Accounting Discussion #5 (part A)
jandreg
spptchap010.pptPowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
Flexible Budgets and
Performance Analysis
Chapter 10
Chapter 9: Flexible Budgets and Performance Analysis
This chapter explores how budgets can be adjusted so that meaningful comparisons to actual costs can be made.
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Learning Objective 10-1
Prepare a flexible budget.
Learning objective 10-1 is to prepare a flexible budget.
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Characteristics of Flexible Budgets
Planning budgets
are prepared for
a single, planned
level of activity.
Performance evaluation is difficult when actual activity differs from the planned level of activity.
Hmm! Comparing
static planning budgets
with actual costs
is like comparing
apples and oranges.
A planning budget is prepared before the period begins and is valid for only the planned level of activity. If the actual level of activity differs from what was planned, it would be misleading to evaluate performance by comparing actual costs to the static, unchanged planning budget.
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Let’s look at Larry’s Lawn Service.
Characteristics of Flexible Budgets
Improve performance evaluation.
May be prepared for any activity
level in the relevant range.
Show costs that should have been
incurred at the actual level of
activity, enabling “apples to apples”
cost comparisons.
Help managers control costs.
A flexible budget provides estimates of what revenues and costs should be for any level of activity, within a specified range. When used for performance evaluation purposes, actual costs are compared to what the costs should have been for the actual level of activity during the period. This enables “apples-to-apples” cost comparisons.
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Larry’s Lawn Service provides lawn care in a planned
community where all lawns are approximately the same size.
At the end of May, Larry prepared his June budget based on
mowing 500 lawns. Since all of the lawns are similar in size,
Larry felt that the number of lawns mowed in a month would
be the best way to measure overall activity for his business.
Deficiencies of the Static Planning Budget
Larry’s Budget
Larry’s Lawn Service provides lawn care in a planned community where all lawns are approximately the same size. At the end of May, Larry prepared his June budget based on mowing 500 lawns. Since all of the lawns are similar in size, Larry felt that the number of lawns mowed in a month would be the best way to measure overall activity for his business.
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Deficiencies of the Static Planning Budget
Larry’s Planning Budget
Larry identified 7 major expenses for his business. In addition, Larry estimated a cost formula for revenue and for each expense in terms of the number of lawns mowed. Revenue, along with each of the 7 major expense categories, and their relationship to the number of lawns (Q) is as follows:
- Revenue, $75 per lawn (Q)
- Wages and salaries, $5,000 + $30 per lawn (Q)
- Gasoline and supplies, $9Q
- Equipment maintenance, $3Q
Some expenses are not directly related to the number of lawns mowed. They are the fixed costs: office and shop utilities, $1,000; office and shop rent, $2,000; equipment depreciation, $2,500; and insurance, $1,000. Larry’s static planning budget is based on an activity level of 500 lawns.
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| Larry's Lawn Service | ||||||
| For the Month Ended June 30 | ||||||
| Revenue/Cost | Planning | |||||
| Formulas | Budget | |||||
| Number of lawns (Q) | 500 | |||||
| Revenue | ($75Q) | $ 37,500 | ||||
| Expenses: | ||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | ||||
| Gasoline and supplies | ($9Q) | 4,500 | ||||
| Equipment maintenance | ($3Q) | 1,500 | ||||
| Office and shop utilities | ($1,000) | 1,000 | ||||
| Office and shop rent | ($2,000) | 2,000 | ||||
| Equipment Depreciation | ($2,500) | 2,500 | ||||
| Insurance | ($1,000) | 1,000 | ||||
| Total expenses | 32,500 | |||||
| Net operating income | $ 5,000 |
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Deficiencies of the Static Planning Budget
Larry’s Actual Results
Assume that Larry’s actual results for the month of June are as shown. Notice that Larry actually mowed 550 lawns.
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| Larry's Lawn Service | ||||
| For the Month Ended June 30 | ||||
| Actual | ||||
| Results | ||||
| Number of lawns | 550 | |||
| Revenue | $ 43,000 | |||
| Expenses: | ||||
| Wages and salaries | $ 23,500 | |||
| Gasoline and supplies | 5,100 | |||
| Equipment maintenance | 1,300 | |||
| Office and shop utilities | 950 | |||
| Office and shop rent | 2,000 | |||
| Equipment Depreciation | 2,500 | |||
| Insurance | 1,200 | |||
| Total expenses | 36,550 | |||
| Net operating income | $ 6,450 |
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Deficiencies of the Static Planning Budget
Larry’s Actual Results Compared with the Planning Budget
If Larry wanted to, he could compare his actual results to the planning budget as shown on the slide. Notice that a variance is computed for revenue and each expense item. The planning budget column and actual results column have apple and orange icons to emphasize that the amounts in both columns are based on different levels of activity (500 vs. 550 lawns).
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| Larry's Lawn Service | ||||||||||
| For the Month Ended June 30 | ||||||||||
| Revenue/Cost | Planning | Actual | ||||||||
| Formulas | Budget | Results | Variances | |||||||
| Number of lawns (Q) | 500 | 550 | ||||||||
| Revenue | ($75Q) | $ 37,500 | $ 43,000 | $ 5,500 | F | |||||
| Expenses: | ||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 23,500 | $ 3,500 | U | |||||
| Gasoline and supplies | ($9Q) | 4,500 | 5,100 | 600 | U | |||||
| Equipment maintenance | ($3Q) | 1,500 | 1,300 | 200 | F | |||||
| Office and shop utilities | ($1,000) | 1,000 | 950 | 50 | F | |||||
| Office and shop rent | ($2,000) | 2,000 | 2,000 | - 0 | ||||||
| Equipment Depreciation | ($2,500) | 2,500 | 2,500 | - 0 | ||||||
| Insurance | ($1,000) | 1,000 | 1,200 | 200 | U | |||||
| Total expenses | 32,500 | 36,550 | 4,050 | U | ||||||
| Net operating income | $ 5,000 | $ 6,450 | $ 1,450 | F |
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Deficiencies of the Static Planning Budget
Larry’s Actual Results Compared with the Planning Budget
F = Favorable variance that occurs when actual costs are less than budgeted costs.
U = Unfavorable variance that occurs when actual costs are greater than budgeted costs.
F = Favorable variance that occurs when actual revenue is greater than budgeted revenue.
Revenue variances are labeled favorable when actual revenues exceed budgeted revenues, and they are labeled unfavorable when actual revenues are less than budgeted revenues. Expense variances are labeled favorable when actual expenses are less than budgeted expenses, and they are labeled unfavorable when actual expenses exceed budgeted expenses.
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| Larry's Lawn Service | ||||||||||
| For the Month Ended June 30 | ||||||||||
| Revenue/Cost | Planning | Actual | ||||||||
| Formulas | Budget | Results | Variances | |||||||
| Number of lawns (Q) | 500 | 550 | ||||||||
| Revenue | ($75Q) | $ 37,500 | $ 43,000 | $ 5,500 | F | |||||
| Expenses: | ||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 23,500 | $ 3,500 | U | |||||
| Gasoline and supplies | ($9Q) | 4,500 | 5,100 | 600 | U | |||||
| Equipment maintenance | ($3Q) | 1,500 | 1,300 | 200 | F | |||||
| Office and shop utilities | ($1,000) | 1,000 | 950 | 50 | F | |||||
| Office and shop rent | ($2,000) | 2,000 | 2,000 | - 0 | ||||||
| Equipment Depreciation | ($2,500) | 2,500 | 2,500 | - 0 | ||||||
| Insurance | ($1,000) | 1,000 | 1,200 | 200 | U | |||||
| Total expenses | 32,500 | 36,550 | 4,050 | U | ||||||
| Net operating income | $ 5,000 | $ 6,450 | $ 1,450 | F |
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Deficiencies of the Static Planning Budget
Larry’s Actual Results Compared with the Planning Budget
Since these variances are unfavorable, has Larry done a poor job controlling costs?
Since these variances are favorable, has Larry done a good job controlling costs?
Has Larry done a poor job controlling those costs with unfavorable variances? Has he done a good job controlling the costs with favorable variances?
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| Larry's Lawn Service | ||||||||||
| For the Month Ended June 30 | ||||||||||
| Revenue/Cost | Planning | Actual | ||||||||
| Formulas | Budget | Results | Variances | |||||||
| Number of lawns (Q) | 500 | 550 | ||||||||
| Revenue | ($75Q) | $ 37,500 | $ 43,000 | $ 5,500 | F | |||||
| Expenses: | ||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 23,500 | $ 3,500 | U | |||||
| Gasoline and supplies | ($9Q) | 4,500 | 5,100 | 600 | U | |||||
| Equipment maintenance | ($3Q) | 1,500 | 1,300 | 200 | F | |||||
| Office and shop utilities | ($1,000) | 1,000 | 950 | 50 | F | |||||
| Office and shop rent | ($2,000) | 2,000 | 2,000 | - 0 | ||||||
| Equipment Depreciation | ($2,500) | 2,500 | 2,500 | - 0 | ||||||
| Insurance | ($1,000) | 1,000 | 1,200 | 200 | U | |||||
| Total expenses | 32,500 | 36,550 | 4,050 | U | ||||||
| Net operating income | $ 5,000 | $ 6,450 | $ 1,450 | F |
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Deficiencies of the Static Planning Budget
I don’t think I
can answer the
questions using
a static budget.
Actual activity is above
planned activity.
So, shouldn’t the variable
costs be higher if actual
activity is higher?
The answer is unclear because the actual activity level (550 lawns) does not equal the planned activity level (500 lawns).
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The relevant question is . . .
“How much of the cost variances are due to higher activity and how much are due to cost control?”
To answer the question,
we must
the budget to the
actual level of activity.
Deficiencies of the Static Planning Budget
This raises an additional question, namely – How much of the cost variances are due to higher activity and how much are due to cost control? To answer this question, we must “flex” the budget.
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How a Flexible Budget Works
To a budget, we need to know that:
Total variable costs change
in direct proportion to
changes in activity.
Total fixed costs remain
unchanged within the
relevant range.
Fixed
Variable
Flexing a budget involves two key assumptions about cost behavior. First, total variable costs change in direct proportion to changes in activity; and second, total fixed costs remain unchanged within a specified activity range.
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Let’s prepare a
budget
for Larry’s Lawn Service.
How a Flexible Budget Works
Let’s continue the Larry’s Lawn Service example by preparing a flexible budget at the actual level of activity.
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Preparing a Flexible Budget
Larry’s Flexible Budget
Larry’s flexible budget for an activity level of 550 lawns mowed is as shown on this slide.
The key to preparing a flexible budget is to state each variable cost as a function of activity. For example, gasoline and supplies are equal to $9 per lawn, and the variable portion of wages and salaries is $30 per lawn. While variable costs are expressed per unit of activity, fixed costs are not. The fixed costs are not sensitive to changes in the activity level.
Notice, the “Q” in all revenue and cost formulas is 550 lawns mowed. So, for example: Revenue of $41,250 is computed by multiplying $75 × 550. Wages and salaries of $21,500 is computed by multiplying $30 × 550 plus $5,000 in fixed salaries.
Can you compute the flexible budget amount for wages and salaries at a different level of activity? The question on the following screen will ask you to do that.
Sheet1
| Larry's Lawn Service | ||||||
| For the Month Ended June 30 | ||||||
| Revenue/Cost | Flexible | |||||
| Formulas | Budget | |||||
| Number of lawns (Q) | 550 | |||||
| Revenue | ($75Q) | $ 41,250 | ||||
| Expenses: | ||||||
| Wages and salaries | ($5,000 + $30Q) | $ 21,500 | ||||
| Gasoline and supplies | ($9Q) | 4,950 | ||||
| Equipment maintenance | ($3Q) | 1,650 | ||||
| Office and shop utilities | ($1,000) | 1,000 | ||||
| Office and shop rent | ($2,000) | 2,000 | ||||
| Equipment Depreciation | ($2,500) | 2,500 | ||||
| Insurance | ($1,000) | 1,000 | ||||
| Total expenses | 34,600 | |||||
| Net operating income | $ 6,650 |
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Learning Objective 10-2
Prepare a report showing activity variances.
Learning objective 10-2 is to prepare a report showing activity variances.
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Activity Variances
Planning
budget revenues
and expenses
Flexible
budget revenues
and expenses
The differences between the budget amounts are called activity variances.
An activity variance arises solely due to the difference in the level of activity included in the planning budget and the actual level of activity .
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Let’s use budgeting
concepts to compute activity variances for Larry’s Lawn Service.
Activity Variances
Part of the discrepancy between the budgeted net operating income and the actual net operating income is because the actual level of activity is higher than the planned activity.
Now that we can prepare flexible budgets, let’s see how we can use them to develop performance reports. We will again use the Larry’s Lawn Service data and begin with activity variances.
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Activity Variances
Larry’s Flexible Budget Compared with the Planning Budget
The activity variances for Larry’s Lawn Service would be computed as shown on this slide. Notice:
The level of activity in the flexible budget (550 lawns) is 10% higher than the level of activity in the planning budget (500 lawns). The planning budget shows revenue and cost amounts at the original planned level of activity while the flexible budget shows revenue and cost amounts at the actual level of activity. The differences (variances) between the planning budget for 500 lawns and the flexible budget for 550 lawns are due solely to the activity increase.
Revenue in the flexible budget is 10% higher than the planning budget because revenue varies proportionally to changes in the activity level. The higher activity level results in a favorable activity variance for revenue.
The variable costs in the flexible budget (gasoline and supplies and equipment maintenance) are 10% higher than the planning budget because variable costs vary proportionally to changes the activity level. The mixed cost (wages and salaries) in the flexible budget is less than 10% higher than the planning budget because the fixed cost component of the mixed cost does not change when the activity level changes. The higher activity level results in unfavorable activity variances for these costs.
The fixed costs in the flexible budget are the same as the planning budget because they do not change in response to changes in the activity level within the relevant range.
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| Larry's Lawn Service | ||||||||||
| For the Month Ended June 30 | ||||||||||
| Revenue/Cost | Planning | Flexible | Activity | |||||||
| Formulas | Budget | Budget | Variances | |||||||
| Number of lawns (Q) | 500 | 550 | ||||||||
| Revenue | ($75Q) | $ 37,500 | $ 41,250 | $ 3,750 | F | |||||
| Expenses: | ||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 21,500 | $ 1,500 | U | |||||
| Gasoline and supplies | ($9Q) | 4,500 | 4,950 | 450 | U | |||||
| Equipment maintenance | ($3Q) | 1,500 | 1,650 | 150 | U | |||||
| Office and shop utilities | ($1,000) | 1,000 | 1,000 | - 0 | ||||||
| Office and shop rent | ($2,000) | 2,000 | 2,000 | - 0 | ||||||
| Equipment Depreciation | ($2,500) | 2,500 | 2,500 | - 0 | ||||||
| Insurance | ($1,000) | 1,000 | 1,000 | - 0 | ||||||
| Total expenses | 32,500 | 34,600 | 2,100 | U | ||||||
| Net operating income | $ 5,000 | $ 6,650 | $ 1,650 | F |
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Larry’s Flexible Budget Compared with the Planning Budget
Activity Variances
Activity and revenue increase by 10 percent, but net operating income increases by more than 10 percent due to the presence of fixed costs.
Activity and revenue increase by 10 percent, but net operating income increases by more than 10 percent (33 percent) due to the presence of fixed costs.
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| Larry's Lawn Service | ||||||||||
| For the Month Ended June 30 | ||||||||||
| Revenue/Cost | Planning | Flexible | Activity | |||||||
| Formulas | Budget | Budget | Variances | |||||||
| Number of lawns (Q) | 500 | 550 | ||||||||
| Revenue | ($75Q) | $ 37,500 | $ 41,250 | $ 3,750 | F | |||||
| Expenses: | ||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 21,500 | $ 1,500 | U | |||||
| Gasoline and supplies | ($9Q) | 4,500 | 4,950 | 450 | U | |||||
| Equipment maintenance | ($3Q) | 1,500 | 1,650 | 150 | U | |||||
| Office and shop utilities | ($1,000) | 1,000 | 1,000 | - 0 | ||||||
| Office and shop rent | ($2,000) | 2,000 | 2,000 | - 0 | ||||||
| Equipment Depreciation | ($2,500) | 2,500 | 2,500 | - 0 | ||||||
| Insurance | ($1,000) | 1,000 | 1,000 | - 0 | ||||||
| Total expenses | 32,500 | 34,600 | 2,100 | U | ||||||
| Net operating income | $ 5,000 | $ 6,650 | $ 1,650 | F |
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Learning Objective 10-3
Prepare a report showing revenue and spending variances.
Learning objective 10-3 is to prepare a report showing revenue and spending variances.
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Revenue and Spending Variances
Flexible budget revenue
Actual revenue
The difference is a revenue variance.
Flexible budget cost
Actual cost
The difference is a spending variance.
A revenue variance is the difference between what the total revenue should have been, given the actual level of activity for the period, and the actual total revenue.
A spending variance is the difference between how much a cost should have been, given the actual level of activity, and the actual amount of the cost.
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Revenue and Spending Variances
Let’s use budgeting
concepts to compute revenue and spending variances for Larry’s Lawn Service.
We have seen the impact that a change in activity has on revenues, costs, and profits, but we haven’t yet answered the question “How well did Larry control his revenues, costs, and profits.” We will answer that question by computing revenue and spending variances.
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Revenue and Spending Variances
Larry’s Flexible Budget Compared with the Actual Results
$1,750 favorable
revenue variance
The revenue and spending variances for Larry’s Lawn Service would be computed as shown on this slide. Notice:
The apple icons on the slide indicate that the flexible budget and actual results columns are both based on 550 lawns mowed.
The $1,750 favorable revenue variance indicates that actual revenue exceeded the budgeted amount that would be expected for an activity level of 550 lawns mowed. This could happen for a number of reasons including an increase in the amount charged for each lawn or a change in lawn services. In Larry’s case, several homeowners requested some additional edging and trimming, beyond the customary monthly services, that resulted in increased revenue.
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| Larry's Lawn Service | ||||||||||
| For the Month Ended June 30 | ||||||||||
| Revenue and | ||||||||||
| Revenue/Cost | Flexible | Actual | Spending | |||||||
| Formulas | Budget | Results | Variances | |||||||
| Number of lawns (Q) | 550 | 550 | ||||||||
| Revenue | ($75Q) | $ 41,250 | $ 43,000 | $ 1,750 | F | |||||
| Expenses: | ||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 21,500 | $ 23,500 | $ 2,000 | U | |||||
| Gasoline and supplies | ($9Q) | 4,950 | 5,100 | 150 | U | |||||
| Equipment maintenance | ($3Q) | 1,650 | 1,300 | 350 | F | |||||
| Office and shop utilities | ($1,000) | 1,000 | 950 | 50 | F | |||||
| Office and shop rent | ($2,000) | 2,000 | 2,000 | - 0 | ||||||
| Equipment Depreciation | ($2,500) | 2,500 | 2,500 | - 0 | ||||||
| Insurance | ($1,000) | 1,000 | 1,200 | 200 | U | |||||
| Total expenses | 34,600 | 36,550 | 1,950 | U | ||||||
| Net operating income | $ 6,650 | $ 6,450 | $ 200 | U |
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Larry’s Flexible Budget Compared with the Actual Results
Revenue and Spending Variances
Spending
variances
The $1,950 unfavorable spending variance indicates that total expenses were $1,950 greater than would be expected for an activity level of 550 lawns mowed. Larry explained the individual spending variances that make up the total $1,950 unfavorable spending variance as follows:
The $1,500 unfavorable wages and salaries spending variance occurred because of extra hours required for the additional trimming. The $150 unfavorable gasoline and supplies spending variance was primarily the result of rising gasoline prices. The $350 favorable equipment maintenance spending variance occurred because maintenance was postponed in order to get the extra edging and trimming work completed.
Fixed cost variances are not the result of increased activity. The utility bill was less because the weather was milder than normal for June, while insurance was higher because of an unexpected premium increase.
Overall, net operating income was $200 less than would be expected for an activity level of 550 lawns mowed.
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| Larry's Lawn Service | ||||||||||
| For the Month Ended June 30 | ||||||||||
| Revenue and | ||||||||||
| Revenue/Cost | Flexible | Actual | Spending | |||||||
| Formulas | Budget | Results | Variances | |||||||
| Number of lawns (Q) | 550 | 550 | ||||||||
| Revenue | ($75Q) | $ 41,250 | $ 43,000 | $ 1,750 | F | |||||
| Expenses: | ||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 21,500 | $ 23,500 | $ 2,000 | U | |||||
| Gasoline and supplies | ($9Q) | 4,950 | 5,100 | 150 | U | |||||
| Equipment maintenance | ($3Q) | 1,650 | 1,300 | 350 | F | |||||
| Office and shop utilities | ($1,000) | 1,000 | 950 | 50 | F | |||||
| Office and shop rent | ($2,000) | 2,000 | 2,000 | - 0 | ||||||
| Equipment Depreciation | ($2,500) | 2,500 | 2,500 | - 0 | ||||||
| Insurance | ($1,000) | 1,000 | 1,200 | 200 | U | |||||
| Total expenses | 34,600 | 36,550 | 1,950 | U | ||||||
| Net operating income | $ 6,650 | $ 6,450 | $ 200 | U |
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Learning Objective 10-4
Prepare a performance report that combines activity variances and revenue and spending variances.
Learning objective 10-4 is to prepare a performance report that combines activity variances and revenue and spending variances.
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Now, let’s use budgeting
concepts to combine the revenue and spending variances reports for Larry’s Lawn Service.
A Performance Report Combining Activity and Revenue and Spending Variances
This report will bring together the information from the two earlier reports in a way that makes it easier to interpret what has happened during the period.
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A Performance Report Combining Activity and Revenue and Spending Variances
Here we see a flexible budget performance report that shows both activity variances and revenue and spending variances. Note that the activity variances appear between the planning budget and the flexible budget and that the revenue and spending variances appear between the flexible budget and the actual results.
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| Larry's Lawn Service | |||||||||||||||
| Flexible Budget Performance Report | |||||||||||||||
| For the Month Ended June 30 | |||||||||||||||
| Revenue and | |||||||||||||||
| Revenue/Cost | Planning | Activity | Flexible | Spending | Actual | ||||||||||
| Formulas | Budget | Variances | Budget | Variances | Results | ||||||||||
| Number of lawns (Q) | 500 | 550 | 550 | ||||||||||||
| Revenue | ($75Q) | $ 37,500 | $ 3,750 | F | $ 41,250 | $ 1,750 | F | $ 43,000 | |||||||
| Expenses: | |||||||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 1,500 | U | $ 21,500 | $ 2,000 | U | $ 23,500 | |||||||
| Gasoline and supplies | ($9Q) | 4,500 | 450 | U | 4,950 | 150 | U | 5,100 | |||||||
| Equipment maintenance | ($3Q) | 1,500 | 150 | U | 1,650 | 350 | F | 1,300 | |||||||
| Office and shop utilities | ($1,000) | 1,000 | - 0 | 1,000 | 50 | F | 950 | ||||||||
| Office and shop rent | ($2,000) | 2,000 | - 0 | 2,000 | - 0 | 2,000 | |||||||||
| Equipment Depreciation | ($2,500) | 2,500 | - 0 | 2,500 | - 0 | 2,500 | |||||||||
| Insurance | ($1,000) | 1,000 | - 0 | 1,000 | 200 | U | 1,200 | ||||||||
| Total expenses | 32,500 | 2,100 | U | 34,600 | 1,950 | U | 36,550 | ||||||||
| Net operating income | $ 5,000 | $ 1,650 | F | $ 6,650 | $ 200 | U | $ 6,450 |
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A Performance Report Combining Activity and Revenue and Spending Variances
50 lawns × $75 per lawn
50 lawns × $30 per lawn
The activity variances are based on the 50 lawns mowed in excess of the static planned level of 500. You can see that the activity revenue variance is $3,750 favorable (50 lawns times $75 per lawn), and the wages and salaries expense is $1,500 unfavorable (50 lawns times $30 per lawn). Make sure you can calculate the other activity variances for Larry.
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| Larry's Lawn Service | |||||||||||||||
| Flexible Budget Performance Report | |||||||||||||||
| For the Month Ended June 30 | |||||||||||||||
| Revenue and | |||||||||||||||
| Revenue/Cost | Planning | Activity | Flexible | Spending | Actual | ||||||||||
| Formulas | Budget | Variances | Budget | Variances | Results | ||||||||||
| Number of lawns (Q) | 500 | 550 | 550 | ||||||||||||
| Revenue | ($75Q) | $ 37,500 | $ 3,750 | F | $ 41,250 | $ 1,750 | F | $ 43,000 | |||||||
| Expenses: | |||||||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 1,500 | U | $ 21,500 | $ 2,000 | U | $ 23,500 | |||||||
| Gasoline and supplies | ($9Q) | 4,500 | 450 | U | 4,950 | 150 | U | 5,100 | |||||||
| Equipment maintenance | ($3Q) | 1,500 | 150 | U | 1,650 | 350 | F | 1,300 | |||||||
| Office and shop utilities | ($1,000) | 1,000 | - 0 | 1,000 | 50 | F | 950 | ||||||||
| Office and shop rent | ($2,000) | 2,000 | - 0 | 2,000 | - 0 | 2,000 | |||||||||
| Equipment Depreciation | ($2,500) | 2,500 | - 0 | 2,500 | - 0 | 2,500 | |||||||||
| Insurance | ($1,000) | 1,000 | - 0 | 1,000 | 200 | U | 1,200 | ||||||||
| Total expenses | 32,500 | 2,100 | U | 34,600 | 1,950 | U | 36,550 | ||||||||
| Net operating income | $ 5,000 | $ 1,650 | F | $ 6,650 | $ 200 | U | $ 6,450 |
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$43,000 actual - $41,250 budget
A Performance Report Combining Activity and Revenue and Spending Variances
The revenue and spending variances are computed by comparing the flexible budget amounts and the actual amounts. For example:
The revenue variance of $1,750 favorable is computed by taking the difference between the actual amount ($43,000) and the flexible budget amount ($41,250).
When interpreting a flexible budget performance report it is important to remember two things: First, to generate a favorable activity variance for net operating income, managers must take actions to increase the level of activity.
Second, to generate a favorable overall revenue and spending variance, managers must take actions to protect selling prices, increase operating efficiency, and reduce the prices of inputs.
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| Larry's Lawn Service | |||||||||||||||
| Flexible Budget Performance Report | |||||||||||||||
| For the Month Ended June 30 | |||||||||||||||
| Revenue and | |||||||||||||||
| Revenue/Cost | Planning | Activity | Flexible | Spending | Actual | ||||||||||
| Formulas | Budget | Variances | Budget | Variances | Results | ||||||||||
| Number of lawns (Q) | 500 | 550 | 550 | ||||||||||||
| Revenue | ($75Q) | $ 37,500 | $ 3,750 | F | $ 41,250 | $ 1,750 | F | $ 43,000 | |||||||
| Expenses: | |||||||||||||||
| Wages and salaries | ($5,000 + $30Q) | $ 20,000 | $ 1,500 | U | $ 21,500 | $ 2,000 | U | $ 23,500 | |||||||
| Gasoline and supplies | ($9Q) | 4,500 | 450 | U | 4,950 | 150 | U | 5,100 | |||||||
| Equipment maintenance | ($3Q) | 1,500 | 150 | U | 1,650 | 350 | F | 1,300 | |||||||
| Office and shop utilities | ($1,000) | 1,000 | - 0 | 1,000 | 50 | F | 950 | ||||||||
| Office and shop rent | ($2,000) | 2,000 | - 0 | 2,000 | - 0 | 2,000 | |||||||||
| Equipment Depreciation | ($2,500) | 2,500 | - 0 | 2,500 | - 0 | 2,500 | |||||||||
| Insurance | ($1,000) | 1,000 | - 0 | 1,000 | 200 | U | 1,200 | ||||||||
| Total expenses | 32,500 | 2,100 | U | 34,600 | 1,950 | U | 36,550 | ||||||||
| Net operating income | $ 5,000 | $ 1,650 | F | $ 6,650 | $ 200 | U | $ 6,450 |
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Performance Reports in Non-Profit Organizations
Non-profit organizations may receive funding from sources other than the sale of goods and services, so revenues may consist of both fixed and variable elements.
Universities
Tuition and fees
Donations
State funding
Endowments
The performance reports in non-profit organizations are essentially the same as the performance reports for a business like Larry’s Lawn Service except for one major difference. Non-profit organizations may receive a significant amount funding from sources other than revenue from the sale of goods and services. For example, universities may receive funding from donations and endowment income as well as from student tuition and state appropriations. Tuition and state appropriations are a function of the number of students, while donations and endowment income are not. This means that, like costs, the revenue in governmental and non-profit organizations may consist of both fixed and variable elements.
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Performance Reports in Cost Centers
Performance reports are often prepared for cost centers. These reports should be prepared using the same principles discussed so far, except for the fact that these reports will not contain revenue or net operating income variances.
Performance reports are often prepared for cost centers. These reports should be prepared using the same principles discussed so far, except for the fact that these reports will not contain revenue or net operating income variances.
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Learning Objective 10-5
Prepare a flexible budget with more than one cost driver.
Learning objective 10-5 is to prepare a flexible budget with more than one cost driver.
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More than one cost
driver may be needed to
adequately explain all of
the costs in an organization.
The cost formulas used
to prepare a flexible
budget can be adjusted
to recognize multiple
cost drivers.
Flexible Budgets with Multiple Cost Drivers
It is unlikely that all variable costs within a company are driven by a single factor such as the number of units produced, labor hours, or machine hours (or lawns mowed in Larry’s Lawn Service). More than one cost driver may be needed to adequately explain all of the costs in an organization. The cost formulas used to prepare a flexible budget can be adjusted to recognize multiple cost drivers.
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Because of the large unfavorable wages and salaries spending
variance, Larry decided to add an additional cost driver for wages and salaries. The variance is due primarily to the number of hours required for the additional edging and trimming. So Larry estimates the additional hours and builds those hours into both his revenue and expense budget formulas.
Flexible Budgets with Multiple Cost Drivers
Larry’s New Budget
Because of the large unfavorable wages and salaries spending variance, Larry decided to add an additional cost driver for wages and salaries. The variance is due primarily to the number of hours required for the additional edging and trimming. So Larry estimates the additional hours and builds those hours into both his revenue and expense budget formulas.
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Learning Objective 10-6
Understand common errors made in preparing performance reports based on budgets and actual results.
Learning objective 10-6 is to understand common errors made in preparing performance reports based on budgets and actual results.
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Some Common Errors
The most common errors when preparing performance reports are to implicitly assume that:
1. All costs are fixed, or that;
- All costs are variable.
Assume all costs are fixed.
The most common errors when preparing performance reports are to implicitly assume that all costs are fixed, or that, all costs are variable.
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End of Chapter 10
End of chapter 10.
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Revenue/CostPlanning
FormulasBudget
Number of lawns (Q)500
Revenue($75Q)37,500$
Expenses:
Wages and salaries($5,000 + $30Q)20,000$
Gasoline and supplies($9Q)4,500
Equipment maintenance($3Q)1,500
Office and shop utilities($1,000)1,000
Office and shop rent($2,000)2,000
Equipment Depreciation($2,500)2,500
Insurance($1,000)1,000
Total expenses32,500
Net operating income5,000$
Larry's Lawn Service
For the Month Ended June 30
Actual
Results
Number of lawns 550
Revenue43,000$
Expenses:
Wages and salaries23,500$
Gasoline and supplies5,100
Equipment maintenance1,300
Office and shop utilities950
Office and shop rent2,000
Equipment Depreciation2,500
Insurance1,200
Total expenses36,550
Net operating income6,450$
Larry's Lawn Service
For the Month Ended June 30
Revenue/CostPlanningActual
FormulasBudgetResultsVariances
Number of lawns (Q)500 550
Revenue($75Q)37,500$ 43,000$ 5,500$ F
Expenses:
Wages and salaries($5,000 + $30Q)20,000$ 23,500$ 3,500$ U
Gasoline and supplies($9Q)4,500 5,100 600 U
Equipment maintenance($3Q)1,500 1,300 200 F
Office and shop utilities($1,000)1,000 950 50 F
Office and shop rent($2,000)2,000 2,000 -
Equipment Depreciation($2,500)2,500 2,500 -
Insurance($1,000)1,000 1,200 200 U
Total expenses32,500 36,550 4,050 U
Net operating income5,000$ 6,450$ 1,450$ F
Larry's Lawn Service
For the Month Ended June 30
Revenue/Cost Flexible
FormulasBudget
Number of lawns (Q)550
Revenue($75Q)41,250$
Expenses:
Wages and salaries($5,000 + $30Q)21,500$
Gasoline and supplies($9Q)4,950
Equipment maintenance($3Q)1,650
Office and shop utilities($1,000)1,000
Office and shop rent($2,000)2,000
Equipment Depreciation($2,500)2,500
Insurance($1,000)1,000
Total expenses34,600
Net operating income6,650$
Larry's Lawn Service
For the Month Ended June 30
Revenue/Cost PlanningFlexibleActivity
FormulasBudgetBudgetVariances
Number of lawns (Q)500 550
Revenue($75Q)37,500$ 41,250$ 3,750$ F
Expenses:
Wages and salaries($5,000 + $30Q)20,000$ 21,500$ 1,500$ U
Gasoline and supplies($9Q)4,500 4,950 450 U
Equipment maintenance($3Q)1,500 1,650 150 U
Office and shop utilities($1,000)1,000 1,000 -
Office and shop rent($2,000)2,000 2,000 -
Equipment Depreciation($2,500)2,500 2,500 -
Insurance($1,000)1,000 1,000 -
Total expenses32,500 34,600 2,100 U
Net operating income5,000$ 6,650$ 1,650$ F
Larry's Lawn Service
For the Month Ended June 30
Revenue and
Revenue/CostFlexibleActualSpending
FormulasBudgetResultsVariances
Number of lawns (Q)550 550
Revenue($75Q)41,250$ 43,000$ 1,750$ F
Expenses:
Wages and salaries($5,000 + $30Q)21,500$ 23,500$ 2,000$ U
Gasoline and supplies($9Q)4,950 5,100 150 U
Equipment maintenance($3Q)1,650 1,300 350 F
Office and shop utilities($1,000)1,000 950 50 F
Office and shop rent($2,000)2,000 2,000 -
Equipment Depreciation($2,500)2,500 2,500 -
Insurance($1,000)1,000 1,200 200 U
Total expenses34,600 36,550 1,950 U
Net operating income6,650$ 6,450$ 200$ U
Larry's Lawn Service
For the Month Ended June 30
Revenue and
Revenue/Cost PlanningActivityFlexibleSpendingActual
FormulasBudgetVariancesBudgetVariancesResults
Number of lawns (Q)500 550 550
Revenue($75Q)37,500$ 3,750$ F41,250$ 1,750$ F43,000$
Expenses:
Wages and salaries($5,000 + $30Q)20,000$ 1,500$ U21,500$ 2,000$ U23,500$
Gasoline and supplies($9Q)4,500 450 U4,950 150 U5,100
Equipment maintenance($3Q)1,500 150 U1,650 350 F1,300
Office and shop utilities($1,000)1,000 - 1,000 50 F950
Office and shop rent($2,000)2,000 - 2,000 - 2,000
Equipment Depreciation($2,500)2,500 - 2,500 - 2,500
Insurance($1,000)1,000 - 1,000 200 U1,200
Total expenses32,500 2,100 U34,600 1,950 U36,550
Net operating income5,000$ 1,650$ F6,650$ 200$ U6,450$
Larry's Lawn Service
For the Month Ended June 30
Flexible Budget Performance Report
