University InnBudget v. Actual Expense ReportFor the Month Ending October 31, 2007 Actual (at 96% capacity) Budget

University Inn
Budget v. Actual Expense Report
For the Month Ending October 31, 2007
Actual (at 96% capacity) Budget (established at 80% capacity) Variance
Utilities $ 52,000 $ 45,000 $ (7,000)
Laundry 20,000 18,000 (2,000)
Food service 41,000 35,000 (6,000)
Rent/taxes 60,000 60,000
Staff wages 57,000 55,000 (2,000)
Management salaries 43,500 45,000 1,500
Water 13,000 10,000 (3,000)
Maintenance 15,200 15,000 (200)
$ 301,700 $ 283,000 $ (18,700)

The Inn has observed that utilities, water, food service, staff wages, and laundry costs all vary with activity. The other costs are fixed. The budget reflected above was based upon an assumed 80% occupancy rate. The university’s football team was on a winning streak and numerous alumni were returning to campus in October, resulting in a 96% occupancy rate during the month.

Prepare a "flexible budget" based upon a 96% occupancy rate, and identify whether the Inn is being efficiently or inefficiently run. Comment on specific costs, and note why a flexible budget can improve performance evaluations.

An example of the first line of the budget is provided below:

Actual Budget Variance
Utilities $52,000 $54,000 $2,000 under budget
Actual is already at 96% capacity The budget was 45,000 assuming 80% capacity. To convert to 96% capacity: 45,000 divide by 0.8 = 56,250 (representing 100% capacity) X > 0.96 = 54,000

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