Consider the following performance of a division of the Mary Johnson Hospital System during 2013 (all numbers are in millions of $) against budget: The master budget was based on budgeted revenue per patient-day of $400. Total budgeted revenue was calculated by multiplying budgeted patient-days by budgeted revenue per patient-day. (A patient-day equals one paying patient staying one day at the hospital and is the output unit used by the division). To spur an increase in volume, the division cut the rates charged to the patients by an average of 12% during 2013. As a result, actual patient-days increased to 110% of the master budget patient-days. Prepare a summary performance report that shows for each line item the flexible budget variance and the sales volume variance and specify whether these are favorable or unfavorable. Consider the following performance of a division of the Mary Johnson Hospital System during 2013 (all numbers are in millions of $) against budget: The master budget was based on budgeted revenue per patient-day of $400. Total budgeted revenue was calculated by multiplying budgeted patient-days by budgeted revenue per patient-day. (A patient-day equals one paying patient staying one day at the hospital and is the output unit used by the division). To spur an increase in volume, the division cut the rates charged to the patients by an average of 12% during 2013. As a result, actual patient-days increased to 110% of the master budget patient-days. Prepare a summary performance report that shows for each line item the flexible budget variance and the sales volume variance and specify whether these are favorable or unfavorable