chapter 8

PowerPoint Authors:Jon A. Booker, Ph.D., CPA, CIACharles W. Caldwell, D.B.A., CMASusan Coomer Galbreath, Ph.D., CPA

Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin

Chapter 8Flexible Budgets andPerformance Analysis

Learning Objective 1

Prepare a flexible budget.

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Characteristics of Flexible Budgets

Planning budgetsare prepared fora single, plannedlevel of activity.

Performance evaluation is difficult when actual activity

differs from the planned level of

activity.

Hmm! Comparingstatic planning budgets

with actual costsis like comparing

apples and oranges.

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Improve performance evaluation.

May be prepared for any activity level in the relevant range.

Show costs that should have beenincurred at the actual level ofactivity, enabling “apples to apples”cost comparisons.

Help managers control costs.

Let’s look at Larry’s Lawn Service.

Characteristics of Flexible Budgets

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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 onmowing 500 lawns. Since all of the lawns are similar in size,Larry felt that the number of lawns mowed in a month wouldbe the best way to measure overall activity for his business.

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 onmowing 500 lawns. Since all of the lawns are similar in size,Larry felt that the number of lawns mowed in a month wouldbe the best way to measure overall activity for his business.

Larry’s Budget

Deficiencies of the Static Planning Budget

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Larry’s Planning Budget

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Larry’s Actual Results

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Larry’s Actual Results Compared with the Planning Budget

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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.

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Since these variances are favorable, has Larry done a good job controlling costs?

Since these variances are unfavorable, has Larry done a poor job controlling costs?

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I don’t think Ican answer thequestions usinga static budget.

Actual activity is above planned activity.

So, shouldn’t the variablecosts be higher if actual

activity is higher?


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The relevant question is . . .

“How much of the cost variances is due to higher activity, and how much is due to cost control?”

To answer the question,we mustthe budget to theactual level of activity.

The relevant question is . . .

“How much of the cost variances is due to higher activity, and how much is due to cost control?”

To answer the question,we mustthe budget to theactual level of activity.


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How a Flexible Budget Works

To a budget we need to know that:

• Total variable costs changein direct proportion to changes in activity.

• Total fixed costs remainunchanged within therelevant range. Fixed

Variable

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Let’s prepare a budget

for Larry’s Lawn Service.

Let’s prepare a budget

for Larry’s Lawn Service.

How a Flexible Budget Works

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Preparing a Flexible BudgetLarry’s Flexible Budget

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Quick Check

What should the total wages and salaries cost be in a flexible budget for 600 lawns?a. $18,000.b. $20,000.c. $23,000.d. $25,000.


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Quick Check

What should be the total wages and salaries cost in a flexible budget for 600 lawns?a. $18,000b. $20,000.c. $23,000.d. $25,000.

What should be the total wages and salaries cost in a flexible budget for 600 lawns?a. $18,000b. $20,000.c. $23,000.d. $25,000.

Total wages and salaries cost

= $5,000 + ($30 per lawn 600 lawns)

= $5,000 + $18,000 = $23,000



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Prepare a report showingactivity variances.

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Activity Variances

Planning budget revenues

and expenses

Flexible budget revenues

and expenses

The differences between The differences between the budget amounts are the budget amounts are called activity variances.called activity variances.

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Let’s use budgeting

concepts to compute activity variances for Larry’s Lawn Service.

Let’s use budgeting

concepts to compute activity variances for Larry’s Lawn Service.

Activity Variances

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Activity VariancesLarry’s Flexible Budget Compared with the Planning Budget

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Activity VariancesLarry’s Flexible Budget Compared with the Planning Budget

Activity and revenue increase by 10 percent, but net operating income increases by more than 10 percent due to the presence of fixed costs.

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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.The difference is a revenue variance.

Flexible budget cost Actual cost

The difference is a spending variance.The difference is a spending variance.

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Now, let’s use budgeting

concepts to compute revenue and spending variances for Larry’s Lawn

Service.


concepts to compute revenue and spending variances for Larry’s Lawn

Service.

Revenue and Spending Variances8-25

Revenue and Spending VariancesLarry’s Flexible Budget Compared with the Actual Results

$1,750 favorable$1,750 favorablerevenue variancerevenue variance

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Larry’s Flexible Budget Compared with the Actual Results

Revenue and Spending Variances

Spending variances

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Prepare a performance report that combines activity variances

and revenue and spending variances.

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concepts to combine the revenue and spending variances reports for Larry’s

Lawn Service.


concepts to combine the revenue and spending variances reports for Larry’s

Lawn Service.

Activity and Revenue and Spending Variances

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A Performance Report Combining Activity and Revenue and Spending Variances

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50 lawns × $75 per lawn50 lawns × $75 per lawn 50 lawns × $30 per lawn50 lawns × $30 per lawn

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$43,000 actual - $41,250 budget$43,000 actual - $41,250 budget

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Performance Reports in Non-Profit OrganizationsNon-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.

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

DonationsState funding

Endowments

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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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Prepare a flexible budget with more than one cost driver.

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More than one cost driver may be needed toadequately explain all of

the costs in an organization.

More than one cost driver may be needed toadequately explain all of

the costs in an organization.

The cost formulas usedto prepare a flexible

budget can be adjustedto recognize multiple

cost drivers.

The cost formulas usedto prepare a flexible

budget can be adjustedto recognize multiple

cost drivers.

Flexible Budgets with Multiple Cost Drivers

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Because of the large unfavorable wages and salaries spendingvariance, 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.

Because of the large unfavorable wages and salaries spendingvariance, 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.

Larry’s New Budget


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Larry’s Budget Based on More than One Cost Driver

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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 in preparing performancereports are to implicitly assume that:1. All costs are fixed, or that; 2. All costs are variable.

The most common errors in preparing performancereports are to implicitly assume that:1. All costs are fixed, or that; 2. All costs are variable.

Assume all costs are fixed.

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Common Error 1: Assuming All Costs Are Fixed

Faulty Analysis Comparing Budgeted Amounts to Actual Amounts

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Common Error 2: Assuming All Costs Are VariableFaulty Analysis that Assumes All budget Items Are Variable

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End of Chapter 8

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chapter 8

Documents

static planning budget8

actual costs

actual activity

planning budgetf

sheet1larrys lawn servicefor

actual revenue

shop utilities950office

shop rent2