Soak City Waterpark is a family-owned business just outside of Winnipeg. The waterpark is only open for business from May to September. During the winter months, the waterpark undergoes repairs and maintenance upgrades.

The capital assets for Soak City are significant and the waterpark recently completed an expansion project, where additional fencing, a restaurant, and a POS system were installed and three additional slides were constructed.

The following are Soak City’s accounting procedures for revenue, receivables, and receipts. This is strictly a cash business. Revenues consist primarily of admission fees, but other revenues include restaurant sales and locker rentals. There are six cash registers open at peak times, and each starts with a daily fl oat of $200. When the park is closed, the cash tills are kept in a vault.

At the end of each day, each cashier counts out the float and places the remaining cash in an envelope and gives it to the admissions manager. The admissions manager counts the cash and prepares the bank deposit. The admissions manager also completes a sales summary report, which summarizes the cash sales. This report is forwarded to the accounting department and the sales are recorded in the general ledger based on this report. When completing this report, she calculates and compares the admission revenues recorded in the tills with the cash collected. This information is forwarded to the general manager, who compares the sales with the bank statements.

Required

a. Identify the control strengths at Soak City Waterpark.

b. Identify the control weaknesses at Soak City Waterpark. For each weakness, state the implication (the WCGW) of the weakness and make a recommendation to correct it.