Capacitacion... Proyectos de Vida en Comunidad (INGLES) 1

UN-HABITAT
UN-HABITAT Municipalidad de Dubai, E.A.U. Municipalidad de Dubai, E.A.U. Corporacion para el Desarrollo Social y
Economico de Mulalo.
Dubai International Award

Good Practice
To Improve Living Conditions
"TRAINING ...
COMMUNITY PROJECTS IN LIFE "
UN-HABITAT
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: corpomulalo@gmail.com
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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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. 2552
Mobile:
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
 Grassroots organizations in the community
 Professional Association
 Consultants / Technical Expert
 Others SOCIAL NETWORK OF RURAL TOURISM
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6. Partners:
Partner 1
Cementos Argos
Yumbo Township - Old Cement Plant Valle
Pan-American Highway
Colombia - South America
57-092-6616216 Ext 2552
c) Dr. Andrea Giovanna Rodriguez

d) Type of organization
Private Sector
NGO
e) Type of support:
Financial support
Technical support
Administrative support
Partner 2
a) Founding Members
a. Corregimiento Mulalo - Main Entrance

Yumbo Township

57-092-6580456
c) Jairo Ortiz Ochoa

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 3
a. 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 to
all traders from the district that benefit about 100 families.
e) Type of support
Financial support
Technical support
Partner 4
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UN-HABITAT
c. Community Action Board Upper

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 upper
district of Mulalo
e) Type of support
Technical support
Partner 5
a) 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
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NGO
Historical Museum community-based

e) Type of support:
Financial support
Technical support
Partner 6
a) Elderly Group Simón Bolívar
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 7
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UN-HABITAT
a) Community Action Board of Mulalo

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 8
e. Community Action Board Baja Party
f. Corregimiento Mulalo - Main entrance lower

Yumbo Township

57-092 - 6580061
Cel 310 404 74 41

c) Sonia Rojas
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Private Sector
NGO

Other: This organization's main objective is the grassroots organization in the lower
village of Mulalo
e) Type of support
Technical support
Partner 9
a) Federation Yumbo Entrepreneurs "FEDY"
b) Municipality of Yumbo
Carrera 5 No. 6-27 / Barrio Belalcázar

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 municipality
of Yumbo
e) Type of support:
Financial support
Technical support
Sponsors 1
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UN-HABITAT
a) Central Agricultural Cooperative Cencoa

b. Municipality of Santiago de Cali
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 2
a. 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.
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e) Type of support:
Financial support
Technical support
July. Financial Profile:
Using the table below, indicate a financial overview of the annual budget of Best
Practice for the 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 January Year March May 2009 Total
2005 2007 Year 2010
Universidad Santiago $ 18'000
de Cali
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 their
work. Then select as appropriate, the subcategories of each theme that best describe the Best
Practice.
Poverty reduction:
Income generation
Vocational
Equal access to employment, credit and training.
Economic development:
Local economic development / metropolitan
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UN-HABITAT
Capital formation and entrepreneurship
Equal access to economic resources.
Urban and Regional Planning:
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 the
micro-local, regional and national initiatives and responds to the aptitudes and attitudes of
owners and entrepreneurs. Nevertheless, it shows flaws in the production and marketing of
various goods, implying inefficient processes thus creating negative economic aspects and that
loomed 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 Mulalo
households, while farming demands labor for planting and harvesting crops in the area.
It therefore follows that the Corporation for Social and Economic Development of Mulalo
takes the initiative in partnership with academia and the municipality for Management Training
in 50 micro-management of the communities of San Marcos - Mulalo and is dedicated to the
provision 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 out
such 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
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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, with
the clarity of life projects, which is to trace the goals you want and can conceptualize
sustainability in all aspects.
This raises the performance of theoretical and practical workshops on the economics of
production 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 the
draft life personal and business organizational with emphasis on motivation and sharing
positive experiences that contribute to the cohesion of microentrepreneurs and their efficient
and 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 for
this that we will socialize the experience resulting in the sale of products at trade fairs and
related 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 Economic

Development Mulalo.
2003 Formalization of the Corporation and Establishment of Revolving

Fund.
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
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2007 Draft adequacy of support for Simon Bolivar Museum History

Center and Socio-economic dynamics around tourism.
Strengthening Project 2008 Business of the Corporation.
Training and technical assistance to tour operators in Mulalo.
Tourism development plan of Mulalo Township
Tourist Signage for the Township of Mulalo.
2010 Draft of Mulalo Township, positioning as world class tourist

destination.
13. Narrative:
The desire for the establishment of an Entity that would allow us to develop actions for the
benefit 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 of
the 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 that
articulate each, caused qualitative and quantitative changes in economic activity in the village
of Mulaló, 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 development
process, especially ethnic and women's groups. It was an improvement in the quality of life
of people in the district. More than 50 families benefit from the educational process and
production of the Corporation through training, empowerment training and skills for economic
projects. The creation of a solidarity-based economic model through the Revolving Fund, the
positioning of the township as a world class tourist destination, the formulation of a Tourism
Development 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 village
of Mulaló 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 the

environment, such as the indiscriminate use of water for production processes.
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SOCIAL: Limited social cohesion around the productive projects.
CULTURAL: Deterioration of relations between the owners of business and social

environment surroundings, and also the lack of attention to management in the community
work and group work.
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, for
the 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 and

community 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 the
entities 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 of

return through the revolving fund that allows members to empower not only your business but
also 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 economic
identity of the district.
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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 township
formal education, based on the regional environment.
10. Research and promotion of traditional cuisine.

11. Conservation and improvement of water resources.
12. Purchase of properties in conservation areas to productive and economic processes in

the area.
13. Guides Ranger.

14. Training of human capital that offers tourist services and products such as commercial
businesses.
15. Strengthening and / or creation of a leverage tool to enhance the growth of economic
activity.
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 partnership
between local government that provides financial, logistical, and infrastructure and private
organizations in the area that provide financial resources and technical expertise and its links to
nacional funding organizations. Therefore, the Corporation in association with companies such
as Cementos Argos have articulated national actions to achieve extra funding that will enable
to access other areas and channel the social assistance needed. Argos was selected by the
mayor 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 the
Revolving 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 the
Corporation
o Ecopetrol ... From the draft Social Responsibility
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UN-HABITAT
o Municipal Institute of Culture Yumbo
o Gobernación del Valle del Cauca
o Universidad Santiago de Cali.
o Municipality of Yumbo,
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 strategy
for 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 area
microentrepreneurs.
10. Service for dialogue between the community and public and private institutions.
11. Management for collaboration and technical cooperation, logistical, financial and
human aspects of national and international organizations.
12. Dissemination of all rights and duties enshrined in the law regarding the production and
trade of microentrepreneurs as entities of a community.
13. Shuttle service to channel financial resources destined for entrepreneurship community.
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14. Support for various community organizations from the district d Mulalo and San
Marcos, in the management of resources, material, financial and technical.
15. Implementation of strategies to integrate new residents of the jurisdiction and

institutions interested in linking to the corporation.
CORPOMULALÓ is challenged to contribute to finding solutions to current problems. This

implies 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 to
consolidate our position as a draft from the social community management for sustainable
development 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 the
opening of consultations that benefit everyone.
b. Organization of rural land and business. The development plan positions us as one of
the most organized in the presentation of the diagnosis and tasks to follow for
positioning the area as a world class destination.
c. Planning for productive projects with specific guidelines. Among the projects which
include several families who request support for the construction of habitat for laying
hens, goats, among others.
d. Coordination among all members of the community.
e. Articulation and inclusion as a local development company of the municipality. Being

so far one of the organizations of the social base of the municipality that has been
recognized for their professionalism for community projects.
f. Empowerment Region: Socialization and awareness and sense of belonging for their
district.
SUSTAINABILITY: Throughout this process, since the training began, has always
upheld the principle of sustainability in each of the fields of social and economic
development, thus:
Financial: Given the high rates of unemployment in the area, in the beginning, the Corporation
had 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. The
families 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 the
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technology involved in each case. And through the training has been formed to implement
these human capital management capabilities of each of microentrepreneurs.
Social and Economic: The Corporation is focusing its activities mainly to training and
development of human capital, (women headed households, young, small tourist entrepreneurs,
seniors, etc.). In the situation where families are especially women, are being carried out
training models in several areas to enhance their productive capacity and thus generate
development through the organization of productive events in the area. Actions that have
allowed the raising of their self-esteem and social value of their enterprise. Active participation
in community fairs and field trips allowed us to expand the coverage of action for the
implementation of new practices in the district. The structure of marketing plans for local
products 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 from
the area of the township, with a requirement within the statutes their stay in the same order to
contribute to their production processes, especially for cultural heritage conservation area as is
their 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 cultural
event 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 that
brings together the best exponents of the genre in a very particular reign.
Environmental: It is promoted through the community action boards conservation and

reforestation 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 local
resources 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 real

participation: The confidence of its stakeholders, the local government's political will to
make viable proposals, a broad invitation to join efforts and experience of each
organization and institution; The joint commitment (policy makers, technicians,
beneficiaries) to achieve the ultimate goal. This will have integrated more than 20
organizations based on the Program, the university, other municipal departments,
NGOs, technical support. All from the implementation of specific projects and
interdisciplinary, giving and allowing training in all areas of production and trade of
microentrepreneurs. Development opportunity for each of them.
2. It is possible to generate productive enterprises for the benefit of the disadvantaged, by
circulating 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. These
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incentives are compounded by the management capacity and community support to be

integrated into common processes that benefit the community.
3. The wider community associated and unionized are capable of producing and selling
products of excellent quality and should add value to production through technology
transfer to other regions as was the training of micro-San Marcos. Thus special
attention has been paid to quality customer service to internal and external community
and implementation of an action plan that allows us to position ourselves as a world
class tourist destination.
4. That it is possible to build an economy and community inclusion progress joint actions
to develop a participatory dynamic. Achieving this has not been easy because of the
connotations of the historical ethnic population in the social understanding of the lack
of resources and regional participation, community development since in Colombia the
action in this regard are just being consolidated.
TRANSFERS:

The biggest beneficiaries of the activities that have been developed through trainings have been
families that have been favored with the economic support of CERF. This experience allowed
us to replicate in the year 2007 our knowledge through the township by an outing to a specific
sector 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 dimensions
of social life in the district.
Management have been doing since the end of 2009 for the central government allows us to
dimension 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.
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b) The initiative begins with the interests of the Corporation as unionization of all and each of
the entities that comprise the social setting of Mulalo to stand as a community development
model that allows socializing each of their individual practices and thus positioning the
corrected as a group that enhances the progress of the community around the productive and
commercial.

b. The purpose of the initiative with the project is able to project this experience from the
ground 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 of
training in social and community throughout the learning strategy they have developed
in 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 other
departments in the country through social and community work.
e. Social quality standards, expansion of service coverage in each of the providers of

tourist 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 Mulaló 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
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 national
event.
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 will
be accompanied by Cencoa as an entity to socialize in each of the processes of
academic 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 case
according 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 process of sheep in the area. William Rojas and
Maria Elena Mejia - Corpomulalo Manager.
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Attentively
MARIA ELENA MEJIA ARBELÁEZ

Manager
CORPORATION FOR SOCIAL AND ECONOMIC DEVELOPMENT OF MULALO
Yumbo Township, Precinct of Mulalo -
Valle del Cauca - Colombia - South America
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UN-HABITAT

Dubai International Award

1. Name of Best Practice:

Country: Colombia, South America

Full Name: Maria Elena Mejia Arbelaez

Phone: In Mulalo: 57-092-6580412

Mobile: 316 796 December 1936 - 84 46 313 712

Full Name: Giovanna Andrea Rodriguez

Address: Corporation for Social and Economic Development

In Yumbo: Cementos Argos

In Yumbo: 57-092-6516216 Ext. 2552

Grassroots organizations in the community

a) Farm: INVITATION FOR INTERNET

c) Contact: Marvin White.

 Others SOCIAL NETWORK OF RURAL TOURISM

c) Dr. Andrea Giovanna Rodriguez

a. Corregimiento Mulalo - Main Entrance

Colombia - South America

c) Jairo Ortiz Ochoa

Grassroots organizations in the community

b. Corregimiento Mulalo - Main Park

Colombia - South America

c) Maria Fernanda Sanchez

Grassroots organizations in the community

c. Community Action Board Upper

Grassroots organizations in the community

b) Precinct of Mulalo - Main Park

Colombia - South America

c) Gloria Garcia Zapata

Historical Museum community-based

a) Community Action Board of Mulalo

Community action board Mulalo center

f. Corregimiento Mulalo - Main entrance lower

Colombia - South America

Cel 310 404 74 41

Grassroots organizations in the community

Colombia - South America

a) Central Agricultural Cooperative Cencoa

Carrera 5 No. 13-46 11th Floor

Municipality of Santiago de Cali

8. Category Best Practice:

Equal access to employment, credit and training.

Local economic development / metropolitan

Capital formation and entrepreneurship

Equal access to economic resources.

Urban and Regional Planning:

Links urban – rural

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

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

The village of Mulalo develops economic activities different but complementary.

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

business development, employment protection, sustainable business and investment security,

2002 Establishment of the Corporation for Social and Economic

2003 Formalization of the Corporation and Establishment of Revolving

2005 Establishment of production processes.

2005 Draft training to microentrepreneurs in San Marcos and Mulalo.

2005 Management support for marketing of products related to training

2007 Draft adequacy of support for Simon Bolivar Museum History

Strengthening Project 2008 Business of the Corporation.

Training and technical assistance to tour operators in Mulalo.

Tourism development plan of Mulalo Township

Tourist Signage for the Township of Mulalo.

2010 Draft of Mulalo Township, positioning as world class tourist