SALT FLATS finished on schedule in the headline numbers: 12 days, 44 scenes, 70 pages. The day-by-day table shows it wasn't that tidy. Day 10 lost 1 5/8 pages to wind and a missed sunset, Day 11 absorbed them, and five days ran more than 12 hours from crew call to wrap. The report is where that gets written down while people still remember why.
For the definition and who writes which version, the glossary entry on the wrap report covers it. The wrap report guide goes into department wrap notes in more detail. This page is about building the production-wide report from the paperwork you already have.
What each section is for
Summary
The top table answers the question a producer or financier will ask first: did it come in as planned. Scheduled numbers come from the final approved schedule, which is why the header names the version (Blue, 9/29/2026). Actual numbers come from the daily production reports.
Average pages per day is 70 / 12 = 5.83 pages, which rounds to 5 7/8 in eighths (5.83 is closer to 5.875 than to 5.75). It's worth including because the next production with this team will use it to plan.
Day by day
One row per shoot day, copied from each DPR. The pages column should add up and match the summary. The check for SALT FLATS in eighths:
- Scheduled: 47 + 49 + 48 + 55 + 50 + 42 + 41 + 51 + 46 + 48 + 45 + 38 = 560 eighths = 70 pages
- Actual: Day 10 drops by 13 eighths (48 to 35) and Day 11 gains 13 (45 to 58). Everything else is unchanged, so the total is still 560 eighths, or 70 pages.
The notes column is for cause, stated briefly. "Wind held the 12x12 down 2 hrs" tells the reader why Day 10 came up short in a way "weather" doesn't.
Cast and background
Cast paid days come from the day out of days. SALT FLATS scheduled 47 and paid 47, because Scene 44 moved to a day when all three performers were already working. If it had moved to a day when Hollis was dropped, the report would show an added paid day and a cost. Background counts are matched against releases on file, which is why the row says "10 releases."
Meal penalties are counted here, and the detail lives on the Exhibit G. SALT FLATS had none. On Day 4, the heaviest day, lunch was called on time at 12:45 PM, and Hollis, Pace, and Bev were each dismissed within six hours of reporting, so none of them needed a meal. For how penalties are calculated, see meal penalties explained.
Locations
One row per location, with the walk-through date, condition, and money status. The Hardesty Salvage row ties back to its location release form, which held back the second $1,150 until the walk-through. Anything with money still owed stays "Open."
Equipment, incidents, open items
Returns and loss and damage come from the equipment checklist In column. The lost lav belongs to the mixer's kit, so it's handled under her deal memo rather than with the rental house. Incidents list every injury or near miss that got a report, even minor ones. Open items each get an owner and a due date, since an item nobody owns tends to sit on the list until the accountant asks about it.
Building the report, in order
- Collect every DPR, the final Exhibit G, the DOOD, and the approved schedule version.
- Fill in the summary from the schedule, then add actuals from the DPRs.
- Copy each day's pages, calls, wraps, and notes into the day-by-day table. Add the eighths and check the totals against the summary.
- Get cast paid days from the DOOD and compare with payroll. Count background against releases.
- Ask the location manager for walk-through dates and the status of every fee and deposit.
- Ask each department for its return count and loss and damage list. Compare against the equipment checklist.
- Pull incident reports from the set medic and the production office.
- List every open item with an owner and a due date.
- Have the UPM and producer review and sign.
- Send to the production accountant, then producers and anyone with reporting rights.
Mistakes that make the report useless
Comparing against the wrong schedule. If the actuals are compared to the white draft, every day looks like a variance, and the real problems get lost.
Notes that don't say why. "Behind" on Day 10 doesn't help anyone plan the next salt flat shoot. "Wind, 2 hours" does.
Closing items that aren't closed. The ranch regrading invoice isn't paid, so the row stays open even though the work is done.
Leaving out small losses. A missing walkie becomes a charge on the vendor's final invoice, and if it isn't on the report, the accountant won't know what the charge is.
How it connects
The wrap report is built from the DPRs, and its cost-related items (overages, penalties, damage) feed the final cost report. If you tracked daily overages during the shoot on a hot cost report, use those figures to explain variances here.
Wrap tasks in Storiara
Storiara doesn't produce a wrap report. For the open-items part, each story has a Shared To-Do list where tasks get an assignee and a due date and can be marked complete. The full project (schedule, cast and crew, locations, equipment) can also be printed from My Stories as a record of what was planned. The scheduling feature page shows how the schedule side works.