3. Management of Temporary Shelters

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.

Initially, the management of temporary shelters was not included in the FOREC framework. However, as the situation evolved, individuals began to create temporary shelters using whatever materials were available to them. This shift highlights the adaptability of communities in crisis situations, where people often take immediate action to secure their basic needs.

Think of it like a community of friends caught in a rainstorm without an umbrella. Instead of waiting for help, they use available materials to build a makeshift shelter to stay dry, showing resourcefulness and cooperation in times of need.

The management of the more than 6,000 temporary units was assigned to publicly owned national university of Bogota.

To effectively oversee the rising number of temporary shelters, management was entrusted to a reputable institution—the National University of Bogota. This decision aimed to ensure that there was a structured and knowledgeable approach to managing these shelters, leveraging the university's resources and expertise to provide support and organization.

Imagine a school organizing an event. They might delegate different tasks to different classes based on their strengths. Similarly, assigning the management of shelters to a university makes sure that skilled individuals are in charge, ensuring better organization and support.

The coffee growers organizations aim to favour the development of the local coffee industry through the improvement of efficiency and competitiveness while supporting the coffee grower’s family and the region.

The coffee growers' organizations played a significant role not just in the agricultural sector, but also in community support and development. By focusing on improving the local coffee industry, they were indirectly contributing to the welfare of families and, by extension, to the management of the shelters. They provided resources and support systems that helped improve livelihoods within the community, fostering a collaborative environment for recovery.

Consider a sports team working together for a common goal. Each player has a specific role, but they all support each other to succeed. Similarly, the cooperative societies support both their industry and their community, enhancing overall resilience.

In the emergency phase, CGOs worked as fund managers to distribute external aid and provided tents and food rations.

During the initial emergency phase following the crisis, the cooperative organizations acted as fund managers. They were responsible for distributing aid effectively, which included necessary supplies like tents for shelter and food rations for sustenance. This prompt action was crucial as it provided immediate relief to those affected while also establishing a support network for longer-term recovery.

Imagine a bakery during a natural disaster that quickly sets up a free meal service for the affected community. They gather resources and work efficiently to provide meals, highlighting how immediate support can alleviate some of the challenges facing people in crisis.

A census indicated that 6,648 houses needed to be reconstructed or repaired and 2,972 coffee industry infrastructures registered with the CGO need to be repaired.

An important step in the recovery process was conducting a census to assess the destruction caused by the crisis. This census revealed that a significant number of homes and coffee industry infrastructures required urgent repairs or reconstruction. Assessing these needs helped prioritize actions and allocate resources effectively to facilitate recovery.

It's like a teacher evaluating the condition of school supplies after a flood to determine what needs replacing. By understanding the extent of the damage, they can make informed decisions about what to buy first to ensure students get back to learning.

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