The Little Theatre is a nonprofit orgsnizstion devoted to steging plsys for children. The thester hos a very small full-time professional odministrative staff. Through o special arrangement with the actors' union, actors and directors reheorse without pay and are poid 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 wos Peter Robbit, which hod a six-week run with three performances on esch weekend. The costs from the current yesr's planning budget appesr below. 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 performsnces. The costs of scenery, costumes, props, snd publicity vory 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 o plsy with posters and radio commercisls is the some 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 vory with the number of performances. The greater the number of performances, the higher the wage costs will be. Similarly, the costs of renting the hell and printing the programs will vary with the number of performances. Administrative expenses are more difficult to anslyze, but: the best estimste is that opproximstely 75% of the budgeted costs are fixed, 15% depend on the number of productions staged, and the remsining 10% depend on the number of performances. After the beginning of the yesr, the boord of directors of the thester outhorized exponding the thester's progrom 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.) Dato concerning the sctual costs were os follows: Required: 1. Prepore a flexible budget performance report for the yesr that shows both spending variances and activity variances. (Indicate the effect of each varlance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (I.e., zero varlance). Input all amounts as positive values.) The Little Theatre is a nonprofit orgsnizstion devoted to steging plsys for children. The thester hos a very small full-time professional odministrative staff. Through o special arrangement with the actors' union, actors and directors reheorse without pay and are poid 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 wos Peter Robbit, which hod a six-week run with three performances on esch weekend. The costs from the current yesr's planning budget appesr below. 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 performsnces. The costs of scenery, costumes, props, snd publicity vory 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 o plsy with posters and radio commercisls is the some 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 vory with the number of performances. The greater the number of performances, the higher the wage costs will be. Similarly, the costs of renting the hell and printing the programs will vary with the number of performances. Administrative expenses are more difficult to anslyze, but: the best estimste is that opproximstely 75% of the budgeted costs are fixed, 15% depend on the number of productions staged, and the remsining 10% depend on the number of performances. After the beginning of the yesr, the boord of directors of the thester outhorized exponding the thester's progrom 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.) Dato concerning the sctual costs were os follows: Required: 1. Prepore a flexible budget performance report for the yesr that shows both spending variances and activity variances. (Indicate the effect of each varlance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (I.e., zero varlance). Input all amounts as positive values.)