Professional Documents
Culture Documents
Rev: 5Apr13
expressed some concern about Mr. Thomas's per-student fees, stating that in talking with people in
other centers she had learned that Abbington's fees were about 10 percent below what others were
charging. She thought an across-the-board increase to make up the difference was called for.
Finally, all three program directors queried Mr. Thomas about his variable-cost-per-student figure. They asked him how he had derived these figures and whether they included some recent price
increases of about 5 percent in educational supplies. Mr. Thomas stated that they included both
supplies and food, divided about 75 percent/25 percent between the two, but he confessed that he
had not included any price increase in his calculations.
Next Steps
The meeting ended on a less-than-happy note. Mr. Thomas had not had an opportunity to give
his lecture, the program managers felt frustrated that their concerns and plans had not been included
in his analysis, and Ms. Fineberg was quite upset because it appeared as though the center would
not have the funds necessary to pay for the much-needed painting and renovations.
Mr. Thomas returned to his office and wondered whether his decision to work at the center had
been a wise one. Perhaps, he thought, life would be simpler in a manufacturing firm.
Assignment
1.
2.
3.
4.
Infants and
Toddlers
Preschool
AfterSchool
50
$ 4,520
226,000
480
24,000
$202,000
130,000
$ 72,000
42,675
$ 29,325
40
$ 5,320
212,800
1,040
41,600
$171,200
118,000
$ 53,200
51,210
$ 1,990
25
$ 5,970
149,250
896
22,400
$126,850
80,000
$ 46,850
76,815
($29,965)
Aggregate
150
115
$ 5,113
588,050
765
88,000
$ 500,050
328,000
$ 172,050
170,700
$ 1,350
Notes:
1. All figures rounded to the nearest dollar.
2. Allocated on the basis of square feet
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Abbington Youth Center June 2012
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$000
Total revenue
Fixed costs
100
150
200
250
Number of students
300
350
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Abbington Youth Center June 2012
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