Considering A Job At An Institution

Compares five to seven expense results with budget expectations and describes possible reason for variances and strategies to keep results aligned with expectations

5. General and Administrative expenses decreased by $250,000 as a result of lower-than-planned raises for employees.

Capital; expenditures decline from 45.8% of revenues in 1995 to 10.8% of revenues by 2001 (also close to Microsoft’s experience);

Although a cultural center for entertainment and education, a museum is, at its core, a business. Being such, it must operate as such. Obtaining and maintaining valuable artifacts is expensive; procurement, transportation, upkeep, and security are some of the many costs involved. The revenue generated by the museum has to be sufficient enough to cover these large expenses. For that reason, the cost-effectiveness of a piece must be considered. A famous piece, such as the Mona Lisa, will

Another concern identified, is the utilities expense budget for utilities in Year 9 which is $150,000. This amount is identified as a fixed amount and is unrelated to actually production activities and manufacturing efficiency. Considering that production levels and activity fluctuates throughout the year, the budget for utilities should be a variable item. An example; from Year 7 to Year 8, the utilities expenses increase by $15,000 and with this detection, ways to reduce this expense should be investigate. Another concern is a duplicated line item under the Selling, General, and Administrative Budget for Utilities and Utilities and Services. Another issue for concern, Total Variable Cost was reported to be lower; however was not enough for the lack of sales combined with an increase in advertising and transportation which resulted in an overall negative result. The low Net Sales directly impacted the Contribution Margin which decreased by $49,397. Overall, these concerns indicate the need for a flexible budget with variance analysis.

The second is listed at 150000 in the Selling, General & Administrative Budget within the Facility & General Operations Level Expenses. The last of the three line item that references to Utilities shows up in the same exact section and has the amount of 54000. This was extremely convoluted and seems redundant for the Utility costs. Beyond the confusion, the totals of the three Utility costs came out to 259747 for the year 9 Utilities expenses. These totals in cost for the utility related expenses seems very high compare to the year 8 utility expense of 150,000. With this said CB should consider a revised budget that is more detailed and gives a clearer explanation for the line items pertaining to the utility expenses.

The contribution ratio of XYZ Non-Profit Corporation for the years 2002 through 2004 are shown in Table 3. In all three years the largest revenue source for the XYZ Non-Profit Corporation was grant income. Grant income may be subject to federal, state, or local government budget funding availability; it also may be subject to deadlines or eligibility criteria which may change from year to year. In 2002 and 2003 the ratio was above 0.5 figures that it should be below, however in both 2003 and 2004 the number decreased. By 2004, the ratio was at 0.49 and if the decreasing trend continues over time then it will give the agency more financial flexibility in the event that the grants become unavailable in the future.

The National Endowment for the Arts (NEA), which supports and helps fund artist and art programs has constantly been criticized since it was formed in 1965 by congress under Lyndon B. Johnson's presidency. This isn't the first time that the NEA has faced budget cuts and possible elimination. Thu-Huong Ha writes in her article, “People have been trying to get rid of the National Endowment for the Arts for 36 years.” The NEA's value has often been questioned by the federal government calling it a “bloated waste of public money and criticizing it as a funder of obscenities” (Ha). The budget cuts began after Ronald Regan's initial proposal to eliminate the NEA in 1989 which led instead to the budget being reduced by 10%. Next in 1989 and 1990 the

This unique and contemporary event provides patrons with live entertainment, food and drink as they revel in the wonders the museum has to offer. Carrie Martin’s aim is to attract at least 3,500 visitors for the grand opening and maximize profits. Corporate capabilities, competitors, and consumers will be examined to develop an effective marketing plan.

The company curtailed its Research and Development expense by 98.7%. To be exact, expenses were decreased from $ 412.1 Million in 1983 to $ 5.1 Million in 1983

Because i've got enough skills and i'm ready to eleminate criminals and i just want los santos to be safe from those dangerous gangsters and there is a new Chief appointed, I guess things would be better know, previously there was much corruption in the department, the people used to die everyday, no one really cares for the normal civilians, the gang's all around killing/robbing innocent people at that time I thought why not join the Department and help stop all this, but unfortunately there was much corruption so I really had no reason for joining the department. Guess what since the new leader is appointed the crime rates are decreasing day by day, I thought why not to join the department and put a full stop to all the crimes so here I am

In review of the operating costs, overhead and administration have increased by 8% from 2008-2011 or $116,870. In addition salary dollars continue to increase from 2008-2011 by $111,150 with no efforts to flex. The other expenses are staying steady in proportion to gross revenues. There may be opportunities in these areas however salaries and overhead is the greatest opportunity to scale back costs and contribute to increased net income and ultimately positive cash flows. Flexing salaries and benefit to 44% of gross revenue and reducing overhead and expenses to 10% of gross revenue is recommended for Ms. Ringer to increase net income to $152,956 and equity to $240,214 (exhibit Operating Statements-2012 proforma).

The main question of the case is was it enough what Anne Brengle did over the 11 years of work for the Museum? According to the story, the question means all actions and management changes of the New Bedford Whaling museum Executive director’s style. The Executive Director Anne Brengle faces different challenges over a period of 11 years and leads this non-profit organization (The New Bedford Whaling Museum) to improvement of its condition in every aspect – financial health, new and attractive activities, new programs and improved community interest.

The University of Georgia expenses were divided into operating expenses and nonoperating expenses (University of Georgia, 2016b). The following percentages were calculated based on the numerical data that was provided by the University of Georgia’s Annual Financial Report (2016b). From the calculations, it was determined that ninety-eight percent of the cost came from the operating expenses. Of those operating costs, the costs were composed of research, which was twenty-six percent, instruction, which was twenty-two percent, public service, which was approximately twelve percent, auxiliary enterprises, which were approximately eleven percent, plant and maintenance, which were approximately nine percent, academic support, which

Furthermore, some of the expensive (or even priceless) items collected by the donations department have saved some of the expenditures that would have been taken out of the library’s budget. Hence, it is hard to say whether eliminating this department can indeed decrease spending; the expenditures made on future purchases of precious items can in fact offset any potential savings from eliminating the donations department. This analysis also suggests that the donations department is worthwhile to maintain. After conducting the cost-benefit analysis above, I conclude that the donations department deserves more funds and attention, as it significantly supports the library as well as the university as a whole. More funds would allow the department to hire more employees, which would lead to a decrease in the unit cost per donated book, and an increase in the capacity of processed books. Clearly, the benefits outweigh the costs of maintaining and expanding this department. Therefore, I suggest that the Budget Committee reconsiders its decision and allocate additional funds to the donations department.