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		140			135
Revenue	$	33,420		$	32,400		$	1,020	F
Expenses:
Instructor wages		6,875			6,750			125	U
Aircraft depreciation		5,040			4,860			180	U
Fuel		3,185			2,565			620	U
Maintenance		2,895			2,770			125	U
Ground facility expenses		1,950			2,020			70	F
Administration		3,465			3,555			90	F
Total expense		23,410			22,520			890	U
Net operating income	$	10,010		$	9,880		$	130	F

After several months of using such variance 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	$240q
Instructor wages	$50q
Aircraft depreciation	$36q
Fuel	$19q
Maintenance	$610 + $16q
Ground facility expenses	$1,750 + $2q
Administration	$3,420 + $1q

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.)

For the Month Ended July 31