Although the dynamics of management in search of social improvement in developing countries has always occurred, for approximately three (3) decades official, private and mixed entities have had to redouble their efforts to be able to satisfy the needs feelings of its population, which are increasingly pressing due to the same social development and the overwhelming endogenous current situation that is experienced (violence, terrorism, unemployment, drug trafficking, corruption, natural disasters, among others) and due to exogenous situations such as dynamics socio-cultural and economic framed in the phenomenon of globalization.
As a result, action strategies have been implemented where the community has become increasingly participatory. Likewise, for entities or organizations of all kinds –including Non-Governmental Organizations (NGOs) -, it has been seen essential to seek and work with the community and through it, identify their true needs with the aim of accessing aid or co-financing national and / or international.
Therefore, the social scope represented by carrying out research actions -Projects- is evidenced, according to local, corporate and social needs, taking into account, for this, the reality in which the human talent that formulates them is immersed. or the community that requires them.
Below is a generic conceptual illustration of the constituent elements of a Project for the search for national and / or international co-financing based on the current formats in greatest demand. This is to awaken the interest of leaders, community leaders, academics, managers, young entrepreneurs, civil organizations for decision-making and generation of processes, in search of social development under the principles of eco-sustainability. The foregoing would bring about the articulation or linking of international and national instances, which recurrently provide support (logistical and economic), once the viability, relevance and impact of the Project, the transparency of its formulation, the sustainability of the same and the capacity that is demonstrated has for optimal development.
2. JUSTIFICATION
The importance of this module lies in the need for academics, young entrepreneurs, social workers, university welfare workers, directors or heads of dependencies, civic and community leaders, presidents of community action boards, burgomasters, among others, to acquire the basic tools that allow it to properly develop the processes required to formulate Social Projects for the search for national and international financing. In addition, it has been observed that no matter how much experience one has, the lack of conceptual clarity and shortcomings in different aspects related to the formulation of this type of Project, often prevents access to the resources in question.
It should be remembered that currently, in order to aspire to obtain resources for the operation of the Projects presented, it is essential to know how to present them, since it is not enough to have extensive knowledge about a particular matter, topic or problem in particular, because if the Project is not correctly formulated, it will not be able to obtain approval before the corresponding entity or instance. Therefore, it is convenient to offer this kind of information to provide concrete and real elements that allow an adequate preparation of the proposals; even more so, when at present it is imperative that the community generate its own development.
3. AREA OF ACTION OF INTERNATIONAL COOPERATION
The impact of developed countries on third world or developing countries is evident. The world summits have reflected the need for rapid, efficient and timely action for those communities in need, since social poverty and violence are two causes of chaos and underdevelopment of communities and countries. The Developed Countries have ostensibly cooperated in the last five (5) decades to reduce the factors that condition poverty in the world, promoting economic development, generating well-being and living conditions that guarantee adequate Human Development and a similarity of opportunities for all the citizens of the world. The policies, tools and priorities of this aid are calledInternational Cooperation for Development and come from two sources of Resources : International Technical Cooperation and Non-Governmental Cooperation.
This document has been designed for researchers, teachers, social workers, personnel assigned to university welfare, members of Compensation Funds, EPS, community leaders, activists of community action boards, professionals in different areas of development and the community in general., interested in identifying new opportunities to obtain resources for Social Projects.
It is therefore important that participants have a broad vision of institutional, local and national development and that they are linked in decision-making in their entities so that they can influence the technical quality and methodological rigor that the good execution of a Project demands. of National or International Cooperation.
4. OBJECTIVES
- Socialize the Information on the National and International Cooperation System, to make the Projects with an Environmental approach a tool that enables economic assistance, resources, logistics or technical exchange by official, private or mixed organizations. Analyze and Specify the Different Aspects of the Official Development Cooperation or International Technical Cooperation and its Management through what is promoted by the international cooperation agencies Know in depth the Non-Governmental or Decentralized International Cooperation and its direct management before the donor Emphasize in the Most Relevant Aspects of Formulation of Projects to be highly Competitive abroad.Incorporate the International Vision in the local management to strategically plan the permanent search for resources. Report on the alternatives of use of the material and reports delivered as methodological resources for the formulation of projects, in order to have a high national viability and international.
METHODOLOGICAL MANUAL FOR THE PRESENTATION OF PROJECTS FOR NATIONAL AND INTERNATIONAL COFINATION
5. BASIC CONCEPTS
5.1 WHAT IS A PROJECT?
It is a coherent and comprehensive set of activities aimed at achieving specific objectives that contribute to the achievement of a general or development objective, in a given period of time, with defined inputs and costs. Which seeks to improve a situation, solve a felt need or an existing problem.
5.2 ORIGIN OF INTERNATIONAL COOPERATION
International cooperation originates from the manifest interest in mutual support among nations to achieve full development of peoples and preserve world order.
INTERNATIONAL CONTEXT OF INTERNATIONAL COOPERATION AND ITS HISTORICAL EVOLICTION
The concept of International Cooperation has been transformed, from the purely welfare notion typical of the decades of the 50s, 60s and 70s; to another where they work as "partners". In this regard, it can be stated that the conception during the 90's changed substantially. International cooperation promotes the figure of “partners” (partnership), consistent with the international policy of joint responsibility in foreign relations between countries.
5.4 NON-REFUNDABLE INTERNATIONAL TECHNICAL AND FINANCIAL COOPERATION
It is also called Official Development Assistance - ODA - it is a global concept that includes the different concessional forms of aid that flow to the relatively less developed countries, in order to support their economic and social development.
METHODOLOGY FOR THE IDENTIFICATION AND FORMULATION OF THE PROJECTS
In this part, the methodology to be followed for the identification and formulation of projects that aspire to have the support of non-reimbursable international, technical and financial cooperation will be presented.
For its presentation, the formats that appear below must be followed and which are intended to illustrate the points that an international cooperation project must contain. The formulation can be carried out through electronic means, following this scheme.
BACKGROUND
In this part, it must be indicated which is the origin of the proposal, what factors and who participated in the elaboration, what sources were consulted, depth and validity of the investigation, present a diagnosis that shows the need and feasibility of advancing the project, with the main economic measurement indicators, the population and geographic characteristics of the region. In addition to indicating the projects, works and / or actions that have been or are being carried out on the subject and / or in the project area.
6.2 PROBLEM STATEMENT
In this chapter, the problem or situation that the project intends to address must be clearly defined and described. Not everything negative or the lack of something is a problem. The above may refer to the need to improve something that works well, but can be optimized.
The problem is defined as an unwanted situation for one or more actors in a specific region, community or institution.
6.2.1 CHARACTERISTICS OF THE PROBLEM TO BE THE AXIS OF THE PROJECT
It must be within the scope of the organization submitting the proposal.
It must be quantitatively and qualitatively measurable.
It must be solvable by the action proposed in the project.
It must be capable of being spatially located. (Department, municipality, village, neighborhood, extension).
It must affect the interests of different actors. (Peasants, students, women, children, public officials, unions, etc.).
6.2.2 THE PROBLEM ANALYSIS INCLUDES AT LEAST THE FOLLOWING ASPECTS:
Identification of the causes that originated the problem.
Identification of the effects as manifestations of the existence of the problem.
Characterization of the actors linked to the problem. They can be allies or opponents for the solution of the problem.
In this statement of the problem, the most important characteristics of the current situation and the conditions in which it occurs must be analyzed. From this analysis, a list of difficulties must be made and the central problem identified, that is, the one that must be addressed, and establish the cause and effect relationships of the same through a Problem Tree. In the lower part of the central problem its causes are indicated and in the upper part its effects or consequences. If the causes are many, it is prudent to select those that are critical.
The Problem Tree is presented as a didactic element to be able to understand and deepen more in the problem reality that characterizes a specific social context; From this input it can be described as required by the sections or items of the formats, the entire conceptual referent regarding the need, lack, knowledge gap or relevant problem.
It is also vital to define the number of inhabitants directly affected, the most relevant characteristics in relation to it and a description of the specific area in which it is located. It is necessary to define the target population, that is, the affected community that benefits from the project, differentiating the way in which the problem affects men and women.
The area of influence and the target population must be defined in a maximum of one sheet and must identify the department, municipality, village or town where the project would be developed and present a brief socio-economic and cultural characterization of the beneficiary population. Inform if there is a Territorial Organization Plan (POT) in your locality and the articulation of the project with it.
It is about doing a context analysis on the community involved and the area of influence, relating it to the problematic situation that it faces.
THE PROBLEM ORIENTED TOWARDS THE ENVIRONMENT
If you are working on a Project of an Environmental nature, keep in mind that the concept of the environmental goes beyond the natural; the environmental encompasses the dimensions of the cultural, natural, social, economic and political systems; in the interaction between these systems, the environmental is conceptualized. The political is understood as the decision-making that is generated in the interaction of all dimensions.
In the interaction of these dimensions a problematic situation is generated and it is there where the context analysis must be carried out. Therefore, according to the orientation you give to your project and taking into account what you are going to solve, prioritize over one or more of the dimensions that are broken down below:
6.2.3.1 The most representative dimensions and their interactions:
SOCIAL DIMENSION: Demography, social security, income - employment, productive structure, productive and domestic infrastructure, interests of social groups, educational system, health system, basic sanitation (solid and liquid waste management), community organization, application of technologies.
CULTURAL DIMENSION: Human groups, worldview, social and collective representations, population history (ethnohistory), intercultural relations, food security, production systems.
NATURAL DIMENSION: Biotic and abiotic natural processes, threat and risk factors, geomorphology and climate, soil, flora, fauna, ecosystems.
ECONOMIC DIMENSION: Development model, consumption patterns, generation of added value, productive sectors, application of technologies.
POLITICAL DIMENSION: Related plans and programs, applicable legislation, POT, PBOT, municipal development plan, three-year CAR plans.
6.3. JUSTIFICATION
State the reasons why you think it is necessary to develop the project. Briefly characterize the area of influence and the environmental problem with its causes and effects, thus obtaining the current situation or baseline on which the project will be measured. It should be based on the analysis that led to the knowledge of the problem.
This section must specify the project's support for government plans and programs (national, departmental or municipal), as well as the previous studies carried out or reviewed for their support.
To explain how the project contributes to solving the initially identified problem, the following aspects can be taken into account:
To what extent the project contributes to solving the problem posed.
How the project beneficiaries will receive the results.
The reason for the location and area of influence of the project.
How the proposed technology is adequate allows it to contribute to solving the problem and conserve or improve the environment.
Reasons why cooperation is requested: explain the reason why the support is considered necessary to advance the project.
Analysis of the equity of the project to gender equity, explicitly showing to what extent women and men participate in the project's actions, and benefit from its results.
6.4. OVERALL OBJECTIVE
The definition of the objective is born from the problem and its causes to identify a purpose: what is going to be done and an end: what is going to be done. The formulation of this objective must contemplate the concrete change that will be achieved through the execution of this project in relation to the problem identified. This objective must be related to the development strategies envisaged in government plans and programs, whether national, departmental or municipal.
It is necessary to know how to differentiate the dynamics, processes or methodologies that are specific to the objectives with the activities that must be developed so that the dynamics, the process or the methodology is fulfilled. Therefore, the objective does not include specific activities, but rather the accumulation of them expressed in a dynamic or characteristic that involves or welcomes them.
6.5. SPECIFIC OBJECTIVES
Each specific objective refers to a critical cause of the problem. The set of specific objectives will allow to meet the general objective. Each specific objective must also be oriented by a purpose (What) and an end (For what).
Its approach must start from the analysis of the problem tree, in such a way that each specific objective is a solution response to a problem or need. The specific objectives are the concrete solutions to the causes of the problem, which the project wishes to solve. These objectives are the immediate goals that the project intends to achieve in a given time and must be formulated in terms of solutions to the causes of the problem posed.
6.6. SELECTION OF ALTERNATIVES
It is a set of techniques to identify solutions, potential alternatives in order to define the objectives to be excluded because they are not feasible or desirable. They allow the project to reflect what is really achievable and not be ambitious or unmanageable. Their selection is made from the objectives tree, identifying the means-ends branches with some descriptive expression. For your selection of alternatives, the following aspects will be taken into account:
- Development priorities Probability of reaching the objective Available financial resources Cost / benefit ratio Need for technical cooperation Competition from other entities
6.7. PROJECT RESULTS, ACTIVITIES AND SUPPLIES
The results or products are the effect of the activities carried out by the project, based on the mobilization or use of inputs, in order to contribute to the achievement of specific objectives.
The results express the achievements of the project and to what extent they contribute to achieving the respective specific objective. They must be concrete and measurable qualitatively and quantitatively. The activities are the actions or tasks that must be carried out sequentially, using certain inputs, in order to produce the results and therefore contribute to the achievement of the specific objectives set, therefore activities that are not necessary for produce the specifically sought results.
The inputs are the human, technical, technological, infrastructure or endowment resources that are needed to carry out the planned activities, produce the results and achieve the specific objectives. Unnecessary inputs should not be included to carry out project activities.
As an alternative, it is suggested to develop the following items:
6.7.1 GOALS
It refers to quantitatively and qualitatively measurable results or achievements in a given period of time. Identify the goal (s) that must be achieved to meet each specific objective. They are the quantitative and qualitative expressions of the achievements that are intended to be obtained with the project. Its formulation must be done from the point of view of time and quality.
6.7.2 ACTIVITIES
Identify the activities you must do to meet each goal. The activities must be defined in a sequential, logical and coherent manner with the identified goals. They are the actions that must be foreseen for the good execution of the proposal. From them the goals will be obtained. To achieve this, a set of inputs and resources is needed in a given period of time. If the goals are clear and quantified, defining the activities is an easy job.
6.8. INDICATORS AND SOURCES OF VERIFICATION
In all cases, it is essential to be able to measure the level of achievement of the proposed results in order to allow the monitoring and evaluation of the project. The result indicators allow to establish in what measure and time the results are achieved. The sources of verification indicate where information on the indicators can be obtained to verify that the results were achieved.
6.8.1 DEFINITION OF INDICATORS
An indicator is a unit of measurement that will allow the monitoring of the project and verify the fulfillment of the objective. Define the indicators in the ecological, natural, economic, social, cultural and political aspects. Describe those that apply to the project objective. The indicator allows to have a unit of measurement to assess and evaluate the fulfillment, behavior and dynamics of the objective, goals and activities, in addition to indicating at the end of the period, which specific goals we managed to deliver.
6.9 BUDGET
6.9.1 DEFINITION OF BUDGET CONCEPTS
Personal
It corresponds to the human resources that are required to carry out the project execution tasks. They should be classified as coordinator, experts, professionals and administrative support staff.
Training
It includes: international scholarships, national internships, international internships, training for Colombian institution personnel to be carried out on the job, and courses or seminars. Only training activities directly related to the project should be included.
Subcontracts
Costs for promotional, outreach, print, publication or other expenses that must be covered through contracts with third parties to carry out specific project activities should be included.
Teams
Distribute in expendable equipment, corresponding to materials, supplies, office expenses; and non-expendable equipment, such as machinery, office equipment, special technology, among others. Only those equipment that are necessary to achieve the project objectives should be included. It is necessary to take into account that the requested equipment implies technology transfer to the country.
Travels
Quantify the cost of tickets and per diem for both national and international trips, of the people who will carry out the activities foreseen in the project outside their work headquarters or that of the project.
Infrastructure
It includes the costs of adjustments, acquisition of land, purchase of buildings, engineering works, among others, that the project requires to meet its objectives. This component must generally be covered by Colombian contributions.
Miscellaneous
Include other expenses different from the previous components and that are needed to execute the project.
Requirements on the Colombian contribution
Colombian entities that make cash contributions to the project must demonstrate the availability of the resources included in the project budget.
6.10. INSTITUTIONAL FRAMEWORK
This part should include the relevant information of the entities participating in the project: legal framework, organic structure, statutes, scope of jurisdiction, functions, plans and related programs. Likewise, the location of the project within the organizational structure of the entity, and an analysis of its technical and operational capacity to carry it out. An analysis must also be presented of the conditions that Colombian institutions or entities must meet to guarantee the continuity of the project, once the cooperation has ended, as well as their real capacity to ensure said continuity.
6.10.1 COMPLEMENTARY INFORMATION OF THE PROPONING ORGANIZATION
6.10.1.1. Institutional Mission
All organizations that plan their future have a defined “Mission” that is their reason for being, their ideal.
Each organization has its own mission and generally answers the following questions:
Who we are (What is it and who makes up the organization).
What the organization does.
For those who do what they do.
Where the organization is located and what territorial areas it covers.
6.10.1.2 Organizational Structure
Describe the structure of your organization (managers, professionals, sections, work areas, accounting system, control mechanisms, among others.).
6.10.1.3 Administrative and Accounting Instruments
The organization has an administrative-accounting area that guarantees financial information, supported by accounting software that complies with the standards accepted in Colombia.
6.10.1.4 Action Area
Scope of action of the organization (local, regional and / or national, thematic specialty, institutional strength).
6.10.1.5 Main Projects Executed
Briefly describe the name, location, topic, objective, goal achieved, population benefited, investment, duration, among others, for each of them.
6.10.1.6 Experience in the Region
Time of experience in the region. Explain what the community's perception is of the proposing organization.
6.10.1.7 Executing Team
Briefly indicate the number of people linked to the project. How many professionals, technicians, students and other support personnel; their academic training, experience, responsibility, dedication in time and remuneration charged to the project.
6.11. COORDINATION MECHANISMS
Coordination mechanisms must be established when, in addition to the executing entity, other entities participate or collaborate for the development of the project.
Agreements, agreements or contracts that are necessary to make as a prerequisite to the initiation of the project must be included.
Indicate the conditions prior to the initiation of the project, which are in charge of the executing entity, such as construction and adaptation of infrastructures, selection and training of personnel.
Include the basic data of the person responsible for the project in the executing entity: name, position, address and telephone number.
Keep in mind:
MONITORING, MONITORING AND EVALUATION
Describe the scheme, mechanisms, instruments, personnel and other resources that you will use to control the project in all its phases. The monitoring, follow-up and evaluation scheme is a responsibility of the proposing organization, that is, it is inherent to its commitments and responsibilities and therefore none of these tasks can be delegated to external institutions.
6.12. OBSERVATIONS
At this point, other relevant information that is not related to the previous points and is necessary can be indicated.
6.13. ACTIVITY SCHEDULES
Each of the activities mentioned above must be recorded in a bar graph that describes the time required for their execution. The first column includes each of the activities and the second column onwards includes the number of months that are needed to carry out each activity.
ANNEXES
SCHEDULE OF ACTIVITIES
|
SCHEDULED ACTIVITIES |
TIME IN MONTHS | |||||||||||||||
| one | two | 3 | 4 | |||||||||||||
| one | two | 3 | 4 | one | two | 3 | 4 | one | two | 3 | 4 | one | two | 3 | 4 | |
| one. | ||||||||||||||||
| two. | ||||||||||||||||
| 3. | ||||||||||||||||
| Four. | ||||||||||||||||
| 5. | ||||||||||||||||
| 6. | ||||||||||||||||
| 7. |
Budget in thousands of pesos
National Contribution
| MEANS | CASH | SPECIES | YEAR 1 | YEAR 2 | YEAR 3 | TOTAL |
| NATIONAL CONTRIBUTION | ||||||
| PERSONAL | ||||||
| Coordinator | ||||||
| Expert a * | ||||||
| Expert b * | ||||||
| Professional x ** | ||||||
| Professional and ** | ||||||
| Support staff | ||||||
| Personal subtotal | ||||||
| TRAINING | ||||||
| International scholarships | ||||||
| National internships | ||||||
| International internships | ||||||
| Courses or seminars | ||||||
| Subtotal training | ||||||
| SUBCONTRACTS | ||||||
| Promotion | ||||||
| Divulgation | ||||||
| Printed matter, publications | ||||||
| Others | ||||||
| Subtotal subcontracts | ||||||
| TEAMS | ||||||
| Consumables (materials) | ||||||
| Not expendable | ||||||
| Subtotal teams | ||||||
| TRAVELS | ||||||
| Nationals | ||||||
| International | ||||||
| Subtotal trips | ||||||
| MISCELLANEOUS | ||||||
| Miscellaneous subtotal | ||||||
| TOTAL CONTRIBUTION | ||||||
| INTERNATIONAL (2) | ||||||
| TOTAL PROJECT COST |
Budget in thousands of pesos
National Contribution
| MEANS | CASH | SPECIES | YEAR 1 | YEAR 2 | YEAR 3 | TOTAL |
| NATIONAL CONTRIBUTION | ||||||
| PERSONAL | ||||||
| Coordinator | ||||||
| Expert a * | ||||||
| Expert b * | ||||||
| Professional x ** | ||||||
| Professional and ** | ||||||
| Support staff | ||||||
| Personal subtotal | ||||||
| TRAINING | ||||||
| International scholarships | ||||||
| National internships | ||||||
| International internships | ||||||
| Courses or seminars | ||||||
| Subtotal training | ||||||
| SUBCONTRACTS | ||||||
| Promotion | ||||||
| Divulgation | ||||||
| Printed matter, publications | ||||||
| Others | ||||||
| Subtotal subcontracts | ||||||
| TEAMS | ||||||
| Consumables (materials) | ||||||
| Not expendable | ||||||
| Subtotal teams | ||||||
| TRAVELS | ||||||
| Nationals | ||||||
| International | ||||||
| Subtotal trips | ||||||
| MISCELLANEOUS | ||||||
| Miscellaneous subtotal | ||||||
| TOTAL CONTRIBUTION | ||||||
| INTERNATIONAL (2) | ||||||
| TOTAL PROJECT COST |
Budget in thousands of pesos
International contribution
| MEANS | CASH | SPECIES | YEAR 1 | YEAR 2 | YEAR 3 | TOTAL |
| INTERNATIONAL CONTRIBUTION | ||||||
| PERSONAL | ||||||
| Coordinator | ||||||
| Expert a * | ||||||
| Expert b * | ||||||
| Professional x ** | ||||||
| Professional and ** | ||||||
| Support staff | ||||||
| Personal subtotal | ||||||
| TRAINING | ||||||
| International scholarships | ||||||
| National internships | ||||||
| International internships | ||||||
| Courses or seminars | ||||||
| Subtotal training | ||||||
| SUBCONTRACTS | ||||||
| Promotion | ||||||
| Divulgation | ||||||
| Printed matter, publications | ||||||
| Others | ||||||
| Subtotal subcontracts | ||||||
| TEAMS | ||||||
| Consumables (materials) | ||||||
| Not expendable | ||||||
| Subtotal teams | ||||||
| TRAVELS | ||||||
| Nationals | ||||||
| International | ||||||
| Subtotal trips | ||||||
| MISCELLANEOUS | ||||||
| Miscellaneous subtotal | ||||||
| TOTAL CONTRIBUTION | ||||||
| INTERNATIONAL (2) | ||||||
| TOTAL PROJECT COST |
BIBLIOGRAPHY
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Comprehensive Formulation of Environmental School Projects (PRAES). Module 2. Environmental education. Timbiquí (Cauca). Departmental Secretariat of Education and Culture of Cauca. 2002Investigation methodology. Mexico DF: Mc Graw Hill, 1998. p. 89.LOREDO ENRIQUEZ, Javier. The research project, guidelines for its development. México.SABINO, Carlos A. The Investigation Process. Bogotá: El Cid Editor. p. 61. TAMAYO AND TAMAYO, Mario. The investigation. Series: Learn to Investigate. Module 2. Santafé de Bogotá, D. C: ICFES, 1999. TAMAYO Y TAMAYO, Mario. The Research Project. Series: Learn to Investigate. Module 5. Santafé de Bogotá, DC: ICFES, 1999. TOBAR MANZANO, Lauro Abslán. Comprehensive Formulation of Environmental School Projects (PRAES). Module 2. Environmental education. Timbiquí (Cauca). Departmental Secretariat of Education and Culture of Cauca. 2002Investigation methodology. Mexico DF: Mc Graw Hill, 1998. p. 89.LOREDO ENRIQUEZ, Javier. The research project, guidelines for its development. México.SABINO, Carlos A. The Investigation Process. Bogotá: El Cid Editor. p. 61. TAMAYO AND TAMAYO, Mario. The investigation. Series: Learn to Investigate. Module 2. Santafé de Bogotá, D. C: ICFES, 1999. TAMAYO Y TAMAYO, Mario. The Research Project. Series: Learn to Investigate. Module 5. Santafé de Bogotá, DC: ICFES, 1999. TOBAR MANZANO, Lauro Abslán. Comprehensive Formulation of Environmental School Projects (PRAES). Module 2. Environmental education. Timbiquí (Cauca). Departmental Secretariat of Education and Culture of Cauca. 2002Carlos A. The Investigation Process. Bogotá: El Cid Editor. p. 61. TAMAYO AND TAMAYO, Mario. The investigation. Series: Learn to Investigate. Module 2. Santafé de Bogotá, D. C: ICFES, 1999. TAMAYO Y TAMAYO, Mario. The Research Project. Series: Learn to Investigate. Module 5. Santafé de Bogotá, DC: ICFES, 1999. TOBAR MANZANO, Lauro Abslán. Comprehensive Formulation of Environmental School Projects (PRAES). Module 2. Environmental education. Timbiquí (Cauca). Departmental Secretariat of Education and Culture of Cauca. 2002Carlos A. The Investigation Process. Bogotá: El Cid Editor. p. 61. TAMAYO AND TAMAYO, Mario. The investigation. Series: Learn to Investigate. Module 2. Santafé de Bogotá, D. C: ICFES, 1999. TAMAYO Y TAMAYO, Mario. The Research Project. Series: Learn to Investigate. Module 5. Santafé de Bogotá, DC: ICFES, 1999. TOBAR MANZANO, Lauro Abslán. Comprehensive Formulation of Environmental School Projects (PRAES). Module 2. Environmental education. Timbiquí (Cauca). Departmental Secretariat of Education and Culture of Cauca. 2002Lauro Abslán. Comprehensive Formulation of Environmental School Projects (PRAES). Module 2. Environmental education. Timbiquí (Cauca). Departmental Secretariat of Education and Culture of Cauca. 2002Lauro Abslán. Comprehensive Formulation of Environmental School Projects (PRAES). Module 2. Environmental education. Timbiquí (Cauca). Departmental Secretariat of Education and Culture of Cauca. 2002METHODOLOGICAL MANUAL FOR THE PRESENTATION OF NATIONAL AND INTERNATIONAL COOPERATION PROJECTS FOCUSED ON THE ENVIRONMENT
Contributed by: LAURO ABSLAN TOBAR M. - [email protected]
AUTHOR'S NOTE: technology research is one such case. Information technologies such as computers and the tools that accompany them work well, but are constantly outmatched by more efficient products
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