USAID/BHA PREPARE Eje Cafetero BASELINE REPORT

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USAID/BHA PREPARE Eje Cafetero

BASELINE REPORT

Submission Date: December 30, 2020 Number: 720FDA20GR00265 Award Start Date and End Date: September 30, 2020 – September 29, 2022 AOR: Michael Cournoyer OFDA/LAC Regional Advisor: Phil Gelman Submitted by: Corey Michaud Miyamoto International, Inc.

1440 G St. NW Washington, D.C. 20005 Tel: +1 240-481-4004 Email: [email protected]

This document was produced for review by the United States Agency for International Development’s Bureau for Humanitarian Affairs (USAID/BHA).

mailto:[email protected]

Baseline ReportUSAID/BHA Eje Cafetero 720FDA20GR00265

i Miyamoto International, Inc.

PREPARE Eje Cafetero The goal of the USAID/BHA PREPARE Eje Cafetero project is to strengthen the regional risk management and response capacity of departmental and municipal governments and the private sector in Eje Cafetero. The project is part of the regional PREPARE Program, which has activities in Colombia, Costa Rica, Guatemala, México, El Salvador and Trinidad and Tobago.

The U.S. Agency for International Development (USAID) The U.S. Agency for International Development is an independent U.S. federal agency responsible for planning and administering economic and humanitarian assistance around the world.

The Bureau for Humanitarian Assistance (BHA) The Bureau for Humanitarian Assistance provides humanitarian assistance that saves lives, including food, water, refuge, emergency medical attention, sanitation and hygiene and critical nutrition services to the world’s most vulnerable and hardest-to-reach people. Miyamoto International, Inc. Miyamoto International is a global firm providing structural Engineering and disaster risk management expertise, with experience in resilience that sustains industries and safeguards communities around the world. Acknowledgements This baseline report was possible thanks to participation from key government and private sector stakeholders, including Municipality of Pereira; Directorate for Risk Management (DIGER); Municipal Council for Disaster Risk Management (CMGRD); Municipal Directorate for Disaster Risk Management (DMGRD); Hydroclimatological Network of Risaralda; Special Operations Unit of the National Police for Emergencies and Disasters (PONALSAR); Universities: Libre, Tecnológica, Católica, Antonio Nariño; Energy, aqueduct, gas and sanitation companies; Regional Autonomous Corporation of Risaralda (CARDER); Firefighters; Civil Defense, Red Cross; Association of Civil Engineers of Risaralda; Departmental Unit of Risk Management of Quindío (UDEGERD); Municipality of Armenia; Post-earthquake Building Safety Assessment Group (GEPSE); Army; Police; Armenia Disaster Risk Management office (OMGERD); Universities: San Buenaventura, Gran Colombia, Quindío; Firefighters; Civil Defense, Red Cross; Emergency Scout Team Foundation; Seismic Observatory of the Quindío University; Association of Civil Engineers of Quindío; Head of Risk Management of the Government of Caldas (JEDEGER); Risk Management Unit of Manizales; Volcanological and Seismological Observatory (SGC) of Manizales; Emergency and Emergency Regulatory Center (CRUE); Regional Autonomous Corporation of Caldas (CORPOCALDAS); Water and Sewage Company of Caldas (EMPOCALDAS); University System of Manizales (SUMA); and the Firefighters; Civil Defense, Red Cross, and Association of Civil Engineers of Caldas.

Disclaimer This publication is made possible by the support of the American People through the United States Agency for International Development (USAID) and its Bureau of Humanitarian Assistance. The opinions, findings and conclusions reflect the author and do not necessarily reflect the views of USAID or the United States Government. The author of this publication is:

©2020 Miyamoto International, Inc. All rights reserved. This report or part thereof should not be reproduced in any form without written permission from

Miyamoto International, Inc.

Baseline Report USAID/BHA Eje Cafetero 720FDA20GR00265

ii Miyamoto International, Inc.

TABLE OF CONTENTS

1 Executive Summary ............................................................................................................................................... 1

2 Introduction .......................................................................................................................................................... 2

3 Methodology......................................................................................................................................................... 3

4 Detailed Findings .................................................................................................................................................. 5

4.1 Overview ...................................................................................................................................................... 5

4.2 Beneficiary population ................................................................................................................................. 5

4.3 Risk Management Policy and Practice: Policy and Planning ........................................................................ 6

4.4 Risk Management Policy and Practice: Public-Private Sector Partnerships ................................................. 7

4.5 Risk Management Policy and Practice: Building Capacity and Training ....................................................... 7

5 Programmatic Implications ................................................................................................................................. 10

6 Conclusion ........................................................................................................................................................... 11

7 Annexes ............................................................................................................................................................... 12

7.1 Annex A. Indicator Tracking Table .............................................................................................................. 12

7.2 Annex B. Protocol for Focus Group Discussions ......................................................................................... 14

7.3 Annex C. Priorities for Disaster Risk Management in Pereira Municipality. .............................................. 16

7.4 Annex D. Inputs for Proposal Formulation to Implement in the Municipality of Pereira .......................... 31

7.5 Annex E. Department of Caldas Institutional Needs .................................................................................. 52

7.6 Annex F. Needs Assessment of the Entities of Department of Quindío .................................................... 71

Baseline Report USAID/BHA Eje Cafetero 720FDA20GR00265

iii Miyamoto International, Inc.

ACRONYMS

BHA Bureau for Humanitarian Assistance CARDER Regional Autonomous Corporation of Risaralda CDGRDR Risaralda Departmental Council for Disaster Risk Management CMGRD Municipal Council for Disaster Risk Management CORPOCALDAS Regional Autonomous Corporation of Caldas COVID-19 Coronavirus disease 2019 CRUE Regulatory Center for Emergencies DDRM Departmental Disaster Risk Management Plan DIGER Directorate for Risk Management DMGRD Municipal Directorate for Disaster Risk Management DRM Disaster Risk Management DRR Disaster Risk Reduction EMAVCC Municipal Strategy on Adaptation to Variability and Climate Change EMPOCALDAS Water and Sewage Company of Caldas EMRE Municipal Strategy for Emergency Response GEPSE Post-earthquake Building Safety Assessment Group of Quindío INSARAG International Search and Rescue Advisory Group JEDEGER Head of Risk Management of the Government of Caldas MDRP Municipal Disaster Risk Management Plan OMGERD Armenia Disaster Risk Management office PDGRD Departmental Plan for Disaster Risk Management PMGRD Municipal Plan on Disaster Risk Management POMCAS Watershed Management Plans POMIUAC Plan for Integrated Management of Coastal Environmental Units PONALSAR Special Operations Unit of the National Police for Emergencies and Disasters POT Municipal Plan on Land Use RPE Risk Probabilistic Evaluation SGC Volcanological and Seismological Observatory of Manizales SNGRD National Disaster Risk Management System SUMA University System of Manizales UCC Urban Search and Rescue Coordination Cell UDEGERD Departmental Unit of Risk Management of Quindío UNGRD Colombia National Disaster Risk Management Unit USAID United States Agency for International Development USAR Urban Search and Rescue

Baseline Report USAID/BHA PREPARE Eje Cafetero 720FDA20GR00265

1 Miyamoto International, Inc.

1 EXECUTIVE SUMMARY

With funding from the Bureau for Humanitarian Assistance (BHA) of the United States Agency for International Development (USAID), the PREPARE Eje Cafetero Program aims to strengthen the regional risk management and response capacity of departmental and municipal governments and the private sector in this region. This two-year program is designed to fulfill four main objectives:

1) Enhance the availability and coverage of seismic exposure, vulnerability and risk data for risk management policy and planning;

2) Strengthen the capacity of disaster authorities to understand and apply seismic risk data for improved policy, planning and implementation outcomes;

3) Strengthen the capacity of municipal agencies, USAR and other first responders to plan and implement effective response operations; and

4) Strengthen regional cooperation in risk management and response through joint planning, information, and resource sharing.

In 2019 Miyamoto International, together with municipal and departmental (provincial, or regional) government partners, conducted an extensive needs assessment related to disaster risk management and response in the Eje Cafetero region of central Colombia. The assessment focused largely on the status of public policies and plans, emergency response capacity, and availability of information and studies related to seismic hazard and risk. Data and conclusions from the assessment informed development of the PREPARE Eje Cafetero technical proposal.

This assessment was conducted in the cities of Armenia, Pereira, and Manizales through roundtable sessions and workshops with focus groups comprised of directors and officials from different municipal and departmental entities. Guided discussions on topics related to disaster risk understanding (natural hazards, risk vulnerability and exposure, risk reduction, risk management, etc.) was collected and subsequently documented in a series of reports published by the partners. This baseline assessment report draws heavily from data, conclusions and recommendations presented in those reports. In November and December 2020, the Miyamoto program team conducted additional research and consultation with stakeholders in order to fill in remaining gaps in our understanding of baseline conditions, as well as to validate assumptions from the needs assessment.

This baseline report summarizes the methodology used to obtain baseline data, findings and analysis from the data collection process, and potential implications of the assessment to program planning and implementation. Among the key findings are the following: • Since the 1999 Armenia earthquake, governments have strengthened disaster risk management and response

structures and systems, but there remain gaps in risk data, understanding and capacity; • Among disaster risk management and response institutions there is a framework to develop risk management

policies and plans, but the framework needs funding and technical assistance to address gaps and weaknesses; • There does not currently exist an adequate system for seismic monitoring in the region that will facilitate

updating of risk hazard and vulnerability/exposure data; • There is not enough public-private collaboration on existing risk management, mitigation and response

activities, and little consideration has yet been given to strengthening regional partnerships between departmental and municipal governments.

These findings were in large part generated during the 2019 needs assessment and as such will not necessitate significant adjustments to the PREPARE Eje Cafetero program strategy or technical design. They do, however, reinforce previous learning and provide additional insights into baseline conditions and specific interventions needed to strengthen risk management and response capacity at both the institutional and household levels. Miyamoto and implementing partners will build upon this existing foundation of knowledge and capacities by targeting program resources to address those critical gaps and weaknesses identified in the needs and baseline assessments.

Baseline ReportUSAID/BHA PREPARE Eje Cafetero 720FDA20GR00265


2 INTRODUCTION

This document describes the methodologies, sources, and findings of the baseline research as one of the first steps of the 24-month PREPARE Eje Cafetero Program, which began on September 30, 2020 and is funded by the Bureau for Humanitarian Assistance (BHA) of the United States Agency for International Development (USAID) under award number 720FDA20GR00265. The target area of this program is the Eje Cafetero region of Colombia, comprised of the Departments of Caldas, Risaralda, and Pereira, including their capitals Manizales, Pereira, and Armenia, respectively (Figure 1). The goal is to strengthen the regional risk management and response capacity of departmental and municipal governments and the private sector in this region.

Objective 1 is to enhance the availability and coverage of seismic exposure, vulnerability and risk data for risk management policy and planning. Miyamoto will bring together stakeholders to review existing risk data and identify scope, goals, and gaps to inform design of research and activities to enhance the knowledge base. This will include a thorough review of existing seismic hazard and vulnerability data and resources in the three target departments.

Objective 2 seeks to strengthen the capacity of disaster authorities to understand and apply seismic risk data for improved policy, planning and implementation outcomes. Miyamoto will lead a process to disseminate and interpret this data and assist partners to develop (or update) strategies and tools to apply risk data to policy and plans for improved risk management and response capacity.

Under Objective 3, the program will conduct a comprehensive capacity evaluation of urban search and rescue (USAR) and other first responders in order to ultimately strengthen the capacity of municipal agencies, USAR and other first responders to plan and implement effective response operations. Miyamoto will then contract BHA instructors to facilitate training to target capacity gaps and support USAR accreditation and will procure equipment to meet identified needs.

Objective 4 aims to strengthen regional cooperation in risk management and response through joint planning, information, and resource sharing. This objective explicitly recognizes the critical importance of private sector institutions – representing academia, professional/technical associations, the business community, and civil society - in ensuring sustainable risk management outcomes. The program will organize at least two regional conferences to promote and share risk management strategies, resources, and best practices among a full spectrum of public and private-sector partners.

The objective of this baseline assessment is to establish current conditions in the region as they relate to risk data quality and availability, risk understanding and risk management and response capacity at the institutional level. Outcomes will inform program strategies and guide program planning and implementation. Learning presented in this report was generated through a literature review and extensive, direct consultations with government disaster authorities and private sector actors in the three target departments of Eje Cafetero. Some of the findings presented in Section 4 of this report mirror those documented in reports from the 2019 needs assessments (see Annexes C-F), while others are the result of new learning and insights generated during the baseline.

EJE CAFETEROPasto

VENEZUELA

PANAMA

ECUADOR

Figure 1. Location of the Eje Cafetero region in Colombia comprising the Departments of Caldas, Risaralda and Quindío.



3 METHODOLOGY

Data collection was initially carried out through a series of comprehensive discussions with key actors from the cities of Manizales, Pereira, and Armenia in May and June 2019, which fed into program design. The specific objectives of these discussions were as follows: to measure and describe the capacity of various systems, institutions, and entities with respect to disaster risk management (DRM), mitigation, and emergency response (specific to seismic events); to identify gaps and areas for potential growth in disaster risk mitigation, management, and emergency response.

Roundtable discussions were conducted with municipal and departmental authorities, including mayors, governors, or their respective delegates, directors, and agency heads. The meetings were also attended by risk management offices, technical entities, academics, urban search and rescue (USAR) and other first responder teams, and the private sector. Open discussions were used to understand each regions’ status in risk management and response.

The most relevant officials (per job responsibility) were selected via roundtables in each department and workshops were organized to share, refine, and clarify the conclusions and results during which the participants were broken out into focus groups and asked to carry out an assessment of the area, describing the following aspects:

Area situation related to seismic hazard and risk. • Hazard characteristics • Current level of knowledge and understanding

Area conditions related to seismic hazard and risk: • Organizational structure and responsibilities • Interactions among/between actors directly responsible for risk management • Most significant advances in disaster risk reduction and management

Discussion was guided by the question: "What needs and challenges does your institution face in order to create or enhance its capabilities concerning DRM and emergency response?" The data collection tool is included in Annex B. Each workshop was followed up by a second roundtable to review the results and discuss the way forward. Therefore, in each city/department, two roundtable discussions and one workshop were carried out, for a total of six roundtable discussions and three workshops. Table 1 shows the entities that participated in these events.

Table 1. Stakeholders involved in DRR/DRM in Eje Cafetero.

Department /Municipality

Departmental/Municipal/City Government Civil Society/Private Sector

Risaralda/Pereira

Municipality of Pereira; Directorate for Risk Management (DIGER); Municipal Council for Disaster Risk Management (CMGRD); Municipal Directorate for Disaster Risk Management (DMGRD); Hydroclimatological Network of Risaralda; Special Operations Unit of the National Police for Emergencies and Disasters (PONALSAR)

Universities: Libre, Tecnológica, Católica, Antonio Nariño; Energy, aqueduct, gas and sanitation companies; Regional Autonomous Corporation of Risaralda (CARDER); Firefighters; Civil Defense, Red Cross; Association of Civil Engineers of Risaralda

Quindío/Armenia

Departmental Unit of Risk Management of Quindío (UDEGERD); Municipality of Armenia; Post-earthquake Building Safety Assessment Group (GEPSE); Army; Police; Armenia Disaster Risk Management office (OMGERD)

Universities: San Buenaventura, Gran Colombia, Quindío; Firefighters; Civil Defense, Red Cross; Emergency Scout Team Foundation; Seismic Observatory of the Quindío University; Association of Civil Engineers of Quindío

Caldas/Manizales Head of Risk Management of the Government of Caldas (JEDEGER); Risk Management Unit of Manizales;

University System of Manizales (SUMA): - Nacional Univ.



Volcanological and Seismological Observatory (SGC) of Manizales; Emergency and Emergency Regulatory Center (CRUE); Regional Autonomous Corporation of Caldas (CORPOCALDAS); Water and Sewage Company of Caldas (EMPOCALDAS)

- Caldas Univ. - Manizales Univ. - Autonomous Univ. - Cat. Luis Amigo Univ.; Firefighters; Civil Defense, Red Cross; Association of Civil Engineers of Caldas

At the conclusion of each workshop, officers from departmental risk management offices and municipal governments documented outcomes from the roundtable discussions. The following documents were created and subsequently provided input for the PREPARE Eje Cafetero technical proposal and this baseline report:

• Priorities for disaster risk management in the Municipality of Pereira/Department of Risaralda (Annex C) • Inputs for development of the Program in the Municipality of Pereira/Department of Risaralda (Annex D) • Institutional needs of the Department of Caldas to strengthen the capacity of rescue and emergency

personnel following earthquakes (Annex E) • Needs assessment of the entities of the Department of Quindío to create or enhance their skills and

capacities related to risk management, mitigation and response (Annex F)

Before and during the discussions, valuable information was obtained by reviewing the following documents: • Departmental Disaster Risk Management Plan (DDRM) of Caldas (UDEGER, 2017) • DDRM of Risaralda (CDGRDR, 2018) • DDRM of Quindío (UDEGERD, 2016) • Municipal Disaster Risk Management Plan (MDRP) of Manizales (UGRM, 2016) • MDRP of Pereira (DIGER, 2012) • MDRP of Armenia (OMGERD, 2015) • State of the Art of studies and disaster risk management in Eje Cafetero (DIGER, 2019) • Reconstruction Process after the 1999 Earthquake, a Sustainability Challenge for the Risk Management in

Development Processes (Alzate, 2010).

More recently, the literature review and stakeholder consultation process conducted in 2019 was updated and reinforced through the current process to collect and analyze additional baseline data. In December 2020, the Program Manager conducted three virtual meetings with directors and officials of the departmental and municipal offices of disaster risk management for Caldas-Manizales, Risaralda-Pereira, and Quindío-Armenia. In all, 15 people participated. Due to COVID-19 all baseline interviews and discussions were conducted virtually – a challenging but manageable limitation of the assessment.

It is important to note that all needs and baseline consultations were structured to align with the Colombia National Disaster Risk Management Unit’s (UNGRD) strategic risk management framework. This framework was developed in accordance with Law 1523 of 2012, which established the National Disaster Risk Management System (SNGRD) in Colombia. The framework's planning processes and criteria are captured in Figure 2, which shows the interplay between risk awareness, risk reduction, and risk management.

Figure 2. Processes and sub-processes for disaster risk management (SNGRD, 2017)



4 DETAILED FINDINGS

4.1 Overview The Eje Cafetero region was severely affected by an earthquake (M6.2) in January 1999. This earthquake revealed various risk management and response capacity weaknesses of the municipal and departmental authorities in the region. Likewise, the urgent need to solve vulnerability problems in the built environment was highlighted, as well as the need to deepen knowledge and understanding of hazard and risk levels in the area to strengthen policies and capacities.

Since that earthquake, risk management and response authorities have made significant progress to better understand seismic risk and preparedness (of institutions and the population) for future earthquakes. Some local governments have partnered with scientists and other experts to implement micro-zonation studies and develop seismic risk analyses. The data from these studies have been used to guide risk management and response planning, and to allocate public, private, and international cooperation funds.

Despite these advances, significant gaps persist in risk knowledge and risk management capacity within local governments, civil society, and the private sector. As a result of regional seminars carried out in 2009, which are described in the “Reconstruction Process after the 1999 Earthquake, a Sustainability Challenge for the Risk Management in Development Processes” (Alzate, 2010), the following key aspects were concluded:

• Risk management had not yet been incorporated adequately into public policy or planning • There is not enough knowledge about seismic risk to prepare/respond effectively to a future earthquake • The government had not engaged adequately with civil society (including academia, the business

community, NGOs, and community groups) in risk management and response planning

These findings and conclusions were verified again in regional meetings in 2019, and in documents including the 2019 “State of the Art” report documenting results and analysis from 167 scientific studies on risk in the Municipality of Pereira, evidencing a slow process in the improvement and implementation of risk management plans and policies in the zone.

The conclusions of the discussions organized by Miyamoto highlighted critical gaps remaining in risk management and response capacity in the Eje Cafetero region. Reports generated by representatives from each zone reflect a broad consensus on capacity building priorities and resource requirements to improve risk management and response, as detailed in the section below on Capacity Building.

Colombia’s Law 1523 of 2012 establishes three fundamental processes for DRM: Risk Awareness, Risk Reduction, and Disaster Management. The result of each process is the input of the next, forming an application-learning-application circle (similar to the one shown in Figure 2). Likewise, the three DRM processes are made up of more detailed sub-processes. This operating scheme was made mandatory for all territorial entities, including the Departments of Caldas, Risaralda and Quindío and their respective capitals. This scheme is a fundamental advance for the region with respect to the generation and facilitation of public policies and plans aimed at risk management and emergency response, and it will provide an overarching framework to guide the interventions of the PREPARE Program in this region.

4.2 Beneficiary population According to the Colombian Statistics National Department, the total population of the Eje Cafetero region as of 2019 is 2,536,610 inhabitants, of which an average of 51.5% are female, and 47.93% are male (Table 2). Indirect beneficiaries as a high-risk population were estimated as 50% of the total population.



Table 2. Eje Cafetero population

Department Estimated Population

Females Males High-risk Population

Risaralda 967,780 51,3% 47,1% 483,890 Caldas 993,870 51,5% 48,5% 496,935 Quindío 574,960 51,8% 48,2% 287,480 Total Eje Cafetero 2,536,610 51.5% 47.9% 1,268,305

The total anticipated number of direct beneficiaries are shown in Table 3.

Table 3. Estimated number of beneficiaries belonging to USAR teams, local authorities and other stakeholders.

Department USAR team members

Government DRR authorities, private sector, etc.

Risaralda 15 100 Caldas 90 130 Quindío 30 60 Total Eje Cafetero 135 290

4.3 Risk Management Policy and Practice: Policy and Planning The following plans and strategies exist in the capitals and Departments of Eje Cafetero, in response to Law 1523 of 2012, with substantial differences in their content in each case:

• Departmental Plan for Disaster Risk Management (PDGRD) • Municipal Plan on Land Use (POT) • Municipal Plan on Disaster Risk Management (PMGRD) • Municipal Strategy for Emergency Response (EMRE) • Municipal Strategy on Adaptation to Variability and Climate Change (EMAVCC).

The foregoing represents a legal and operational institutional framework to develop well-structured risk management policies and plans. However, the framework has several important gaps and weaknesses, despite its mandatory nature, the existing need to implement policies and plans, and the Eje Cafetero authorities’ efforts to implement policies and plans. For example, existing DRM studies are largely linked to response efforts after emergencies or significant disasters that caused large material losses and human lives. This phenomenon indicates the historically reactive nature of public and private entities in terms of risk awareness and risk reduction, as compared to a preventative approach. Similarly, the study of hazard phenomena, although it has addressed specific problems, has neglected the study of other equally important areas. Many studies in the Eje Cafetero area, although they have responded to specific seismic risk problems in the cities, are outdated.

Seismic micro-zonation, as well as the instruments to study seismic vulnerability, are not up to date in the case of Manizales and Pereira and do not exist in Armenia; there is no seismic monitoring in these geographic zones that allows updating of relevant information, conducting research, and making accurate decisions in relation to land use planning or risk management policies.

PREPARE Eje Cafetero will mobilize government and private sector technical experts for a comprehensive review of existing seismic hazard and vulnerability data and resources in the three target departments, as a first step towards investing in additional studies. The most urgent needs for knowledge and risk management research to strengthen



policies and risk management plans in the Eje Cafetero region, according to stakeholders consulted for this baseline report, are the following:

• Develop a seismic micro-zonation study in Armenia and to update/harmonize the seismic micro-zonation studies in Pereira and Manizales;

• Map out and categorize physical, social, and economic vulnerability to earthquakes; • Carry out a seismic risk probabilistic analysis of Pereira and Armenia and update the same for Manizales; • To carry out an estimation of debris volume generated by high magnitude earthquakes, identify routes for

transferring debris and debris disposal areas; • To promote basic and applied research using seismic monitoring instruments; • To update physical vulnerability analysis for essential buildings; • Corrective Risk Intervention; • To formulate and execute DRR projects through municipal development plans to ensure allocation of

resources in harmony with existing risk reduction measures; • To integrate DRM into each municipality's land use plan; • To formulate and execute community DRM Plans; • To develop school-level DRM plans; • To formulate and implement emergency response protocols.

4.4 Risk Management Policy and Practice: Public-Private Sector Partnerships There are a few alliances developed between the public and private sectors of this region, as well as plans and policies oriented to DRM. Perhaps the most relevant interaction among different actors including public entities, academia, and engineering associations has been the updating and application of standards and building codes based on local or national seismic hazard studies and seismic risk assessments. However, findings illustrated insufficient collaboration regarding risk management and mitigation between public and private sectors. The existing public-private guidelines and initiatives are mainly oriented to insurance topics, reinsurance and financial protection, group insurance for small merchants and medium-sized industry, and contingent loans, among others.

The following needs were highlighted by stakeholders and entities in the region in relation to the private sector: • To implement awareness-raising strategies regarding collective insurance; • To formulate a strategy to promote private assets insurance in case of catastrophic events of natural and/or

human origin; • To study the feasibility of financial protection measures to transfer the municipality’s essential

infrastructure risk; • To evaluate alternatives and explore the viability of a contingent credit with international organizations for

post-disaster recovery.

Notably, it was also found that little consideration had been given to regional public-private relationships based on an interdepartmental or inter-municipal model, which could be improve knowledge transfer of seismic risk and improve mutual response coordination during or after a disaster.

4.5 Risk Management Policy and Practice: Building Capacity and Training Via the extensive discussions with regional stakeholders, the following DRR and DRM priorities were identified for PREPARE Eje Cafetero support.

Table 4. Capacity building and resource priorities by Municipality/Department.

Geographical Area Capacity Area Capacity Building and Resource Priorities

Department of Risaralda (Pereira) Understanding Risk

• Seismic hazard assessment • Exposure modeling • Critical infrastructure assessments



• Probabilistic seismic risk analysis • Risk data management

Risk Management and Response

• Risk management capacity assessment and targeted training • USAR/first responder capacity assessment and targeted training • Risk scenario planning • Debris management planning • Institutionalization of response protocols • Response drills and simulations • Risk monitoring/early warning • Business continuity planning • Response communication and coordination • Seismic upgrades/strengthening • Hazardous materials management • Shelter planning and management • Psychosocial support resource network • Land use planning, zoning in high-risk areas • Risk reduction and mitigation planning • Response infrastructure upgrades

Department of Caldas (Manizales)

Understanding Risk • Exposure modeling • Critical infrastructure assessments


• Risk management capacity assessment and targeted training • USAR/first responder capacity assessment & targeted training • Debris management planning • Structural damage assessments • Risk monitoring/early warning • Business continuity planning • Seismic upgrades/strengthening • Land use planning, zoning in high-risk areas • Risk reduction and mitigation planning • Response infrastructure upgrades

Department of Quindío (Armenia)

Understanding Risk

• Seismic hazard assessment • Exposure modeling • Critical infrastructure assessments • Probabilistic seismic risk analysis • Risk data management


• Risk management capacity assessment and targeted training • USAR/first responder capacity assessment and targeted training • Response drills and simulations • Debris management planning • Structural damage assessments • Institutionalization of response protocols • Seismic upgrades/strengthening • Seismic-resistant construction best practices • Land use planning, zoning in high-risk areas • Risk reduction and mitigation planning

Regional – Eje Cafetero

Understanding Risk • Risk data management


• Inter-agency cooperation agreements • Risk knowledge and resource sharing • Network strengthening/study exchange • Response communication and coordination • Business continuity planning



The Department of Caldas is one of Colombia’s leaders in accreditation of Urban Search and Rescue teams - USAR processes at the light level under the International Search and Rescue Advisory Group (INSARAG) methodology, with the only nationally and internationally accredited teams in Eje Cafetero. In addition, Caldas is the only department with the necessary training and logistics knowledge to establish a USAR coordination cell (UCC). Most training provided to these groups on different topics corresponds to the USAID/BHA training portfolio.

Among the accredited teams are the following: • Caldas Red Cross USAR Group (USAR - COL 15), light. • Caldas Civil Defense USAR Group (USAR - COL 16), light. • Chinchiná Volunteer Fire Department USAR Group (USAR - COL 14), light.

Other response groups in Caldas, Risaralda, and Quindío are currently in the accreditation process with INSARAG, which requires different levels of strengthening their logistical and operational capacities to be able to respond to emergencies and disasters adequately. The main obstacle for these groups to access specialized training and/or equipment is lack of funds. PREPARE Eje Cafetero will help address these needs and thereby facilitate the accreditation processes for these groups.

Before making investments, the program will conduct a comprehensive capacity evaluation of USAR teams and other first responders. Through this baseline research, the following gaps and needs related to capacity and training for rescue groups, authorities, and the community have already been identified on a preliminary basis:

• To strengthen first responder entities by providing, replacing, and maintaining equipment, as well as tools and supplies required to conduct disasters response;

• To improve capacity in basic response services such as search and rescue, firefighting, and handling of hazardous materials, among others;

• To assess response capacities of the municipality to attend to natural and human-made emergencies in the municipality and in neighboring municipalities, and to disseminate the findings of those assessments;

• To strengthen the capacity of volunteer firefighters; • To assess community capacities for earthquake recovery; • To assess government capacity to support recovery after an earthquake; • To increase knowledge of municipal councils about successful national and international experiences in

post-disaster recovery; • To promote strengthening of DRM technical capacities among the members of municipal councils; • To promote and strengthen academic/institutional spaces to discuss the importance of reducing seismic

risk, alternative risk reduction measures and risk communications with communities.



5 PROGRAMMATIC IMPLICATIONS

PREPARE Eje Cafetero objectives, activities, and indicators are well-aligned with the findings and conclusions from the baseline assessments detailed in this report; we do not anticipate the need for significant adjustments to program design or planning. However, the in-depth studies, consultations and analysis planned under Objectives 1 and 3 will take into account the valuable data gathered through this baseline research and delve into more detail on the needs and opportunities that have been identified herein, which will in turn guide subsequent program interventions.

During the PREPARE Eje Cafetero design process it was not possible to foresee the conditions and restrictions imposed by the pandemic generated by COVID-19. Thus, it will be necessary to modify the planning and coordination of some face-to-face activities like meetings, presentations, and trainings, which will be conducted virtually until conditions permit in-person encounters, while preserving the quality of the process and results. Although virtual activities such as training may allow for reaching larger numbers of direct beneficiaries than specified in the indicator targets, due to the uncertainty of duration and scope of the pandemic restrictions, no adjustments have been made to the original targets at this time.



6 CONCLUSION

Since the 1999 earthquake, the local government authorities of the Eje Cafetero have made a significant effort to strengthen their structures and systems for disaster risk management and response to emergencies, obtaining important achievements. However, there are still many gaps and weaknesses in the implementation of the national and regional policies related to these topics. The availability and distribution of resources is a fundamental problem, since they are not appropriately designated for the application of risk understanding for informed policies, plans, and programs to reduce vulnerabilities (physical, functional, social, etc.) and contribute to risk mitigation. Likewise, there are few links between the generation of risk data, knowledge and understanding on the one hand, and the processes of strengthening and operationalizing the emergency response on the other.

With respect in risk management and response to emergencies, NGOs and other private sector actors have not sufficiently participated in the process. Also, vulnerable communities have not been engaged to the extent that is necessary to build a culture of risk management. At the regional level, advances made independently in a particular city or municipality have not been adequately systematized or applied to other contexts, which indicates a weakness from the perspective of regional support.

The needs and baseline assessments carried out by Miyamoto, together with authorities and officials of the Eje Cafetero, have identified gaps, areas for growth, strengths, and initiatives that can be addressed through targeted investments in risk understanding, capacity building and technical assistance. PREPARE Eje Cafetero provides a platform and engine for development and implementation of activities that will help address the risk management and response gaps and weaknesses described in this report.



7 ANNEXES

7.1 Annex A. Indicator Tracking Table

720FDA20GR00265Miyamoto International, Inc.Colombia2 years29-Dec-20

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r Life of Award (LOA) Target

LOA Actual Data Source^^

Goal To strengthen the regional risk management and response capacity of departmental and municipal governments and the private sector in Eje Cafetero.PurposeOutcome

1

Risk Management Policy and Practice

Policy and Planning

Number of hazard risk reduction plans, policies, strategies, disaster preparedness and contingency plans developed and in place

department Output + 0 n/a 9 n/a

Key informant interviews, partner

meetings, review of existing and new and revised plans

and policies

National and local partners, existing new/revised plans and policies, other

government records

Semi-annualMiyamoto Program Manager

2


Policy and Planning

Number of people participating in discussions about national risk reduction strategies as a result of the program

sector (public/private);

sex;department

Output + 0 n/a 200 n/a

Collect names at each meeting and event and record

for unique participants

Sign-in sheets or record of remote participation at

meetings, workshops and

events, agenda for events

Per activityMiyamoto Program Manager

3


Policy and Planning

National and local risk assessment, hazards data, and vulnerability information is available within target areas (Y/N)

n/a Output + N n/a Y n/a


meetings, review of available

documents and publications

Stakeholders and partners of program,

websites, paper publications

End of program

Miyamoto Program Manager

4


Policy and Planning

Risk data is incorporated into municipal and departmental risk management and response policy and plans

department Outcome + N n/a Y n/a


meetings, review of available

information from various sources

Stakeholders and partners of program, existing new/revised plans and policies, other government

records

End of program


Strengthened disaster risk management, preparedness and response planning, and national and local institutions for improved collaboration

Endline Value

Data Collection Method^^

Data Collection Frequency

^^

Position Responsible

for CollectionIndicator^Disaggregates

^Indicator Type ^ D

esire

d di

rect

ion

of

chan

ge (+

/-) ^

Baseline Value

Monitoring Data**

Award #AwardeeCountryDurationVersion Date

Activ

ity In

dica

tor

No.

Resu

lt St

atem

ent



5


Public-Private Partnership

Number of private sector businesses directly engaged in response or DRR-related activities as a result of the program

department Output + 0 n/a 6 n/aKey informant

interviews, partner meetings

Stakeholders and partners of program,

private sector representatives


6



Estimated total number of individuals indirectly benefitting from DRR-related program activities as a result of the program from DRR-related program activities

sex;department Output + 0 n/a 1,268,305 n/a Desk research

Public population statistics and

program activity records

End of program


7



Number of government disaster contingency plans that incorporate private-sector aspects as a result of the program

department Outcome + 0 n/a 1 n/a

Key informant interviews, partner meetings, review

and comparison of revised plans

Program partners, private sector

representatives, existing/revised

plans


8



Public-Private partnerships included in the regional, departmental or municipal emergency response protocols

department;municipality Outcome + N n/a Y n/a

Key informant interviews, partner meetings, review

and comparison of revised protocols

Program partners, private sector

representatives, existing/revised

protocols

End of program


9


Capacity Building and Training

Number of people trained in disaster preparedness, risk reduction and management

sex;department; key

topicOutput + 0 n/a 135 n/a

Collect names at each training and record for unique

participants

Sign-in sheets or records of remote

participation, training agenda

Per training course


10



Number of people passing final exams or receiving certificates

sex;department Output + 0 n/a 115 n/a

Administer exams and/or present

certificates, collect data on all recipients

Training reports, copies of exams and certificates

Per training course


11



Percentage of people trained who retain skills and knowledge after two months

sex;department Outcome + 0% n/a 80% n/a Online survey of

training participants Survey responses Per training course


12



Number of people trained in First Aid, Search and Rescue, or health related DRR activities

sex;department; topic Output + 0 n/a 135 n/a

Collect names at each training and record for unique

participants

Sign-in sheets or records of remote

participation, training agenda

Per training course


13Risk Management Policy and


Training accepted by UNGRD for national USAR accreditation n/a Outcome + N n/a Y n/a Verify UNGRD

written approvalUNGRD written

acceptanceEnd of

program


* The sub-purpose and intermediate outcome are optional depending on the complexity of the proposed activity

^ The components for each BHA indicator are stated in the Performance Indicator Reference Sheet (PIRS). ^^ Data Collection Method and Data Source are generally stated in the Performance Indicator Reference Sheet (PIRS), however, implemetning partner should provide specific information based on their context and interventions.

Facilitated the incorporation of risk management and response best practices, strategies and tools into critical planning processes, and strengthened public-private collaboration in their application

Strengthened disaster risk management, preparedness and response planning, and national and local institutions for improved collaboration

** Additional monitoring columns should be added based on the life of the award, and frequency of collecting routine data, as determined by the PIRS


14


7.2 Annex B. Protocol for Focus Group Discussions


15



16


7.3 Annex C. Priorities for Disaster Risk Management in Pereira Municipality.


17



18



19



20



21



22



23



24



25



26



27



28



29



30



31


7.4 Annex D. Inputs for Proposal Formulation to Implement in the Municipality of Pereira


32



33



34



35



36



37



38



39



40



41



42



43



44



45



46



47



48



49



50



51



52


7.5 Annex E. Department of Caldas Institutional Needs


53



54



55



56



57



58



59



60



61



62



63



64



65



66



67



68



69



70




7.6 Annex F. Needs Assessment of the Entities of Department of Quindío













Documents

USAID/BHA PREPARE Eje Cafetero BASELINE REPORT