Please help me with these two questions thank you so much

Milano Pizza is a small neighborhood pizzeria that has a small area for in-store dining as well as offering take-out and free home delivery services. The pizzerias owner has determined that the shop has two major cost driversthe number of pizzas sold and the number of deliveries made. Data concerning the pizzerias costs appear below:

	Fixed Cost per Month		Cost per Pizza		Cost per Delivery
Pizza ingredients			$	4.40
Kitchen staff	$	6,350
Utilities	$	830	$	0.50
Delivery person					$	3.30
Delivery vehicle	$	850			$	1.40
Equipment depreciation	$	576
Rent	$	2,310
Miscellaneous	$	950	$	0.25

In November, the pizzeria budgeted for 2,220 pizzas at an average selling price of $21 per pizza and for 200 deliveries.

Data concerning the pizzerias operations in November appear below:

	Actual Results
Pizzas		2,320
Deliveries		180
Revenue	$	49,490
Pizza ingredients	$	11,170
Kitchen staff	$	6,290
Utilities	$	995
Delivery person	$	594
Delivery vehicle	$	1,030
Equipment depreciation	$	576
Rent	$	2,310
Miscellaneous	$	922

Required:

1.

Complete the flexible budget performance report that shows both revenue and spending variances and activity variances for the pizzeria for November. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values.)

---------------------------------------------------------------------------------------------------------------------------------------------------------------

3.. The St. Lucia Blood Bank, a private charity partly supported by government grants, is located on the Caribbean island of St. Lucia. The blood bank has just finished its operations for September, which was a particularly busy month due to a powerful hurricane that hit neighboring islands causing many injuries. The hurricane largely bypassed St. Lucia, but residents of St. Lucia willingly donated their blood to help people on other islands. As a consequence, the blood bank collected and processed over 20% more blood than had been originally planned for the month.

A report prepared by a government official comparing actual costs to budgeted costs for the blood bank appears below. Continued support from the government depends on the blood banks ability to demonstrate control over its costs.

St. Lucia Blood Bank Cost Control Report For the Month Ended September 30
	Actual Results		Planning Budget		Variances
Liters of blood collected		680		500
Medical supplies	$	7,971	$	5,825	$	2,146	U
Lab tests		9,409		7,225		2,184	U
Equipment depreciation		1,710		1,500		210	U
Rent		1,100		1,100		0
Utilities		336		310		26	U
Administration		14,135		13,950		185	U
Total expense	$	34,661	$	29,910	$	4,751	U

The managing director of the blood bank was very unhappy with this report, claiming that his costs were higher than expected due to the emergency on the neighboring islands. He also pointed out that the additional costs had been fully covered by payments from grateful recipients on the other islands. The government official who prepared the report countered that all of the figures had been submitted by the blood bank to the government; he was just pointing out that actual costs were a lot higher than promised in the budget.

The following cost formulas were used to construct the planning budget:

Medical supplies	$11.65q
Lab tests	$14.45q
Equipment depreciation	$1,500
Rent	$1,100
Utilities	$310
Administration	$13,000 + $1.90q

Required:

1 .

Complete the performance report for September using the flexible budget approach. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values. Do not round intermediate calculations and round your final answers to nearest whole dollar.)