The Financial Map
As we’ve traversed our first four years in this project, the conceptual map we began with has become the territory of our real, on-the-ground experience. Here we’ll give an overview of our multi-phased project plan, with a special focus on the financial viability and timeline. But first we’ll begin with the important highlights of what’s happened so far.
A key consideration while reading this Map is that, while this overview will be especially focused on the financial picture, money is but one of many critical facets that make up the real wealth of this place and the opportunity it presents us.(1)
The Territory So Far
We began our journey as stewards on January 1, 2016 with $1.2M in privately financed ‘mortgage’ debt (roughly ⅔ of the total $2M purchase price of the land). Our plan began with “Phase 1,” a 7-year process to revitalize Morton’s and pay off our purchase debt, as well as establish our watershed restoration work and the culture of our newly birthed Aletheia community.
That first year, we operated Morton’s Warm Springs and confirmed it could indeed cover all the costs of the land minus the mortgage debt interest payments. We planned for an increase in revenue with the business revitalization, but we also needed additional investment to buy time as there was more than just mortgage debt to pay back. Like many places, the land had a considerable amount of inherited, or place-based debt. You could think of this as deferred maintenance, yes, but it was far more than just infrastructural neglect. The relationships and reputation of this place were also in disrepair, its belonging to local people was fractured, it had become completely unmoored from its indigenous roots and the sacredness it once knew, its ecology had spent decades at the whim of unconscious use and abuse, and it could no longer adequately support those who needed to be here for its care.
A holistic framework that’s useful to understand this debt is Sean Esbjörn-Hargens' MetaImpact Framework, which describes ten different capital domains of wealth or value (e.g. financial, natural, social, psychological, spiritual, health, etc.).(2) As with much of the world, economic forces over the years had led to the creation of financial capital at the expense of other domains. Morton’s significant loss of social capital, for example, could be seen in its relationship with a neighborhood watchdog group that historically opposed new projects here. Like a local antibody, this group prevented past development plans that would have furthered the financial gain of the owners at the expense of everything else. We saw another example in the Springs’ lost ability to adequately house or pay for quality year-round caretakers. This one was a webbed loss in social, human and infrastructural capital and it resulted in a cultural deficit as well from countless years of low-paid, mostly unskilled seasonal workers with no real care for the place beyond a summer job.
As the new stewards our intentions were quite different. We saw that what was needed to truly heal the land and to succeed would require a radical departure from the ‘business as usual’ that had come before us. We needed to prioritize reinvesting in the land in all its domains. This presented us with our first big strategic challenge since we were tied to large monthly interest payments on our $1.2M mortgage. We had to manage that debt in such a way that we could begin the work of healing and building sustainable foundations for the decades ahead.
We put the call out for new Community Member Investors (CMI’s), as well as larger Impact Investors, to refinance our purchase debt, or effectively buy-out our higher-rate, shorter-term bridge loan and owner-carries mortgage ($200K and $1M, respectively), swapping them out with 7-year loans of 2% or less. This serves a multitude of essential functions. Not only does it stagger our repayment schedules, breaking them into small chunks that can be sustainably repaid, it also offers both us and new community members the opportunity to explore together in an extended “dating period” where we can build mutual trust, which would then predicate any future equity sharing.
That first year on the ground in 2016 was a big transition year. While we learned how the business had functioned before us and began critical infrastructure repairs, cash flow was extremely tight and new loans covered our debt interest payments as well as some operational costs. On the land, we had only two Core Team members each working between 25-30 hours+/week (in addition to offsite jobs), along with a Trial Steward who was there part-time for 6 months. We were also supported by one part-time Core Team intern and two nonresidential part-time Stewards. While we paid our seasonal staff, no one else took home a salary for their work; we plowed all the money we could back into the project.
Our second year was quite different. 2017 was a stabilizing year where we finally got to begin building up some foundations. The cafe opened, we found better staff and were able to pay them a bit more, and the pools were warmer and cleaner than in over a decade. We saw revenue jump up 61% and we were able to cover all operational costs (including property taxes and insurance) with business income. We also welcomed a third full-time resident Steward onto the land, saw our part-time support community grow substantially, and we were able to finally pay ourselves - but only for the hours worked during the summer season.
A total of twelve new Community Member Investors were welcomed on between Years 1-3 (2016-2018), bringing in $400K in new low-interest rate loans. The first $100K was part of the $2M purchase, the next $100K was used primarily to make interest payments while we revitalized the business, and the last $200K allowed us to repay our high-interest rate, short-term bridge loan in full - a huge milestone and a truly wonderful accomplishment!
Our third year on the land, 2018, was a reboot year where we set up norms that we’ll be building off of for decades to come. Overall revenue jumped up another 28%, with profit up an incredible 78% over 2017. Not only were we able to cover all operational costs this year, the business was also able to cover all our debt interest payments for the first time - a huge milestone, and several years ahead of schedule! Also, with our increased cash flow this year we’ve begun a trial on a new Steward stipend where our first two Core Team members, along with our first full-time Steward, are now receiving $1K/month year-round (including the summer) for their work. This stipend budget was set conservatively low with the expectation that we could see it grow over time with future revenue increases.
In our fourth year, 2019, XXXXX
Now we’re just beginning our fifth year on the land. 2020 we see as a year of sustainability. Overall revenue jumped up another 28%, with profit up an incredible 78% over 2017. Not only were we able to cover all operational costs this year, the business was also able to cover all our debt interest payments for the first time - a huge milestone, and several years ahead of schedule! Also, with our increased cash flow this year we’ve begun a trial on a new Steward stipend where our first two Core Team members, along with our first full-time Steward, are now receiving $1K/month year-round (including the summer) for their work. This stipend budget was set conservatively low with the expectation that we could see it grow over time with future revenue increases.
(1) For a full and detailed review of all MetaCapital impacts, please ask for a copy of our Aletheia End-of-Year Report from both 2016 & 2017.
(2) “MetaImpact: 10 Capitals” (2018),
This baby is now hummin’ and we’ve crested into an exciting new chapter where new investment loans can now primarily be focused on refinancing the principal on our $1M owner-carries mortgage. We've just launched our 2018 fundraising season with a daylong kick-off event and are now looking for an additional 3-6 new investors as we begin to chunk out our owner-carries mortgage. Our "big hairy audacious goal" this year is that we find a private lender who will take over the majority, if not the entirety, of our $1M owner-carries mortgage. This would be so significantly valuable for the long-term sustainability of our Aletheia project that we would be able to offer an interest rate of between 2-4% with a negotiable term length, and we would also transfer the one and only lien that remains with the property to this new investor as an added security for their investment.
The only other loans we’re leveraging will be for a particular type of Community Member Investor (CMI) that we call a Community Member Trade Investor (CMTI). These are relationships where Aletheia is building out a specific capital improvement or developing significant fixed assets on the land and someone who has the professional skills necessary to do so also wishes to become a CMI. In this way they invest their labor into the project and accrue at least 50% of their professional fees against one or more $25K CMI shares. The value of the land increases while the wealth of professional skills within our Aletheia community also grows.
Currently our architect and general contractor for the Spring House remodel are the only CMTI’s who have joined our project. The Spring House remodel hugely improves a fixed asset of the land and thus adds considerably to our property value while providing the boon of additional community housing and gathering space. So far we have about $5K in CMTI loans from 2018 and expect that to increase to around $60K in 2019. We have no current plans to expand CMTI loans from there, but we are capping these kinds of loans at $100K anyway until we can show good progress in repaying principal on our total outstanding loans.
That being said, the bulk of our loans are simply related to the original purchase of the land. Long-term our plan is to pay back principal from a multitude of directions. First, as CMI’s come onboard in staggered succession, when each term comes to an end that CMI may either choose to re-up for a new term or we’ll have a new incoming CMI take their place, effectively paying them out. With certain few CMI’s there may be a mutual fit and desire to deepen our relationship further. In these cases, their loans could be converted to some form of equity. Conversions of loans into equity may come with additional equity contributions as well, which would help us pay back principal.
Also, significantly, we're now confident that we’ll see the service business’ cash flow continue to steadily increase in the next 2-3 years - especially with the addition of the Thermal Baths, healing arts services, the cafe open every day, as well as additional revenue from possible private retreats over the winter months. We expect some of this overall increase in revenue to be able to pay down principal, however to close any gap we may have we could use our increased cash flow to qualify for a more traditional mortgage, either with a social finance organization like RSF or, if absolutely necessary, a bank.
Our 7-year plan had an original financial viability “backstop” on it articulating how we’d eventually pay off all our debt. We planned to end Phase 1 and begin Phase 2 with a new community housing building phase where Community Members would buy in, offering the influx of capital needed to pay off all loans in full. We’ve been blessed, however, with enough success in these first few years that our backstop plan has now evolved. This relieves pressure on the whole system and offers us a great deal more flexibility, as well as security, in how we will ultimately pay off all liabilities. At the end of this 7-year phase we’re now in, we plan to pay off some loans with increased revenue; we’ll also be finding new CMI’s to swap out with any who may not wish to re-up another 7 years, and finally, we’ll be taking on a few well-vetted CMI’s as equity members, bringing in more capital than with a regular CMI loan.(1)
This update to our strategy also affords us far more spaciousness on several fronts. At the end of this first 7-year phase, we’ll no longer be under the same financial pressure to build-out new housing right away or move too quickly into relationship with equity partners just to pay off the lion’s share of our debt. Also, once we engage in the new building process it will be a multi-year, multi-stakeholder project involving county permitting, neighbors and possibly the valley community as well. Additionally, any new development on the land will greatly alter the context of our new holistic water management plan (as water and development are tightly linked). Thus, its a huge support to have this added spaciousness to fully establish both our revitalized business and watershed restoration work without dealing with new development. Slow and steady does it. (We are in need of new Stewards in the short-term, however, so we’re looking into creating other interim housing with things like tiny houses on the land, adjacent rentals, etc. For more information on our call for Stewards, check out our post here.)
Perhaps the greatest triumph and pressure-relief valve of all is that we’ve now been able to cap the accumulation of new loans coming in that must go solely to pay interest. That means that, beyond the occasional new CMTI who’s adding value to the land, our overall debt pie doesn’t get any bigger from here. Instead, we’ll be working to refinance principal on our $1M owner-carries mortgage. From our business revitalization success and increased revenue so far, we’re now ahead of our earlier conservative estimates. While in the past three years $100K of new loans has indeed gone to cover interest as we’d planned, we’re now on track to have all future interest payments be covered entirely by business revenue, shaving $200K-$275K off our original financing estimate that we planned for to cover interest.
Originally we’d estimated that this first 7 years would cost us between $300K-$375K in interest (depending on how quickly we refinance everything down to 2%), and our plan was to cover most if not all of that through new loans. To calculate the feasibility of this strategy, here’s a summary of our original evaluation study. Since our original purchase price was $2M, adding $300-$375K of interest would put the total sunk cost at between $2.3M - $2.375M. This was still well below the original price of the land in 2015 at $2.5M when it was both in considerable distress and listed as raw land. Additionally, a professional property evaluation from 2004 assessed the undeveloped commercial value of the land at $2.7M. With these figures in mind plus the capital improvements we’ve already made, as well as increasing Sonoma property values, a new evaluation would likely place the current value at somewhere between $2.7M - $3M. Therefore, our basic value proposition and financial strategy still remains solid, feasible and workable.
So what’s next? During Years 3-5 (2018-2020) we’re shifting part of our focus to our nonprofit initiative, Restore The Springs. We’ll be getting deep into the research of a holistic site redesign of our rainwater, pool water effluent, and wastewater management. Once the work of Restore The Springs is firmly established and we’ve begun implementation, we’ll then be ready for our community housing building phase in partnership with the neighbors and the county. We’re now looking to begin planning for this during Years 7-9, or from 2022-2024 (whereas it had originally been slated for Years 4-6 from 2019-2021). During Years 7-9, we’ll also plan to begin the work researching what type of legal entities we may restructure as for Phase 2, as well as how equity sharing might work.
We will then have a community of residential Stewards and nonresidential Community Members alike caring for the revitalized ecology of this land and springs, all supported by a financially abundant, regenerative service offering. This abundant income will in turn help us fulfill our vision of developing water, food and energy resilience, as well as support our cultural research into creative process, trust-building and self-organizing community systems. When this comes to pass, we will be well on our way to becoming one of many healing biotopes, engaged in the work of cultural transformation and the healing of our planet.
(1) An important note here is that equity investment and residency are not equivalent in our Aletheia system. Indeed, these are distinctly separate and important roles within the structure of our community. This is different from many land-based community projects where equity confers the right to full-time residency. Instead, we expect there will be some Community Members with equity who don’t live on the land and there will be some Community Stewards who live on the land with a vital role to play here but without commensurate equity. Our commitment is that Stewardship residency be financially accessible to those who are meant to live here and care for the Springs.
Our efforts during our first 7-year process, “Phase 1” are focused in three main areas, with a fourth area marking the beginning of our second 7-year arc, or “Phase 2.” While each area is a multi-year thread, we’ll concentrate on specific focus areas during target years, as shown below. While these target years have some overlap, the focus areas are ordered in such a way as to build upon each other synergistically as follows:
FOCUS TARGET YEARS
Focus 1: Fundraising 2016 - 2020
Focus 2: Revitalizing our Service Offerings 2016 - 2020
Focus 3: Restoring the Springs & Ecology 2018 - 2022
Focus 4: Building Community Housing 2022 – 2024
Focus 1: Fundraising
Fundraising makes this project possible by reducing the impact of our interest-bearing debt, allowing us to channel more resources into our early revitalization efforts. It also frames the process to refinance our purchase debt within a clear, 7-year timeframe.
Focus 2: Revitalizing our Service Offerings
Revitalizing Morton’s Warm Springs grows our ability to be financially self-sufficient while providing the means for Stewards to care for the springs year-round and includes viable interim housing solutions. Also, our revitalization efforts will establish clear intentions and foster trust with visitors and neighbors, building key social capital.
Focus 3: Restoring the Springs & Ecology
Restoring the springs’ ecology, with special attention to water cycles and human activities, moves us toward becoming a healthy, resilient biotope. This begins fulfilling our mission to support the health and wellbeing of all beings who share a belonging with this land. It also establishes our commitment to positive, mutually supportive relationship with both neighbor and county stakeholders who will play key roles in our later building phase.
Focus 4: Building Community Housing
Beginning the process to develop long-term housing will mark the threshold of Phase 2 (the next 7 years from 2023 to 2030). New housing will allow a sufficient number of resident-Stewards to live comfortably year-round and caretake the springs. By receiving the gifts of support that living in the onsite community will bring, the resident-Stewards will have an abundance of life force to be of service in many healing and creative ways.
Future Steward Community Housing Plan
Sometime during our second 7-year phase we plan to begin building two community Stewards’ houses for our resident-Stewards on the larger, 17+ acre back parcel. The first home will likely be sited on the open slope of the hillside behind the meadow in a way that blends in and complements with the surrounding terrain. We expect this home to consist of four semidetached private living suites, or pods, of roughly 800 ft2 each, connected together by shared common spaces (main kitchen, group room, etc.). The second home will likely be sited either directly abutting or including the footprint of the existing 2,300 ft2 Aletheia Community Barn, with views overlooking the large meadow and Sonoma Creek below. We expect it will consist of five private living suites within a single two-story building. Each suite in this second home will be roughly 600 ft2 and also share common spaces, including a large ground floor commercial group kitchen, shared bathrooms and the largest multi-purpose/workshop space on the land.
The total bedroom count between these two homes will be based on the estimated septic capacity on the land. However, after redesigning how greywater and wastewater are managed property-wide and with promising new initiatives for composting toilets currently being pioneered within Sonoma County there is a chance that, by the time we embark on this Phase 2 development journey, our existing septic picture could shift for the better. Our hope is that this may not only increase our allowable "bedroom"/suite count but also support a much more ecologically sound solution to wastewater management on the land.
Building a limited number of residences designated for Steward housing is in keeping with retaining our commercial zoning. Future resident-Stewards may then buy into shared ownership of these residences at a cost of roughly $500K per suite. This conservative per suite cost may go down, depending on the success of the Springs service business during Phase 1, and as our building design/planning process produces more specific numbers.
An important note here is that equity investment and residency are not equivalent in our Aletheia system. Indeed, these are distinctly separate and important roles within the structure of our community. This is different from many land-based community projects where equity confers the right to full-time residency. Instead, we expect there will be some Community Members with equity who don’t live on the land and there will be some Community Stewards who live on the land with a vital role to play here but without commensurate equity. Our commitment is that Stewardship residency be financially accessible to those who are meant to live here and care for the Springs.Our intention is that residency will be financially accessible to all those who are meant to live here and care for these sacred springs.
Here is a primer on how our legal structures are currently organized. We are also investigating other ways we might restructure our organization in the near future (e.g. as a nonprofit) in order to reduce our tax liability and better align with our service mission. Until we reorganize, Aletheia Springs currently has its legal existence as a collection of four distinct entities:
WELL WITHIN, LLC
The Land-Holding Entity
Our land holding entity was created to purchase and hold title on the land. That entity, called Well Within, LLC, is a Limited Liability Company (LLC) so as to protect the liability of the land owners. The individual investors who initially purchased the land together are listed as owner-members of Well Within, LLC, with their ownership commensurate to investment. The title of the property shows Well Within, LLC as the deed-holder. The acquisition and holding of the land under Well Within, LLC is separate from the operation of any current or future business operations on the land. Well Within, LLC also holds all of the mortgage debt from the original land purchase and makes all interest payments on this debt.
SONOMA SPRINGS, LLC
The Public Utility Water Company | dba: Sonoma Springs Water Company
The public water utility company, called Sonoma Springs, LLC, operates as a single-member subsidiary of Well Within, LLC. Operation of the water utility is authorized by the California Public Utility Commission (CPUC) and the State Water Resources Control Board (SWRCB) and requires a State Certified Water Treatment & Distribution Operator to take regular water samples and file water quality reports to the SWRCB. Sonoma Springs, LLC reads the meters quarterly and sends out bills to its twenty-one neighborcustomers. It also prepares annual and consumer confidence reports for both its water customers and the CPUC and SWRCB.
MORTON’S WARM SPRINGS, LLC
The Service Offering Entity | dba: Morton’s Warm Springs
A separately owned entity, called Morton’s Warm Springs, LLC, was established prior to the opening of our first season on May 1, 2016. The Morton’s entity leases the land from Well Within, LLC and operates from May-September each year. Only two, low-investment managing members of Well Within, LLC are also members of Morton’s Warm Springs, LLC which helps insulate the property owners (and eventually the future steward-residents) from the liability of daily operations at Morton’s. In return, the Morton’s Warm Springs, LLC entity pays for all expenses of the land, including property insurance, liability insurance, and property taxes.
RESTORE THE SPRINGS
The Nonprofit Initiative | Working under: Inquiring Systems, Inc.
Restore The Springs is a nonprofit project launched in 2018 as a fiscally-sponsored initiative under Inquiring Systems, Inc. It's mission is to restore the full, natural water cycle at Morton’s Warm Springs and to increase the health of Sonoma Creek watershed in service to the regenerative global water cycle on this planet. Another aspect of Restore The Springs is our dedication to preserving access to the geothermal springs that have shaped the culture of the land as well as the historic Sonoma Valley. It is our mission to preserve the purity of this experience and honor the healing capacity of the the waters that has been offered to countless generations before us. Restore The Springs also serves as a placeholder for a future nonprofit that the Morton's business will eventually be dissolved into once we know which type of nonprofit entity best aligns with our service mission (educational, ecological, spiritual, etc.).
How You Can Participate
There’s so many ways to participate in this adventure with us. Who knows, maybe one day you’ll become a resident-steward here. Or maybe you have a part to play with your time, skills, money or listening presence –either this year, or a few years from now. Perhaps you are the one that wonderfully alters someone’s life forever when you forward them our Prospectus...