The President of Colombia Alvaro Uribe,
was born in Medellin, and has had a very positive influence on Colombia's Airports

And he also served as the Federal Director of Civil Aeronautics, and for this reason honors his work in AIRLINES/AIRPORTS.

Information in bold maroon relates to Uribe's work involving Medellin, and as Governor of Antioqua, the Department (State), where Medellin is the capital and largest city.

Señor Presidente de la República de Colombia


President Uribe

Álvaro Uribe was born in Medellin, the capital of the department of Antioquia on July 4th, 1952. He has been married to Lina Moreno, a philosopher, for 22 years. They have two children, Tomás and Jerónimo.

He graduated from High School in 1970 at the Jorge Robledo Institute in Medellin, where he was exempted from final exams during the last two years for his excellent academic record and was declared as the best High School graduate. Renowned psychiatrist Mauricio Fernández Arcila and mathematician Debora Tejada, were among his classmates.

In 1977, after  having  finished  law school as an honor student for the most

part of his career, he got his degree in Law and Political Science from the Universidad de Antioquia.

In 1993, he got a degree in Administration and Management, as well as in Conflict Negotiation from Harvard University.

In 1998 he was awarded the Simón Bolivar fellowship by the British Council and named Senior Associate Member at Saint Anthony's College at Oxford University.

HEAD of the Real Estate Department of Medellín's Public Works, where he was in charge of the acquisition of the properties needed to build the El Peñol dam as well as of the relocation of the population of El Peñol.

under President Alfonso Lopez Michelsen and for Labor Ministers Oscar Montoya and Juan Gonzalo Restrepo, time during which he pushed through in Congress the Decree numbered 1468 of 1978, on labor union liberties.

DIRECTOR OF CIVIL AERONAUTICS under President Julio Cesar Turbay, with the following achievements:

· He  hired  and  oversaw  the  construction  of  60%  of  Rionegro's Jose Maria Córdoba
  airport which cost 30 million dollars in a negotiation which for the first time was.

· Supervised  by  the  local  community  under  the  direction  of  Medellín's  Chamber  of

· He was responsible for finishing the construction of the Barranquilla airport building.
· He devised the closing steps for the Development Plan for Cartagena's airport.
· Was  responsible  for  the  construction  of  Avianca airline's terminal.  The  airline  took
  charge of its administration.

· Decentralized  the  administration  of  the  Cali  and Medellín airports in agreement with
   both cities' Chambers of Commerce.

· Ordered  important investments towards improving the airports of some of the country's
  cities  and  faraway   regions,   such   as   night   operations   in   the   Bucaramanga  and
  Cúcuta  airports and jet operations in those of Valledupar and Arauca.

· Wrote  and  put  into  effect Decree 2303 under which the operation of all runways in the
  country must be approved by the military and drug enforcement agencies.

· He gave a boost to regional air operations. Aces airline aircraft went from 6 airplanes to
  19.  And Aires, a new regional airline which serves the departments of Tolima and Huila
  was created.

· He  hired  and  oversaw  the  design  for Bogotá's Eldorado airport second runway as the
  updating of the airport's passenger terminal.

· He  privatized  the  operation  designed  to  collect  airport and exit taxes.   Evasion  and
  corruption  went  down  and  the  tax provision went from $ 2.184 million pesos to $ 4.600
  million in a year as a direct consequence of this measure.

· He acquired specialized aircraft to monitor radio signals

Under President Belisario Betancur

Started city companies such as "Metroseguridad" and "Metromezclas". Completed the studies and obtained the needed nation's funds for the Medellín metro system. Closed down the old city dump and got private contractors for the new sanitary refill at Curva de Rodas. Designed the plans for urban renewal of the Moravia sector in the surroundings of the old city dump. Got the central government's approval for improvement plans in the underprivileged sectors of Medellin called "comunas" looking to create job opportunities and a better quality of life. Jump-started the so-called Intermediate Health Units. Created civic organizations for joint work with the town's administration, one of which carried out the city's tree-planting program. Suppressed bureaucracy.

As part of his work as a senator, he presided over the Senate's Seventh Committee which put through the following laws:

Law 11/1988 by which housemaid work was included in the national health insurance System.
Law 71/1988 or the so-called " Reforma Pensional" ( a revision of the country's retirement plans).
Law79/ 1988 An update of the cooperative banking system.
Law 16/ 1990 Democratic funding of soccer clubs.
Law 40/1990 Protection and development of "panela" ( raw sugar) production.
Law 91/1990 Jumpstarted the national Teacher's Work Benefits Fund.
Law 50/ 1990 or Labor Reform Law.
Law 100/ 1993 Social Security System.
Law 82/ 1993 Protection for women heads of one-parent families.

Awards for senatorial service:
- "Star Senator" in 1990
- One of 5 best senators in 1992
- Elected "Senator with the Best Projects" in 1992 by the media and his fellow congressmen.
- Best Senator of 1993


As the department of Antioquia's governor his goals were a reduction of public spending, putting an end to politicking, placing strict controls over the department's public funds, encouraging savings and generating more investment funds on behalf of the community.

He scaled down bureaucracy in Antioquia while strengthening the state. On January 2nd 1995 there were 14.061 government jobs, by December 1997 the number had gone down to 5, 499.

This reduction notwithstanding, he confirmed in their jobs, 348 women heads of single parent families and 70 pre-retirement age and 45 handicapped people received special benefits.

In 1995, the department's government office had 409 cars whose maintenance cost the nation 12.432 million pesos a year. After the reform the number of official cars was set at 149 which meant earnings for 7.320 million pesos. A sum which went into paving the Fredonia-Puente Iglesias highway with left-over funds to spare.

In 1994 official spending on office supplies was 10.000 million pesos. In 1995, it had gone down to 7.191 millions, in 1996 to 2.461 million pesos and in 1997 to 1.580 million. Total savings in office supply spending between 1995 and 1997, was 8.420 million pesos.

Savings in other areas such as fuel, insurance, travel allowance, maintenance and security reached 2.778 million pesos.


As governor of Antioquia, Alvaro Uribe created 102.161 new openings in primary and secondary schools, 16.000 of which were used by students in rural areas who benefited from the SAT, "Sistema de Apendizaje Tutorial" ( Tutorial Learning System) and created 3.500 new jobs as well.

Alvaro Uribe created 13.180 new openings in higher education as well as 62 in the fields of high technology and craftsmanship.

In conjunction with several savings banks he brought credit to 46 municipalities. In 1997, 58,317 people had savings for $22.022 millions and credit for 26,835 millions.

The department of Antioquia which up till then had 49,956 telephone lines, got 85,648 additional ones during the Uribe administration. And now the whole of the department's municipalities have digital plants and 80 among them, have Internet connections.


The poorest sector of the department, some million 20,000 people, were included in the national subsidized health insurance system. The so-called "Servicio Seccional de Salud" (local health services) became the country's most efficient and won the race for productivity.

The Uribe administration eliminated 1,355 bureaucratic jobs. By December 1997, the department had only 342 public workers and the number of official vehicles went down from 51 to 3, such savings were later used for investments in the health sector.


The number of paved roads during the Uribe administration was the highest in the history of the department. Paved roads went from 305 kilometers to 939 in only three years.


During his three-year tenure, Governor Uribe greatly boosted agriculture by creating 22 community sugar cane mills, 6 fish breeding farms and 40 community tanks.

In order to stimulate the production of rubber, the Agriculture Department planted 170 hectares in the town of Tarazá and 70 more in the town of Mutatá.

The Uribe administration also greatly boosted farmer associations as well as storage centers. Six dairy centers were built and five more were updated. Plus encouraging the building of 11 storage centers for different products. An additional thirty-eight farmer groups received production and marketing support for their products.

As governor, Uribe urged the cattle farmers of the regions of Urabá and Magdalena Medio to rent 10% of their land to farmer community groups for cultivation and as a way to create jobs. In an act of reconciliation, they agreed to giving 650 hectares in Urabá and 900 in Magdalena Medio. The Agriculture Department gave the farmers the necessary technical assistance.


The Uribe administration also gave technical assistance to low-cost housing projects in the department. One-hundred five projects in 74 municipalities which meant 3,463 new houses were given technical assistance and 17, 315 people got new homes. An additional 21 such projects in an equal number of municipalities benefited 4.272 people.


The department's different indigenous groups were given special attention during Uribe's three-year tenure. Governor Uribe created the "Consejería Indigena" (Indian Council) which was especially designed to contribute to the well-being of several indigenous groups. A 3.000 million peso investment was made in the acquisition of land and land reform projects on their behalf plus health benefits for 14,000 of their members.

One of the Uribe administration's flagship programs was the Juvenile Music Bands Program for the department's youth. A young people's musical band was created in each of the department's municipality and 20,000 young people were enrolled in what was deemed to be a program to keep them away from violence.


This program's initial goal was to train 40.000 people in Harvard University's professor Roger Fisher's program. But by 1997, 82,756 people had received training and most of them were in turn, to become the program's instructors.

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