University Inn's most recent monthly expense analysis report revealed significant cost overruns. The manager was asked to explain the deviations. Below is the "budget v. actual" expense report for the month in question. \begin{tabular}{|l|l|l|l|} \hline \multicolumn{2}{|c|}{UniversityInnBudgetv.ActualExpenseReportFortheMonthEndingOctober31,2007} \\ \hline & Actual (at 96\% capacity) & Budget(establishedat80%capacity) & Variance \\ \hline Utilities & $52,000 & $45,000 & $(7,000) \\ \hline Laundry & 20,000 & 18,000 & (2,000) \\ \hline Food service & 41,000 & 35,000 & (6,000) \\ \hline Rent/taxes & 60,000 & 60,000 & - \\ \hline Staff wages & 57,000 & 55,000 & (2,000) \\ \hline Management salaries & 43,500 & 45,000 & 1,500 \\ \hline Water & 13,000 & 10,000 & 15,000) \\ \hline Maintenance & 15,200 & 15,000 & $(18,700) \\ \hline & $301,700 & $283,000 & \\ \hline \end{tabular} The Inn has observed that utilities, water, food service, staff wages, and laundry costs all vary with activity. The other costs are fixed. The budget reflected above was based upon an assumed 80% occupancy rate. The university's football team was on a winning streak and numerous alumni were returning to campus in October, resulting in a 96% occupancy rate during the month. Prepare a "flexible budget" based upon a 96% occupancy rate, and identify whether the Inn is being efficiently or inefficiently run. Comment on specific costs, and note why a flexible budget can improve performance evaluations. An example of the first line of the budget is provided below