Accounting -S

Running Head: SOLUTIONS TO MANAGERIAL ACCOUNTING EXERCISES 1

 

SOLUTIONS TO MANAGERIAL ACCOUNTING EXERCISES 13

 

 

 

 

 

 

 

 

 

 

 

Solutions to Managerial Accounting Exercises

Student’s Name:

Course Name & Number:

Instructor’s Name:

Institution:

Date Submitted:

 

 

 

 

 

 

Chapter 5: Activity-Based Costing and Management:

Exercise 5-26 Page 201

1. Under a costing system that allocates overhead on the basis of direct-labor hours, the material-handling costs allocated to one lens would be what amount?

Material-handling cost per lens:

$50,000 x 200 = $1,000

[(25×200) ÷ (25×200)]A

A Direct-labor hour’s total number

Therefore, material-handling cost per lens is $1,000

 

2. Answer the same question a in requirement (1), but for mirrors.

Material-handling cost per mirror:

$50,000 x 200 = $1,000

[(25×200) ÷ (25×200)]A

A Direct-labor hour’s total number

Therefore, material-handling cost per mirror is $1,000

3. Under activity-based costing (ABC), the material-handling activity costs allocated to one lens would be what amount? The cost driver for the material-handling activity is the number of material moves.

Material-handling cost per lens:

[($50,000 ÷ (5 + 15)*)] x 5** = $500

25

Where: * Material moves’ total number

** The lens product line material moves’ number

Therefore, the material-handling cost per lens is $500

4. Answer the same question as in requirement (3), but for mirrors

Material-handling cost per mirror:

[($50,000 ÷ (5 + 15)*)] x 15** = $1,500

25

Where: * Material moves’ total number

** The mirror product line material moves’ number

Exercise 5-27 Page 201

1. Calculate the monthly quality-control cost to be assigned to the Satin Sheen product line under each of the following product-costing systems. (Round to the nearest dollar)

a. Traditional system, which assigns overhead on the basis of direct-labor cost

Quality-control costs = 14.5% x Direct-labor Costs

Quality-control costs assigned to Satin Sheen line = 14.5% x $27,500

= $3,988

b. Activity-based costing

Activity: Pool Rate: Quantity for Satin Sheen: Assigned Cost
Incoming material inspection $11.50 Per Type 12 Types $138
In-Process Inspection 0.14 Per Unit 17.500 Units $2,450
Product Certification 77.00 Per Order 25 Orders $1,925
Total Quality-Control Costs Assigned     $4,513

 

2. Does the traditional product-costing system overcost or undercost the Satin Sheen product line with respect to quality-control costs? By what amount?

The traditional product-costing system undercosts Satin Sheen product line with respect to quality-control costs, by $525 = $4,513 – $3,988

Exercise 5-28 Page 202

1. Divide these costs into activity cost pools, and identify a cost driver for assigning each pool of costs to products. Calculate the total cost in each activity cost pool.

Cost Pool 1: Unit-Level I

Raw materials and components 2,950,000 Yen

Inspection 30,000 Yen

Total Cost 2,980,000 Yen

Cost driver for assigning pool 1 is raw-material cost

Cost Pool 2 : Unit-Level I

Depreciation, Machinery 1,400,000 Yen

Electricity, Machinery 120,000 Yen

Equipment Maintenance, Wages 150,000 Yen

Equipment Maintenance, Parts 30,000 Yen

Total Cost 1,700,000 Yen

Cost driver for assigning pool 2 is number of units produced

Cost Pool 3: Batch-Level I

Setup Wages 40,000 Yen

Total Cost 40,000 Yen

Cost driver for assigning pool 3 is number of production runs.

Cost Pool 4: Product-Sustaining Level

Engineering Design 610,000 Yen

Total Cost 610,000 Yen

Cost driver for assigning pool 4 is product parts number

Cost Pool 5: Facility-Level I

Depreciation, Plant 700,000 Yen

Insurance, Plant 600,000 Yen

Electricity, Light 60,000 Yen

Custodial Wages, Plant 40,000 Yen

Property Taxes 120,000 Yen

Natural Gas, Heating 30,000 Yen

Total Cost 1,550,000 Yen

Cost driver for assigning pool 5 include costs allocated towards supporting departments, costs allocated to products, square footage, and number of nits manufactured.

Exercise 5-33 Page 203

The activities of Finger Lakes Winery can be classified as:

U: Unit-level I

B: Batch-level I

P: Product-sustaining-level

F: Facility-level

 

 

 

Activity: Classification:
(1) P
(2) P
(3) P
(4) P
(5) P
(6) P
(7) P
(8) B
(9) B
(10) B
(11) B
(12) B
(13) U
(14) U
(15) U
(16) U
(17) B
(18) F
(19) F

 

 

 

Exercise 5-34 Page 204

Choose two activities or accounts from each of the four classifications and explain why you agree or disagree with the ABC project team’s classification.

Carrier Corporation for each of the activity levels the definitions that include:

· Unit: occurs every time a unit is produced. For example utility cost for production equipment. It more often than not relates directly to production volume

· Batch: performed for each batch acquired as well as produced. For example, moving raw materials between the production line and stock room, besides setting-up a machine for a run.

· Product-sustaining: performed towards maintaining product designs, parts, models, and processes. For example, maintaining materials bill, expediting parts and issuing product changes orders. To support key manufacturing capability besides process, sustaining activities are mandatory.

· Facility: performed towards enabling production. Therefore, at the most basic level they are fundamental towards supporting the business entity. For example cleaning and managing the structure.

Without a doubt, these definitions are consistent with those provided in the chapter. An argument for the ABC project team’s classification would be that the activity was characterized by the activity-level classification definition. An argument against the ABC project team’s classification would be that the specific activity did not satisfy the definition. For instance, conveying materials is a batch-level activity for the reason that a raw material should be shifted to the product location whenever a production batch besides run is commenced. Whereas, a facility-level account includes depreciation since plant and equipment correspond to the production facilities provision cost in which manufacturing can occur.

Exercise 5-35 Page 204:

1. Prepare a schedule showing Redwood Company’s total selling cost for each order size and the per-skein selling cost within each order size.

 

 

Redwood Company

Selling Costs Computation by Order Size and Skein within Each Order Size

  Order Size
  Small Medium Large Total
Sales CommissionsA[Unit Cost: $675,000/225,000 = $3.00 Per Box] $6,000 $135,000 $534,000 $675,000
CatalogsB [Unit Cost: $295,400/590,800 =$0.50 Per Catalog 127,150 105,650 62,600 295,400
Costs of Catalog SalesC [Unit Cost: $105,000/175,000 = $0.60 Per Skein] 47,400 31,200 26,400 105,000
Credit and CollectionD [Unit Cost: $60,000/6,000 = $10 Per Order 4,850 24,150 31,000 60,000
Total Cost Per Order Size $185,400 $296,000 $854,000 $1,135,400
Units [Skeins] SoldE 103,000 592,000 2,180,000  
Unit Cost Per Order SizeE $1.80 $0.50 $0.30  

A Retail Sales in Boxes x Unit Cost:

Small: 2,000 x $3

Medium: 45,000 x $3

Large: 178,000 x $3

B Catalogs Distributed x Unit Cost

C Catalog Sales x Unit Cost

D Number of Retail Orders x Unit Cost

E Small: [2,000 x 12] + 79,000 = 103,000

Medium: [45,000 x 12] + 52,000 = 592,000

Large: [178,000 x 12] + 44,000 = 2,180,000

Total Cost Per Order Size ÷ Units Sold

2. Explain how the analysis of the selling costs for skeins of knitting yarn is likely to impact future pricing and product decisions at Redwood Company.

Selling costs analysis demonstrates that small orders cost more than large orders; which could influence management towards marketing large orders more insistently as well as offering discounts for them.

Chapter 6: Activity-Analysis, Cost Behavior, and Cost Estimation:

Exercise 6-25 Page 259:

1. Use the high-low method to estimate the company’s energy cost behavior and express it in equation form.

The High-low Method:

Variable Cost/Pint = (Energy cost @ High level – Energy Cost/Pint @ Low Level)

(High Level – Low Level)

= (24,100 – 22,100)

(41,000 – 21,000)

= $2,000 ÷ 20,000 Pints Produced = $0.10/Pint

 

Total Cost @ 41,000 Pints = $24,000

Less Variable Cost @ 41,000 Pints (41,000 x $0.10) = $4,100

Fixed Cost = $20,000

Let:

Y represent Total Energy Cost

X represent Number of pints produced

Y = 0.10X + $20,000

2. Predict the energy cost for a month in which 26,000 pints of applesauce are produced.

Y = 0.10X + $20,000

Y = (0.10 x 26,000) + $20,000 = $22,600

Therefore, the energy cost for a month in which 26,000 pints of applesauce are produced is $22,600

Exercise 6-30 Page 261:

1. Use the high-low method to estimate the variable cost per tour mile traveled and the fixed cost per month.

Variable Cost/tour mile = (12,500 – 11,000)/(20,000 – 8,000)

= 1,500 ÷ 12,000 = 0.125 per tour mile

Total Cost = $12,500

Total Variable Cost = 0.125 x 20,000 = (2,500)

Fixed Cost = 10,000 real

2. Develop a formula to express the cost behavior exhibited by the company’s maintenance cost.

Let Y represent Total cost

Let X represent Tour miles driven

Therefore, Y = 10,000 + 0.125x

3. Predict the level of maintenance cost that would be incurred during a month when 22,000 tour miles are driven. Remember to express your answer in terms of the real).

Using Y = 10,000 + 0.125x

Y = 10,000 + 0.125 x (22,000) = 12,750 real

Therefore, the level of maintenance cost that would be incurred during a month when 22,000 tour miles are driven is 12,750 real

4. Build a spreadsheet: Construct an Excel spreadsheet to solve all of the preceding requirements. Show how the solution will change if the following information changes: in March there were 21,000 miles traveled and the cost was 12,430 real.

The level of maintenance cost could exceed the cost.

Problem 6-35 Page 263:

For each of the cost items described below, choose the graph (see below) that best represents it.

1. Graph (e)

2. Graph (a)

3. Graph (g)

4. Graph (c)

5. Graph (b)

6. Graph (h)

7. Graph (i)

8. Graph (f)

9. Graph (d)

10. Graph (k)

11. Graph (l)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Reference:

Hansen, D.R., & Mowen, M.M. (2017). Managerial accounting (8th ed.). Boulverd Mason, OH: Thomson Higher Education.

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

Auditing Course Assignment

Read “Chapter 3” pdf. then Answer the following questions(a.b.c) based on the information presented for Cloud 9 in the appendix to this book and in the current chapter and previous chapters.(Attached file “Chapter 3” contains the reading material and the assignment detail.Attached file “data”is the appendix for question a. Attached files “Chapter 1″&”Chapter 2” is optional reading for this assignment. “)

a. Using the September 30, 2022, trial balance(in the appendix to this book), calculate planning materiality and include the justification for the basis that you have used for your calculation.

b. Discuss how the planning materiality would be used to determine performance materiality.

c. If the planning materiality amount is subsequently increased or decreased later in the audit, how would that impact the audit?

A-1

Cloud 9 Inc. Audit

W&S Partners is a U.S.-based accounting fi rm with offi ces located in most major cities. W&S Partners will be conducting the January 31, 2023, audit for Cloud 9, Inc., a publicly traded company. The audit team assigned to the client is:

• Partner: Jo Wadley • Audit Manager: Sharon Gallagher • Audit Senior: Josh Thomas • IT Audit Manager: Mark Batten • Experienced Staff : Suzie Pickering • First-Year Staff : Ian Harper

Prior-year audits were conducted by Ellis & Associates. As part of the transfer of records pro- cess, Jo Wadley met with RJ Ellis (Managing Partner, Ellis & Associates) to discuss acceptance of Cloud 9 as a client and to inquire about access to Ellis & Associates’ working papers. In the discussion, RJ Ellis stated that there were no issues that W&S Partners should be aware of before accepting the client or beginning the work.

Appendix A

Cloud 9 Inc. Company Background Cloud 9 is a Sacramento-based manufacturer and retailer of athletic shoes. In 2021, Cloud 9 purchased McLellan’s Shoes from Ron McLellan. As part of the sale agreement, Ron McLellan was appointed to the Cloud 9 board of directors.

Cloud 9 Inc. has wholly owned subsidiaries in Canada, Vietnam, and Brazil, and has built a reputation around the fact that its shoes have comfort and durability. The company pro- motes itself using its now well-known tagline, “Our shoes are so comfortable, it’s like walking on Cloud 9.” Currently, Cloud 9 is primarily a wholesaler of athletic shoes to its main custom- ers All Day Sports, Mayer, Bob’s, and Varsity Sports.

Cloud 9 receives about 25% of its inventory from the Vietnam production plant with the remainder coming from the United States. Also, about 20% of its property, plant, and equip- ment is located at the Vietnam production plant. All inventory is purchased on free on board (FOB) shipping terms, which means Cloud 9 takes ownership of the products once the inter- national courier accepts the goods for delivery. The inventory is sent to the main warehouse in Sacramento, which is linked to retailers via an electronic inventory system. When retail inventory gets low, the company ensures deliveries are made using its own transport trucks, thus ensuring control throughout the entire process.

In February 2021, Cloud 9 launched its new product line that included the “Heavenly 456” walking shoe. Advertising campaigns and media coverage have been very successful, and sales for this style of shoe have steadily increased. For Cloud 9, the Heavenly 456 now makes up 20% of total sales.

A specifi c marketing campaign was initiated in 2022 to promote and build the Cloud 9 brand in the United States. Cloud 9 decided to sponsor a professional soccer team, Georgia Thunder, for the 2022 season. Under this sponsorship agreement, Cloud 9 is to provide all the athletic footwear for the team as well as have sole merchandising rights. The agreement also includes general advertising rights at the stadium.

In a separate contractual arrangement, Cloud 9 has signed Miguel Fernandez, the captain of Georgia Thunder, as spokesperson for the brand. This arrangement allows Cloud 9 to use Miguel’s image to promote and build the brand.

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A-2 APPENDIX A Cloud 9 Inc. Audit

To further establish the brand, the fi rst Cloud 9 retail store was opened in San Francisco on June 1, 2022. The store operates on a just-in-time inventory system linked with the main warehouse in Sacramento. However, the management team reports that there have been a few hiccups in determining ideal stock quantities for the store to allow optimum availability of merchandise to its customers. Because some thefts of merchandise from the store have also occurred, the company has installed closed-circuit television cameras.

Personnel The Cloud 9 corporate offi ce has 358 full-time employees. In the retail store, the company em- ploys two full-time managers and some part-time staff , with seasonal employees enhancing staff levels in the busier retail period.

Some key positions in the accounting and IT area are as follows:

• CFO: David Collier • Financial Controller: Carla Johnson • IT Manager: Will Burton.

These three employees are entitled to participate in the employee stock-purchase plan and receive stock options in Cloud 9 if revenue targets are met.

Financial Information Cloud 9 set a goal to increase revenue by 3% for the 2022 fi scal year. One of the critical success factors for the company to achieve this 3% increase is to grow its share of the U.S. footwear market. However, with the new store opening and the subsequent increase in costs, as well as the costs related to the sponsorship deals, the management team is projecting a decline in earnings for the year.

In addition, to build customer loyalty and promote sales in the retail store, Cloud 9 in- troduced a loyalty program whereby customers earn one point for every $10 that they spend. Customers can then redeem points by going online to receive coupons that can be exchanged for merchandise in the store. On August 1, 2022, the company took out an additional loan of $7 million with Windsor Bank to help fund the store costs and to purchase additional delivery trucks and vans. This loan is repayable over fi ve years. The company’s other debt relates to loans issued more than fi ve years ago from various lending institutions.

All inventory is purchased in U.S. dollars, which the company acquires under forward exchange contracts. The company provides a 12-month warranty on all footwear. Historical claims have been 2% of total sales.

Cloud 9 Consolidated Statement of Income For the year ended

January 31, 2022 For the year ended

January 31, 2021 Revenues $364,953,846 $345,965,385 Costs and expenses: Cost of sales 222,496,154 207,838,462 Selling and administrative 103,450,000 100,246,154 Interest expense 2,257,692 1,730,769 Other (income)/expense, net 1,311,539 796,154 Total costs and expenses 329,515,385 310,611,539 Income before income taxes 35,438,461 35,353,846 Income taxes 12,757,692 13,080,769 Net income $ 22,680,769 $ 22,273,077

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Cloud 9 Inc. Company Background A-3

Cloud 9 Consolidated Balance Sheet January 31, 2022 January 31, 2021

ASSETS Current Assets: Cash and cash equivalents 11,692,308 9,780,769 Accounts receivable, less allowance for doubtful accounts of $2,773,077 and $2,515,385

62,361,538 60,361,539

Inventory 54,773,077 55,615,385 Investments (Derivatives) 14,460,577 14,852,885 Deferred income taxes 3,357,692 3,288,461 Prepaid expenses and other current assets 5,250,000 7,276,923 Total current assets 151,895,192 151,175,962 Property, plant and equipment, net 62,261,539 60,900,000 Identifi able intangible assets and goodwill, net 3,820,192 3,950,961 Deferred income taxes and other assets 5,853,846 9,238,462 Total assets $223,830,769 $225,265,385

LIABILITIES AND SHAREHOLDERS’ EQUITY Current liabilties: Current protion of long-term debt 207,692 1,926,923 Notes payable 32,896,154 35,546,154 Accounts payable 16,615,385 20,915,385 Accrued liabilities 18,157,692 23,336,581 Income taxes payable 842,308 582,650 Total current liabilities 68,719,231 82,307,693 Long-term debt 16,765,384 18,088,462 Deferred income taxes and other liabilities 3,942,308 4,253,846 Shareholders’ equity Common stock at par value 107,692 107,692 Capital in excess of par value 17,669,231 14,192,308 Unearned stock compensation (380,769) (450,000) Accumulated other comprehensive income (5,850,000) (4,273,077) Retaining earnings 122,857,692 111,038,461 Total shareholders’ equity 134,403,846 120,615,384 Total liabilties and shareholders’ equity $223,830,769 $225,265,385

Cloud 9 Condensed Cash Flow Statement For the year ended

January 31, 2022 January 31, 2021 Cash provided by operations 25,250,000 26,907,692 Cash used by investing activities (13,165,385) (16,923,077) Cash used by fi nancing activities* (13,457,692) (9,696,154) Eff ect of exchange rate changes on cash 3,284,616 1,873,077 Net increase in cash and cash equivalents $ 1,911,539 $ 2,161,538 Cash and cash equivalents, beginning of year 9,780,769 7,619,231 Cash and cash equivalents, end of year $ 11,692,308 $ 9,780,769

*Includes dividends paid of $4,988,462 in 2021 and $5,119,231 in 2020

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A-4 APPENDIX A Cloud 9 Inc. Audit

Transcript of Meeting with Carla Johnson Present: Carla Johnson, Chief Financial Offi cer, Cloud 9, Inc.

John Thomas, Audit Senior, W&S Partners JT: Thanks for seeing me, Carla. CJ: You’re welcome, Josh. What can I do for you? JT: I need to ask you some questions about Cloud 9’s process for recording wholesale

revenue transactions, including the trade receivables and cash receipts aspects. After I understand the process from you, I will be doing a system walkthrough and confi rming my understanding by talking to the individuals who are involved in each step of the process.

CJ: We’ve got a pretty complex inventory management software system called Swift. It was de- signed by some of our tech guys. It tracks inventory and it integrates with our sales system.

Cloud 9 Trial Balance October 31, 2022 October 31, 2021

Debit Credit Debit Credit Cash and cash equivalents 13,446,154 6,123,884 Accounts receivable 70,485,625 64,867,910 Allowance for doubtful accounts 704,856 648,679 Inventory 55,100,000 57,900,000 Investments (Derivatives) 13,419,231 13,805,769 Deferred income taxes (current) 2,857,692 3,584,615 Prepaid expenses and other current assets 9,265,385 6,446,154 Property, plant and equipment 103,803,846 97,576,923 Accumulated depreciation 39,761,538 35,207,692 Identifi able intangible assets and goodwill 3,723,007 3,851,923 Accumulated amortization Deferred income taxes and other assets (noncurrent) 9,557,692 8,410,849 Current portion of long-term debt 2,115,385 – Notes payable 21,376,923 34,823,077 Accounts payable 14,986,457 22,561,538 Accured liabilities 25,803,846 24,150,000 Income taxes payable 2,211,539 3,726,923 Long-term debt 23,661,538 17,419,231 Deferred income taxes and other liabilities (noncurrent) 4,915,384 4,330,769 Common stock at par value 111,538 107,692 Capital stock in excess of par value 19,415,385 16,484,615 Unearned stock compensation 253,846 480,769 Accumulated other comprehensive income 5,011,538 4,746,154 Beginning Retained Earnings 122,857,692 98,150,473 Dividends 3,866,838 3,299,423 Repurchases of Common Stock 4,627,381 2,939,393 Revenue 277,338,461 269,442,308 Cost of sales 169,346,154 163,003,846 Selling and administrative 79,092,308 78,246,154 Interest expense 1,438,461 1,773,077 Other expense 453,846 757,692 Income tax expense 9,511,538 9,238,462 Totals 555,260,542 555,260,542 527,052,997 527,052,997

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Transcript of Meeting with Carla Johnson A-5

JT: How do customers decide the quantity and know the price? CJ: The customers complete a purchase order online through a site that is linked to Swift. The

site will tell customers the price for each item in inventory, as well as the quantity we have in stock.

JT: How often are prices changed? CJ: Price changes really depend on the market. While they don’t change that often, our mar-

keting managements meets weekly to discuss prices changes. Price changes are initiated after that meeting. Only the marketing manager and a few of her staff members have access to update the master price list.

JT: What if a customer logs on and you don’t have the products? CJ: The system doesn’t allow a customer to place an order greater than our current inven-

tory levels. If a customer needs more inventory, the customer should fi ll out a separate request for inventory not on hand. That then gets e-mailed to our production manager and our marketing manager, who determine if we need to manufacture more goods. The decision about manufacturing more goods is complex as it integrates with our production decisions, or whether we can purchase additional inventory from a subcontractor that manufactures for us.

JT: OK. This is helpful. Let’s stay focused on the sales process. Once a customer’s purchase order is complete, then what?

CJ: The submitted purchase order goes through a credit check and then becomes a sales or- der. If a customer exceeds his or her credit limit, there are a few people in my offi ce that can approve a credit override, on a case by case basis. We tend to allow this only for good customers with good payment history. Then, the purchase order becomes our sales order.

JT: I guess this electronic process saves a lot of time and trees! CJ: Yes, there’s so much that we rely on the system to do for us, it’s scary. I worry about things

like what happens if we are hit by a storm or lose power. We do have the whole system backed up off -site.

JT: That is nice to know, and probably gives you some comfort. What happens to the sales order – how does it get fi lled?

CJ: Every day, the system assigns shipments to the warehouse location nearest to the custom- er’s location that can fulfi ll the entire order. The warehouse manager then downloads the outstanding sales orders to these little hand-held computer/scanners. It’s very Star Trek. Warehouse personnel use these to identify inventory in the warehouse, then the warehouse personnel put boxes of ordered shoes onto pallets. The pallets are taken to a staging area where each product is then scanned.

JT: Are the shipping documents approved before the goods go out the door? How do you know that what got sent is what was ordered?

CJ: Swift matches the quantities and products on the packing slip to the sales order. If they don’t match, the order is set aside for follow-up to ensure that the order is accurately fi lled. Once they match, the approval box is activated, and the shipping supervisor can enter his or her passcode. This offi cially approves the packing slip and bill of lading, and each gets printed.

JT: OK, so once the goods are shipped to the customer, how do you bill for this shipment?

CJ: We go into the billing system and pull up a draft invoice that was generated when the shipping document was approved. At this point, the Swift performs a number of checks. The system matches the quantities in the invoice against the packing slip and sales order. Prices are also matched to the sales order. The customer number should also match on the sales order, shipping documents, and draft invoice. A report is run daily of any shipments that have not resulted in invoices. The reverse is also true. A report is run of any invoices that are not supported by shipping documents. At month-end, we run a report to compare dates on shipping documents with the month that transactions are recorded in the sales journal. If there are any discrepancies, the transaction is reported for manual follow-up. I believe discrepancies are rare as the system is very tight, and we ship only what was

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A-6 APPENDIX A Cloud 9 Inc. Audit

ordered. Then, the sales invoice is processed. Processing the sales invoice enters the trans- action in a database from which we build the sales journal and accounts receivable sub- sidiary ledger. Also, at the end of each day, we compare the totals for accounts receivable with the total of each customer’s balance in the accounts receivable subsidiary ledger.

JT: When you do have discrepancies, who follows up on them and are they cleared? CJ: We have a data control group that follows up on discrepancies in a variety of systems.

Discrepancies have to be cleared daily. Once the reason for the discrepancy is identifi ed, changes to the underlying data must be approved by a manager in the data control group. The data is then corrected, and the invoice is processed. As I noted, discrepancies are very rare. We don’t ship goods unless the order is completely fi lled.

JT: Does fi nance ever go back to the sales order? CJ: No. Since the shipping document can’t get generated unless it agrees to the sales order,

Swift only looks at the sales order for prices. Do you think we should do otherwise? JT: I wouldn’t say so at this stage. But you’d have to be sure to have some tight con-

trols around Swift, given that it seems to do everything. CJ: Yes, good IT general controls over the Swift program, and other programs, are extremely

important. I meet with the IT manager monthly, to talk about the few discrepancies found, reasons for discrepancies, and the importance of controls. I think you will fi nd that our IT manager understands the importance of strong IT general controls, and strong controls over clearing any discrepancies identifi ed in transaction streams.

JT: Let’s talk about accounts receivable. Who follows up on past-due receivables? CJ: That is the sales manager’s responsibility. In my opinion, we do a good job of screening

credit upfront so we don’t have a signifi cant problem with past due receivables. We send statements to customers with their receivable balances monthly. The sales manager and I discuss past-due accounts on a regular basis. The sales manager, controller, and I review the allowance for doubtful accounts monthly. A monthly adjusting journal entry is made by the controller which I review and approve. You will fi nd that our allowance for doubt- ful accounts is only about 1% of outstanding receivables. I think this is good as we do a good job of screening customer’s credit upfront.

JT: What is the cash receipts process? CJ: We get most payments via EFT. If a customer pays by check, it goes to a lockbox where it

also is directly received by our bank. Our AR clerk is able to download the previous day’s cash receipts from online banking. She then merges this information with our account- ing system, which fi rst screens the data, matching customer numbers with the master customer fi le. On occasion, the bank has made errors in entering customer numbers, and we have to follow up on these transactions before they are processed in our accounting system. This is done the same day. Once the transaction is processed, it is posted to the database from which we build our cash receipts journal and accounts receivable subsid- iary ledger. Finally, every morning someone reconciles what was posted to cash receipts with what has been deposited in various bank accounts. I believe it is critical that all cash receipts are posted timely and accurately.

JT: Are bank reconciliations done in a timely manner? CJ: Yes, someone in my offi ce does bank recs every month for the main operating account

and other bank accounts. Our standard is to complete this by the fi fth business day of each month. My assistant reviews and approves the bank reconciliations. Keep in mind that what I explained is for the wholesale transactions. We have separate procedures for the retail store regarding daily cash balance reconciliations to the deposits in the operat- ing bank account.

JT: Yes, we have another auditor who will be handling the retail store side of the sales-to-cash-receipts process. She or he will probably come and talk to you in a day or two. Well, I think that should do it for now. I may have some follow-up questions for you as I start getting my head around the revenue process.

CJ: The door is always open. JT: Thanks for your time.

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Convert Accounting Statements Homework Into Excel

Problem 3-28 Teri Hall has recently opened Sheer Elegance, Inc., a store specializing in

fashionable stockings. Ms. Hall has just completed a course in managerial accounting, and she

believes that she can apply certain aspects of the course to her business. She is particularly

interested in adopting the cost- volume profit (CVP) approach to decision making. Thus, she has

prepared the following analysis:

Sales price per pair of stockings . . . . . . . . . . . . . . . . . $2.00

Variable expense per pair of stockings . . . . . . . . . . . . 0.80

Contribution margin per pair of stockings . . . . . . . . . . $1.20

Fixed expense per year:

Building rental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $12,000

Equipment depreciation . . . . . . . . . . . . . . . . . . . . . . 3,000

Selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30,000

Administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15,000

Total fixed expense . . . . . . . . . . . . . . . . . . . . . . . . . . . $60,000

 

Required:

1. How many pairs of stockings must be sold to break even? What does this represent in total

dollar sales?

2. Prepare a CVP graph for the store from zero pairs up to 70,000 pairs of stockings sold each

year. Indicate the break-even point on the graph.

3. How many pairs of stockings must be sold to earn a $9,000 target profit for the first year?

4. Ms. Hall now has one full-time and one part-time salesperson working in the store. It will cost

her an additional $8,000 per year to convert the part-time position to a full-time position. Ms.

Hall believes that the change would bring in an additional $20,000 in sales each year. Should she

convert the position? Use the incremental approach. (Do not prepare an income statement.)

5. Refer to the original data. Actual operating results for the first year are as follows:

Sales . . . . . . . . . . . . . . . . . . . . . . $125,000

Variable expenses . . . . . . . . . . . . 50,000

Contribution margin . . . . . . . . . . . 75,000

 

 

Fixed expenses . . . . . . . . . . . . . . 60,000

Net operating income . . . . . . . . . . $ 15,000

a. What is the store’s degree of operating leverage?

b. Ms. Hall is confident that with some effort she can increase sales by 20% next year. What

would be the expected percentage increase in net operating income? Use the degree of

operating leverage concept to compute your answer.

 

 

 

SOLUTION 3-28

 

1. Sales = Variable expenses + Fixed expenses + Profits

$2.00Q = $0.80Q + $60,000 + $0

$1.20Q = $60,000

Q = $60,000 ÷ $1.20 per pair

Q = 50,000 pairs

 

50,000 pairs × $2 per pair = $100,000 in sales.

 

Alternative solution:

Fixed expenses $60,000Break-even point= = =50,000 pairs in unit sales CM per unit $1.20 per pair

 

Fixed expenses $60,000Break-even point= = =$100,000 in sales in dollar sales CM ratio 0.60

 

 

2. See the graph on the following page.

 

3. Sales = Variable expenses + Fixed expenses + Profits

$2.00Q = $0.80Q + $60,000 + $9,000

$1.20Q = $69,000

Q = $69,000 ÷ $1.20 per pair

Q = 57,500 pairs

 

Alternative solution:

Fixed expenses + Target profitUnit sales to attain = target profit CM per unit

$60,000 + $9,000 =

$1.20 per pair

= 57,500 pairs

 

 

 

 

 

2. Cost-volume-profit graph:

 

4. Incremental contribution margin:

$20,000 increased sales × 60% CM ratio ……………………………… $12,000

Less incremental fixed salary cost ………………………………………….. 8,000

Increased net operating income ……………………………………………. $ 4,000

 

Yes, the position should be converted to a full-time basis.

 

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

0 10,000 20,000 30,000 40,000 50,000 60,000 70,000

D o

ll a

rs

Number of Pairs

Break-even point: 50,000 pairs, or

$100,000 in sales

Fixed Expenses

Total Expenses

Total Sales

 

 

5. a. Degree of operating leverage:

Contribution margin $75,000 = = 5

Net operating income $15,000

b. 5 × 20% sales increase = 100% increase in net operating income. Thus, net operating

income would double next year, going from $15,000 to $30,000.

 
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City Of Smithville

Chapter 4 Recording Operating Transactions Affecting the General Fund and Governmental Activities at the Government-wide Level

 

Presented below are a number of transactions for the City of Smithville that occurred during the fiscal year for which the budget given in Chapter 3 was recorded, the calendar year 2014. Read all instructions carefully.

 

a. After opening the data file containing your data from Chapters 2 and 3 of this project, record the following transactions in the general journal for the General Fund and, if applicable, in the general journal for governmental activities at the government-wide level. For all entries, the date selected should be year 2014. For each of the paragraphs that requires entries in both the General Fund and governmental activities journals, you can either record them in both journals on a paragraph-by-paragraph basis or, alternatively, record all the General Fund journal entries first for all paragraphs, then complete the governmental activities journal entries for all paragraphs next. If you choose the latter method, it might be useful to print the General Fund general journal entries from the Reports menu to assist in making the entries in the governmental activities journal. Regardless of the method you choose, we recommend that you refer to the illustrative journal entries in Chapter 4 of the Reck, Lowensohn, and Wilson textbook (16h edition) for guidance in making all entries.

 

For each entry affecting budgetary accounts or operating statement accounts, the Detail Journal will automatically open, as was the case in Chapter 3, to record the appropriate amounts in the detail budgetary or actual accounts.

 

Please remember that before closing the City of Smithville, you must click on [File], and [Save/Save As] to save your work. Your work is NOT automatically saved.

 

1. [Para. 4-a-1] On January 2, 2014, real property taxes were levied for the year in the amount of $1,697,000. It was estimated that 3 percent of the levy would be uncollectible.

 

Required: Record this transaction in both the General Fund and governmental activities journal. (Note: Type 4-a-1 as the paragraph number in the [Transaction Description] box for this entry; 4-a-2 for the next transaction, etc. Careful referencing by paragraph number is very helpful should you need to determine where you may have omitted a required journal entry or made an error.) (Select “Accrued Revenue” in the drop down [Transaction Description] menu in the Detail Journal related to the General Fund entry.)

 

2. [Para. 4-a-2] Encumbrances were recorded in the following amounts for purchase orders issued against the appropriations indicated:

 

General Government $ 98,453

Public Safety 185,259

Public Works 247,675

Health and Welfare 173,469

Culture and Recreation 108,927

Miscellaneous 41,563

Total $855,346

 

Required: Record the encumbrances in the General Fund general journal and Detail Journal as appropriate. In the Detail Journal, select “Purchase Orders” from the drop down [Transaction Description] menu. You can also type in an alternative description, if desired.

 

3. [Para. 4-a-3] Cash was received during the year in the total amount of $5,821,280 for collections from the following receivables and cash revenues, as indicated:

 

Current Property Taxes $1,546,800

Delinquent Property Taxes 360,000

Interest and Penalties Receivable on Taxes 34,270

Due from State Government 500,000

Revenues: (total: $3,380,210)

Sales Taxes 1,886,860

Licenses and Permits 583,800

Fines and Forfeits 423,360

Intergovernmental 168,000

Charges for Services 225,070

Miscellaneous 93,120

Total $5,821,280

 

Required: Record the receipt of cash and the related credits to receivables and revenues accounts, as applicable, in both the General Fund and governmental activities journals. (Select “Received in Cash” in the drop down [Transaction Description] menu in the Detail Journal related to the General Fund revenue entries.)

 

For purposes of the governmental activities entries at the government-wide level assume the following classifications:

 

General Fund   Governmental Activities                      

Sales Taxes General Revenues—Taxes—Sales

Licenses and Permits Program Revenues—General Government—

Charges for Services

Fines and Forfeits Program Revenues—General Government—

Charges for Services

 

Intergovernmental Program Revenues—Public Safety—Operating

Grants and Contributions

Charges for Services Program Revenues—General Government—

Charges for Services, $140,100

Program Revenues—Culture and Recreation—

Charges for Services, $84,970

Miscellaneous General Revenues—Miscellaneous

 

4. [Para. 4-a-4] Additional interest and penalties were accrued on delinquent property taxes in the amount of $2,836, of which 10 percent was estimated to be uncollectible. (Note: Round the estimated uncollectible to the nearest whole dollar.)

 

Required: Record this accrual in both the General Fund and governmental activities general journals.

 

5. [Para. 4-a-5] General Fund payrolls for the year totaled $3,822,600. Of that amount, $472,040 was withheld for employees’ federal income taxes; $291,740 for employees’ share of FICA taxes; $171,610 for employees’ state income taxes; and the remaining $2,887,210 was paid to employees in cash. The City of Smithville does not record encumbrances for payrolls. The payrolls were chargeable against the following functions’ appropriations:

 

General Government $ 476,376

Public Safety 2,013,110

Public Works 612,881

Health and Welfare 397,673

Culture and Recreation 322,560

Total $3,822,600

 

Required: Make summary journal entries for payroll in both the General Fund and governmental activities general journals for the year.

 

6. [Para. 4-a-6] The city’s share of FICA taxes, $291,740, and the city’s contribution of $195,380 to retirement funds administered by the state government were recorded as liabilities.

 

Required: Record this transaction in both the General Fund and governmental activities general journals. Assume that the total $487,120 should be allocated in the same proportions as in paragraph 4-a-5 above; that is:

 

General Government: ($476,376/$3,822,600) x $487,120 = $60,705

Public Safety: ($2,013,110/$3,822,600) x $487,120 = $256,534

Public Works: ($612,881/$3,822,600) x $487,120 = $78,101

Health and Welfare: ($397,673/$3,822,600) x $487,120 = $50,676

Culture and Recreation: ($322,560/$3,822,600) x $487,120 = $41,104

(Note: The allocated amount for Public Works was rounded up one dollar to compensate for rounding error.)

 

7. [Para. 4-a-7] Invoices for some of the goods recorded as encumbrances in transaction 4-a-2 were received and vouchered for later payment, as listed below. Related encumbrances were canceled in the amounts shown (Select “Elimination” in the drop down [Transaction Description] menu in the Detail Journal):

 

Expenditures Encumbrances

General Government $ 93,838 $ 94,752

Public Safety 173,669 173,356

Public Works 190,596 190,512

Health and Welfare 176,400 173,124

Culture and Recreation 109,280 108,927

Miscellaneous 41,160 41,563

$784,943 $782,234

 

Required: Record the receipt of these goods and the related vouchers payable in both the General Fund and governmental activities journals. At the government-wide level, you should assume the city uses the periodic inventory method. Thus, the invoiced amounts above should be recorded as expenses of the appropriate functions, except that $27,800 of the amount charged to the Public Works function was for a vehicle (debit Equipment for this item at the government-wide level). Expenditures charged to the miscellaneous appropriation should be recorded in this case as General Government expenses at the government-wide level.

 

8. [Para. 4-a-8] During FY 2014, the City of Smithville received notification that the state government would remit $165,000 to it early in the next fiscal year, although this amount is intended to finance certain public safety operations of the current year. This amount had been anticipated and was included in the budget for the current year as “Intergovernmental Revenue.”

 

Required: Record this transaction as a receivable and revenue in the General Fund and governmental activities journals. (Note: Select “Accrued Revenue” in the [Transaction Description] box in the Detail Journal). At the government-wide level, assume that this item is an operating grant to the Public Safety function.

 

9. [Para. 4-a-9] Checks were written in the total amount of $2,809,090 during 2014. These checks were in payment of the following items:

 

Vouchers Payable $ 995,600

Tax Anticipation Notes Payable 375,000 (see Chapter 2)

Expenditures (Interest on tax 8,400

anticipation notes)

Due to Federal Government 1,068,400

Due to State Government 361,690

Total amount paid $2,809,090

 

(Note: Interest expenditures on tax anticipation notes were budgeted in the Miscellaneous category. Record them as a General Government expense at the government-wide level.)

 

Required: Record the payment of these items in both the General Fund and governmental activities general journals.

 

10. [Para. 4-a-10] Current taxes receivable uncollected at year-end, and the related Estimated Uncollectible Current Taxes account, were both reclassified as delinquent.

 

Required: Record these reclassifications in the General Fund and governmental activities journals.

 

11. [Para. 4-a-11] The city’s budget for 2014 was legally amended as follows:

 

Estimated Revenues:

Decreases Increases

Licenses and permits $ 5,000

Intergovernmental $ 5,000

Charges for Services 5,000

Miscellaneous 10,000

Total $10,000 $15,000

 

Appropriations:
General Government $22,000
Public Safety 3,500
Public Works 15,000
Health and Welfare 5,500
Culture and Recreation $8,000 $8,000 $46,000

 

Note: These amendments decrease the balance of the Budgetary Fund Balance account by $33,000.

Required: Record the budget amendments in the General Fund general journal only. Budgetary items do not affect the government-wide accounting records. (Note: Select “Budget Amendment” in the [Transaction Description] box in the Detail Journal.)

 

12. [Para. 4-a-12] Interest and penalties receivable on delinquent taxes was increased by $11,000; $3,500 of this was estimated as uncollectible.

 

Required: Record this transaction in the General Fund and governmental activities journals.

 

13. [Para. 4-a-13] Services received by the General Government function of the General Fund from the Solid Waste Disposal Fund amounted to $16,500 during the year. Of this amount, $10,100 was paid in cash and $6,400 remained unpaid at year-end.

 

Required: Record the receipt of these services, amounts paid during the year, and remaining liability in the General Fund and governmental activities journals. At the government-wide level the liability should be credited to Internal Payables to Business-type Activities. Do not record these items in the Solid Waste Disposal Fund until instructed to do so in Chapter 7 of this case.

 

14. [Para. 4-a-14] Delinquent taxes receivable in the amount of $17,150 were written off as uncollectible. Interest and penalties already recorded as receivable on these taxes, amounting to $8,820, were also written off. Additional interest on these taxes that had legally accrued was not recorded since it was deemed uncollectible in its entirety.

 

Required: Record this transaction in the General Fund and governmental activities journals.

 

15. [Para. 4-a-15] It was discovered that goods in the amount of $12,000 had been recorded in error as an expenditure against the General Government appropriation of the General Fund. These goods should have been charged to the Solid Waste Disposal Fund, an enterprise fund and a business-type activity at the government-wide level. This item had also been charged as an expense of the General Government function at the government-wide level. An interfund invoice was prepared to reduce expenditures of the General Fund for the $12,000 and recognize an interfund receivable. This item will be recognized later in Chapter 7 of this case as an expense of the Solid Waste Disposal Fund.

 

Required: Record this reimbursement transaction in the General Fund and governmental activities journals, debiting Due from Other Funds in the General Fund and Internal Receivables from Business-type Activities at the government-wide level. Do not make any entries in the Solid Waste Disposal Fund at this time. (Note: Select “Goods Received” in the [Transaction Description] box in the Detail Journal).

 

16. [4-a-16] In December 2014, the General Fund made a short-term loan of $20,000 to the Street Improvement Bond Debt Service Fund to assist with payment of an interest payment due on January 1, 2015.

 

Required: Record this transaction in the General Fund only. The transaction has no effect at the government-wide level since it occurs between two governmental activities.

 

17. [4-a-17] Adjusting Entry. A physical count of consumable supplies at year-end showed an ending balance of $66,000, an increase of $6,000 during the year. The city uses the purchases method of accounting for its inventory in the General Fund and the consumption method at the government-wide level. Since the city uses a periodic inventory system, both at the fund and governmental levels, it records all purchases of inventory as expenditures in the General Fund and as expenses at the government-wide level. These were included as part of the amounts recorded in paragraph 4-a-7. Adjustments to the expenses accounts should be made to the Public Works function, where most supplies are used.

 

Required: Prepare the adjusting journal entries in the General Fund journal to adjust the Inventory of Supplies and Fund Balance—Nonspendable—Inventory of Supplies accounts to the correct balances and the governmental activities journal to adjust the Expenses—Public Works and Inventory of Supplies accounts.

 

Post all journal entries to the general and subsidiary ledgers: After reviewing all entries for accuracy, including year and paragraph numbers, post all entries to the general ledger accounts and to all subsidiary ledger accounts, by clicking on [Post Entries]. Also post all entries in the governmental activities journal.

 

18. Closing Entry. Following the instructions in the next paragraph, prepare and post the necessary entries to close the Estimated Revenues and Appropriations accounts to Budgetary Fund Balance, and Revenues and Expenditures to Fund Balance—Unassigned. Because the City of Smithville honors all outstanding encumbrances at year-end, it is not necessary to close Encumbrances to Encumbrances Outstanding at year-end since encumbrances do not affect the General Fund balance sheet or statement of revenues, expenditures, and changes in fund balances. If, however, you would like to avoid having these accounts appear in the post-closing trial balance, you can opt to close Encumbrances to Encumbrances Outstanding. If the accounts are closed, they would need to be reestablished at the beginning of the next year, although entries are not required in this problem for the next year.

 

To close the temporary accounts, you must click on the check mark for [Closing Entry], “Closing Entry” will appear in the [Transaction Description] box. Be sure the check mark in the box for [Closing Entry] is showing before closing each individual account. Also, you will be sent to the Detail Journal where you must close each individual budgetary or operating statement account. To determine the closing amounts for both General Ledger and subsidiary ledger accounts, you should first print the pre-closing version of these ledgers for year 2014 from the [Reports] menu.

 

At year-end, an analysis by the city’s finance department determined the following constraints on resources in the General Fund. Prepare the appropriate journal entry in the General Fund to reclassify amounts between Fund Balance—Unassigned and the fund balance accounts corresponding to the constraints shown below. (Note: You should consider the beginning of year balances in fund balance accounts in calculating the amounts to be reclassified.)

 

Account Amount

Fund Balance—Restricted— $15,000

Public Safety

Fund Balance—Committed— 29,700

Public Works

Fund Balance—Assigned— 56,800

Culture and Recreation

 

 

Note: DO NOT PREPARE CLOSING ENTRIES FOR GOVERNMENTAL ACTIVITIES AT THIS TIME since governmental activities will not be closed until Chapter 9, after the capital projects fund (Chapter 5) and debt service fund (Chapter 6) transactions affecting governmental activities at the government-wide level have been recorded.

 

b. Select “Export” from the drop down [File] menu to create an Excel worksheet of the General Fund post-closing trial balance as of December 31, 2014. Use Excel to prepare in good form a balance sheet for the General Fund as of December 31, 2014. Follow the format shown in Illustration 4-3 of Reck, Lowensohn, and Wilson, Accounting for Governmental and Nonprofit Entities, 16th edition textbook (hereafter referred to as “the textbook”). Alternatively, you can click on [Reports] to print the post-closing trial balance and use the printed copy to manually prepare a balance sheet.

 

c. Select “Export” from the drop down [File] menu to create an Excel worksheet of the General Fund pre-closing subsidiary ledger account balances for the year 2014. Use Excel to prepare in good form a statement of revenues, expenditures, and changes in fund balance for the General Fund for the year ended December 31, 2014. (See Illustration 4-4 in the textbook for an example format.)

 

d. Use the Excel worksheet of the General Fund pre-closing subsidiary ledger account balances created in part c above to prepare in good form a schedule of revenues, expenditures, and changes in fund balance—budget and actual for the General Fund for the year ended December 31, 2014. (See Illustration 4-5 in the textbook for an example format.)

 

e. Prepare a reconciliation of total expenditures reported in your solution to part c of this problem with the total expenditures and encumbrances reported in your solution to part d of this problem. (In Chapter 4 below Illustration 4-5, see discussion and example which compares Illustrations 4-4 and 4-5.)

 

[Note: File the printouts of all your exported or printed documents and your completed financial statements in your cumulative problem folder until directed by your instructor to submit them, unless your instructor specifies submission of computer files via e-mail.]

 

Before closing the City of Smithville, click on [File], and [Save/Save As] to save your work. Your work is NOT automatically saved.

Chapter 5 Recording Capital Asset Transactions

 

Street Improvement Capital Projects Fund and Governmental Activities at the Government-wide Level

 

During late 2013, the voters of the City of Smithville authorized tax-supported bond issues totaling $10,000,000 as partial financing for a series of projects to construct streets, curbs, culverts, and storm sewers in various parts of the city. The estimated total cost of the series of projects, which are expected to extend over the next three years, was $11,200,000. In addition to the bond financing, voters also approved a special ½ cent sales tax to assist in financing the projects. The sales tax begins January 1, 2014 and will continue for three years. The sales tax is projected to generate $400,000 each year.

 

Required

 

a. Open a general journal for the Street Improvement Fund by recording the transactions listed under paragraph below, as necessary. Use account titles listed under the drop-down [Account (# – Description)] menu. Select 2014 for each transaction in the [Year] box of the [Journal] view. Enter the paragraph reference, i.e. 5-b-[1, 2, 3, etc], in the [Transaction Description] box. The following account titles should appear in the [Accounts] view:

 

Cash

Investments

Taxes Receivable—Sales

Interest Receivable on Investments

Vouchers Payable

Judgments Payable

Contracts Payable

Contracts Payable—Retained Percentage

Fund Balance—Restricted

Encumbrances Outstanding—Elm Street Project

Encumbrances Outstanding—Spruce Street Project

Revenues

Other Financing Sources—Proceeds of Bonds

Construction Expenditures—Elm Street Project

Construction Expenditures—Spruce Street Project

Interest Expenditures—Spruce Street Project

Other Financing Uses—Interfund Transfers Out

Encumbrances—Elm Street Project

Encumbrances—Spruce Street Project

 

Please remember that before closing the City of Smithville, you must click on [File], and [Save/Save As] to save your work. Your work is NOT automatically saved.

 

b. Record journal entries in the general journal of the Street Improvement Fund, as appropriate, for each of the following transactions. Remember to enter the correct year and paragraph numbers. Do not record entries at this time in other affected funds; those entries will be made in the later chapters of this cumulative problem that cover the affected funds. You should, however, make all required entries in the governmental activities general journal at the government-wide level.

 

1. [Para. 5-b-1] In early 2014, design plans and specifications for the first project, the “Elm Street Project,” were submitted by a construction engineering firm. The firm billed the Street Improvement Fund for $40,000.

 

Required: Record this billing and the related Vouchers Payable liability in the Street Improvement Fund and governmental activities journals. (Note: this transaction was not encumbered.)

 

2. [Para. 5-b-2] On March 1, 2014, the city signed a $50,000, 90-day tax anticipation note bearing interest of 3 percent per annum.

 

Required: Record this transaction in the Street Improvement Fund and governmental activities journals.

 

3. [Para. 5-b-3] A $290 purchase order for advertisements soliciting bids for the Elm Street Project was issued during March 2014. The bill for advertising in the amount of $300 was received and a voucher for payment was issued.

 

Required: Record the encumbrance, billing, and the Vouchers Payable liability in the Street Improvement Fund and governmental activities journals, as appropriate.

 

4. [Para. 5-b-4] Sales tax revenue of $105,000 was received from the state government and recorded for the first quarter of 2014.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities general journals.

 

5. [Para. 5-b-5] Vouchers payable accumulated to date were paid on April 10, 2014.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities general journals.

 

6. [Para. 5-b-6] On April 15, 2014, construction bids were opened and analyzed. A bid of $2,000,000 was accepted, and the contract was awarded for the Elm Street Project. The contract provided for a retained percentage of 4 percent from each progress payment, and from the final payment, until final inspection and acceptance by the city’s public works inspectors.

 

Required: Record the signing of the contract in the Street Improvement Fund general journal. This transaction has no effect at the government-wide level.

 

7. [Para. 5-b-7] On May 6, 2014, 4% deferred serial bonds with a face value of $2,000,000 were sold for a total amount of $2,068,000, of which $28,000 was for accrued interest from the January 1, 2014, date of the bonds and $40,000 was a premium on the bonds sold. Cash in the amount of the accrued interest and premium was deposited directly in the Street Improvement Bond Debt Service Fund. Cash in the amount of $2,000,000 was deposited and recorded in the Street Improvement Fund. The city invested $1,000,000 of the bond proceeds in certificates of deposit maturing in six months and earning 3% per annum.

 

Required: Record these transactions in the Street Improvement Fund and governmental activities journals. (Hint: In addition to recording the liability for bonds payable in the governmental activities journal, you should record the premium on the bonds payable [credit Premium on 4% Deferred Serial Bonds] and accrued interest on bonds sold [we recommend that you credit Expense—Interest on Long-term Debt] in the governmental activities general journal for the $28,000 of accrued interest.) For now you should ignore the entries in the Street Improvement Bond Debt Service Fund to record the accrued interest and premium. Those entries will be made in Chapter 6 of this cumulative problem.

 

8. [Para. 5-b-8] The city repaid the $50,000 tax anticipation note plus interest of $375 ($50,000 X .03 X 90/360) (See transaction 2).

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities general journals. The $375 of interest should be debited to Interest Expenditures in the Street Improvement Fund journal and to Expenses—General Government in the governmental activities journal.

 

9. [Para. 5-b-9] In July 2014, the contractor for the Elm Street Project reported that the project was one-half completed and requested a progress payment of $1,000,000. This amount was paid in late July, less the contractual retention of 4 percent.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities general journals.

 

10. [Para. 5-b-10] Construction engineers engaged by the city submitted design plans and specifications for the second street improvement project, the “Spruce Street Project.” Vouchers were approved in the amount of $30,000 in payment for the engineering services.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities journals. (Note: This transaction was not encumbered.)

 

11. [Para. 5-b-11] During August 2014, the city issued a purchase order in the amount of $350 for advertisements soliciting construction bids for the Spruce Street Project. Later in the month, a bill was received in the amount of $340 for the advertisements and a voucher was approved for payment.

 

Required: Record these transactions in both the Street Improvement Fund and governmental activities journals, as applicable.

 

12. [Para. 5-b-12] Two property owners along Elm Street claimed a new sidewalk was constructed further from the street than where they had granted easements. A resurvey confirmed that the sidewalk was constructed in the wrong place, but the city did not believe that the property owners were entitled to damages. The property owners sued the city in court and were awarded a total of $9,000, which was recorded as a judgment liability during October 2014. The amount will be borne by the Street Improvement Fund; it will not be recoverable from the contractor.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities journals. You should debit Construction Expenditures in the Street Improvement Fund and Construction in Progress at the government-wide level.

 

13. [Para. 5-b-13] Construction bids for the Spruce Street Project were opened and evaluated. A bid in the amount of $1,500,000 was accepted, and the contract, bearing a 4 percent retention clause was signed in October 2014.

 

Required: Record this transaction in the Street Improvement Fund.

 

14. [Para. 5-b-14] In November 2014, the 3% certificates of deposit matured; the face amount of $1,000,000 plus interest of $15,000 was collected. The interest is considered revenue of the Street Improvement Fund.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities journals.

 

15. [Para. 5-b-15] All outstanding vouchers were paid. In addition, the judgment payable (see Transaction 12) and interest thereon of $90 were paid on the same date. The interest is to be borne by the Street Improvement Fund and is not to be capitalized.

 

Required: Record these transactions in both the Street Improvement Fund and governmental activities journals. The $90 interest should be debited to Interest Expenditures in the Street Improvement Fund journal and to Expenses—General Government in the governmental activities journal.

 

16. [Para. 5-b-16] In late November 2014 the Elm Street project was completed and the contractor for the project requested a final payment of $980,000. This amount was recorded as a liability. Payment was made, less the retained percentage, on December 1, 2014.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities journals.

 

17. [Para. 5-b-17] Additional sales taxes were collected in the amount of $310,000 prior to December 1, 2014. $200,000 of this amount was invested in 3% U.S. Treasury notes at par. No interest was accrued on the notes at date of purchase.

 

Required: Record these transactions in both the Street Improvement Fund and governmental activities journals.

 

18. [Para. 5-b-18] Upon final inspection of the Elm Street Project, the city inspector determined that all work conformed to specifications. Retained percentages (Transactions 9 and 16) were paid to the contractor.

 

Required: Record this transaction in both the Street Improvement Fund and governmental activities journals. Total construction costs for the Elm Street Project should be capitalized in the Infrastructure account in governmental activities.

 

19. [Para. 5-b-19] Based on retail sales estimates from the state Department of Revenue, additional sales taxes were accrued in the amount of $40,000. On December 31, 2014, $500 of interest was accrued on the investment in Treasury notes. Fair market value of these notes was the same as cost on December 31, 2014.

 

Required: Record these transactions in both the Street Improvement Fund and governmental activities journals.

 

20. Verify the accuracy of all your preceding entries in the Street Improvements Fund and governmental activities general journals, then click [Post Entries] of each entity to post the entries to the respective general ledgers. For the Street Improvement Fund only, prepare year-end closing entries for 2014 and post them to the fund’s general ledger. (Note: You must click on the box for [Closing Entry] to check mark it; “Closing Entry” will appear in the [Transaction Description] box for the account being closed. Be sure the check mark is present for each account being closed.) Click [Post Entries] to post the closing entry. Under current GASB standards encumbrances and encumbrances outstanding are not reported in any financial statements. Consequently, there is no need to close these accounts since the Spruce Street Project is still underway at year-end. Closing entries will be made in the governmental activities general journal in Chapter 9 of this cumulative problem. Ignore those entries for now.

 

c. Export the post-closing trial balance for year 2014 to an Excel worksheet and use Excel to prepare a balance sheet for the Street Improvement Fund as of December 31, 2014. (See Illustration 4-3 in the textbook for an example of an appropriate format of a governmental fund balance sheet.). In addition, print the post-closing trial balance from the [Reports] drop-down menu.

 

d. Export the pre-closing trial balance for year 2014 to an Excel worksheet and use Excel to prepare a statement of revenues, expenditures, and changes in fund balance for the Street Improvement Fund for the year ended December 31, 2014. (See Illustration 5-3 in textbook for an example of the format of a capital projects fund statement of revenues, expenditures and changes in fund balance.). Print the pre-closing trial balance from the [Reports] drop-down menu.

 

[Note: Retain all required printouts and your financial statements in your cumulative folder until directed by your instructor to submit them, unless your instructor prefers to have computer files submitted via e-mail.]

 
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