Construct a short-term financial plan for Springfield Snowboards based on its expansion opportunity described in the "Positive Cash Flow Shocks" part of Section 20.1. Base the plan on the following table which forecasts additional capital expenditures, marketing (SG&A), and working capital in Q1 and Q2 along with higher sales in Q2-Q4. Assume that Springfield ends 2021 with $1.02 million in cash and that its bank will offer it a short-term loan at the rate 2.00% per quarter. Assume that the minimum cash balance to be maintained is $505,000. Complete the cash budget based on the assumptions of the problem. (Round to the nearest integer.) Cash Balance and Short-Term Financing ($000) 2022Q1 2022Q2 202203 202204 $ $ $ $ $ -893 $ 474 $ 607 $ 632 $ $ Starting Cash Balance Change in Cash and Equivalents Minimum Cash Balance Surplus (Deficit) Relative to Minimum Increase (Decrease) in Short-Term Financing Existing Short-term Financing Total Short-term Financing $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Ending Cash Balance 2021Q4 202201 202202 2022Q3 202204 Quarter Income Statement (5000) Sales Cost of Goods Sold Selling. Gen., and Admin. EBITDA Depreciation EBIT Taxes Net Income Statement of Cash Flow ($000) Net Income Depreciation Changes in Working Capital: Accounts Receivable Inventory Accounts Payable Cash from Operating Act. Capital Expenditures 10,915 7,095 1,123 2,697 454 2,243 785 1,458 5,200 3,380 1,050 770 550 220 77 143 6,050 3,933 550 1,567 500 1,067 373 694 6,000 3,900 600 1,500 450 1,050 368 682 6,000 3,900 650 1,500 550 950 333 617 143 550 694 500 682 450 617 550 - 135 - 290 0 0 49 607 - 1,500 100 1,004 -530 0 1,132 - 525 0 1,167 - 535 Net Borrowing Dividends Capital Contributions Cash from Financing Act. Change in Cash Equiv. 0 0 0 0 0 0 - 893 0 0 0 0 0 0 0 607 0 0 474 0 632 Construct a short-term financial plan for Springfield Snowboards based on its expansion opportunity described in the "Positive Cash Flow Shocks" part of Section 20.1. Base the plan on the following table which forecasts additional capital expenditures, marketing (SG&A), and working capital in Q1 and Q2 along with higher sales in Q2-Q4. Assume that Springfield ends 2021 with $1.02 million in cash and that its bank will offer it a short-term loan at the rate 2.00% per quarter. Assume that the minimum cash balance to be maintained is $505,000. Complete the cash budget based on the assumptions of the problem. (Round to the nearest integer.) Cash Balance and Short-Term Financing ($000) 2022Q1 2022Q2 202203 202204 $ $ $ $ $ -893 $ 474 $ 607 $ 632 $ $ Starting Cash Balance Change in Cash and Equivalents Minimum Cash Balance Surplus (Deficit) Relative to Minimum Increase (Decrease) in Short-Term Financing Existing Short-term Financing Total Short-term Financing $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Ending Cash Balance 2021Q4 202201 202202 2022Q3 202204 Quarter Income Statement (5000) Sales Cost of Goods Sold Selling. Gen., and Admin. EBITDA Depreciation EBIT Taxes Net Income Statement of Cash Flow ($000) Net Income Depreciation Changes in Working Capital: Accounts Receivable Inventory Accounts Payable Cash from Operating Act. Capital Expenditures 10,915 7,095 1,123 2,697 454 2,243 785 1,458 5,200 3,380 1,050 770 550 220 77 143 6,050 3,933 550 1,567 500 1,067 373 694 6,000 3,900 600 1,500 450 1,050 368 682 6,000 3,900 650 1,500 550 950 333 617 143 550 694 500 682 450 617 550 - 135 - 290 0 0 49 607 - 1,500 100 1,004 -530 0 1,132 - 525 0 1,167 - 535 Net Borrowing Dividends Capital Contributions Cash from Financing Act. Change in Cash Equiv. 0 0 0 0 0 0 - 893 0 0 0 0 0 0 0 607 0 0 474 0 632