Check my work The Little Theatre is a nonprofit organization devoted to staging plays for children. The theater has a very small full-time professional administrative statt. Through a special arrangement with the actors' union, actors and directors rehearse without pay and are paid only for actual performances The Little Theatre had tentatively planned to put on six different productions with a total of 108 performances. For example, one of the productions was Peter Rabbit which had a six-week run with three performances on each weekend The costs from the current year's planning budget appear below. The uttle Theatre Cost from the planning Budget For the Year Ended December 31 Badgeted number of productions Hudgeted number of per Cormance 100 Actor and directen we $220,220 WIGG 36.720 Ticket booth personnel and uners wages 20,520 scenery, costumes, and prope SB, 320 printed programit Publicity Administrative expenses 42,590 Total 0033,700 103,240 Theater all runt 21,320 12, 240 Some of the costs vary with the number of productions, some with the number of performances, and some are fixed and depend on neither the number of productions nor the number of performances. The costs of scenery, costumes, props, and publicity vary with the number of productions. It doesn't make any difference how many times Peter Rabbit is performed, the cost of the scenery is the same Likewise, the cost of publicizing a play with posters and radio commercials is the same whether there are 10, 20, or 30 performances of the play. On the other hand, the wages of the actors, directors, stagehands, ticket booth personnel, and ushers vary with the number of performances. The greater the number of performances, the higher the wage costs will be Similarly, the costs of renting the holland printing the programs will vary with the number of performances Administrative expenses are more difficult to analyze, but the best estimate is that approximately 75% of the budgeted costs are fixed, 15% depend on the number of productions staged, and the remaining 10% depend on the number of performances ck my work After the beginning of the year, the board of directors of the theater authorized expanding the theater's program to seven productions and a total of 168 performances. Not surprisingly, actual costs were considerably higher than the costs from the planning budget. (Grants from donors and ticket sales were also correspondingly higher, but are not shown here) Data concerning the actual costs were as follows: The Little Theatre Actual Costs Tor the Year Ended December 31 Actual number of productions Actual number of performances 160 Actors and director wagen Stagehands wagen Seket booth pool and then wagen scenery, conte, and propos Theater hall ront Printed program publicity Administrative expenses Total $352,600 56,309 32,900 10,300 B2,200 44,500 15,500 523.500 8.770,300 Required: 1. Prepare a flexible budget performance report for the year that shows both spending variances and activity variances, (Indicate the effect of each variance by selecting "F* for favorable, "U" for unfavorable, and "None" for no effect fi.e., zero variance). Input all amounts as positive values.) The Little Theatre Flexible Budget Performance Report For the Year Ended December 31 Actual Flexible Results Budget Numbenturion Planning Budget The Little Theatre Flexible Budget Performance Report For the Year Ended December 31 Actual Flexible Results Budget 7 168 Planning Budget Number of productions Number of performances 6 108 Actors and directors' wages Stagehands' wages Ticket booth personnel and ushers' wages Scenery, costumes, and props Theatre hall rent Printed programs Publicity Administrative expenses Total $352,600 56,300 32.900 130,800 84200 44,500 15,500 53,500 $ 770,300 $ 220,320 36,720 20,620 108.240 58,320 31,320 12,240 47.520 $ 535,200
