The Finch Management Association held its annual public relations luncheon in April Year 2 Based on the previous year's results, the organization allocated $24,312 of its operating budget to cover the cost of the luncheon To ensure that costs would be appropriately controlled, Molly Hubbard, the treasurer, prepared the following budget for the Year 2 luncheon The budget for the luncheon was based on the following expectations The meal cost per person was expected to be $12 40 The cost driver for meals was attendance, which was expected to be 1,460 individuals Postage was based on $0 56 per invitation and 3,300 invitations were expected to be mailed The cost driver for postage was number of invitations mailed The facility charge is $1,600 for a room that will accommodate up to 1,600 people the charge for one to hold more than 1,600 people is $2,100 A fixed amount was designated for printing, decorations, the speaker's gift, and publicity Reasons for the differences between the budgeted and actual data follow The president of the organization, Rodney Snow, increased the invitation list to include 1,000 former members As a result, 4,300 invitations were mailed Attendance was 1,680 individuals Because of higher than expected attendance, the luncheon was moved to a larger room, thereby increasing the facility charge to$2,100 At the last minute, Ms Hubbard decided to add a dessert to the menu, which increased the meal cost to $13 1 per person Printing, decorations, the speaker's gift, and publicity costs were as budgeted Prepare a flexible budget and compute the sales and variable cost volume variances based on a comparison between the master budget and the flexible budget (Indicate the effect of each variance by selecting F for favorable, U for unfavorable, and None for no effect (i e , zero variance) Compute flexible budget variances by comparing the flexible budget with the actualresults (Indicate the effect of each variance by selecting F for favorable, U for unfavorable, and None for no effect (i e , zero variance)

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The Finch Management Association held its annual public relations luncheon in April Year 2. Based on the previous year's results, the organization allocated $24,312 of

The Finch Management Association held its annual public relations luncheon in April Year 2. Based on the previous year's results, the organization allocated $24,312 of its operating budget to cover the cost of the luncheon. To ensure that costs would be appropriately controlled, Molly Hubbard, the treasurer, prepared the following budget for the Year 2 luncheon.

The budget for the luncheon was based on the following expectations:

The meal cost per person was expected to be $12.40. The cost driver for meals was attendance, which was expected to be 1,460 individuals.
Postage was based on $0.56 per invitation and 3,300 invitations were expected to be mailed. The cost driver for postage was number of invitations mailed.
The facility charge is $1,600 for a room that will accommodate up to 1,600 people; the charge for one to hold more than 1,600 people is $2,100.
A fixed amount was designated for printing, decorations, the speaker's gift, and publicity.

Reasons for the differences between the budgeted and actual data follow.

The president of the organization, Rodney Snow, increased the invitation list to include 1,000 former members. As a result, 4,300 invitations were mailed.
Attendance was 1,680 individuals. Because of higher-than-expected attendance, the luncheon was moved to a larger room, thereby increasing the facility charge to$2,100
At the last minute, Ms. Hubbard decided to add a dessert to the menu, which increased the meal cost to $13.1 per person.
Printing, decorations, the speaker's gift, and publicity costs were as budgeted.

Prepare a flexible budget and compute the sales and variable cost volume variances based on a comparison between the master budget and the flexible budget. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance).

Compute flexible budget variances by comparing the flexible budget with the actualresults. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance).