XI — Joining an autonomous collective
Chapitre XI
JOINING AN AUTONOMOUS COLLECTIVE
Autonomous Collectives are not closed institutions. Entry is open, transitions fluid, and pooled services create an organized economy of resourcefulness.
11.1 — The 15-Day Trial
Anyone can request a 15-day trial in any AC. Cost to the structure: almost nil (a bed, meals, observation). Potential benefit: a new productive member.
Therefore no rational reason to refuse a trial. Even someone with a bad reputation, even a repeat expellee—one can always give them 15 days to see.
The door is never really closed. Someone may have failed ten times and find the eleventh structure that suits them, or have arrived at the right moment in their life.
This mechanism changes everything psychologically. When doors are closed, one can play the victim: “They don’t want me.” When doors are open, victimhood no longer holds: “They accept me for a trial, I’m the one refusing to go.” The system removes the excuse. Only personal choice remains.
11.2 — Voluntary Entry
ACs are not reserved for “social cases.” Anyone can enter voluntarily:
- To save quickly (no rent, no bills)
- To live in community as a life choice
- To not be alone during a difficult period
- To find a framework and an activity
- An unemployed person, even paid by their insurance, can directly decide to go there, which probably allows them to save, meet people, not stay home alone feeling down, and directly find an activity or work while looking for another.
This voluntary entry has a crucial effect: it mixes profiles. One doesn’t know who is there by choice or necessity. The stigma disappears. It’s the opposite of a ghetto.
11.3 — The Economy of Pooling
Collective life allows savings impossible individually:
Driver’s license: an experienced member can be a companion for accompanied driving. The AC has shared vehicles. Real cost: the exam (~€30) + a few supervised hours. Versus €1500 at a commercial driving school. People help each other: it’s almost free.
Vacations: exchange between ACs in different regions. The resident is “charged” here or there, it makes no difference. Near-zero marginal cost. The luxury of going on vacation is almost no longer an obstacle.
Training: members train each other. Evening classes, workshops, skill sharing.
Group purchases: collective negotiation with suppliers.
Childcare: pooled between AC parents.
This is the organized economy of resourcefulness.
11.4 — Services Offered
Depending on their size and means, ACs can offer:
Training: accessible to all residents, funded by results. The training organization is only paid if the person finds employment.
Cultural activities: library, workshops (music, painting, theater), screenings, group outings. Often led by residents themselves.
Sports activities: gym, group classes, inter-AC teams.
Housing exchange: residents from Lille ↔ residents from Marseille. International extension possible if the model exports.
Shared mobility: car pool, organized carpooling, bikes.
Others: pooled childcare, group purchases, community gardens, coworking, repair workshops.
11.5 — Economic Activities
ACs are not isolated islands. They can have economic activities open to the public:
- A restaurant open to outside customers
- Guest rooms or a rural gîte
- A farm inn
- A craft workshop selling its production
- Services to local businesses
These activities diversify income and create varied work positions for members. But ACs are not hotels or restaurants in the classic sense, even if this can be part of their services.
The distinction is clear:
Internal relationship (member): contribution through work, income withholding
External relationship (customer): market price, classic commercial relationship