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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 Q2-04. Assume that Springfield ends 2021 with $1.05 million in cash and that its bank will offer it a short-term loan at the rate 3.00% per quarter. Assume that the minimum cash balance to be maintained is $480,000. Complete the cash budget based on the assumptions of the problem. (Round to the nearest integer.) Cash Balance and Short-Term Financing ($000) 202201 $ $ $ $ CA 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 2022Q1 202202 202203 2022Q4 10,915 7,095 1,122 2,698 451 2,247 786 1,461 5,000 3,250 1,050 700 450 250 88 162 6,200 4,030 500 1,670 450 1,220 427 793 6,000 3,900 700 1,400 500 900 315 585 6,100 3,965 600 1,400 400 1,000 350 650 162 450 793 450 585 500 650 400 Quarter Income Statement ($000) Sales Cost of Goods Sold Selling, Gen., and Admin EBITDA Depreciation EBIT Taxes Net Income Statement of Cash Flow (5000) Net Income Depreciation Changes in Working Capital: Accounts Receivable Inventory Accounts Payable Cash from Operating Act. Capital Expenditures Other Investments Cash from Investing Act. Net Borrowing Dividends Capital Contributions Cash from Financing Act. Change in Cash Equiv. - 140 - 300 0 0 54 526 -1.600 0 - 1,600 0 0 0 0 - 1074 110 1,053 - 530 0 -530 0 0 0 0 1,050 -525 0 - 525 0 1,085 - 520 0 - 520 0 0 0 0 565 OOO 0 0 lolo 523 525 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 Q2-04. Assume that Springfield ends 2021 with $1.05 million in cash and that its bank will offer it a short-term loan at the rate 3.00% per quarter. Assume that the minimum cash balance to be maintained is $480,000. Complete the cash budget based on the assumptions of the problem. (Round to the nearest integer.) Cash Balance and Short-Term Financing ($000) 202201 $ $ $ $ CA 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 2022Q1 202202 202203 2022Q4 10,915 7,095 1,122 2,698 451 2,247 786 1,461 5,000 3,250 1,050 700 450 250 88 162 6,200 4,030 500 1,670 450 1,220 427 793 6,000 3,900 700 1,400 500 900 315 585 6,100 3,965 600 1,400 400 1,000 350 650 162 450 793 450 585 500 650 400 Quarter Income Statement ($000) Sales Cost of Goods Sold Selling, Gen., and Admin EBITDA Depreciation EBIT Taxes Net Income Statement of Cash Flow (5000) Net Income Depreciation Changes in Working Capital: Accounts Receivable Inventory Accounts Payable Cash from Operating Act. Capital Expenditures Other Investments Cash from Investing Act. Net Borrowing Dividends Capital Contributions Cash from Financing Act. Change in Cash Equiv. - 140 - 300 0 0 54 526 -1.600 0 - 1,600 0 0 0 0 - 1074 110 1,053 - 530 0 -530 0 0 0 0 1,050 -525 0 - 525 0 1,085 - 520 0 - 520 0 0 0 0 565 OOO 0 0 lolo 523 525