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Mediterranean Practices of Social Entrepreneurship: The case of Acta Vista

Mediterranean Practices of Social Entrepreneurship: The case of Acta Vista. George Isaias. Profile of Acta Vista. Founded in 2001 Association under 1901 French law, non-profit organisation Founder: Arnaud Castagnede Schwab Award for Social Entrepreneurship, 2006

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Mediterranean Practices of Social Entrepreneurship: The case of Acta Vista

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  1. Mediterranean Practices of Social Entrepreneurship: The case of Acta Vista George Isaias

  2. Profile of Acta Vista • Founded in 2001 • Association under 1901 French law, non-profit organisation • Founder: Arnaud Castagnede • Schwab Award for Social Entrepreneurship, 2006 • Employment Award, 2008 • ASHOKA Member

  3. Location: Marseille, France

  4. Aim • Employment and social inclusion of people with problems of professional integration • Cultural heritage preservation Business activity

  5. Introduction to Acta Vista • Number of beneficiaries per year: 200 • People benefited since its establishment:   about 2,000 • Number of employees: 17 • Number of sites: 4

  6. Beneficiaries • Have a contract of 6 month (extendable to 1 year) • Their work contract is financed by the government • They are paid 1 014€ with the social security contributions – 790€ net salary (minimum salary in France)

  7. Profile of Beneficiaries • Majority are young people, under 26 years • Long-term unemployed • Face problems in employment due to personal or social issues • Marginalised people, including prisoners

  8. Site (Frioul island)

  9. Site (St. Nicholas Fortress)

  10. At Work

  11. Support Structure • Site Manager: Provides on-the-job training • Project Manager: Provides guidance and counselling (personal development and job placement)

  12. Sources of Revenue 2010 (Estimate) • 78% from public institutions • 12% from private contracts • 7% from fundraising • 3% other

  13. Annual Turnover

  14. In Conclusion • The Acta Vista model of Social Entrepreneurship preserves cultural heritage while giving individuals that need a helping hand a chance for training and employment. • It also affirms that Social Enterprises can be viable.

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