3.1. Development of Temporary Units

has been support with the support from the government it has been formulated it’s about it contributed about 720 million. And, the president of this FOREC council, he adopted a certain institutional model which has an objectives, one is eliminate intermediate officers because corruption is an important priority so that when the moment you are eliminating the intermediate offices you are eliminating the whole procedure itself, guarantee the transparency the decisions, reinforce democratic systems and social organization.

This chunk discusses the roles of government support and the objectives set by the FOREC council. Government assistance helped to support the development of temporary units, contributing around 720 million in resources. The president of the FOREC council aimed to establish an institutional model focusing on eliminating intermediate officers to prevent corruption, enhance transparency in decision-making, and support democratic systems and social organization.

Think of a school project where the principal removed middlemen from the approval process. This means students can present their ideas directly to their superiors, leading to faster responses and clearer communication. Similarly, the elimination of intermediaries in this case aims to foster trust and efficiency.

And what they did was, they, in order to meet this kind of process they adopted a decentralized approach so for each of the municipality, so the many NGOs came forward to support for this reconstruction activity and then what they did was at least they have given each NGO a particular task and then each one NGO was assigned in charge of the municipality.

This segment explains how a decentralized approach was utilized during the reconstruction efforts. Various NGOs (Non-Governmental Organizations) were engaged to contribute to the activities by assigning specific tasks to each, based on geographical areas such as municipalities. This allowed for targeted support and accountability, where each NGO could focus on their assigned municipality.

Imagine a large community event where different groups are assigned to manage different sections—one group runs the food stall, another organizes games, while yet another handles decoration. This way everyone knows their responsibilities, making the event organized and successful.

And under the FOREC responsibilities, temporary shelters was not been a part in the initial process but then, people have started building their temporary units whatever the resources they had so, this is where the temporary shelters and building new temporary units have already started, in whatever the lands they are not available. The management of the more than 6,000 temporary units was assigned to publicly owned national university of Bogota.

Initially, the creation of temporary shelters was not included in FOREC's plan, but as the situation evolved, the community began constructing temporary units using available resources. Over 6,000 temporary units were established, with management responsibilities assigned to a public entity, the National University of Bogotá. This illustrates the community's adaptability in response to immediate needs.

Think about a time when someone had to quickly set up a tent for a camping trip because of sudden weather changes. Even if the initial plan didn't include tents, they quickly improvised with what's available, proving that sometimes real needs prompt new solutions.

So, this is where the coffee growers organizations, they actually aim to favour the development of the local coffee industry through the improvement of efficiency of and international competitiveness and procuring at the same time the integral development of the coffee grower his/her family and the region.

This section focuses on the role that coffee growers' organizations play in the community’s development. These organizations are essential for enhancing the local coffee industry's efficiency and competitiveness on an international scale while also ensuring the holistic development of the coffee growers and their families.

Picture a local farmers' cooperative that works together to improve farming techniques. By sharing best practices and resources, they not only enhance their crop yields but also ensure that every farmer and their family benefit from better earnings, akin to how coffee growers organizations work.

So when they make this assessment of the early stage the census says 6,648 houses need to be reconstructed or repaired and 2,972 coffee industry infrastructures registered with the CGO need to be repaired. ... a fund has been created is called FORECAFE fund is a Fondo para la reconstruction del area rural cafetera has been created with the savings of the CGOs, resources transferred from FOREC and private donations.

In this section, an assessment was done which revealed significant needs, including the repair of approximately 6,648 houses and nearly 3,000 coffee-related infrastructures. In response to these needs, the FORECAFE fund was created, which pooled resources from coffee grower organizations, government transfers, and private donations to support reconstruction efforts.

Imagine a community coming together after a natural disaster. They conduct a survey to understand the damage and then set up a fund where everyone can contribute money to help rebuild homes. This proactive approach helps ensure that those in need receive essential support efficiently.

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