Hello, I only need the final part done. I have attached my previous work along with the financial work to go with it. PLEASE only do the Quantitative Analysis with a Memo to management. The rubric is labeled acc207_final_project_document.pdf.

ONLY The one that states

"Final Submission: Quantitative Analysis With a Memo to Management In Module Seven, submit your quantitative analysis with a memo to management. It should incorporate all milestones and include ection IV of the critical elements listed in the Final Project Document. This submission will be graded with the Final Project Rubric (below).......

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IV. PrepareaMemotoManagement a) Summarize your quantitative analysis based on your findings (include answers to all questions in Sections I, II, and III). b) Report the parts of the budgeting process that are in need of improvement. Provide suggestions to improve those parts. c) Report overall improvement recommendations to management. Consider the ethical implications when communicating sensitive information."

ACC207 Final Project Milestone Three Leena Salem Cost allocation is the assigning of a common cost to several cost objects ("What Is Cost Allocation? | Accountingcoach") To use it in an example; a company may assign the cost of an expensive electronic system to three main areas of the company that use a specific portion of that system. A company with only one electric meter may allocate the electricity bill to several departments in the company. When speaking of Activity Based Cost Also known as ABC management it is a method of assigning costs to products or services based on the resources that they consume ("Activity-Based Costing"). I believe the corporation should remain with ABC management as it serves them best. When speaking of ABC there are two main types of activity-based management: 1. Operational activity based management (doing things right) - this relates to making the organization more efficient by reducing the cost of the activities and eliminating those activities that do not add value. 2. Strategic activity based management (doing the right thing) - which essentially involves deciding which products to make, and which customers to sell to, based on the more accurate analysis of product and customer profitability that activity based costing allows. (http://www.accaglobal.com) With that being said, I do believe that the allocation system meets management planning and control goals. This allows for management to take note and keep note of everything that is going in and out of the company. Many of the ethical implications that should be considered with this cost allocation system; Ignoring non-value-added activities, using non-value label to eliminate jobs, misclassifying activities to allocate costs away from lower volume products to justify lower selling prices, using ABC to eliminate a vendor or customer, or to eliminate funding of social or environmental causes, and using it to transfer costs from fixed price contracts to cost plus contracts. Many of these will cause fraudulent behavior within any corporation. Although this is true, it is true with nearly all allocation choices. Direct costs are the costs which could be directly traceable to every single unit of product while indirect costs are those which cannot be directly traceable that way. As direct costs are traceable in every single unit , it is pretty easy to allocate the same to every unit of product, while to allocate indirect costs there should be a reasonable basis of allocation which depends upon the nature of costs incurred. For instance Electricity cost in a factory producing multiple type of product may be apportioned on the basis of area used in producing each product. While analyzing a cost to be direct or indirect, consideration should be given upon its traceability to judge if the cost is direct or indirect and after the determination of the type of cost , a reasonable basis of allocation should be determined so as to allocate the cost in a logical manner. (Each) In conclusion by identifying the cost allocation system that would benefit the company, meeting management planning and controlling goals with that allocation system, identifying ethical implications that would be considered, and describing the ethical implications direct cost and indirect cost, the company will be able to identify what they need most to fit their needs. This will allow for growth in the company as well as stability in the future of the company. Work Cited: Each, Direct. "Direct Costs Vs. Indirect Costs: Understanding Each". Business News Daily. N.p., 2015. Web. 17 July 2016. "ActivityBased Costing". The Economist. N.p., 2009. Web. 17 July 2016. http://www.accaglobal.com, ACCA. "ActivityBased Management | ACCA Global". Accaglobal.com. N.p., 2016. Web. 17 July 2016. "What Is Cost Allocation? | Accountingcoach". AccountingCoach.com. N.p., 2016. Web. 17 July 2016. Milestone One, Part I Product Costs Materials- Cedar Materials- Plastic Factory Worker Labor Materials- Indirect Factory Depreciation Factory Utilities Factory Maintenance and Repairs Period Costs Shipping Sales Commissions Office Rent Advertising Liability Insurance Office Depreciation Office Salaries Milestone One, Part II Use Table I on the MDE Manufacturing Budget to complete your calculations. Totals Budget $ 21 Sales Price per Unit Variable Costs Materials - Cedar Materials - Plastic Factory Worker Labor Materials - Indirect Shipping ($2.25/ea) Sales Commissions ($2/unit sold) 4.50 0.75 6.00 0.06 2.25 2.00 Variable Cost per Unit 15.56 Contribution Margin 5.44 Fixed Costs Factory Depreciation Factory Utilities Factory Maintenance and Repairs Office Rent Advertising Liability Insurance Office Depreciation Office Salaries Total Fixed Costs Using Budgeted Amounts Breakeven Point - Using Actual Amounts + 10,000 profit Using actual amounts + 10,000 profit 78,000 12,000 5,000 12,000 20,000 5,000 1,000 48,000 181000 Fixed Cost Contribution Per Unit 181,000 5.44 Fixed Cost + Desired Profit Contribution Per Unit 190,500 3.63 Totals Actual 21.10 5.28 0.80 7.08 0.06 2.25 2.00 17.47 3.63 78,000 12,000 4,500 12,000 20,000 5,000 1,000 48,000 180500 Breakeven Point - 33,272 Units at Current Sales Price 49697 New Contribution Margin Current Variable Costs New Sales Price 4.05 17.47 21.52 Milestone Two, Part I Use Tables I through IV on the MDE Manufacturing Budget to complete your calculations. Refer to Exhibit 7-2 on page 253 of the text Budget Model Units Sold Revenues Variable Costs DM-Plastic DM-Cedar Direct Manuf. Labor Variable Manuf. Overhead Total Variable Costs Fixed Manuf. Overhead Total Costs Gross Margin Actual 47,000 Flexible Budget Variance 47,000 991700 $4,700 37,741 248160 332760 2,585 621246 94,500 715746 275954 -2,491 -36,660 -50,760 235 -89,676 500 -89,176 84,476 From Flexible Budget Calculations Sheet Favorable/ Unfavorable Flexible Budget 47,000 Favorable 987000 Unfavorable Unfavorable Unfavorable Favorable Unfavorable Favorable Unfavorable Unfavorable 35250 211500 282000 2820 531570 95000 626570 360430 Sales Volume Variance ($63,000) Favorable/ Unfavorable Unfavorable 2,250 Favorable 13,500 Favorable 18,000 Favorable 180 Favorable 33,930 Favorable 0 33,930 Favorable -29,070 Unfavorable Static Budget 50,000 1050000 37,500 225000 300000 3,000 565500 95000 660500 389500 Milestone Two, Part II Use the variance supporting calculation tab to complete your calculations. Direct Materials - Cedar Direct Materials - Plastic Direct Labor Variable Manufacturing Overhead Price Variance -22560 1034 Spending Variance -705 Efficiency Variance -14100 -3525 Efficiency Variance 940 Revenues Variable Costs DM-Plastic DM-Cedar Direct Manuf. Labor Variable Manuf. Overhead Total Variable Manufacturing Costs Fixed Manufacturing Overhead Total Manufacturing Costs Gross Margin Budgeted Unit Amounts $ 21.00 0.75 4.50 6.00 0.06 Actual Volume 47,000 47,000 47,000 47,000 47,000 Flexible Budget Amount $987,000 35250 211500 282000 2820 531570 95,000 626570 360430 Use Tables III and IV on the MDE Manufacturing Budget to complete your calculations. Development of Price and Efficiency Variances - Calculatio DM-Plastic DM-Cedar Actual Ounces per Unit 1.1 3.2 Direct Manuf. Labor Actual Labor Cost per Hour $ 11.80 Actual Costs Incurred (Actual Input Qty. Actual Price) Actual Feet per Unit Actual Units Direct Material Plastic 47,000 $ Direct Material Cedar 47,000 $ Actual Units Direct Manufacturing Labor 47,000 $ $ Actual Price per Ounce 1.1 $ 37,741 $ 3.2 $ 248,160 $ Actual Hours per Unit Actual Units 0.73 47,000 1,034 Price Variance 1.65 47,000 (22,560) Price Variance Actual Cost per Hour 0.60 $ 332,760 $ Actual Costs Actual Input Qty. Budgeted Pric Actual Units 11.80 47,000 5,640 Price Variance Actual Input Qty. Budgeted Pric Actual Costs Variable manufacturing overhead $ $ Actual Units 2,585.0 2,585.00 47,000 $ (705) Spending Variance e and Efficiency Variances - Calculations Actual Units 47,000 47,000 Actual Ounces Used 51,700 150400 Actual Cost per Actual Cost Unit 37,741 $ 0.73 248160 $ 1.65 Actual Labor Actual Labor Actual Labor Costs Hours Actual Units Hours per Unit 332760 28,200 47,000 0.60 Flexible Budget (Budgeted Input Qty. Allowed for Actual Output Budgeted Price) Actual Input Qty. Budgeted Price Actual Feet per Budgeted Cost Unit per Ounce $ $ 1.1 $ 38,775 $ 3.2 $ 225,600 $ Actual Hours per Unit $ $ 0.75 47,000 Budgeted Cost per Ounce 1 $ 35,250 0.75 $ 3.0 $ 211,500 1.50 $ (3,525) Efficiency Variance 1.50 47,000 (14,100) Efficiency Variance Budgeted Cost per Hour 0.60 $ 338,400 $ Budgeted Feet per Unit Actual Units Actual Units 12.00 Budgeted Hours Budgeted Cost per per Unit Hour 47,000 $ 0.5 $ 282,000 (56,400) Efficiency Variance Actual Input Qty. Budgeted Price Flexible Budget (Budgeted Input Qty. Allowed for Actual Output Budgeted Price) 12.00 Actual Feet per Budgeted Cost Unit per Foot $ 0.2 $ 1,880 $ Actual Units 0.20 Budgeted Feet per Unit 47,000 $ 940 Efficiency Variance Budgeted Cost per Foot 0.3 $ 2,820 0.20 Leena Salem ACC207 Milestone 2 In MDE's financial analysis we have found that product costs consist of; Materialscedar, materials- plastic, factory worker labor, materials indirect, factory depreciation, factory utilities, factory maintenance and repairs. Period costs consist of; shipping, sales commissions, office rent, advertising, liability insurance, office depreciation, and office salaries. While conducting variable costs, it is seen that total actual costs of factory worker labor is higher than budgeted, meaning the MDE should cut a few hours off of the workers in order to stay in budget. It is also seen that materials-cedar costs are also higher than budgeted, along with plastic costs being higher than budgeted. This should result in purchasing less material in order to avoid losses for the company. When speaking of the budgeting model, it is seen that many of the variable costs are unfavorable. Those include; DM-Plastic, DM-Cedar, and Direct manufactured labor. This allowed for the sales volume to be in the negative. MDE, must find a solution in preparing manufactured goods that are in their budget. This also shows in price variance, and efficiency variance. In conclusion, MDE's should take budgeting actual costs into budgeting costs. This will increase revenues, allowing the company to grow at a steady rate. With that being said, it is crucial that MDE should look over the financial analysis and view the points stated above and take many things about budgeting into consideration. Milestone One, Part I Product Costs materials - cedar materials - plastic materials - indirect factory worker labor shipping sales commissions Period Costs factory depreciation advertising office salaries factory utilities factory maintenance office rent liability insurance office depreciation Sales Price per Unit Variable Costs Materials - Cedar Materials - Plastic Factory Worker Labor Materials - Indirect Shipping ($2.25/ea) Sales Commissions ($2/unit sold) Variable Cost per Unit Contribution Margin Total Fixed Costs Using Budgeted Amounts Breakeven Point - 181,000 Using Actual Amounts + 10,000 profit Using actual amounts + 10,000 profit Units at Current Sales Price New Contribution Margin 180,500 $4.05 Current Variable Costs New Sales Price $17.47 $21.52 (c) Budgeted sales volume = $100,000 / $2 = 50,000 & Actual sales volume = $94,000 / $2 = 47,000 (From Total Sales commission) (i) Contribution margin = Sales revenue - Total variable cost Budget: ($21 x 50,000) - $778,000 = $(1,050,000 - 778,000) = $272,000 Actual: ($21 x 47,000) - $820,996 = $(987,000 - 820,996) = $166,004 (ii) Contribution margin per unit: Budget: $272,000 / 50,000 = $5.44 Actual: $166,004 / 47,000 = $3.53 [You got it wrong] (iii) Contribution margin (CM) ratio = Contribution margin / Sales Budget: $272,000 / $1,050,000 = 0.2590, or 25.9% Actual: $166,004 / $987,000 = 0.1682, or 16.82% (d) (i) Break-even (units) = Fixed cost / (Selling price - Unit variable cost) = Fixed Cost / Total CM Budget: $181,000 / $5.44 = 33,272 units Actual: $180,500 / $3.53 = 51,133 units (ii) Break-even revenue = Fixed cost / CM Ratio Budget: $181,000 / 0.259 = $698,841.70 Actual: $180,500 / 0.1682 = $1,073,127.23 (e) For actual operations, Revenue - Total variable cost - Total fixed cost = $(1,050,000 - 820,996 - 180,500) = $48,504 So, the company is not break-even and is making a profit. (f) The CVP analysis implications are: - The higher (lower) the fixed cost, the higher (lower) the breakeven point (units and dollars). - The higher (lower) the selling price, the lower (higher) the breakeven point (units and dollars). The higher (lower) The unit variable cost, The higher (lower) The breakeven point (units and dollars) Imlication of CVP analysis: CVP analysis helps to track the cost and profit associated with a product, this will help to improve production by This method is also used to help determine profit due to changes in level of production. With this management Totals Budget $21.00 Totals Actual $21.00 225,000 37,500 300,000 3,000 112,500 100,000 778,000 $15.56 $5.44 248,160 37,741 332,760 2,585 105,750 94,000 820,996 $17.47 $3.63 180,500 181,000 Costs 33272 units 52,450 units Total $5.44 Total 190,500 me = $94,000 / $2 = 47,000 ixed Cost / Total CM 180,500) = $48,504 nt (units and dollars). point (units and dollars). even point (units and dollars) t, this will help to improve production by the way of minimizing cost so it will lead to an increase in profit. el of production. With this management can easily track out risks and returns. ACC 207 Final Project Guidelines and Rubric Overview The final project for this course is the creation of a quantitative analysis with a memo to management. Classifying a company's costs allows for an in-depth analysis of the impact that changes in output have on revenues, costs, and net income or net loss. A costvolume-profit (CVP) analysis will be completed in order to determine the breakeven point. Relevant costs will be used to prepare a flexible budget. Additionally, an appropriate costing system should be selected and the choice should be substantiated with reasonable rationale. Finally, a memo should be prepared for management that summarizes the results of the quantitative analysis and makes recommendations for an optimal costing system to be ethically used by key decision makers. The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Four, and Five. The quantitative analysis with a memo to management will be submitted in Module Seven. In this assignment, you will demonstrate your mastery of the following course outcomes: Utilize cost behavior and cost analysis to assist decision makers in planning and adding value to the business Prepare a flexible budget for supporting informed managerial decision making Interpret variances for determining the optimal costing system to fit an organization's internal accounting needs Interpret the role of ethics in cost accounting for determining its impact on decision making Prompt In this assignment, multiple analyses will be conducted in order to obtain a company's financial information specific to company costs. MDE manufactures outdoor garden items such as lawn ornaments and bird feeders. MDE uses a standard costing system to set standards for direct materials, labor, and overhead costs. MDE reviews and revises standards as necessary. Recently, budget variances for bird feeders have caused some concern. You, the company's cost accountant, have been asked to examine the numbers for the product, explain the variances, and suggest ways to improve performance. Specifically, the following critical elements must be addressed: You will begin by using the MDE Manufacturing Budget (Table I) to analyze costs, contribution margin, and breakeven point for the bird feeder division. You will then analyze the actual costs and complete a cost-volume-profit (CVP) analysis to determine how many bird feeders must be sold at the current cost and sales price level to earn a $10,000 profit and how much the sales price would have to increase to earn a $10,000 profit at the same cost and sales volume level. Use Tabs 1 and 2 of the Student Workbook. I. Costs a) Classify all product and period costs appropriately. b) Compute a cost-volume-profit analysis. What are the implications of this analysis? c) Compute contribution margin per unit and contribution margin ratio. d) Determine the breakeven quantity and the breakeven revenue accurately. e) Determine if the company is breaking even. What are cost-volume-profit analysis implications on short-term planning? Your next step is to use the MDE Manufacturing Budget (Tables I, II, III, IV) to compare the budget and actual costs. Determine where variances occurred and explain why. Use Tabs 3 and 4 of the Student Workbook to present your budgets/variances and Tabs 5 and 6 for all budget/variance calculations. II. Prepare and Perform a) What are your fixed costs? Segregate them in the budget model. b) Determine how variable costs change as activity measures change. How can this information be applied? c) Create the budget model, ensuring fixed costs are hard coded into the model (variable costs are stated as a percentage of the relevant activity measures or as a cost per unit of activity measure). d) Add actual activity measures to the model. Make sure all information is added accurately. e) Add the flexible budget calculations to the budget model. Make sure all information is accurate. f) Compare the flexible budget to the actual expenses. What does this inform? Be sure to discuss the following variances: i. Static budget variance, including sales volume and flexible budget variances ii. Price and efficiency variances for direct materials and direct labor iii. Spending and efficiency variances for variable manufacturing overhead g) Determine the aspects of the budgeting process that are in need of improvement. Justify your response. h) Interpret what budget variances represent. Should all variances be investigated? You have also been asked to give management a recommendation on whether the company should switch from process costing to activity-based costing (ABC). This is an exploratory discussion, but management would like to know more about the difference between the two costing systems and if a different costing system might work better for the company. III. Main Costing Systems - Activity-Based Costing vs. Process Costing a) Identify the cost allocation system that would benefit this company most. Justify your response. b) Does this cost allocation system meet management planning and control goals? Explain. c) What are the ethical implications that should be considered with this cost allocation system? d) Describe the ethical implications of direct costs versus indirect costs. What considerations should be made when selecting one of these two? After all of your calculations and research, you are now ready to prepare your report. IV. Prepare a Memo to Management a) Summarize your quantitative analysis based on your findings (include answers to all questions in Sections I, II, and III). b) Report the parts of the budgeting process that are in need of improvement. Provide suggestions to improve those parts. c) Report overall improvement recommendations to management. Consider the ethical implications when communicating sensitive information. Milestones Milestone One: Draft of Costs (Section I) In Module Two, you will submit a draft of the costs section of the final project. Use the MDE Manufacturing Budget (Table I) to analyze costs, contribution margin, and breakeven point for the bird feeder division of the company. In Tab 1 of your Student Workbook, classify costs as either product or period costs. Briefly explain the difference between the types of costs. Then, analyze the actual costs and, using Tab 2 of your Student Workbook, complete a cost-volumeprofit analysis to determine how many bird feeders must be sold at the current cost and sales price level to earn a 10% profit and how much the sales price would have to increase to earn a 10% profit at the same cost and sales volume level. Submit the Student Workbook with Tabs 1 and 2 completed with your cost calculations and a 1-2 page Word document that explains the implications of your findings and addresses all of the critical elements in Section I. This milestone will be graded with the Milestone One Rubric. Milestone Two: Draft of Prepare and Perform (Section II) In Module Four, you will submit a draft of the prepare and perform section of the final project. Analyze the budget and actual costs using the MDE Manufacturing Budget (Tables I, II, III, IV). Determine where variances occurred and why. Submit the Student Workbook with Tabs 3 and 4 completed with your budgets/variances calculations and a 1-2page Word document that discusses the implications of your findings on the company's financial considerations. Explain which aspects of MDE's budgeting process are in need of improvement and justify your response using your calculations. Address all critical elements in Section II. Use Tabs 5 and 6 of the Student Workbook for your budget and variance calculations. This milestone will be graded with the Milestone Two Rubric. Milestone Three: Draft of Main Costing Systems (Section III) In Module Five, you will submit a draft of your main costing system recommendations. You have been asked to give management a recommendation on whether the bird feeder division should switch from process costing to activity-based costing. This is just an exploratory discussion, but management would like to know more about the differences between the two costing systems and if a different costing system might work better for the division. Submit a Word document that addresses the critical elements of Section III. This milestone will be graded with the Milestone Three Rubric. Final Submission: Quantitative Analysis With a Memo to Management In Module Seven, submit your quantitative analysis with a memo to management. It should incorporate all milestones and include ection IV of the critical elements listed in the Final Project Document. This submission will be graded with the Final Project Rubric (below). Deliverables Milestone Deliverable Module Due Grading One Draft of Costs (Section I) Two Graded separately; Milestone One Rubric Two Draft of Prepare and Perform (Section II) Four Graded separately; Milestone Two Rubric Draft of Main Costing Systems (Section III) Five Graded separately; Milestone Three Rubric Seven Graded separately; Final Project Rubric (below) Three Final Submission: Quantitative Analysis With a Memo to Management Final Project Rubric Guidelines for Submission: The calculations for your quantitative analysis should be submitted in final form in the Student Workbook. Your findings and memo to management should be 8 to 10 pages in length (plus a cover page and references) and must be written in APA format. Use double spacing, 12-point Times New Roman font, and one-inch margins. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions. Critical Elements Costs: Period Costs Exemplary Costs: CVP Analysis Meets \"Proficient\" criteria and identification demonstrates a nuanced understanding of the potential implications (100%) Costs: Contribution Margin Costs: Breakeven Quantity Costs: Implications Meets \"Proficient\" criteria and supports claims with specific examples (100%) Prepare and Perform: Fixed Costs Prepare and Perform: Variable Costs Meets \"Proficient\" criteria and description is supported with relevant examples (100%) Proficient Classifies all product and period costs appropriately (100%) Computes a cost-volume-profit analysis and identifies the implications of the analysis (85%) Computes the contribution margin per unit and contribution margin ratio (100%) Determines the breakeven quantity and the breakeven revenue accurately (100%) Determines if the company is breaking even and identifies the implications of cost-volume-profit analysis on short-term planning (85%) Identifies fixed costs and segregates them in the budget model (100%) Determines how variable costs change as activity measures change and describes how this information can be applied (85%) Needs Improvement Classifies all product and period costs but not all classifications are appropriate (55%) Computes a cost-volume-profit analysis but does not identify the implications of the analysis (55%) Not Evident Does not classify product and period costs (0%) Value 4.9 Does not compute a cost-volumeprofit analysis (0%) 4.9 Computes the contribution margin per unit but not the contribution margin ratio (55%) Determines the breakeven quantity and the breakeven revenue but contains issues related to accuracy (55%) Determines if the company is breaking even but does not identify the implications of costvolume-profit analysis on shortterm planning (55%) Identifies fixed costs but does not segregate them in the budget model (55%) Does not compute the contribution margin per unit (0%) 4.9 Does not determine the breakeven quantity and the breakeven revenue (0%) 4.9 Does not determine if the company is breaking even (0%) 4.9 Does not identify fixed costs (0%) 4.9 Determines how variable costs Does not determine how variable change as activity measures costs change as activity measures change but does not describe how change (0%) this information can be applied (55%) 4.9 Prepare and Perform: Budget Model Creates a budget model and fixed costs are hard coded into the model (100%) Creates a budget model but fixed costs are not hard coded into the model (55%) Does not create a budget model (0%) 4.9 Prepare and Perform: Actual Activity Adds actual activity measures to the model accurately (100%) Adds actual activity measures to the model but contains errors related to accuracy (55%) Does not add actual activity (0%) 4.9 Prepare and Perform: Flexible Budget Calculations Accurately adds the flexible budget calculations to the budget model (100%) Adds flexible budget calculations to the budget model but contains errors related to accuracy (55%) Does not add flexible budget calculations to the budget model (0%) 4.9 Compares the flexible budget to the actual expenses but omits key variances or does not interpret what this informs (55%) Determines the aspects of the budgeting process that are in need of improvement but does not justify response (55%) Interprets what budget variances represent but does not determine if all variances should be investigated (55%) Identifies the cost allocation system that would benefit this company most but does not justify response (55%) Determines if cost allocation system meets management planning and control goals but does not explain response (55%) Identifies ethical implications that should be considered but implications do not align with recommended cost allocation system (55%) Does not compare the flexible budget to the actual expenses (0%) 4.9 Does not determine the aspects of the budgeting process that are in need of improvement (0%) 4.9 Does not interpret what budget variances represent (0%) 4.9 Does not identify a cost allocation system (0%) 4.9 Does not determine if cost allocation system meets management planning and control goals (0%) Does not identify ethical implications (0%) 4.9 Prepare and Meets \"Proficient\" criteria and Perform: Compare interpretation is well-supported Flexible Budget with examples (100%) Compares the flexible budget to the actual expenses, including key variances specified, and interprets what this informs (85%) Prepare and Meets \"Proficient\" criteria and Determines the aspects of the Perform: Budgeting explanation is well-supported and budgeting process that are in need Process logical (100%) of improvement and justifies response (85%) Prepare and Meets \"Proficient\" criteria and Interprets what budget variances Perform: Budget demonstrates a nuanced represent and determines if all Variances understanding of the importance variances should be investigated of variances (100%) (85%) Main Costing Meets \"Proficient\" criteria and Identifies the cost allocation Systems: Cost justification is qualified with system that would benefit this Allocation System specific examples (100%) company most and justifies response (85%) Main Costing Meets \"Proficient\" criteria and Determines if cost allocation Systems: Goals explanation is well-supported and system meets management logical (100%) planning and control goals and explains response (85%) Main Costing Meets \"Proficient\" criteria and Identifies ethical implications that Systems: Ethical explanation demonstrates a should be considered with Implications nuanced understanding of recommended cost allocation potential ethical implications system (85%) (100%) 4.9 Main Costing Systems: Direct Costs Versus Indirect Costs Meets \"Proficient\" criteria and description demonstrates a nuanced understanding of potential ethical implications (100%) Prepare a Memo to Meets \"Proficient\" criteria and Management: uses industry-specific language to Quantitative establish expertise (100%) Analysis Describes the ethical implications of direct costs versus indirect costs and determines what considerations should be made when selecting one (85%) Summarizes quantitative analysis based on findings (85%) Describes the ethical implications of direct costs versus indirect costs but does not determine what considerations should be made when selecting one (55%) Summarizes quantitative analysis but analysis is not based on findings (55%) Does not describe ethical implications (0%) 4.9 Does not summarize quantitative analysis (0%) 4.9 Prepare a Memo to Meets \"Proficient\" criteria and Management: suggestions are appropriate and Need of logical (100%) Improvement Reports the parts of the budgeting process that are in need of improvement and provides suggestions to improve those parts (85%) Reports improvement recommendations that consider ethical implications (85%) Reports the parts of the budgeting process that are in need of improvement but does not provide suggestions to improve those parts (55%) Reports improvement recommendations but recommendations do not reflect consideration of ethical implications (55%) Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas (55%) Does not report the parts of the budgeting process that are in need of improvement (0%) 4.9 Does not report improvement recommendations (0%) 4.9 Prepare a Memo to Meets \"Proficient\" criteria and Management: recommendation demonstrates a Recommendations nuanced understanding of potential ethical implications (100%) Articulation of Submission is free of errors related Response to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format (100%) Submission has no major errors related to citations, grammar, spelling, syntax, or organization (85%) Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas (0%) Total 2 100%