>

## Representative tasks and timing

| WD | Task | Category | Owner |
|---|---|---|---|
| –2 | Utilities Accrual | Utilities | PBI |
| –1 | CAM/Real Estate | Occupancy | PBI |
| 1 | EDI Food Costs | COGS | PBI |
| 1 | Utility Accrual JE | Utilities | PBI |
| 1 | Base Rent | Occupancy | PBI |
| 1 | Depreciation and Amortization | Depreciation | PBI |
| 2 | Post Sales in Intacct | Sales | PBI |
| 2 | CAT Tax | Sales | PBI |
| 2 | Royalty / Advertising Accrual | Sales | PBI |
| 2 | Coke/RSI Rebate Accrual (Store Level) | Sales | PBI |
| 2 | Payroll Expense Allocation — Weekly | Payroll | PBI |
| 3 | Inventory Adjustments Posted | COGS | PBI |
| 3 | Post Payroll Expense | Payroll | PBI |
| 3 | Post Payroll Bank Transaction | Payroll | PBI |
| 3 | Loan Statement Reconciliation & SWAP | Interest | PBI |
| 3 | Bank Reconciliation | Cash | PBI |
| 3 | Bank Charge Allocation Entry | Cash | PBI |
| 3 | Check Prelim to GP Report | Sales/COGS/Labor | **RACK/PBI** |
| 3 | Send Preliminary Financials | Sales/COGS/Labor | PBI |
| 3 | AP Processing Cutoff | COGS/General Expenses | PBI |
| 4 | Delivery Service Reconciliation | Delivery Services | PBI |
| 4 | Delivery Service Fees | Delivery Services | PBI |
| 5 | In-House Maintenance | General Expenses | PBI |
| 5 | [BS] Prepaid Insurance [14300] | General Expenses | PBI |
| 6 | Sales Tax Reconciliation | — | PBI |
| 7 | Closed Store Reclass | General Expenses | PBI |
| 7 | Bonus Accrual | Payroll | PBI |
| 7 | Review & Send Financials | ALL | PBI |

<Warning>
  **This is a partial capture** — the source sheet was filtered/collapsed when recorded, so several task IDs in between are not shown. Treat it as representative of the **shape and cadence** of the checklist, **not a complete task list.** Open the live file for the full, current set.
</Warning>

<Note>
  **"Check Prelim to GP Report"** is jointly owned by the client (`RACK`) and PBI — one of the few tasks that isn't purely PBI-side.

  **"CAT Tax"** refers to the Ohio **Commercial Activity Tax** accrual — distinct from sales tax (its own WD6 task) and from property tax.
</Note>

<Frame caption="P6 Close Checklist — ID / Task Name / Category / Owner / WD Start / Complete? columns, with the Person filter expanded">
  <img src="/images/customers/rackson/review-process/image25.jpg" alt="Close checklist workbook showing task columns and the person filter list" />
</Frame>

<Frame caption="The same file filtered to a later stretch of the checklist (WD3–WD7), plus the Notes for Mid-Period Meeting list at the bottom">
  <img src="/images/customers/rackson/review-process/image26.jpg" alt="Close checklist filtered to WD3 through WD7 tasks with the mid-period notes list visible" />
</Frame>

## "Notes for Mid-Period Meeting" — the running open-items list

Below the task table, the same checklist tab keeps a running list of open action items discussed at mid-period meetings, each tagged with **initials and a target period.**

<Note>
  **This is a genuinely useful pattern to continue** — it keeps longer-running process improvements from getting lost between closes.
</Note>

| Item | Owner / target | Status |
|---|---|---|
| Blue Note Accounting | Q1 2026 (March target) | Open |
| R&M account for IT, at the store level — similar treatment to R&M Building & R&M IT | — | Open |
| Rebates to store level | [MM] · P12 2026 | Done |
| POS Prepaid Account (following the PAR transition) | [MM] | Open |
| Delivery entry automation — loop in | [PB] · P12 2026 | Open |
| Maintenance allocations to DHC — through labor allocations for now | [MM] · P12 2026 | Done |
| New calendar adjustments — prepaid rent | [PB] · P12 2026 | Done |
| TD Bank Card — review whether this card can be automated through Sage | [MM] | Open |

**How to read this list:** treat the bracketed initials as the **owner** of that item and the period reference as the **target close** by which it should be resolved. **Confirm the current status of any unmarked item** before assuming it's still open.

## Close cadence observations

<AccordionGroup>
  <Accordion title="General shape of the week">
    The close generally runs across roughly a week: **prelims early in week one (WD –2 through WD1)**, then reconciliation work concentrated **Thursday/Friday of week one and into the following Tuesday (WD5–WD7)** — in-house maintenance and prepaid insurance on WD5, sales tax on WD6, and closed store reclass, bonus accrual, and Review & Send Financials all on WD7.
  </Accordion>
  <Accordion title="Holidays still count as working days">
    A holiday falling during close week has historically still been counted as a working day for scheduling purposes, even though the team acknowledged this makes an already tight week tighter. **Flag it explicitly when planning around a holiday-adjacent close** rather than assuming the calendar silently adjusts.
  </Accordion>
  <Accordion title="The client is flexible about a day of slippage">
    Mike has generally been flexible about a day of slippage when there's a legitimate reason, such as a holiday — based on the team's track record of otherwise staying on schedule.
  </Accordion>
  <Accordion title="Where additional staffing would help most">
    As the team scales, the value of a more senior person on the account is expected to show up **less in the early prelim work (WD –2 through WD2) and more from WD3 through WD7**, where the bulk of reconciliation and review work is concentrated.
  </Accordion>
</AccordionGroup>

## Role split at the time of the review

<Warning>
  **Confirm current ownership before relying on this table** — responsibilities were actively being transitioned when this was recorded.
</Warning>

| Journal entry / task | Owner | Notes |
|---|---|---|
| Delivery service reconciliation & POS variance entries | Maureen (trained; Jessie also trained) | Jeff handled personally until roughly three months before the review. |
| In-house maintenance allocation | Jeff (historically) | Discussed as a candidate to transition — confirm current owner. |
| GL labor reclass (closed store / project labor) | Transitioning to Maureen | The format-drift watch-out applies. |
| Bonus accrual (restaurants + RCY) | Maureen | First solo close was the period following the review. Escalate account-level questions to Mike directly. |
| Prepaid expense reconciliation (14000 / 14600) | Jeff | The only adjustments made personally are for insurance endorsements/changes. |
| Sales tax reconciliation | Betsy | Handled outside the core RRS/RCY balance sheet team. |

### Direction of travel

- The stated long-term model: **Maureen (and Jessie as needed) become the primary preparers**, with Jonah and John stepping into an **oversight/reviewer role** rather than preparing.
- **Betsy** is a resource rather than a day-to-day preparer — she has historical Rackson knowledge, including having previously booked in-house maintenance herself. Use her when a preparer hits a knowledge gap or a time crunch.
- A **first solo close may reasonably run a day longer** than steady state, and that is acceptable. The goal is a low-stress transition, not a rigid deadline on the very first attempt.

## Related

- [Close calendar](/internal/customers/rackson/close-calendar) — the two-week rhythm and the hard Wednesday prelim deadline
- [Onboarding a new reviewer](/internal/customers/rackson/review-process/onboarding-a-reviewer) — the first-90-days path
- [Key people](/internal/customers/rackson/key-people) — the full ownership and escalation matrix