Gapenski Healthcare Finance 280-281 A. Construct Carroll's flexible budget for 2011 B What are the profit variance, revenue variance and cost variance C. Consider the revenue variance. What is the component volume variance? the price variance? D. Bread down the cost variance into volume and management components. E. Bread down the management variance into labor, supplies and fixed costs variance? F. interpret your results. In particular, focus on the differences between the variance analysis here and the Carroll Clinic illustration presented in the chapter
Refer to Carroll Clinic's 2011 operating budget contained in Exhibit 8.3,Instead of the actual results reported in Exhibit 8.4, assume the resultsreported below:
Carroll Clinic: New 2011 Results
/. Volume:
A. FFS 34,000 visits
B. Capitated lives 30,000 members
Number of member-months 360,000
Actual utilization per
member-month 0.12
Number of visits 43,200visits
C. Total actual visits 77,200visits
II. Revenues:
A.FFS $28 per visit
X 34,000 actual visits$ 952,000
B. Capitated lives $ 2.75 PMPM
X 360,000 actual member-months$ 990,000
C.Total actual revenues $1,942,000
III. Costs:
A. Variable Costs:
Labor $1,242,000 (46,000 hours at $27/hour)
Supplies 126,000 (90,000 units at $1.40/unit)
Total variable costs $ 17.72 ($1,368,000 / 77,200)
B. Fixed Costs
Overhead, plant,
and equipment $525,000
C. Total actual costs $1,893,000
IV. Profit & Loss Statement:
Revenues:
FFS $952,000
Capitated $990,000
Total $1,942,000
Costs:
Variable:
FFS $602,487
Capitated 765,513
Total $1,368,000
Contribution Margin $574,000
Fixed Costs 525,000
Actual profit $49,000
Construct Carroll's flexible budget for 2011.
What are the profit variance, revenue variance, and cost variance?
Consider the revenue variance. What is the component volume variance? The price variance?
Break down the cost variance into volume and management components.
Break down the management variance into labor, supplies, and fixed cost variances.