The finalised print across 3 years of work.
Finalised proposal attached below.
How was this so easy to think about for a “no one ” like me, and yet governments still struggle fixing the “problem” of those outside of society… This is either lack of consideration and heart or deliberate abandonment. I don’t know which is worst.
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8 Honeth is a re-entry into society programme.
Not a homelessness programme.
Not a charity programme.
Not simply an employment programme.
And not a replacement for society.
It is a way back into participation for people who, for whatever reason, have found themselves outside of society’s functioning structures, recognition, opportunities, resources or sense of belonging.
Homelessness will inevitably represent a significant proportion of the people who enter 8 Honeth, but homelessness is not the definition of the programme.
The definition is re-entry.
8 Honeth exists to create the bridge between being outside and being able to participate again.
It is the first real-world expression of SHS’s proposed governance being brought into contact with human beings who have already experienced what happens when the structures around humanity fail to provide the conditions necessary for participation.
And that is why the programme begins where the person actually is.
The purpose of 8 Honeth
The purpose is to help an individual relearn both society and themselves.
A person cannot meaningfully understand their possible contribution to society without understanding something about the society they are contributing to.
Likewise, understanding society alone is insufficient if the individual has lost connection with their own abilities, desires, talents, aspirations or sense of what they are capable of contributing.
So the two have to be developed together.
Understand society.
Understand humanity.
Understand yourself.
Understand what you can contribute.
Then bring those things together.
The objective is to help an individual move from a state in which they are primarily dealing with immediate survival, exclusion or disconnection, towards a state in which they can once again identify themselves as an active participant in society.
That does not mean that everyone has to follow the same path.
It means that everyone who comes through the door has an opportunity to leave with more access, more knowledge, more awareness of themselves and more possibilities than they had before.
They will not necessarily become employed.
They will not necessarily join SHS.
They may create something themselves.
They may return to another part of society.
They may discover a completely different direction.
But they should not leave exactly as they arrived.
The first principle: the entry point is financial, but the return is knowledge
8 Honeth recognises something very simple:
financial access is often part of the key that opens the door into participation.
For someone living on the street or otherwise outside stable structures, asking them to attend an entire development programme without addressing some of the immediate realities of their life is unrealistic.
So payment is part of the entry mechanism.
It recognises that their time has value.
It gives them something with which to address immediate needs.
It can help cover the cost of shelter where necessary.
It gives them a practical reason to cross the threshold.
But the payment is not the thing we want them to depend upon.
The real return is the development.
The real value is what they learn.
The real value is what they discover about themselves.
The real value is the connections they gain.
The real value is the opportunities they become able to recognise.
The real value is the capability they develop.
The financial provision is therefore a bridge.
The knowledge is the foundation.
And the independence that can grow from that knowledge is the objective.
8 Honeth should never become another dependency structure.
It should help create the conditions for independence, initiative and self-direction.
Meeting every two weeks
The core programme takes place every two weeks.
That gap matters.
The thirteen days between meetings are not empty space.
They are part of the process.
The individual has time to think about what they have learned, observe their own life differently, attempt to integrate the information, ask themselves questions and return with experiences of what happened when that information met reality.
The programme therefore isn’t simply:
attend → listen → leave.
It is:
learn → experience → think → integrate → return → discuss → learn again.
The meetings themselves remain consistent in time and location wherever possible, creating a recognisable structure while allowing the actual environment to adapt to the needs of the programme.
There are two principal venue possibilities.
A meeting can take place within one of our own properties, where participants can arrive in the morning, use the available facilities, shower, prepare themselves and then participate in the afternoon session.
Alternatively, a hotel can be used, with a room booked for the participant for the preceding night, allowing them to sleep, shower and have breakfast before attending the training session.
In either environment, the intention is the same:
provide a professional environment without creating a sense that the participant does not belong there.
A professional environment without the performance of formality
The environment matters.
The people attending 8 Honeth may have spent considerable periods of their lives being treated as though they are somehow outside of normal society.
The meeting should therefore not reinforce that separation.
There is no need for unnecessary formality.
There is no expectation that participants must dress as though they are entering a corporate boardroom.
Those delivering the programme should also be appropriately dressed down.
The objective is not to create distance.
It is to create alignment.
Food and beverages are available throughout the day.
There is access to charging and Wi-Fi.
There is room for conversation for those who want it.
There is also room for people who do not.
Participation does not mean forced socialisation.
The environment should communicate something very deliberately:
You belong here.
And the things being provided should not be presented as extraordinary luxuries.
They are foundations.
They are things that should have been available to someone when their circumstances first began pulling them away from stable participation.
8 Honeth provides them because they are useful to re-entry, not because the participant has somehow earned a privilege.
The meeting itself
Each meeting centres around one subject.
That subject is explored in depth rather than being replaced by an endless sequence of disconnected information.
The teaching element is structured across three hours.
There is a first hour of teaching.
Then a half-hour period for questions, discussion and integration.
Then a second hour.
Then another half-hour period for integration, reflection or practical application.
Then a final hour.
The intention is not simply to put information into someone’s head.
It is to allow them to ask:
What does this mean?
How does this apply to me?
Where have I encountered this before?
How could I use this?
What changes when I understand this differently?
That middle space is therefore important.
Information needs room to settle.
And the final hour can extend beyond the formal one-hour boundary where necessary, because some subjects may naturally require additional discussion.
The opening
Each meeting begins with a check-in.
This is not simply administrative.
It is an opportunity to understand what happened in the thirteen days since the previous meeting.
What happened?
What did they experience?
What did they struggle with?
What information from the previous meeting became useful?
What did not make sense?
What stayed with them?
What questions have emerged?
What do they want repeated?
What do they have to contribute?
This allows the teaching to remain connected to reality rather than becoming detached classroom theory.
It also means that the people attending are not merely recipients of information.
They are sources of information themselves.
Their experiences teach us things.
Their observations teach us things.
Their skills teach us things.
Their lives teach us things.
8 Honeth is therefore developmental in both directions.
We teach them.
We learn from them.
The beginning: identifying what already exists
The first stage is not an assumption that the individual has nothing.
Quite the opposite.
One of the first things that needs to be understood is:
What is already here?
What does this person already know?
What have they experienced?
What can they do?
What skills have they developed?
What have they learned through life?
What have they learned through survival?
What have they forgotten that they once knew?
What would they need in order to reconnect?
And importantly, what do they themselves believe they need?
Because sometimes a person knows exactly what is missing.
Sometimes they do not.
So 8 Honeth also identifies the gaps that the participant may not yet know how to name.
The skills and experiences do not have to have come through conventional routes.
A skill learned through an unconventional, harmful or illegal environment is still potentially a skill.
8 Honeth does not condone illegal activity.
It does, however, recognise that human capability can emerge in places society would never choose to cultivate it.
The question becomes:
What is the underlying capability, and where can that capability be lawfully and constructively used?
A skill acquired in one environment may be transferable to another.
The purpose is to identify and transmute where possible, rather than simply discard.
Level One: understanding reality
The first major developmental stage is understanding the reality of society and humanity.
This begins externally.
The participant learns about the structures they are living within.
The programme covers subjects such as:
the reality of society;
the reality of humanity;
institutional processes;
governmental responsibilities;
banks and money;
employment;
housing and public services;
accessibility and opportunities;
bureaucracy;
systemic, legal and financial self-protection;
consumption and creation;
digital systems;
recognising manipulation and misinformation.
The objective is not merely to tell people what these structures are.
It is to allow them to understand how those structures affect them, what opportunities may exist within them, how they can interact with them and where the mechanisms of the existing system may create unnecessary barriers.
They are learning the world they are expected to participate in.
But eventually the direction turns inward.
Understanding the self
The final part of Level One becomes increasingly specific to the individual.
This is where the attention moves from:
What is society?
to:
Who am I within it?
That means looking at things such as:
accountability;
responsibility;
self-assessment;
perception;
choice;
the mechanisms and experiences that influence choice;
skills;
contribution;
and the individual’s relationship with reality and life itself.
This stage matters because everything that came before it changes the questions that the person can now ask themselves.
Once someone understands more about society, they can begin to understand their relationship with it.
Once they understand their relationship with it, they can begin looking at themselves more specifically.
And from there come questions such as:
What do I actually want?
What am I naturally good at?
What have I forgotten that I once wanted?
What are my talents?
What could I contribute?
What could I create?
This is where the unattended or undiscovered gems start to emerge.
The unattended gems
8 Honeth is not only designed to teach missing information.
It is designed to uncover information that may have been buried.
People living in prolonged survival conditions can become highly focused on immediate existence.
Survival takes attention.
Survival consumes attention.
Survival can push other parts of a person further and further into the background.
The purpose here is to create enough space for those other parts to begin coming forward again.
Their abilities.
Their curiosity.
Their creativity.
Their ambition.
Their ideas.
Their forgotten interests.
Their dreams.
Their capacity to lead.
Their ability to solve problems.
Their capacity to create.
Their capacity to contribute.
The programme is therefore, in a very real sense, about bringing life back into places where circumstances have pushed life outward.
The 8 Honeth Passport
Every participant receives an 8 Honeth Passport.
There will be a physical version, printed for them to own and carry.
This is not merely a certificate.
It is a living record.
Participants can use it during meetings to make notes, write down information, record questions, reflect on what they have learned and document their own development.
Each meeting can include the key points covered so that the participant can look back later and remember what was discussed.
The passport also gives the individual somewhere to document their own life.
They can journal.
They can write down experiences.
They can put difficult events onto paper.
They can review their own thoughts over time.
From the perspective of the metaphysical governance framework, externalising what is occupying the mind can create space for further thought and learning.
So the passport is both an educational tool and a personal tool.
There will also be a digital version.
That provides continuity because life outside stable structures can be unpredictable.
A physical passport can be lost.
It can be damaged.
It can disappear.
The digital record therefore acts as a contingency.
Relevant notes from one-to-one discussions can also be uploaded into the digital record during closing administration, preserving information that the physical passport may not contain.
The individual should still retain ownership and access to their own developmental material.
The passport as a mirror
The passport is not intended to become another institutional score.
It is a way for the individual to see themselves developing.
They can look backwards and see:
what they knew;
what they learned;
what they questioned;
what they discovered;
what they can do;
what they have contributed;
what they now want.
They can effectively keep oversight of their own development.
The organisation can also use the information appropriately to understand where additional development may be useful.
For example, someone may want more information on a particular subject, have extensive questions that cannot reasonably be answered in the next scheduled meeting, or benefit from additional one-to-one development.
Those needs can then be triaged.
The programme itself remains the main provision.
Additional support is targeted according to genuine need rather than becoming an automatic extension of the payment mechanism.
Level Two: contribution
Level Two is where development becomes demonstrable contribution.
This does not mean that someone has suddenly become “ready for employment” according to an institutional checklist.
It means we can now begin seeing where their capability can actually be used.
They may refer someone else who is in a similar situation.
They may help organise a meeting.
They may support another participant.
They may become a bridge between people still outside the system and those running 8 Honeth.
They may advocate.
They may help communicate.
They may undertake research.
They may contribute to projects.
They may help create or solidify aspects of 8 Honeth.
They may contribute to the development of SHS itself.
They may demonstrate capabilities that had previously been invisible.
Level Two is therefore where potential becomes observable contribution.
Employment within SHS begins here
8 Honeth is not simply a feeder programme for SHS.
But it is intentionally designed so that people who develop through 8 Honeth can become an important employment pool for SHS and its associated organisations.
The reason is practical.
The organisation is building governance around many of the same subjects that participants are being taught.
Someone who has already spent time understanding those ideas, developing themselves within that framework and demonstrating relevant capability has a particular proximity to the knowledge and environment required by SHS.
Therefore, when SHS has a genuine employment need, 8 Honeth is the first pool we look to.
This is not simply about whether someone has applied.
The organisation looks into the developed pool and asks:
Where is the capability we need?
Who can perform the role?
What does the organisation actually require?
Where can this person’s abilities be used most effectively?
And because many people may possess similar capabilities, employment is still based upon organisational need, capability and suitability.
If the required people are not found through 8 Honeth, then SHS moves outward into the wider employment market.
That preserves 8 Honeth as the priority employment pool, without making employment within SHS an automatic outcome.
Employment is not the only outcome
The programme also prepares people for the wider world.
Someone may leave 8 Honeth with the skills to pursue employment elsewhere.
Someone may decide to create a business.
Someone may develop an idea that becomes viable.
Someone may decide to pursue further education.
Someone may discover that their strongest contribution lies somewhere completely different.
Where appropriate, 8 Honeth can continue to support the development of serious ideas beyond the formal programme.
But support does not mean simply handing over unlimited resources.
Ideas have to be assessed.
Seriousness has to be demonstrated.
Genuine initiative has to be distinguished from immediate desire.
Where substantial support is appropriate, it can therefore be triaged and supervised.
The goal is to support independence, not manufacture another dependency.
Stories can become an economic asset too
There is another part of the original NomadPodcaster philosophy that remains deeply relevant.
Throughout their experience, participants can choose to share their life stories.
Those stories can become valuable.
Not because their suffering is being sold.
But because their experiences, perspectives and human stories have value.
Where a story is used commercially, the person who provided it should participate in the resulting value.
For example, a story could potentially become part of a podcast, publication, film, article or other commercial medium.
Where that generates revenue, an agreed royalty or revenue-sharing arrangement can return a defined proportion to the storyteller.
The exact commercial structure still needs to be developed properly.
But the underlying principle is clear:
the person should not merely provide the story; they should participate in the value created from it.
That returns the project to its NomadPodcaster roots.
The first project created a doorway for people to tell their stories.
8 Honeth creates a doorway for people to develop themselves — while retaining the possibility of turning those stories into something of economic value as well.
The environment is part of the teaching
There is an important philosophical component to the entire programme.
Participants should not be made to feel that they have entered some luxurious external world that they are temporarily being permitted to visit.
They should be made to understand:
This should have been normal.
Food should not feel like a reward.
A shower should not feel like a reward.
A safe environment should not feel like a reward.
Access to information should not feel like a reward.
Respect should not feel like a reward.
The purpose is to give someone a glimpse of the level of foundation that should have existed around them in the first place.
The programme therefore doesn’t communicate:
“Look what we’re generously giving you.”
It communicates:
“This is part of what a functioning society should make possible.”
That difference affects how people perceive both themselves and society.
Development is the frequency
The meetings are every two weeks.
But the frequency of 8 Honeth is not simply the calendar.
Its frequency is development.
Every meeting needs to move something.
A participant might arrive with a question and leave with an answer.
They might arrive without understanding something and leave understanding it.
They might discover a skill.
They might recognise a pattern.
They might rethink a belief.
They might realise that something they have dismissed as insignificant is actually a capability.
They might learn how to protect themselves.
They might discover an opportunity.
They might find a forgotten dream.
They might begin constructing an idea.
They might help someone else.
That is what keeps the programme alive.
The purpose is not simply to keep meeting.
The purpose is to keep developing.
The eventual conveyor belt
The wider objective is to change the direction of movement.
At present, many people can enter homelessness, exclusion or other forms of social disconnection and then move repeatedly between being outside and temporarily touching the system.
That creates a revolving door.
8 Honeth is designed to create another possibility.
Outside.
Then a point of entry.
Then access.
Then knowledge.
Then self-understanding.
Then capability.
Then contribution.
Then opportunity.
Then employment, enterprise, education, further development or another form of participation.
And eventually, potentially, the person who once needed the bridge can become part of the bridge for someone else.
That is how a revolving door can begin becoming a conveyor belt.
Not because every human being follows one identical route.
But because there is finally an intentional mechanism for helping people move back into participation.
8 Honeth as the first SHS governance pilot
8 Honeth is the first pilot of SHS governance through people.
It is not merely a pilot for a venue.
It is not simply a test of a business module.
It is not simply a homelessness intervention.
It is an opportunity to see what happens when the principles being developed within SHS are applied directly to human development.
Can people understand society more clearly?
Can they understand themselves more clearly?
Can knowledge change their perception?
Can changed perception alter their choices?
Can the discovery of capability create contribution?
Can contribution create opportunity?
Can opportunity create greater independence?
Can individuals who were previously treated as though they had little value demonstrate otherwise when given the right conditions?
That is what 8 Honeth is there to discover.
And whatever is learned through the process can then feed back into the development of SHS itself.
Because the people entering through those doors are not merely people being developed by the governance.
They are also people from whom the governance can learn.
From NomadPodcaster to 8 Honeth
The connection to the original NomadPodcaster idea is therefore still there.
The method has simply expanded.
Originally, the invitation was essentially:
Come and tell me your story.
Now it becomes:
Come and tell your story, learn about the society around you, learn about yourself within it, discover what is still inside you, and find out what you can do with it.
The beautiful physical invitation can return.
The carefully designed paper can return.
The intentional presentation can return.
The feeling that someone has taken the time to create something specifically for another human being can return.
But now the invitation opens a much larger door.
Because the ultimate message of 8 Honeth is not:
“We are here to save you.”
It is:
“There is still a way back into participation, and we are prepared to help you find it.”
And once someone walks through that door, the purpose is not to keep them there.
It is to help them become capable of opening the next door themselves.
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Great. Okay, so this is how it’s going to be set up. So, 8 Honeth. So, a little bit of clarification. So, 8 Honeth is spelled: 8, the number, H-O-N-E-T-H, all together. And 8 Honeth is only a re-entry into society program. It is the way back into society, not just for homeless, but everyone that feels left out. We keep 8 Honeth just as the first pilot to SHS’s governance, but not as the pilot to a venue, like a business module. I mean, it is a business module, but it’s not necessarily for profit. It is to then develop the individuals into society, and from there also get them ready for employment, where they can have the choice to also apply to roles within SHS and for Honeth, as it would be our priority employment pool to employ into our organizations, as we employ based on need, obviously capability, but also the need, because so many share the same capability. It’s about looking at what, like, does this person need this job, or can they do any other job within the society? Well, actually it’s not about even the person applying to us. It’s about us looking, where do we look? So our first pool of employment will be 8 Honeth, and then from there, if we don’t find employment employees there, or, like, whatever, whether it’s a whole team that we’re constructing, or it’s specific roles, if we don’t find them from there, and if we don’t employ from there, that’s when we then move into the normal ways that society goes about employment, so making it open to everyone else, simply because the 8 Honeth would have been an accumulated, and also we would have developed those individuals already to be ready to any role, based on obviously their capabilities, into our own organization, because our organization is based on the things that we would teach them as well, which is the governance of a healthier system on a global scale. They are our priority because they are the ones who have the closest proximity with knowledge that we would require. Now, throughout this whole experience, they will also have a passport, 8 Honeth passport, I mean like this idea, where they can take with them, one they can take, like physically, we’ll print it out for them physically, and they can take it with them. They can take notes on there during the meetings, and even after, they can go over things that they’ve written or that has been covered. So we will have, like, bullet points of, like, the things that get covered during each meeting, so that even when they come to any meeting, they already know what they’re going to be covering that day. And they can keep score of themselves. If they want to score themselves or whatever, they can just keep oversights, there you go, of their own development, and it’s also a place where they can individually journal their lives, and taking all the dense events of their lives and putting it on paper to lighten the mind. As we are a metaphysical governance, we understand the benefits that things like putting things from the mind outwardly can do, as it would make more space for them to learn more things. We will also have a digital version, just to make sure that we cover as a contingency. We understand that the life on the road can be quite hectic, and anything can happen within 13 days, so we will have a digital version of it where we also upload notes from the one-on-ones during closing times, and I’ll cover more of that later, and we would just hold that story just in case they lose it. It’s also a place where they can, yeah, put their whole lives for them to review. It can also be a tool that they can use to apply to SHS. Not obviously not the whole thing, probably not the individual one, but they can take pool from that to see what of their whole experience is, whether legal or illegal, because there’s also skills learned through illegal aspect illegal activities. We’re not condoning illegal activities, but we’re looking at, okay, how can we transmute a skill learned through illegal activity into a legal activity. Any skill is beneficial. And the passport also allows us to see who might need extracurriculars of development without all the benefits of the main meeting, as we understand that out of survival, someone might also use or fake needing the extracurricular if we were to provide, for example, the payment, especially during early days. And this is more for those individuals that genuinely do want more information, or go over information on a one-on-one basis, or have extensive questions that they might want to ask that are not things that we will cover in the next session, for example. Because in the next session, and I’ll cover it later, we will recap, but we won’t go in as much detail. And throughout 8 Honeth as well, at any given moment in time, especially after covering money and how to protect themselves financially, we will give the opportunity to share their life stories, and make it so that they can gain financing from it as well. So their individual stories will become something valuable to them to make money, meaning that they will receive royalties every time that we make money from it. So let’s say that we put it on a podcast, and the podcast starts making money because of traffic, then they will get a royalty for that. Let’s say that one post will be 50-50, 50% for us because we provide the infrastructure and the connection, and 50% to them because they provide the story. Or a different arrangement, but we will see, because obviously we will need to test out that and look in more details how we can actually set it up in more specific. But when it comes to the whole project itself, so I’m going to go through the general aspect before I go into, like, the actual segments of the meeting. The meeting will be held every two weeks. The whole program is to help them relearn their own self fully, especially what they can contribute to society, by also learning society, because once you learn society, and then you learn also your own contribution and possible contribution into it, to make that connection, it’s easier. And to those that choose to then contribute to SHS, obviously we would have a side quest for them post the main aspects that will be covered. And the focus is for them to look at their unattended or undiscovered gems, so, like, their skills that they might not even realize having. It’s literally to bring out life out of them, as the current system has pushed death into them, or created circumstances that might lead them to death and pushed life outside of them by leaving them in a survival stage. And by looking at also those skills, it allows us to really just look at what is that this person actually does need. When it comes to payment, so we will pay them. We don’t want this to be like a selling, like, it is the entry door, because we understand that their need, like the key into consciousness is perception, which is what we’ll provide them, but the key into society is also financial. So we will help them with that, because we understand that we are taking their time. Obviously they’re the ones who make the biggest benefit, like the biggest return investment. We want to give that recognition because to us the fact that they’re willing to learn and develop themselves, it’s already something that supports consciousness and supports society because they will never be the same. They will always be a different version of themselves, and at that point we will be able to then give them the right connections. Anyone that comes through those doors will never be the same, they’ll be a higher version of themselves either way.
So we understand the payment is at the beginning is their door, is their entry, is the bridge to them in, like to get the referrals, having that opportunity for shelter during that day and food and showering. So it’s literally providing for their basic needs, is their entry into. But once they’re in, what they take is the development, because it’s going to be across a couple of hours. So there’s no way that anyone can sit through those hours without taking anything away, you know. So if, and there’s going to be— there’s two options: either use a own property, where I offer them a chance to come on the day. So come in the morning, like have a shower, be ready, and like early afternoon, that’s when we start the session, or book a conference room in a hotel and offer them— book for them a room in that hotel where they can sleep there the night before and be ready after breakfast, like 12, for the training session. And then everyone goes on their merry way, like in the afternoon, like around like 6 p.m, let’s say. And the difference in payment, so property base would be £144, hotel would be £100, counting that to cover their bills, to cover their, like, sheltering needs, it would be an amount of £8 per day. That’s what they usually say. So eight times 13, that’s 96. So we’ll round it up to 100, so that we can cover, make sure that they would have money for sheltering. Then they would have to take care of themselves for the rest, because we also, we don’t want to develop dependency. We want to do— we do want to provide the basic skills. The knowledge is what we provide the most, what we value the most in provisioning, to create independency and initiative. When it comes to what we provide, so the knowledge and whatnot and the opportunity and the development, that’s what we would value the most, because that’s what keeps them coming back, right? It’s not about just providing the basic needs, but it’s what keeps them coming back. We will provide a certain amount of it, because we genuinely we want to give them a step into a higher level still, because they still have their own ways of going about things. We want to keep those on the side while we also leverage the space that we provide to already get them into society, because it’s a bridge, right? We don’t want them to go from homeless to not, like, straight away, because obviously old ways die hard. So we want them to have one foot out and one foot in, as the foot in is what’s going to develop the foundation for them to bring the other foot in, whether they either get employed or they develop the skills or whatever the case might be, that gets them to, or find or build their own businesses, or, like if they come to us and develop themselves, and then they get a great business idea, then we will support them. Obviously, after the program, we will support them in the creation of the idea, but we will also supervise it, because we won’t necessarily just give that large amount of money. We will triage, we will look at who’s genuine about those ideas and who’s serious. Because obviously, I’ve gone through the process myself. I was homeless and I still had that drive, that fire, throughout the whole period that I was homeless and made ends meet. And I used all the hours in the day that I had to develop myself while also continuing to relay out all the developments that I did in the governance, in SHS’s governance. So if I can build something like SHS from being homeless, they can build any other organisation from those experiences, because we will provide them with the knowledge to be able to do so, regardless whether they then choose to or not. When it comes to the environment, so we want to have a professional environment, because again, we want them to feel as welcomed and as in alignment with themselves as possible. We don’t want them to feel like they’re sticking out or whatever. So dress down as much as possible for myself or whoever will be there supporting. No professional or quote-unquote formal dressing. Always share my stories for relatability for the newcomers, because once they understand that I was also homeless, I might have not gone through the experiences that they have. I might have had the opportunity to gain support and have gone support out, and they might not have. I’m that person for them. So I’m giving them the opportunity to get out of it, you know. And we want them to feel as though all that we are providing should have been a given, because it should have been a given. It’s not a luxury. It’s not something new. It is new, obviously, to their eyes and to society, but it’s something that the current government should have provided for and want them to understand that this is not luxury. Don’t treat it as a luxury. Treat it as something that is your foundation, and you should have had at least this chance to have that type of foundation if the moment you touched into homelessness or addiction or assault or whatever the case might be, because it’s not just for homeless. Majority of them will be, but it’s not just. And so when it comes to the actual structure of it all, so there’s going to be, so like same location, same hour, quote-unquote same frequency in the sense of, like, the frequency is development. Like, we’re there for actual betterment. We’re not just there to meet up or just to exchange foundations. Like we’re there to develop, because we will develop from also learning from them, their skills and what they have to share about life or their experiences, and they will be able to learn skills in relation to society that they might have not covered before entering whichever state or scenario or circumstance that has then led them to be joining eight on. Now, when it comes to every two weeks, because it gives them 13 days to just think and integrate the information that they’ve been exposed to, and the structure would be arrival. So obviously based on the location, it will be different, because obviously if hotel, then they will do showering and everything and sleeping and whatnot the night before, and then food and breakfast in the morning and then start, so like with the opening, straight into the opening, like check-in. We will have obviously— well, the arrival will still be obviously device— well, they would already have device charging and Wi‑Fi access, and so we will provide for stationeries, like informalities, so like checking in with each other, like you should just randomly just talking, for those that want to. Obviously we won’t force everyone to have social conversations. Refreshments, so like we will have food and beverage available throughout the whole day. Opening will be check-in, so like introductions, events, like the events of like from previous day, so like what might have they gone through, experienced, and what information came in handy over the course of those days in between, what they might have struggled in terms of, like, integrating, what sticked out, what needs repeating, any questions or contributions that they might want to make. Then there will be the section of, like, the teaching, and they will all be recorded for training purposes, and obviously we will ask for permission to do so. We will make sure that the cameras is not on their faces, but it does record the speaker. And in that case it will be me, with the help of whichever team member will be there. So there will only be one topic per meeting, one topic per meeting, split into three hours. So one hour, we will have a one-hour timer, and only the last hour can go over the one hour. And then a half an hour in between break for either, like, questions or practicing in terms of, like, having them think, how would you make use of the information that you’ve gathered so far, like literally having them integrate that information before we start adding more and solidifying it. This might also be a time for, I don’t know, a half an hour to discuss in group as we’ll have 10minutes 1on1s at the end as closing before parting ways.
And then obviously second hour, then the half break is the same, third hour, and then the close where we have the one-on-one, well obviously like just a little before Will is having the one-on-one, so refreshments like drinks or food for the end of the day. And during the one-on-ones we’ll touch on, like their feelings and how they felt, their thoughts, doubts, and whatnot. Like really just be there present with them and cover their trajectories, their developments, and update the passport, support where we can without overextending. As we said, the program itself spans across months. We want to be able to come in to support, obviously through triaging in case of like emergencies, but they really need to develop their own independence and initiative because after being a long time on the street or away from, like, recognition or respect or whatnot, it’s easy to lose hope. And loss of hope can create stagnancy. And then when it comes to the actual, I guess, curriculums, it is all to help them raise their rate, their worth rate of contribution to humanity from level zero to level two possibly. I’ll attach the picture so that you can understand what I mean by that, because as we, on the other side, we will be representing a governance and advocating for human beings who are already being seen as resources for governments. We want to be able to also give them the opportunity to borrow against their own individual self as the value that they can bring to society, because that is what then helps them get an entry into. Let’s say that right now, for example, I’m building a governance, a whole governance, then this will be able I can borrow against myself more than someone that might have a fixed job, for example at McDonald’s, just because of the different contributions that we give to humanity. One might provide for another through butterfly effect, meaning giving a good experience and the person takes it to the next and the other provide a foundational structure. Neither is less, both are different. And this is really to have them educated on systemic infrastructures, their place in it, and also the opportunities that they can have and gain from it that they might not be accustomed to or might have not known, and get them ready for possible employment outward, but also implement that SHS. It is a re-entry architecture, and we will have an identification, like every time, like the first time, an identification process just to like touch base, like what has happened to your access, like what do you already know. This is probably we’ll probably cover during the first one-on-one actually, so that it’s at the end of the session, or just in like easy, just informal conversations at the beginning. What do you already know, like legal or illegal, like we said any skill is a good skill. What can you do? What would you need to reconnect into society? Because not, and I say what would you need for them to give ideas, but we also know that not all of them do know what they might need in order to be able to come back into society. So we identify the lacks, but then we move in provisioning, and this is to help provide, yes, the BBC trust and also tailored access. Now when it comes to the actual curriculum, so we have level one. So this is to understand reality of society first, then understanding the reality of humanity, institutional processes, governmental responsibilities. So all one after the other one: banks and money, employment, housing and public services, accessibility, opportunities, bureaucracy, self-protection systemically, legally and financially, consumption and creation of all kinds, because the two go hand in hand, and it’s important that they get dissected, understanding digital system, understanding the recognition of manipulation and misinformation, understanding the self as individual, meaning accountability, responsibility, self-assessment, perception, our owned choices and what springs those choices and the skills, basically everything that is their contributions to reality and life. And this stage especially, which is the last stage of level one, it’s crucial because everything that gets learned prior, then brings attention to the self in its specificity, for them to then be able to from there look at, okay, what are my desires? What are my talents? And what are my forgotten dreams, that we can then go into. Because then level two starts, and at level two we’re looking at contributing participants. So where there might be like referrers, they might refer to others in their similar situations that might need the same support, helping organize or support others during the events, be advocates, middlemen and the bridge between those who are in the same situations and us, because obviously I would have been outside of the situation for a longer period, they would have been outside of the situation for a less period, for, yeah, less than, you know? And actively, and at level two we look at actively seeing where their skills can be used, utilized, both within the organization and hourly as well. And here they can help contribute to the creation, well, to the solidification of ForHoneth, or the further creation of both SHS and ForHoneth. And it’s a great testing ground for those who are ready. So this is everything that is, and let’s write a nice piece on this, or just analysis, or because obviously it covers, I’ve already covered a lot as an idea itself, and then I would rather go into details at a later stage. But for now let’s just put this in a nice way on paper.
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