Construct a short-term financial plan for Whistler Snowboards based on its expansion opportunity described in the following table, which forecasts additional capital expenditures, marketing (SG&A), and working capital in Q1 and Q2 along with higher sales in Q2 to Q4 Assume that Whistler ends 2019 with $1.09 million in cash and that its bank will offer it a short-term loan at the rate 2.25% per quarter. Assume that the minimum cash balance to be maintained is $520,000 Data Table Cash Balance and Short-Term Financing ($000) 2020Q1 Starting Cash Balance $ 1090 Quarter 2019Q4 202001 2020Q2 2020Q3 2020Q4 Change in Cash and Equivalents $ -904 Income Statement ($000) Sales 4543 5200 6200 6200 6000 Minimum Cash Balance $ 520 Cost of Goods Sold 2953 3380 4030 4030 3900 Surplus (Deficit) Relative to Minimum $ -334 Selling, General, and Admin. 450 900 550 650 500 EBITDA 1140 920 1620 1520 1520 Increase (Decrease) in Short-Term Financing $ 334 Depreciation 460 550 600 550 450 Existing Short-term Financing $ 0 EBIT 680 370 1,020 970 1070 Total Short-term Financing $ 334 Taxes 238 130 357 340 375 Net Income 442 240 663 630 695 Ending Cash Balance $ 520 Statement of Cash Flow ($000) Net Income 240 663 630 695 (Round to the nearest $000.) Depreciation 550 600 550 450 Cash Balance and Short-Term Financing ($000) Changes in Working Capital: 202002 Accounts Receivable -140 -310 Inventory Starting Cash Balance $ Accounts Payable 46 105 Change in Cash and Equivalents $ Cash from Operating Act. 696 1058 1180 1145 Minimum Cash Balance $ Capital Expenditures - 1600 -515 -535 -530 Other Investments Surplus (Deficit) Relative to Minimum $ Cash from Investing Act. - 1600 -515 -535 -530 Increase (Decrease) in Short-Term Financing $ Net Borrowing Dividends Existing Short-term Financing S Capital Contributions Total Short-term Financing S Ending Cash Balance $ Cash from Financing Act. Change in Cash Equiv. -904 543 645 615 - X all Final check