The Little Theatre 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. Some of the costs vary with the number of productions, some with the number of performances, and some are fixed. 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. On the other hand, the wages of the actors, directors, stagehands, ticket booth personnel, and ushers vary with the number of performances. Similarly, the costs of renting the hall and printing the programs vary with the number of performances. For administrative expenses, $\backslash (75\backslash \%\backslash )$ of the budgeted costs are fixed, $\backslash (15\backslash \%\backslash )$ depend on the number of productions staged, and the remaining $\backslash (10\backslash \%\backslash )$ depend on the number of performances. After the beginning of the year, the theater's board of directors authorized expanding the theater's program to seven productions and a total of $168$ performances. Not surprisingly, actual costs were considerably higher than the planning budget. $($Grants from donors and ticket sales were also correspondingly higher, but are not shown here.$)$ Data concerning the actual costs appear below: Required: $1.$ Prepare a flexible budget for The Little Theatre based on the actual activity of