Budget Variance Analysis

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Budget Variance Analysis Budgets are made according to the best estimates that managers and budget committees can come up with (Finkler, Kovner, & Jones, 2007). If the health care organization encounters unexpected events, the organization can spend amounts greater than or less than what is allocated by the budget. This paper aims to discuss the steps in the development of an operating budget, budget variances, and their possible causes as well as benchmarking techniques that can minimize these variances. Budget Development According to Finkler, Kovner, and Jones (2007), unit managers and department managers create budgets for their particular areas. They look ahead to what they will need and anticipate their expenses for the upcoming fiscal year. They also have to evaluate how their budget fits the goals of the organization as well as the goals of their specific units. The chief executive officer of the health care organization will appoint members of a budget committee. The committee members will compile and review the budgets from the different units of the facility. After the initial round of budget preparation, the parties involved will negotiate and compromise to bring down unit budgets to within the amount that the facility can afford. Managers may have to defend their budgets if it is larger than expected. For a smaller facility, the operating budget may be prepared in a few weeks. On the other hand, a larger facility may take many months to plan their budget. Budget Variance As stated by Finkler, et al. (2007), “The difference between the actual results and the planned results represents a variance, that is, the amount by which the results vary from the budget” (p. 310). In the sample budget provided, the monthly fixed variance is the difference between the monthly fixed budget and the monthly actual amount. The monthly fixed variance percentage

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