TipTop Flight School offers flying lessons at a small municipal airport. The schools owner and manager has been attempting to evaluate performance and control costs using a variance report that compares the planning budget to actual results. A recent variance report appears below:

TipTop Flight School Variance Report For the Month Ended July 31
	Actual Results	Planning Budget	Variances
Lessons	240	235
Revenue	$ 55,060	$ 54,050	$ 1,010	F
Expenses:
Instructor wages	11,865	11,750	115	U
Aircraft depreciation	8,400	8,225	175	U
Fuel	4,840	4,230	610	U
Maintenance	4,240	4,125	115	U
Ground facility expenses	2,810	2,875	65	F
Administration	4,280	4,340	60	F
Total expense	36,435	35,545	890	U
Net operating income	$ 18,625	$ 18,505	$ 120	F

After several months of using these reports, the owner has become frustrated. For example, she is quite confident that instructor wages were very tightly controlled in July, but the report shows an unfavorable variance.

The planning budget was developed using the following formulas, where q is the number of lessons sold:

	Cost Formulas
Revenue	$230q
Instructor wages	$50q
Aircraft depreciation	$35q
Fuel	$18q
Maintenance	$600 + $15q
Ground facility expenses	$1,700 + $5q
Administration	$3,400 + $4q

Required:

2. Complete the flexible budget performance report for the school for July. (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.)