capacitacion... proyectos de vida en comunidad (ingles)1

8/9/2019 Capacitacion... Proyectos de Vida en Comunidad (INGLES)1

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UN-HABITAT

UN-HABITAT Municipalidad de Dubai, E.A.U. Municipalidad de Dubai, E.A.U. Corporacion para el Desarrollo Social yEconomico de Mulalo.

Dubai International Award

Good Practice

To Improve Living Conditions

"TRAINING ...

COMMUNITY PROJECTS IN LIFE "


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1. Name of Best Practice:

"TRAINING ...

COMMUNITY PROJECTS IN LIFE ...

Dreams come true "

2.Address of Best Practice:

Name of Entity: Corporation for Social and Economic Development Mulalo

Address: Half a block before Main Park Precinct

of Mulalo.Mulalo corregimiento,

Location: Yumbo,

Department: Valle del Cauca,

Country: Colombia, South America

Region: Latin America

Phone: 57-092-6580412

Fax: 57-092-6580412

Email:[email protected]

3.Contact Persons:

Full Name: Maria Elena Mejia Arbelaez

Title: Manager Social Development Corporation and

Economic Mulalo.

Address: Corporation for Social and Economic Development

Mulalo.

In Cali: Carrera 12 No. 2-38 West San Antonio.

Phone: In Mulalo: 57-092-6580412

In Cali: 57-092-8937362

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mailto:[email protected]:[email protected]


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Mobile: 316 796 December 1936 - 84 46 313 712

Full Name: Giovanna Andrea Rodriguez

Position: Board President Corpomulalo.

Address: Corporation for Social and Economic Development

Mulalo.

In Yumbo: Cementos Argos

Phone: In Mulalo: 57-092-6580412

In Yumbo: 57-092-6516216 Ext. 2552Mobile:

4.Type of Organization:

NGO

Grassroots organizations in the community

5. Appointing Organization:

a) Farm: INVITATION FOR INTERNET

b) Agrotur.ning.com.

c) Contact: Marvin White.

d) Type of organization.

Private Sector

NGO


Professional Association

Consultants / Technical Expert

Others SOCIAL NETWORK OF RURAL TOURISM

6.Partners:

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Partner 1

Cementos Argos

Yumbo Township - Old Cement Plant Valle

Pan-American Highway

Colombia - South America

57-092-6616216 Ext2552

c) Dr. Andrea Giovanna Rodriguez

d) Type of organizationPrivate Sector

NGO

e) Type of support:

Financial support

Technical support

Administrative support

Partner 2a) Founding Members

a. Corregimiento Mulalo - Main Entrance

Yumbo Township


57-092-6580456

c) Jairo Ortiz Ochoa

d) Type of organization

Private Sector

NGO


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Group founders who had worked for over 10 years by the community

e) Type of support:

Financial support

Technical support


Partner 3a. Pueblito Committee Vallecaucano

b. Corregimiento Mulalo - Main Park

Yumbo Township


57-092-6580452

c) Maria Fernanda Sanchez


Private Sector

NGO


Other: This organization's main objective is the administrative and logistical support toall traders from the district that benefit about 100 families.

e) Type of support

Financial support

Technical support


Partner 4c. Community Action Board Upper

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d. Corregimiento Mulalo - Main Entrance AC

Yumbo Township


57-092-6691955 - 6580116

Cel 311 3710552

c) Omar Lenis


Private Sector

NGO


Other: This organization's main objective is the grassroots organization in the upperdistrict of Mulalo

e) Type of support

Technical support


Partner 5a) Association of Friends of Simon Bolivar Museum History Center

b) Precinct of Mulalo - Main Park

Yumbo Township


57-092-6580491

c) Gloria Garcia Zapata


Private Sector

NGO

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Historical Museum community-based

e) Type of support:

Financial support

Technical support


Partner 6

a) Elderly Group Simn Bolvar


Yumbo Township


57-092-6580419

c) Gloria Garcia Zapata


Private Sector

NGO


Group that aims for the well-being of all adults in the village of Mulalo.

e) Type of support:

Financial support

Technical support


Partner 7a) Community Action Board of Mulalo

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Yumbo Township


57-092-6580119

c) Leather Esmeralda Ortiz


Private Sector

NGO


Community action board Mulalo center

e) Type of support:

Financial support

Technical support


Partner 8e. Community Action Board Baja Party

f. Corregimiento Mulalo - Main entrance lower

Yumbo Township


57-092 - 6580061

Cel 310 404 74 41

c) Sonia Rojas


Private Sector

NGO

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Other: This organization's main objective is the grassroots organization in the lowervillage of Mulalo

e) Type of support

Technical support


Partner 9a) Federation Yumbo Entrepreneurs "FEDY"

b) Municipality of Yumbo

Carrera 5 No. 6-27 / Barrio Belalczar


PBX / Fax: (57) (2) 6959242 (43) (44)

c) Jaramillo Germain


Private Sector

NGO

Publicly supports and manages the position from the business sector in the municipalityof Yumbo

e) Type of support:

Financial support

Technical support


Sponsors 1

a) Central Agricultural Cooperative Cencoa

b. Municipality of Santiago de Cali

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Carrera 5 No. 13-46 11th Floor


57-092-8823232 PBX

c) Dr. Diego Echeverri


Private Sector

NGO

Cooperative.

e) Type of support:

Technical support


Sponsors 2a. Empresa Colombiana de Petroleos - Ecopetrol.


Municipality of Santiago de Cali


57-092 - 8886136-40

c) Dr. Luis Potes - Dr. Hernan Lozano


Government Organization

Group that aims for the well-being of all adults in the village of Mulalo.

e) Type of support:

Financial support

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Technical support


July. Financial Profile:

Using the table below, indicate a financial overview of the annual budget of Best Practice forthe past 3-5 years, indicating the source of funds and overall percentages of the contribution of

each partner (10 partners).Please also specify the name of each partner.

Partner Year January2005

Year March2007

May 2009Year

Total2010

Universidad Santiagode Cali

$ 18'000

Municipio Yumbo $ 11'000

Gobernacion Valle $ 25'000

Cementos Argos $ 12'000

Total Budget U.S. $ $ 18'000 $ 36'000 $ 12'000

8.Category Best Practice:

From the list provided below, select no more than three themes describing the focus of theirwork.Then select as appropriate, the subcategories of each theme that best describe the BestPractice.

Poverty reduction:

Income generation

Vocational

Equal access to employment, credit and training.

Economic development:Local economic development / metropolitan

Capital formation and entrepreneurship

Equal access to economic resources.

Urban and Regional Planning:

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Community-based plans

Cultural heritage conservation

Links urban rural

9.Activity Level: Select the activity level of practice (only one):

City / Town

10.Ecosystem: Select the ecosystem in which the practice operates mainly:

Arid / semiarid

11.Abstract:

The village of Mulalo develops economic activities different but complementary.

The village of Mulalo is characterized by developing tourism through its potentialities:

historical, gastronomic, entertainment and relaxation.These micro, are consistent with themicro-local, regional and national initiatives and responds to the aptitudes and attitudes ofowners and entrepreneurs. Nevertheless, it shows flaws in the production and marketing ofvarious goods, implying inefficient processes thus creating negative economic aspects and thatloomed as a threat to the sustainability of the investment processes carried out and the

employment generated.Tourism is the main source of employment and income in Mulalohouseholds, while farming demands labor for planting and harvesting crops in the area.

It therefore follows that the Corporation for Social and Economic Development of Mulalotakes the initiative in partnership with academia and the municipality for Management Trainingin 50 micro-management of the communities of San Marcos - Mulalo and is dedicated to theprovision of services in the tourism sector and the supply of fruits and vegetables, as well as

raising chickens, activities that correlate directly.

Then the Corporation, takes the initiative to the academy and the local authority to carry outsuch processes, resulting in training to microentrepreneurs in the areas of production and

marketing of its products, essential for improving the quality of life thereof and for the best business development, employment protection, sustainable business and investment security,

being a highly vulnerable area.

At the same time, they are trained to create and think about the philosophy of teamwork, withthe clarity of life projects, which is to trace the goals you want and can conceptualize

sustainability in all aspects.

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This raises the performance of theoretical and practical workshops on the economics ofproduction and marketing of products that offer the 50 micro-entrepreneurs in the area, as well

as experiential workshops to develop the philosophy of teamwork and the appreciation of thedraft life personal and business organizational with emphasis on motivation and sharingpositive experiences that contribute to the cohesion of microentrepreneurs and their efficientand effective relationship with other economic sectors in the processes of cooperation,

assistance and technical development and negotiations of interest and mutual benefit.

Finally, select a group of micro entrepreneurs with business experience to receive the

qualification in business management an integral part of the relevant issues in them. It is forthis that we will socialize the experience resulting in the sale of products at trade fairs andrelated events that allow us to quantify and qualify the value added and trained business

differential.Successful experience as relates to the development of the individual, individual

and collective self-esteem and team participation in processes that involve but not cohere.

12.Key dates:

2002 Establishment of the Corporation for Social and EconomicDevelopment Mulalo.

2003 Formalization of the Corporation and Establishment of RevolvingFund.

2005 Establishment of production processes.

1 .- Breeding chickens.2 .- Improvement in the infrastructure of restaurants.

3 .- Breeding sheep

4 .- Rearing laying hens.

5 .- Strengthening microenterprises.

2005 Draft training to microentrepreneurs in San Marcos and Mulalo.

2005 Management support for marketing of products related to training

microentrepreneurs in San Marcos and Mulalo

2007 Draft adequacy of support for Simon Bolivar Museum HistoryCenterand Socio-economic dynamics around tourism.

Strengthening Project 2008 Business of the Corporation.

Training and technical assistance to tour operators in Mulalo.

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Tourism development plan of Mulalo Township

Tourist Signage for the Township of Mulalo.

2010 Draft of Mulalo Township, positioning as world class touristdestination.

13. Narrative:

The desire for the establishment of an Entity that would allow us to develop actions for thebenefit of an entire community arose after 1999, when according to statistics from Dane,poverty levels in the area were over 40%, which is why the decision to ask the companies ofthe surrounding area, for their participation in the issue of social responsibility to respond to

this reality with a production proposal.Structured actions from different dimensions thatarticulate each, caused qualitative and quantitative changes in economic activity in the villageof Mulal, guiding it from a perspective of sustainability, through productive and educational processes, supported from the base of the Corporation and the settlement of associated

companies.The families involved in this process feel active in the developmentprocess, especially ethnic and women's groups.It was an improvement in the quality of lifeof people in the district.More than 50 families benefit from the educational process andproduction of the Corporation through training, empowerment training and skills for economicprojects. The creation of a solidarity-based economic model through the Revolving Fund, thepositioning of the township as a world class tourist destination, the formulation of a TourismDevelopment Plan to enable them to have sustainability with the product including the

institutionalization of the Corporation as part of the local government policies.

SITUATION BEFORE THE BEGINNING OF THE INITIATIVE

Spontaneous and disorganized implementation of economic activity and tourism in the villageof Mulal that has prevented consolidation of the same as a tourism product, creating the

beginning of a deterioration of the plan, therefore, not reaching its fullness itself.

ENVIRONMENTAL: Development of activities that were against the improvement of theenvironment, such as the indiscriminate use of water for production processes.

SOCIAL: Limited social cohesion around the productive projects.

CULTURAL: Deterioration of relations between the owners of business and socialenvironment surroundings, and also the lack of attention to management in the community

work and group work.

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ECONOMIC: Economic fragility of the productive activity of business.

INSTITUTION: The disruption in the actions of the various public and private institutions.

SETTING PRIORITIES:

1 .- Social change that enables the active participation of each of the actors of the territory, forthe commitment as a community and individual entity.

2 .- Constitution of an organizational culture, to strengthen the planning, management and

implementation of productive projects that can improve the quality of life of his countrymen.

3 .- Oportunities for continuous improvement by the commitment to environmental, social andcommunity concerns regarding quality of life, social quality and prioritization of projects.

4 .- Building collective community development ... line of modern society in a global village,

through training and empowerment processes and organizational life.

5 .- It is a community management model that generates a new culture with the State and theentities from within the society represented in a community of over 1500 people with social

ethnic reference that allows differentiation among others.

6 .- It is a space for coordination and prioritization of interests and needs through training and

development of collaborative projects.

7 .- It is a means to channel resources for financing of productive projects with a share ofreturn through the revolving fund that allows members to empower not only your business butalso the commitment that comes with the regional institutions , where the training and

education are essential to support the acquisition.

FORMULATION OF OBJECTIVES AND STRATEGIES:

6. Creation and / or strengthening areas of cooperation, between the communities to train.

7. Community integration.

8. Comprehensive training of new players for the preservation of cultural and economicidentity of the district.

9. Local school for training in the production and trade with emphasis on the ethnic -cultural, environmental and tourism for microentrepreneurs Mulalo and San Marcos, to promote generational change and enhancement of tourism and integrated townshipformal education, based on the regional environment.

10. Research and promotion of traditional cuisine.

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11. Conservation and improvement of water resources.

12. Purchase of properties in conservation areas to productive and economic processes inthe area.

13. Guides Ranger.

14. Training of human capital that offers tourist services and products such as commercialbusinesses.

15. Strengthening and / or creation of a leverage tool to enhance the growth of economicactivity.

16. Chaining productive potential.

17. Regulation of land use and public space.

MOBILIZATION OF RESOURCES:

The Corporation for Social and Economic Development Mulalo, constitutes a partnershipbetween local government that provides financial, logistical, and infrastructure and privateorganizations in the area that provide financial resources and technical expertise and its links to

nacional funding organizations. Therefore, the Corporation in association with companies suchas Cementos Argos have articulated national actions to achieve extra funding that will enableto access other areas and channel the social assistance needed. Argos was selected by themayor of the municipality of Yumbo to develop a training draft for microentrepreneurs of the

areas along the district.The municipality provides the tools necessary for social development.

Most beneficiaries (over 70%) have received and receive financial assistance through theRevolving Fund for the development of their business.

The following are the entities that have invested and believed in the responsibility and

appropriateness of the Corporation:

o Cementos Argos ... Patron and Chairman of the Board of Directors of theCorporation

o Ecopetrol ... From the draft Social Responsibility

o Municipal Institute of Culture Yumbo

o Gobernacin del Valle del Cauca

o Universidad Santiago de Cali.

o Municipality of Yumbo,

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o Cali Chamber of Commerce - Regional Yumbo

o Yumbo Employees Federation among others.

PROCESS

1. Strengthening local project Pueblito Valle del Cauca

2. Consolidation and strengthening of productive projects in tourism around the cultural,historical and gastronomic

3. Support for viable business ideas and feasible to members of the corporation.

4. Promotion of business formalization and the associations.

5. Contribution to strengthening through training and development of existing business.

6. Making inter-agency support agreements and mutual cooperation.

7. Promotion of productive activity in the villages of San Marcos and Mulalo as a strategyfor regional support in tourist district.

8. Identification, development and project management for the economic benefit, social,cultural and environmental aspects of township and surrounding communities.

9. Realization of actions that contribute to strengthening the social fabric of the township,

through training and ongoing training in the production and trade of each areamicroentrepreneurs.

10. Service for dialogue between the community and public and private institutions.

11. Management for collaboration and technical cooperation, logistical, financial andhuman aspects of national and international organizations.

12. Dissemination of all rights and duties enshrined in the law regarding the production andtrade of microentrepreneurs as entities of a community.

13. Shuttle service to channel financial resources destined for entrepreneurship community.

14. Support for various community organizations from the district d Mulalo and SanMarcos, in the management of resources, material, financial and technical.

15. Implementation of strategies to integrate new residents of the jurisdiction andinstitutions interested in linking to the corporation.

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CORPOMULAL is challenged to contribute to finding solutions to current problems. Thisimplies a process of consultation and internal integration, and then conclude with the various

public and private institutions, from local, through regional, national to international .

RESULTS ACHIEVED:The actions that have been developed over time have enabled us toconsolidate our position as a draft from the social community management for sustainabledevelopment of economic activities in the area, including each of the families trained in the

process, allowing to achieve the following:

a. Teamwork, especially in community work, where the community has allowed theopening of consultations that benefit everyone.

b. Organization of rural land and business. The development plan positions us as one ofthe most organized in the presentation of the diagnosis and tasks to follow forpositioning the area as a world class destination.

c. Planning for productive projects with specific guidelines. Among the projects whichinclude several families who request support for the construction of habitat for layinghens, goats, among others.

d. Coordination among all members of the community.

e. Articulation and inclusion as a local development company of the municipality. Beingso far one of the organizations of the social base of the municipality that has beenrecognized for their professionalism for community projects.

f. Empowerment Region: Socialization and awareness and sense of belonging for theirdistrict.

SUSTAINABILITY: Throughout this process, since the training began, has alwaysupheld the principle of sustainability in each of the fields of social and economicdevelopment, thus:

Financial: Given the high rates of unemployment in the area, in the beginning, the Corporationhad to subsidize low-cost and financing processes into action several families that allowed a

production level that would allow them to reinvest the capital for sustainable development.Thefamilies have benefited so far have been progressively higher rates of productivity, which

enabled them to develop the purchase of new inputs and product innovation through thetechnology involved in each case.And through the training has been formed to implementthese human capital management capabilities of each of microentrepreneurs.

Social and Economic: The Corporation is focusing its activities mainly to training anddevelopment of human capital, (women headed households, young, small tourist entrepreneurs,

seniors, etc.).In the situation where families are especially women, are being carried outtraining models in several areas to enhance their productive capacity and thus generate

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development through the organization of productive events in the area.Actions that haveallowed the raising of their self-esteem and social value of their enterprise.Active participationin community fairs and field trips allowed us to expand the coverage of action for theimplementation of new practices in the district. The structure of marketing plans for localproducts such as chickens and eggs we has also enabled the mobilization of resources for the

benefit of other processes such as restaurants in the area.

Cultural: The majority of people benefiting from the draft of the training, come largely fromthe area of the township, with a requirement within the statutes their stay in the same order tocontribute to their production processes, especially for cultural heritage conservation area as istheir ethnic identity. Among them are descendants of ethnic cultures as they are of African

descent.It is even programmed for the year 2011, the organization's most important culturalevent of the jurisdiction such as the National Expert Meeting on Tourism Ethnological and

Historical.We also wanted to institutionalize the Festival del Chivo Cachon, an event thatbrings together the best exponents of the genre in a very particular reign.

Environmental: It is promoted through the community action boards conservation andreforestation of watersheds from the district with the support of the mayor and entities such as

the CVC who were presented the draft Watershed conservation.Just as the use of localresources recyclable medium term will allow us to contribute to the generation of micro-craft

to revitalize the economy of the area.

LESSONS LEARNED:

1. It is possible to build inclusive public policies when it provides a space-based realparticipation: The confidence of its stakeholders, the local government's political will tomake viable proposals, a broad invitation to join efforts and experience of eachorganization and institution; The joint commitment (policy makers, technicians,beneficiaries) to achieve the ultimate goal. This will have integrated more than 20organizations based on the Program, the university, other municipal departments, NGOs, technical support. All from the implementation of specific projects andinterdisciplinary, giving and allowing training in all areas of production and trade ofmicroentrepreneurs. Development opportunity for each of them.

2. It is possible to generate productive enterprises for the benefit of the disadvantaged, bycirculating the many idle resources with the cities. Examples: production and regulated

use of the vacant lots, recycling from the raw material of the goats and chickens. Theseincentives are compounded by the management capacity and community support to beintegrated into common processes that benefit the community.

3. The wider community associated and unionized are capable of producing and sellingproducts of excellent quality and should add value to production through technologytransfer to other regions as was the training of micro-San Marcos. Thus specialattention has been paid to quality customer service to internal and external community

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and implementation of an action plan that allows us to position ourselves as a worldclass tourist destination.

4. That it is possible to build an economy and community inclusion progress joint actionsto develop a participatory dynamic. Achieving this has not been easy because of theconnotations of the historical ethnic population in the social understanding of the lackof resources and regional participation, community development since in Colombia theaction in this regard are just being consolidated.

TRANSFERS:

The biggest beneficiaries of the activities that have been developed through trainings have beenfamilies that have been favored with the economic support of CERF.This experience allowedus to replicate in the year 2007 our knowledge through the township by an outing to a specificsector of the city of Santiago de Cali, to make available to the general public inputs and outputs

of microentrepreneurs trained in management. Working from the principles of:

Community Involvement

Transparency in the management of resources and processes

Efficiency in the optimum utilization of financial, technical, cultural, environmental,social and financial

Mainstreaming from planning to the future perspective, encompassing the dimensionsof social life in the district.

Management have been doing since the end of 2009 for the central government allows us todimension our capacity for action and tell our experiences and refer to other municipalities,which is why the project described above was taken as training production model of the SENA,

from the experiential and practical to the formation.

14.References:

a) Draft Mulalo positioning as world class tourist destination.

b) The initiative begins with the interests of the Corporation as unionization of all and each ofthe entities that comprise the social setting of Mulalo to stand as a community developmentmodel that allows socializing each of their individual practices and thus positioning thecorrected as a group that enhances the progress of the community around the productive andcommercial.

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b. The purpose of the initiative with the project is able to project this experience from theground up with other communities in the municipalities of Valle del Cauca, where the

SENA will manage its pedagogical and institutional process as a production model oftraining in social and community throughout the learning strategy they have developedin regions where the tourism potential is evident.

c. Improving the quality of life of each of the inhabitants of the townships.

d. Development of an active economic and social dynamics that will transfer to otherdepartments in the country through social and community work.

e. Social quality standards, expansion of service coverage in each of the providers oftourist services in the region.

POLICY / SO RELATED LEGISLATION

According to the tourism development plans of Colombia, Law 300 of tourism, standards for

hotels, restaurants standards, standards for major tourist attractions.

14. References:

Author: Ewa Kulak

Publication Title Mulal The old hacienda and its black secrets

Volume: / number: http://www.ewakulak.com/index2.php?option=com_content&do_pdf=1&id=273

Date: Monday, October 24, 2005

Pages: 1

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Author: Alexandra Arango Pretel

Publication Title Corregimiento of Mulalo - Yumbo "a Great Story"

Volume / number: http://colombiaenelmapamulalo.blogspot.com/

Date: May 2005

Pages: 1

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Author: City Hall - Municipal Institute of Culture of Yumbo

Publication Title Corregimiento of Mulalo - Yumbo visit us.

Volume / number: http://www.youtube.com/watch?v=LOo9-vuj9T8

Date: March 2009

Pages: 1 video

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Author: Municipality of Yumbo

Mulalo Publication Title

Volume / number: http://www.yumbo.gov.co/index.php?module=Contenidos&func=display&pid=49

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Date: 2010

Pages: 1

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Author: Corpomulalo

Publication Title Corpomulalo blog page

Volume / number: http://agrotur.ning.com/profile/CORPOMULALO

Date: 2010

Pages: 1

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Author: Municipality of Yumbo

Mulalo Publication Title

Volume / number: http://ong.tupatrocinio.com/corporacion-para-el-desarrollo-social-y-economico-de-mulalo-info-2207.html

Date: 2010

Pages: 1

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Author: Municipality of Yumbo - Municipal Institute of Culture Yumbo

Publication Title Management Report Community organizing nationalevent.

Volume / number: http://ong.tupatrocinio.com/corporacion-para-el-desarrollo-social-y-economico-de-mulalo-info-2207.html

Date: 2010

Pages: 1

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. Support materials

During the time I drive the training and the start of production processes, it willbe accompanied by Cencoa as an entity to socialize in each of the processes ofacademic curriculum and instructional days in each of the stages required for this.

Attached is the pictures we sent each of the processes developed in each caseaccording to the material collected from the community to be sent to the initiative.

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Maria Elena Mejia A. Corpomulalo Manager

Explain each of the reasons why the skills were vital in each of the processes.

Meeting held with employers in the area of San Marcos and corregimietnos Mulalo to

socialize each of the processes of the capacitacions.

Production process that is currently ahead of community involvement as a model

for the approach of the productive chains of the municipality. Within which there

are more than 20 families who were trained by Corpomulalo.

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Sonia Rojas, one of the beneficiaries Corpomulalo Revolving Fund, who also

conducted the training. Current developments in the company of more than 20

families in the area, the production process of sheep on the basis of the marketing

of meat from these.

Sonia Rojas, her mother, and grandmother who now has 100 years of life,

benefiting from the projects of training and financial support for the production

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process of sheep in the area. William Rojas and Maria Elena Mejia - Corpomulalo

Manager.

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Attentively

MARIA ELENA MEJIA ARBELEZ

Manager

CORPORATION FOR SOCIAL AND ECONOMIC DEVELOPMENT OF MULALO

Yumbo Township, Precinct of Mulalo -

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Valle del Cauca - Colombia - South America

capacitacion... proyectos de vida en comunidad (ingles)1

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